diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/elements.csv b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/elements.csv
new file mode 100644
index 00000000..ded23fa6
--- /dev/null
+++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/elements.csv
@@ -0,0 +1,259 @@
+"ID","Type","Name","Documentation","Specialization"
+"45b2b019-5269-4e12-b40f-b9d56c430ce8","ArchimateModel","Info-Tech - Enterprise Data Models","See content in SharePoint 2010: ""Create and Manage Enterprise Data Models""
+FOLDER LINK: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Library/Info-Tech%20Documents/Create%20and%20Manage%20Enterprise%20Data%20Models
+Documents:
+1. 01-Create-and-Manage-Enterprise-Data-Models--Executive-Brief.pptx
+2. 02-Create-and-Manage-Enterprise-Data-Models--Phases-1-3.pptx
+3. (This ArchiMate model--not in SharePoint)
+4. 04-Enterprise-Architecture-Tool-Selection.pptx
+5. 05-Data-Modeling-Playbook.pptx",""
+"44b20886-74b6-4303-9ca6-d3ddaa650481","Capability","Business Capabilities","",""
+"9d6486d4-1607-4d1b-99ac-22c8e8cba75f","Capability","Register a Case","",""
+"63e30d3f-9d6d-4c13-b22f-5be1bfc37daf","Capability","Resolution a Case","",""
+"dba19b5c-6b6f-493a-b0b5-726f9a8858c1","Capability","Track a Case","",""
+"6461df80-9186-4fad-9c37-7d4490c3bcf5","CourseOfAction","Business Strategy","",""
+"d1dcacab-b596-440e-917b-1b8893296f1d","BusinessActor","Data Architect","",""
+"f1ea7647-e8b4-41ed-a22d-d30b6775ce7f","BusinessActor","Salesperson","",""
+"afcd5d4b-286f-4164-b024-f57999988ab5","BusinessFunction","Architecture","",""
+"5ca5a1a8-4432-47a4-b9ae-830dc33a9498","BusinessFunction","Enhance Logical Model","",""
+"d70b47e1-56ab-4b0e-be5f-56b2b685e210","BusinessFunction","Enrich/harvest Conceptual Model","",""
+"d3dcebb3-f3f2-493d-9bbb-f4a29fc1d1e0","BusinessFunction","Generate Physical Models","",""
+"176fdbbc-7a8d-4fec-9f64-e398df82cc62","BusinessFunction","Modelling","",""
+"5aad4cba-6d03-4fa5-a55e-78f0078ccda6","BusinessFunction","Physical Modelling","",""
+"5d947a8e-51ab-4767-99e9-c8b0073aad51","BusinessFunction","Promote to Production","",""
+"31637aba-0217-4c7d-bf39-e0f2dd6bfb4d","BusinessFunction","Promote to UAT Physical","",""
+"352e5510-47db-495d-b310-bb55fc7d44af","BusinessFunction","Transform Conceptual to Enterprise Logical","",""
+"da81267e-02be-429e-b3c8-6b22ee464b5a","BusinessFunction","Transform to Enterprise Physical","",""
+"079036a1-50ac-49c6-880c-8c508ba10fa4","BusinessObject","address","",""
+"cd2a4aed-d7e6-4fc1-8ee3-09b44803b3ad","BusinessObject","Address","",""
+"01957837-d663-41e2-9e4c-dbf8c4424042","BusinessObject","Address Location","",""
+"bada21f1-e956-431e-b87b-859f5821fae0","BusinessObject","adress role","",""
+"317eae47-d959-44af-bdf2-84c8050837f0","BusinessObject","appl","",""
+"f9f91bd4-eaea-423b-ba0f-c79b449c6f25","BusinessObject","Arrest","",""
+"4e8e2cb7-c2a4-4b60-ac04-390c28b7dfb4","BusinessObject","Arrest","",""
+"7a478269-d4e8-4b21-b176-a2facb1f7699","BusinessObject","Business Data Glossary","",""
+"95329d7e-4e2d-4606-bce6-8fe36d90342c","BusinessObject","business glossary","",""
+"ef6102e5-d051-4677-8078-3d0d417a351c","BusinessObject","Business Object","",""
+"6d607a20-5f63-4a43-9465-c609435e96c1","BusinessObject","Business Object","",""
+"78468295-6506-46d7-8ecb-7587bae51e11","BusinessObject","Case","",""
+"3d920f11-edd7-4421-8a66-343ecdba20a2","BusinessObject","CaseEvents","",""
+"eff6bebe-0a4b-4dfc-98fb-456491344c38","BusinessObject","Conceptual Model","Object Model",""
+"3782fd9c-b834-45b3-b7da-cb2b2df46aba","BusinessObject","contact role","",""
+"cc1ebccf-5897-42f8-852b-433265519657","BusinessObject","Country","",""
+"e184a3ef-8cca-4ba8-affb-f673a82759f4","BusinessObject","DocketEntry","Any thing related to the case; Letter, answerl opinion; motion
+",""
+"90bd535d-b7a4-4c34-991d-caf348ba7aa0","BusinessObject","domain/enter","",""
+"03f7f9b5-b3ee-4811-bc89-62157e647979","BusinessObject","emal","",""
+"ebec9ed1-0ae9-4e14-94d4-340578705dbe","BusinessObject","Event","",""
+"3728e21d-f427-4688-b466-df62a1f136b5","BusinessObject","eventlocation","",""
+"b8703935-db86-4c84-b2d7-41adf6fbf478","BusinessObject","Evidence","",""
+"5169b2ca-e96e-4464-b88e-1c50642cc64d","BusinessObject","Eyewitness","",""
+"f6f905c6-8da3-4d93-ac3c-4e2b1c672c06","BusinessObject","Family member","",""
+"87206ae8-e58d-4b2f-a225-e10149ad4ff2","BusinessObject","Household","",""
+"0004b02c-dea9-440c-8188-ff96ca197671","BusinessObject","Indiv","",""
+"341f90ea-09ef-4d58-baec-9b5cbcc839d8","BusinessObject","industry","",""
+"59d9f12b-992d-4369-b96b-b40eef3ee581","BusinessObject","Industry Reference Models","",""
+"10376d2a-46fa-4690-a5c8-67ed99207411","BusinessObject","Location","",""
+"3fbbae8d-0ccf-4047-9747-93e5d6b599f7","BusinessObject","Main Business concepts","",""
+"a67f8350-b051-48f4-868b-8d5b06f7c76c","BusinessObject","Military action","",""
+"f47f265d-41ca-4c3f-9bc9-b7ec80251549","BusinessObject","Missing person","",""
+"5f50d581-ffbe-40fc-aeaa-aae622fbb58d","BusinessObject","Missing Person Case","",""
+"b6e04797-94b5-443c-8262-b315f4280a64","BusinessObject","Official Document","",""
+"56311428-0cc1-44ea-878c-c3de34fd4951","BusinessObject","org","",""
+"9e6f6c06-ca81-46cf-8054-7b006b2a56cc","BusinessObject","Organization","",""
+"11cecc8a-79cd-4d15-94b8-4e334ab33fad","BusinessObject","party","",""
+"4a0d956c-59c9-4fc5-a8d9-be8fb314dfc5","BusinessObject","Party","",""
+"6d7572d5-061d-4478-be6e-f987730cba35","BusinessObject","Party Relationship","",""
+"442ef061-eb6d-46c1-894f-5cfecaafed6f","BusinessObject","party Role","",""
+"a2d6bc57-46d9-41a5-8df1-cba63b44f6fa","BusinessObject","Party role","",""
+"9d4547f0-c06d-4ff2-a4f3-bef9b949b0d6","BusinessObject","Person","",""
+"11c95b48-3edd-4234-b2d3-62d7c623557a","BusinessObject","Physical Location","",""
+"f32e10ab-c640-4a79-b605-f6034662938f","BusinessObject","Semantic Layer","",""
+"79845a0d-a6c9-4163-9f9c-f79339a194ee","BusinessObject","Subdivision","",""
+"90f051e5-ac9a-481f-93a0-680e4f7e4696","BusinessObject","Town","",""
+"ad599f9c-d3c6-4e06-8b2d-de204ce8f6b7","BusinessObject","Victim","",""
+"3cfc42c8-9399-4ce8-94bf-979847327776","BusinessObject","Witness","",""
+"192273cb-59f3-4979-9332-eedc9975c78b","BusinessProcess","Agile Development ","",""
+"001fea21-c9cc-451f-a64c-54d8ba83e85b","BusinessProcess","Business Capability Modelling","",""
+"0b663f1d-7a4a-41b3-a6d2-f4dad8bf30da","BusinessProcess","business context","",""
+"7033a2c9-c151-4a2f-a7f3-2d63301fd491","BusinessProcess","Business Process","",""
+"0eac0798-da9f-4c56-bed7-382b32772699","BusinessProcess","Business Process","",""
+"524c54d0-3078-4816-b8af-62b1aeef67bd","BusinessProcess","Business Process","",""
+"2865997c-21e8-4e8e-b9d4-fc59a3682680","BusinessProcess","Business Process Modelling","",""
+"36edb4e7-f23b-400f-b6ec-6a2d6c8b2d23","BusinessProcess","Business Processes","",""
+"114d15f7-2aa6-48d9-a41c-9265e62fe900","BusinessProcess","business strategy","",""
+"acdc3914-7d1e-4a6d-ac04-311ef6ffcd25","BusinessProcess","Close a case","",""
+"c8555d96-67c3-4d0d-b657-8a43b3046865","BusinessProcess","collect eye-witness","",""
+"d01b5e5c-faee-4ac9-a926-170e76e1d2c4","BusinessProcess","Conceptual ->Logical transformation","",""
+"bf7fb99e-143b-403f-9f55-db0c551334c3","BusinessProcess","Create Extend Analytical Physical model","",""
+"b883054b-b423-4a95-9c4a-fed7afcf4df8","BusinessProcess","Create Extend Message Model","",""
+"3e069727-4bf8-4004-b399-c3b1df76a8d7","BusinessProcess","Create message schema artefacts","",""
+"cc844d03-0999-4aa1-8a64-d5d9e3563d29","BusinessProcess","Create/Extend Analytical DBMS Physical Model","",""
+"8a1f5352-04e5-4c6a-bcc6-ee8597f3f328","BusinessProcess","Create/extend analytical Logical Model","",""
+"3eabdf71-0613-4db1-a24b-bf250d85ac12","BusinessProcess","Create/Extend Analytical Model","",""
+"dd0b44dc-8279-44d6-967c-f5615f7a3060","BusinessProcess","Create/Extend Conceptual model","",""
+"73cb75bf-e095-46b7-ac43-74c2ceaa1b4e","BusinessProcess","Create/Extend Conceptual Model","",""
+"e08d6938-754c-4467-b7a5-aae661e00ec2","BusinessProcess","Create/Extend Conceptual Model ","",""
+"4fcac57e-8e0e-400d-95aa-92b6fee53435","BusinessProcess","Create/Extend Enterprise Logical Model","",""
+"a409c7b2-4f94-4e1d-b313-8e1b7f7d2e36","BusinessProcess","Create/Extend Enterprise Physical Model","",""
+"7e0b0594-d477-40d7-bf03-a4d2ccbbae12","BusinessProcess","Create/extend logical model","",""
+"7148eff1-4d4e-473d-8b19-6eb15e8f9f40","BusinessProcess","Create/Extent Analytical Logical Model","Dimensions and facts",""
+"f1128847-702b-41bb-81e0-38f4fc88f41d","BusinessProcess","Create/Extent messsage model","",""
+"d3a2a0a3-9a82-4569-8a37-5f7c7ccbd5dc","BusinessProcess","Create/Maintain Conceptual Data Model","",""
+"51699638-17d2-4ea2-b080-c80081c6349d","BusinessProcess","Create/Maintain Vendor enterprise Physical Model","",""
+"7d5f246a-02be-431f-a3d7-4d56dfdcbbcf","BusinessProcess","Data Modelling","",""
+"731ef836-d3d8-462e-9633-5e4955c2ab38","BusinessProcess","Deal closing","",""
+"deb70cb8-ebdf-441e-aa60-c7b7efa9e340","BusinessProcess","Domain Modelling","",""
+"ee006025-7f7b-40b7-8ff7-57b1f1051fe3","BusinessProcess","Enhance Logical Model","",""
+"ebf0f1de-383c-4f37-8ff5-b3f5b0b7afa6","BusinessProcess","Epic Backlog","",""
+"e359958e-afbb-4ee6-bdd4-be12dafab904","BusinessProcess","Epic Backlog","",""
+"97c32fc8-565b-45c0-844b-f0be07ecb28c","BusinessProcess","External Interviews","",""
+"20b1bc1f-d020-4b42-8890-5eed0f69446c","BusinessProcess","Harvest existing models & DBMS","",""
+"8ea2f031-ad72-4610-90f4-f7c93da70cf8","BusinessProcess","Harvest existing models & DBMS","",""
+"5563521d-5fd1-4052-9e46-e4860367492d","BusinessProcess","Harvest reference models","",""
+"e25e13cf-876f-4023-83d6-873c1c300377","BusinessProcess","Harvest reference models","",""
+"1e0e3e26-d75d-4cd9-b408-07b8ee410fc4","BusinessProcess","Identify business domains","",""
+"dcec3657-4c3b-469c-949b-13f68f7c9d87","BusinessProcess","Identify business domains ","",""
+"9b24d869-cbad-432b-ad88-edfb68e4d627","BusinessProcess","Identify Business Entities within a domain","",""
+"b4c65c97-b65c-4a0b-aaeb-edcea148bade","BusinessProcess","Identify/Enhance Conceptual Domains","",""
+"2dc8a167-d3f3-4e19-9378-ff99f3e140ec","BusinessProcess","Information collection","",""
+"302b536f-cd0f-445d-897d-96f04f6753f3","BusinessProcess","Internal interview (review)","Framework & workflow
+",""
+"e4f2a994-6a03-4038-acaa-03a3b4e345c0","BusinessProcess","Iterative Data Architecture","",""
+"d83f4814-3336-4e40-b62f-8b9a8b2b3217","BusinessProcess","Logical->Message model Transform","",""
+"298c0bdb-4d51-4214-b4df-9c83ec88ef69","BusinessProcess","Logical->Physical Transformation","",""
+"2b307fc4-76b4-450b-8abd-736c58ffd134","BusinessProcess","Model Deployment","",""
+"ebe5446d-b610-43d3-8e48-715c24445a50","BusinessProcess","Onboarding","",""
+"a639840c-7430-43ae-869c-f92a5a47f0db","BusinessProcess","Phase I - Initial Outline","",""
+"d20c711c-1db5-4741-85d6-c50c77353a5d","BusinessProcess","Phase II - In-depth Research, ","",""
+"f067a140-9a0c-4086-b85c-4c8db0c28033","BusinessProcess","Phase III - Final assembly","",""
+"b9aa09b0-2c31-4bf0-929e-19edda6e7f0e","BusinessProcess","Phase III - Inititial assembly","",""
+"be302b28-03c5-4ad3-9b6d-084589193151","BusinessProcess","Production Deployment","",""
+"13a63068-9b3a-4aa5-bb0c-548442f258db","BusinessProcess","Project start","",""
+"b0bd578a-142d-4d92-89f1-c227dae1fafb","BusinessProcess","Prospecting","",""
+"dd850156-0893-4583-b791-2bb7e67476d8","BusinessProcess","QA","",""
+"61a4b2e2-7c40-4f49-8017-5555a4fde496","BusinessProcess","QR1","",""
+"f27bbafc-33e6-4097-a6b2-c8acb483b593","BusinessProcess","QR1/2","",""
+"d1eb3656-30df-4161-991d-fe855b26fa02","BusinessProcess","QR3/4","",""
+"713c57f1-22c9-468a-aad7-7a710c3d96ba","BusinessProcess","QR5","",""
+"561fd4ee-d9fc-45ed-b225-67aa1a3f04b2","BusinessProcess","QR6","",""
+"f117680b-4c35-4bb9-9465-38d1502413b3","BusinessProcess","refine (specific) message model","",""
+"0fcac9e3-e2d2-4dc5-a9a8-c7be6f907e36","BusinessProcess","Refine Physical model","",""
+"a174a4b1-fd65-4108-a789-fa51c74a4ea7","BusinessProcess","review draft blueprint","Detail review of all slides & deliverables
+",""
+"66a16ad3-7a40-4d37-b5d1-3661425561b7","BusinessProcess","Solutioning","",""
+"e502e010-1e65-4885-9f89-726c5824d02c","BusinessProcess","Sprint Scoping","",""
+"1b5ef833-f9ac-4f1f-ae8e-65113aefa460","BusinessProcess","Submit to publishing","",""
+"f3a5b54a-578a-4dfa-be6b-5f69d3b4b858","BusinessProcess","Sync model with Vendor Catalog","",""
+"8b0a9ef5-0622-445d-a457-2f25b79a5bf2","BusinessProcess","Track person movement","",""
+"558c2222-e824-420c-a64f-6dce0d0225cd","BusinessProcess","Transaction Scripting","",""
+"cbb8fa94-d6f3-49fc-9b4b-453e9528b406","BusinessProcess","Transform to Analytical-DBMS Physical","",""
+"6d49340f-44de-4e59-9cf9-bf6743506932","BusinessProcess","Transform to physical/message models","",""
+"f157a1cc-1864-4235-8ddd-2a98f252c98a","BusinessProcess","Transform to Vendor Physical Model","",""
+"517105ac-3ba3-465b-9239-fe6bbf3ddf76","BusinessProcess","User Acceptance Testing","",""
+"682f9f4b-4782-44c7-a0f7-47cc954cbf3a","BusinessProcess","Workshop=inize","",""
+"bf0b433d-fef5-4f58-8117-177ca0dac16e","BusinessRole","Author","",""
+"9fbcc81a-35b1-47e5-a8b3-4c0d6aa9b51d","BusinessRole","Business Role","",""
+"d2c7d499-8773-4072-9adb-29c6b7c7f2dd","BusinessRole","Business SME","",""
+"b886f2b4-86b8-49cb-ac89-296b80546aa8","BusinessRole","Data Architect","",""
+"0d408454-9952-4048-ab4c-2b90186ef3b3","BusinessRole","Data Architect","",""
+"f6d0697e-cf95-4c58-aee5-78cccecb2735","BusinessRole","Data Modeller","",""
+"aed287d1-d692-4110-80c7-7a7085067ae7","BusinessRole","Enterprise Architect","",""
+"218e1dfb-a9ef-4c7c-b101-9fbbbeaa1089","BusinessRole","Member","",""
+"38a4a52e-ecb0-441a-9d6a-6e7126122e94","BusinessRole","Reviewers","",""
+"9b6f577c-b1b9-41c9-b9d1-a4560c9dd8e5","BusinessRole","Team Lead","",""
+"5b78c920-1ba7-486a-84b0-ece482388941","BusinessRole","Workshop Team","",""
+"ae17484e-912a-45e4-b2ab-abed57e44218","ApplicationComponent","Application1","",""
+"2fd91be2-ced5-440f-83c2-1224fffd2e67","ApplicationComponent","Application2","",""
+"72f92920-4f0d-4e7e-86e8-2b043ba4bec8","ApplicationComponent","Salesforce","",""
+"fecdb68f-b116-4910-a921-b120086919be","ApplicationFunction","transformation Function","",""
+"e16b7fda-b946-4870-b676-75f4036cc410","ApplicationInterface","Application Interface","",""
+"6d70f2e1-b5b6-4930-b1f9-e44390debb52","ApplicationInterface","Interface used","",""
+"c8b452ce-1a44-465e-a02b-2195cac3ae7a","ApplicationInterface","Mfg Interface","",""
+"37dec66a-59e5-4386-913b-803c595fb0e1","ApplicationInterface","Mfg-Sales Interface","",""
+"eb8651af-e9b6-4403-97ee-4b4ab3fb27bf","ApplicationInterface","Sales Interface","",""
+"6f497e86-53d6-46c2-92cf-bc83a1f85b6e","ApplicationInterface","Salesforce Services","",""
+"1f7fdd29-fbde-4022-a3a4-d99bd7da0864","ApplicationProcess","Change status","",""
+"f52e5084-ebd3-4ded-9f08-4a435a62d092","ApplicationProcess","Create Case and activities","",""
+"aed07cd6-bd91-40a9-9426-3882b961d6c6","ApplicationProcess","Create prospect","",""
+"bff056e4-e164-4472-91a8-012a7281bf22","DataObject","Analytical Logical Model","Dimensional",""
+"1ccfd13b-01fa-4253-afff-7c1bff5246db","DataObject","Analytical Physical Model","",""
+"f3c5e5a7-6c3d-4bd9-a578-0d44664d802c","DataObject","Application Logical Model","",""
+"a856d41f-577c-472b-840a-1ceb83967955","DataObject","Application Physical Model","",""
+"b70f4994-136f-407f-8f54-a1c7ac24250d","DataObject","Conceptual Model","",""
+"955b31f9-d918-4aaf-9d1b-01b65ba7e2fe","DataObject","Customer","",""
+"55483854-726b-4544-8cd3-fb3da7ddfadf","DataObject","Customer","",""
+"40c1a92b-6e04-4cad-aee0-7c9d54d41f91","DataObject","Customer","",""
+"adc31b64-7e26-47ee-a0fb-bb90206cf5f6","DataObject","Customer","",""
+"433f8525-08da-4bcf-b5bc-e3f97ff70ec3","DataObject","Database Physical Model","",""
+"825dcf36-b215-44b7-a252-0acd4c0f2ba3","DataObject","Datamart Physical Model","",""
+"73a1ae06-57b2-41e7-bae5-965c6813da45","DataObject","DBMS Specific Enterprise Physical Model","",""
+"291c3951-f203-4889-a922-1ae0d872e748","DataObject","Enterprise Logical Model","Relational",""
+"6494a238-2213-46b8-a5f0-c9c23351f7ff","DataObject","Enterprise Logical Model","Any Logical model used: EDW, Datalake, Analytical",""
+"db859601-74d7-400d-8454-5039bfed9cc7","DataObject","Enterprise Physical Model","",""
+"9f0c3ea9-6e51-4316-bf98-ca2f43f52ecf","DataObject","Enterprise Physical Model(s)","Any physical mdoel: Database, Message et al
+",""
+"409b0d38-5fec-4818-8791-08cf5b7b858d","DataObject"," Interface Model","",""
+"06e34b4b-0223-4966-beae-4311e7a00110","DataObject","Interface Specification","",""
+"12f15143-7da0-48c1-bc39-3dc085ba0f68","DataObject","Manufacturing Customer","",""
+"fb5ccde2-8316-4458-8489-c70f69ae5e63","DataObject","Manufacturing Customer","",""
+"d3e583e9-1236-4420-8a86-e6dfddbcd27b","DataObject","MD","",""
+"c5eee613-953b-4e5b-b502-b6c6fbe9aa36","DataObject","Message Model","Object Model",""
+"f80d0675-45ef-4624-90a4-b268d3297be1","DataObject","Message Model","",""
+"b34099d4-0697-407a-a5f4-edf760b7fb40","DataObject","Message Schema Model","XSD, REST Schemas",""
+"80c0eb66-dd7d-4724-9fd2-bd67f900ae60","DataObject","Pre-Production Enterprise Physical Model","",""
+"56900aa1-8262-4708-91c7-f7565efc4a4b","DataObject","Production Enterprise Physical Model","",""
+"48a12c60-65f8-4319-a862-0cb5b752db10","DataObject","reference","",""
+"b44ba558-62e8-4959-993d-d9d9007c4d0a","DataObject","Sales Customer","",""
+"79177052-2042-471d-8958-719e615c5eec","DataObject","Sales Customer","",""
+"da13f3dd-cb69-4b1a-bcd8-b0e6438cf584","DataObject","XMLModel","",""
+"3aa85df7-a970-40f6-bc8f-29a9b88ca926","Artifact","??? cust","",""
+"350c6e8a-ec2a-4f05-8eae-eb41ba4984ec","Artifact","Appl DB","",""
+"c1208dc6-ad27-47fb-862b-8b09002a667a","Artifact","Artifact","",""
+"8659a8a4-5e29-4bbf-8ff7-44c091bd37b2","Artifact","Artifact","",""
+"579d3c5a-347c-4e3c-aa26-634a30fddb4d","Artifact","Datamart DDL","",""
+"b1aa8b11-1a9e-4908-a237-6d37ee84c6c5","Artifact","Datamart load script","",""
+"115dad62-c57e-430c-b90d-e9d574f4571e","Artifact","DBMS DDL","",""
+"b6af0108-11f0-4350-ae9c-be9e62be92b4","Artifact","DBMS DDL","",""
+"40896ee8-dab1-45d5-9d8f-c32a05b1ab35","Artifact","DBMS DDL","",""
+"ace1cd0d-9738-447e-a98f-506ef311c5c5","Artifact","DM","",""
+"6385c5a0-d29a-4ef8-b07c-1c2e125c5dcf","Artifact","EDB/ODB","",""
+"f098dbb7-0a3f-4bf4-bf94-626230ac7710","Artifact","EDW","",""
+"58c4308f-8be4-41b1-b372-e382d31ba67c","Artifact","Inteface Model","",""
+"70d9c506-c605-437c-a698-1753ab4ffdc2","Artifact","Interim store","",""
+"b8bcf9e0-a526-4ef8-8c59-dec1eefb1432","Artifact","Interim store","",""
+"4e0aa186-a95f-4415-af15-312ce9288ec8","Artifact","mfg cust","",""
+"10967c43-c498-4535-bab9-6688b2cb1430","Artifact","Payload Schema","XSD, JSON Schema artefact
+",""
+"5812b3cc-dc3d-497a-9d2f-cd9a2f34faa6","Artifact","sales cust","",""
+"4c81bbf5-fed2-480e-b95d-217c098ede32","SystemSoftware","DBMS Catalog","",""
+"f55d6da2-adba-410e-8579-4eabac3be7da","SystemSoftware","ETL","",""
+"017a036a-37a1-486f-9084-74706957d0a5","SystemSoftware","ETL","",""
+"5b3128b2-0cba-4916-b9f6-56bfdb47f7b4","SystemSoftware","ETL","",""
+"f01fb599-2d27-4339-8b1a-bfe225488637","SystemSoftware","ETL","",""
+"87cf2bfb-ff3f-4792-bd76-cca8dd20211c","SystemSoftware","ETL","",""
+"5fd3c22b-428c-42c4-8b3a-13f3c633c774","SystemSoftware","ETL","",""
+"73b521e7-c27e-46c9-8be1-632b2ae55dc5","SystemSoftware","ETL","",""
+"ebc19527-0314-47b1-a84e-33a3b0c3fce9","SystemSoftware","System Software","",""
+"eda3c952-f041-4846-9b0a-08077517d1e1","SystemSoftware","System Software","",""
+"2b6ab64e-eafc-477c-87e7-110339094247","SystemSoftware","System Software","",""
+"ac3e94c4-0a21-4576-a8e9-74bf6fdaf590","TechnologyCollaboration","Technology Collaboration","",""
+"c86c39f5-b908-422c-9828-8df4d0d3085a","TechnologyProcess","integration technology","",""
+"4e437cfe-9adb-4d2f-ab02-3fa466568c65","Requirement","KPI","",""
+"91ce56da-b1f7-4b0f-8ed9-fff01a58dfe4","Grouping","Application,Layer","",""
+"42a7675c-514f-47b7-9b07-f27aa62bbdc4","Grouping","Business Architecture","",""
+"05e8f194-112d-4eff-9384-441cbc364d2a","Grouping","Business Layer","Model with domains",""
+"7e5df2fa-19c5-4e46-9204-3e0a34d4cbb9","Grouping","Data Architecture","",""
+"e3251a38-5442-4eef-bf1b-b330c1c0ecd0","Grouping","Delivery Train","",""
+"292fdd90-052d-4308-81b1-1ec58cbdce98","Grouping","Enteprise Layer","",""
+"631abb8e-b2c8-4de3-93dc-5dc0e1bb6d80","Grouping","Enterprise","Models avaialable for the enterprise",""
+"5f2436fd-8b41-4ebc-a81b-679d7f639508","Grouping","Fulfillment Domain","",""
+"26bbcdd8-7915-4b75-a23c-a51df3d2e849","Grouping","Implementation Layer","",""
+"513b5171-69a5-4912-9823-3666d3fcd3cf","Grouping","Manufacturing Domain","",""
+"bf52ebf2-2485-4e5d-bbbe-9589c314b957","Grouping","Model LC","",""
+"096a4103-0954-426e-bedc-6e594900327c","Grouping","PreProduction","Models rpresenting the Preproduction environment. These models are a subset of the enterprise (development) models as not all development projects gets promoted to pre-production. Only exists in physical format
+",""
+"b6b9e637-a5b5-45fe-ae37-d2b16084cb35","Grouping","Production","Models that repsent all artefacts deployed to production. Not all components that we promoted to pre-production gets promoted to production due to project cancellation, postponed, change of priorities etc",""
+"e546a8c2-8d13-4359-a52d-aa7a91a50a40","Grouping","Sales Domain","",""
+"dfcbc50b-6090-4b81-9b7d-fca6e14217db","Junction","Junction","",""
+"3efc5454-10fa-410a-af6a-b8d50dc32c97","Junction","Junction","",""
\ No newline at end of file
diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/properties.csv b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/properties.csv
new file mode 100644
index 00000000..605c682d
--- /dev/null
+++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/properties.csv
@@ -0,0 +1,105 @@
+"ID","Key","Value"
+"dfcbc50b-6090-4b81-9b7d-fca6e14217db","Junction_Type","And"
+"3efc5454-10fa-410a-af6a-b8d50dc32c97","Junction_Type","And"
+"eab9f160-a786-4c19-b11b-9cc98615f252","Directed","false"
+"996d01e7-1263-4edd-97d4-9e802d7a5900","Directed","false"
+"69556083-a914-4bc8-ab65-f7ff0d3478dd","Directed","false"
+"32e6de06-cdb9-4267-b331-e747c58f9fc8","Access_Type","ReadWrite"
+"a7940d70-05b9-4ee0-86c0-2c1dba30e0c5","Access_Type","Read"
+"577bb04b-91c0-4285-bc7e-753e8186f622","Access_Type","Write"
+"131d7a19-4b62-4e40-8838-c3f0768f1f89","Access_Type","Read"
+"b444ad70-595e-4514-bae8-7ef0e47d5fa4","Access_Type","Write"
+"03c8722c-67c9-4535-a37c-b4c594b027f9","Access_Type","ReadWrite"
+"9d51b792-7c63-44c4-b6b1-5575057e530c","Access_Type","Read"
+"6b92f56c-3d51-49c5-9234-02b14cb9c252","Access_Type","Write"
+"2e64c7e7-a433-4ba1-a1fc-f26b3fe82e39","Access_Type","Read"
+"b9981095-e1a9-4b78-81b6-967214121295","Access_Type","Write"
+"2beba00b-9f28-4c5f-93ab-88ecd1968afc","Directed","false"
+"ef2d829a-d69e-4d59-85cb-710d1f143412","Directed","false"
+"e70f5ef4-56cf-4d24-a208-375b0bd7c7bd","Directed","false"
+"425c9de2-6d80-4ab0-b23d-bec21f10a791","Directed","false"
+"6cb4f160-4d30-4f59-9ae4-2caf894eebe4","Directed","false"
+"57216db4-5e36-4338-8d6a-669072fffb7d","Directed","false"
+"f6f394a0-80f7-4418-afcc-013aca428f27","Directed","false"
+"7e940fee-b7bf-46c5-a260-336378466306","Directed","false"
+"ad782053-6e38-483b-8cec-7dfd062e9918","Access_Type","Read"
+"71229d04-176d-4d86-b785-6c903d9b30ea","Access_Type","ReadWrite"
+"b3e6ef56-42a2-4568-ae66-8bbb47221a09","Access_Type","ReadWrite"
+"baa27483-181d-4784-b675-e4213fc271cd","Access_Type","Write"
+"b3a0821e-7604-40e1-96b5-62f396737dde","Directed","false"
+"fd5aa7ed-2555-44d8-8525-c649e4469822","Directed","false"
+"a1721f3a-1b3f-4a43-bdfc-8be9509ab3a9","Directed","false"
+"1138d2ca-93d9-4eb6-b61f-821b37525349","Directed","false"
+"ef7a70fa-d249-4ecf-a274-3558dc347f82","Directed","false"
+"7eae57f9-cb71-4f15-bb32-794c43d8d26a","Directed","false"
+"6b669d15-057a-49e2-bcdd-019d5191126e","Directed","false"
+"f9167f55-985b-4ee0-bfc2-d3b34ebc50c3","Directed","false"
+"e6d48e03-58d4-494a-ae62-85d603f6a7e2","Directed","false"
+"61ee3e63-e421-4cbc-b6c0-ec2543711b96","Directed","false"
+"8abf3d47-0aaa-4f66-8932-1108cb7c329d","Directed","false"
+"94f374dd-8d1c-493b-8903-ea03106dd070","Directed","false"
+"f92245f3-82d1-461d-ad57-d08a589768ac","Directed","false"
+"87e927f8-c3b7-4148-bc80-7f6d617754f7","Access_Type","Write"
+"64947f9f-d011-401c-846a-59ce536df4cf","Directed","false"
+"64a4f2e6-152d-459d-9614-da5e58fb305f","Directed","false"
+"cd3bd964-7395-431d-8543-ebfb8b6f6465","Directed","false"
+"008ae4be-d76b-4773-827b-2d12cb884441","Directed","false"
+"05783f4b-fad8-4090-91f3-f7688ada0a7a","Directed","false"
+"59071f42-5cd1-41e6-bf10-1a23f1b01054","Directed","false"
+"78c7a86d-13ba-4ad5-8f18-e90e77860ed6","Directed","false"
+"d8f3c911-ae68-49b8-913a-bd4de9ca6e9d","Directed","false"
+"0b2e3e06-400e-4932-bc16-b8505e909a57","Directed","false"
+"579b9578-444f-42d3-ad14-abd12a575b1f","Directed","false"
+"dcc5e299-92d1-49cd-a996-8f641fe04c99","Directed","false"
+"65d7067f-3744-46b4-ba82-fb247f94b5c6","Directed","false"
+"a74bcae4-05e9-4d41-a50e-2c172036722c","Directed","false"
+"f0e419c2-ed63-4fac-857e-318de4faa7c4","Directed","false"
+"31c07167-75ab-49dc-9f7b-46be8ab94a9b","Directed","false"
+"54d56b2a-2c90-4cd7-b1a4-aae420d0fbe5","Directed","false"
+"e6a6afc1-627f-4402-aff5-0c5a828da184","Directed","false"
+"43278f6d-a706-49f8-a117-f4b7d2d3727c","Directed","false"
+"8540a645-6b52-480e-92c2-23419071a099","Directed","false"
+"da390fad-7d12-4957-ae46-51db151abd1a","Directed","false"
+"dd1e4e15-5582-4221-aa03-a45d87d4be4b","Directed","false"
+"c2ca8f42-c042-493a-8eeb-2ab9ad3f483f","Directed","false"
+"4fbb50ae-4eae-4a09-b011-0b60e1bb7f66","Directed","false"
+"50305c9f-8ff8-451d-9eca-f932c4a09996","Directed","false"
+"a7dca196-c6d3-46d3-8c6a-0dbb615a60a5","Directed","false"
+"0bd5ff3d-f1d2-424e-a16f-581073bdf8a4","Access_Type","Read"
+"1118ee27-7d23-4d37-81ee-6d1c07a40828","Directed","false"
+"7692cd0f-202f-4fa3-9120-8b57b9083675","Directed","false"
+"7c645141-d862-4a8d-9891-7eeeb7e33f2f","Directed","false"
+"fa8c503b-8118-4a1c-b69b-ca2cc5b1d0fb","Directed","false"
+"b245292b-0de5-4134-9977-67047993011b","Directed","false"
+"8e70269c-b926-47ba-b3f6-256dde53a77a","Access_Type","Read"
+"e93ef974-2dc2-4325-94ba-2d8e91a01341","Access_Type","Write"
+"290db108-ef2d-43cc-9821-dd70e3c8185e","Access_Type","Read"
+"70de8a32-d027-473a-8672-d02bdcd82b2d","Access_Type","Write"
+"4c2a7f58-01ff-477f-bf59-d090b1f977b2","Access_Type","Read"
+"e2b1d43a-c89e-49cb-8580-15a118b2f4a1","Access_Type","Write"
+"3788ec4c-8858-45eb-a5d9-f8a160390552","Access_Type","Read"
+"ed30d210-7ddb-4518-bcfe-baea7b14669c","Access_Type","Write"
+"74dfe0c5-0194-4d81-9016-7f60b695fd5e","Access_Type","Write"
+"9cfc8774-4b04-49a9-aef8-f2ab231c258d","Access_Type","Read"
+"d14e81cf-c31f-494d-a432-d0c0812df8d8","Access_Type","Write"
+"ce8e634b-8f66-4d44-8f97-eb58e1452456","Access_Type","Read"
+"513a2c5d-782d-4ab8-936c-a2a46afd0d67","Directed","false"
+"22c6b2cf-c783-49ae-802b-aea4c3eba2e4","Directed","false"
+"600e214c-5873-48d3-9b73-0113e977fd38","Directed","false"
+"4b5399cc-c828-4bc2-b86d-f5fa8b85ac67","Directed","false"
+"0815f9d7-1190-406f-998b-9b87c1802311","Directed","false"
+"e208e4a7-c5c0-4e9b-896f-7e3c7f69aa68","Access_Type","Write"
+"f863db87-5c93-4212-ba04-c79879c1a2dc","Access_Type","Write"
+"17673b25-b181-4b34-97eb-01946bd99db7","Directed","false"
+"debeb66f-4c15-41c7-963f-14452863cbe9","Directed","false"
+"1fa1054e-dc68-4c87-b632-3eade3c73ea3","Directed","false"
+"b721da0a-51cd-4a08-9907-48a9f7228a20","Directed","false"
+"08b27bc9-b16a-4aa8-83a2-31afccc64c2a","Directed","false"
+"e0182e98-411c-49ec-ac79-7bee4705fbd1","Directed","false"
+"5105d74a-07f0-48c9-a5a6-8a64e63c9f5a","Directed","false"
+"4990f50e-cfec-4e0e-be56-080bef4e6e12","Directed","false"
+"0b39da4c-3017-4110-8d93-6837e38ca0cd","Access_Type","ReadWrite"
+"73f4d3c5-bb3b-4cc4-aefe-9f4d7d3aef8a","Access_Type","ReadWrite"
+"bcb89149-1615-488b-bd41-6483d795a1ba","Directed","false"
+"b1167f6a-1910-4851-8226-52994b4e7873","Directed","false"
+"835f8c6a-e73b-420a-80d3-aef0492d5f15","Directed","false"
\ No newline at end of file
diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/relations.csv b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/relations.csv
new file mode 100644
index 00000000..23da46af
--- /dev/null
+++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/csv/relations.csv
@@ -0,0 +1,350 @@
+"ID","Type","Name","Documentation","Source","Target","Specialization"
+"32e6de06-cdb9-4267-b331-e747c58f9fc8","AccessRelationship","","","d70b47e1-56ab-4b0e-be5f-56b2b685e210","b70f4994-136f-407f-8f54-a1c7ac24250d",""
+"a7940d70-05b9-4ee0-86c0-2c1dba30e0c5","AccessRelationship","","","5d947a8e-51ab-4767-99e9-c8b0073aad51","80c0eb66-dd7d-4724-9fd2-bd67f900ae60",""
+"577bb04b-91c0-4285-bc7e-753e8186f622","AccessRelationship","","","5d947a8e-51ab-4767-99e9-c8b0073aad51","56900aa1-8262-4708-91c7-f7565efc4a4b",""
+"131d7a19-4b62-4e40-8838-c3f0768f1f89","AccessRelationship","","","352e5510-47db-495d-b310-bb55fc7d44af","b70f4994-136f-407f-8f54-a1c7ac24250d",""
+"b444ad70-595e-4514-bae8-7ef0e47d5fa4","AccessRelationship","","","352e5510-47db-495d-b310-bb55fc7d44af","6494a238-2213-46b8-a5f0-c9c23351f7ff",""
+"03c8722c-67c9-4535-a37c-b4c594b027f9","AccessRelationship","","","5ca5a1a8-4432-47a4-b9ae-830dc33a9498","6494a238-2213-46b8-a5f0-c9c23351f7ff",""
+"9d51b792-7c63-44c4-b6b1-5575057e530c","AccessRelationship","","","31637aba-0217-4c7d-bf39-e0f2dd6bfb4d","9f0c3ea9-6e51-4316-bf98-ca2f43f52ecf",""
+"6b92f56c-3d51-49c5-9234-02b14cb9c252","AccessRelationship","","","31637aba-0217-4c7d-bf39-e0f2dd6bfb4d","80c0eb66-dd7d-4724-9fd2-bd67f900ae60",""
+"2e64c7e7-a433-4ba1-a1fc-f26b3fe82e39","AccessRelationship","","","da81267e-02be-429e-b3c8-6b22ee464b5a","6494a238-2213-46b8-a5f0-c9c23351f7ff",""
+"b9981095-e1a9-4b78-81b6-967214121295","AccessRelationship","","","da81267e-02be-429e-b3c8-6b22ee464b5a","9f0c3ea9-6e51-4316-bf98-ca2f43f52ecf",""
+"87e927f8-c3b7-4148-bc80-7f6d617754f7","AccessRelationship","","","9fbcc81a-35b1-47e5-a8b3-4c0d6aa9b51d","f32e10ab-c640-4a79-b605-f6034662938f",""
+"0bd5ff3d-f1d2-424e-a16f-581073bdf8a4","AccessRelationship","","","d3a2a0a3-9a82-4569-8a37-5f7c7ccbd5dc","59d9f12b-992d-4369-b96b-b40eef3ee581",""
+"8e70269c-b926-47ba-b3f6-256dde53a77a","AccessRelationship","","","f55d6da2-adba-410e-8579-4eabac3be7da","350c6e8a-ec2a-4f05-8eae-eb41ba4984ec",""
+"e93ef974-2dc2-4325-94ba-2d8e91a01341","AccessRelationship","","","f55d6da2-adba-410e-8579-4eabac3be7da","70d9c506-c605-437c-a698-1753ab4ffdc2",""
+"290db108-ef2d-43cc-9821-dd70e3c8185e","AccessRelationship","","","017a036a-37a1-486f-9084-74706957d0a5","70d9c506-c605-437c-a698-1753ab4ffdc2",""
+"70de8a32-d027-473a-8672-d02bdcd82b2d","AccessRelationship","","","017a036a-37a1-486f-9084-74706957d0a5","6385c5a0-d29a-4ef8-b07c-1c2e125c5dcf",""
+"4c2a7f58-01ff-477f-bf59-d090b1f977b2","AccessRelationship","","","f01fb599-2d27-4339-8b1a-bfe225488637","6385c5a0-d29a-4ef8-b07c-1c2e125c5dcf",""
+"e2b1d43a-c89e-49cb-8580-15a118b2f4a1","AccessRelationship","","","f01fb599-2d27-4339-8b1a-bfe225488637","f098dbb7-0a3f-4bf4-bf94-626230ac7710",""
+"3788ec4c-8858-45eb-a5d9-f8a160390552","AccessRelationship","","","5b3128b2-0cba-4916-b9f6-56bfdb47f7b4","f098dbb7-0a3f-4bf4-bf94-626230ac7710",""
+"ed30d210-7ddb-4518-bcfe-baea7b14669c","AccessRelationship","","","5b3128b2-0cba-4916-b9f6-56bfdb47f7b4","ace1cd0d-9738-447e-a98f-506ef311c5c5",""
+"74dfe0c5-0194-4d81-9016-7f60b695fd5e","AccessRelationship","","","87cf2bfb-ff3f-4792-bd76-cca8dd20211c","b8bcf9e0-a526-4ef8-8c59-dec1eefb1432",""
+"9cfc8774-4b04-49a9-aef8-f2ab231c258d","AccessRelationship","","","5fd3c22b-428c-42c4-8b3a-13f3c633c774","b8bcf9e0-a526-4ef8-8c59-dec1eefb1432",""
+"d14e81cf-c31f-494d-a432-d0c0812df8d8","AccessRelationship","","","5fd3c22b-428c-42c4-8b3a-13f3c633c774","f098dbb7-0a3f-4bf4-bf94-626230ac7710",""
+"ce8e634b-8f66-4d44-8f97-eb58e1452456","AccessRelationship","","","87cf2bfb-ff3f-4792-bd76-cca8dd20211c","6385c5a0-d29a-4ef8-b07c-1c2e125c5dcf",""
+"e208e4a7-c5c0-4e9b-896f-7e3c7f69aa68","AccessRelationship","","","73b521e7-c27e-46c9-8be1-632b2ae55dc5","350c6e8a-ec2a-4f05-8eae-eb41ba4984ec",""
+"f863db87-5c93-4212-ba04-c79879c1a2dc","AccessRelationship","","","73b521e7-c27e-46c9-8be1-632b2ae55dc5","6385c5a0-d29a-4ef8-b07c-1c2e125c5dcf",""
+"0b39da4c-3017-4110-8d93-6837e38ca0cd","AccessRelationship","","","fecdb68f-b116-4910-a921-b120086919be","79177052-2042-471d-8958-719e615c5eec",""
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+"01af9832-638e-4f62-94d0-4d1c3138694a","TriggeringRelationship","","","7148eff1-4d4e-473d-8b19-6eb15e8f9f40","3eabdf71-0613-4db1-a24b-bf250d85ac12",""
+"8efccf30-501a-451c-a1cf-04e5b8c97130","TriggeringRelationship","","","3eabdf71-0613-4db1-a24b-bf250d85ac12","cc844d03-0999-4aa1-8a64-d5d9e3563d29",""
+"70d63a6d-9034-4321-b24e-37ebc70840bf","TriggeringRelationship","","","d01b5e5c-faee-4ac9-a926-170e76e1d2c4","7e0b0594-d477-40d7-bf03-a4d2ccbbae12",""
+"75ef6451-8691-45b8-91f8-a7c01d04ec89","TriggeringRelationship","","","d20c711c-1db5-4741-85d6-c50c77353a5d","d1eb3656-30df-4161-991d-fe855b26fa02",""
+"6ab06d62-1d9a-4679-ba8c-e5c90ba11c9b","TriggeringRelationship","","","d1eb3656-30df-4161-991d-fe855b26fa02","b9aa09b0-2c31-4bf0-929e-19edda6e7f0e",""
+"40116917-e875-406c-a3c1-35bb019aeed1","TriggeringRelationship","","","713c57f1-22c9-468a-aad7-7a710c3d96ba","a174a4b1-fd65-4108-a789-fa51c74a4ea7",""
+"11d940ee-51c3-4ad2-8fd8-f8512763f0f4","TriggeringRelationship","","","e359958e-afbb-4ee6-bdd4-be12dafab904","e4f2a994-6a03-4038-acaa-03a3b4e345c0",""
+"5746c438-18f1-4899-8809-c7da9dfb487e","TriggeringRelationship","","","b4c65c97-b65c-4a0b-aaeb-edcea148bade","ee006025-7f7b-40b7-8ff7-57b1f1051fe3",""
+"085881cc-b518-4f97-9e90-a69ba1814179","TriggeringRelationship","","","ee006025-7f7b-40b7-8ff7-57b1f1051fe3","6d49340f-44de-4e59-9cf9-bf6743506932",""
+"658f2164-55ac-4a0d-907f-6a630cd014a1","TriggeringRelationship","","","dd850156-0893-4583-b791-2bb7e67476d8","517105ac-3ba3-465b-9239-fe6bbf3ddf76",""
+"3c4f08f0-5e75-4a68-b185-e180ae7fbcf7","TriggeringRelationship","","","517105ac-3ba3-465b-9239-fe6bbf3ddf76","2b307fc4-76b4-450b-8abd-736c58ffd134",""
+"16042975-da9c-446f-9076-f17db144252e","TriggeringRelationship","","","dd0b44dc-8279-44d6-967c-f5615f7a3060","4fcac57e-8e0e-400d-95aa-92b6fee53435",""
+"9ad4cd15-ddd5-4a02-ab01-867cceeb3b79","TriggeringRelationship","","","1e0e3e26-d75d-4cd9-b408-07b8ee410fc4","20b1bc1f-d020-4b42-8890-5eed0f69446c",""
+"88ae4ea8-eece-4463-bde1-8b3c8bac45bb","TriggeringRelationship","","","dcec3657-4c3b-469c-949b-13f68f7c9d87","d3a2a0a3-9a82-4569-8a37-5f7c7ccbd5dc",""
+"607cfd07-1545-472d-8ff6-e48432c8a631","TriggeringRelationship","","","dcec3657-4c3b-469c-949b-13f68f7c9d87","9b24d869-cbad-432b-ad88-edfb68e4d627",""
+"0870c070-7889-472f-9789-7cd5846f8980","TriggeringRelationship","","","dfcbc50b-6090-4b81-9b7d-fca6e14217db","e25e13cf-876f-4023-83d6-873c1c300377",""
+"a1cf5c56-41c1-4223-a06e-6b9dfd141920","TriggeringRelationship","","","9b24d869-cbad-432b-ad88-edfb68e4d627","dfcbc50b-6090-4b81-9b7d-fca6e14217db",""
+"004ea374-65cd-4a40-bd8b-a788ecec49c1","TriggeringRelationship","","","dfcbc50b-6090-4b81-9b7d-fca6e14217db","8ea2f031-ad72-4610-90f4-f7c93da70cf8",""
+"b1654e49-9492-4b44-9b26-fae6024e8957","TriggeringRelationship","","","e25e13cf-876f-4023-83d6-873c1c300377","e08d6938-754c-4467-b7a5-aae661e00ec2",""
+"8d95f0d1-b6c5-4bfb-aa22-a19bd3cfaf1d","TriggeringRelationship","","","8ea2f031-ad72-4610-90f4-f7c93da70cf8","e08d6938-754c-4467-b7a5-aae661e00ec2",""
+"49db9388-3cf2-4a70-b45a-371f2acd7b5b","TriggeringRelationship","","","dd0b44dc-8279-44d6-967c-f5615f7a3060","b883054b-b423-4a95-9c4a-fed7afcf4df8",""
+"c50f130f-295b-4ca5-baa2-23a908e5219b","TriggeringRelationship","","","4fcac57e-8e0e-400d-95aa-92b6fee53435","8a1f5352-04e5-4c6a-bcc6-ee8597f3f328",""
+"5689bb7a-c86c-4c17-af4c-6537f3dc752c","TriggeringRelationship","","","8a1f5352-04e5-4c6a-bcc6-ee8597f3f328","bf7fb99e-143b-403f-9f55-db0c551334c3",""
+"346f4932-724b-4a13-9278-c598621e2ed5","TriggeringRelationship","","","bf7fb99e-143b-403f-9f55-db0c551334c3","2b307fc4-76b4-450b-8abd-736c58ffd134",""
+"35c1d111-a8a2-4f43-9a8e-862e1cb5ce65","TriggeringRelationship","","","a409c7b2-4f94-4e1d-b313-8e1b7f7d2e36","2b307fc4-76b4-450b-8abd-736c58ffd134",""
+"c5cb35b9-d207-4218-9201-c2aee0871178","TriggeringRelationship","","","b883054b-b423-4a95-9c4a-fed7afcf4df8","2b307fc4-76b4-450b-8abd-736c58ffd134",""
+"e2476119-8e2a-47a5-874a-66c19eb26483","TriggeringRelationship","","","e4f2a994-6a03-4038-acaa-03a3b4e345c0","7d5f246a-02be-431f-a3d7-4d56dfdcbbcf",""
+"d390fa6c-8b17-4b43-bd75-0e021ac9f7c6","TriggeringRelationship","","","ebf0f1de-383c-4f37-8ff5-b3f5b0b7afa6","e502e010-1e65-4885-9f89-726c5824d02c",""
+"c767ba0d-b197-4abe-b071-71de738754fa","TriggeringRelationship","","","e502e010-1e65-4885-9f89-726c5824d02c","7d5f246a-02be-431f-a3d7-4d56dfdcbbcf",""
+"68d059b6-d201-4335-8064-0f999e6cc8e7","TriggeringRelationship","","","517105ac-3ba3-465b-9239-fe6bbf3ddf76","3efc5454-10fa-410a-af6a-b8d50dc32c97",""
+"87b34dad-a9c2-43e0-becc-bd9118029f3e","TriggeringRelationship","","","8ea2f031-ad72-4610-90f4-f7c93da70cf8","e25e13cf-876f-4023-83d6-873c1c300377",""
+"9f9506c3-db58-451f-aea7-2aa868d5ba29","TriggeringRelationship","","","b0bd578a-142d-4d92-89f1-c227dae1fafb","66a16ad3-7a40-4d37-b5d1-3661425561b7",""
+"0d51fd5f-509a-42f4-b96c-d7006dad2fc2","TriggeringRelationship","","","66a16ad3-7a40-4d37-b5d1-3661425561b7","731ef836-d3d8-462e-9633-5e4955c2ab38",""
+"6b1365ca-02c8-4990-9d17-de12fa7dd413","TriggeringRelationship","","","731ef836-d3d8-462e-9633-5e4955c2ab38","ebe5446d-b610-43d3-8e48-715c24445a50",""
+"ade997c6-2017-4e46-a684-fd78bfd84b6f","TriggeringRelationship","","","aed07cd6-bd91-40a9-9426-3882b961d6c6","f52e5084-ebd3-4ded-9f08-4a435a62d092",""
+"14be4ef6-6de4-4820-bc67-d88ac7cf50df","TriggeringRelationship","","","f52e5084-ebd3-4ded-9f08-4a435a62d092","1f7fdd29-fbde-4022-a3a4-d99bd7da0864",""
+"304aa37b-9e65-4ce6-9397-6f208137f1a8","TriggeringRelationship","","","deb70cb8-ebdf-441e-aa60-c7b7efa9e340","9b24d869-cbad-432b-ad88-edfb68e4d627",""
+"a8a00c8b-45c4-4794-b888-07c66698d63c","TriggeringRelationship","","","558c2222-e824-420c-a64f-6dce0d0225cd","9b24d869-cbad-432b-ad88-edfb68e4d627",""
+"bf78c0db-12b0-47eb-86f3-0d6bc10ab0ce","TriggeringRelationship","","","5ca5a1a8-4432-47a4-b9ae-830dc33a9498","d3dcebb3-f3f2-493d-9bbb-f4a29fc1d1e0",""
+"126410b7-330d-475b-84b4-6eed33ca97b9","TriggeringRelationship","Faster Cadence","","7d5f246a-02be-431f-a3d7-4d56dfdcbbcf","7d5f246a-02be-431f-a3d7-4d56dfdcbbcf",""
+"6ea4d328-f7c2-47ec-86af-b9d4f0672d19","TriggeringRelationship","flow","","7d5f246a-02be-431f-a3d7-4d56dfdcbbcf","192273cb-59f3-4979-9332-eedc9975c78b",""
+"15a678ef-8db0-4dff-8a1c-3f93212a82d6","TriggeringRelationship","flow","","192273cb-59f3-4979-9332-eedc9975c78b","dd850156-0893-4583-b791-2bb7e67476d8",""
+"b95e01b2-76b9-403a-97cf-f109742e4d72","TriggeringRelationship","flow","","517105ac-3ba3-465b-9239-fe6bbf3ddf76","be302b28-03c5-4ad3-9b6d-084589193151",""
+"12cad1bf-3235-4f63-9ffe-af94a127e434","TriggeringRelationship","next cycle","","dd850156-0893-4583-b791-2bb7e67476d8","e502e010-1e65-4885-9f89-726c5824d02c",""
+"f26e64a8-38b0-4d36-9d9c-5975b3e84430","TriggeringRelationship","request","","e546a8c2-8d13-4359-a52d-aa7a91a50a40","37dec66a-59e5-4386-913b-803c595fb0e1",""
+"7a68775d-808b-4444-9518-ddf0ea3a1b8a","TriggeringRelationship","request","","5f2436fd-8b41-4ebc-a81b-679d7f639508","eb8651af-e9b6-4403-97ee-4b4ab3fb27bf",""
+"7a808fb9-d7af-4490-b09a-d0dccf55272c","TriggeringRelationship","request","","5f2436fd-8b41-4ebc-a81b-679d7f639508","c8b452ce-1a44-465e-a02b-2195cac3ae7a",""
+"2873d808-8156-4371-83a4-21042854aeb7","TriggeringRelationship","rework","","192273cb-59f3-4979-9332-eedc9975c78b","7d5f246a-02be-431f-a3d7-4d56dfdcbbcf",""
+"130ad35b-62a5-4e03-bf9e-9c11e1f6553e","TriggeringRelationship","Slower cadence","","e4f2a994-6a03-4038-acaa-03a3b4e345c0","e4f2a994-6a03-4038-acaa-03a3b4e345c0",""
+"dffdb88e-b3ca-47e8-b52e-134b59cc09a2","TriggeringRelationship","trigger","","be302b28-03c5-4ad3-9b6d-084589193151","2b307fc4-76b4-450b-8abd-736c58ffd134",""
\ No newline at end of file
diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.archimate b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.archimate
new file mode 100644
index 00000000..684e8926
--- /dev/null
+++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.archimate
@@ -0,0 +1,3254 @@
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+ Object Model
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+ Framework & workflow
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+ Detail review of all slides & deliverables
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+ Dimensions and facts
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+ Any thing related to the case; Letter, answerl opinion; motion
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+ Relational
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+ Object Model
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+ XSD, REST Schemas
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+ Dimensional
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+ Any physical mdoel: Database, Message et al
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+ Any Logical model used: EDW, Datalake, Analytical
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+ XSD, JSON Schema artefact
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+ Model with domains
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+ Models avaialable for the enterprise
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+ Models rpresenting the Preproduction environment. These models are a subset of the enterprise (development) models as not all development projects gets promoted to pre-production. Only exists in physical format
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+ Models that repsent all artefacts deployed to production. Not all components that we promoted to pre-production gets promoted to production due to project cancellation, postponed, change of priorities etc
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+ A sample Conceptual model describing missing persons.
+Party is an abstract concept describing any legal entity that plays a role in a Case and Events. A Case is be registered for 1 or more missing persons and it manages the location process via state changes. An event is something that happended at a point of time at a specific location and its evidence provides validity to the event.
+
+
+
+
+ A party is a legal entity such as a person, organization or household. Parties are related via the party relationship.
+
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+
+ A party may play different roles in a case, such as reporter, the missing person.
+
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+ A location is a place on earth. In the example a town is within a region, within a country
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+ A case is the central object of the model
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+ The conceptual representation of a Party - a person or organization that plays a role in a missing person case. A party may play different roles.
+
+
+
+ A party is a legal entity such as a person, organization or household. Parties are related via the party relationship.
+
+
+
+ A party may play different roles in a case, such as reporter, the missing person.
+
+
+
+ Sub-type or Specialization. Person is a type of Party. Or: a party is a person, organization or household.
+
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+ Creating lineage from source systems to analytical layer is a daunting task and very difficult to keep current
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+ Salesforce interface with other applications
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+ Applications interface with Salesforce
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+ The Enterprise Data Model is an integrated view of all the data in use by the organization in its day to day operations.
+
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+ The Message Model is used to describe internal and external facing messages and is equivalent to the canonical model
+
+
+
+
+ The Conceptual Data Model describes the organization from a business perspective
+
+
+
+
+
+ Datamarts are built for specific business use cases
+
+
+
+ Analyitcal models are focussed on the information use of data
+
+
+
+ Application models are application specific operational models.
+
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+ Business use business terms as defined in the BDG to access the analytical layer
+
+
+
+ A lineage from source systems to analytical layer trace data flows
+
+
+
+ The lineage from source systems to the BDG and semantic layer relates business terms to physical artefacts
+
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+ Creating lineage from source systems to analytical layer is a daunting task and very difficult to keep current. tooling
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+
+ The Sales and Mfg domains may have different semantics for "customer"
+
+
+
+ Through domain modelling one recognizes that semantic differences may exists between business domains.
+It is important to capture these semantics to make an educated decision how to implement it in the Conceptual Model. This decision will influence your message structures and analytics.
+
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+
+ Different data model implementations for Customer
+
+
+
+
+ Semantic differences are small - use a single class
+
+
+
+
+
+ Semantic differences are profound. Consider the use of composition or sub-typing
+
+
+
+
+
+
+ For existing systems the semantic differences may be resolved via a transformation function.
+
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+ The Enterprise Data Model is an integrated view of all the data in use by the organization in its day to day operations.
+
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+
+
+ The Message Model is used to describe internal and external facing messages and is equivalent to the canonical model
+
+
+
+
+ The Conceptual Data Model describes the organization from a business perspective
+
+
+
+
+
+ Datamarts are built for specific business use cases
+
+
+
+ Analyitcal models are focussed on the information use of data
+
+
+
+ Application models are application specific operational models. The Interface model define interfaces
+
+
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+ A long term coarse grain function with a slower cadence
+
+
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+
+
+
+
+
+ A short term fine grain function with a fast cadence
+
+
+
+
+
+
+
+ See content in SharePoint 2010: "Create and Manage Enterprise Data Models"
+FOLDER LINK: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Library/Info-Tech%20Documents/Create%20and%20Manage%20Enterprise%20Data%20Models
+Documents:
+1. 01-Create-and-Manage-Enterprise-Data-Models--Executive-Brief.pptx
+2. 02-Create-and-Manage-Enterprise-Data-Models--Phases-1-3.pptx
+3. (This ArchiMate model--not in SharePoint)
+4. 04-Enterprise-Architecture-Tool-Selection.pptx
+5. 05-Data-Modeling-Playbook.pptx
+
diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.json b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.json
new file mode 100644
index 00000000..315cb10d
--- /dev/null
+++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.json
@@ -0,0 +1 @@
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Business architecture and Conceptual Modelling process","viewpoint":""},{"id":"e4655471-b9c5-4c6d-9705-57b2777f5c4a","name":"Example Data lineage","viewpoint":""},{"id":"8a8a4466-82db-4184-9c04-38ca370d0ff3","name":"Sales Process","viewpoint":""},{"id":"15c7581a-1e79-4507-8e62-e136b77e6e3e","name":"Component","viewpoint":""},{"id":"f9b38bd5-7fba-45e8-9d27-78d5d4e2d0d0","name":"1. Data Model Hierarchy","viewpoint":""},{"id":"90eb03e0-41e8-4eef-9d04-716fd2b1169f","name":"Data lineage Abstracted","viewpoint":""},{"id":"395452c4-9f62-46a3-9c83-c6aa2aeaa41c","name":"Data lineage physical (copy)","viewpoint":""},{"id":"622be1b2-22a3-4bb2-b75e-a3fd9c69282b","name":"Columbia Capabilities and processes","viewpoint":""},{"id":"505f00d8-7de1-4c8a-b801-8fc34cd28cd8","name":"Harvest Party - 1. Reference Model","viewpoint":""},{"id":"dd7c30b8-268b-4341-9a4e-f49c90364fa3","name":"Harvest Party - 2. Operational Model","viewpoint":""},{"id":"3aacd45d-ab35-4dc7-8f38-8c6b8c0ff4a9","name":"Domain Modelling","viewpoint":""},{"id":"38f337ac-4fb8-4606-8e36-1ec395ac7661","name":"Domain Modelling 2","viewpoint":""},{"id":"8369845b-6025-4d54-a67d-f93bb378574e","name":"1. Data Model Framework","viewpoint":""},{"id":"1c133811-7e47-4c0a-9e9e-394e8b918546","name":"1. Data Model Hierarchy with Interfaces","viewpoint":""},{"id":"c4b089b4-cf3a-4465-9e6d-bb06d3e5b542","name":"agile","viewpoint":""}]}
\ No newline at end of file
diff --git a/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.xml b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.xml
new file mode 100644
index 00000000..eb7f6390
--- /dev/null
+++ b/dataset/processed-models/45b2b019-5269-4e12-b40f-b9d56c430ce8/model.xml
@@ -0,0 +1,10395 @@
+
+
+ Info-Tech - Enterprise Data Models
+ See content in SharePoint 2010: "Create and Manage Enterprise Data Models"
+FOLDER LINK: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Library/Info-Tech%20Documents/Create%20and%20Manage%20Enterprise%20Data%20Models
+Documents:
+1. 01-Create-and-Manage-Enterprise-Data-Models--Executive-Brief.pptx
+2. 02-Create-and-Manage-Enterprise-Data-Models--Phases-1-3.pptx
+3. (This ArchiMate model--not in SharePoint)
+4. 04-Enterprise-Architecture-Tool-Selection.pptx
+5. 05-Data-Modeling-Playbook.pptx
+
+
+ Business Capabilities
+
+
+ Business Strategy
+
+
+ Register a Case
+
+
+ Track a Case
+
+
+ Resolution a Case
+
+
+ Conceptual Model
+ Object Model
+
+
+ Author
+
+
+ Team Lead
+
+
+ Reviewers
+
+
+ Member
+
+
+ Business Role
+
+
+ Phase I - Initial Outline
+
+
+ Phase III - Inititial assembly
+
+
+ Phase II - In-depth Research,
+
+
+ Phase III - Final assembly
+
+
+ Submit to publishing
+
+
+ QR1
+
+
+ Internal interview (review)
+ Framework & workflow
+
+
+ QR1/2
+
+
+ QR3/4
+
+
+ QR5
+
+
+ QR6
+
+
+ review draft blueprint
+ Detail review of all slides & deliverables
+
+
+ Create/Extend Conceptual model
+
+
+ Conceptual ->Logical transformation
+
+
+ Identify business domains
+
+
+ Logical->Physical Transformation
+
+
+ Harvest reference models
+
+
+ Harvest existing models & DBMS
+
+
+ Refine Physical model
+
+
+ Logical->Message model Transform
+
+
+ Transform to Vendor Physical Model
+
+
+ Sync model with Vendor Catalog
+
+
+ Create/Extent messsage model
+
+
+ refine (specific) message model
+
+
+ Create/Extent Analytical Logical Model
+ Dimensions and facts
+
+
+ Transform to Analytical-DBMS Physical
+
+
+ Project start
+
+
+ Model Deployment
+
+
+ Create message schema artefacts
+
+
+ Workshop Team
+
+
+ Workshop=inize
+
+
+ Create/Extend Enterprise Logical Model
+
+
+ Create/Extend Enterprise Physical Model
+
+
+ Create/Maintain Vendor enterprise Physical Model
+
+
+ Create/Extend Analytical Model
+
+
+ Create/Extend Analytical DBMS Physical Model
+
+
+ Create/extend logical model
+
+
+ Create/Extend Conceptual Model
+
+
+ Epic Backlog
+
+
+ Data Modelling
+
+
+ Agile Development
+
+
+ Identify/Enhance Conceptual Domains
+
+
+ Enhance Logical Model
+
+
+ Transform to physical/message models
+
+
+ QA
+
+
+ User Acceptance Testing
+
+
+ Production Deployment
+
+
+ Business Process
+
+
+ Enrich/harvest Conceptual Model
+
+
+ Transform Conceptual to Enterprise Logical
+
+
+ Enhance Logical Model
+
+
+ Transform to Enterprise Physical
+
+
+ Promote to UAT Physical
+
+
+ Promote to Production
+
+
+ Data Architect
+
+
+ Physical Modelling
+
+
+ Modelling
+
+
+ External Interviews
+
+
+ Architecture
+
+
+ Data Architect
+
+
+ party
+
+
+ Indiv
+
+
+ org
+
+
+ party Role
+
+
+ contact role
+
+
+ address
+
+
+ emal
+
+
+ Industry Reference Models
+
+
+ Create/Maintain Conceptual Data Model
+
+
+ Harvest reference models
+
+
+ Harvest existing models & DBMS
+
+
+ Identify business domains
+
+
+ Create/Extend Conceptual Model
+
+
+ Business SME
+
+
+ Identify Business Entities within a domain
+
+
+ Business Data Glossary
+
+
+ Create/extend analytical Logical Model
+
+
+ Create Extend Analytical Physical model
+
+
+ Create Extend Message Model
+
+
+ Iterative Data Architecture
+
+
+ Business Capability Modelling
+
+
+ Business Process Modelling
+
+
+ Sprint Scoping
+
+
+ Semantic Layer
+
+
+ Party
+
+
+ Organization
+
+
+ Household
+
+
+ Person
+
+
+ Party Relationship
+
+
+ Event
+
+
+ Party role
+
+
+ Address
+
+
+ adress role
+
+
+ Location
+
+
+ Eyewitness
+
+
+ Military action
+
+
+ Official Document
+
+
+ eventlocation
+
+
+ Country
+
+
+ Subdivision
+
+
+ Town
+
+
+ Missing Person Case
+
+
+ Case
+
+
+ CaseEvents
+
+
+ Evidence
+
+
+ business strategy
+
+
+ business context
+
+
+ business glossary
+
+
+ Missing person
+
+
+ Family member
+
+
+ Main Business concepts
+
+
+ Business Object
+
+
+ Business Object
+
+
+ Epic Backlog
+
+
+ Witness
+
+
+ Victim
+
+
+ Prospecting
+
+
+ Solutioning
+
+
+ Deal closing
+
+
+ Onboarding
+
+
+ Business Process
+
+
+ Business Process
+
+
+ Salesperson
+
+
+ Address Location
+
+
+ Physical Location
+
+
+ DocketEntry
+ Any thing related to the case; Letter, answerl opinion; motion
+
+
+ Arrest
+
+
+ Arrest
+
+
+ appl
+
+
+ domain/enter
+
+
+ industry
+
+
+ Domain Modelling
+
+
+ Transaction Scripting
+
+
+ Data Architect
+
+
+ Enterprise Architect
+
+
+ Information collection
+
+
+ collect eye-witness
+
+
+ Track person movement
+
+
+ Close a case
+
+
+ Business Processes
+
+
+ Data Modeller
+
+
+ Generate Physical Models
+
+
+ Enterprise Logical Model
+ Relational
+
+
+ Message Model
+ Object Model
+
+
+ Enterprise Physical Model
+
+
+ DBMS Specific Enterprise Physical Model
+
+
+ Database Physical Model
+
+
+ XMLModel
+
+
+ Message Schema Model
+ XSD, REST Schemas
+
+
+ Analytical Logical Model
+ Dimensional
+
+
+ Analytical Physical Model
+
+
+ Datamart Physical Model
+
+
+ Enterprise Physical Model(s)
+ Any physical mdoel: Database, Message et al
+
+
+ Pre-Production Enterprise Physical Model
+
+
+ Production Enterprise Physical Model
+
+
+ Enterprise Logical Model
+ Any Logical model used: EDW, Datalake, Analytical
+
+
+ Conceptual Model
+
+
+ Message Model
+
+
+ Application Logical Model
+
+
+ Application Physical Model
+
+
+ Create prospect
+
+
+ Create Case and activities
+
+
+ Change status
+
+
+ Interface used
+
+
+ Salesforce
+
+
+ Application2
+
+
+ Application1
+
+
+ Application Interface
+
+
+ Salesforce Services
+
+
+ reference
+
+
+ MD
+
+
+ Interface Model
+
+
+ Customer
+
+
+ Customer
+
+
+ Mfg-Sales Interface
+
+
+ Sales Interface
+
+
+ Mfg Interface
+
+
+ Customer
+
+
+ Customer
+
+
+ Manufacturing Customer
+
+
+ Sales Customer
+
+
+ Sales Customer
+
+
+ Manufacturing Customer
+
+
+ transformation Function
+
+
+ Interface Specification
+
+
+ Payload Schema
+ XSD, JSON Schema artefact
+
+
+ DBMS DDL
+
+
+ DBMS DDL
+
+
+ Datamart DDL
+
+
+ Datamart load script
+
+
+ DBMS DDL
+
+
+ DBMS Catalog
+
+
+ Artifact
+
+
+ Artifact
+
+
+ ETL
+
+
+ ETL
+
+
+ ETL
+
+
+ ETL
+
+
+ System Software
+
+
+ Appl DB
+
+
+ Interim store
+
+
+ EDB/ODB
+
+
+ EDW
+
+
+ DM
+
+
+ Interim store
+
+
+ ETL
+
+
+ ETL
+
+
+ ETL
+
+
+ System Software
+
+
+ System Software
+
+
+ Technology Collaboration
+
+
+ integration technology
+
+
+ ??? cust
+
+
+ mfg cust
+
+
+ sales cust
+
+
+ Inteface Model
+
+
+ KPI
+
+
+ Enteprise Layer
+
+
+ Business Layer
+ Model with domains
+
+
+ Implementation Layer
+
+
+ Enterprise
+ Models avaialable for the enterprise
+
+
+ PreProduction
+ Models rpresenting the Preproduction environment. These models are a subset of the enterprise (development) models as not all development projects gets promoted to pre-production. Only exists in physical format
+
+
+ Production
+ Models that repsent all artefacts deployed to production. Not all components that we promoted to pre-production gets promoted to production due to project cancellation, postponed, change of priorities etc
+
+
+ Delivery Train
+
+
+ Data Architecture
+
+
+ Model LC
+
+
+ Application,Layer
+
+
+ Junction
+
+
+ Business Architecture
+
+
+ Junction
+
+
+ Sales Domain
+
+
+ Fulfillment Domain
+
+
+ Manufacturing Domain
+
+
+
+
+ Transformed from
+
+
+ Transformed into
+
+
+ Transformed into
+
+
+ subset of
+
+
+ subset of
+
+
+ subset of
+
+
+ Generated from
+
+
+ Generated from
+
+
+ Generated from
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Derived from
+
+
+
+
+
+ subset of
+
+
+ Transformed into
+
+
+ Generated from
+
+
+ Generated from
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ flow
+
+
+ rework
+
+
+
+
+
+
+
+
+ flow
+
+
+
+ flow
+
+
+ next cycle
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ part of
+
+
+ part of
+
+
+
+ trigger
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Transformed from
+
+
+
+
+ part of
+
+
+
+
+ assign to
+
+
+ assign to
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ derive
+
+
+
+
+
+ Generated from
+
+
+
+
+
+
+
+
+
+
+
+
+ consulted
+
+
+
+
+
+
+
+
+ extract concepts from
+
+
+ enriched
+
+
+ enriched
+
+
+ retrieve
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ owned
+
+
+ consulted
+
+
+ lineage mapping
+
+
+
+
+
+
+
+
+
+ rework
+
+
+ based on
+
+
+ based on
+
+
+ access layer
+
+
+ lineage
+
+
+ lineage
+
+
+ lineage
+
+
+ derived lineage
+
+
+ lineage
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ sub-type or specialization
+
+
+ related
+
+
+
+ lineage
+
+
+ ETL lineage
+
+
+ ETL lineage
+
+
+ lineage/reference
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ responsible for
+
+
+ primary assignment
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ serves
+
+
+ serves
+
+
+ serves
+
+
+ request
+
+
+ request
+
+
+ request
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ derived
+
+
+ derived
+
+
+ derive
+
+
+
+ derived
+
+
+ assigned to
+
+
+ Slower cadence
+
+
+ Faster Cadence
+
+
+ assigned to
+
+
+
+ assigned to
+
+
+
+
+
+ 1. Data Model Framework - with interfaces
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
+
+
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+
+
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+
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+
+
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+
+
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+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Workflow
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
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+
+
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+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 3. Model Design Workflow - Thought Model
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 2. Model Development Process
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 4. Model Development Life Cycle
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
+
+
+
+
+ Model Architectures
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 3. Model Design Workflow - Thought Model (copy)
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+ 3. Model Design Workflow - Thought Model (copy)
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+ New ArchiMate View
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+ 2b. Create/Maintain a Conceptual Model
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+ 4. Model Development Life Cycle (Enterprise model development)
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+ 4. Model Development Life Cycle (Enterprise model development) (Minimum)
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+ 4. Model Development Life Cycle (Analytical)
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+ Model Flow
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+ 3. Model Design workflow - Thought model - high level
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+ Data lineage
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+ Meta Data - Business Data Glossary/Catalog
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+ Data lineage 2
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+ Columbia
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+ Columbia (copy)
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+ Columbia - Party
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+ Data lineage physical
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+ 2a. Business architecture and Conceptual Modelling process
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+ Example Data lineage
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+ Sales Process
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+ Component
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+
+ 1. Data Model Hierarchy
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+
+ Data lineage Abstracted
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+
+ Data lineage physical (copy)
+
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+
+ Columbia Capabilities and processes
+
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+
+
+ Harvest Party - 1. Reference Model
+
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+
+ Harvest Party - 2. Operational Model
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+ Domain Modelling
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+ Domain Modelling 2
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+
+
+ 1. Data Model Framework
+
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+
+
+ 1. Data Model Hierarchy with Interfaces
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ agile
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
diff --git a/dataset/processed-models/6c4054a4/csv/elements.csv b/dataset/processed-models/6c4054a4/csv/elements.csv
new file mode 100644
index 00000000..e49f2641
--- /dev/null
+++ b/dataset/processed-models/6c4054a4/csv/elements.csv
@@ -0,0 +1,93 @@
+"ID","Type","Name","Documentation","Specialization"
+"6c4054a4","ArchimateModel","Warehouse model","",""
+"86bd057d","BusinessFunction","Занесение новых объектов в БД","",""
+"e1cd6b54","BusinessFunction","Контроля доступа","Spring Security Framework",""
+"0f33ae2c","BusinessFunction","Прогнозирование заполненности склада по данным БД","На ближайшую неделю",""
+"3f622cb7","BusinessFunction","Связь с БД","Промежуточный слой ПО, серверная сторона",""
+"f867f143","BusinessFunction","Создание и редактирование данных пользователей","Spring Security Framework",""
+"139b87a3","BusinessFunction","Формирование PDF","",""
+"8a0d3e63","BusinessFunction","Формирование списков по результатам запросов к БД","Google Web Toolkit
+",""
+"b1a39a9c","BusinessRole","Администратор","",""
+"55eede6a","BusinessRole","Пользователь","",""
+"a56327cf","BusinessRole","Суперпользователь","",""
+"eff3dc03","Product","WarehouseAS","Продукт. Автомитизированная система ""Склад"".",""
+"4991c3e2","ApplicationComponent","База данных","",""
+"eb98624a","ApplicationComponent","Браузер","",""
+"346dfd93","ApplicationComponent","Пользовательский WEB-интерфейс","",""
+"0ce445ed","ApplicationComponent","Промежуточный слой","",""
+"79ac99d9","ApplicationComponent","Промежуточный слой","",""
+"16c04269","ApplicationComponent","Сервер ","",""
+"6f275a0e","ApplicationInterface","Data Access Service","",""
+"9dfe50f3","ApplicationInterface","Контрагенты DAO","",""
+"3f35bfd3","ApplicationInterface","Поставки DAO","",""
+"228b793d","ApplicationInterface","Секции склада DAO","",""
+"77933f56","ApplicationInterface","Сотрудники DAO","",""
+"b54cd93b","ApplicationInterface","Типы товаров DAO","",""
+"61370a0c","ApplicationInterface","Товары DAO","",""
+"141f57c8","ApplicationInterface","Транспортные компании DAO","",""
+"7110a06b","ApplicationInterface","Филиалы DAO","",""
+"02035e67","DataObject","Контрагенты","",""
+"8e99299c","DataObject","Поставки","",""
+"5d29377c","DataObject","Секции склада","",""
+"10d7a315","DataObject","Сотрудники","",""
+"da661529","DataObject","Типы товаров","",""
+"729a731f","DataObject","Товары","",""
+"322315bf","DataObject","Транспортные компании","",""
+"e92a7c7e","DataObject","Филиалы","",""
+"2de76a10","Artifact","warehouse.nocache.js","",""
+"ca4c1d82","CommunicationNetwork","Подключение к сети","",""
+"59d9cc08","Device","Клиент","",""
+"c1f1cfe0","Device","Сервер","",""
+"892e7a89","Node","Сервер БД","",""
+"6c40abd4","SystemSoftware","Application Server","Tomcat
+",""
+"0b3c2370","SystemSoftware","Браузер","",""
+"3c493464","SystemSoftware","СУБД","",""
+"d6a845ec","TechnologyService","Контейнер сервлетов (сервер) (copy)","Tomcat",""
+"246e1acf","TechnologyService","Сервис контейнера сервлетов","Tomcat",""
+"fd8c2a7e","TechnologyService","Сервис контейнера сервлетов (copy)","Tomcat",""
+"28f16555","Assessment","Персонал склада","",""
+"cc25f81a","Constraint","Платформа GWT","",""
+"2ce2e2d5","Constraint","Язык Java","",""
+"54f49bf6","Goal","Авторизация","",""
+"3cf157ea","Goal","Ведение дел на складе","",""
+"69e48448","Goal","Качественная работоспособная система","",""
+"d681651d","Goal","Кража корпоративной информации","",""
+"0bcea59e","Goal","Нарушение корректной работы компании","",""
+"5e3b8aed","Goal","Нарушение работы системы путем ввода некорректных данных","",""
+"05c3df8d","Goal","Незаконное использование корпоративной информации с целью получения выгоды","Продажа или непосредственное использование корп. инф.",""
+"ff06366a","Goal","Отсутствие ошибок в работе системы","",""
+"2206043c","Goal","Поиск несоответствий с требованиями заказчика","",""
+"7182824c","Goal","Поиск позиции по ID-номеру","",""
+"c8aed9eb","Goal","Получение информации и поставках","",""
+"6d62ec29","Goal","Получение информации о заполненности склада","Кроме информации на данный момент производится прогнозирование заполненности склада на ближайшую неделю. Если емкости склада не хватает, то требуется запланировать поставку товара со склада в филиалы, либо отменить одну или несколько ближайших поставок, либо провести реарганизацию в наиболее заполненных секциях.",""
+"a184235d","Goal","Получение статистики о поставках","",""
+"424bdc69","Goal","Постановка новых задач для программистов и базистов","",""
+"3186fb41","Goal","Постановка полных, ясных и последовательных требований для разработчиков","",""
+"5d30ccdc","Goal","Разработка и поддержание наиболее оптимальной, целостной и непротиворечивой БД","",""
+"46ada8a3","Goal","Распечатка накладной","",""
+"92a6179c","Goal","Редактирование сведений существующих пользователей","",""
+"5f8b5e49","Goal","Создание или редактирование информации о поставках","",""
+"0c42179f","Goal","Создание нового пользователя","",""
+"ec32755f","Goal","Уменьшение логистических издержек","",""
+"b084a455","Goal","Упрощение получения необходимой информации","",""
+"8e507e11","Goal","Устранение конкурентов","",""
+"a2829614","Requirement","Минимальная кодовая база","",""
+"e8456118","Requirement","Недопущение распространения информации за пределы компании","Реализуется с помощью Spring Security Framework
+",""
+"eba13aec","Requirement","Низкая нагрузка на центральный сервер компании","1) Google Web Toolkit создает javascript-код для клиентской части, тем самым оставляя часть бизнес-логики приложения на клиентской части, что снижает количество запросов к серверу. Вся визуальная часть обрабатывается на клиенте.
+2) Google Web Toolkit предоставляет механизм асинхронных вызовов серверных сервис-методов вкупе с AJAX-подобным обновлением страниц, что снижает нагрузку на сервер и канал связи, т.к. не требуется дублировать уже переданную однажды информацию.",""
+"ba5a54ca","Requirement","Решение логистических проблем","Планирование закупок руководством
+Принятие решений о продолжении сотрудничества с конкретными транспортными компаниями по результатах их деятельности
+",""
+"b6379cff","Stakeholder","WEB мастер","",""
+"9a724b52","Stakeholder","Администратор","",""
+"94398274","Stakeholder","Аналитик","",""
+"a5ff6ae8","Stakeholder","Взломщик","",""
+"be20295c","Stakeholder","Заведующий складом","",""
+"42928cf9","Stakeholder","Разработчик Java","",""
+"b94652c7","Stakeholder","Руководство компании","",""
+"6af11c44","Stakeholder","Сотрудник склада","",""
+"3af83a43","Stakeholder","Специалист по БД","",""
+"1b702731","Stakeholder","Тестировщик","",""
\ No newline at end of file
diff --git a/dataset/processed-models/6c4054a4/csv/properties.csv b/dataset/processed-models/6c4054a4/csv/properties.csv
new file mode 100644
index 00000000..b34a5122
--- /dev/null
+++ b/dataset/processed-models/6c4054a4/csv/properties.csv
@@ -0,0 +1,50 @@
+"ID","Key","Value"
+"34c51afe","Directed","false"
+"755d0708","Directed","false"
+"ac29f386","Directed","false"
+"0a6890f9","Directed","false"
+"f3fb17b3","Directed","false"
+"200c7ea9","Directed","false"
+"ad4692f3","Directed","false"
+"9deafa14","Directed","false"
+"4751c88f","Directed","false"
+"77a4d48c","Directed","false"
+"9ad93d69","Directed","false"
+"a784cb4d","Directed","false"
+"0868071d","Directed","false"
+"7467dc45","Directed","false"
+"9fd3925d","Directed","false"
+"9667d86b","Directed","false"
+"484895d7","Directed","false"
+"3c75349a","Directed","false"
+"c18a6735","Directed","false"
+"a8bd3b84","Directed","false"
+"b0524e90","Directed","false"
+"c4777aca","Directed","false"
+"fd105e1c","Directed","false"
+"282ada99","Directed","false"
+"32f12915","Directed","false"
+"cdb06654","Directed","false"
+"4526e442","Directed","false"
+"761bcfb6","Directed","false"
+"8ef3e0c6","Directed","false"
+"bbe8b88a","Directed","false"
+"4aa2c8bc","Access_Type","Write"
+"605ed614","Access_Type","Write"
+"81315ba4","Access_Type","Write"
+"e7aaa1ad","Access_Type","Write"
+"e9c368d2","Access_Type","Write"
+"ecf1d7b8","Access_Type","Write"
+"18b0db4b","Access_Type","Write"
+"0729cbb0","Access_Type","Write"
+"02d8f1b7","Directed","false"
+"4ea21b01","Directed","false"
+"c747c140","Directed","false"
+"bcabbc1f","Directed","false"
+"2dac8d5c","Directed","false"
+"993781ba","Directed","false"
+"c7e5467c","Directed","false"
+"38ffe7dd","Directed","false"
+"719b6ff2","Directed","false"
+"7ae62581","Directed","false"
+"cb96008d","Directed","false"
\ No newline at end of file
diff --git a/dataset/processed-models/6c4054a4/csv/relations.csv b/dataset/processed-models/6c4054a4/csv/relations.csv
new file mode 100644
index 00000000..d0407c64
--- /dev/null
+++ b/dataset/processed-models/6c4054a4/csv/relations.csv
@@ -0,0 +1,87 @@
+"ID","Type","Name","Documentation","Source","Target","Specialization"
+"4aa2c8bc","AccessRelationship","","","61370a0c","729a731f",""
+"605ed614","AccessRelationship","","","77933f56","10d7a315",""
+"81315ba4","AccessRelationship","","","3f35bfd3","8e99299c",""
+"e7aaa1ad","AccessRelationship","","","7110a06b","e92a7c7e",""
+"e9c368d2","AccessRelationship","","","141f57c8","322315bf",""
+"ecf1d7b8","AccessRelationship","","","9dfe50f3","02035e67",""
+"18b0db4b","AccessRelationship","","","228b793d","5d29377c",""
+"0729cbb0","AccessRelationship","","","b54cd93b","da661529",""
+"ed57ce2f","AggregationRelationship","","","ec32755f","69e48448",""
+"d22f18fb","AggregationRelationship","","","05c3df8d","d681651d",""
+"203206dc","AggregationRelationship","","","ec32755f","ff06366a",""
+"7e54ef3d","AggregationRelationship","","","ec32755f","b084a455",""
+"b47e6063","AggregationRelationship","","","8e507e11","0bcea59e",""
+"963debc5","AggregationRelationship","","","ec32755f","424bdc69",""
+"76aeb07b","AggregationRelationship","","","ec32755f","5d30ccdc",""
+"bd077c5f","AggregationRelationship","","","ec32755f","3186fb41",""
+"364067dc","AggregationRelationship","","","ec32755f","3cf157ea",""
+"0596a439","AssignmentRelationship","","","6c40abd4","246e1acf",""
+"41ce6605","AssignmentRelationship","","","c1f1cfe0","246e1acf",""
+"e4ef1f8e","AssignmentRelationship","","","59d9cc08","2de76a10",""
+"34c51afe","AssociationRelationship","","","a5ff6ae8","d681651d",""
+"755d0708","AssociationRelationship","","","9a724b52","ff06366a",""
+"ac29f386","AssociationRelationship","","","5e3b8aed","1b702731",""
+"0a6890f9","AssociationRelationship","","","69e48448","42928cf9",""
+"f3fb17b3","AssociationRelationship","","","b6379cff","b084a455",""
+"200c7ea9","AssociationRelationship","","","a5ff6ae8","0bcea59e",""
+"ad4692f3","AssociationRelationship","","","1b702731","2206043c",""
+"9deafa14","AssociationRelationship","","","5e3b8aed","424bdc69",""
+"4751c88f","AssociationRelationship","","","2206043c","424bdc69",""
+"77a4d48c","AssociationRelationship","","","42928cf9","424bdc69",""
+"9ad93d69","AssociationRelationship","","","3af83a43","5d30ccdc",""
+"a784cb4d","AssociationRelationship","","","94398274","3186fb41",""
+"0868071d","AssociationRelationship","","","55eede6a","eff3dc03",""
+"7467dc45","AssociationRelationship","","","a56327cf","eff3dc03",""
+"9667d86b","AssociationRelationship","","","6af11c44","55eede6a",""
+"484895d7","AssociationRelationship","","","be20295c","a56327cf",""
+"3c75349a","AssociationRelationship","","","54f49bf6","7182824c",""
+"c18a6735","AssociationRelationship","","","54f49bf6","c8aed9eb",""
+"a8bd3b84","AssociationRelationship","","","54f49bf6","5f8b5e49",""
+"b0524e90","AssociationRelationship","","","54f49bf6","a184235d",""
+"c4777aca","AssociationRelationship","","","54f49bf6","6d62ec29",""
+"fd105e1c","AssociationRelationship","","","c8aed9eb","46ada8a3",""
+"282ada99","AssociationRelationship","","","10d7a315","729a731f",""
+"32f12915","AssociationRelationship","","","8e99299c","729a731f",""
+"cdb06654","AssociationRelationship","","","729a731f","da661529",""
+"4526e442","AssociationRelationship","","","5d29377c","729a731f",""
+"761bcfb6","AssociationRelationship","","","02035e67","8e99299c",""
+"8ef3e0c6","AssociationRelationship","","","322315bf","8e99299c",""
+"bbe8b88a","AssociationRelationship","","","e92a7c7e","8e99299c",""
+"02d8f1b7","AssociationRelationship","","","ca4c1d82","eb98624a",""
+"4ea21b01","AssociationRelationship","","","246e1acf","ca4c1d82",""
+"c747c140","AssociationRelationship","","","3cf157ea","6af11c44",""
+"bcabbc1f","AssociationRelationship","","","6af11c44","54f49bf6",""
+"2dac8d5c","AssociationRelationship","","","be20295c","0c42179f",""
+"993781ba","AssociationRelationship","","","be20295c","92a6179c",""
+"c7e5467c","AssociationRelationship","","","6c40abd4","246e1acf",""
+"38ffe7dd","AssociationRelationship","","","0b3c2370","ca4c1d82",""
+"719b6ff2","AssociationRelationship","","","346dfd93","ca4c1d82",""
+"7ae62581","AssociationRelationship","","","0b3c2370","2de76a10",""
+"cb96008d","AssociationRelationship","","","2de76a10","346dfd93",""
+"9fd3925d","AssociationRelationship","Контроль работы","","b1a39a9c","eff3dc03",""
+"26b951ed","RealizationRelationship","","","e1cd6b54","0c42179f",""
+"a5cdeb22","RealizationRelationship","","","e1cd6b54","54f49bf6",""
+"9762e4b1","RealizationRelationship","","","8a0d3e63","7182824c",""
+"29aa4306","RealizationRelationship","","","8a0d3e63","c8aed9eb",""
+"2ad42533","RealizationRelationship","","","8a0d3e63","a184235d",""
+"a256cd6d","RealizationRelationship","","","0f33ae2c","6d62ec29",""
+"7793b212","RealizationRelationship","","","86bd057d","5f8b5e49",""
+"f403f938","RealizationRelationship","","","139b87a3","46ada8a3",""
+"baa6b7b5","RealizationRelationship","","","e1cd6b54","92a6179c",""
+"1e4f29db","RealizationRelationship","","","892e7a89","246e1acf",""
+"415ccf12","RealizationRelationship","","","f867f143","92a6179c",""
+"b4752e05","RealizationRelationship","","","f867f143","0c42179f",""
+"f8c33c5d","ServingRelationship","","","228b793d","6f275a0e",""
+"ae1d2a2a","ServingRelationship","","","b54cd93b","6f275a0e",""
+"6756c52d","ServingRelationship","","","61370a0c","6f275a0e",""
+"d455ee65","ServingRelationship","","","77933f56","6f275a0e",""
+"70ab54c9","ServingRelationship","","","3f35bfd3","6f275a0e",""
+"b12ee38d","ServingRelationship","","","7110a06b","6f275a0e",""
+"b362d3d8","ServingRelationship","","","141f57c8","6f275a0e",""
+"722c7cbd","ServingRelationship","","","9dfe50f3","6f275a0e",""
+"1cad5484","ServingRelationship","","","6f275a0e","346dfd93",""
+"704fe7c9","ServingRelationship","","","6c40abd4","3c493464",""
+"c1c38daa","ServingRelationship","","","3c493464","6c40abd4",""
+"88ac6057","ServingRelationship","","","6c40abd4","246e1acf",""
+"77bdc967","SpecializationRelationship","Контроль профилей","","a56327cf","55eede6a",""
\ No newline at end of file
diff --git a/dataset/processed-models/6c4054a4/model.archimate b/dataset/processed-models/6c4054a4/model.archimate
new file mode 100644
index 00000000..5bbfac36
--- /dev/null
+++ b/dataset/processed-models/6c4054a4/model.archimate
@@ -0,0 +1,610 @@
+
+
+
+
+ Продукт. Автомитизированная система "Склад".
+
+
+
+
+
+ Google Web Toolkit
+
+
+
+ Spring Security Framework
+
+
+ Промежуточный слой ПО, серверная сторона
+
+
+ На ближайшую неделю
+
+
+
+
+ Spring Security Framework
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Tomcat
+
+
+
+
+ Tomcat
+
+
+
+ Tomcat
+
+
+
+ Tomcat
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Продажа или непосредственное использование корп. инф.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Кроме информации на данный момент производится прогнозирование заполненности склада на ближайшую неделю. Если емкости склада не хватает, то требуется запланировать поставку товара со склада в филиалы, либо отменить одну или несколько ближайших поставок, либо провести реарганизацию в наиболее заполненных секциях.
+
+
+
+
+
+ Планирование закупок руководством
+Принятие решений о продолжении сотрудничества с конкретными транспортными компаниями по результатах их деятельности
+
+
+
+ Реализуется с помощью Spring Security Framework
+
+
+
+ 1) Google Web Toolkit создает javascript-код для клиентской части, тем самым оставляя часть бизнес-логики приложения на клиентской части, что снижает количество запросов к серверу. Вся визуальная часть обрабатывается на клиенте.
+2) Google Web Toolkit предоставляет механизм асинхронных вызовов серверных сервис-методов вкупе с AJAX-подобным обновлением страниц, что снижает нагрузку на сервер и канал связи, т.к. не требуется дублировать уже переданную однажды информацию.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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diff --git a/dataset/processed-models/6c4054a4/model.json b/dataset/processed-models/6c4054a4/model.json
new file mode 100644
index 00000000..02df3b26
--- /dev/null
+++ b/dataset/processed-models/6c4054a4/model.json
@@ -0,0 +1 @@
+{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/6c4054a4","archimateId":"6c4054a4","name":"Warehouse model","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"agentlab/sakai-apps","license":"Unspecified","sourceFile":"raw-data/github/archimate/warehouse.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:47:36","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"eff3dc03","name":"WarehouseAS","type":"Product","layer":"business"},{"id":"a56327cf","name":"Суперпользователь","type":"BusinessRole","layer":"business"},{"id":"55eede6a","name":"Пользователь","type":"BusinessRole","layer":"business"},{"id":"b1a39a9c","name":"Администратор","type":"BusinessRole","layer":"business"},{"id":"8a0d3e63","name":"Формирование списков по результатам запросов к БД","type":"BusinessFunction","layer":"business"},{"id":"e1cd6b54","name":"Контроля доступа","type":"BusinessFunction","layer":"business"},{"id":"3f622cb7","name":"Связь с БД","type":"BusinessFunction","layer":"business"},{"id":"0f33ae2c","name":"Прогнозирование заполненности склада по данным БД","type":"BusinessFunction","layer":"business"},{"id":"86bd057d","name":"Занесение новых объектов в БД","type":"BusinessFunction","layer":"business"},{"id":"139b87a3","name":"Формирование PDF","type":"BusinessFunction","layer":"business"},{"id":"f867f143","name":"Создание и редактирование данных пользователей","type":"BusinessFunction","layer":"business"},{"id":"0ce445ed","name":"Промежуточный слой","type":"ApplicationComponent","layer":"application"},{"id":"4991c3e2","name":"База данных","type":"ApplicationComponent","layer":"application"},{"id":"8e99299c","name":"Поставки","type":"DataObject","layer":"application"},{"id":"729a731f","name":"Товары","type":"DataObject","layer":"application"},{"id":"10d7a315","name":"Сотрудники","type":"DataObject","layer":"application"},{"id":"da661529","name":"Типы товаров","type":"DataObject","layer":"application"},{"id":"02035e67","name":"Контрагенты","type":"DataObject","layer":"application"},{"id":"322315bf","name":"Транспортные компании","type":"DataObject","layer":"application"},{"id":"e92a7c7e","name":"Филиалы","type":"DataObject","layer":"application"},{"id":"5d29377c","name":"Секции склада","type":"DataObject","layer":"application"},{"id":"141f57c8","name":"Транспортные компании DAO","type":"ApplicationInterface","layer":"application"},{"id":"7110a06b","name":"Филиалы DAO","type":"ApplicationInterface","layer":"application"},{"id":"9dfe50f3","name":"Контрагенты DAO","type":"ApplicationInterface","layer":"application"},{"id":"228b793d","name":"Секции склада DAO","type":"ApplicationInterface","layer":"application"},{"id":"b54cd93b","name":"Типы товаров DAO","type":"ApplicationInterface","layer":"application"},{"id":"61370a0c","name":"Товары DAO","type":"ApplicationInterface","layer":"application"},{"id":"3f35bfd3","name":"Поставки DAO","type":"ApplicationInterface","layer":"application"},{"id":"77933f56","name":"Сотрудники DAO","type":"ApplicationInterface","layer":"application"},{"id":"6f275a0e","name":"Data Access Service","type":"ApplicationInterface","layer":"application"},{"id":"346dfd93","name":"Пользовательский WEB-интерфейс","type":"ApplicationComponent","layer":"application"},{"id":"eb98624a","name":"Браузер","type":"ApplicationComponent","layer":"application"},{"id":"79ac99d9","name":"Промежуточный слой","type":"ApplicationComponent","layer":"application"},{"id":"16c04269","name":"Сервер ","type":"ApplicationComponent","layer":"application"},{"id":"ca4c1d82","name":"Подключение к сети","type":"CommunicationNetwork","layer":"technology"},{"id":"246e1acf","name":"Сервис контейнера сервлетов","type":"TechnologyService","layer":"technology"},{"id":"892e7a89","name":"Сервер БД","type":"Node","layer":"technology"},{"id":"3c493464","name":"СУБД","type":"SystemSoftware","layer":"technology"},{"id":"d6a845ec","name":"Контейнер сервлетов (сервер) (copy)","type":"TechnologyService","layer":"technology"},{"id":"c1f1cfe0","name":"Сервер","type":"Device","layer":"technology"},{"id":"6c40abd4","name":"Application Server","type":"SystemSoftware","layer":"technology"},{"id":"fd8c2a7e","name":"Сервис контейнера сервлетов (copy)","type":"TechnologyService","layer":"technology"},{"id":"59d9cc08","name":"Клиент","type":"Device","layer":"technology"},{"id":"0b3c2370","name":"Браузер","type":"SystemSoftware","layer":"technology"},{"id":"2de76a10","name":"warehouse.nocache.js","type":"Artifact","layer":"technology"},{"id":"6af11c44","name":"Сотрудник склада","type":"Stakeholder","layer":"motivation"},{"id":"be20295c","name":"Заведующий складом","type":"Stakeholder","layer":"motivation"},{"id":"b94652c7","name":"Руководство компании","type":"Stakeholder","layer":"motivation"},{"id":"3af83a43","name":"Специалист по БД","type":"Stakeholder","layer":"motivation"},{"id":"94398274","name":"Аналитик","type":"Stakeholder","layer":"motivation"},{"id":"ec32755f","name":"Уменьшение логистических издержек","type":"Goal","layer":"motivation"},{"id":"b6379cff","name":"WEB мастер","type":"Stakeholder","layer":"motivation"},{"id":"b084a455","name":"Упрощение получения необходимой информации","type":"Goal","layer":"motivation"},{"id":"5e3b8aed","name":"Нарушение работы системы путем ввода некорректных данных","type":"Goal","layer":"motivation"},{"id":"1b702731","name":"Тестировщик","type":"Stakeholder","layer":"motivation"},{"id":"42928cf9","name":"Разработчик Java","type":"Stakeholder","layer":"motivation"},{"id":"69e48448","name":"Качественная работоспособная система","type":"Goal","layer":"motivation"},{"id":"9a724b52","name":"Администратор","type":"Stakeholder","layer":"motivation"},{"id":"ff06366a","name":"Отсутствие ошибок в работе системы","type":"Goal","layer":"motivation"},{"id":"a5ff6ae8","name":"Взломщик","type":"Stakeholder","layer":"motivation"},{"id":"d681651d","name":"Кража корпоративной информации","type":"Goal","layer":"motivation"},{"id":"05c3df8d","name":"Незаконное использование корпоративной информации с целью получения выгоды","type":"Goal","layer":"motivation"},{"id":"0bcea59e","name":"Нарушение корректной работы компании","type":"Goal","layer":"motivation"},{"id":"8e507e11","name":"Устранение конкурентов","type":"Goal","layer":"motivation"},{"id":"2206043c","name":"Поиск несоответствий с требованиями заказчика","type":"Goal","layer":"motivation"},{"id":"424bdc69","name":"Постановка новых задач для программистов и базистов","type":"Goal","layer":"motivation"},{"id":"5d30ccdc","name":"Разработка и поддержание наиболее оптимальной, целостной и непротиворечивой БД","type":"Goal","layer":"motivation"},{"id":"3186fb41","name":"Постановка полных, ясных и последовательных требований для разработчиков","type":"Goal","layer":"motivation"},{"id":"3cf157ea","name":"Ведение дел на складе","type":"Goal","layer":"motivation"},{"id":"54f49bf6","name":"Авторизация","type":"Goal","layer":"motivation"},{"id":"0c42179f","name":"Создание нового пользователя","type":"Goal","layer":"motivation"},{"id":"92a6179c","name":"Редактирование сведений существующих пользователей","type":"Goal","layer":"motivation"},{"id":"c8aed9eb","name":"Получение информации и поставках","type":"Goal","layer":"motivation"},{"id":"5f8b5e49","name":"Создание или редактирование информации о поставках","type":"Goal","layer":"motivation"},{"id":"46ada8a3","name":"Распечатка накладной","type":"Goal","layer":"motivation"},{"id":"a184235d","name":"Получение статистики о поставках","type":"Goal","layer":"motivation"},{"id":"6d62ec29","name":"Получение информации о заполненности склада","type":"Goal","layer":"motivation"},{"id":"7182824c","name":"Поиск позиции по ID-номеру","type":"Goal","layer":"motivation"},{"id":"2ce2e2d5","name":"Язык Java","type":"Constraint","layer":"motivation"},{"id":"cc25f81a","name":"Платформа GWT","type":"Constraint","layer":"motivation"},{"id":"ba5a54ca","name":"Решение логистических проблем","type":"Requirement","layer":"motivation"},{"id":"e8456118","name":"Недопущение распространения информации за пределы компании","type":"Requirement","layer":"motivation"},{"id":"eba13aec","name":"Низкая нагрузка на центральный сервер компании","type":"Requirement","layer":"motivation"},{"id":"28f16555","name":"Персонал склада","type":"Assessment","layer":"motivation"},{"id":"a2829614","name":"Минимальная кодовая 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лица","viewpoint":""},{"id":"7d7b5a42","name":"2. Заинтересованные лица и цели","viewpoint":""},{"id":"bcf5f9b8","name":"3. Границы системы","viewpoint":""},{"id":"89ce5b78","name":"4. Сценарии","viewpoint":""},{"id":"bf012b2f","name":"5. Ограничения и показатели качества","viewpoint":""},{"id":"ca97200b","name":"6. Логическая модель данных","viewpoint":""},{"id":"5e88c6f0","name":"7. Развертывание","viewpoint":""}]}
\ No newline at end of file
diff --git a/dataset/processed-models/6c4054a4/model.xml b/dataset/processed-models/6c4054a4/model.xml
new file mode 100644
index 00000000..ba85a90b
--- /dev/null
+++ b/dataset/processed-models/6c4054a4/model.xml
@@ -0,0 +1,1875 @@
+
+
+ Warehouse model
+
+
+ WarehouseAS
+ Продукт. Автомитизированная система "Склад".
+
+
+ Суперпользователь
+
+
+ Пользователь
+
+
+ Администратор
+
+
+ Формирование списков по результатам запросов к БД
+ Google Web Toolkit
+
+
+ Контроля доступа
+ Spring Security Framework
+
+
+ Связь с БД
+ Промежуточный слой ПО, серверная сторона
+
+
+ Прогнозирование заполненности склада по данным БД
+ На ближайшую неделю
+
+
+ Занесение новых объектов в БД
+
+
+ Формирование PDF
+
+
+ Создание и редактирование данных пользователей
+ Spring Security Framework
+
+
+ Промежуточный слой
+
+
+ База данных
+
+
+ Поставки
+
+
+ Товары
+
+
+ Сотрудники
+
+
+ Типы товаров
+
+
+ Контрагенты
+
+
+ Транспортные компании
+
+
+ Филиалы
+
+
+ Секции склада
+
+
+ Транспортные компании DAO
+
+
+ Филиалы DAO
+
+
+ Контрагенты DAO
+
+
+ Секции склада DAO
+
+
+ Типы товаров DAO
+
+
+ Товары DAO
+
+
+ Поставки DAO
+
+
+ Сотрудники DAO
+
+
+ Data Access Service
+
+
+ Пользовательский WEB-интерфейс
+
+
+ Браузер
+
+
+ Промежуточный слой
+
+
+ Сервер
+
+
+ Подключение к сети
+
+
+ Сервис контейнера сервлетов
+ Tomcat
+
+
+ Сервер БД
+
+
+ СУБД
+
+
+ Контейнер сервлетов (сервер) (copy)
+ Tomcat
+
+
+ Сервер
+
+
+ Application Server
+ Tomcat
+
+
+ Сервис контейнера сервлетов (copy)
+ Tomcat
+
+
+ Клиент
+
+
+ Браузер
+
+
+ warehouse.nocache.js
+
+
+ Сотрудник склада
+
+
+ Заведующий складом
+
+
+ Руководство компании
+
+
+ Специалист по БД
+
+
+ Аналитик
+
+
+ Уменьшение логистических издержек
+
+
+ WEB мастер
+
+
+ Упрощение получения необходимой информации
+
+
+ Нарушение работы системы путем ввода некорректных данных
+
+
+ Тестировщик
+
+
+ Разработчик Java
+
+
+ Качественная работоспособная система
+
+
+ Администратор
+
+
+ Отсутствие ошибок в работе системы
+
+
+ Взломщик
+
+
+ Кража корпоративной информации
+
+
+ Незаконное использование корпоративной информации с целью получения выгоды
+ Продажа или непосредственное использование корп. инф.
+
+
+ Нарушение корректной работы компании
+
+
+ Устранение конкурентов
+
+
+ Поиск несоответствий с требованиями заказчика
+
+
+ Постановка новых задач для программистов и базистов
+
+
+ Разработка и поддержание наиболее оптимальной, целостной и непротиворечивой БД
+
+
+ Постановка полных, ясных и последовательных требований для разработчиков
+
+
+ Ведение дел на складе
+
+
+ Авторизация
+
+
+ Создание нового пользователя
+
+
+ Редактирование сведений существующих пользователей
+
+
+ Получение информации и поставках
+
+
+ Создание или редактирование информации о поставках
+
+
+ Распечатка накладной
+
+
+ Получение статистики о поставках
+
+
+ Получение информации о заполненности склада
+ Кроме информации на данный момент производится прогнозирование заполненности склада на ближайшую неделю. Если емкости склада не хватает, то требуется запланировать поставку товара со склада в филиалы, либо отменить одну или несколько ближайших поставок, либо провести реарганизацию в наиболее заполненных секциях.
+
+
+ Поиск позиции по ID-номеру
+
+
+ Язык Java
+
+
+ Платформа GWT
+
+
+ Решение логистических проблем
+ Планирование закупок руководством
+Принятие решений о продолжении сотрудничества с конкретными транспортными компаниями по результатах их деятельности
+
+
+ Недопущение распространения информации за пределы компании
+ Реализуется с помощью Spring Security Framework
+
+
+ Низкая нагрузка на центральный сервер компании
+ 1) Google Web Toolkit создает javascript-код для клиентской части, тем самым оставляя часть бизнес-логики приложения на клиентской части, что снижает количество запросов к серверу. Вся визуальная часть обрабатывается на клиенте.
+2) Google Web Toolkit предоставляет механизм асинхронных вызовов серверных сервис-методов вкупе с AJAX-подобным обновлением страниц, что снижает нагрузку на сервер и канал связи, т.к. не требуется дублировать уже переданную однажды информацию.
+
+
+ Персонал склада
+
+
+ Минимальная кодовая база
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Контроль профилей
+
+
+
+
+ Контроль работы
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 1.Заинтересованные лица
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 2. Заинтересованные лица и цели
+
+
+
+
+
+
+
+
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+
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+
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+
+
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+
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+
+
+
+
+
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+
+
+
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+
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+
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+
+
+
+
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+
+
+
+
+
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+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 3. Границы системы
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
+
+
+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+ 4. Сценарии
+
+
+
+
+
+
+
+
+
+
+
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+
+
+
+
+
+
+
+
+
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+
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+
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+
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+
+
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+
+
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+
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+
+
+
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+
+
+
+
+
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+
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+
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+
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+
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+
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+ 5. Ограничения и показатели качества
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 6. Логическая модель данных
+
+
+
+
+
+
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+
+
+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+ 7. Развертывание
+
+
+
+
+
+
+
+
+
+
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+
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+
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+
diff --git a/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/elements.csv b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/elements.csv
new file mode 100644
index 00000000..32846c2d
--- /dev/null
+++ b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/elements.csv
@@ -0,0 +1,99 @@
+"ID","Type","Name","Documentation","Specialization"
+"799298e6-cefa-47aa-986f-1ab9d5c10d21","ArchimateModel","(new model)","",""
+"6be02ba1-0489-4ea4-b62b-a22d302cbefe","Capability","Capability","This is a documentation test",""
+"5382f2ab-3c02-44b3-a26f-ceaff8b4df02","CourseOfAction","Course of Action","",""
+"40eb5bd6-4d7c-4c27-98a8-602f935ed405","Resource","Resource","",""
+"7d9dd269-b44a-4067-b10c-2c0563f3efea","ValueStream","Value Stream","",""
+"2d2786e0-cad0-4684-9bb4-efc806502b18","BusinessActor","a","",""
+"35fad4b4-cf0b-46a8-832a-2da1d522b4b5","BusinessActor","Business Actor","",""
+"3a17d18c-78b4-47e1-bf17-0ff3ac741b7a","BusinessActor","Business Actor","",""
+"6657839b-3f7f-46e5-87b5-30299fee9e59","BusinessCollaboration","Business Collaboration","",""
+"d0c22546-6ae6-4ba9-a141-222cc6eea16d","BusinessCollaboration","Business Collaboration","",""
+"b359fb3d-fd7b-4752-8241-99b9cbe7d3e3","BusinessEvent","Business Event","",""
+"aef2a0fd-3905-4db2-b527-08bb903d71a3","BusinessFunction","Business Function","",""
+"54b6e024-2be6-4686-a5b6-2ac904235db2","BusinessInteraction","Business Interaction","",""
+"e65afa9e-ef98-4fc0-969b-6d7af4de225e","BusinessInterface","Business Interface","",""
+"9b2ba4e7-1dc2-48a2-bd74-0e3ddbb70fd8","BusinessObject","Business Object","",""
+"4ab9baa5-2ebe-4093-a8e8-fbd5b17b87c5","BusinessProcess","a","",""
+"513c2b8d-78ab-484c-b9b4-6e8f721f31b0","BusinessProcess","b","",""
+"e75e68cf-0ca7-47dd-aeaf-071b69a87b12","BusinessProcess","Business Process","",""
+"ce1bdaf3-3759-4df2-b2b9-7e4399042f7e","BusinessProcess","Business Process A","",""
+"27d9e8b2-ded2-4eb1-8883-062cd3c8dc14","BusinessProcess","Business Process B","",""
+"0e9e5337-c1d5-4465-8966-3c33e7aa9306","BusinessProcess","Business Process C","",""
+"04c7398e-14b0-4a69-a61e-b729b94c3488","BusinessProcess","Business Process D","",""
+"75dfdfeb-77ae-4b35-812a-2eb131ba18df","BusinessProcess","c","",""
+"5a22b53b-0f6d-4aae-8e08-51464d63f5ad","BusinessProcess","c","",""
+"eeda300f-6a89-4324-a945-b5a3fe74297e","BusinessProcess","c1","",""
+"b6c188e2-5026-4a90-816f-b0cb4c0f87fa","BusinessProcess","c2","",""
+"dc41a04d-8386-4300-9aa2-b8d056e6e936","BusinessRole","Business Role","",""
+"cc07d17e-8450-4adf-84d1-ea7d92ec01ab","BusinessRole","Business Role A","",""
+"ba1e731c-ff79-4b07-8f37-bc57a7eea232","BusinessRole","Business Role B","",""
+"81be3358-9765-4163-b708-ec082742157f","BusinessService","Business Service","",""
+"fb5ae095-a556-4a8c-8a36-d7250d518ddb","Contract","Contract","",""
+"f3b3b99e-31eb-489c-a215-e1f2ed384922","Product","Product","",""
+"a7d30fa6-97e1-4d08-b482-c091e6664b00","Representation","Representation","",""
+"edfda2a4-44d9-4890-9b47-5f6dc02646f2","ApplicationCollaboration","Application Collaboration","",""
+"e0f43547-a404-41bd-9ccb-fbd9911b9605","ApplicationCollaboration","Application Collaboration","",""
+"fdfa517d-8d14-4ce7-96c4-7dbab4002dbf","ApplicationComponent","a","",""
+"18b75b9f-3939-4432-9117-c461d98c62c0","ApplicationComponent","APP A","",""
+"fcb99b01-9ddd-48d7-92bd-e2f8abc92df6","ApplicationComponent","Application Component","",""
+"075bb62d-b139-4317-9a86-7ebbe6e1f903","ApplicationComponent","Application Component A","",""
+"f2c58f23-4d22-4721-96cb-48446b3630e3","ApplicationComponent","Application Component B","",""
+"800d0c20-463b-4de7-9b9a-eb2d4f1e459c","ApplicationComponent","Application Component C","",""
+"c974cdb4-7b3a-482b-8c48-eabd1a6e44de","ApplicationEvent","Application Event","",""
+"9474f8e3-189e-4038-9aa3-07021dcdcb52","ApplicationFunction","a","",""
+"dca66cf0-db00-4600-b0ed-9e7b6e7017fc","ApplicationFunction","Application Function","",""
+"dc730608-6513-4a77-b7bb-deb496d677c3","ApplicationFunction","b","",""
+"af707643-d2f6-427d-945e-fa78ed59b527","ApplicationFunction","FUNC A","",""
+"31df2412-ab11-41f8-aca0-bb17538761fb","ApplicationFunction","FUNC B","",""
+"e3481ac8-6efb-47ed-a1ee-3aa06174bdc8","ApplicationInteraction","Application Interaction","",""
+"c8c8739c-6129-4a39-a2f7-c9423e42ba3e","ApplicationInterface","Application Interface","",""
+"f61a8f36-0ad8-4c5d-869b-4dddeb01fe33","ApplicationProcess","Application Process","",""
+"6fa66dd9-df7f-4fa6-86ad-d4f944c4dacc","ApplicationService","Application Service","",""
+"68754756-d593-4e81-bb52-f2f693b85853","ApplicationService","Application Service A","",""
+"7ab087a8-e6d9-4226-a2ce-42d712b80736","ApplicationService","b","",""
+"34088132-b261-4950-9a83-0edb5b04450e","ApplicationService","c","",""
+"4ffb22b7-5260-4b71-ae13-231bed0817f4","ApplicationService","SERV A","",""
+"144823a3-ecfb-433b-af16-6e60fb4654a1","DataObject","Data Object","",""
+"5a3f59c1-46c1-4e55-a7a5-931e29d60a1d","DataObject","Data Object","",""
+"7a3905c3-ad99-47be-a33f-a8f99dd0b1e1","Artifact","Deploy A","",""
+"45c4824f-d318-4102-a6ef-3afedc21d39d","CommunicationNetwork","Communication Network","",""
+"fb367d58-be33-4236-800d-ee8c4accd067","Device","Device","",""
+"39c926a3-0000-477e-a917-9a00a49b905b","Device","Device A","",""
+"26b7eda2-fd42-4382-a2f6-ee4e50c239e7","DistributionNetwork","Distribution Network","",""
+"215e3008-ec12-477e-a3e7-8faacf946465","Equipment","Equipment","",""
+"390d68ab-1e1f-4524-92f8-4c0d7ab0322c","Facility","Facility","",""
+"cad63317-249b-48f3-89c6-4e229737ddab","Material","Material","",""
+"2b9be694-5975-4506-914b-20e022ed877c","Node","Node","",""
+"f935291b-77c1-4a3a-851e-1d74fbeb658c","Node","Node A","",""
+"5e0dfda4-8cb9-4168-9a19-a75701dcf17b","Path","Path","",""
+"3230b23c-151c-4c1d-8419-2c65da684497","SystemSoftware","System Software","",""
+"1a00bda4-abbf-4f77-ad56-dc7cf87647b1","TechnologyCollaboration","Technology Collaboration","",""
+"004aafd7-2516-4bb1-89dd-84259d144bf0","TechnologyEvent","Technology Event","",""
+"531aa79b-5f86-46a7-b936-2d7ae28ac790","TechnologyFunction","Technology Function","",""
+"186f5dff-ec81-442a-b3eb-c0b6b4f5f058","TechnologyInteraction","Technology Interaction","",""
+"43dadc5f-fe3b-4289-8217-3b12e4aa61d2","TechnologyInterface","Technology Interface","",""
+"dea8161a-61ea-4bed-ac30-ad7573624d6a","TechnologyProcess","Technology Process","",""
+"25a451a7-dd19-45c8-a704-9c8a4bb6f144","TechnologyService","c","",""
+"12d0c9e2-a5b5-43d9-bbef-c7fd094c3358","TechnologyService","Technology Service","",""
+"e767c36e-8800-494b-b408-829af1c0cfde","Assessment","Assessment","",""
+"2cef6c30-f227-42c8-8ac0-f98612e478a5","Constraint","Constraint","",""
+"e1b06769-f45a-4866-8db9-d6a9b85866fd","Driver","Driver","",""
+"1493131e-477d-4817-a551-4bb147ec82c1","Driver","Driver","",""
+"dcaee901-0c56-44de-80e0-a1c2dc0f1d84","Goal","Goal","",""
+"1aef2a19-28fe-4c6a-9273-ea0603ff9a8d","Goal","Goal","",""
+"1d954579-af9d-4e98-a7b7-a116935aff76","Meaning","Meaning","",""
+"2a0436c3-e57f-4b50-88a1-798012cef218","Outcome","Outcome","",""
+"55085a11-fe05-4262-87df-dda8116c037c","Principle","Principle","",""
+"9ff9bda5-55d1-449e-8253-071a6cc0cf71","Requirement","Requirement","",""
+"2403fb49-d671-4a96-8f55-13cb68185e4a","Stakeholder","Stakeholder","",""
+"6ab7f2ae-0028-4f6a-95ea-bc98cb691329","Value","Value","",""
+"4043fbcf-7b03-43ea-b584-7dd66ece4e7d","Deliverable","Deliverable","",""
+"5358184a-b360-4465-993e-a079af1f7bc9","Gap","Gap","",""
+"6b1112e8-2b2f-47f1-bb83-4948ca1099f2","ImplementationEvent","Implementation Event","",""
+"30301dbd-300b-4657-b633-44ddea33d1ec","Plateau","Plateau","",""
+"9babecb9-3ddf-4b7e-a2b1-80cea14f714d","WorkPackage","Work Package","",""
+"321beea6-1381-42b9-8657-d1cbd99e8afc","Grouping","Grouping","",""
+"bc0948ad-1881-4415-a09c-054d92b3e54b","Junction","Junction","",""
+"2ab6d200-8f6a-4185-b0a4-4f6828107951","Junction","Junction","",""
+"8ab8d668-3852-4bf8-a43e-2fcc89c01c79","Location","Location","",""
\ No newline at end of file
diff --git a/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/properties.csv b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/properties.csv
new file mode 100644
index 00000000..5281a9d8
--- /dev/null
+++ b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/properties.csv
@@ -0,0 +1,13 @@
+"ID","Key","Value"
+"6be02ba1-0489-4ea4-b62b-a22d302cbefe","Description","Attribute value string"
+"6be02ba1-0489-4ea4-b62b-a22d302cbefe","Maturity","3"
+"6be02ba1-0489-4ea4-b62b-a22d302cbefe","Has Owner","true"
+"bc0948ad-1881-4415-a09c-054d92b3e54b","Junction_Type","And"
+"2ab6d200-8f6a-4185-b0a4-4f6828107951","Junction_Type","Or"
+"23f31999-3b71-43b8-a81b-2ed58ffbbdfd","Access_Type","Write"
+"3761a5af-da92-473a-bb17-4551a8c9eeff","Access_Type","Read"
+"25cfe97b-0b18-4d97-8780-f6ed8f54ecc1","Directed","false"
+"746fbbce-0f72-467b-a524-f4c9cdfe0d57","Directed","false"
+"95562b72-613c-4193-842c-0b842384496a","Directed","true"
+"e9f7c991-0e2b-4d59-a99b-9426f09ac3d4","Access_Type","Access"
+"b8de732e-2ac2-4972-9e0e-8accc815ecfa","Access_Type","ReadWrite"
\ No newline at end of file
diff --git a/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/relations.csv b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/relations.csv
new file mode 100644
index 00000000..9c6ea474
--- /dev/null
+++ b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/csv/relations.csv
@@ -0,0 +1,47 @@
+"ID","Type","Name","Documentation","Source","Target","Specialization"
+"23f31999-3b71-43b8-a81b-2ed58ffbbdfd","AccessRelationship","","","e0f43547-a404-41bd-9ccb-fbd9911b9605","5a3f59c1-46c1-4e55-a7a5-931e29d60a1d",""
+"3761a5af-da92-473a-bb17-4551a8c9eeff","AccessRelationship","","","075bb62d-b139-4317-9a86-7ebbe6e1f903","5a3f59c1-46c1-4e55-a7a5-931e29d60a1d",""
+"e9f7c991-0e2b-4d59-a99b-9426f09ac3d4","AccessRelationship","","","800d0c20-463b-4de7-9b9a-eb2d4f1e459c","5a3f59c1-46c1-4e55-a7a5-931e29d60a1d",""
+"b8de732e-2ac2-4972-9e0e-8accc815ecfa","AccessRelationship","","","f2c58f23-4d22-4721-96cb-48446b3630e3","5a3f59c1-46c1-4e55-a7a5-931e29d60a1d",""
+"bc8c928b-dafb-4e61-91b3-7c3e5b93a900","AggregationRelationship","","","d0c22546-6ae6-4ba9-a141-222cc6eea16d","cc07d17e-8450-4adf-84d1-ea7d92ec01ab",""
+"c8eacb29-df66-4c8a-98bf-159b8e894b94","AssignmentRelationship","","","3a17d18c-78b4-47e1-bf17-0ff3ac741b7a","cc07d17e-8450-4adf-84d1-ea7d92ec01ab",""
+"ac73d061-b81f-4768-b24a-575804b8f552","AssignmentRelationship","","","fdfa517d-8d14-4ce7-96c4-7dbab4002dbf","dc730608-6513-4a77-b7bb-deb496d677c3",""
+"d4300339-9514-42c6-a740-af360f8643c2","AssignmentRelationship","","","2d2786e0-cad0-4684-9bb4-efc806502b18","513c2b8d-78ab-484c-b9b4-6e8f721f31b0",""
+"6bdd8c51-3590-4b1f-b116-e389622c0f55","AssignmentRelationship","","","18b75b9f-3939-4432-9117-c461d98c62c0","af707643-d2f6-427d-945e-fa78ed59b527",""
+"450e3213-0e19-4138-b686-25a9efa04655","AssignmentRelationship","","","18b75b9f-3939-4432-9117-c461d98c62c0","31df2412-ab11-41f8-aca0-bb17538761fb",""
+"c80974d3-e8c1-4f0b-ac85-47105a5f2756","AssignmentRelationship","","","39c926a3-0000-477e-a917-9a00a49b905b","7a3905c3-ad99-47be-a33f-a8f99dd0b1e1",""
+"25cfe97b-0b18-4d97-8780-f6ed8f54ecc1","AssociationRelationship","","","5a3f59c1-46c1-4e55-a7a5-931e29d60a1d","77bbbe2d-025d-42ee-b98a-38a34add320e",""
+"746fbbce-0f72-467b-a524-f4c9cdfe0d57","AssociationRelationship","","","ce1bdaf3-3759-4df2-b2b9-7e4399042f7e","f2c58f23-4d22-4721-96cb-48446b3630e3",""
+"95562b72-613c-4193-842c-0b842384496a","AssociationRelationship","","","f2c58f23-4d22-4721-96cb-48446b3630e3","075bb62d-b139-4317-9a86-7ebbe6e1f903",""
+"d9f63e5b-20d7-41d2-8b03-f0a3f1838494","CompositionRelationship","","","f2c58f23-4d22-4721-96cb-48446b3630e3","800d0c20-463b-4de7-9b9a-eb2d4f1e459c",""
+"786fcaf9-484b-43ec-a895-1ee92ab87135","CompositionRelationship","","","321beea6-1381-42b9-8657-d1cbd99e8afc","1493131e-477d-4817-a551-4bb147ec82c1",""
+"7468c05e-b2d2-4f16-bc88-787a7f086fc8","CompositionRelationship","","","321beea6-1381-42b9-8657-d1cbd99e8afc","1aef2a19-28fe-4c6a-9273-ea0603ff9a8d",""
+"5889e74c-e4c7-40e5-b1e7-0883d7e5d5e6","CompositionRelationship","","","f935291b-77c1-4a3a-851e-1d74fbeb658c","39c926a3-0000-477e-a917-9a00a49b905b",""
+"77bbbe2d-025d-42ee-b98a-38a34add320e","FlowRelationship","","","e0f43547-a404-41bd-9ccb-fbd9911b9605","075bb62d-b139-4317-9a86-7ebbe6e1f903",""
+"d45aaefe-6386-41a9-bb0a-6ebb400dc8ec","FlowRelationship","","","513c2b8d-78ab-484c-b9b4-6e8f721f31b0","eeda300f-6a89-4324-a945-b5a3fe74297e",""
+"e65bf3dd-9978-4a8f-8a14-847e9b5f074b","FlowRelationship","","","b6c188e2-5026-4a90-816f-b0cb4c0f87fa","513c2b8d-78ab-484c-b9b4-6e8f721f31b0",""
+"d8fea24c-3d1b-49e3-ae0a-86a123da1470","InfluenceRelationship","","","1493131e-477d-4817-a551-4bb147ec82c1","1aef2a19-28fe-4c6a-9273-ea0603ff9a8d",""
+"6c7e4334-6d96-48ca-acbe-d25a7c7a119c","RealizationRelationship","","","f2c58f23-4d22-4721-96cb-48446b3630e3","68754756-d593-4e81-bb52-f2f693b85853",""
+"33c89587-816c-42a3-aba1-13e6c2e0b03e","RealizationRelationship","","","dc730608-6513-4a77-b7bb-deb496d677c3","34088132-b261-4950-9a83-0edb5b04450e",""
+"5ed0815a-fe4e-4fd4-a732-13260b699d61","RealizationRelationship","","","9474f8e3-189e-4038-9aa3-07021dcdcb52","7ab087a8-e6d9-4226-a2ce-42d712b80736",""
+"726bbbc5-80b7-4159-b717-860383f399cc","RealizationRelationship","","","af707643-d2f6-427d-945e-fa78ed59b527","4ffb22b7-5260-4b71-ae13-231bed0817f4",""
+"2db6ba73-6d53-471a-aa3b-08c39b806aa7","RealizationRelationship","","","31df2412-ab11-41f8-aca0-bb17538761fb","4ffb22b7-5260-4b71-ae13-231bed0817f4",""
+"8c71da69-809c-4bd7-8635-5158ae1f4932","RealizationRelationship","","","7a3905c3-ad99-47be-a33f-a8f99dd0b1e1","075bb62d-b139-4317-9a86-7ebbe6e1f903",""
+"ac9f5c9f-fddd-45c6-9234-4768c0854028","ServingRelationship","","","075bb62d-b139-4317-9a86-7ebbe6e1f903","3a17d18c-78b4-47e1-bf17-0ff3ac741b7a",""
+"cd07759c-1068-4de5-9de6-aa65da2ee9a5","ServingRelationship","","","7ab087a8-e6d9-4226-a2ce-42d712b80736","5a22b53b-0f6d-4aae-8e08-51464d63f5ad",""
+"e0e4ad30-7633-49a8-a267-e35d48a0dac4","ServingRelationship","","","25a451a7-dd19-45c8-a704-9c8a4bb6f144","dc730608-6513-4a77-b7bb-deb496d677c3",""
+"712bbba6-0e43-4ca2-949c-ece39f949a1a","ServingRelationship","","","68754756-d593-4e81-bb52-f2f693b85853","800d0c20-463b-4de7-9b9a-eb2d4f1e459c",""
+"2c321e38-fa96-451b-acc7-76d38eebef33","ServingRelationship","","","075bb62d-b139-4317-9a86-7ebbe6e1f903","68754756-d593-4e81-bb52-f2f693b85853",""
+"13de200f-2a49-4639-9b0b-827dd67b522d","SpecializationRelationship","","","ba1e731c-ff79-4b07-8f37-bc57a7eea232","cc07d17e-8450-4adf-84d1-ea7d92ec01ab",""
+"3dc40049-e8ec-4488-8e19-a3ba4c05e161","SpecializationRelationship","","","4ab9baa5-2ebe-4093-a8e8-fbd5b17b87c5","513c2b8d-78ab-484c-b9b4-6e8f721f31b0",""
+"59248101-be63-4fb2-962c-342d0ae87c19","SpecializationRelationship","","","513c2b8d-78ab-484c-b9b4-6e8f721f31b0","75dfdfeb-77ae-4b35-812a-2eb131ba18df",""
+"4d23b33a-7250-44a0-b47d-0b1f010257d1","TriggeringRelationship","","","3a17d18c-78b4-47e1-bf17-0ff3ac741b7a","ce1bdaf3-3759-4df2-b2b9-7e4399042f7e",""
+"5a3049be-7f58-4bee-aa6d-1d912d63f2e6","TriggeringRelationship","","","ce1bdaf3-3759-4df2-b2b9-7e4399042f7e","bc0948ad-1881-4415-a09c-054d92b3e54b",""
+"48a5a7b5-653e-4704-9a33-af61a331ea04","TriggeringRelationship","","","bc0948ad-1881-4415-a09c-054d92b3e54b","27d9e8b2-ded2-4eb1-8883-062cd3c8dc14",""
+"09b31573-096b-45c9-91b7-9d1d0cbee1b4","TriggeringRelationship","","","bc0948ad-1881-4415-a09c-054d92b3e54b","0e9e5337-c1d5-4465-8966-3c33e7aa9306",""
+"f22af369-f103-484a-877e-e5da26651743","TriggeringRelationship","","","27d9e8b2-ded2-4eb1-8883-062cd3c8dc14","2ab6d200-8f6a-4185-b0a4-4f6828107951",""
+"18efad41-dcba-41a8-a013-ace3080c0a64","TriggeringRelationship","","","2ab6d200-8f6a-4185-b0a4-4f6828107951","04c7398e-14b0-4a69-a61e-b729b94c3488",""
+"50312aeb-a38d-47ce-aa0b-644a08515a68","TriggeringRelationship","","","0e9e5337-c1d5-4465-8966-3c33e7aa9306","2ab6d200-8f6a-4185-b0a4-4f6828107951",""
+"fb81c5f0-efa0-43cd-bbce-85f86d78f319","TriggeringRelationship","","","fdfa517d-8d14-4ce7-96c4-7dbab4002dbf","dc730608-6513-4a77-b7bb-deb496d677c3",""
+"1242e164-ab02-43b0-bc1b-1b2bf55c2e9e","TriggeringRelationship","","","4ab9baa5-2ebe-4093-a8e8-fbd5b17b87c5","513c2b8d-78ab-484c-b9b4-6e8f721f31b0",""
+"e29153ad-45c8-44c2-a532-2d15a200c733","TriggeringRelationship","","","513c2b8d-78ab-484c-b9b4-6e8f721f31b0","75dfdfeb-77ae-4b35-812a-2eb131ba18df",""
\ No newline at end of file
diff --git a/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.archimate b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.archimate
new file mode 100644
index 00000000..eb4ab0d0
--- /dev/null
+++ b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.archimate
@@ -0,0 +1,573 @@
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+ This is a documentation test
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+ Teste
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+ DR01 e DR08
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+
+ DR02, DR04 e DR07
+
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+ DR03
+
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+ DR05 e DR06
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diff --git a/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.json b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.json
new file mode 100644
index 00000000..31bd9b97
--- /dev/null
+++ b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.json
@@ -0,0 +1 @@
+{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/799298e6-cefa-47aa-986f-1ab9d5c10d21","archimateId":"799298e6-cefa-47aa-986f-1ab9d5c10d21","name":"(new model)","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"Arktect-Co/archimate-model-importer","license":"MIT","sourceFile":"raw-data/github/archimate/migration_guide_3_1.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:13:12","tags":["WARNING"],"duplicates":[],"language":"en","elements":[{"id":"40eb5bd6-4d7c-4c27-98a8-602f935ed405","name":"Resource","type":"Resource","layer":"strategy"},{"id":"6be02ba1-0489-4ea4-b62b-a22d302cbefe","name":"Capability","type":"Capability","layer":"strategy"},{"id":"5382f2ab-3c02-44b3-a26f-ceaff8b4df02","name":"Course of Action","type":"CourseOfAction","layer":"strategy"},{"id":"7d9dd269-b44a-4067-b10c-2c0563f3efea","name":"Value Stream","type":"ValueStream","layer":"strategy"},{"id":"35fad4b4-cf0b-46a8-832a-2da1d522b4b5","name":"Business Actor","type":"BusinessActor","layer":"business"},{"id":"dc41a04d-8386-4300-9aa2-b8d056e6e936","name":"Business Role","type":"BusinessRole","layer":"business"},{"id":"6657839b-3f7f-46e5-87b5-30299fee9e59","name":"Business Collaboration","type":"BusinessCollaboration","layer":"business"},{"id":"e65afa9e-ef98-4fc0-969b-6d7af4de225e","name":"Business Interface","type":"BusinessInterface","layer":"business"},{"id":"e75e68cf-0ca7-47dd-aeaf-071b69a87b12","name":"Business Process","type":"BusinessProcess","layer":"business"},{"id":"aef2a0fd-3905-4db2-b527-08bb903d71a3","name":"Business Function","type":"BusinessFunction","layer":"business"},{"id":"54b6e024-2be6-4686-a5b6-2ac904235db2","name":"Business Interaction","type":"BusinessInteraction","layer":"business"},{"id":"b359fb3d-fd7b-4752-8241-99b9cbe7d3e3","name":"Business Event","type":"BusinessEvent","layer":"business"},{"id":"81be3358-9765-4163-b708-ec082742157f","name":"Business Service","type":"BusinessService","layer":"business"},{"id":"9b2ba4e7-1dc2-48a2-bd74-0e3ddbb70fd8","name":"Business Object","type":"BusinessObject","layer":"business"},{"id":"fb5ae095-a556-4a8c-8a36-d7250d518ddb","name":"Contract","type":"Contract","layer":"business"},{"id":"a7d30fa6-97e1-4d08-b482-c091e6664b00","name":"Representation","type":"Representation","layer":"business"},{"id":"f3b3b99e-31eb-489c-a215-e1f2ed384922","name":"Product","type":"Product","layer":"business"},{"id":"3a17d18c-78b4-47e1-bf17-0ff3ac741b7a","name":"Business Actor","type":"BusinessActor","layer":"business"},{"id":"d0c22546-6ae6-4ba9-a141-222cc6eea16d","name":"Business Collaboration","type":"BusinessCollaboration","layer":"business"},{"id":"cc07d17e-8450-4adf-84d1-ea7d92ec01ab","name":"Business Role A","type":"BusinessRole","layer":"business"},{"id":"ce1bdaf3-3759-4df2-b2b9-7e4399042f7e","name":"Business Process A","type":"BusinessProcess","layer":"business"},{"id":"27d9e8b2-ded2-4eb1-8883-062cd3c8dc14","name":"Business Process B","type":"BusinessProcess","layer":"business"},{"id":"0e9e5337-c1d5-4465-8966-3c33e7aa9306","name":"Business Process C","type":"BusinessProcess","layer":"business"},{"id":"ba1e731c-ff79-4b07-8f37-bc57a7eea232","name":"Business Role B","type":"BusinessRole","layer":"business"},{"id":"04c7398e-14b0-4a69-a61e-b729b94c3488","name":"Business Process 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\ No newline at end of file
diff --git a/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.xml b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.xml
new file mode 100644
index 00000000..bee91aff
--- /dev/null
+++ b/dataset/processed-models/799298e6-cefa-47aa-986f-1ab9d5c10d21/model.xml
@@ -0,0 +1,1696 @@
+
+
+ (new model)
+
+
+ Resource
+
+
+ Capability
+ This is a documentation test
+
+
+ Attribute value string
+
+
+ 3
+
+
+ true
+
+
+
+
+ Course of Action
+
+
+ Value Stream
+
+
+ Business Actor
+
+
+ Business Role
+
+
+ Business Collaboration
+
+
+ Business Interface
+
+
+ Business Process
+
+
+ Business Function
+
+
+ Business Interaction
+
+
+ Business Event
+
+
+ Business Service
+
+
+ Business Object
+
+
+ Contract
+
+
+ Representation
+
+
+ Product
+
+
+ Business Actor
+
+
+ Business Collaboration
+
+
+ Business Role A
+
+
+ Business Process A
+
+
+ Business Process B
+
+
+ Business Process C
+
+
+ Business Role B
+
+
+ Business Process D
+
+
+ a
+
+
+ b
+
+
+ c
+
+
+ c
+
+
+ a
+
+
+ c1
+
+
+ c2
+
+
+ Application Component
+
+
+ Application Collaboration
+
+
+ Application Interface
+
+
+ Application Function
+
+
+ Application Interaction
+
+
+ Application Process
+
+
+ Application Event
+
+
+ Application Service
+
+
+ Data Object
+
+
+ Application Component A
+
+
+ Application Collaboration
+
+
+ Data Object
+
+
+ Application Component B
+
+
+ Application Component C
+
+
+ Application Service A
+
+
+ a
+
+
+ b
+
+
+ c
+
+
+ a
+
+
+ b
+
+
+ APP A
+
+
+ SERV A
+
+
+ FUNC A
+
+
+ FUNC B
+
+
+ Node
+
+
+ Device
+
+
+ System Software
+
+
+ Technology Collaboration
+
+
+ Technology Interface
+
+
+ Path
+
+
+ Communication Network
+
+
+ Technology Function
+
+
+ Technology Process
+
+
+ Technology Interaction
+
+
+ Technology Event
+
+
+ Technology Service
+
+
+ Equipment
+
+
+ Facility
+
+
+ Distribution Network
+
+
+ Material
+
+
+ c
+
+
+ Deploy A
+
+
+ Device A
+
+
+ Node A
+
+
+ Stakeholder
+
+
+ Driver
+
+
+ Assessment
+
+
+ Goal
+
+
+ Outcome
+
+
+ Principle
+
+
+ Requirement
+
+
+ Constraint
+
+
+ Meaning
+
+
+ Value
+
+
+ Driver
+
+
+ Goal
+
+
+ Work Package
+
+
+ Deliverable
+
+
+ Implementation Event
+
+
+ Plateau
+
+
+ Gap
+
+
+ Location
+
+
+ Junction
+
+
+ Grouping
+
+
+ Junction
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Description
+
+
+ Has Owner
+
+
+ Maturity
+
+
+
+
+
+ Elements
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
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+
+
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+
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+
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+
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+
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+
+
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+
+
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+
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+
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+
+
+
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+
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+
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+
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+
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+
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+
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+
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+
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+
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+
+
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+
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+
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+
+
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+
+
+
+
+
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+
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+
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+
+
+
+
+
+
+
+
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+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Relationships
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Derivation Rules
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
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+
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+
+
+
+
+
+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
+
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+
+
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+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Derivation with Many Paths
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
diff --git a/dataset/processed-models/c083c0fb/csv/elements.csv b/dataset/processed-models/c083c0fb/csv/elements.csv
new file mode 100644
index 00000000..f268e63f
--- /dev/null
+++ b/dataset/processed-models/c083c0fb/csv/elements.csv
@@ -0,0 +1,123 @@
+"ID","Type","Name","Documentation","Specialization"
+"c083c0fb","ArchimateModel","Attendance Model","",""
+"e7b2d9e0","BusinessActor","Дядюнов Александр Николаевич","",""
+"c940b393","BusinessActor","Журавлев Андрей Павлович","",""
+"8834ec2c","BusinessActor","Журавлев Дмитрий Андреевич","",""
+"5de6e1eb","BusinessActor","Иванов Алексей Михайлович","",""
+"e71b88a5","BusinessActor","Шапкина Дарья Вячеславовна","",""
+"aea40c5d","BusinessActor","Шапкина Евгения Сергеевна","",""
+"9e1ad4f6","BusinessActor","Ширабокова Екатерина Игоревна","",""
+"1ca06ac8","BusinessActor","Ширабокова Ольга Анатольевна","",""
+"b8a8e586","BusinessFunction","Авторизация пользователей","Авторизация пользователей",""
+"23e1617f","BusinessFunction","Вынесение выговора студенту, непосещающему лекции или посещаемому не всей лекции","КУРАТОР: нажимает кнопку ""вынесение выговора студенту""
+СИСТЕМА: отправляет оповещение о выговоре студенту и в деканат, сохраняет данные по выговору
+",""
+"3a31a30c","BusinessFunction","Добавление информации о посещениях текущего занятия","ПРЕПОДАВАТЕЛЬ: нажимает кнопку ""Ввести посещаемость текущего занятия""
+СИСТЕМА: открывает окно ввода посещаемости, причем окно ввода дает возможность заполнить количество часов и минут опоздания
+ПРЕПОДАВАТЕЛЬ: вводит данные и нажимает кнопку ""Сохранить""
+СИСТЕМА: сохраняет данные
+
+",""
+"0d392189","BusinessFunction","Добавление опоздания на занятии","Добавление отметок о присутствии на занятии студентов или количество пропущенного времени.",""
+"90566f13","BusinessFunction","Добавление пропущенного времени на занятии","Добавление отметок о присутствии на занятии студентов или количество пропущенного времени.",""
+"6006bf37","BusinessFunction","Загрузка оправдательных документов","Проект Attendance. Реализован в виде плагина к Sakai.",""
+"2a08f254","BusinessFunction","Загрузка справок и объяснительных записок по пропускам","СТУДЕНТ: нажимает кнопку ""Загрузить документ""
+СИСТЕМА: отправляет сохраняет загруженный документ, отправляет оповещение об этом в деканат и преподавателю
+",""
+"471de3cf","BusinessFunction","Загрузка фотографий профиля","Загрузка фотографии в профиль",""
+"2b2b52ee","BusinessFunction","Настройка прав пользователей","Редактирование прав на просмотр и добавление данных пользователями",""
+"87f8d067","BusinessFunction","Просмотр личной посещаемости","Просмотр личной посещаемости по предметам за прошедшие недели",""
+"f4ecbf21","BusinessFunction","Просмотр пропущенного времени группы","Просмотр посещаемости групппы за прошедшие недели по определенному предмету",""
+"eb3d32c0","BusinessFunction","Просмотр справок и объяснительных записок студентов","СОТРУДНИК ДЕКАНАТА: нажимает кнопку ""Просмотр справок и объяснительных записок студента""
+СИСТЕМА: открывает окно просмотра справок и объяснительных записок студента",""
+"ade99e18","BusinessFunction","Просмотр статистики посещаемости группы","СОТРУДНИК ДЕКАНАТА: нажимает кнопку ""Статистика группы""
+СИСТЕМА: открывает окно просмотра статистики посещаемости группы
+",""
+"1039c6a7","BusinessFunction","Регистрация новых пользвателей","Добавление новых пользователей в систему",""
+"ab1c9bc4","BusinessFunction","Редактирование личных данных","Редактирование личных данных",""
+"282f707b","BusinessRole","Деканат","",""
+"41633b8e","BusinessRole","Куратор","",""
+"2d8a7aa9","BusinessRole","Преподаватель","",""
+"cc9333a2","BusinessRole","студент","",""
+"80102b66","Product","Attendance Control System","Продукт.",""
+"b0c9aaf3","ApplicationComponent","Attendance","",""
+"623e001d","ApplicationComponent","Felix","Фреймворк Felix лежит в основе модульной структуры Sakai.",""
+"348f58ba","ApplicationComponent","JCR","Модуль JCR работает с данными и реализует сервис учета посещаемости
+",""
+"b94991f0","ApplicationComponent","Sakai OAE","Sakai open academic environment -- система для академического сотрудничества.",""
+"ecab28bb","ApplicationComponent","Модуль загрузки документов","Выполняет загрузку оправдательных документов и фотографий профиля",""
+"b3da3452","ApplicationComponent","Модуль загрузки файлов","Модуль загрузки файлов реализует загрузку файлов в систему.",""
+"c96a75d8","ApplicationComponent","Модуль пользователей","",""
+"318f494c","ApplicationComponent","Модуль учета посещаемости","Выполняет добавление и просмотр посещаемости",""
+"1ba7b7e5","ApplicationComponent","Сервис пользователей Attendance","",""
+"42b6b328","ApplicationInteraction","","",""
+"654bb98b","ApplicationService","","",""
+"b1d4d0f6","ApplicationService","Поиск сервисов","Sakai управляет поиском сервисов с помощью Felix.",""
+"5a83f8eb","ApplicationService","Сервис загрузки файлов","",""
+"f3bfec19","ApplicationService","Сервис пользователей","",""
+"875ed138","ApplicationService","сервис учета ","",""
+"8f5c9bfe","ApplicationService","Сервис учета посещаемости","",""
+"e46e8b50","ApplicationService","Управление жизненным циклом модулей","Sakai управляет жизненным циклом модулей с помощью Felix.",""
+"a472544e","ApplicationService","Управление жизненным циклом сервисов","Sakai управляет жизненным циклом сервисов с помощью Felix.",""
+"2d3c787c","DataObject","Группа","",""
+"e147b250","DataObject","Данные","",""
+"d9331f5a","DataObject","Данные","",""
+"8643ed96","DataObject","Куратор","",""
+"fdbf4c03","DataObject","опоздание","",""
+"06ed6c8b","DataObject","опоздание<90 минут","",""
+"f1b39ae8","DataObject","оправдательные документы по отсутствию","",""
+"775ac736","DataObject","отсутствие>=90 минут","",""
+"1a0ff87d","DataObject"," период времени отсутствия на занятии","Иными словами не посещаемость студента занятий, хранящиеся в часах и минутах, максимальное чило зависит от продолжительности занятия
+
+
+",""
+"682cfa86","DataObject","Пользователь","",""
+"bdc9dbbe","DataObject","Предмет","",""
+"4ecb96f1","DataObject","Преподаватель","",""
+"3b3c3260","DataObject","пропуски (копия)","",""
+"f6c07920","DataObject","Студент","",""
+"3d05d4a5","DataObject","Учетные данные пользователя","",""
+"ea606f25","Artifact","felix.jar","felix.jar - готовый байткод для виртуальной машины Java проекта Attendance.",""
+"203ed231","Artifact","Набор плагинов ","Плагин - единица модульности Sakai.",""
+"c1d13476","Artifact","Плагин ","Плагин - единица модульности Sakai.",""
+"db1a828e","Device","Компьютер (сервер)","",""
+"5500ee51","SystemSoftware","Java VM","Виртуальная машина Java необходима для запуска фреймворка Felix.",""
+"fe3cc9d9","SystemSoftware","Операционная система","Операционная система необходима для взаимодействия системного софта с компьютером.
+",""
+"fb4e5c29","SystemSoftware","СУБД","",""
+"5885ce7a","SystemSoftware","СУБД ","СУБД необходима для хранения, поиска и доступа к информации.",""
+"f0557c31","TechnologyService","Работа с данными","",""
+"51e69a90","Constraint","Интеграция в систему Sakai","",""
+"afbf24f2","Constraint","Испльзование языка Java","",""
+"b53ef14d","Constraint","Использование OSGI","",""
+"75a4e008","Constraint","Использование фреймворка Felix","",""
+"7e061a84","Goal","В системе содержится актуальная информация о составе групп","",""
+"ddbada23","Goal","Все недобросовестные студенты отчислены","",""
+"59d3e075","Goal","Все оправдательные документы имеются в наличии в системе","",""
+"e23403ae","Goal","Все пропуски и опоздания занятий задокументированы","",""
+"10401b2e","Goal","Выпуск студентов с высоким качеством знаний","",""
+"60fca989","Goal","Имеется статистика о посещаемости студентами занятий","",""
+"cb22aea9","Goal","Наличие отметок о посещаемости занятий, на которых не присутствовал или опоздал","",""
+"488fa2ca","Goal","Наличие полной информацией о посещаемости студентов","",""
+"c4a96bf4","Goal","Отчисление студентов, неоправданно пропускающих занятия","",""
+"e77919dd","Goal","Посещение студентами всех занятий без опозданий","",""
+"b2b2d0bd","Goal","Правила пользования системой соблюдаются","",""
+"174f0a20","Goal","Привлекательный внешний вид системы","",""
+"6547c5ee","Goal","Своевременное добавление информации о посещаемости студентов в систему","",""
+"a5f4fc29","Goal","Система контролепригодна","",""
+"68dd99a9","Goal","Система соответствует требованиям","",""
+"3025d276","Goal","Создание работоспособной системы","",""
+"cc946621","Goal","Студент всегда в курсе своей посещаемости","",""
+"76322190","Goal","Студент посещает все занятия и не опаздывает","",""
+"144f4d39","Requirement","Модифицируемсть ролей пользователей","",""
+"389df00e","Stakeholder","Администратор","",""
+"54a3aa17","Stakeholder","Деканат","",""
+"cdab2366","Stakeholder","Дизайнер","",""
+"9e123c67","Stakeholder","Куратор","",""
+"5d32476f","Stakeholder","Преподаватель","",""
+"47a51ea2","Stakeholder","Программист","",""
+"f17781cc","Stakeholder","Разработчик","",""
+"e7afde18","Stakeholder","Ректор","",""
+"874f24b0","Stakeholder","Родитель студента","",""
+"8e22aacb","Stakeholder","Студент","",""
+"f7d35a0a","Stakeholder","Тестировщик","",""
\ No newline at end of file
diff --git a/dataset/processed-models/c083c0fb/csv/properties.csv b/dataset/processed-models/c083c0fb/csv/properties.csv
new file mode 100644
index 00000000..301390b6
--- /dev/null
+++ b/dataset/processed-models/c083c0fb/csv/properties.csv
@@ -0,0 +1,34 @@
+"ID","Key","Value"
+"707bcd56","Directed","false"
+"1f0f09dc","Directed","false"
+"25b68ee5","Directed","false"
+"5ab3c46f","Directed","false"
+"52f09d58","Directed","false"
+"b1d92ce9","Directed","false"
+"4daae614","Directed","false"
+"49a61117","Directed","false"
+"95a9ded5","Directed","false"
+"16d18d21","Directed","false"
+"5364c871","Directed","false"
+"83edfd98","Directed","false"
+"29086e96","Directed","false"
+"ae0f15b7","Directed","false"
+"a64e2eff","Directed","false"
+"0d7288c2","Directed","false"
+"01e5ee45","Directed","false"
+"bca95084","Directed","false"
+"fb12d469","Directed","false"
+"4a33be86","Directed","false"
+"1b9c40d1","Directed","false"
+"f54c908c","Directed","false"
+"0ebf940d","Directed","false"
+"36da81b3","Directed","false"
+"8c7c74e6","Directed","false"
+"11f73aa3","Directed","false"
+"8844e02c","Directed","false"
+"4000b672","Directed","false"
+"11b3a744","Directed","false"
+"e00c275d","Directed","false"
+"f221065c","Directed","false"
+"da00af89","Directed","false"
+"41af4664","Directed","false"
\ No newline at end of file
diff --git a/dataset/processed-models/c083c0fb/csv/relations.csv b/dataset/processed-models/c083c0fb/csv/relations.csv
new file mode 100644
index 00000000..649c16e2
--- /dev/null
+++ b/dataset/processed-models/c083c0fb/csv/relations.csv
@@ -0,0 +1,106 @@
+"ID","Type","Name","Documentation","Source","Target","Specialization"
+"8dbcd4bb","AssignmentRelationship","","","9e1ad4f6","cdab2366",""
+"5bf43346","AssignmentRelationship","","","5de6e1eb","5d32476f",""
+"7ee15ae6","AssignmentRelationship","","","aea40c5d","47a51ea2",""
+"91f4fa3f","AssignmentRelationship","","","8834ec2c","f7d35a0a",""
+"707bcd56","AssociationRelationship","","","389df00e","7e061a84",""
+"1f0f09dc","AssociationRelationship","","","b2b2d0bd","389df00e",""
+"25b68ee5","AssociationRelationship","","","e7b2d9e0","9e123c67",""
+"5ab3c46f","AssociationRelationship","","","389df00e","5de6e1eb",""
+"52f09d58","AssociationRelationship","","","54a3aa17","ddbada23",""
+"b1d92ce9","AssociationRelationship","","","9e123c67","488fa2ca",""
+"4daae614","AssociationRelationship","","","174f0a20","cdab2366",""
+"49a61117","AssociationRelationship","","","3025d276","47a51ea2",""
+"95a9ded5","AssociationRelationship","","","5d32476f","60fca989",""
+"16d18d21","AssociationRelationship","","","5d32476f","6547c5ee",""
+"5364c871","AssociationRelationship","","","e7afde18","10401b2e",""
+"83edfd98","AssociationRelationship","","","76322190","874f24b0",""
+"29086e96","AssociationRelationship","","","cc946621","8e22aacb",""
+"ae0f15b7","AssociationRelationship","","","8e22aacb","59d3e075",""
+"a64e2eff","AssociationRelationship","","","f7d35a0a","68dd99a9",""
+"0d7288c2","AssociationRelationship","","","f7d35a0a","a5f4fc29",""
+"01e5ee45","AssociationRelationship","","","1ca06ac8","874f24b0",""
+"bca95084","AssociationRelationship","","","c940b393","874f24b0",""
+"fb12d469","AssociationRelationship","","","e71b88a5","874f24b0",""
+"4a33be86","AssociationRelationship","","","8e22aacb","cb22aea9",""
+"1b9c40d1","AssociationRelationship","","","54a3aa17","c4a96bf4",""
+"f54c908c","AssociationRelationship","","","8e22aacb","e23403ae",""
+"0ebf940d","AssociationRelationship","","","54a3aa17","282f707b",""
+"36da81b3","AssociationRelationship","","","8e22aacb","cc9333a2",""
+"8c7c74e6","AssociationRelationship","","","5d32476f","2d8a7aa9",""
+"11f73aa3","AssociationRelationship","","","9e123c67","41633b8e",""
+"8844e02c","AssociationRelationship","","","9e123c67","e77919dd",""
+"4000b672","AssociationRelationship","","","1a0ff87d","bdc9dbbe",""
+"11b3a744","AssociationRelationship","","","1a0ff87d","f1b39ae8",""
+"e00c275d","AssociationRelationship","","","2d3c787c","8643ed96",""
+"f221065c","AssociationRelationship","","","fdbf4c03","f1b39ae8",""
+"da00af89","AssociationRelationship","","","fdbf4c03","bdc9dbbe",""
+"41af4664","AssociationRelationship","","","fdbf4c03","1a0ff87d",""
+"cd94f219","CompositionRelationship","","","b0c9aaf3","ecab28bb",""
+"5d896b98","CompositionRelationship","","","10401b2e","e77919dd",""
+"51c5fbea","CompositionRelationship","","","682cfa86","3d05d4a5",""
+"1245c3e4","CompositionRelationship","","","2d3c787c","f6c07920",""
+"b4ec4458","CompositionRelationship","","","b94991f0","c96a75d8",""
+"1799dadd","CompositionRelationship","","","b94991f0","b3da3452",""
+"a8ff9d4f","CompositionRelationship","","","b94991f0","348f58ba",""
+"68f99e32","CompositionRelationship","","","b0c9aaf3","1ba7b7e5",""
+"4310d49f","CompositionRelationship","","","4ecb96f1","bdc9dbbe",""
+"9f15d354","CompositionRelationship","","","f6c07920","f1b39ae8",""
+"574c41ea","CompositionRelationship","","","f6c07920","1a0ff87d",""
+"e7d03804","CompositionRelationship","","","8643ed96","2d3c787c",""
+"ae9b1f3b","CompositionRelationship","","","f1b39ae8","1a0ff87d",""
+"06c6fa8d","CompositionRelationship","","","fdbf4c03","1a0ff87d",""
+"79b00e15","CompositionRelationship","","","fdbf4c03","1a0ff87d",""
+"d734dc89","CompositionRelationship","","","1a0ff87d","fdbf4c03",""
+"48741e73","CompositionRelationship","","","f6c07920","fdbf4c03",""
+"cd5b4cfc","CompositionRelationship","","","1a0ff87d","06ed6c8b",""
+"c45de199","CompositionRelationship","","","1a0ff87d","775ac736",""
+"bcc708e6","FlowRelationship","Отчисление, выговор, благодарность","","282f707b","cc9333a2",""
+"0f867e14","FlowRelationship","Оценка учебного процесса","Оценка успеваемости на смотрах, представление к выговорах м и благодарностям","41633b8e","cc9333a2",""
+"de9af95c","FlowRelationship","Передача статистики посещаемости","","2d8a7aa9","41633b8e",""
+"4486ee99","FlowRelationship","Передача статистики посещаемости","","2d8a7aa9","282f707b",""
+"d3eec154","FlowRelationship","статистика посещаемости","","2d8a7aa9","cc9333a2",""
+"b81181db","InfluenceRelationship","","","cb22aea9","6547c5ee",""
+"02a6681c","RealizationRelationship","","","3a31a30c","6547c5ee",""
+"c1e72040","RealizationRelationship","","","ade99e18","c4a96bf4",""
+"6e2801fc","RealizationRelationship","","","2a08f254","e23403ae",""
+"21a5aece","RealizationRelationship","","","eb3d32c0","c4a96bf4",""
+"48af709c","RealizationRelationship","","","23e1617f","e77919dd",""
+"f66ccdac","RealizationRelationship","","","203ed231","b94991f0",""
+"37954cd0","RealizationRelationship","","","5885ce7a","f0557c31",""
+"faee823c","RealizationRelationship","","","ea606f25","623e001d",""
+"afde2d7d","RealizationRelationship","","","623e001d","e46e8b50",""
+"35dd1b37","RealizationRelationship","","","623e001d","a472544e",""
+"50effd90","RealizationRelationship","","","623e001d","b1d4d0f6",""
+"712b504e","RealizationRelationship","","","b3da3452","5a83f8eb",""
+"bd7e6aed","RealizationRelationship","","","348f58ba","8f5c9bfe",""
+"2a8fc689","RealizationRelationship","","","c1d13476","b0c9aaf3",""
+"a9aeacd2","RealizationRelationship","","","c96a75d8","f3bfec19",""
+"0a0af7f4","ServingRelationship","","","f0557c31","348f58ba",""
+"5c05fe2e","ServingRelationship","","","b94991f0","e46e8b50",""
+"ba92c81c","ServingRelationship","","","b94991f0","a472544e",""
+"84fc7f26","ServingRelationship","","","b94991f0","b1d4d0f6",""
+"8e7c6b0a","ServingRelationship","","","5a83f8eb","ecab28bb",""
+"e1174031","ServingRelationship","","","8f5c9bfe","318f494c",""
+"06ad940d","ServingRelationship","","","348f58ba","c96a75d8",""
+"61d381d0","ServingRelationship","","","ecab28bb","6006bf37",""
+"9a443f47","ServingRelationship","","","ecab28bb","471de3cf",""
+"b4e04d8d","ServingRelationship","","","318f494c","90566f13",""
+"a42aeeca","ServingRelationship","","","318f494c","87f8d067",""
+"8e8b3ba3","ServingRelationship","","","318f494c","f4ecbf21",""
+"7f020bf8","ServingRelationship","","","348f58ba","b3da3452",""
+"fff10635","ServingRelationship","","","f3bfec19","1ba7b7e5",""
+"72608389","ServingRelationship","","","1ba7b7e5","2b2b52ee",""
+"394d69d9","ServingRelationship","","","1ba7b7e5","b8a8e586",""
+"a7c40575","ServingRelationship","","","1ba7b7e5","ab1c9bc4",""
+"123ca26f","ServingRelationship","","","1ba7b7e5","1039c6a7",""
+"aa9bdda2","ServingRelationship","","","ecab28bb","318f494c",""
+"08f5e87d","ServingRelationship","","","1ba7b7e5","318f494c",""
+"5bcfc213","ServingRelationship","","","1ba7b7e5","ecab28bb",""
+"5aaa5379","ServingRelationship","","","318f494c","0d392189",""
+"2b3f4614","SpecializationRelationship","","","cdab2366","f17781cc",""
+"6e7bf388","SpecializationRelationship","","","47a51ea2","f17781cc",""
+"f77556b7","SpecializationRelationship","","","f7d35a0a","f17781cc",""
+"3e8251b7","SpecializationRelationship","","","f6c07920","682cfa86",""
+"3b40c25b","SpecializationRelationship","","","4ecb96f1","682cfa86",""
+"767d57b6","SpecializationRelationship","","","8643ed96","682cfa86",""
\ No newline at end of file
diff --git a/dataset/processed-models/c083c0fb/model.archimate b/dataset/processed-models/c083c0fb/model.archimate
new file mode 100644
index 00000000..db231eb2
--- /dev/null
+++ b/dataset/processed-models/c083c0fb/model.archimate
@@ -0,0 +1,843 @@
+
+
+
+
+ Продукт.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ ПРЕПОДАВАТЕЛЬ: нажимает кнопку "Ввести посещаемость текущего занятия"
+СИСТЕМА: открывает окно ввода посещаемости, причем окно ввода дает возможность заполнить количество часов и минут опоздания
+ПРЕПОДАВАТЕЛЬ: вводит данные и нажимает кнопку "Сохранить"
+СИСТЕМА: сохраняет данные
+
+
+
+
+ СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Статистика группы"
+СИСТЕМА: открывает окно просмотра статистики посещаемости группы
+
+
+
+ КУРАТОР: нажимает кнопку "вынесение выговора студенту"
+СИСТЕМА: отправляет оповещение о выговоре студенту и в деканат, сохраняет данные по выговору
+
+
+
+ СТУДЕНТ: нажимает кнопку "Загрузить документ"
+СИСТЕМА: отправляет сохраняет загруженный документ, отправляет оповещение об этом в деканат и преподавателю
+
+
+
+ СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Просмотр справок и объяснительных записок студента"
+СИСТЕМА: открывает окно просмотра справок и объяснительных записок студента
+
+
+ Проект Attendance. Реализован в виде плагина к Sakai.
+
+
+ Загрузка фотографии в профиль
+
+
+ Добавление отметок о присутствии на занятии студентов или количество пропущенного времени.
+
+
+ Просмотр личной посещаемости по предметам за прошедшие недели
+
+
+ Просмотр посещаемости групппы за прошедшие недели по определенному предмету
+
+
+ Авторизация пользователей
+
+
+ Редактирование личных данных
+
+
+ Добавление новых пользователей в систему
+
+
+ Редактирование прав на просмотр и добавление данных пользователями
+
+
+ Добавление отметок о присутствии на занятии студентов или количество пропущенного времени.
+
+
+
+
+
+ Иными словами не посещаемость студента занятий, хранящиеся в часах и минутах, максимальное чило зависит от продолжительности занятия
+
+
+
+
+
+
+
+
+
+
+
+ Выполняет добавление и просмотр посещаемости
+
+
+ Выполняет загрузку оправдательных документов и фотографий профиля
+
+
+
+
+
+ Sakai open academic environment -- система для академического сотрудничества.
+
+
+ Модуль JCR работает с данными и реализует сервис учета посещаемости
+
+
+
+ Фреймворк Felix лежит в основе модульной структуры Sakai.
+
+
+ Sakai управляет жизненным циклом модулей с помощью Felix.
+
+
+ Sakai управляет жизненным циклом сервисов с помощью Felix.
+
+
+ Sakai управляет поиском сервисов с помощью Felix.
+
+
+ Модуль загрузки файлов реализует загрузку файлов в систему.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Операционная система необходима для взаимодействия системного софта с компьютером.
+
+
+
+ Виртуальная машина Java необходима для запуска фреймворка Felix.
+
+
+ СУБД необходима для хранения, поиска и доступа к информации.
+
+
+ felix.jar - готовый байткод для виртуальной машины Java проекта Attendance.
+
+
+ Плагин - единица модульности Sakai.
+
+
+ Плагин - единица модульности Sakai.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Оценка успеваемости на смотрах, представление к выговорах м и благодарностям
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ На данной диаграме изображен заинтересованные лица и их цели
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Система включает наш продукт, и заинтересованных в нем лиц (преречислены), которые имеют к ней доступ и снабжают ее данными и получают интересующие их сведения.
+
+
+
+
+
+
+
+
+
+
+
+ Обеспечивает надежную, красивую, функционально правильную реализацию системы. Соответственно достигается путем итогов трудовой деятельности тестироващика(выявление ошибок и так далле), дизайнера(красота и стиль), программиста(правильный функционал).
+
+
+
+
+
+
+
+ Окружающая среда всей системы состоит из ректора и родителей , не имеющих к ней доступ, а только способных просматривать результаты, если угодно итоги деятельности системы.(гости) Они обеспечивают (итоги) достижение целей объектов.
+
+ На данной диаграмме изображены группы- собственно сама система, обеспечивающая система(деятельность самой системы) и окружающая среда(в которой находится наша система) в каждой группе
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ На данной диаграмме изображены связи между реальными людьми и заинтерессованными сторонами.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ выговор
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ На данной диаграмме изображены связи между заинтересованными сторонами и их ролями и связь между их ролями соответственно
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ На данной диаграмме изображены заинтересованные лица их цели и отношения реализации целей и практик.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Ограничения способов и показатели качества, которыми реализуется система
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ На данной диаграмме изображена логическая модель данных, их связи и собственно они сами
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ На данной диаграмме изображены сервисы, программные компоненты и практики их использующие.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ На данной диаграмме изображено аппаратное обеспечение, программные комопненты, связанные с сервисом путем отношения реализации.
+
+
+
diff --git a/dataset/processed-models/c083c0fb/model.json b/dataset/processed-models/c083c0fb/model.json
new file mode 100644
index 00000000..0bba93e4
--- /dev/null
+++ b/dataset/processed-models/c083c0fb/model.json
@@ -0,0 +1 @@
+{"identifier":"https://me.big.tuwien.ac.at/EAModelSet/c083c0fb","archimateId":"c083c0fb","name":"Attendance Model","description":"","formats":["ARCHIMATE","XML","CSV","JSON"],"source":"GitHub","repository":"agentlab/sakai-apps","license":"Unspecified","sourceFile":"raw-data/github/archimate/Attendance.archimate","sourceFormat":"ARCHIMATE","timestamp":"2024-02-21T06:44:19","tags":[],"duplicates":[],"language":"ru","elements":[{"id":"80102b66","name":"Attendance Control System","type":"Product","layer":"business"},{"id":"e7b2d9e0","name":"Дядюнов Александр Николаевич","type":"BusinessActor","layer":"business"},{"id":"8834ec2c","name":"Журавлев Дмитрий Андреевич","type":"BusinessActor","layer":"business"},{"id":"9e1ad4f6","name":"Ширабокова Екатерина Игоревна","type":"BusinessActor","layer":"business"},{"id":"aea40c5d","name":"Шапкина Евгения Сергеевна","type":"BusinessActor","layer":"business"},{"id":"5de6e1eb","name":"Иванов Алексей Михайлович","type":"BusinessActor","layer":"business"},{"id":"e71b88a5","name":"Шапкина Дарья Вячеславовна","type":"BusinessActor","layer":"business"},{"id":"1ca06ac8","name":"Ширабокова Ольга Анатольевна","type":"BusinessActor","layer":"business"},{"id":"c940b393","name":"Журавлев Андрей Павлович","type":"BusinessActor","layer":"business"},{"id":"cc9333a2","name":"студент","type":"BusinessRole","layer":"business"},{"id":"2d8a7aa9","name":"Преподаватель","type":"BusinessRole","layer":"business"},{"id":"41633b8e","name":"Куратор","type":"BusinessRole","layer":"business"},{"id":"282f707b","name":"Деканат","type":"BusinessRole","layer":"business"},{"id":"3a31a30c","name":"Добавление информации о посещениях текущего занятия","type":"BusinessFunction","layer":"business"},{"id":"ade99e18","name":"Просмотр статистики посещаемости группы","type":"BusinessFunction","layer":"business"},{"id":"23e1617f","name":"Вынесение выговора студенту, непосещающему лекции или посещаемому не всей лекции","type":"BusinessFunction","layer":"business"},{"id":"2a08f254","name":"Загрузка справок и объяснительных записок по пропускам","type":"BusinessFunction","layer":"business"},{"id":"eb3d32c0","name":"Просмотр справок и объяснительных записок студентов","type":"BusinessFunction","layer":"business"},{"id":"6006bf37","name":"Загрузка оправдательных документов","type":"BusinessFunction","layer":"business"},{"id":"471de3cf","name":"Загрузка фотографий профиля","type":"BusinessFunction","layer":"business"},{"id":"90566f13","name":"Добавление пропущенного времени на занятии","type":"BusinessFunction","layer":"business"},{"id":"87f8d067","name":"Просмотр личной посещаемости","type":"BusinessFunction","layer":"business"},{"id":"f4ecbf21","name":"Просмотр пропущенного времени группы","type":"BusinessFunction","layer":"business"},{"id":"b8a8e586","name":"Авторизация пользователей","type":"BusinessFunction","layer":"business"},{"id":"ab1c9bc4","name":"Редактирование личных 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студента","type":"Stakeholder","layer":"motivation"},{"id":"54a3aa17","name":"Деканат","type":"Stakeholder","layer":"motivation"},{"id":"e7afde18","name":"Ректор","type":"Stakeholder","layer":"motivation"},{"id":"47a51ea2","name":"Программист","type":"Stakeholder","layer":"motivation"},{"id":"9e123c67","name":"Куратор","type":"Stakeholder","layer":"motivation"},{"id":"f17781cc","name":"Разработчик","type":"Stakeholder","layer":"motivation"},{"id":"6547c5ee","name":"Своевременное добавление информации о посещаемости студентов в систему","type":"Goal","layer":"motivation"},{"id":"60fca989","name":"Имеется статистика о посещаемости студентами занятий","type":"Goal","layer":"motivation"},{"id":"cc946621","name":"Студент всегда в курсе своей посещаемости","type":"Goal","layer":"motivation"},{"id":"59d3e075","name":"Все оправдательные документы имеются в наличии в 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Заинтересованные лица и их цели","viewpoint":""},{"id":"95e295a4","name":"1. Заинтересованные лица и системы","viewpoint":""},{"id":"d1381c21","name":"2. Люди и заинтересованные лица","viewpoint":""},{"id":"eedd7a64","name":"4. Границы системы и интерфейсы","viewpoint":""},{"id":"fb4a7231","name":"5. Сценарии работы с системой","viewpoint":""},{"id":"3855f650","name":"6. Ограничения и показатели качества","viewpoint":""},{"id":"1995711a","name":"7. Логическая модель данных","viewpoint":""},{"id":"a7bda4ad","name":"8. Компоненты и сервисы","viewpoint":""},{"id":"5b0f4933","name":"9. Развертывание","viewpoint":"10"}]}
\ No newline at end of file
diff --git a/dataset/processed-models/c083c0fb/model.xml b/dataset/processed-models/c083c0fb/model.xml
new file mode 100644
index 00000000..97b8e14e
--- /dev/null
+++ b/dataset/processed-models/c083c0fb/model.xml
@@ -0,0 +1,2514 @@
+
+
+ Attendance Model
+
+
+ Attendance Control System
+ Продукт.
+
+
+ Дядюнов Александр Николаевич
+
+
+ Журавлев Дмитрий Андреевич
+
+
+ Ширабокова Екатерина Игоревна
+
+
+ Шапкина Евгения Сергеевна
+
+
+ Иванов Алексей Михайлович
+
+
+ Шапкина Дарья Вячеславовна
+
+
+ Ширабокова Ольга Анатольевна
+
+
+ Журавлев Андрей Павлович
+
+
+ студент
+
+
+ Преподаватель
+
+
+ Куратор
+
+
+ Деканат
+
+
+ Добавление информации о посещениях текущего занятия
+ ПРЕПОДАВАТЕЛЬ: нажимает кнопку "Ввести посещаемость текущего занятия"
+СИСТЕМА: открывает окно ввода посещаемости, причем окно ввода дает возможность заполнить количество часов и минут опоздания
+ПРЕПОДАВАТЕЛЬ: вводит данные и нажимает кнопку "Сохранить"
+СИСТЕМА: сохраняет данные
+
+
+ Просмотр статистики посещаемости группы
+ СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Статистика группы"
+СИСТЕМА: открывает окно просмотра статистики посещаемости группы
+
+
+ Вынесение выговора студенту, непосещающему лекции или посещаемому не всей лекции
+ КУРАТОР: нажимает кнопку "вынесение выговора студенту"
+СИСТЕМА: отправляет оповещение о выговоре студенту и в деканат, сохраняет данные по выговору
+
+
+ Загрузка справок и объяснительных записок по пропускам
+ СТУДЕНТ: нажимает кнопку "Загрузить документ"
+СИСТЕМА: отправляет сохраняет загруженный документ, отправляет оповещение об этом в деканат и преподавателю
+
+
+ Просмотр справок и объяснительных записок студентов
+ СОТРУДНИК ДЕКАНАТА: нажимает кнопку "Просмотр справок и объяснительных записок студента"
+СИСТЕМА: открывает окно просмотра справок и объяснительных записок студента
+
+
+ Загрузка оправдательных документов
+ Проект Attendance. Реализован в виде плагина к Sakai.
+
+
+ Загрузка фотографий профиля
+ Загрузка фотографии в профиль
+
+
+ Добавление пропущенного времени на занятии
+ Добавление отметок о присутствии на занятии студентов или количество пропущенного времени.
+
+
+ Просмотр личной посещаемости
+ Просмотр личной посещаемости по предметам за прошедшие недели
+
+
+ Просмотр пропущенного времени группы
+ Просмотр посещаемости групппы за прошедшие недели по определенному предмету
+
+
+ Авторизация пользователей
+ Авторизация пользователей
+
+
+ Редактирование личных данных
+ Редактирование личных данных
+
+
+ Регистрация новых пользвателей
+ Добавление новых пользователей в систему
+
+
+ Настройка прав пользователей
+ Редактирование прав на просмотр и добавление данных пользователями
+
+
+ Добавление опоздания на занятии
+ Добавление отметок о присутствии на занятии студентов или количество пропущенного времени.
+
+
+ Студент
+
+
+ период времени отсутствия на занятии
+ Иными словами не посещаемость студента занятий, хранящиеся в часах и минутах, максимальное чило зависит от продолжительности занятия
+
+
+ оправдательные документы по отсутствию
+
+
+ Преподаватель
+
+
+ Пользователь
+
+
+ Куратор
+
+
+ Attendance
+
+
+ Модуль пользователей
+
+
+ Модуль учета посещаемости
+ Выполняет добавление и просмотр посещаемости
+
+
+ Модуль загрузки документов
+ Выполняет загрузку оправдательных документов и фотографий профиля
+
+
+ Учетные данные пользователя
+
+
+ Предмет
+
+
+ Группа
+
+
+ Sakai OAE
+ Sakai open academic environment -- система для академического сотрудничества.
+
+
+ JCR
+ Модуль JCR работает с данными и реализует сервис учета посещаемости
+
+
+ Felix
+ Фреймворк Felix лежит в основе модульной структуры Sakai.
+
+
+ Управление жизненным циклом модулей
+ Sakai управляет жизненным циклом модулей с помощью Felix.
+
+
+ Управление жизненным циклом сервисов
+ Sakai управляет жизненным циклом сервисов с помощью Felix.
+
+
+ Поиск сервисов
+ Sakai управляет поиском сервисов с помощью Felix.
+
+
+ Модуль загрузки файлов
+ Модуль загрузки файлов реализует загрузку файлов в систему.
+
+
+ Сервис загрузки файлов
+
+
+ Сервис учета посещаемости
+
+
+ Сервис пользователей Attendance
+
+
+ Сервис пользователей
+
+
+ опоздание
+
+
+ пропуски (копия)
+
+
+ сервис учета
+
+
+
+
+
+ Данные
+
+
+
+
+
+ Данные
+
+
+ отсутствие>=90 минут
+
+
+ опоздание<90 минут
+
+
+ СУБД
+
+
+ Компьютер (сервер)
+
+
+ Операционная система
+ Операционная система необходима для взаимодействия системного софта с компьютером.
+
+
+ Java VM
+ Виртуальная машина Java необходима для запуска фреймворка Felix.
+
+
+ СУБД
+ СУБД необходима для хранения, поиска и доступа к информации.
+
+
+ felix.jar
+ felix.jar - готовый байткод для виртуальной машины Java проекта Attendance.
+
+
+ Набор плагинов
+ Плагин - единица модульности Sakai.
+
+
+ Плагин
+ Плагин - единица модульности Sakai.
+
+
+ Работа с данными
+
+
+ Преподаватель
+
+
+ Студент
+
+
+ Тестировщик
+
+
+ Дизайнер
+
+
+ Родитель студента
+
+
+ Деканат
+
+
+ Ректор
+
+
+ Программист
+
+
+ Куратор
+
+
+ Разработчик
+
+
+ Своевременное добавление информации о посещаемости студентов в систему
+
+
+ Имеется статистика о посещаемости студентами занятий
+
+
+ Студент всегда в курсе своей посещаемости
+
+
+ Все оправдательные документы имеются в наличии в системе
+
+
+ Администратор
+
+
+ В системе содержится актуальная информация о составе групп
+
+
+ Создание работоспособной системы
+
+
+ Система контролепригодна
+
+
+ Привлекательный внешний вид системы
+
+
+ Система соответствует требованиям
+
+
+ Правила пользования системой соблюдаются
+
+
+ Наличие полной информацией о посещаемости студентов
+
+
+ Все недобросовестные студенты отчислены
+
+
+ Студент посещает все занятия и не опаздывает
+
+
+ Выпуск студентов с высоким качеством знаний
+
+
+ Посещение студентами всех занятий без опозданий
+
+
+ Наличие отметок о посещаемости занятий, на которых не присутствовал или опоздал
+
+
+ Испльзование языка Java
+
+
+ Использование фреймворка Felix
+
+
+ Использование OSGI
+
+
+ Интеграция в систему Sakai
+
+
+ Отчисление студентов, неоправданно пропускающих занятия
+
+
+ Все пропуски и опоздания занятий задокументированы
+
+
+ Модифицируемсть ролей пользователей
+
+
+
+
+
+
+ Оценка учебного процесса
+ Оценка успеваемости на смотрах, представление к выговорах м и благодарностям
+
+
+ Отчисление, выговор, благодарность
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Передача статистики посещаемости
+
+
+ Передача статистики посещаемости
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ статистика посещаемости
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 3. Заинтересованные лица и их цели
+ На данной диаграме изображен заинтересованные лица и их цели
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 1. Заинтересованные лица и системы
+ На данной диаграмме изображены группы- собственно сама система, обеспечивающая система(деятельность самой системы) и окружающая среда(в которой находится наша система) в каждой группе
+
+
+ Окружающая среда всей системы состоит из ректора и родителей , не имеющих к ней доступ, а только способных просматривать результаты, если угодно итоги деятельности системы.(гости) Они обеспечивают (итоги) достижение целей объектов.
+
+
+
+ Обеспечивает надежную, красивую, функционально правильную реализацию системы. Соответственно достигается путем итогов трудовой деятельности тестироващика(выявление ошибок и так далле), дизайнера(красота и стиль), программиста(правильный функционал).
+
+
+
+ Система включает наш продукт, и заинтересованных в нем лиц (преречислены), которые имеют к ней доступ и снабжают ее данными и получают интересующие их сведения.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 2. Люди и заинтересованные лица
+ На данной диаграмме изображены связи между реальными людьми и заинтерессованными сторонами.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 4. Границы системы и интерфейсы
+ На данной диаграмме изображены связи между заинтересованными сторонами и их ролями и связь между их ролями соответственно
+
+
+ выговор
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 5. Сценарии работы с системой
+ На данной диаграмме изображены заинтересованные лица их цели и отношения реализации целей и практик.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 6. Ограничения и показатели качества
+ Ограничения способов и показатели качества, которыми реализуется система
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 7. Логическая модель данных
+ На данной диаграмме изображена логическая модель данных, их связи и собственно они сами
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 8. Компоненты и сервисы
+ На данной диаграмме изображены сервисы, программные компоненты и практики их использующие.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ 9. Развертывание
+ На данной диаграмме изображено аппаратное обеспечение, программные комопненты, связанные с сервисом путем отношения реализации.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
diff --git a/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/csv/elements.csv b/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/csv/elements.csv
new file mode 100644
index 00000000..b6a75f88
--- /dev/null
+++ b/dataset/processed-models/e8ecca68-8692-400d-9425-b00d60784a26/csv/elements.csv
@@ -0,0 +1,9652 @@
+"ID","Type","Name","Documentation","Specialization"
+"e8ecca68-8692-400d-9425-b00d60784a26","ArchimateModel","CommonSandbox","",""
+"id-d5a575f96a1248c28567a44325da92e1","Capability","Adaptive Identity (Capability)","• Adaptive Identity:
+— Support for multiple classes of consumers and participants, whose roles and identity may evolve to meet rapidly evolving ecosystems and new environments
+— Ease of maintenance and operation while being agile and easy-to-modify",""
+"id-04280a4015cd43a38db5cbecef0609d4","Capability","Analytical Insights and Reports","Analytical Insights and Reports
+Enhanced access to quality/trusted data
+Ability to collect and consolidate data across sources
+Enhanced reports quality (client, service, partner, operations, program outcomes)
+Robust data driven insights (client, service, partner, operations, program/policy)
+",""
+"id-e1a2cc71d991452c8c95cbc7bbb44e70","Capability","Application Monitoring","",""
+"id-7fb5a7236526497ca4d0b493c8cecbcc","Capability","Application Security","",""
+"id-152b995c91a44fbeb9ecabd2dce89c78","Capability","APT/Anti-malware Detection","",""
+"id-02ebf1d62b004275b00936ddb6a48252","Capability","Authenticate Cases (Capability)","",""
+"id-5d55799d1c294c2bb50afd4d8e116ace","Capability","Automated Audit (Capability)","• Automated Audit:
+— Support for agility and increased complexity without traditional, lengthy processes",""
+"id-384c9bed653341c081b0ae41ebbd0cf7","Capability","B10.4 Human Resources Management","10.4 Human Resources Management
+The ability to manage all the tasks regarding Human Resources.
+For example: Managing the enterprise’s employees, Efficient and effective HR capabilities, Employee commitment and engagement, Rewards and recognition, Culture, Accessibility, Learning and development.
+Note: This includes the engagement and ongoing retention of personnel through to the eventual separation of personnel.",""
+"id-c977acea80754abcbf20defbcc246c2d","Capability","B10.4.1 Workforce Planning and Analysis (Capability)","10.4.1 Workforce Planning and Analysis
+The ability to perform the acquisition of human resources through our internal competition process, in order to ensure that appropriate skills are available when needed",""
+"id-f8631159a02a43c19cf930c7c24ef6eb","Capability","B10.4.2 Workforce Management","10.4.2 Workforce Management
+The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages.
+
+Business Sub Capability
+Workforce Management
+
+Comments on Capability
+Workforce management comprises the institutional processes that maximize performance levels and consistency of data. The implementation of new processes and standards would increase the quality of work performed by enforcement staff and expand the capabilities in data collection, analytics and intelligence.",""
+"id-68449272db844369b9acfa6224e82439","Capability","B10.4.2 Workforce Management (Capability)","10.4.2 Workforce Management
+The activities related to staffing, recruitment and retention, classification, compensation and benefits, talent management, succession planning, employment equity and official languages.",""
+"id-2dd808dda8dc42529a6a90a013828d49","Capability","B10.4.3 Training and Development Management (Capability)","10.4.3 Training and Development Management
+The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles.",""
+"id-8223ee10e23e49848c139481919978f9","Capability","B10.6.2 IT Technical Management (Capability)","10.6.2 IT Technical Management
+The ability to ensure current and appropriate IT is in use. For example, Application Management, IT Infrastructure Management",""
+"id-e445ae4b0b5547308d4c3037052f3c6a","Capability","B10.6.3 IT Service Management & Operations (Capability)","10.6.3 IT Service Management & Operations
+The ability to respond to interruptions to IT services to restore service levels. For example: National Service Desk (NSD)",""
+"id-071477b06e844b7a9b64338517fa9995","Capability","B10.6.4 Channel Infrastructure Management (Capability)","10.6.4 Channel Infrastructure Management
+The ability to provide the technological needs to support the operational real-time management of delivery of the channels",""
+"id-1edf6bddf4824249934b6735b9023232","Capability","B11.5 Risk & Internal Compliance Management","11.5 Risk & Internal Compliance Management
+The ability to monitor and manage enterprise, operational and project risks within the department.
+For example: Identifying, evaluating and managing all relevant risks to the enterprise, A comprehensive, integrated and systematic approach to managing risk across the enterprise.",""
+"id-9d2873ba187f498f936582cd6741b7ae","Capability","B11.5.1 Risk Operations Management","Business Sub Capability
+Risk Operation Management
+
+Comments on Capability
+Risk management is the identification, evaluation and prioritization of risks followed by the application of resources to minimize, monitor and control the risks to case data. The new solution should support the security of data and the tracking/ control of evidence or edits in the notes taken by the investigator (tracking changes, no deletions…).",""
+"id-1ad572e609f8484bbce02a63e35ba4e0","Capability","B9.3 Investigations Management","9.3 Investigations Management
+The ability to conduct in-depth investigations into incidents of reported or suspected non-compliance or fraud.",""
+"id-49e9ba7e0db54eabb67d87d3e0d4636f","Capability","B9.3.1 Fraud Detection Management","9.3.1 Fraud Detection Management
+The ability to manage the activities required to carry out an investigation that delivers an unbiased, data-driven determination as to whether a client is attempting to conduct fraud against the department.
+
+Business Sub Capability
+Fraud Detection Management
+
+Comments on Capability
+The application of data analysis and predicative analytics to reconstruct or detect financial fraud. This requires data collection, data preparation, data analysis and intelligence assessment and then the creation of the necessary enforcement reports. A COTS product will be a data repository for information learned during an enforcement investigation.",""
+"id-e548add5f3b54eb696089e229367cf19","Capability","Benefit Delivery Use of Data","Benefit Delivery Use of Data
+Risk-related data is captured and available to support early decisions, compliance monitoring and controls mitigation
+Improved data quality of documented evidence enhances efficiency and effectiveness of benefit processing and the quality and transparency of decisions
+Central repository of business rules information supports effective program delivery, consistent and efficient benefit processes, and agile program change management
+Agents have access 360 degree view of client data",""
+"529e78f0-79e9-44a6-8b16-76aeecca144b","Capability"," Capability","Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose.
+Note: Security capability is usually considered at high conceptual architectural level.",""
+"id-c99310608f3749fa813b0273073c2be0","Capability","Capability","",""
+"id-9360152dc7104134b813f5034e0392ef","Capability","CASB","",""
+"id-56a7771d3e3e46cb81a5365351169435","Capability","Case Creation (Capability)","",""
+"id-8f54f49195d04fa4a7e0a7d92df95e3f","Capability","CCCS Cyber Defence ","",""
+"id-6caa9f7119d848e3b46057b1fc717b49","Capability","CCCS Dynamic Defence (sensors)","",""
+"id-119f44176bb1424f81e0700ffb194de4","Capability","Central Logging Service","",""
+"id-d46d2fe3b2274f8fab37145f9ff63ec1","Capability","Client and Account Data","Client and Account Data
+Increased transparency for clients on their data, interactions and benefits
+Increased client sense of ownership by being able to view and update their personal data directly
+Clients and ESDC users have integrated views of client data across programs and services, integrated across service channels
+",""
+"id-d1395eb6d70d4950a310a58b48c2cc1c","Capability","Client Employment and Earnings History","Client Employment and Earnings History
+Enhanced capability to assess data quality and integrity
+Preparedness to future transformation opportunities such as ePayroll
+",""
+"id-9260b45f29c6457ca7bbee8ac0fd190f","Capability","Client Experience Use of Data","Client Experience Use of Data
+Easy access to current information across programs and over time (e.g single client view)
+Support for digital services including real-time information
+Use of personalization and behavioural insights to optimize client experience
+",""
+"id-19dc09a8cec44ba7b9f98033e5ff81a0","Capability","Client Notification (Capability)","",""
+"id-8319dea9cb4c4134bd138065ca5f8d73","Capability","Cloud Security","",""
+"id-4e6c120a5e9646f698309d2a0640d8d0","Capability","Context-Specific, Policy-Enforced Data Security (Capability)","• Context-Specific, Policy-Enforced Data Security:
+— Holistic approach that reduces risk of exposed data across full lifecycle by best practices for continuous improvement",""
+"id-882bebae0fe146bb9828737d64e81156","Capability","Cyber Threat Monitoring, Detection & Assessment","",""
+"736034de-d4c8-4d61-adbe-3467422b3ce4","Capability","DACAM","",""
+"bc4c5da5-349b-44bd-93da-18968809454a","Capability","DACM","",""
+"id-1061bc8599bf4dcbb82d92303c7cf783","Capability","Data Centre Security","",""
+"id-543a891f2dc140909aed7a9584f34270","Capability","Data Centre/Cloud Monitoring","",""
+"id-e853c08b492a43a9a31c98a0bff10a06","Capability","Data Exchange (Capability)","",""
+"id-94c1e7e4f39d4f8ab8a813bcb9ff0479","Capability","Data Masking","",""
+"id-a7e1108bfa694a8482c157529d47bc21","Capability","Data Security e.g. DLP","",""
+"id-0e998fc5eda547a28178de596fd1c0cd","Capability","Database Security ","",""
+"27960348-00c1-4fff-b3ef-21de5faed6b5","Capability","DBCM","",""
+"id-43aabd9889274f6db0752f197c3d29ec","Capability","Develop and Leverage Cohesive Horizontal Enterprise Services (Capability)","EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services”",""
+"id-0c8949cad6b343bb81dc50dc55229c11","Capability","DNS/DHCP Security","",""
+"id-6a91e6779ad84f54af70df76e5858c59","Capability","DOS/DDOS Prevention","",""
+"id-aaeb4970f1cb452998bc0e1992a466aa","Capability","Endpoint Detection Response","",""
+"id-d1f2f456ada747b78ac68c5d3e7792a6","Capability","Event Correlation & Behaviour Analysis (ECBA)","",""
+"id-8f57f20d1ad04b83a380169eaf350e06","Capability","Find & View Cases (Capability)","",""
+"id-b4d1f7df71cd43448eccdf5be4157d99","Capability","Firewalls","",""
+"id-74ef4e479c844d16a3e0e1623a10be89","Capability","HIDS/HIPS","",""
+"id-8f87b03e7cc9468e9f84e3b5180aa493","Capability","HUB: Centralized Log Monitoring Security Capabilities","",""
+"id-cff136d6cdb548d48337dbd2ea62e153","Capability","ICAM","",""
+"id-f85ce3c29fed4dcab8550f397c2b7833","Capability","Incident Response & Support","",""
+"id-09e820c9b4da4efd947fc2bed49db717","Capability","Infrastructure Monitoring","",""
+"id-943e043de5c84e4b97f2aa8b40ac6718","Capability","Infrastructure Visbility & Awareness for Security (IVAS)","",""
+"id-875f91d2b7304f9bb85225e7a68ca3fb","Capability","Mainframes","",""
+"id-6d715f09e1544cdba78b82046a8deb71","Capability","Metrics (Capability)","",""
+"id-3e71e40428ff4119a9572ed57c7ed0f2","Capability","Network Access Control","",""
+"id-5a4f28a48bfc4e69a77cb997f3d4381f","Capability","Network Devices","",""
+"id-5debdd8f1022447c93da11689c58c850","Capability","Network Flow e.g. Netflow","",""
+"id-6b4febdfd50846cd9a51df4f0874a0a6","Capability","Network IDS/IPS","",""
+"id-d9d9a6c28e03442e885b29da67df1b2d","Capability","Network Monitoring","",""
+"id-4eda348f525442f5942d9ce3e36c349f","Capability","Notify: Eligible / Not Eligible (Capability)","",""
+"672e05c8-0b23-42bd-8f1e-c2dfa6f18d1e","Capability","Other Capability ","Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose.
+Note: Security capability is usually considered at high conceptual architectural level.",""
+"id-b5d2a36d03714369a1bb1ea48b208503","Capability","Policy-Driven Access Control (Capability)","• Policy-Driven Access Control:
+— Support for adaptive identity, evolving and agile access to resources (e.g., applications, APIs), and unpredictable relationships between consumers and producers",""
+"id-97186816ceca4e318307dbaed66faa0e","Capability","Pre-Qualified Candidate List (Capability)","",""
+"id-62cdc37eea2849ca96de4ec413b69050","Capability","Real-Time/Near Real-Time Response (Capability)","• Real-Time/Near Real-Time Response:
+— Security Operations Centers (SOCs) with threat and incident response organizations, infrastructure, and processes",""
+"id-d151501de8e14bddbd3890418e5c944f","Capability","Receive Attestation (Capability)","",""
+"id-d7ffcf57cc4147c5a3836319cc8b17fd","Capability","Receive Attestation (Capability) (copy)","",""
+"id-fe185196133f4fc5b9550583ee78de51","Capability","Reports (Capability)","",""
+"id-bc7c837b64e34cb5be52d9422c25a28c","Capability","Secure Networks e.g. VPN","",""
+"id-1f0ba9d19863444883e10879feb9db93","Capability","Secure Web/Email Gateways","",""
+"id-c746714f4e2b43a18e5ceb0911071db6","Capability","Secured Zones (Capability)","• Secured Zones:
+— Adaptive and easily configured zones for data that must be protected, such as fraud, Personally Identifiable Information (PII), and Payment Card Industry (PCI) data",""
+"id-3afac56f62f941a89eb84c8730c7a0ff","Capability","Securirty Orchestration, Automation & Response (SOAR)","",""
+"5ed4fc69-4ea3-4784-ba69-21b9fc646d87","Capability","Security Capability","Definition: High level description of security measure to meet the business need for security. This is to be A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose.
+Note: Security capability is usually considered at high conceptual architectural level.",""
+"id-1ac3a3067bcc48559891059d07c191e2","Capability","Separation of Concerns (Capability)","• Separation of Concerns:
+— Ability to support unpredictable consumers by decoupling security from the underlying resource so that clients of APIs and applications can evolve in a changing digitized environment",""
+"id-6cd69170700e4a23a5168645afa2e54b","Capability","Servers","",""
+"id-95c54ea892604b77bee573f967da4393","Capability","Service Management Use of Data","Service Management Use of Data
+Evolve identity information capabilities to match new capacity and shared identity management services
+Standard and integrated data across programs and channels facilitates:
+Client access and use of data, shifting demand from staffed channels to self-service, and
+Comparable operational and performance data to support more effective channel and workload management
+Broad access to data analytics to assess trends and predict service requirements
+",""
+"id-93e454e8bf224a1cb070c05aa465472f","Capability","SIEM","",""
+"id-6c2fe677406242c1960c038f7da22124","Capability"," SIEM","",""
+"6a8da057-3273-4938-b3cc-eb1a73a41c2b","Capability","Solution Capability","Definition: A set of mutually reinforcing security controls implemented by technical, physical, and procedural means. Such controls are typically selected to achieve a common information security-related purpose.
+Note: Security capability is usually considered at high conceptual architectural level.",""
+"id-41d786d19c284420b6dc47a073e7d1cb","Capability","SPOKE (ESDC): Centralized Log Monitoring Security Capabilities","",""
+"c5667999-65c2-4a21-b1ab-72223e19abe4","Capability","T.B. Application Framework","",""
+"934baeea-f300-4c90-b562-d7813fbf5435","Capability","T.B. Development Language","",""
+"id-a9731cb559af40c5b93929818daf4d4d","Capability","Threat Scope Reduction and Risk Avoidance (Capability)","• Threat Scope Reduction and Risk Avoidance:
+— Reduced scope of threats to support agility and support complexity
+— Increased complexity and number of communication patterns increasing difficulty of addressing through a data and asset-centric approach",""
+"id-9edc90ab842340a7bae9e1684473e72f","Capability","TPA Sync (Capability)","",""
+"id-cfae4875013f4928a2d528c6f1ba0887","Capability","Update Case (Capability)","",""
+"id-d35dd49c335d42529bf75c229cc92560","Capability","Vulnerability Management","",""
+"id-e0a5e5bf21354dfab4fab3ab1feb70c9","CourseOfAction","1. Develop Policies Ensure Canadians Can Use Their Talents, Skills and Resources to Participate in Learning, Work and Their Community","ESDC fulfils its mission through, but not limited to, the following activities:
+1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community
+2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement
+3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities
+4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants
+5. Ensuring labour relations stability by providing mediation services
+6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and
+7. Delivering programs and services on behalf of other departments and agencies.",""
+"id-db86922ebfeb45419496011875573ae8","CourseOfAction","1. Invest In Easy‑To‑Use, Reliable, Modern and Secure IT Systems, Networks and Infrastructure That Support Operations (Course of Action)","Our priorities include:
+
+making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations
+",""
+"id-0770c07d4e66456da9d756d046884174","CourseOfAction","11 - Incorporate Digital Principles Into Operations, Programs & Service Design","In order to guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem, ESDC is undertaking the following initiatives:
+ CSLP – E-Service Re-Procurement;
+ Temporary Foreign Worker System and Webservice Enhancements 2.0; and,
+ CSLP - New Brunswick SIN Validation.
+
+These initiatives will help build a set of digital standards into policy, operations and program development.
+In response to the COVID-19 pandemic, ESDC created and rapidly deployed the e-service and eSIN applications. Currently, over 99% of EI applications are currently submitted through digital methods. Additionally, Pensions projects, such as CPP-SIS, are further advancing the availability of e-services for that client segment.",""
+"id-ed12d4a4b3d0406494c17f7f6d215ae2","CourseOfAction","2. Deliver Programs To Help Canadians Move Through Life’s Transitions","ESDC fulfils its mission through, but not limited to, the following activities:
+1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community
+2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement
+3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities
+4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants
+5. Ensuring labour relations stability by providing mediation services
+6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and
+7. Delivering programs and services on behalf of other departments and agencies.",""
+"id-d0a86f8350184c308c72a7340704922a","CourseOfAction","2. Develop and Deliver Services That Put Users First (Course of Action)","Our priorities include:
+
+developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language",""
+"id-71f5b3760f794ea480fd97add53fe21f","CourseOfAction","2021–2024 DOSP Priorities And Actions (Course of Action)","The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually.
+
+Our priorities include:
+
+making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations
+developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language
+improving data-driven decision‑making
+getting the most value for the public from the data and information the GC holds
+modernizing funding and procurement approaches to support more agile execution practices
+acting ethically and in environmentally sustainable ways",""
+"id-84ea339b93ec401c842b5a6e9db59509","CourseOfAction","3. Improve Data-Driven Decision‑Making (Course of Action)","Our priorities include:
+
+improving data-driven decision‑making",""
+"id-7dc3adc3099043db89c87cdd8a5a922a","CourseOfAction","3. Provide Income Support To Seniors, Families With Children, and Those Unemployed Due to Job Loss, IIllness or Caregiving Responsibilities","ESDC fulfils its mission through, but not limited to, the following activities:
+1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community
+2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement
+3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities
+4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants
+5. Ensuring labour relations stability by providing mediation services
+6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and
+7. Delivering programs and services on behalf of other departments and agencies.",""
+"id-934d68a78c074ebbb930c22328a10309","CourseOfAction","4. Helping Canadians With Distinct Needs (Indigenous People, Persons with Disabilities, Homeless People, Travelers and Recent Immigrants)","ESDC fulfils its mission through, but not limited to, the following activities:
+1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community
+2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement
+3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities
+4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants
+5. Ensuring labour relations stability by providing mediation services
+6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and
+7. Delivering programs and services on behalf of other departments and agencies.",""
+"id-1a829ef0a1484020aafc53411ae42b88","CourseOfAction","4. Maximize Value From GC-Held Data and Information (Course of Action)","Our priorities include:
+
+getting the most value for the public from the data and information the GC holds",""
+"id-370443852cfe4a85a3e8e2a80ea52f90","CourseOfAction","5. Ensure Labour Relations Stability via Mediation Services","ESDC fulfils its mission through, but not limited to, the following activities:
+1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community
+2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement
+3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities
+4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants
+5. Ensuring labour relations stability by providing mediation services
+6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and
+7. Delivering programs and services on behalf of other departments and agencies.",""
+"id-cbbd418e6bfe4959b5d07decfd4b8805","CourseOfAction","5. Modernize Funding and Procurement to Support Agile Execution Practices (Course of Action)","Our priorities include:
+
+modernizing funding and procurement approaches to support more agile execution practices",""
+"id-be2abd155b6144dcab89654ee965a913","CourseOfAction","57 - Promote digital literacy and collaboration","In order to promote digital literacy and collaboration within the Department, ESDC has developed an Open Source Software (OSS) Management Framework, which encourages employees to contribute to public open source software projects.",""
+"id-14f28a399cbe4963acd65bb133303160","CourseOfAction","6. Act Ethically and In Environmentally Sustainable Ways (Course of Action)","Our priorities include:
+
+acting ethically and in environmentally sustainable ways",""
+"id-507caf6f91004759bec8b3f57998bd39","CourseOfAction","6. Promote a Fair and Healthy Workplace","ESDC fulfils its mission through, but not limited to, the following activities:
+1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community
+2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement
+3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities
+4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants
+5. Ensuring labour relations stability by providing mediation services
+6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and
+7. Delivering programs and services on behalf of other departments and agencies.",""
+"id-d45ba7d4bac84cd6a03c47aa976abbd0","CourseOfAction","7 - Shift Culture & Processes Toward Open By Design","In order to encourage a culture of ""Working in the Open"", and the sharing of software development projects, ESDC is developing an Open Source Software (OSS) Management Framework to guide employees. To this effect, the IT Strategy and IT Research team within ESDC has begun working in the open. Existing project teams are increasingly looking to share their source codes and work in the open (e.g. CDO, CAWS). More than 50 GitHub source code repositories have been shared (32 Developer Experience, 11 Developer Community of Practice [DevCoP] and 9 Service Canada). The DevCoP has numerous repositories on GcCode and GitHub, indicating ESDC’s efforts to both promote and align with the DOSP - working in the open, collaborating widely, using open standards and solutions. Over 99% of EI applications are currently submitted through digital methods. In addition, the Pensions projects (especially CPP-SIS) are further advancing the availability of e-services for that client segment as well.",""
+"id-74d6fd902e944ddb8af1a9af3bbfc0bd","CourseOfAction","7. Deliver Programs and Services On Behalf Of Other Departments and Agencies","ESDC fulfils its mission through, but not limited to, the following activities:
+1. Developing policies that ensure Canadians can use their talents, skills and resources to participate in learning, work and their community
+2. Delivering programs that help Canadians move through life’s transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement
+3. Providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities
+4. Helping Canadians with distinct needs such as Indigenous people, persons with disabilities, homeless people, travelers and recent immigrants
+5. Ensuring labour relations stability by providing mediation services
+6. Promoting a fair and healthy workplace by enforcing minimum working conditions, promoting decent work and employment equity, and fostering respect for international labour standards; and
+7. Delivering programs and services on behalf of other departments and agencies.",""
+"id-91f3e3f6ad954285a150cf715e2ccc97","CourseOfAction","70 - Evolve IM/IT management practices, processes and tools","",""
+"id-a179365c77784d1b8160268202e0b09c","CourseOfAction","73 - Rationalize investments","In order to keep with enterprise IM/IT governance, ESDC is implementing the PMIS Upgrade and Enhancement. ",""
+"id-6ea26bade4fd433f9688d189449351b5","CourseOfAction","74 - Introduce stronger project oversight at the concept phase","In order to enhance and strengthen the oversight function for IT-enabled projects, ESDC is implementing the PMIS Upgrade and Enhancement. ",""
+"id-621ed85eeb5c4ed4b16cb9961285bfd3","CourseOfAction","A Modernized EI System","",""
+"id-5a705606c422472d8ed92ea911445ece","CourseOfAction","A Modernized EI System","",""
+"id-e3260149194443eda4353d1bf314f322","CourseOfAction","Accelerate National Action Plan For The National Inquiry into Missing & Murdered Indigenous Women & Girls’ Calls For Justice","Accelerating work on the National Action Plan in response to the National
+Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls
+for Justice, as well as implementation of the Truth and Reconciliation
+Commission’s Calls to Action;",""
+"id-e603e17a18ae4be2924e514869362a71","CourseOfAction","Achieve Business Outcomes and Deliver Value (Course of Action)","Business Outcome: Focus on the achievement of business outcomes and delivering value.",""
+"id-459a250e230d46399a2dca42e0ccbba7","CourseOfAction","Action Online Hate","The Government will redouble its efforts by:
+• Taking action on online hate;",""
+"id-c6442d5bb9e14371a3be0c3ef62bff32","CourseOfAction","Action Plan for Women in the Economy","The Government will create an Action Plan for Women in the Economy to help
+more women get back into the workforce and to ensure a feminist, intersectional
+response to this pandemic and recovery. This Plan will be guided by a task force
+of experts whose diverse voices will power a whole of government approach.",""
+"id-3f6378dbdb0f4e19bb6aaf1000385900","CourseOfAction","Action Plan for Women in the Economy","The Government will create an Action Plan for Women in the Economy to help
+more women get back into the workforce and to ensure a feminist, intersectional
+response to this pandemic and recovery. This Plan will be guided by a task force
+of experts whose diverse voices will power a whole of government approach.",""
+"id-7380909ca6584152ad828a17c74c4092","CourseOfAction","Address Extreme Wealth Inequality","In the longer term, the Government will focus on targeted investments to
+strengthen the middle class, build resiliency, and generate growth. The Government
+will also identify additional ways to tax extreme wealth inequality, including by
+concluding work to limit the stock option deduction for wealthy individuals at large,
+established corporations, and addressing corporate tax avoidance by digital giants.",""
+"id-b7eab426f94d4f9592f0b007b9b6ae82","CourseOfAction","Address Food Insecurity","Just like everyone deserves a home, everyone deserves to be able to put nutritious
+food on the table.
+The pandemic has made that harder for Canadians. The Government will
+continue to work with partners – including directly with First Nations, Inuit,
+and Métis Nation partners – to address food insecurity in Canada. The
+Government will also strengthen local food supply chains here in Canada.",""
+"id-5fc873d161014e30a97b51da94d30be9","CourseOfAction","Address Opiod Epidemic","",""
+"id-9ced3180d22642619aeee9882e019b8c","CourseOfAction","Adopt SAFe (Scaled Agile Framework) (Course of Action)","SAFe (Scaled Agile Framework)",""
+"id-7386dc6602e241dea67e94e981a697e2","CourseOfAction","Advance Analytics","Advance analytics (planned actions)
+
+Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives.
+
+TBS, working with departments, will lead the development of requirements for an enterprise analytics platform.
+
+TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing.",""
+"id-552cb91deee848af900306ffc81dd8dd","CourseOfAction","Anti-Racism Strategy for 2019-2022","Important steps were taken with the release of
+Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism
+secretariat, and the appointment of the first-ever Minister focused specifically
+on diversity and inclusion. This is all good, but much more needs to be done
+for permanent, transformative change to take shape.",""
+"id-85ccd8da952e482a8623d915e6d93701","CourseOfAction","Apply Lean-Agile Transformation (Course of Action)","Lean-Agile transformation",""
+"id-6544441a4ed24367b475570a1009a01b","CourseOfAction","Assign Epics To Managers, Features To Leads (Course of Action)","",""
+"id-c3db6dae180c4594bfd40952ad2d5621","CourseOfAction","Attract Zero-Emission Investment","The Government will launch a new fund to attract investments in making
+zero-emissions products and cut the corporate tax rate in half for these
+companies to create jobs and make Canada a world leader in clean technology.
+The Government will ensure Canada is the most competitive jurisdiction in
+the world for clean technology companies",""
+"id-d6d0d88d74c242ec8da74d2a0f2731cf","CourseOfAction","Ban Single-Use Plastics","The Government will ban harmful single-use plastics next year and ensure
+more plastic is recycled. And the Government will also modernize Canada’s
+Environmental Protection Act.",""
+"id-e3730df7458048a19b4b4ff93553b548","CourseOfAction","Be Humble and Open Minded (Course of Action)","Be Humble and Open Minded
+Working in the open may seem like putting yourself out there, subject to criticism and judgement of others.
+
+But remember that no one knows everything. Opening up is an opportunity for you and your team to share what you are working on and enable unique collaboration experiences with colleagues and citizens alike.
+
+This approach is what made open source software projects so powerful and adopted across the whole world. It is also a good way to align with the Directive on Open Government as mentioned earlier.
+
+Of course, the official review process can still occur for each major revision of your documents. You simply ensure that in between such versions, the creation process is done openly and enables folks from all backgrounds to contribute.",""
+"id-181e38988d184869b48dad23b6d19de2","CourseOfAction","Before-and-After School Program Subsidy","The Government also remains committed to subsidizing before- and after-school
+program costs. With the way that this pandemic has affected parents and families,
+flexible care options for primary school children are more important than ever.",""
+"id-b172be4e847b4438b9b540fe0f84949d","CourseOfAction","Before-and-After School Program Subsidy","The Government also remains committed to subsidizing before- and after-school
+program costs. With the way that this pandemic has affected parents and families,
+flexible care options for primary school children are more important than ever.",""
+"id-0b9364cdf5ec43258e7faa880ee38651","CourseOfAction","Black Entrepreneurship Program","The Government has invested in economic empowerment through the
+Black Entrepreneurship Program, while working to close the gaps in services
+for Indigenous communities.",""
+"id-49504abe16cf4eb7932209cfe190ef32","CourseOfAction","Build A Platform For Enterprise Interoperability","Build a platform for enterprise interoperability (actions underway)
+
+TBS will continue to work with stakeholders to develop a unified service approach and to create a set of modern integration tools called the GC Interoperability Platform (GCIP). This platform acts as an information broker, enabling the exchange of data and information between enterprise systems, departments and governments.
+
+The GCIP project will implement a central data exchange where information can be shared securely and reliably between government applications. Three core solutions for financial management, human resource management and information management will be connected to seamlessly exchange information, regardless of the technologies underpinning them. These systems operate on a “tell us once” principle, where data is entered in one system and then reused by multiple other systems, as legislation and policy permit, thus reducing the need for duplicate data entry while improving data integrity and accuracy.
+
+This work will lay the foundation to link internal departmental information with solutions for delivering programs and services and enable greater GC-wide collaboration when designing digital services.
+
+TBS will continue to lead the adoption of a common GCIP to support information sharing inside and outside the GC domain. This approach will enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses.
+
+Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the GCIP, TBS will:
+• foster openness and collaboration
+• promote digital services
+• advance enterprise interoperability and information sharing across the government",""
+"id-4419e6573fa641b9b4344c89a3b27c92","CourseOfAction","Business Credit Availability Program Improvement","",""
+"id-e6b559d894a24f91a6c3f85bbf84f762","CourseOfAction","Business Credit Availability Program Improvement","",""
+"id-08865de39cd4441087fcc0bdf0720d61","CourseOfAction","Canada Emergency Business Account Expansion","",""
+"id-7d5b9bf552844323ad6b801497621c51","CourseOfAction","Canada Emergency Business Account Expansion","",""
+"id-5ecead74b26549b9af6478d3e8d77832","CourseOfAction","Canada Emergency Response Benefit","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+
+The CERB helped people stay healthy at home while being able to keep food on the table.",""
+"id-74ebb625342541b6be98d942a4474182","CourseOfAction","Canada Emergency Response Benefit","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+
+The CERB helped people stay healthy at home while being able to keep food on the table.",""
+"id-e16a180598154fc08cd124c01f70a0f7","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+
+The CEWS helped people keep their jobs, or be rehired if they had been laid off.
+
+One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves.
+
+Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.",""
+"id-c813c951cf7e46079a0e579e909def3e","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+
+The CEWS helped people keep their jobs, or be rehired if they had been laid off.
+
+One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves.
+
+Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.",""
+"id-30b2ecf5dca4414a8f1be76feaa754a8","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+
+The CEWS helped people keep their jobs, or be rehired if they had been laid off.
+
+One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves.
+
+Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.",""
+"id-68d3955fcef04e419c6cb15324357f34","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+
+The CEWS helped people keep their jobs, or be rehired if they had been laid off.
+
+One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves.
+
+Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.",""
+"id-3b6896e9e5314bc1b7c89ef3e47b1f1f","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+
+The CEWS helped people keep their jobs, or be rehired if they had been laid off.
+
+One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves.
+
+Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.",""
+"id-0e748d043c924399a08f6151ff071e9a","CourseOfAction","Canada Emergency Wage Subsidy","This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+
+The CEWS helped people keep their jobs, or be rehired if they had been laid off.
+
+One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves.
+
+Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.",""
+"id-1132cf9f8d55413ea2c7b1841fa9539c","CourseOfAction","Canadian Disability Benefit","A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors",""
+"id-e6f37aa74dd94b8ebee191d2936bab1f","CourseOfAction","Canadian Disability Benefit","A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors",""
+"id-888e27fdde964b7a839be59ce68eb2b0","CourseOfAction","Canadian Forces Support in Long-Term Care Homes","Members of the Canadian Forces were there in long-term care homes.",""
+"id-0141cef731f64f0ab5441d71f97ef1e5","CourseOfAction","CERB & Wage Subsidy Support","Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy.",""
+"id-f6345e4523df41fd85f049cedd9fe362","CourseOfAction","CERB & Wage Subsidy Support","Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy.",""
+"id-b9626f707eeb4362962b33baeb77cdd8","CourseOfAction","CERB-to-EI Canada Recovery Benefit","With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time.
+With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit.",""
+"id-64da04afb127440e8406a9d2e006a19a","CourseOfAction","CERB-to-EI Canada Recovery Benefit","With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time.
+With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit.",""
+"id-19630c0cf44f4be9a31c78a46e25245c","CourseOfAction","Champion Greater Horizontality of ESDC's Data Flow","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to:
+3. Champion greater horizontality in the internal flow of ESDC data in cooperation with Senior Management and data custodians.",""
+"id-f9338e9271944d8cb6860ded170c7a9a","CourseOfAction","Champion the Establishment of Data Governance and Data Policies to Improve Data Management","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to:
+2. Champion the establishment of effective data governance and data policies to improve data management and ensure the validity, availability, and quality of ESDC data. ",""
+"id-442e84f72268426795392e6de86b9677","CourseOfAction","Co-Develop First Nations Policing Framework","The Government will:
+• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service.",""
+"id-45783cb281664e1e8732ed3aafcbd77a","CourseOfAction","Consider 2 Current State Diagrams, 1 For Each DC (Course of Action)","From: Peterson, Sophia
+Sent: July 28, 2021 2:13 PM
+Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions
+
+- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint
+- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram
+- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS
+- Maybe that details list of apps in the annexes as a reference",""
+"id-5a144e79070e48f0aff288245fd236bb","CourseOfAction","Consider 2 Target State Diagrams, 1 For Each DC (Course of Action)","From: Peterson, Sophia
+Sent: July 28, 2021 2:13 PM
+Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions
+
+- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint
+- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram
+- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS
+- Maybe that details list of apps in the annexes as a reference",""
+"id-74fbdd5dc9854ff9aff5715511757e01","CourseOfAction","Consider Use of Tags (for Reporting) (Course of Action)","",""
+"id-e6ebba9621784ffdbec6c65afb65de48","CourseOfAction","Continue To Put A Price On Pollution","The Government will continue its policy of putting a price on pollution, while
+putting that money back in the pockets of Canadians. It cannot be free to pollute.",""
+"id-68b5643cfab04d63bb98c242d359ff8d","CourseOfAction","COVID Alert app","Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected.",""
+"id-96f9de9872ff4136811580858e6c7b5e","CourseOfAction","Create Canada Water Agency","When the Prairie Farm Rehabilitation Administration was closed by a previous
+government, Canada lost an important tool to manage its waters. The Government
+will create a new Canada Water Agency to keep our water safe, clean, and
+well-managed. The Government will also identify opportunities to build more
+resilient water and irrigation infrastructure.",""
+"id-4a12d6767e084af68540e90a9bb3501c","CourseOfAction","Create Jobs Cutting Energy Costs","As part of its plan, the Government will:
+• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses",""
+"id-f909ec67f09047b598e39c1b180c7b22","CourseOfAction","Criminal Code Amendments","The Government will work with Parliament on Criminal Code amendments
+to explicitly penalize those who neglect seniors under their care, putting
+them in danger.",""
+"id-9061745fe27e4ad88dc04582f0441015","CourseOfAction","Criminal Code Amendments","The Government will work with Parliament on Criminal Code amendments
+to explicitly penalize those who neglect seniors under their care, putting
+them in danger.",""
+"id-1d2c6d84b9b54566a784b61bfa75e50c","CourseOfAction","Data Governance - Define The Data Management Framework","• Data Governance
+Define the roles and procedures that assure the effective management of data, i.e. to ensure that as a critical resource, data is available as needed to support the business and safeguarded to ensure its availability, confidentiality and integrity. ",""
+"id-3c77d42acca34bc9908919ceb572b74d","CourseOfAction","Data Masking Strategy","",""
+"id-8a05c315446e4cc7ba4d7c416b912f36","CourseOfAction","Data Policy - Consistently Towards Successful Strategy Implementation","• Data Policy Support the strategy with overarching policy that provides guidance to ensure that organization acts in a manner that is consistent with successful implementation of the strategy.",""
+"id-2a660970387e4b18b835740d6b3a3c06","CourseOfAction","Data Strategy","ESDC’s Data Strategy has been designed to build capabilities to generate strategic insights, increase opportunities for collaboration and to enable improvements and efficiencies in program, service delivery and internal operations. Through its implementation, the Department aims to provide people with easy, secure, and authorized access to quality data in a way that protects privacy and delivers value for Canadians.
+The Strategy is built on six foundations for improved client service and policy: access, analytics, data governance and stewardship, data management, enablement, and people.
+Foundations investments include among others:
+ Master data management (MDM) expansion;
+ Purchase and installation of ESDC Data Catalogue;
+ Procurement of SAS (VA);
+ Data Visualization for Business Solutions; and,
+ Implementation of and analytics platform and Big Data Appliance.",""
+"id-ee0cefd25b3347499a6c931844621357","CourseOfAction","Data Strategy - Data As An Asset","• Data Strategy
+Define the path and provisions needed to progress the business management of data as an asset.",""
+"id-b4381c5686514c99bc3ec7ac3ed2483a","CourseOfAction","Deliver A Minimum Viable Architecture (MVA) (Course of Action)","Minimum Viable Architecture (MVA): Focus on the delivery of just enough architecture to deliver organizational value. MVA implementation will be achieved through experimenting and pivoting. In fact, the MVA may be an experiment that is preserved, or a pivot based on learnings.",""
+"id-95b413520c564c75926f3b9d1b347420","CourseOfAction","Deliver More Trainsit","• Help deliver more transit and active transit options;",""
+"id-434311c30175460186a2a49524b09bca","CourseOfAction","Demographic Data Intake Partnerships - Obtain Improved Partner Data","Demographic Data Intake Partnerships
+Establish the capability to obtain on a continuous basis partner available data that describes the ever-changing operational environment of the business, particularly the client base and their needs.",""
+"id-af2bbd379e554820b890e6b69493fb3b","CourseOfAction","Departmental Application Strategy, data centre consolidation, and cloud adoption","Via the Infrastructure Re-use Branch Initiative, connectivity between the legacy ESDC infrastructure and data centres to the SSC End State data centres is being made available as a selfprovisioning service to allow the migration of certain applications. Further work, resources and funds under the WLM Project will need to be engaged to migrate specific ESDC workloads of the legacy data centres to SSC End State data centres.
+In order to complete the migration of the specific ESDC workloads of the legacy data centres to SSC’s End State data centre, the following projects are being migrated as part of the WLM project:
+ 1-800 O-Canada Business Model Review and Contract ReProcurement;
+ Emergency Management Application System;
+ ESDC’s Cloud Implementation Plan is underway to support the departmental application strategy, data centre consolidation and cloud adoption. This includes the Cloud Assessment Framework, Research and Prototyping, and the Cloud Intake process; and,
+ Making all internal applications accessible over the next three years is a significant outcome of ESDC’s Application Strategy.",""
+"id-cc36efc088c24dfba244fb0f019fd6ff","CourseOfAction","Detect & Refer To Investigate Pension Fraud","2.3.1 Business Environment
+. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.",""
+"id-9da39b54bbe4439c87dfdef478a5e6c8","CourseOfAction","Determine the Feasibility of Developing a “Tell Us Once” Approach for Government","Determine the feasibility of developing a “tell us once” approach for government (planned actions)
+TBS will investigate the “tell us once” approach for the GC from various perspectives to understand possible risks and challenges including: security, privacy, IM and IT.",""
+"id-0e8c0dbc598c41cf822642e310fa328b","CourseOfAction","Develop A Master Data Management Program","Develop a master data management program (planned actions)
+
+In an open and distributed operational environment such as the GC, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise.
+
+Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability.
+
+TBS will work with key business owners (for example, the Office of the Comptroller General and the Office of the Chief Human Resources Officer) to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate.",""
+"id-6a491aa5338c41d2a4bd46e742233caa","CourseOfAction","Develop An Application Programming Interface Strategy","Develop an application programming interface strategy (actions underway)
+
+APIs are used to reveal GC digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the GC’s commitment to digital services. TBS will develop an API strategy for the GC.",""
+"id-ba9493b9e90c472c8adaf62797b6ea7c","CourseOfAction","Develop and Implement A Data Vision and Strategy","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to:
+1. Lead the development and implementation of a data vision and strategy, including piloting the use of innovative techniques like predictive analytics.",""
+"id-6925c027ccee450095b0a5b0973aa1e4","CourseOfAction","Develop More IT Fact-and-Evidence Based Analyses","KPI's defined by APM, measured in fact.
+Measurable, Reproducible, Automatable.
+Formula-driven.
+Scale-up to HL Frameworks, i.e. EA's Assessment
+Explore Predictive Analytics using the model developed for Technical Debt Remediation.
+Aim to change, bring in new things. Opportunity to test that out. EA is more about predictive.",""
+"id-34ba84092bcb4b61bfb9c8f2e6688a58","CourseOfAction","Develop WLM-and-CE Roadmap (Course of Action)","ESDC will develop a roadmap based on this assessment to address risks and known technical debt, in concert with the transformation agenda currently underway at ESDC.
+This involves migrating departmental applications from existing SSC legacy data centres into new hosting environments. ESDC will work with Treasury Board Secretariat (TBS) and SSC to identify target hosting environments, including Cloud based hosting services operated by the Government of Canada and private industry and at new, state-of-the-art data centres operated by SSC.",""
+"id-f41209d5d2d24dac880f03f6e7700829","CourseOfAction","Digital collaboration tools","In support of ESDC’s Accessibility Strategy, ESDC is working on and testing an interdepartmental initiative to replace existing GC tools to ensure availability of more accessible toolsets, where such collaborative tools (i.e. Office 365) used for accessibility follow internationally recognized accessibility standards. ESDC is also working to ensure interoperability of adaptive technologies with the ESDC collaboration toolset. These digital collaboration tools are required for Canadians with disabilities as they continue to face barriers to their full participation in the workplace, which limit their opportunities for career development and advancement.",""
+"id-fe726bed11c74a7ebd5ae3ca112d12de","CourseOfAction","Disability Inclusion Plan","",""
+"id-ccd54fcc846143918ac9185425926f40","CourseOfAction","Disability Inclusion Plan","",""
+"id-bd46b74d47c4424ebc303170d27acc67","CourseOfAction","Distinctions-Based Mental Health & Wellness Strategy","",""
+"id-0d596dedbef94c24a49db004661bf34e","CourseOfAction","Early alignment and review discussions starting at the concept phase, and GCEARB","Early EA alignment and review discussions will occur pre-gate 0 in order to support streamlined project proposals, financing, management and governance.",""
+"id-05b1bacab6e34d7d87d75a18292b6d03","CourseOfAction","Eliminate Discriminatory Justice","The Government will take steps to ensure that the strong hand of criminal
+justice is used where it is needed to keep people safe, but not where it would be
+discriminatory or counterproductive.",""
+"id-131c22bc803d41b4a10c98fd3f23a224","CourseOfAction","Eliminate Provincial Trade Barriers","",""
+"id-0ac90429fced4628a1c78ade07001231","CourseOfAction","Employer Incentives","",""
+"id-9bf7c802e97041a59985093813f82afd","CourseOfAction","Employer Incentives","",""
+"id-5aa9d7d50b7d4f5289fcddf42b36a535","CourseOfAction","Employment Strategy","A robust employment strategy for Canadians with disabilities",""
+"id-e1569dadc3854e55a02645fb99ab5f8c","CourseOfAction","Employment Strategy","A robust employment strategy for Canadians with disabilities",""
+"id-94b95b26a0d44426aa8111bec8b96917","CourseOfAction","Enact UN Declaration","",""
+"id-13c66da79b354a19b3111b8a290b627c","CourseOfAction","Enhance Civilian Oversight of Law Enforcement","The Government will:
+• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP;",""
+"id-9c0c12c3785445f8b6a10f1820a76493","CourseOfAction","Enhance Online Infrastructure To Enable Departments To Release Their Data and Information","Enhance online infrastructure to enable departments to release their data and information (actions underway)
+
+Having reliable infrastructure in place to ensure the maximum release of government data and information ultimately results in:
+
+• a platform for Canadians that enables access to open government data and information
+• the opportunity to meaningfully engage on related issues
+The long-term goals of these activities are to deliver value to Canadians through open information and data that:
+
+• fosters greater citizen participation in government
+• promotes innovation
+• creates economic opportunities
+
+Canada’s Open Data Exchange (ODX) is an organization that helps Canadian companies make use of open data. TBS will work with the ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive.",""
+"id-0fe8f03a766845d2a81b7b62edce3d02","CourseOfAction","Enhancing project oversight","The IT Project Management Officer (PMO) has adopted a continuous improvement state of mind. Currently, ESDC is improving project management oversight activities by:
+ Reviewing current SDLC methodology. The new SDLC is more modern and is adopting latest market state of the art technics such as agile development and management;
+ Implementing a process through the IT PMO to manage initiatives that fall off its current project management framework by adapting current oversight techniques and procedures to include any unfitted projects\activities; and,
+ Improving PMIS system and centralizing ESDC’s project data repository. The IT PMO and Enterprise PMO are actively running those projects.",""
+"id-47a1eb7300c749f6bf3ca4588629dcab","CourseOfAction","Ensure High Revenue Entity Wealth Sharing","Web giants are taking Canadians’ money while imposing their own priorities.
+Things must change, and will change. The Government will act to ensure their
+revenue is shared more fairly with our creators and media, and will also require
+them to contribute to the creation, production, and distribution of our stories,
+on screen, in lyrics, in music, and in writing.",""
+"id-a8acef8a5e7741509bfb1ea446e17338","CourseOfAction","Ensure Privacy (Course of Action)","Ensure Privacy
+Public servants who work with citizen data must take great care regarding the privacy of that data and never share it publicly. Working in the open by default is not a concept that applies when working on a citizen’s files and data.
+
+But it doesn’t mean that even these teams can’t work openly on improving their processes and sharing how they overcomed challenges. As public servants, we should continuously strive to improve our processes, look for new ways of solving issues, and share the results of our research, as long as they are unclassified.",""
+"id-6ee2a525200940b998245dc6a9f91664","CourseOfAction","Ensure Worldwide Access To A Vaccine","Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere.",""
+"id-893a4d43b3b44491a86e5ee977fada43","CourseOfAction","Enterprise Plans","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise.",""
+"id-32319317938f4209b7229098e74643e5","CourseOfAction","Enterprise Strategic Initiatives","Appendix B: Development of EA Principles
+The development of architecture principles is typically influenced by the following :
+• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management).
+",""
+"id-1c522f6731f44d6b8ad6d7ec04456a0c","CourseOfAction","Enterprise Strategies: ","",""
+"id-8fe0491a71e8412bb5b70c1ddb673708","CourseOfAction","Establish Necessary Internal Governance","",""
+"id-5a0811d7c2bd4adf89797af6d470963d","CourseOfAction","Event Logging Standization","",""
+"id-ad043f45a5a548f0b94466ac8cb7af3d","CourseOfAction","Evolve and Mature The Architecture Roadmap (Course of Action)","Architecture Roadmaps: Focus on evolving and maturing the organization, MVA, and IT capabilities and features.",""
+"id-07f9bcfc028641efb3cabe3f0a638618","CourseOfAction","Expand Urban Parks","This pandemic has reminded Canadians of the importance of nature. The
+Government will work with municipalities as part of a new commitment to
+expand urban parks, so that everyone has access to green space. This will be
+done while protecting a quarter of Canada’s land and a quarter of Canada’s
+oceans in five years, and using nature-based solutions to fight climate change,
+including by planting two billion trees.",""
+"id-42f1fa0a7bfe48fba1de7d48dfcedcde","CourseOfAction","Fair Supply Sector Compensation","The Canadian and migrant workers who produce, harvest, and process our
+food – from people picking fruit to packing seafood – have done an outstanding
+job getting good food on people’s plates. They deserve the Government’s
+full support and protection.
+The Government will also ensure that those in Canada’s supply managed sectors
+receive full and fair compensation for recent trade agreements. Farmers keep
+our families fed, and we will continue to help them succeed and grow.",""
+"id-d107a56b387b4a2b9f716cee41d07642","CourseOfAction","Fight For Free Trade","The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization.",""
+"id-ef802ea94da14a8aad60e9b802811f5f","CourseOfAction","Focus Data Literacy Improvements On Key Staff Who Can Deliver Great Benefits","For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value.",""
+"id-d164f3e9c534484ca75aa4222c56d001","CourseOfAction","Focus Governance First On High-Value Data Across The Enterprise","For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value.",""
+"id-f0d4952864e04e59ad4ac63c8fe3aa10","CourseOfAction","Focus On Product Lifecycle and Organizational Value (Course of Action)","Product:Focus on the product lifecycle and its organizational value.",""
+"id-2cccf69667774ba7930c55506b5cf60f","CourseOfAction","Focus On Providing Insight To Inform and Deliver Organizational Value (Course of Action)","Architecture Insight: Focus on providing insight that informs and delivers organizational value.",""
+"id-83d0a2f7ee3b4c88851499f6b736d403","CourseOfAction","Focus On Yielding Limited, Targeted, Consequential Results Over Those Without Long-Term Value","For example, governance will be focused first on high-value data used across the enterprise; improvements to data literacy will be focused on staff where the greatest benefits are to be found. Focus will yield limited, targeted, consequential results rather than numerous quick results which fail to have long-term value.",""
+"id-f915b158286d4047b76540d917f96942","CourseOfAction","Follow Security and Privacy Best Practices (Course of Action)","This time, let’s have a look at how we can accomplish this while ensuring we follow security and privacy best practices.",""
+"id-2025f59939684d58925acb809e3313a1","CourseOfAction","GC Digital Operations Strategic Plan (DOSP) 2021-2024 (Course of Action)","The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”",""
+"id-5807824af9b94e23ae29267d6371d2ae","CourseOfAction","GC-Wide Data Collection Approach","The Government will redouble its efforts by:
+• Building a whole-of-federal-government approach around better collection of disaggregated data;",""
+"id-abdcb14a90c844acacf06b068147900a","CourseOfAction","GC-Wide Data Collection Approach","The Government will redouble its efforts by:
+• Building a whole-of-federal-government approach around better collection of disaggregated data;",""
+"id-c6192ccef6994870a39adc5f8c90ce87","CourseOfAction","Help People Remain In Their Homes Longer","The Government will also:
+• ...take additional action to help people stay in their homes longer.",""
+"id-e1772bdc2217438da573b90455082af8","CourseOfAction","Help Provinces Increase Testing Capacity","The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test.",""
+"id-6eea994eda994b47b144d0c497fcae25","CourseOfAction","Identify a Business Lead to Develop a Data Lake Service Strategy","TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the GC can take advantage of big data and market innovation to foster better analytics and promote horizontal data sharing.",""
+"id-13977256761c49e6bb45c453bbaa92c6","CourseOfAction","Implement A Platform For External Collaboration","Implement a platform for external collaboration (actions underway)
+
+Technology makes it easier for citizens, academia, scientists, businesses and government to share ideas and information and to collaborate with one another. TBS will lead the establishment of an external collaboration service provider to host departments and provide them with a dedicated workspace and computing storage for unclassified and transitory data. Cloud pilot projects will test-drive requirements and determine the most suitable platform to meet government business, information and security needs.
+
+TBS, in collaboration with departments, including PSPC and SSC, provides departments with a secure platform called GCCollab to:
+
+• share opinions, information and analyses
+• collaborate with external partners, academia, businesses, other governments and citizens
+
+While meeting the government’s requirements for security classification, disposition and recordkeeping, the platform will support an array of functions such as document sharing, co-authoring, assigning tasks, organizing meetings and holding discussions.",""
+"id-1158604a6c32443288c148d5020e0d23","CourseOfAction","Implement Firearms Policy","The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including:
+• Giving municipalities the ability to further restrict or ban handguns;
+• And strengthening measures to control the flow of illegal guns into Canada.",""
+"id-25335cb351db4bfaa36b5e3a3af70b28","CourseOfAction","Implement GCDOCS","Implement GCDOCS (actions underway)
+
+Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDOCS streamline and simplify these processes, but they need to be configured properly to make back-end IM processes as invisible as possible to users.
+
+Automation can provide opportunities to:
+
+• simplify and streamline key IM processes and practices
+• deliver a seamless user experience that relieves burden on individual GC workers
+
+Furthermore, implementing integrated and standardized solutions across departments can help make it easier for GC employees to find, use and share the information and data they need to do their job, while ensuring consistent, foundational management of GC information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements.
+
+TBS and PSPC will enhance the government-wide GCDOCS service for departments, including:
+
+• full deployment by 2022
+• broadening its integration with back office systems
+• piloting its use as a tool for increasing the openness of government information",""
+"id-c124de3eac7642a89e46aec7c3ea45f3","CourseOfAction","Implement The Truth & Reconciliation Commission’s Calls To Action","",""
+"id-7ac5f71799b842f385045c101cea71ec","CourseOfAction","Improve Access To Medicine","The same goes for access to the medicine that keeps people healthy. Many
+Canadians who had drug plans through work lost this coverage when they were
+laid off because of the pandemic. So this is exactly the right moment to ramp
+up efforts to address that.",""
+"id-3e6f84f5442f4f6a8925766158c68f73","CourseOfAction","Improve Access To Primary Care","Over the last six months, it has become clearer than ever why Canadians need
+a resilient health care system.
+
+The Government will ensure that everyone – including in rural and remote
+areas – has access to a family doctor or primary care team. COVID-19 has also
+shown that our system needs to be more flexible and able to reach people at home.
+The Government will continue to expand capacity to deliver virtual health care.",""
+"id-a9789219c9de42a29915bdcc0915b0cb","CourseOfAction","Improve Data Integration In The Enterprise","It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises.",""
+"id-7a7920c0d5934359885dff85cae72eb3","CourseOfAction","Improve Eligibility Process","",""
+"id-e44447e1d69f406b91108541453213aa","CourseOfAction","Improve Eligibility Process","",""
+"id-c3f04c33053e4558993d651365c1218d","CourseOfAction","Improve ESDC’s Use of Data to Deliver on Priorities & Outcomes","An investment in foundational data capabilities is needed to improve the Department’s use of data to deliver on priorities and outcomes such as: Social Sector Stabilization and Resiliency, Early Learning and Child Care support, causes of chronic homelessness, outcomes sought by Black and other racialized Canadians, and predicting the changing and emerging needs of Canadians with respect to legislated programs.",""
+"id-8809f33cf9cd4e7f87bff26ae90b9e39","CourseOfAction","Improve Partner Access to ESDC Data and Drive Innovation Via Uptake and Use","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to:
+4. Work with stakeholders to improve partner access to ESDC data including public access to open data to support informed decision-making and drive innovation through its uptake and use.",""
+"id-a06e368bbe8b41f7b40ab1e13002861a","CourseOfAction","Improving service delivery and compliance with the new Policy on Service and Digital as well as the OneGC Vision","TB’s Policy on Service and Digital is estimated to have 247 requirements applying to the departmental Chief Information Officer (CIO) function. Along with this are key changes, which produce new expectations for Deputy Heads in the areas of service, information and data, technology, cyber security, as well as workforce capacity and capability. To comply with the Policy, a methodological gap analysis was performed by IITB teams to determine the policy-driven requirements based on five themes:
+ Governance, planning and reporting (as it relates to IT governance and planning within ESDC);
+ Service Design and Delivery;
+ Information and Data;
+ Technology (including automated decision making); and,
+ Cyber Security and Identity.
+The gap analysis looked at IITB’s existing investments and priorities and made 12 recommendations for IITB to either create new initiatives or reprioritize its portfolio of activities. Most of these recommendations are already in progress as part of the IITB Way Forward. The top five prioritized recommendations are:
+ Clarify the role and responsibilities between the CDO and the CIO;
+ Establish the role of a designated official for Cyber Security (DOCS);
+ Review IM/IT and Identity Policies to address redundancy, conflicts, user-centered policy writing, and training;
+ Harmonize the different service inventories for a single source of truth; and,
+ Formalize automated decision-making governance at ESDC.
+These recommendations reflect the integrated management of functions as expected by the Policy, the increased responsibilities of the CIO, and the unique governance entities within ESDC (e.g. use of a CDO, a Chief Security Officer outside the branch of the CIO, and a tier 2 level committee focused on purely on service).
+In addition, the Branches within the Department have been collaborating internally to improve service delivery and digital transformation:
+ Business Architecture and Alignment Office participates regularly at EA activities as one of the EA domains in developing project architectures;
+ User Experience Team provides UX research and design services to IT project teams regularly; and,
+ Business Process Management Team provides guidance and services on business process mapping to IT project teams regularly.",""
+"id-5cc2ec7785fa435d82b3df7bdd8c1f75","CourseOfAction","Include Detailed List of All Applications In Annex (Course of Action)","From: Peterson, Sophia
+Sent: July 28, 2021 2:13 PM
+Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions
+
+- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint
+- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram
+- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS
+- Maybe that details list of apps in the annexes as a reference",""
+"id-934da0ffd0854b79abea189cd3e518de","CourseOfAction","Increase Canada Pension Plan Survivor Benefit","The Government remains committed to increasing Old Age Security once a
+senior turns 75, and boosting the Canada Pension Plan survivor’s benefit.",""
+"id-2a16f52acd3f4cbd89200a83dfc95c9b","CourseOfAction","Increase Canada Pension Plan Survivor Benefit","The Government remains committed to increasing Old Age Security once a
+senior turns 75, and boosting the Canada Pension Plan survivor’s benefit.",""
+"id-e2ba1eb687ef49ffbd6c4c94ad6b1241","CourseOfAction","Increase Mental Health Resource Access","",""
+"id-c7272c1d084647b88a907801f15c0ade","CourseOfAction","Increase National Housing Strategy Investment","The Government will add to the historic National Housing Strategy announced
+in 2017 by increasing investments to rapid housing in the short term, and
+partnering with not-for-profits and co-ops in the mid- to long-term. For the
+middle class, the Government will also move forward with enhancements to
+the First-Time Home Buyer Incentive, including in Canada’s largest cities,
+so families can afford to buy their first home.",""
+"id-26063516d06946db9844e3625930c858","CourseOfAction","Increase Old Age Security","",""
+"id-6d767e0d843646969a786c2ab3ed5008","CourseOfAction","Increase Old Age Security","",""
+"id-24133d5ddaba4e509d29cae8186e0920","CourseOfAction","Indigenous Infrastructure","And continuing to close the infrastructure gap in Indigenous communities,
+working on a distinctions-basis with First Nations, Inuit, and the
+Métis Nation to accelerate the government’s 10-year commitment.",""
+"id-e86e3d0f9b5947a0aa005ad74f2634d3","CourseOfAction","Integrity Case Management System","",""
+"id-3c67a5832722479081782b75237b1372","CourseOfAction","Introduce A Government API Store","Introduce a government API store (actions underway)
+
+TBS will lead the creation of an API store to support information sharing with Canadians, business and other entities external to government. Departments have already made available a number of APIs. The GC API store will offer a consistent means to discovering APIs and subscribing to them. The store will provide API publishers and users with a central, multi-tenant API management platform that includes:
+
+• a searchable catalogue
+• version control
+• automated access provisioning workflows
+
+Operating under a self-service model, API publishers will be allowed to sign up and benefit from “active documentation” that allows them to drill into API definitions, try APIs and share their feedback in the store’s forum.
+
+Interoperability, mobile applications and APIs are key elements to supporting digital services for the GC.",""
+"id-409d15f534dd481686e628122064ab6a","CourseOfAction","Introduce A Mobile Application Strategy and Framework","Introduce a mobile application strategy and framework (planned actions)
+
+Canadians and business want to use mobile applications to interact with government data and obtain government services. As part of the overall web strategy, TBS will lead the development of a strategy and framework for the development and management of mobile applications that are easy to use and trusted that will be validated through GC EARB. GC mobile applications will be identified on Canada.ca and available through application stores.",""
+"id-014553f011364ebbbb91d3a2c1b65b72","CourseOfAction","Introduce A Strategy Or Use of Open Source Software and Open Standards","Introduce a strategy for use of open source software and open standards (planned actions)
+
+The use of open source software supports interoperability and information sharing and should be considered in the assessment of IM-IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified by GC EARB.",""
+"id-4b83bd1c4ea543468ddfb5812d40afd3","CourseOfAction","Introduce Free Tax Filing","The Government will also work to introduce free, automatic tax filing for simple
+returns to ensure citizens receive the benefits they need.",""
+"id-229ffb878a8846b7848940c93bcabd04","CourseOfAction","Invest In Blue Economy","At the same time, the Government will look at continuing to grow Canada’s
+ocean economy to create opportunities for fishers and coastal communities,
+while advancing reconciliation and conservation objectives. Investing in the
+Blue Economy will help Canada prosper.",""
+"id-adedc5d890124439a28777ebb1ba59a1","CourseOfAction","Invest In Domestic Vaccine Manufacture","",""
+"id-881b5305db524bd2a8dcd0b0c94707f2","CourseOfAction","Invest In Infrastructure","To keep building strong communities, over the next two years the Government
+will also invest in all types of infrastructure, including public transit, energy
+efficient retrofits, clean energy, rural broadband, and affordable housing,
+particularly for Indigenous Peoples and northern communities.",""
+"id-ee875462b708487c9c56b69e225a63c0","CourseOfAction","Invest In International Development","The Government will invest more in international development while supporting
+developing countries on their economic recoveries and resilience.",""
+"id-0e20f632468748ebbbd071a2b97c8f27","CourseOfAction","Invest In Vaccine Distribution","And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution.",""
+"id-ed4bd3acfeb54adb8c18725bd861533f","CourseOfAction","Investigate Allegations of Benefits Non-Eligibility / Non-Entitlement","2.3.1 Business Environment
+. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.",""
+"id-71c6ea1e6b9945b29e31ac399c1c6311","CourseOfAction","Investigate EI Fraud","2.3.1 Business Environment
+. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.",""
+"id-99b612da777c42309c9dbc5162037638","CourseOfAction","Investigate Harmonizing SP365 Folders With ""SAS-SAS"" Team (Course of Action)","ISSUE:
+URL for SharePoint Folders: https://014gc.sharepoint.com/sites/SAS-SAS/Documents
+URL for ""SAS-SAS"" MS Teams Team Shared Folder: https://014gc.sharepoint.com/sites/SAS-SAS2/Shared%20Documents/
+In Teams, the ""Files"" tab in each of the ""SAS-SAS"" Team's Channels is mapped to a different ""site,"" ""SAS-SAS2"".
+Ideally these would be the same. We may need to involve the IM Team / SharePoint 365 Support Team in order to
+ - Determine whether this is even possible
+ - Figure out how to do it in the most direct, simplest way (at least from an ongoing management pov)",""
+"id-d11668926707448c94bf5c343be55915","CourseOfAction","Investigate SIN Fraud","2.3.1 Business Environment
+. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.",""
+"id-c0b3af9322bf4fcd8ea69ca01e22333d","CourseOfAction","Keep Canada Competitive","The Government will continue to bring in newcomers and support family
+reunification. We know that there is an economic and human advantage to
+having families together.
+As part of both the short-term economic recovery and a long-term plan for
+growth, the Government will leverage the advantage we have on immigration
+to keep Canada competitive on the world stage.",""
+"id-8c504d6786f643a1ac53d3815ffc47f7","CourseOfAction","Keep SharePoint Access and Permissions Up-To-Date (Course of Action)","https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx
+13. Will the site’s security groups migrate?
+No. Active Directory lists that are on premise will not be migrated; however the Project Team will recreate them as Azure Active Directory groups with settings activated to enable Owners and Designers to manage their membership after they migrate.
+
+Please keep your access and permissions up-to-date. You should not wait until your site is scheduled for migration to perform this update.
+
+https://dialogue/proj/ITCD-RMTI/SAS-SAS/_layouts/settings.aspx
+",""
+"id-1a5d1454049947169d3b801c28d7bb17","CourseOfAction","Legislate Net-Zero Emmissions By 2050","Canadians also know climate change threatens our health, way of life, and
+planet. They want climate action now, and that is what the Government
+will continue to deliver.
+The Government will immediately bring forward a plan to exceed Canada’s
+2030 climate goal. The Government will also legislate Canada’s goal of net-zero
+emissions by 2050.",""
+"id-ed69eaf78e5049a7b38050f99f84fe8d","CourseOfAction","Leverage of AI, ML & Automation","",""
+"id-dc58f2fdba774a2ab681aae8d397275e","CourseOfAction","Leverage the Agile Manifesto (Course of Action)","",""
+"id-6ba2f504910d43d6b5d5c6af5167ea5e","CourseOfAction","List Relevant Data Integration Standards","By listing relevant standards, this document provides a useful body of reference.",""
+"id-053547abb9684006999de46c9b18640e","CourseOfAction","Make Zero-Emission Vehicles More Affordable","Make zero-emissions vehicles more affordable while investing in more charging stations across the country.",""
+"id-17315b4645054a48a85f069282af67a7","CourseOfAction","Manage Leaks (Course of Action)","Manage Leaks
+In software development, we expect that there will be a security issue at some point, while we continue to strive to minimize that eventuality.
+
+By putting in place a remediation process, we ensure that even if there was to be a leak, appropriate mesures are in place to address it as quickly as possible. And we make sure that everyone knows how to run through the process, if it’s not fully automated.
+
+For traditional text documents and presentations, reducing the amount of specific data used may help minimize the risks of leaks. However, someone could inadvertently type a password or personal information in a document.
+
+If that was the case, since it is not software related and automation may not be as easily possible, it would be important that each member of your team is familiar with the departmental Directive on Privacy Breach and know exactly what to do and who to contact.",""
+"id-f619cacdec8d4dd1be048460b1b0819a","CourseOfAction","Manage Secrets (Course of Action)","Manage Secrets
+In software development, certain parts of the final code may be a corporate secret, such as a private key to a computer resource, passwords, etc.
+
+These must never be included in the public source code itself but rather be managed separately.
+
+Since, software source code is nothing more than structured text that can be understood by a computer, the same concept of pulling out secrets parts may be taken with other types of documents.
+
+This means that when a small part of your work must not be shared publicly, you can exclude it and store it in a secure location instead of locking down the entire document.
+
+This way, the material that is unclassified can still be made available publicly and may be collectively worked on while the parts that are to be secured can be edited separately only by the select individuals who are authorized.",""
+"id-d80f8c60473b43cd8e1d94c1ddd052fc","CourseOfAction","Manage the Community (Course of Action)","Manage the Community
+An argument sometimes used for avoiding working in the open is that managing the community may end up being more work than what you get back. Or that receiving external contributions before a certain version is mature enough would slow you down.
+
+Based on our experience, small and continuous feedback makes the process much less cognitively intensive since contributions usually are smaller and can be more easily integrated in the workflow. It also helps identify issues early on so that side discussions may occur on those specifically. And by continuously reviewing and integrating the feedback, it helps minimize the disruption of the entire creation effort.
+
+As mentioned before, this approach has to be participatory. It means that you have to set the stage, explain what you are trying to accomplish and welcome those contributions from all around.
+
+And encourage external folks to comment. Make sure you reply to them either by simply acknowledging you have read their contributions or by letting them know what will be done about it.
+
+Since we abide by a code of values and ethics, clearly outline what is tolerated and what is not. Be clear within your team that this is something that is beneficial and help new comers to feel comfortable with the process.
+
+You may be surprised as to who ends up contributing! Be welcoming, open minded, and inclusive. Not everyone has the same background and life experiences. We can learn from everyone and grow better together!",""
+"id-917a2bf8fba44a779efe3e78c4b5852f","CourseOfAction","Meet Clean Water Committments","The Government will also:
+• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities;",""
+"id-6f7dfa47e0b3478cbeae7964cd75c45b","CourseOfAction","Migrate Websites to Canada.ca and Assess Options For A Single GC Digital Service Platform","Migrate websites to Canada.ca and assess options for a single GC digital service platform (actions underway)
+
+The GC’s Web Renewal Initiative will improve Canadians’ access to GC online services through a single online window (Canada.ca). This initiative will bring hundreds of existing sites into one, designed to better meet the needs of Canadians. TBS will develop a new strategy to set further direction on providing a single window to Canadians for all GC information and services and create the conditions required to transition to a single GC service platform.",""
+"id-a9b866ece29a45829de6fbf248744e02","CourseOfAction","Modernize Law Enforcement Training","The Government will:
+• Modernize training for police and law enforcement, including addressing standards around the use of force;",""
+"id-98bba802687843beb45ab7dff992b86e","CourseOfAction","Move Forward With Clean Power Fund","• Transform how we power our economy and communities by moving
+forward with the Clean Power Fund, including with projects like the
+Atlantic Loop that will connect surplus clean power to regions
+transitioning away from coal;",""
+"id-65284b381e0143f1bc153f55089bfb24","CourseOfAction","National Action Plan Against Gender-Based Violence","Women’s safety must be the foundation on which all progress is built. The
+Government will accelerate investments in shelters and transition housing, and
+continue to advance with a National Action Plan on Gender-Based Violence.",""
+"id-a16818d21b4b4bfabd5471067ae97672","CourseOfAction","National Early Learning & Childcare System","It has been nearly 50 years since the Royal Commission on the Status of Women
+outlined the necessity of child care services for women’s social and economic
+equality. We have long understood that Canada cannot succeed if half of the
+population is held back. Canadians need more accessible, affordable, inclusive,
+and high quality childcare.
+Recognizing the urgency of this challenge, the Government will make a
+significant, long-term, sustained investment to create a Canada-wide early
+learning and childcare system.
+The Government will build on previous investments, learn from the model that
+already exists in Quebec, and work with all provinces and territories to ensure
+that high-quality care is accessible to all.
+There is broad consensus from all parts of society, including business and labour
+leaders, that the time is now.",""
+"id-0390fae9dd3b448998233d70b47a9724","CourseOfAction","National Early Learning & Childcare System","It has been nearly 50 years since the Royal Commission on the Status of Women
+outlined the necessity of child care services for women’s social and economic
+equality. We have long understood that Canada cannot succeed if half of the
+population is held back. Canadians need more accessible, affordable, inclusive,
+and high quality childcare.
+Recognizing the urgency of this challenge, the Government will make a
+significant, long-term, sustained investment to create a Canada-wide early
+learning and childcare system.
+The Government will build on previous investments, learn from the model that
+already exists in Quebec, and work with all provinces and territories to ensure
+that high-quality care is accessible to all.
+There is broad consensus from all parts of society, including business and labour
+leaders, that the time is now.",""
+"id-8ec8049fce9e4b63af6b582d7ef2921a","CourseOfAction","National, Universal Pharmacare Program","The Government remains committed to a national, universal pharmacare
+program and will accelerate steps to achieve this system including:
+• Through a rare-disease strategy to help Canadian families save money on high-cost drugs;
+• Establishing a national formulary to keep drug prices low;
+• And working with provinces and territories willing to move forward without delay.",""
+"id-aa10320e41b645df8365eb8593833b62","CourseOfAction","Obtain Help From The SharePoint Migration Team (Course of Action)","As soon as your site is scheduled, here’s how The Migration Team will help SAS get started:
+
+Owner Welcome Message from the Project Team
+Confirms your migration date and new URL, and introduces you to your role and the information and training that will guide your success.
+
+Invitation to Owner Orientation Session
+Live session provides an end-to-end view of the process - before, during and after migration:
+ - Critical steps and Your Role
+ - Before/After View of the Technology
+ - Top Learning Tips
+ - Questions & Answers with the Project Team
+
+Online Resource Centre
+Handy information and guidance all in one place, to help you prepare your SP 2010 site for migration and get up-to-speed quickly in SP Online.
+
+Learning Essentials
+A checklist of recommended learning that will help you continue your work in your new SharePoint Online environment.",""
+"id-0574d79db6cf43ffa39c80478604be16","CourseOfAction","Open Up At Inception (Course of Action)","Open up at Inception
+Part of working in the open is accepting that we don’t know what others may be able to contribute to or when they would be able to jump in to help. By making your documents open at their inception, you put yourself from the get go in a mental state where you expect others to read and possibly participate whenever it makes sense for them, not just when you plan a formal review. In a way, you change how you perceive your own work.
+
+It’s a normal reaction to think that we can do better before getting feedback, which is why you may be tempted to wait until “it’s good enough to share”. But doing so may lead you to wait until very late in the creation process and you may actually never end up opening up for a variety of reasons.
+
+For example, you may have to go back and review the document to ensure you haven’t unconsciously added sensitive or classified information, which adds work and delays. Or, you may feel less receptive to feedback as you get closer to a final version of a document since you spent so much time aligning your ideas together and wordsmithing.
+
+As explained in our previous post, working in the open is a participatory approach which includes public reflection and documentation. The process itself is as important as the final document.",""
+"id-c0061db621f642b38bf8ae0e3953ecea","CourseOfAction","Personal Protective Equipment Supply Chain Security","Personal protective equipment has been shipped across the country.
+
+The Government will also continue to work on getting Canadians the PPE they need.
+
+This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up.
+And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs.",""
+"id-ee6f8c86086941cd957edca3b406adad","CourseOfAction","Personal Support Worker Measures","The Government will look at further targeted measures for personal support
+workers, who do an essential service helping the most vulnerable in our
+communities. Canada must better value their work and their contributions
+to our society.",""
+"id-7f06c66aadb745f49c04a9e1970bf6c6","CourseOfAction","Personal Support Worker Measures","The Government will look at further targeted measures for personal support
+workers, who do an essential service helping the most vulnerable in our
+communities. Canada must better value their work and their contributions
+to our society.",""
+"id-a4d146d6a2bd43eea0bef799e3e6846c","CourseOfAction","Personal Support Worker Wage Top-Up","These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs.",""
+"id-678ef760896a4acc8cab1f6ffef9bac2","CourseOfAction","Personal Support Worker Wage Top-Up","These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs.",""
+"id-01043803cfdd4b05b236ad443583199f","CourseOfAction","Present ESDC's WLM Journey (Course of Action)","From: Peterson, Sophia
+Sent: July 28, 2021 2:13 PM
+Subject: RE: ESDC - APM Data Assessment - discuss the 7 Technical Assessment questions
+
+- The current diagram shared should be dropped, as it just speaks to the SCED architecture, rather than the department’s WLM journey. It could always be kept for an annex to show basic cloud footprint
+- We understand that there are 2 DCs that are implicated. Given that ESDC is so large, I’d suggest a Current State for each of the 2 DCs as a separate diagram. There doesn’t need to be 400+ boxes on each, but logical applications blocks. EX: we looked at something that had 6 rows of Cognos, that might just be a single “Enterprise Data Warehouse” box on that diagram
+- 2 Target state diagrams showing where the applications from each data center will be living. EX: Cloud, EDC, SaaS
+- Maybe that details list of apps in the annexes as a reference
+",""
+"id-22061a73f81440ddb7f343f6517730f1","CourseOfAction","Promote Awareness and Education Across ESDC On Data Management Best Practices and Processes, and Ensure Knowledge Transfer To Executives and to CDO Staff","First appointed in 2016, the ESDC Chief Data Officer (CDO) was charged with the responsibility to address obstacles to accessing data value by promoting greater internal collaboration on data management and increasing information sharing across ESDC. More specifically, the CDO was directed to:
+5. Work with partners across ESDC, including the Chief Information Officer (CIO), Chief Privacy Officer (CPO), the Departmental Security Officer (DSO), and data stewards, to promote awareness and education across the organization with respect to data management best practices and processes, and to ensure knowledge transfer to departmental executives across the organization and to staff directly working within the office of the CDO.",""
+"id-9c81ee0be2e84f7ea4785e6da7bfcce9","CourseOfAction","Promote Key Content To Base (Course of Action)","",""
+"id-7ec3619e915942bf9751c40293973ef5","CourseOfAction","Publish In The Open All Reusable Common Artifacts (Course of Action)","EA should “publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services”",""
+"id-c86cd100ff324b7e9050f93e4f4b2e11","CourseOfAction","Pursue Faster Testing Technology","At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed.",""
+"id-f306bdaea3c545e6b486d58396fd4934","CourseOfAction","Pursue Service Improvements","",""
+"id-bc4a86e5ea24446c98954c81eb1f4c6e","CourseOfAction","Ramp Up Contact Tracing & Testing","Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more.",""
+"id-d2316343d040491ba12680bddac6e3f8","CourseOfAction","Recognize Key Partner Efforts To Reduce Emissions","• And recognize farmers, foresters, and ranchers as key partners in the
+fight against climate change, supporting their efforts to reduce emissions
+and build resilience.",""
+"id-8762a75cc89f447a838782f83f6a9a3b","CourseOfAction","Reduce Chronic Homelessness","This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall.
+
+In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada.",""
+"id-60badfbf9dd5450bad46a325c75fd751","CourseOfAction","Reduce Chronic Homelessness","This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall.
+
+In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada.",""
+"id-d7c24aa80304430583f7c850fc9aac7b","CourseOfAction","Reduce Climate-Related Impacts","As part of its plan, the Government will:
+• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient;",""
+"id-b2706b926ae440549e40d19669d76a4c","CourseOfAction","Safe Return To Class Fund Investment","To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation.",""
+"id-26974362273e4442a675faed2eaf592a","CourseOfAction","Safe Return To Class Fund Investment","To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation.",""
+"id-fa1533cdbdfa4dffae172c27209b2444","CourseOfAction","Safeguard Program Integrity","2.2.4 Program Alignment Architecture
+This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools.
+
+",""
+"id-d0c8624fcd8c4171a4beb39323c64658","CourseOfAction","Secure Access To Vaccine Candidates","In the long run, the best way to end this pandemic is with a safe and effective vaccine.
+Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready.
+There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution.",""
+"id-ed6f7326897443b7ab7c402c2a6ed104","CourseOfAction","Set Up Your Environment (Course of Action)","Set up your Environment
+Your virtual workspace may consist of a variety of tools and platforms.
+Software developers and IT folks may leverage social coding platforms such as Gitlab, Github, GCcode, etc., to collaborate widely with people around the world on source code.
+In the Government of Canada, most departments now use Microsoft 365 to varying degrees, which may include Teams, a collaboration platform that ties in multiple products and capabilities.
+Whether you are using the corporate collaboration platform or a 3rd party software as service to work in the open, there are a number of things to keep in mind.",""
+"id-0478e8cfe19d4010a1f4bba77b9527a2","CourseOfAction","Shift To Community-Led Policing","The Government will:
+• Move forward on RCMP reforms, with a shift toward community-led policing;",""
+"id-e1ea40215669412080cff481873c83f0","CourseOfAction","Social Sector & Infrastructure Investment","To help make that happen, the Government will launch a campaign to create
+over one million jobs, restoring employment to previous levels. This will be
+done by using a range of tools, including direct investments in the social sector
+and infrastructure, immediate training to quickly skill up workers, and
+incentives for employers to hire and retain workers.",""
+"id-8a8198cdeaa6438391a05da339b4dce6","CourseOfAction","Social Sector & Infrastructure Investment","To help make that happen, the Government will launch a campaign to create
+over one million jobs, restoring employment to previous levels. This will be
+done by using a range of tools, including direct investments in the social sector
+and infrastructure, immediate training to quickly skill up workers, and
+incentives for employers to hire and retain workers.",""
+"id-a607c0f466ca484f8d24939eb2133484","CourseOfAction","Spoke and Hub Service Model","",""
+"id-4e7f79c52cbb47449f270fb17c2dfdab","CourseOfAction","Stand Up For Human Rights & The Rule Of Law","The Government will also continue to stand up for human rights and the rule
+of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig
+and Michael Spavor must be brought home. This is something for which all
+Canadians stand united.",""
+"id-004dffa981a74f6e91e19b4baa86374a","CourseOfAction","Standardize National Long-Term Care","The Government will also:
+• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible;",""
+"id-5fab96f8de614f10813b4cf00842dd75","CourseOfAction","Stay in Control (Course of Action)","Stay in Control
+Your workspace is a very important place: it contains your work and you have a responsibility to ensure its properly secured and controlled. However, that doesn’t mean you can’t open up securely.
+Proper access management is required so that we can separate the two main types of users: your team’s members and external contributors. The latter could be a person from within your organization or from the public.
+There may be more types of roles available depending on the platforms, but these are the main buckets we think of when working in the open.
+Depending on the platform you use, various controls may be offered to let you openly share your documents and your work while remaining in control of its content.
+In SharePoint, a platform most often available as “Inner Source” only, a team can open up their workspace by default to their colleagues and create specific folders with more restricted access to privately work on documents only when absolutely required.
+With most collaboration platforms, whether it’s SharePoint, Google Docs, etc., there usually is an option to let external contributors consult your documents and add comments but prevent them from making changes directly. This way, you remain in control of the main version but you enable people to stop by and provide feedback on a continuous basis. Additionally, such platforms usually offer a functionality that let the owner of the documents revert changes made by someone else, ensuring that only approved changes remain on your official versions that will be kept for information management purposes.",""
+"id-bd10bdac3ea64519843697db4ec0136a","CourseOfAction","Strengthen the Official Languages Act","",""
+"id-33761151bc134ded8f7d5d6c6e3a51a9","CourseOfAction","Strengthen the Official Languages Act","",""
+"id-d38db90fe8584083955916bf25439142","CourseOfAction","Support Black Culture & Heritage","The Government will redouble its efforts by:
+• Taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage.",""
+"id-72c80b85a15c4be5b02290134cd2828d","CourseOfAction","Support Capacity Building","The Government will also:
+• Support additional capacity-building for First Nations, Inuit, and the Métis Nation.",""
+"id-f33c71e6aea44294b5ed6afdf3162c3b","CourseOfAction","Support For Hardest-Hit Industries","And introducing further support for industries that have been the hardest
+hit, including travel and tourism, hospitality, and cultural industries
+like the performing arts.",""
+"id-c05e1bc2ca1442709911398d595fc2c1","CourseOfAction","Support For Hardest-Hit Industries","And introducing further support for industries that have been the hardest
+hit, including travel and tourism, hospitality, and cultural industries
+like the performing arts.",""
+"id-0b1ae80930bb4046818b4a1da5e15a7d","CourseOfAction","Support Health Care Systems Capacity","The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE.",""
+"id-d7428a7b378a4dc3b26375c85854dc2a","CourseOfAction","Support Regional Airline Routes","And to further link our communities together, the Government will work with
+partners to support regional routes for airlines. It is essential that Canadians have
+access to reliable and affordable regional air services. This is an issue of equity, of
+jobs, and of economic development. The Government will work to support this.",""
+"id-825c396f868a4b7b9c50e745a597147b","CourseOfAction","Support Renewable Energy Investment","• And support investments in renewable energy and next-generation clean energy and technology solutions.",""
+"id-e7a67549635c42b1b96011d998e86230","CourseOfAction","Support Sector Transformation Towards Net-Zero Future","Canada cannot reach net zero without the know-how of the energy sector,
+and the innovative ideas of all Canadians, including people in places like
+British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador.
+The Government will:
+• Support manufacturing, natural resource, and energy sectors as they
+work to transform to meet a net zero future, creating good-paying
+and long-lasting jobs;",""
+"id-5661978e3a604aac85403d05e7a6aed9","CourseOfAction","Support Seniors with Provinces & Territories","Central to this is recognizing that one of the greatest tragedies of this pandemic
+is the lives lost in long-term care homes. Elders deserve to be safe, respected,
+and live in dignity.
+
+Although long-term care falls under provincial and territorial jurisdiction,
+the federal government will take any action it can to support seniors while
+working alongside the provinces and territories.",""
+"id-9b0d213326964c2f8e650dbd0a028512","CourseOfAction","Support Seniors with Provinces & Territories","Central to this is recognizing that one of the greatest tragedies of this pandemic
+is the lives lost in long-term care homes. Elders deserve to be safe, respected,
+and live in dignity.
+
+Although long-term care falls under provincial and territorial jurisdiction,
+the federal government will take any action it can to support seniors while
+working alongside the provinces and territories.",""
+"id-3c7dbfaf29374f4b90b6c2c54f0bb485","CourseOfAction","Surveys and Research - Identify Gaps In Available Data","• Surveys and Research Identify gaps in available data that describes the operational environment of the business, and act proactively to fill those gaps.",""
+"id-de1bfcc517df4e8e91ed7f1ebe1d166f","CourseOfAction","Target Additional Financial Support to Affected Businesses","Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have.
+To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision.
+This will ensure that decisions are made with the health of Canadians as the first priority.",""
+"id-b2d58272a7194b4f96cfad1276a3e99f","CourseOfAction","Target Additional Financial Support to Affected Businesses","Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have.
+To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision.
+This will ensure that decisions are made with the health of Canadians as the first priority.",""
+"id-60693e84df3f479088316b2928a4dfcc","CourseOfAction","Think Lean (Course of Action)","",""
+"id-808341f6bcd0495b8c7da3c76112a8d5","CourseOfAction","Unified Log Management & Analytics Approach","",""
+"id-29ced5b5f0664a6c9d35aff565b12c88","CourseOfAction","Universal Broadband Fund","",""
+"id-391b10b1b16941e994a87ad82663dabb","CourseOfAction","Update Canada's COVID-19 Economic Response Plan","This fall, the Government will release an update to Canada’s COVID-19
+Economic Response Plan. This will outline the Government’s economic and
+fiscal position, provide fiscal projections, and set out new measures to
+implement this Throne Speech.
+
+This update will make clear that the strength of the middle class, and the
+wellbeing of all Canadians, remain Canada’s key measures of success.",""
+"id-c0de0d1e35d948d6a318b6332715c67c","CourseOfAction","Update Outdated IT Systems","From researchers developing vaccines, to entrepreneurs building online stores,
+this pandemic has reminded us of the power of the knowledge economy, and
+how vital it is for our future.
+Canadians are leading, and they should have government services that keep up.
+The Government will make generational investments in updating outdated IT
+systems to modernize the way that Government serves Canadians, from the
+elderly to the young, from people looking for work to those living with a disability.",""
+"id-82efa8a8153e418b8bc8c39993160efb","CourseOfAction","Update Outdated IT Systems","From researchers developing vaccines, to entrepreneurs building online stores,
+this pandemic has reminded us of the power of the knowledge economy, and
+how vital it is for our future.
+Canadians are leading, and they should have government services that keep up.
+The Government will make generational investments in updating outdated IT
+systems to modernize the way that Government serves Canadians, from the
+elderly to the young, from people looking for work to those living with a disability.",""
+"id-f6ac9ba473f04f4fbe029dfde61a5433","CourseOfAction","Women’s Entrepreneurship Strategy","The Government will also accelerate the Women’s Entrepreneurship Strategy,
+which has already helped women across Canada grow their businesses.",""
+"id-a60fc590d88c4ebdad14c57c92d11591","CourseOfAction","Women’s Entrepreneurship Strategy","The Government will also accelerate the Women’s Entrepreneurship Strategy,
+which has already helped women across Canada grow their businesses.",""
+"id-83e61e960a7a4095a1bfeef741a6a70e","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by:
+• Supporting Canadians as they build new skills in growing sectors;
+• Helping workers receive education and accreditation;
+• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.",""
+"id-2a0e98c5d3ec4db68300ad1003a29ea0","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by:
+• Supporting Canadians as they build new skills in growing sectors;
+• Helping workers receive education and accreditation;
+• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.",""
+"id-6217b0d4c8c14eff8afe459493ca85cd","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by:
+• Supporting Canadians as they build new skills in growing sectors;
+• Helping workers receive education and accreditation;
+• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.",""
+"id-9f2400c2c80f470ba4aaaade59f3e78c","CourseOfAction","Worker Training","We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by:
+• Supporting Canadians as they build new skills in growing sectors;
+• Helping workers receive education and accreditation;
+• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.",""
+"id-e04d03fd84df462bae750fed394a81a5","CourseOfAction","Youth Employment & Skills Strategy","Another example of how the Government will create jobs is by significantly
+scaling up the Youth Employment and Skills Strategy, to provide more
+paid work experiences next year for young Canadians.",""
+"id-09c519b53497463a9a9f807f532eaaff","CourseOfAction","Youth Employment & Skills Strategy","Another example of how the Government will create jobs is by significantly
+scaling up the Youth Employment and Skills Strategy, to provide more
+paid work experiences next year for young Canadians.",""
+"id-8cf909a92143414c9527cf58261d2a80","Resource","1988 National Bureau of Standards’ Management Guide to Software Reuse (Resource)","1988 National Bureau of Standards’ Management Guide to Software Reuse (PDF 2.2 MB)
+https://www.govinfo.gov/content/pkg/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3/pdf/GOVPUB-C13-dca04f7b7fc21321e39de88b35b2f1d3.pdf",""
+"id-97647a3abc884166b7dc2b938fe26524","Resource","2018-19 Survey of Canadians on Privacy (Resource)","https://www.priv.gc.ca/en/opc-actions-and-decisions/research/explore-privacy-research/2019/por_2019_ca/
+Date modified: 2019-05-09
+
+Final Report
+Prepared for the Office of the Privacy Commissioner of Canada
+
+Supplier Name: Phoenix SPI
+Contract Number: 2R008-180131-001_CY
+Contract Value: $66,185.51 (including HST)
+Award Date: 2018-10-10
+Delivery Date: 2019-03-11
+
+Registration Number: POR 055-18
+
+For more information, please contact: publications@priv.gc.ca
+
+Prepared for the Office of the Privacy Commissioner of Canada
+Supplier name: Phoenix Strategic Perspectives Inc.
+March 2019
+
+This public opinion research report presents the results of a telephone survey conducted by Phoenix SPI on behalf of the Office of the Privacy Commissioner of Canada. The research study was conducted with 1,516 Canadians aged 16 and older February 6-20, 2019.
+
+This publication may be reproduced for non-commercial purposes only. Prior written permission must be obtained from the Office of the Privacy Commissioner of Canada. For more information on this report, please contact the Office of the Privacy Commissioner of Canada at: publications@priv.gc.ca or at:
+
+Office of the Privacy Commissioner of Canada
+30, Victoria Street
+Gatineau, Quebec
+K1A 1H3
+
+Table of figures
+Figure 1: General knowledge of privacy rights
+Figure 2: General knowledge of how to protect privacy rights
+Figure 3: Concern about protection of personal privacy
+Figure 4: Knowledge of how new technologies affect privacy
+Figure 5: Views on whether businesses respect privacy rights
+Figure 6: Views on whether the federal government respects privacy rights
+Figure 7: Concern online personal information will be used to make decisions about people
+Figure 8: Concern online personal information will be used or stolen
+Figure 9: Security measures taken on mobile devices
+Figure 10: Body as Information: Concerns about sharing information in different scenarios
+Figure 11: Body as Information (over time)
+Figure 12: Effect of privacy practices on willingness to do business with a company
+Figure 13: Effect of privacy practices on willingness to do business (over time)
+Figure 14: Precautions taken to protect personal information
+Figure 15: Use of personal information for gain
+Figure 16: Impact of privacy breaches on willingness to share personal information
+Figure 17: Understanding of the Government of Canada’s use of citizens’ information
+Figure 18: Understanding of intelligence-gathering activities in Canada
+Figure 19: Understanding of sources used by Government of Canada to collect information
+Figure 20: Comfort with the Government of Canada sharing personal information
+Figure 21: Level of control over personal information being used
+Figure 22: Entity responsible for privacy protection
+Figure 23: Views on companies sharing personal information for purposes unrelated to providing a service",""
+"86ed5772-cd99-4712-be83-06bcf62fd22a","Resource","<> Data","",""
+"dc1ff0e5-1b81-4300-80e7-cd98eb522afb","Resource","<> Data","",""
+"159e1920-3016-467c-998c-d35301ed0786","Resource","<> Data (copy)","",""
+"a0c510ff-bccb-40f2-9107-47b23629d257","Resource","<> Application","",""
+"b57dc2f4-0db9-4811-b888-94dc72004f23","Resource","<> Application (copy)","",""
+"29d3eb2a-6c7a-49e9-8131-3aae5e756f89","Resource","<> Finacial","",""
+"514a227a-159e-4bc3-ba61-9f612aea76da","Resource","<> Finacial","",""
+"25d0ebbc-c2ab-4982-89a5-942fe46346c1","Resource","<> Reputation ","",""
+"398f3c52-b0fa-4548-8533-604195d1c8e6","Resource","<> Reputation ","",""
+"79a13e82-3be0-45bd-a97c-17d6edb600b2","Resource","<> Reputation (copy)","",""
+"id-fe5e0056eee24067bbc3d73298d5a977","Resource","A working definition of Government as a Platform (Resource)","A working definition of Government as a Platform, is an essay from Richard Pope presenting how governments can become platforms from which citizen services can be designed by reusing components and services.
+https://medium.com/digitalhks/a-working-definition-of-government-as-a-platform-1fa6ff2f8e8d",""
+"1495ba38-6b41-4521-a32c-d90ef1faa45d","Resource","Asset","Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset.",""
+"6448ee50-8b74-4244-a962-409e3fbc5989","Resource","Asset","Asset is a valuable resource owned by the organization and needs to be protected for loss. It can be tangible, intangible and human asset.",""
+"844fdeb0-0d1b-4172-8e1f-5f8c52f92376","Resource","Asset at Risk","",""
+"id-f4242fca0ff64915ab54a0f8791cdee6","Resource","Citizen First 8: An in depth look at how citizens experience government services (Resource)","https://citizenfirst.ca/research-and-publications/citizens-first
+
+The Citizens First series takes an in depth look at how citizens experience government services. Over the years, Canadians have been asked what they think about the delivery of public services, what are their expectations, and what they see as the priorities for improvement.
+
+Use the research findings to gain a deeper understanding of how citizens experience government services. This knowledge enables you, as a service provider, to improve service based on a citizen perspective and empirical evidence.
+
+Background
+Originally published in 1998, Citizens First was coined as a landmark study that focused on citizen-centred service delivery. Over the years, the Citizens First series has changed and grown, introducing new elements and increasing the depth of understanding of how citizens experience government services.
+
+The Citizens First series has established the gold-standard for research on public sector service delivery, not only in Canada, but around the world. The distinctive methodology and approach have equipped public sector managers with the tools they need to identify action priorities for service improvement in the public sector.
+– Ralph Heintzman",""
+"id-e74209ce62514bd18bd4df3b6be37f7f","Resource","Common Components for DigitalBC (Resource)","Common Components for #DigitalBC, a blog from Jaime Boyd, British Columbia’s CIO, on re-usable building blocks, used together, or separately.
+https://jaimieboyd.medium.com/common-components-for-digitalbc-99e0cc2befb4",""
+"id-a998e51996544be8832efe5c5b82b262","Resource","Gartner's Data Governance Discussion Paper For ESDC (2014)","“In 2013 Gartner was contracted to provide a review of the Information Security Practices of Employment and Social Development (ESDC). Among their recommendations was one with respect to “improving governance”. In the course of researching that recommendation in more detail and exploring related strengths and weaknesses across the continuum of ESDC’s management of information security, it became apparent that a key driver of risk was inconsistent or inadequate enterprise leadership, policy, and process in the area of data management”. Data Governance Discussion Paper, Gartner for ESDC IITB, March 20, 2014.",""
+"id-35287825a88d469e891a29fbae506b41","Resource","GC Enterprise Architecture Framework - Application Architecture Guide","Application architecture
+Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases.
+
+Use open source solutions hosted in public cloud
+select existing solutions that can be reused over custom built
+ How to achieve:
+ * Summarize how the architecture leverages and reuses existing solutions, components, and processes including:
+ * Existing processes being reused or leveraged;
+ * Existing solutions being reused or leverage, and;
+ * Existing components being reused or leveraged.
+ Tools:
+ * Target State Architecture
+ * Interim State Architecture
+ * EA Assessment
+
+contribute all improvements back to the communities
+ How to achieve:
+ * Summarize how the team will align to the TBS Guidance on Open Source Publishing to support the production of better solutions
+ * Summarize how the team will leverage/has leverage the Open Source community
+ Tools:
+ * Target State Architecture
+ * Interim State Architecture
+register open source software to the Open Resource Exchange
+ How to achieve:
+ * Summarize how the architecture will leverage the Open Resource Exchange.
+ * Summarize how the architecture will utilize APIs to support Open Data feeds
+ Tools:
+ * Target State Architecture
+ * Interim State Architecture
+Use software as a service (SaaS) hosted in public cloud
+choose SaaS that best fit for purpose based on alignment with SaaS capabilities
+ How to achieve:
+ * Summarize how the recommended SaaS is the best fit for purpose based on alignment with SaaS capabilities of SaaS provider and Dept/SSC
+ Tools:
+ * Option analysis
+choose a SaaS solution that is extendable
+ How to achieve:
+ * Summarize how the recommended SaaS is extendable
+ Tools:
+ * Option analysis
+ * EA Assessment
+configure SaaS and if customization is necessary extend as open source modules
+ How to achieve:
+ * Summarize how the recommended SaaS can be customized through Open Source modules.
+
+ Tools:
+ * Option analysis
+ * EA Assessment
+Design for Interoperability
+design systems as highly modular and loosely coupled services
+ How to achieve:
+ * Summarize how the architecture supports the implementation through:
+ * Simple independent functions
+ * Highly modular
+ * Loosely coupled
+ * Deployed into a container that has just a single application with the ability to build the smallest image
+ Tools:
+ * Target State Architecture
+ * Interim State Architecture
+expose services, including existing ones, through APIs
+ How to achieve:
+ * Summarize how the architecture exposes functionality as services and these services are accessible through common methodologies
+ * Summarize how the architectures aligns to the Government of Canada Standards on APIs
+ Tools:
+ * Target State Architecture
+ * Interim State Architecture
+make the APIs discoverable to the appropriate stakeholders
+ How to achieve:
+ * Summarize which APIs will be published to the ESDC API store
+ * Summarize which APIs will be published to the GC API store
+ * Summarize the rational for not publishing APIs to an API store
+ Tools:
+ * Target State Architecture
+ * Interim State Architecture
+Design for Interoperability, Proposed amendment Jan 8, 2021
+design systems as highly modular and loosely coupled services
+ How to achieve:
+ *
+make all services available through a well-defined interface, such as an application programming interface (API)
+ How to achieve:
+ *
+all APIs with potential for cross-departmental, inter-jurisdictional, or public consumption must be published to the GC API Store
+ How to achieve:
+ *
+use the Canadian Digital Exchange Platform (CDXP) for data exchange where suitable (e.g., GC Event Broker for asynchronous messaging)",""
+"id-26b75b2edb64427d9082cecc897e383f","Resource","GC Enterprise Architecture Framework - Business Architecture Guide","Business Architecture
+
+Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus.
+Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs
+Clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service
+In order to ensure that a service will be able to meet the users and stakeholders' needs, it needs to understand what needs it is trying to provide service for, who their users and stakeholders are, both internal and external.
+Once the needs, the users and stakeholders are defined, then a service provider can proceed to create a stakeholder mapping to further understand the relationship between the service and the users & stakeholders, ie. how a change in one component impacts the other.
+From there, the service provider can conduct need analysis of its users and stakeholder to develop a program, a policy or a service that meets their needs (this practice may also be known as stakeholder requirements or value mapping).
+This exercise can also help define the limitation/scope of the program/policy/service to better manage the expectation of their users/stakeholders.
+
+ How to demonstrate that the project fulfils this framework:
+ * summarize the needs and outcome of each key external and internal stakeholders in scope of the architecture
+ * demonstrate how the architecture is focused on the needs and outcomes of internal and external stakeholders
+ Tools:
+ * Business Case
+ * Stakeholder (Actors, Roles, Organizational Units) Mapping & Stakeholder requirements
+ * Outcomes
+ * Business Process Map
+ * Value Stream and Value Mapping
+
+include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service
+To ensure that a service can be used by all its users, it is important to note the specific requirements for specific users and to that extent, it is important to take note and apply the policy that governs the service standards when providing service to the specific user groups.
+This will in turn enable the service to be far-reaching and more inclusive to all its users.
+
+ How to demonstrate that the project fulfils this framework:
+ * Outline what policies constrain the architecture
+ * Outline positive and negative impact the policy has on the architecture to meet the needs of the stakeholder
+ * Outline how architecture supports full spectrum of service design and user experience
+ Tools:
+ * User Interface Design Principles
+
+perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making
+When a service has an in-system developed automation for decision making, it is essential that the service perform AIA, to ensure that the result of this decision making is impartial and fair, and the impact of that decision would be the same as if the decision is made manually, only faster.
+The use of this type of system must closely follow the Directive on Automated Decision-Making.
+
+ How to demonstrate that the project fulfils this framework:
+ * Provide the impact level based on the completion of the conceptual AIA
+ * Describe how the architecture will address the recommendations coming from the AIA
+ * Describe how the architecture meets the directive's requirements for the impact level
+ Tools:
+ * AIA Results (Conceptual)
+
+Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels (for example, lean process)
+When creating a service, make sure the service delivery is modeled end-to-end to make sure the intended end users can actually reap the benefit of the service being offered.
+Go through the business process map step-by-step to ensure all points/nodes within the process behaves expectedly resulting in an intended outcome.
+Ensure all points/nodes within the process is optimized.
+Create all possible positive and negative scenarios that can possibly occur.
+Then go through different possible scenarios to ensure the service is still being delivered correctly, effectively and efficiently.
+ How to demonstrate that the project fulfils this framework:
+ * Summarize the delivery of value to customer across the architecture’s business ecosystem and the contribution of each stakeholder to the value
+ Tools:
+ * Business Process Map
+ * Business Impact Assessment
+ * Value Stream and Value Mapping
+
+Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada
+identify which departmental/GC business services, outcomes and strategies will be addressed
+To ensure that the Government of Canada provide the best service to its citizen, the services provided needs to be cohesive, ie. the work conducted by each department needs to complement each other to avoid overlap and to ensure continuance of service from one department to another.
+In order for a service to be meaningful, it needs to be tied into the driver of why the service is required and the outcome expected from a departmental mandate. The service can affect the mandate directly/indirectly, however, one needs to justify the needs of the service in relation to the actual mandate of the department.
+
+ How to demonstrate that the project fulfils this framework:
+ * Outline the GC/Departmental Strategies the architect aligns and/or implements
+ * Describe the architecture's contribution to realizing the appropriate outcomes of the strategy
+ Artifacts:
+ * Drivers
+ * Outcomes (intimidate and ultimate)
+ * Business services (External)
+
+establish metrics for identified business outcomes throughout the life cycle of an investment
+Once we know which outcome that a service is tied into, and whether or not it is directly affecting the outcome expected, we need to be able to justify the effort required to build the service vs. the outcome exerted by the service.
+We need a way to quantify the impact of this service / establish a metrics for this service.
+This is an important step to ensure that we can prioritize the effort correctly to identify and build the right service that is of high priority with the budget assigned.
+ How to demonstrate that the project fulfils this framework:
+ * What are the metrics used to ensure that the outcomes are being realized
+ * What data is required for the metrics and identify how any gaps in the data will be addressed.
+ Tools:
+ * Value Stream (Measure KPI linked to benefits outcomes and objectives)
+
+translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation
+Once we understood the outcomes and strategy to achieve the outcome, we need to translate it into business capability implications. Historically, the Business Capability Model is a common vocabulary between business, development and operation.
+When the plan conveyed is understood by the development and operation, it would be easier to obtain the system required.
+Having an open communication between the various teams also helps in getting the right solution that closely match the business requirement.
+ How to demonstrate that the project fulfils this framework:
+ * Outline the business capabilities involved in achieving each outcome
+ Tools:
+ * Business Impact Assessment
+ * Departmental BCM
+ * GC BCM (mapping to D BCM)
+ * Value Stream
+Promote horizontal enablement of the enterprise
+identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders
+In creating any service, we always need to go back to think about the users/stakeholders. Put ourselves in the users'/stakeholders' shoes. If we are at the receiving end of the service, what kind of experience do we get when we are trying to get the service. Does the user need to know where to get related services, or can we provide them with a seamless service, a cohesive service ? How do we provide a good experience to the users / stakeholders ?
+We need to start thinking more of an enterprise level, starting at the departmental level first. How can we enable this service across the department ? Is there any opportunity to reuse what we have in other areas of the department ? What do we need to do to leverage this process ?
+We need to plug in to community of practices, network of expertise or other working groups in order to exchange information, understand the various obstacles experienced by others, get lessons learned from others' experiences, share lessons learned, learn from others how they overcome similar obstacles in their work, share your solutions to others.
+ How to demonstrate that the project fulfils this framework:
+ * Summarize the departmental / GC opportunities where the architecture could be reused
+ * Summarize departmental/GC architectures that impact or influence the ability of the user having a cohesive experience
+ (what are the plans to ensure user has a cohesive experience across these architectures and the ecosystem)
+ Tools:
+ * Business Capability
+ * Departmental Value Stream model
+ * Projects to Value Stream Script
+
+reuse common business capabilities, processes and enterprise solutions from across government and private sector
+If there is a business capabilities, processes or enterprise solution that can be utilized in creating the service, eg. perhaps during the exchange of information from working groups, community of practices, workshops or even from working with private sectors, that are proven to work, we should consider using it prior to inventing our own.
+This will optimize the time required to build the approach or the solution. Rather than having to proof the concept or solution actually works, use the ones that have a proven record.
+ How to demonstrate that the project fulfils this framework:
+ * Describe the plan and approach to standardize the realization of the business capability so it can be reused within the department and GC
+ Tools:
+ * Projects to value Stream Script
+ * Business Capability Heat map
+
+publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services
+Going back to the previous point on thinking at an enterprise level, one of the ways to enable a service that we build across the GC is by having it published in the open for other departments to see and re-use. Then and only we can create a cohesive horizontal enterprise services to create a cohesive experience to the users / stakeholders.
+ How to demonstrate that the project fulfils this framework:
+ * Outline the plan to allow other public sector organizations to reuse the common capability
+ Tools:
+ * Business Capability Heat Map
+ * Projects to Value Stream Script",""
+"id-52f4ae0a055f4c538e1f4434ef79addb","Resource","GC Enterprise Architecture Framework - Information Architecture Guide","Information Architecture
+
+Information architecture includes both structured and unstructured data. The best practices and principles aim to support the needs of a business service and business capability orientation. To facilitate effective sharing of data and information across government, information architectures should be designed to reflect a consistent approach to data, such as the adoption of federal and international standards. Information architecture should also reflect responsible data management, information management and governance practices, including the source, quality, interoperability, and associated legal and policy obligations related to the data assets. Information architectures should also distinguish between personal and non‑personal data and information as the collection, use, sharing (disclosure), and management of personal information must respect the requirements of the Privacy Act and its related policies.
+
+Collect data to address the needs of the users and other stakeholders
+assess data requirements‑based program objectives, as well users, business and stakeholder needs
+ How to achieve:
+ * Summarize how the architecture meets the data needs of the users and other key stakeholders including:
+ * How does the data asset contribute to outcomes/needs of the user and other stakeholders
+ * Gaps in the existing data assets to meet the needs of the users and other stakeholders and how the architecture addresses these gaps
+ * Gaps in data collection and analysis and how the architecture is addressing it so that department can ensure that we are serving the members of our society
+ * Alignment to the data foundation of the departmental information/data architecture practice
+ * Alignment to the theoretical foundation of the departmental information/data architecture practice
+ Tools:
+ * For Data Foundation – Implement:
+ * Data Catalogue
+ * Benefits Knowledge hub
+ * Data Lake (growth)
+ * Data Science and Machine Platform
+ * Stakeholder Requirements
+ * Solution Requirements
+collect only the minimum set of data needed to support a policy, program, or service
+ How to achieve:
+ * Summarize how the architecture aligns to “collect with a purpose” including:
+ * What is necessary (as opposed to what is sufficient) to meet the stakeholder need
+ * Supporting Performance Information Profiles (PIPs) used to assess a progress towards target and broader objectives
+ Tools:
+ * Value Stream (Value Item and Value Proposition – Context on What we measure)
+ * KPI Linked to benefits outcomes and objectives
+reuse existing data assets where permissible and only acquire new data if required
+ How to achieve:
+ * Summarize reusability of the architecture’s data assets given:
+ * Context of data assets and user and stakeholder needs
+ * Data quality and fit for purpose
+ * Privacy and Security Regulatory Framework
+ Tools:
+ * Legislative / Regulations
+ensure data collected, including from third-party sources, are of high quality
+ How to achieve:
+ * Summarize how the architecture meets the data quality requirements of third-party sources:
+ * Data quality meets fit for purpose
+ * Data quality dimensions including:
+ * Relevance,
+ * Timeliness
+ * Consistency,
+ * Reliability,
+ * Interpretability,
+ * Usability
+ * Data quality mechanism
+ Tools:
+ * Data Foundation – Implement (Leverage the standard definition)
+ * Data Catalogue
+ * Benefits Knowledge hub
+ * Data Lake (growth)
+ * Data Science and Machine Platform
+Manage and reuse data strategically and responsibly
+define and establish clear roles, responsibilities, and accountabilities for data management
+ How to achieve:
+ * Summarize how the architecture assists in defining key data management roles and their responsibilities to ensure data is correct, consistent, and complete including:
+ * Identifies the data steward responsibilities;
+ * Identifies the data consumer responsibilities, and;
+ * Identifies the data custodian responsibilities.
+ Tools:
+ * Stakeholders
+ * Business Process Model
+ * Functional Requirements
+ * Business Glossary
+identify and document the lineage of data assets
+ How to achieve:
+ * Summarize how the architecture’s data assets demonstrate alignment with department's data governance and strategy including:
+ * Alignment to the data foundation of the ESDC information/data architecture practice
+ * Alignment to the theoretical foundation of the ESDC information/data architecture practice
+ Tools:
+ * Target state (solution data elements)
+ * Data Foundation – Implement (Leverage the standard definition)
+ * Data Catalogue
+ * Benefits Knowledge hub
+ * Data Lake (growth)
+ * Data Science and Machine Platform
+ * Theoretical Foundation
+ * EDRM (Conceptual and Logical)
+ * Business Glossary
+ * Departmental Data Strategy
+define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation
+ How to achieve:
+ * Summarize for each key data assets:
+ * Retention and disposition schedules
+ * Disposition process
+ Tools:
+ * Target state (solution data elements)
+ * Non Functional Requirements
+ * IM Best Practices and Standards
+ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements
+ How to achieve:
+ * Summarize how the architecture enables interoperability, reuse and sharing to the greatest extent possible within and across departments
+ * Summarize how the architecture avoids data duplication
+ Tools:
+ * Target State
+ * Data Foundation – Implement (Leverage the standard definition)
+ * Data Catalogue
+ * Benefits Knowledge hub
+ * Data Lake (growth)
+contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data
+ How to achieve:
+ * Summarize the alignment to departmental/GC:
+ * Data taxonomy structure
+ * Data classification structure
+ Tools:
+ * Data Foundation – Implement (Leverage the standard definition)
+ * Data Catalogue
+ * Theoretical Foundation
+ * EDRM (Conceptual and Logical)
+ * Business Glossary
+Use and share data openly in an ethical and secure manner
+share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics
+ How to achieve:
+ * Summarize how the architecture supports sharing data openly by default as per Directive on Open Government and Digital Standards given:
+ * Existing departmental and GC data standards and policies
+ * International data standards; and the Privacy Act,
+ * Fitness for purpose
+ * Ethics
+ Tools:
+ * Data Foundation – Implement (Leverage the standard definition)
+ * Data Catalogue
+ * Benefits Knowledge Hub
+ * Data Lake (growth)
+ * Data Science and Machine Platform
+ * Theoretical Foundation
+ * EDRM (Conceptual and Logical)
+ * Business Glossary
+ * Departmental Data Strategy
+ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts
+ How to achieve:
+ * Summarize how the architecture utilises existing enterprise and international data standards
+ * Summarize how the architecture has developed any data standards through open collaboration with key subject matter experts and the Enterprise Data Community of Practice.
+ Tools:
+ * Data Standards
+ * NIEM
+ * OpenData
+ * National Address Register
+ * Reference Data Repository
+ensure that combined data does not risk identification or re‑identification of sensitive or personal information
+ How to achieve:
+ * Summarize how the architecture ensures the aggregation and combing of data does not pose a risk to information sensitivity or personal information
+
+Design with privacy in mind for the collection, use and management of personal Information
+ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments
+ How to achieve:
+ * Describe how the architecture aligns to guidance of the ATIP Office around personal information regulatory framework; policy framework; and consent directives
+assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed
+ How to achieve:
+ * Has the initiative assessed if personal information will be collected, used, disclosed, retained, shared, and disposed
+only collect personal information if it directly relates to the operation of the programs or activities
+ How to achieve:
+ * Summarize how the architecture ensures the personal information collected is directly required to the operational of the programs or activities
+notify individuals of the purpose for collection at the point of collection by including a privacy notice
+ How to achieve:
+ * Does the solution’s privacy notice provide the purpose for collecting this personal information
+ * Does the solution provide a privacy notice at the point of personal information collection
+personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act
+ How to achieve:
+ * Does the architecture collect personal information directly from the individual
+ * If no, what personal information is collect form other sources and does it comply with the Privacy Act and the consent directive of the source
+ Tools:
+ * Target State Architecture
+ * Interim State Architecture
+personal information must be available to facilitate Canadians’ right of access to and correction of government records
+ How to achieve:
+ * Summarize how the architecture facilitates Canadian's right to access their personal information records
+ * Summarize how the architecture facilitates Canadian's right to correct their personal information records
+ Tools:
+ * Target State Architecture
+ * Interim State Architecture
+design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information
+ How to achieve:
+ * Summarize how the architecture limits the use and disclosure of personal information in accordance to the privacy legislative; policy frameworks and consent directives
+design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required
+ How to achieve:
+ * Summarize how the architecture ensures personal information remains accurate
+ * Summarize how the architecture ensures personal information remains up-to-date
+ * Summarize how the architecture ensures personal information remains complete as possible
+ * Summarize how the architecture ensures personal information can be corrected if required
+ Tools:
+ * Non Functional Requirements
+ * FUnctional Requirements
+de‑identification techniques should be considered prior to sharing personal information
+ How to achieve:
+ * Outline the de-identification techniques used by the architecture in sharing personal information
+in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals
+ How to achieve:
+ * Describe how the architecture addresses the recommendations of the PIA
+ * If not all recommendations of the PIA are being addressed, outline how the business will address any residual risks of the PIA
+
+establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office
+ How to achieve:
+ * Are procedures established to identify and address privacy breaches
+ * Summarize how the architecture enables/supports these procedures
+ Tools:
+ * Business Process Model",""
+"id-85cc93f28f904155b0cd5f9728356f08","Resource","GC Enterprise Architecture Framework - Security Architecture Guide","Security architecture
+The GC Enterprise Security Architecture program is a government‑wide initiative to provide a standardized approach to developing IT security architecture, ensuring that basic security blocks are implemented across the enterprise as the infrastructure is being renewed.
+
+Build security into the system life cycle across all architectural layers
+identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability
+How to achieve:
+Summarize how the architecture ensures the confidentiality of the information based on its categorization and degree of injury
+Summarize how the architecture ensures the integrity of the information based on its categorization and degree of injury
+Summarize how the architecture ensures the availability of the information based on its categorization and degree of injury
+
+implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary
+How to achieve:
+Summarize how the architecture aligns with the Centre of Cyber Security’s IT Security Risk Management Framework
+
+apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit
+How to achieve:
+Describe the security measures that protect the data at rest while meeting business and users needs
+Describe the security measures that protect the data in transit while meeting business and users needs
+design systems to be resilient and available in order to support service continuity
+How to achieve:
+Outline the architecture’s resilient characteristics support service continuity objectives
+Outline the architecture’s availability characteristics support service continuity objectives
+Tools:
+Non-functional Requirements
+Ensure secure access to systems and services
+identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework
+How to achieve:
+Summarize how the architectures identifies and authenticates:
+Individuals
+Processes
+Devices
+Summarize the enterprise security services leverage by the architecture
+Summarize how the architecture aligns to the Pan-Canadian Trust Framework
+Tools:
+Target State Architecture
+Interim State Architecture
+constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection
+How to achieve:
+Summarize how the architecture constrains service interfaces to authorized entities in compliance to:
+ITSG-22, and;
+ITSG-38.
+implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security
+How to achieve:
+Does the architecture use HTTPS for secure web connections
+Does the architecture use and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security
+
+establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services
+How to achieve:
+Outline what (APIs or centrally managed hybrid IT connectivity services )the architectures established secure interconnections between systems
+Tools:
+Target State Architecture
+Interim State Architecture
+Maintain secure operations
+establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance
+How to achieve:
+Have processes been established to ensure the prompt application of security related patches and updates?
+Summarize how the architecture supports these processes
+
+enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks
+How to achieve:
+Summarize how event logging within the architecture aligns to GC Event Logging Guidance in the areas of:
+Attack detection
+Attack prevention
+Attack respond
+establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security
+How to achieve:
+Describe how incident management plan aligns to GC Cyber Security Event Management
+Describe how incidents are reported to the Canadian Centre for Cyber Security (CCSB)",""
+"id-8e93acf048e549d7bbb17a02da9c7376","Resource","GC Enterprise Architecture Framework - Technology Architecture Guide","Technology architecture
+Technology architecture is an important enabler of highly available and adaptable solutions that must be aligned with the chosen application architecture. Cloud adoption provides many potential advantages by mitigating the logistical constraints that often negatively impacted legacy solutions hosted “on premises.” However, the application architecture must be able to enable these advantages.
+
+Use cloud first
+adopt the use of the GC Accelerators to ensure proper security and access controls
+ How to achieve:
+ * Summarize which cloud usage profile does the architecture align to and why
+ * Summarize which cloud connection pattern does the architecture align to and why
+ Tools:
+ * Cloud Reference Architecture
+ * Cloud Assessment Framework
+ * Summary of Cloud Access Scenarios and Usage Profiles
+
+enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS)
+ How to achieve:
+ * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for cloud service model of how:
+ * The architecture can be implemented using a GC SaaS environment, which has been identified as a possible fit, or
+ * The architecture can be implemented using a Public SaaS environment, which has been identified as a possible fit, or
+ * The architecture can be implemented using a GC PaaS environment, which has been identified as a possible fit, or:
+ * The architecture can be implemented using Public PaaS environment, which has been identified as a possible fit.
+ Tools:
+ * Cloud Reference Architecture
+ * Cloud Assessment Framework
+
+fulfill cloud services through SSC Cloud‑Brokering Services
+ How to achieve:
+ * Confirm the Team is acquiring cloud services through SSC Cloud Brokering Services. Please include the SSC Request number
+ Tools:
+ * Contact Cloud COE
+
+enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions
+ How to achieve:
+ * Summarize how the architecture, based on the TBS Right Cloud Assessment Tool, allows for public cloud, including:
+ * The data, being managed by the architecture, is PBMM or lower, and stakeholders have not raised concerns about deployment to the public cloud.
+ * A costing model / budget that is available to support an Operational Expense Model. The costs will rise and fall with the consumption of resources.
+ * The implementation of application(s), which can operate in a cloud environment and any required virtualized or dedicated hardware, is available in a cloud environment.
+ * The implementation of application(s) which can operate on the standardized offerings and SLAs of public cloud.
+ * The implementation of applications are not susceptible to latency issues, which may arise due to traffic moving through an additional circuit.
+ * The implementation of applications, which do not have voluminous transactions with an on-premises database or application.
+ Tools:
+ * Cloud Reference Architecture
+ * Cloud Assessment Framework
+
+design for cloud mobility and develop an exit strategy to avoid vendor lock‑in
+ How to achieve:
+ * Summary how the architecture allows for the execution of an exit strategy to off-board from that vendor
+ Tools:
+ * Solution Architecture
+ * Refer YDG GC EARB
+
+Design for performance, availability and scalability
+ensure response times meet user needs, and critical services are highly available
+ How to achieve:
+ * Summarize how the architecture is able to meet the user response time requirements, and achieve the user response time objectives, including:
+ * The ability to trace how the response time requirements and objectives will be met.
+ * The capacity requirements (e.g. expected normal traffic, peak traffic, expected traffic grow, etc.) that the architecture needs to meet.
+ * The ability to trace how the availability requirements and objectives will be met.
+ Tools:
+ * non-functional requirements
+
+support zero‑downtime deployments for planned and unplanned maintenance
+ How to achieve:
+ * Summarize how the architecture is able to support zero-downtime deployments for planned and unplanned maintenance, including:
+ * The planned Windows maintenance for the solution to support backups and length of Windows maintenance.
+ * The procedure for planning, scheduling and executing the planned downtime.
+ * The ability to be deployed in a manner that minimizes or limits service disruption, and which is known as zero downtime deployments.
+ * The acceptable measures for unplanned downtime.
+ Tools:
+ * non-functional requirements
+
+use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively
+ How to achieve:
+ * Summarize how the architecture utilizes distributed architectures, which assume that a failure will happen, handle errors gracefully and monitor actively, including:
+ * The ability to trace how the recoverability requirements and objectives will be met; and,
+ * The ability to be deployed in a distributed environment.
+ Tools:
+ * non-functional requirements
+
+establish architectures that supports new technology insertion with minimal disruption to existing programs and services
+ How to achieve:
+ * Summarize how the architecture allows the insertion of new technology with minimal disruption
+ Tools:
+ * non-functional requirements
+
+control technical diversity; design systems based on modern technologies and platforms already in use
+ How to achieve:
+ * Summarize the technology standards’ state (emerging, baseline, containment or retirement) of the products required/recommended to implement the architecture. For those products in the containment or retired state please provide rational for selecting those products
+ * Identify new technology standards required by the architecture
+ Tools:
+ * non-functional requirements
+
+Follow DevSecOps principles
+use continuous integration and continuous deployments
+ How to achieve:
+ * Summarize how the architecture can be deployed following a continuous integration approach
+ * Summarize how the architecture can be deployed following a continuous deployment approach.
+ Tools:
+ * CICP mesh
+
+ensure automated testing occurs for security and functionality
+ How to achieve:
+ * Summarize the automated security and functionality testing that will be/has been executed on the solution.
+
+include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process
+ How to achieve:
+ * Summarize the role and responsibilities users and other stakeholders have in DevSecOps processes.
+ Tools:
+ * Project Charter",""
+"id-f94a8735f13248d1841d1c8a9d547398","Resource","GC Service & Digital Target Enterprise Architecture (Resource)","GC Service & Digital Target Enterprise Architecture
+https://wiki.gccollab.ca/GC_Service_%26_Digital_Target_Enterprise_Architecture",""
+"id-e41f35d8dfc54f32b071e768981eac50","Resource","Government 2.0 (Resource)","Government 2.0 is a list of essays and interviews from Tim O’Reilly, who is known as the person to coin the term “Government as a platform”.
+https://www.oreilly.com/tim/gov2/",""
+"id-a6eda7b4b4464705b2ee4434a271cb01","Resource","Government as a Platform - Digital Government and Gov 2.0 (Resource)","Government as a Platform: the foundation for Digital Government and Gov 2.0 is an essay from Pia Andrews, presenting her vision of a Digital Government, a Government as a platform. She also explores the API model for governments as well as the concepts of reusable components across services. Pia is now working us in ESDC to navigate the complexities of modernizing our business delivery to citizens.
+https://www.themandarin.com.au/118672-government-as-a-platform-the-foundation-for-digital-government-and-gov-2-0/",""
+"id-3c877b83245649f890945a99fafe1ff5","Resource","Lessons from Estonia on digital government (Resource)","Lessons from Estonia on digital government is an essay from David Eaves on how Canada could learn from Estonia’s journey by leveraging common building components for digital services, even if we consider the complexity tied to the legacy systems and policies that Canada has to deal with.
+https://policyoptions.irpp.org/fr/magazines/february-2019/lessons-estonia-digital-government/",""
+"id-9f07ae6f9ab341e5b26c65d8e93ced52","Resource","Re-use existing common components to create your product or service (Resource)","Re-use existing common components to create your product or service. The British Columbia’s Digital Common Components Catalogue.
+https://digital.gov.bc.ca/common-components",""
+"id-d176635b60b1438898ec401171cebb84","Resource","Web Experience Toolkit (Resource)","Web Experience Toolkit is a Government of Canada initiatives that “includes reusable components for building and maintaining innovative websites that are accessible, usable, and interoperable. These reusable components are open source software and free for use by departments and external Web communities.” It is a great example of how a team was able to work in the open to benefit the government as a whole but also the society itself.
+https://www.canada.ca/en/treasury-board-secretariat/services/government-communications/web-experience-toolkit.html",""
+"id-821a2d209fe24509897448957a8f0c56","ValueStream","1. General","# Questions
+ 1.1 Describe ownership and strategic partnerships of your company, does the business and infrastructure reside in Canada?
+ 1.2 Have you successfully implemented other similar projects? Provide specific examples.
+ 1.3 Does your company currently have a procurement business number (PBN)?
+ 1.4 Does your company currently have a security clearance with the Canadian Government?
+ 1.5 Has your company successfully implemented your solution in a government environment?
+ 1.6 Can you provide a demonstration of your product?
+ 1.7 Is a testing environment available for testing as part of the RFI process?",""
+"id-bcfd9224e21d4b618146bc4ea79cc33e","ValueStream","10. Cost","# Questions
+10.1 What is the licensing model/cost for your product?
+10.2 What is the pricing model used for your final integrated solution? (Please provide the published price list if available)
+10.3 Depending on your licensing model, what is the annual renewal rate for your product?
+(For example, if a perpetual licensing model is used, what is the standard maintenance and support rate? If a subscription licensing model is used, what is the renewal rate for your product?
+10.4 How your product is delivered (hosted, cloud, perpetual licenses)?
+10.5 What are the costs associated for data migration?
+10.6 What are the costs of implementation
+10.7 What are the costs, if any, that are associated with installation activities?
+10.8 Are there any potential additional fees to those listed above?",""
+"id-e18638cacf4c4188883195311ccfed15","ValueStream","11. Timelines","# Questions
+11.1 What is the estimated duration required for a simple, medium and complex installation?
+11.2 What is the estimated duration required to plan for a simple, medium and complex installation?
+",""
+"id-48ae51a57a854490bc61b37bf62b2e6c","ValueStream","2. Solution Overview","# Questions
+ 2.1 Using the Government of Canada’s Policy Framework for People Management and TBS Executive Talent Management Framework, how does your solution capture and use training data to help:
+· Build complementary teams?
+· Identify talent gaps?
+· Map Succession plans?
+· Identify skill surpluses deficiencies?
+
+ 2.2 Given the business process attached to the RFI for the departments LMS process, please comment on possible improvements, comparison to industry best practice, and how your product would align/benefit the process.
+ 2.3 How does your product classify and categorize skills, talents and competencies both for employees and for positions?
+ 2.4 How does your product manage organizational hierarchical relationships?
+
+ 2.5 How does your product provide assessments to facilitate the design and delivery of customized leadership development solutions consistent with organization's unique business and culture context?
+ 2.6 How does your product assess leadership strengths, and potential gaps?
+ 2.7 What level of configuration is possible, available, and required to meet the department’s business process?
+
+ 2.8 How is your product be configured to meet WCAG 2.0+, Revised Section 508, or EN 301 549?
+
+ 2.9 If unable to meet 2.8, is this planned in the roadmap and when? How is this to be implemented to an existing solution?
+
+ 2.10 Can different business rules be configured for different organizations/sub-organizations in the system?
+ 2.11 Does your system support performance assessments? If so, does it support the following:
+· Annual
+· 6 months
+· Self-appraisal
+· 180/360 degrees
+· Peer-to-peer
+· induction
+2.12 Does your system support branding courses differently based on group or department?
+2.13 Is your system capable of suggesting training based on current qualifications, course history and career development goals, including high potential employees?
+2.14 Does the system support access by individuals with visual, physical and cognitive disabilities using screen readers, screen magnifiers, speech input and switch-based tools?
+2.15 Does your system offer training certificates or proof of completion?",""
+"id-befa2e1572c5442197507ea1e0973b34","ValueStream","3. Reporting","# Questions
+3.1 How does your product provide reports to users and what reporting capabilities does it support?
+3.2 How does your product assess content, data and generate reports to support senior management decision making?
+3.3 Does your product support ad-hoc reporting? What (if any) limitations are involved with it.
+3.4 Can raw data be exported from the system? In which formats?
+
+3.5 Can reports be scheduled to run?
+3.6 Can reports be distributed to a predefined list of users on a schedule?
+3.7 Does the product support exporting data to other BI tools or external reporting (e.g. Crystal Reporting)?
+3.8 Can data be restricted from users based on their organization or role?
+3.9 Can reports be exported? In which formats?
+3.10 Does the product support the ability to brand and customize the look and feel of the reports by organization
+3.11 Is data in reports live? If not, how frequently are the data tables updated?
+",""
+"id-74706715b3b64585ac23b50f0d58cff1","ValueStream","4. Support","# Questions
+ 4.1 Please describe what is provided with your technical support, including but not limited to: the hours of support, methods of contacting technical support, and location of technical support.
+ 4.2 What support resources are available outside of phone support/live chat?
+ 4.3 How often is the product updated/upgraded? At what frequency would these updates be added to the system after deployment?
+ 4.4 Do you have a process for rolling out regular system updates/upgrades? If so, what is the process?
+ 4.5 Is support bilingual (French and English)?
+ 4.6 What is the availability of the system? 24/7? And with what % uptime?",""
+"id-8039c7f7a6704ceb9d8be9e4c02690fe","ValueStream","5. Architecture","# Questions
+ 5.1 What additional hardware and/or software are needed for proper performance?
+ 5.2 What level of integration is your product:
+a) capable of and
+b) What is required to function?
+ 5.3 Does your product require special network requirements (LAN or WAN) for optimal operation of this product?
+ 5.4 Is your system installed on standard server hosting, private cloud or a public cloud? If cloud based, are all your data-cloud servers located in Canada?
+ 5.5 What controls are in place to ensure proper isolation between your internal administrations from resources used by customers?
+ 5.6 If the solution is based on a multi-tenant environment, what controls are in place to isolate customer’s data from one another?
+ 5.7 Is there any additional software or hardware required for your solution?
+ 5.8 What security measures are in place to comply with https://www.tbs-sct.canada.ca/pol/doc-eng.aspx?id=12329 ? ",""
+"id-c14dc534ef2d4bfa82bbc299d283b18f","ValueStream","6. Data Conversion & Migration","# Questions
+ 6.1 Can existing courses from our current SABA LMS be migrated and reused in your solution?
+
+ 6.2 Does the solution support map4, HTML5 packages, SCORM packages, PDFs, audio clips, MS Office documents formats?
+ 6.3 How can the types of files listed in 6.2 be migrated from an existing LMS?
+ 6.4 How do you support migrating data and media files to your system?
+ 6.5 Can training results be exported and shared from another system and loaded via spreadsheet? Example user is moving from another department
+ 6.6 Is raw data accessible to the extent that it could be migrated to a new system upon contract end? If so, are there any associated costs?
+
+ 6.7 Do you have any previous experience in migrating data from an existing LMS into your solution? Is there a defined process for this?
+
+",""
+"id-48163cd283c347748cc42838ecca90b6","ValueStream","7. Security","# Questions
+ 7.1 In a networked environment, is it possible to disable your product for one user without disabling the product for the entire network?
+ 7.2 Does your product support encryption at rest, in transit or authentication (2-
+factor)? How are users authenticated?
+7.3 Is your product able to support the requirements in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM)?
+7.4 Has your service been validated and verified through the Centre for Cyber Security (CCCS)’s Cloud Service Provider IT Security Assessment Process?
+7.5 Describe how your product complies with the following Government of Canada security and privacy standards and policies:
+· Security Organization and Administration Standard
+· Operational Security Standard: Management of Information Technology Security (MITS)
+7.6 Does your product allow for user profiles (role-based access)?
+7.7 What level of redundancy exists in your data centres to ensure data recovery can be ensured?
+7.8 Are any third-party vendors used in this solution? If so, have they verified by CCCS (Cloud Service Provider IT Security Assessment Process)?",""
+"id-c8972f0a715a4ae986cf8cb5dc8283f8","ValueStream","8. Data Exchange","# Questions
+8.1 Can existing courses from our current LMS be transferred to your system?
+
+8.2 Does the system support the use of Application Programming Interfaces (APIs)?
+8.3 If yes to 8.2, Have these APIs been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment?
+8.5 Is the system able to integrate with PeopleSoft HRMS?
+8.6 Is the system able to integrate with ERP systems for cost and financial data reporting? Is the data exchange unidirectional, or bidirectional?
+8.7 Does the system support Single Sign On authentication SAML 2.0?
+
+8.8 Can the system integrate and connect with existing GC social networks (GCConnex, GCpedia, GC Intranet)?
+8.9 Does the system have the ability to track and store the capture of all transactions and data in the system? ",""
+"id-a18cf73b8aed49aebbf849cc3293a291","ValueStream","9. Training","# Questions
+9.1 In what ways are technical support team members supported in case of issues? Is there any process in place?
+9.2 How would support staff at ESDC be trained to use the system?
+9.3 What resources are available to ESDC staff after training to support administration of the system?
+9.4 Describe what, if any, training resources are available for end users and how they are delivered?
+9.5 Do you provide train the trainer training during onboarding?",""
+"id-dae55fb647c84ed4a416aa9cf0fdbfd4","ValueStream","Agent Portal (Value Stream)","",""
+"id-59919adba5204000b46debfcd1db4248","ValueStream","Auto Enrol (Value Stream)","",""
+"id-99d9616d5b5045ea97352105549805ef","ValueStream","Client Notification (Value Stream)","",""
+"id-4495bd4e96954a36b1276e1b921561b0","ValueStream","Develop Employee Career (Value Stream)","Value Stream Develop Employee Career
+Value Stage Develop Employee
+Business Capability 10.4.3 Training and Development Management
+The ability to define the organisation, skills and administrative needs of the enterprise and its employees as well as to develop and maintain staff roles and skills profiles
+
+",""
+"id-114105d4b154402eb32aaa2920a181c2","ValueStream","Digitally enabled delivery","",""
+"id-ec00439d74a540438d00765baf25cb24","ValueStream","Good governance","",""
+"id-cf006b420cd04353a395ff4a8a3868eb","ValueStream","IVR (Value Stream)","",""
+"id-0b3c8fb75c4b4962bd33b10b696a00ef","ValueStream","Open, collaborative and accessible","",""
+"id-00fe88f9e54f41179f48c94b373d6e1c","ValueStream","Reporting & Analytics (Value Stream)","",""
+"id-06585f014faa4e0b9913d36d3fc94b00","ValueStream","Service orientation and user-centered","",""
+"id-5de2a0fd5cd74ca59a961034489e485f","ValueStream","TPA Partner Exchange (Value Stream)","",""
+"id-0db5b3c1a1384703a5bf396f53c086f4","BusinessActor","A. Mikelsons","",""
+"id-d980da62801845a78a6a025ae71f2c6f","BusinessActor","Benoit Long","",""
+"id-d92f68c51c094944a99f117eaa5aeca1","BusinessActor","Business Actor","",""
+"13861b61-226d-4a7e-a33d-8c92b6cfec6d","BusinessActor","Chief Architect","",""
+"id-0616d235ab4644018c4685ef632a55a3","BusinessActor","Christiane Faucher (Business Actor)","Director Responsible for the EA Strategy and Roadmap
+Christiane Faucher (christiane.faucher@hrsdc-rhdcc.gc.ca)",""
+"id-5ef56f1a27fb4f2e9964a13bda256e01","BusinessActor","Daniel Desforges (Business Actor)","Chief Architect
+Daniel Desforges (daniel.desforges@hrsdc-rhdcc.gc.ca)",""
+"id-bad57636346249aba871422fa487e75b","BusinessActor","Donna Blois","",""
+"id-0475fec61c024d6481da77a2b68161b9","BusinessActor","Dr. Chris Harding","Chris Harding, Principal, Lacibus Ltd.
+
+Dr. Chris Harding founded Lacibus to develop, promote, and exploit a new data platform paradigm, the Virtual Data Lake, following many years as a Forum Director of The Open Group. Virtual data lakes enable applications to mix and match data from different sources, applying distributed access control to ensure the right people have the right data. The core virtual data lake implementation is open source, and incorporates ideas developed by Chris during his work at The Open Group.
+
+Chris started his career as a software engineer, and was then a consultant. He has a long and wide experience of the IT industry, on which he draws in his contributions toward The Open Group work, and in online blogs and articles.",""
+"id-66a7dd913f3746d0a823285bfddb5050","BusinessActor","Elise Boisjoly","",""
+"2d6ba712-5fc3-4304-8be3-28f3dab4243c","BusinessActor","Entity 1","",""
+"f929f49b-6b9b-4f46-8511-823d15ab3e83","BusinessActor","Entity 1","",""
+"9581fb78-fb5d-44c3-a39c-9529ad2ccd16","BusinessActor","Entity 2","",""
+"e9b69053-7d0c-413d-b6f1-227e8f8b6f87","BusinessActor","Entity 2","",""
+"91fa441b-3571-43bf-a933-405c671dcee1","BusinessActor","Interoperability Service Division (ISD).","",""
+"id-4351ececc61b497e850b28165c34b6e7","BusinessActor","Jeremy Sales","Director General
+Integrity Services Branch – Service Canada
+Employment and Social Development Canada ",""
+"id-dc76592664cb42e6a3e405fa35bc9eff","BusinessActor","Jeremy Sales","",""
+"id-fa574cefe696402a8234308e96055c48","BusinessActor","Joanne Mayhew (Business Actor)","",""
+"id-c81a6ca8222f47bbac37193445828eff","BusinessActor","Kathleen Walford","Director General
+Integrity Services Branch – Service Canada
+Employment and Social Development Canada",""
+"id-1bbae6b0f230455b8aeee3d732fbbf90","BusinessActor","Kathleen Walford","",""
+"id-4536fdb5c5224e46b4c7bb91ab9996ff","BusinessActor","Keith Milton (consultant)","",""
+"id-1dfc5b23bece492f85b940e7847770bb","BusinessActor","Kristin Robertson (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region.
+https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx
+ - Robertson, Kristin K [NC]",""
+"id-6f37b8616a384bd3b45aed4b098e357c","BusinessActor","Linda André","",""
+"id-eba2f413ae744676b8dc23293f7cb680","BusinessActor","Marc Lafontaine","",""
+"id-7ef0d39879f74e7dad85469331764317","BusinessActor","Marie-Claire Simard (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region.
+https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx
+ - Simard, Marie-Claire T [NC]",""
+"id-2b7d21910ca44e9d9623b9649e21d774","BusinessActor","Mark Perlman","",""
+"id-0c90e2a4727844499c4270f60a8c691b","BusinessActor","Melissa Cyr (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region.
+https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx
+ - Cyr, Melissa M [NC] ",""
+"id-a31e9319f9b54c9ca95aee03fea41242","BusinessActor","Meredith McNaughton (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region.
+https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx
+ - McNaughton, Meredith M [NC] ",""
+"id-3ed4b33a961e4ea6acce7a1d6f9a2576","BusinessActor","Nadia Benoit","Senior Project Manager
+Integrity Service Branch – Service Canada
+Employment and Social Development Canada",""
+"id-466aeca532304e4daab26bfd160768cc","BusinessActor","Nadia Benoit","",""
+"id-9ec0722f69f34fafa652269d8fe57c3c","BusinessActor","Nathalie Beaulieu","A/Director General
+Innovation, Information and Technology Branch
+Employment and Social Development Canada",""
+"id-f5efdefe59894a8cb3bbb88e33eb2d25","BusinessActor","Nathalie Bédard","",""
+"053d5d40-9254-423f-bba1-feb536961fa6","BusinessActor","Nik","",""
+"id-1c4e632cc98241f69d3b4a69d9b763e1","BusinessActor","Paul Middleton (Business Actor)","EA Strategy and Roadmap Lead
+Paul Middleton (paul.middleton@hrsdc-rhdcc.gc.ca)",""
+"ef3fdee0-4878-4487-98ce-dd07451b8ca6","BusinessActor","Person (Atomic Entity1)","",""
+"0f065f8d-3704-4272-b284-2ffd2f8ab522","BusinessActor","Person (Atomic Entity2) ","",""
+"ffd80fb0-9df2-44d0-86d9-cf94cbf19514","BusinessActor","Person (Atomic Entity3)","",""
+"id-91fd61134dae41caad4616d998bae167","BusinessActor","Peter Littlefield","",""
+"id-b14e5b25ef16484592622c87a7e7950e","BusinessActor","S Lacelle","",""
+"id-cc251abefd1b42d582b74d57dd8ae84c","BusinessActor","Stephen Bisang (Business Actor)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region.
+https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx
+ - Bisang, Stephen S [NC] ",""
+"id-d2b79e25adaa4b52ba607086cbfb79e4","BusinessActor","Susan Donavan Brown (Business Actor)","",""
+"id-f57d2b36077b4e4990f92a6a72f10a68","BusinessActor","Sylvie Cyr","",""
+"f0e85654-cbfb-4583-b1fa-34b83b3c24ff","BusinessActor","Threat Agent","GC Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (HTRA)",""
+"7e4d52ed-a40b-4c8d-9101-7ef249651479","BusinessActor","Threat Agent","Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA)",""
+"cb90c754-ba9d-4e9e-932b-cbb7493db923","BusinessActor","Threat Agent","Definition: An identifiable organization, individual or type of individual posing deliberate threats, or a specific kind of accidental threats or natural hazard. (ITSG-33/HTRA)",""
+"id-dd43d4a271434c1aa0a0a50322d8b869","BusinessCollaboration","Architecture Review Committee (ARC)","1.4. Audience and Key Stakeholders of the EA Principles
+The audience and key stakeholders of the EA Principles are:
+• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations;",""
+"id-d1d268416d074cefab54c4ef7fd471b9","BusinessCollaboration","BDM Architecture Content Creation (Business Collaboration)","",""
+"id-d3e17c1d80664ed3949979b32c33abee","BusinessCollaboration","BDM Architecture Review Committee (ARC) (Business Collaboration)","",""
+"id-8b6137f6406b42ffabb4a2a4ebf29dc6","BusinessCollaboration","BDM Enterprise Architecture Working Group (EA WG) (Business Collaboration)","",""
+"id-1fdaff25efcd401db932255d8453745f","BusinessCollaboration","Business-Focussed Review","",""
+"id-4fd03805316e477280c911c847f0634d","BusinessCollaboration","Cloud Architecture Practitioners","",""
+"id-549be3f4893244f0ac28a63eb1c51b66","BusinessCollaboration","Consent Domain General - CODG","Consent Domain General.",""
+"id-027d52514c9b4b16afb89b372831f301","BusinessCollaboration","Credential Domain General - CRDG","General requirements for the credential domain atomic processes.",""
+"id-b3997cfc8039444da7b7fcfe67b097f8","BusinessCollaboration","EA Assessment Peer Review By Domains","",""
+"id-76c90299415a47c184d433513def90fc","BusinessCollaboration","EA Assessment Review Team","",""
+"id-57046808bb1a4c9cadd8af6bdba4bdac","BusinessCollaboration","EARB Co-Chairs","",""
+"id-742c4ae292ba4ac8974bf5c76c33cb6a","BusinessCollaboration","EARB Co-Chairs","",""
+"id-85163fa354304ad9abcff6cf2286d9f2","BusinessCollaboration","EARB Deck Review Attendees","",""
+"id-4b671ed3586149fab8b0238008e5c872","BusinessCollaboration","EARB EA Assessment Group","",""
+"id-7c0b194aca704c838cef91bfd92de4fb","BusinessCollaboration","Enterprise Architecture Executive Management (Business Collaboration)","",""
+"id-5d0c4bdc62f84628b97932e25541c8b5","BusinessCollaboration","Enterprise Architecture Practitioners","",""
+"id-210b0d062bc7489f8ff17310bb1fa1b0","BusinessCollaboration","Enterprise Architecture Review Board (EARB)","1.4. Audience and Key Stakeholders of the EA Principles
+The audience and key stakeholders of the EA Principles are:
+• Enterprise Architecture Review Board (EARB), Architecture Review Committee (ARC), and other governance bodies involved in making decisions and providing recommendations;",""
+"id-41fb19e3a36747edb814fb85ee821e77","BusinessCollaboration","ESDC EA Content Creation","",""
+"2a330583-7585-4eea-8a04-a70a516d0d23","BusinessCollaboration","ESDC Interoperability Platform (EIP)","",""
+"id-19fb5273fb8e452393bb9964a9105934","BusinessCollaboration","Functional Leads (Vendor, IITB, Training, etc.)","",""
+"id-8f7d49a08a7d48848fbd4cc68c3d1124","BusinessCollaboration","Functional Managers (EI / Pensions / Training / QM)","",""
+"id-78f0e74cdad041fea716f60fc889bf9d","BusinessCollaboration","Identity Domain General - IDDG","General requirements for the identity domain atomic processes",""
+"id-781e7042e2864e45ab2486f04a9ad89a","BusinessCollaboration","IITB Managers (Architecture, CRM, Interop, etc.)","",""
+"id-189056dee5a04780954a29aae9628c15","BusinessCollaboration","ISB Senior Management","",""
+"id-bc422f7e2b99473fbdf44e14bab4c4d1","BusinessCollaboration","ISB Staff","",""
+"id-7512ddb014b44e659b2443e1fb94163a","BusinessCollaboration","Regional Executives","",""
+"id-444427c715d74fedb5aaf6efa43c9a96","BusinessCollaboration","Regional Managers","",""
+"id-68e35b83811843aaafa3e36b9952ec72","BusinessCollaboration","Relationship Domain General - REDG","General requirements for the relationship domain atomic processes.",""
+"id-2c4d48fbe6eb48a19e0fbad09dc6014c","BusinessCollaboration","SAS Peer Review Team","",""
+"id-2daaec0229044f108a2f554dd02b408e","BusinessCollaboration","Signature Domain General - SIDG","",""
+"id-8230328e9ba94238be4cb221743630ce","BusinessCollaboration","Subject Matter Experts","From NHQ NEID @ 25-to-50%",""
+"027ddac9-d0d4-4400-8dbd-b87e1820bf9f","BusinessEvent","<> Fraudulent Payment","",""
+"ae4dc003-6854-4642-be7b-b0af4ce82739","BusinessEvent","<> Fraudulent Payment","",""
+"53cea089-a172-42ca-8d4e-4e672ca1ef39","BusinessEvent","<> Trust / Client Confidence","",""
+"d5ca1bce-225b-49af-8c6a-2b9c35abee33","BusinessEvent","<> Trust / Client Confidence","",""
+"599975b2-238c-4e0b-99b2-0a2664488a43","BusinessEvent","<> Application for Benefit (CERB & EI)","",""
+"f6c405b2-811b-4de5-beb0-4250ff967edb","BusinessEvent","<> Application for Benefit (CERB & EI)","",""
+"6db3ddaf-6d33-4d94-8594-57dc2411d99e","BusinessEvent","<> EI/CPP/OAS personal information changes","",""
+"bdb274be-b028-4b84-9098-8dcb38c04a53","BusinessEvent","<> EI/CPP/OAS personal information changes","",""
+"0e0ab8c0-128d-4bd8-a255-c9bd69cdda94","BusinessEvent","<> MSCA Account takeover ","",""
+"2dd63beb-b84d-48bf-809b-d2513662fde8","BusinessEvent","<> MSCA Account takeover ","",""
+"id-97c337ce77b44e61852bef02461a1b19","BusinessEvent","EA Requests EA Assessment","",""
+"id-c02ee210a5f845fbbd2097a186b3b124","BusinessEvent","EA Requests EA Assessment","",""
+"id-3831880684d04e3093d37c62f3cf439c","BusinessEvent","EA Requests SAS Feedback","",""
+"id-75dd207e20a04e5a9ef997c471ae0f8e","BusinessEvent","Lite Project Proposed","",""
+"e79ceb34-b965-4a1f-9cae-9375429f557d","BusinessEvent","Loss Event","",""
+"id-0ab9494dae2f4e5c8e0cd7aaae518103","BusinessEvent","Privacy and Security","Privacy and Security Management involves the following: prioritizing risk-mitigating actions based on the data's sensitivity levels and manner of use, document clearly personal information processing purposes and subsequently used data, and clarifying roles and responsibilities in the various processes involved.",""
+"82ba2cf3-26ac-49e6-9adb-3cbecfe56228","BusinessEvent","Threat Event","",""
+"id-236b50051b2e46c18e2ddc773fc56ac5","BusinessFunction","(Fraud) Enforcement Investigation","Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject.
+
+As ISB’s Enforcement investigations function continues to mature, maintaining the status quo poses significant challenges to workload, case management, intelligence gathering, security of information, and operational reporting. There is also a real risk that ISB may have a case thrown out of court or rejected by the Public Prosecution Services of Canada (PPSC) based on a loss of evidence that would normally be included in a proper enforcement case management system. ISB requires a system to support Enforcement investigations that will replace the system(s) currently in use, which is not meeting the needs of enforcement.
+
+The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives.
+
+
+• Enforcement function
+Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes.
+
+[2.3.1] Enforcement Function
+Cases handled by the ISB Enforcement NEID and regional investigators are maintained using a SharePoint system and Excel sheets to track cases.
+Enforcement investigations previously used MISCIS as a reporting tool to keep NHQ informed of the nature of a case, objectives, strategy, participants, partners, status and outcome of cases involving sensitivity and/or fraud characteristics MISCIS did not support day-to-day case processing. As a result, it was deemed impractical by investigators and was completely discounted as non-operational.
+Cases are managed at the regional level, without a common and robust case management system; current data on ongoing criminal investigations is unreliable, as the case management system (SharePoint) is not built into a robust process. SharePoint also does not meet the court-mandated investigation tracking, evidence tracking, documentation security and disclosure requirements for enforcement investigations. There is minimal system-level security around the criminal cases and investigators see each other’s files, and team leaders see files belonging to all of their investigators. SharePoint lacks any suitable change tracking mechanism for documents that may be modified by others than the author. There is also no suitable safeguards within SharePoint to prevent unauthorized disclosure of info. Once the objectives of transforming the enforcement function are met, this will increase the number of criminal cases initiated by each region, but as of yet no modern, secure, and reliable tool is available to help manage such an increase. The lack of an appropriate case management system puts into jeopardy all enforcement cases.
+ESDC provides significant public funding (more than $120 billion yearly) to millions of beneficiaries through the EI, CPP and OAS programs. To fulfill ESDC’s commitment to the proper stewardship of these funds, ISB is responsible for preventing, detecting and addressing potential abuse and fraud of these programs. To achieve this mandate, ISB currently performs the majority of its activities in the form of administrative investigations. As a result, the proportion of Enforcement function activities is much smaller than that of the compliance function. A 2016 global study by the Association of Certified Fraud Examiners (ACFE) indicates that all types of organizations around the world suffer significant losses due to fraud (estimated between 2.5 and 5% of an organization’s yearly revenue (excluding administrative errors). A scan of reports of fraud loss across major countries—including the United States (US), United Kingdom (UK) and Australia, among others—indicate that between 2.5 and 5% of benefits funds are lost to fraud. While some errors can be caught and fixed through administration functions, the function must be complemented with a strong enforcement regime that can address the complexities associated with a criminal fraud investigation and act as a strong deterrent. ISB has the opportunity to develop a cohesive, integrated, and enterprise-wide system to support the prevention, detection, and resolution of fraud investigations through the development of an enhanced Enforcement CMS, aligned to the Fraud Framework.
+To support the broader departmental modernization agenda, ISB must modernize itself to evolve with current and future technological and social changes.
+The Department’s employees are at the centre of this evolution. ISB will continue to invest heavily in staff development and training, enabling staff to change and grow with the environmental changes and to use new and existing skills to drive innovation in the Branch. ISB will also engage new employees with multidisciplinary knowledge and technical specialties to facilitate the horizontal collaboration and partnerships both within and outside of ESDC. This will be critical to its success in identifying new approaches to protect the integrity of its programs, services, people, and assets. ",""
+"1eb30ecd-f888-40c0-8f6c-2486369c2a64","BusinessFunction","Access Control","",""
+"ea233473-0b27-4ec1-8ab8-fec64ba7f995","BusinessFunction","Access Control (copy)","",""
+"30b2d26e-4d87-4d20-a88b-91ab67da6d8a","BusinessFunction","Activities from EA domains including ESA","",""
+"83066aed-cf17-4e4f-8445-88443eba8c7c","BusinessFunction","Activities from IT Security (SA&A process)","",""
+"cc59f64b-14c1-41e1-bd38-7934bfdf4215","BusinessFunction","Agent","",""
+"20ac499a-2f0b-4a73-817d-80c48237a4bd","BusinessFunction","Agent","",""
+"dbb1dc7f-1840-4a3d-bb85-d7e4a349bd48","BusinessFunction","API Analytics","Analytics and insights into how APIs are performing, how they are being used and how they are driving business value.",""
+"c4053797-6965-47e7-b873-581095a458f6","BusinessFunction","API Design","API Design is the process of developing a software interface that exposes backend data and application functionality for use in new applications.
+providing an effective interface that helps your API's consumers better understand, use and integrate with them while helping you maintain it effectively",""
+"2bf330ba-dbf4-41a0-950e-fbf0c732e2ac","BusinessFunction","API Development","API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust.",""
+"bb005910-4f2d-451b-9483-83b656aa63a7","BusinessFunction","API Development","API Development is the planning, building, inspecting and documenting of a fully functioning end product that developers will want to work with and trust.",""
+"d95995d5-cec2-4ab9-87a9-6d0940f834ba","BusinessFunction","API Discovery","Developers can easily discover APIs that are available in a catalog, explore them with interactive documentation and testing tools, register for access and manage their applications that are consuming those APIs.",""
+"27b96992-2227-4d52-93c1-2dcb87d88b51","BusinessFunction","API Exploring","Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for",""
+"73183998-2db5-4b0c-bb6e-54d17521d6be","BusinessFunction","API Exploring","Browse through available APIs and versions, see methods available for each API and what parameters they support along with inline documentation, execute requests for any method and see responses in real time, make authenticated and authorized API calls with ease, and search across all services, methods, and your recent requests to find what you are looking for",""
+"e3cb1cd0-68de-4334-bd8a-72fad5192d3a","BusinessFunction","API Gateway","An API gateway is the core of an API management solution. It acts as the single entryway into a system allowing multiple APIs or microservices to act cohesively and provide a uniform experience to the user. The most important role the API gateway plays is ensuring reliable processing of every API call. In addition, the API gateway provides the ability to design API specs, help provide enterprise-grade security, and manage APIs centrally.
+https://apigee.com/about/cp/api-gateway",""
+"1ffed886-217c-444f-9a2d-9b24f25cc898","BusinessFunction","API Lifecycle Management","API lifecycle management refers to the overseeing of all aspects of managing an API or API program from development to deployment and beyond, providing an organization with the ability to build, scale, analyze and monetize their APIs with ease. (https://apigee.com/about/cp/api-lifecycle-management)",""
+"04d56aa3-18de-492c-98e1-2210b579a014","BusinessFunction","API Monitoring","Ensure API availability to maintain seamless experiences for application developers, customers, and partners. Reduce the mean time to diagnosis (MTTD) by quickly investigating issues.",""
+"cacb4b59-9494-4848-8347-ca400086d151","BusinessFunction","API Publishing","Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers",""
+"8918b331-f8c2-4171-bf24-dbf39849b0d3","BusinessFunction","API Publishing","Publishing is the process of making your APIs available to app developers for consumption, i.e. putting it on the market. Make API products accessible and discoverable to app developers. Include reference documentation, manage the audience for an API and develop your API Store content. Control who has access to your APIs through the app registration process. Use API keys to provide or deny access to your API products by developers",""
+"60a1a013-f39e-4fa0-8917-8882c049204d","BusinessFunction","API Scaling","API Scaling is to ensuring that you are using a proper load balancer, that your API has failover paths and/or you can dynamically scale to meet almost any demand (serverless).",""
+"1735b795-333f-4652-baeb-3d216f5b0dd3","BusinessFunction","API Security","Enforce consistent security best practices and governance policies across all APIs",""
+"8dbe7640-bc53-40be-b285-6e416640261f","BusinessFunction","API Store Operations","The API Store is a Web application which hosts published APIs. It provides a structured GUI, designed for API consumers and partners to self-register to find, explore, subscribe to and evaluate available resources.",""
+"5cfad1aa-b758-43b8-a9f5-8f8448e7f18a","BusinessFunction","API Subscription","Enter into a service contract and receive an access key to the API. Determine the most appropriate recurring usage model. If monetization is involved, determine pricing and billing.",""
+"f63780c3-c983-4516-9da1-e0844cfd3248","BusinessFunction","API Testing","API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer.",""
+"id-fa51e329af0640688a88a0efa74fb2eb","BusinessFunction","API Testing","API testing is a type of software testing that involves testing application programming interfaces (APIs) directly and as part of integration testing to determine if they meet expectations for functionality, reliability, performance, and security. Since APIs lack a GUI, API testing is performed at the message layer.",""
+"7f96ce85-78f1-4a1e-bc8c-3ebc79b0f688","BusinessFunction","API Tooling Operations","The API Tooling platform includes components to assist API developers to design, build, document, test APIs according to specifications-based standards.",""
+"ae66ab25-d799-40c7-a2b7-ccaaac87b339","BusinessFunction","Approve Deployment","This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval.",""
+"f0469a9a-9340-4340-9270-20db286dd88d","BusinessFunction","Approve Deployment","This checkpoint is necessary for team that don’t have automated deployment authorization. A production deployment may require the business partner’s approval.",""
+"88477270-44f6-44ac-85da-e97c03286138","BusinessFunction","Availability Management","Availability Management is concerned with the design, implementation, measurement and management of IT infrastructure availability to ensure the stated business requirements for availability are consistently met, according to agreed levels.",""
+"id-42d41d35dc4b45b693d24550af0f7eb8","BusinessFunction","Batch / ETL","Extracting, processing, and loading data in bulk, batch data movement includes two styles: extract-load-transform (ELT) and extract-transform-load (ETL). Batch data movement often combines with data cleaning processes, such as reconciling semantic disparity, merging master data entities or correcting erroneous data",""
+"id-88b21c8ba70d4cc5b3608539d01aaf9a","BusinessFunction","Benefits Delivery Modernization (BDM)","ESDC has a mandate to help build a stronger and more inclusive Canada, help Canadians live productive and rewarding lives, and improve Canadians' quality of life. At the heart of this mandate are the policies, programs, services and benefits that support our most vulnerable -- the unemployed, people with disabilities, the homeless and the elderly. Last year alone, Service Canada provided $122 billion in direct benefits to 9.5 million Canadians.
+
+To ensure that ESDC can continue to deliver on this important mandate in the future, we have embarked on a department-wide transformation to improve the client experience during their journey with Employment Insurance (EI), Old Age Security (OAS) and Canada Pension Plan (CPP) programs.
+
+The Benefits Delivery Modernization (BDM) Programme is leading this transformation.
+
+BDM Programme signifies a long-term commitment to modernization. Over the next 10 years, many projects will focus on improving our statutory programs in three key areas. They are:
+
+Service Excellence: we want to deliver an outstanding experience for clients, delivering benefits and services when they need them. We also want an organization that embeds quality and integrity in service design.
+Policy Agility: we want to be able to adapt policy rapidly to changing needs and priorities of Canadians and their government.
+Transformed Organization: we want our workforce to have the authority, skills, tools, and training to make it all happen.
+
+The four phases, called tranches, are moving at this deliberate pace to ensure changes are done properly and in an integrated way. It also means we can adjust the plan as we go and keep employees informed and prepared.",""
+"79defb9c-baa7-4937-bc34-d4c29b3103e5","BusinessFunction","Build","",""
+"06084686-52e9-4776-871c-42aa43a3a289","BusinessFunction","Build","",""
+"bd2b93dc-d7c6-4b7f-8336-0e98fa5666bf","BusinessFunction","Build","",""
+"339b84fc-54fd-4eba-88fb-b291d77c5960","BusinessFunction","Build","",""
+"5e605c46-1cfb-4a61-ba69-9f069110b1e3","BusinessFunction","Build / Test","Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues.",""
+"8e281fe5-7a62-4616-be4c-a84ae7c09e05","BusinessFunction","Build / Test","Build / Test: Development efforts occur as the solution is built according to the established design specifications. As features are developed, they undergo a cycle of testing and correcting until they successfully meet their expected intent, while being as free as possible of bugs and issues.",""
+"id-acb2e2860f934329b065c6baa7c34e43","BusinessFunction","Business Delivery Modernization (BDM)","1.2.6. Transformation and Business Delivery Modernization (BDM)
+The CDO is a part of a larger departmental and governmental transformation agenda. In particular, the largest department transformation program, Business Delivery Modernization (BDM), has requirements that CDO will work toward collaboratively to fulfill while keeping line of sight to enterprise outcomes. Initially identified BDM future state capabilities and enablers will be coordinated synergistically with CDO data foundations. This will be equally true for other transformation activities. Table 1 summarizes data relevant BDM capabilities and enablers identified by that program area.",""
+"c0d19d7d-90bf-4fbb-b8d4-4c0a3e902ef8","BusinessFunction","Business Intake Management","On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients.",""
+"id-2ee5fa77d1064a4f824383a3a2346378","BusinessFunction","Business Intake Management","On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients.",""
+"7eb0ec25-7aa1-45b7-ba11-86b946fe51f8","BusinessFunction","Business Intake Management","On-boarding new clients to the platform services including API developers, APP developers, Service developers, business service clients.",""
+"dbd1b906-fc8e-4103-8997-1e4104a02470","BusinessFunction","Business Service Management","Business Services are services that perform specific business functions and are required for the successful completion of a business process. They might also be called Application Services since they are used to develop composite services and business applications that automate business processes.",""
+"id-de0aea2628e3479a92045e68b4e58d82","BusinessFunction","Canada Pension Plan (CPP)","",""
+"b41e3ab1-0502-45d7-8702-c09cc80d22da","BusinessFunction","Capacity Management","Capacity Management is the focal point for all IT performance and capacity issues. Capacity Management aims to optimize the amount of capacity needed to deliver a consistent level of current and future services",""
+"id-13c745ae0aca4b53bbc8539fcfba5891","BusinessFunction","Capacity Management (Business Function)","",""
+"id-61dc9c2a7af645ca8a0982e35712df50","BusinessFunction","Case Management","",""
+"7d488748-e341-4cef-9b10-e1913ba1f615","BusinessFunction","Change Management","The goal of Change Management is to ensure that standardized methods and procedures are used for the efficient and prompt handling of all changes, to minimize the impact of change-related incidents and improve day-to-day operations",""
+"755bf645-421d-47b5-9147-45ba9192c2f5","BusinessFunction","CI/CD Pipeline","The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation.",""
+"956c0314-4549-46ff-a918-ba194c0669aa","BusinessFunction","CI/CD Pipeline","",""
+"227d28c5-8fed-4e62-aaa6-697c33461c9c","BusinessFunction","CI/CD Pipeline","",""
+"2fa036c8-4d3d-4c45-bfa3-391300f436cd","BusinessFunction","CI/CD Pipeline","The CI/CD pipeline is a set of automated processes that allow Developers and DevOps professionals to reliably and efficiently compile, build and deploy their code to their production compute platforms. The most common components of a pipeline are; build automation/continuous integration, test automation, and deployment automation.",""
+"a8181b0e-4768-42f4-9ac4-5ddceb100225","BusinessFunction","Cloud Infrastructure Operations","Infrastructure as a service (IaaS) is a form of cloud computing that provides virtualized computing resources over the internet instantly.",""
+"id-1ad52fcb05f840a5b6eecee6b19786cf","BusinessFunction","Compliance Investigation","Enforcement investigations are seeking to establish evidence of “guilty mind” by the subject, compared to compliance investigations that are seeking to establish and adjudicate on the conduct of “guilt acts” by the subject.",""
+"id-a0208959f1e94eb8ba1f8db598330744","BusinessFunction","Conditional Data Mart","Conditional data marts require data feeds from the data warehouse and other source systems to serve a specific business need",""
+"abb4cc34-3942-49bf-be3b-0d8c1101ad3e","BusinessFunction","Configuration Management","Configuration Management covers the identification of all significant components within the IT infrastructure and recording details of these components in the Configuration Management Database (CMDB).",""
+"037b0a89-1edb-4065-940d-a230982352f0","BusinessFunction","Consent Management","",""
+"88e0d948-ba8a-4655-80f3-d144d0483df3","BusinessFunction","Consent Management (copy)","",""
+"id-5f15a103288d46f9a134c6a2dc11918a","BusinessFunction","Consumption (business function)","Enables the analysis of data and delivery to the ultimate consumption users",""
+"d8792044-5bb3-4a98-8e78-a79d175463f5","BusinessFunction","Continuity Management","Service Continuity Management involves undertaking a systematic approach to the creation of a plan and or set of procedures (which are updated and tested regularly) used to prevent, cope with, and recover from the loss of critical services for extended periods, in line with business continuity plans",""
+"id-8d838163cee64cedbc8486372bf3593e","BusinessFunction","Data & Analytics Services","",""
+"id-110fc339ff6f4b7482c3b9d4f0ecc352","BusinessFunction","Data Foundations Programme","Information ",""
+"id-15be408b7631415eaa344ee0f234e9a0","BusinessFunction","Data Governance","Data governance is a decision-making framework for assigning rights, responsibilities and authorities to ensure that an enterprise, its regulators and its stakeholders receive reliable, authentic, accurate and timely data",""
+"id-c71d9d6eadca48d0a2b4869a19292ace","BusinessFunction","Data Lake ( Non-Certified )","A data lake is a collection of storage instances of various data assets. These assets are stored in a near-exact, or even exact, copy of the source format. ",""
+"id-baf0d876fde44027bbfd5918fb2a4b6f","BusinessFunction","Data Management","Data Management
+Defined and applied standards for data and data management practices
+Increased clarity of data inventory and use
+Increased data quality, consistency and trust
+Data management expedites policy modelling and speed of implementation
+Capabilities in place to support proper data management practices, operations and governance (aligned with office of the CDO)",""
+"id-7b2fc4db21dc4b5ab76ff75f7737a1a7","BusinessFunction","Data Quality","Data Quality - Profiling, cleansing, enriching, certifying, and correcting of data to improve quality and consistency for fit for a purpose business requirements",""
+"ff38d345-c8b1-466d-9953-8f10b0a51cf0","BusinessFunction","Define Success Criteria","Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not.",""
+"d4e1471d-5921-42c9-bee9-e345aa5c1d8c","BusinessFunction","Define Success Criteria","Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not.",""
+"d45ea692-88eb-4a97-adda-0c2e2ccf97fc","BusinessFunction","Define Success Criteria","Define success criteria: During this step, the client defines the standards / requirements that ultimately serve to measure whether the solution has delivered its expected value or not.",""
+"af8707f8-5a1b-4968-8868-423de38f7ebc","BusinessFunction","Delivery","Provide the service specific planning, provisioning, delivery, and decommissioning processes for the services provided by the program",""
+"id-6117c01c0a1b41d2a6abb909ed6731db","BusinessFunction","Delivery","Leverages the intelligence of Data Virtualization software to access data sources directly to create an optimal execution path",""
+"id-2ce6f2e34d6d4c839b4756df632a7b59","BusinessFunction","Delivery","Enables the analysis of data and delivery to the ultimate consumption users",""
+"id-4e5fd24f34d74d2bad3eadc5e0ee21b1","BusinessFunction","Dependant Data Mart","Dependent data marts are a subset of the data warehouse and are usually oriented to a specific business line",""
+"0ec5f76d-3f2a-4b01-ba3d-9060c0391b3d","BusinessFunction","Deploy","Production deployment: This step consists of releasing the solution to its production environment.",""
+"97aff748-651a-4dbc-bb74-ea43c64a7e5c","BusinessFunction","Deploy","",""
+"e9757ec3-5955-4672-b753-0abdd4dc6edf","BusinessFunction","Deploy","Production deployment: This step consists of releasing the solution to its production environment.",""
+"8fe9b77f-d57a-42e1-8453-6955faa90de6","BusinessFunction","Deploy","",""
+"id-15fe188a165c4b76849705e8faf079d8","BusinessFunction","Development of EA Principles","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise.
+• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management).
+• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.
+• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures.
+• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment.
+
+The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps :
+
+ Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged:
+• The Open Group Architecture Framework (TOGAF) defined Architecture Principles;
+• Canada Border Services Agency (CBSA) defined Architecture Principles;
+• Treasury Board defined Architecture Principles;
+• (Draft) DFO-MPO Enterprise Architecture Principles;
+• Correctional Service Canada (CSC) defined Architecture Principles.
+
+ Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented.
+• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization.
+• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations.
+• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived.
+• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations.
+• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified.
+
+ Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required.
+
+ Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles.
+
+ Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations.",""
+"id-e9620e2c9ed94e82bd87b1028dd6f976","BusinessFunction","EA Training Coordination (Business Function)","",""
+"id-c9725e2e49c64788ab5aa5c57e3234d5","BusinessFunction","Employment and Social Development Canada","Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows:
+• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs.
+",""
+"id-54c9fa205ec24796aca1d4f0393fbd31","BusinessFunction","Employment Insurance (EI)","",""
+"id-b7dfaa105244450283bc94e61afcecd2","BusinessFunction","Enterprise Data Warehouse","A data warehouse is a storage architecture designed to hold data extracted from transaction systems, operational data stores and external sources. The warehouse then combines that data in an aggregate, summary form suitable for enterprise-wide data analysis and reporting for predefined business needs",""
+"654ee258-e717-4146-8c64-ed5535c566aa","BusinessFunction","Event Broker","An event broker is middleware software, appliance or SaaS used to transmit events between event producers and consumers in a publish-subscribe pattern.
+According to Gartner, event brokers “are middleware products that are used to facilitate, mediate and enrich the interactions of sources and handlers in event-driven computing.”
+“Event-driven architectures (EDA) is inherently intermediated. Therefore, the intermediating role of event brokering is a definitional part of EDA. All implementations of event-driven applications must use some technology in the role of an event broker.”*
+https://solace.com/what-is-an-event-broker/",""
+"id-745258581b0b43efb10f72fc65abbbbe","BusinessFunction","Evidence Immutability","",""
+"426e30cc-1989-4514-8e2e-81eadcc5900e","BusinessFunction","Feedback","",""
+"3d9cbc44-6009-49e3-ba6c-573c0b94ebaf","BusinessFunction","Financial Management","Financial Management involves three main processes - budgeting, IT accounting, and charging - to ensure the cost-effective stewardship of IT assets and resources used in providing IT services. Charging is an optional activity and is dependent on the charging policy of the organization as a whole",""
+"3145f942-d04c-4787-9c8f-c0749f69e321","BusinessFunction","Governnance","Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritisation and decision making; and monitoring performance and compliance against agreed-on direction and objectives. Governance is the responsibility of the Enterprise Architecture Review Board under the leadership of the ADMs of TISMB and IITB.",""
+"1f2a6e78-2166-4cf7-946e-da8938bf7b31","BusinessFunction","Identification and Authentication","",""
+"e33c69d7-65bb-4efd-b396-968b669ed6f5","BusinessFunction","Identification and Authentication (copy)","",""
+"id-de3777d2f21648e8a5f5fa6413936d53","BusinessFunction","Immunity Task Force","",""
+"id-1d23f61275ef44bf88aa2a127650a114","BusinessFunction","In Memory Database","Refers to in-memory database to create virtual integrated view of data on the fly. This may require physically moving data to an environment (e.g., SAP Hana) before conducting data virtualization",""
+"343b4d88-8b90-4de0-95b4-bdbe616555fb","BusinessFunction","Incident Management","The primary goal of the Incident Management process is to restore normal service as quickly as possible following loss of service, and to minimize the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained",""
+"0170cf62-9e2b-41ad-9a82-618b71c42fb1","BusinessFunction","Infrastructure","",""
+"id-c54504047dee478f8530d63dda485adf","BusinessFunction","Ingest","Enables the access, integration, and preparation of data from source systems and transformation for downstream use",""
+"11ce2c18-399d-47b2-b9f0-50b8fc2e8222","BusinessFunction","Intake","Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities.",""
+"e7b6a9cb-c695-405f-9245-eaa0b4121b38","BusinessFunction","Intake","Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities.",""
+"16bcd01c-9c30-44e7-8191-65b160d20b1d","BusinessFunction","Intake","Intake: The intake process is a planning methodology designed to improve the strategic value of your organization by capturing, evaluating and prioritizing all proposed ideas for projects, products, and services as well as routine operational activities.",""
+"id-2351a9351c3f43aa813d87db62998479","BusinessFunction","Integration","Instead of physically moving the data, data federation/virtualization executes queries against multiple data sources to create virtual integrated views of data on the fly. DV/DF requires adapters to various data sources, a metadata repository and a query engine that can provide results in various ways (for example, as an SQL row set, XML or a Web services interface)",""
+"id-86e3a575bb0647e980889668002b3bfc","BusinessFunction","Integrity Operations","Integrity Operations, within ISB, is responsible for national Compliance and Enforcement activities for several of ESDC’s largest benefit programs and services: Employment Insurance (EI), Social Insurance Number (SIN), Canada Pension Plan (CPP), Old Age Security (OAS), Temporary Foreign Workers Program (TFWP), and International Mobility Program (IMP). To manage its programs, ISB executes the enforcement workload as follows:
+• The Enforcement function (focusing on fraud cases with the potential for prosecution under the Employment Insurance act) does not have a unified case management system, and instead manages work through a combination of Microsoft (MS) Excel and a variety of SharePoint sites using various designs.",""
+"id-7c0f9f18f3bf45908c43fe10ee51ab96","BusinessFunction","Integrity Services Branch","",""
+"id-f59e6247d1f34551a51560e08e8ab2bd","BusinessFunction","Intelligence Gathering","",""
+"id-cd37a2d7d6fa4dbba73f368daa1437c2","BusinessFunction","International Mobility Program (IMP)","",""
+"id-a549838ddd15473692cb61ea4bfc4caa","BusinessFunction","Lifecycle Management","",""
+"0f5ced7f-ce30-4c00-9124-217ab14956f1","BusinessFunction","Manage","",""
+"53437d97-c1f6-430f-810a-06ce578403cf","BusinessFunction","Manage","",""
+"bfe9fb5c-d27a-4a0c-9859-6ea2569d3712","BusinessFunction","Management","Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives.
+manage the direction, acquisition and investment, as well as the overall performance of the program",""
+"id-2126609d22b3489dbecb963a20662e18","BusinessFunction","Management","Consists of policies, rules or standards that govern which data is collected, and how it is stored, arranged, integrated, and put to use in data systems and across the enterprise",""
+"id-8fb41176880749dc9577f0cfae350e57","BusinessFunction","Master Data Management","A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared master data assets. Master data is the consistent and uniform set of identifiers and extended attributes that describes the core entities of the enterprise including customers, prospects, citizens, suppliers, sites, hierarchies and chart of accounts.",""
+"id-4fa685ba69bb46528abd4f59f7dd18f0","BusinessFunction","Message","",""
+"2b5d2cd9-9110-4888-9941-469b26c0262a","BusinessFunction","Message Fabric","The message fabric is a messaging infrastructure that connects the system components and allows them to communicate.
+Messages are transmitted to the components over the message fabric. The message fabric constitutes the message queues to write and retrieve application-specific data to and from the queues without the requirement for a private, dedicated connection to link the components.
+https://www.ibm.com/support/knowledgecenter/SSYJCD_1.0.0/com.ibm.help.meigV100.doc/com.ibm.help.meg.welcome.doc/meig_as4_messagefabricoverview.html
+",""
+"id-efd797a69d2f4a02b6aefe6c26c71cd9","BusinessFunction","Meta Data Management","A technology-enabled discipline in which business and IT work together to ensure the uniformity, accuracy, stewardship, semantic consistency and accountability of the enterprise's official shared metadata. Metadata is a set of data that describes and gives information about other data.",""
+"fea28939-ebfe-4c24-a661-9f186585e008","BusinessFunction","MFT Analytics","Consolidate and correlate event data, automate reporting and provide visibility into risk.",""
+"ab1569f3-8a48-4226-9cb6-21d4935891eb","BusinessFunction","MFT Monitoring","Continually monitor a resource, for example a directory, and when the contents of that resource meet some predefined condition, start a task.",""
+"b33ae80c-a84a-448b-9679-f985662ce2cf","BusinessFunction","MFT Operations","The MFT platform enables secure file exchange and management with internal departments and external partners. It protects against inadvertent access to unsecured files in the end-to-end transfer of files. It includes monitoring and reporting capabilities.",""
+"72d8a8d8-bfbc-4dc2-aeda-75ea8e9b41f7","BusinessFunction","MFT Solution Development","Deliver sophisticated and controlled file-transfer solutions using simple, secure file transfer protocols and standard models of exchange, with secure encryption, manageability, scalability, file processing, integration and business-reporting options.",""
+"a7f18948-38f6-44d3-bbf8-b7b6172030be","BusinessFunction","Monitor","",""
+"d7dedcb9-3e8a-43c5-bec9-fa78fb146533","BusinessFunction","Monitor","",""
+"cd55c327-5467-4227-bc3a-71a85882625c","BusinessFunction","Monitor/Support ","Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team.",""
+"6d1bc35d-883c-440d-b8c9-48e1a98e7bc8","BusinessFunction","Monitor/Support ","Monitor/support: This step serves to provide ongoing oversight of the production solution. As bugs, issues, opportunities for improvement and change requests arise, they are fed into the intake process to be addressed by the team.",""
+"d18d21b3-dc4f-4c54-9859-d54373c3fa4c","BusinessFunction","Network Device and Infrastructure Protection","",""
+"3be9b164-08bc-406f-b935-8eb5ba0fe85b","BusinessFunction","Network Device and Infrastructure Protection (copy)","",""
+"ad1f2637-cd4a-4b36-b92d-07101bb04a35","BusinessFunction","Notify","",""
+"46a583d4-3fae-44a4-828a-b76fc09aa088","BusinessFunction","Notify","",""
+"id-258115e6957047c4a75886305ebfea4a","BusinessFunction","Office of the Chief Data Officer (OCDO)","",""
+"id-44ef2dcf497a42ba9267392993bf23b9","BusinessFunction","Old Age Security (OAS)","",""
+"eb3655a1-4a08-492d-95df-452f5112db3e","BusinessFunction","On-Premise Operations","""On-prem""refers to private data centres that companies house in their own facilities and maintain themselves. On-prem infrastructure can be used to run private clouds, in which compute resources are virtualised in much the same way as those of public cloud.",""
+"id-18b15f99a87d432fa65ed1bea53eef17","BusinessFunction","Operational Reporting","",""
+"6ce6f579-3632-4db6-87e4-2d7a81c603ee","BusinessFunction","Outcome Evaluation","",""
+"id-20c7f8ac33f540828f17b6a772dea55a","BusinessFunction","Persist and Access","Stores the persistent data, metadata, and models that provide the analytical capabilities and orchestrate the operation of the architecture
+Stores persistent and transient information, of prepared and accessible business information that are ready for use by respective use cases",""
+"dee057d5-fe83-411d-b2d5-4fb9a404daf7","BusinessFunction","Plan","Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations.",""
+"8c8892c1-27aa-494c-bc05-29c3938a6bc5","BusinessFunction","Plan","Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations.",""
+"095386b0-5f5f-48fa-bab0-cf5a453b87d2","BusinessFunction","Plan","Plan / Prioritize: The purpose of this step is to determine and prioritize the work that will be required to construct and deliver the solution; including all the resources, effort and budget considerations.",""
+"26e4f2c8-c531-46d2-acb0-d525418c1b7c","BusinessFunction","Platform Operations","Information technology operations, or IT operations, are the set of all processes and services that are both provisioned by an IT staff to their internal or external clients and used by themselves, to run themselves as a business. It involves monitoring and controlling the IT services and their underlying infrastructure, the fulfilling of user requests, resolving service failures, fixing problems, as well as carrying out routine operational tasks.
+
+The coordination and execution of activities that enable the ongoing management and operation of products or services in the computing environment",""
+"5a2a9f14-306d-4113-aa11-892ce02e1f77","BusinessFunction","Principal","",""
+"2e9a1268-bf23-4681-8662-3ef371a05ea1","BusinessFunction","Principal","",""
+"d47b0989-d54f-4184-874a-4a4683f01ee5","BusinessFunction","Privilege Management","",""
+"f9a40b51-c4fb-4bde-a1de-37c283d1031c","BusinessFunction","Privilege Management (copy)","",""
+"2c9eb023-9ba3-4623-b690-70ffa402f65b","BusinessFunction","Problem Management","The goal of Problem Management is to minimize the adverse impact of incidents and problems on the business as may be caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors.",""
+"f96652e3-2c02-4225-9551-94f91421996f","BusinessFunction","Product Management","",""
+"d5ae818a-0d3c-4dde-9edd-d4f065d640ab","BusinessFunction","Prototyping","",""
+"id-f15600de9837441890d9a97fa8c8c75c","BusinessFunction","Quality Management","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management).
+",""
+"c8599c24-08d9-49b8-8706-2b54fb7a6011","BusinessFunction","Release Management","Release Management is very closely linked with Configuration Management and Change Management, and undertakes the planning, design, build, and testing of hardware and software to ensure that all aspects of a release, both technical and non-technical, are considered together",""
+"id-0f6cab87cc724ba58583b919b9ca07d7","BusinessFunction","Repository (Certified)","",""
+"id-5436299f77a048d0be66d52077c48eaf","BusinessFunction","Repository Data Mart","Special-purpose data marts that are standalone are oriented to a specific business line within an organization",""
+"823b678e-b790-4b0b-bfe6-17e36181e4ee","BusinessFunction","Run","",""
+"a5d25b96-c282-468c-88ec-da472f33542c","BusinessFunction","Run","",""
+"2809115b-cc8b-4e49-a267-6f8bb1e34a32","BusinessFunction","Run","",""
+"51423b47-1349-4681-89cc-0f227befbb98","BusinessFunction","Security Management","Security Management processes involve organizing the collection, storage, handling, processing and management of data and services in such a way that the integrity, availability, and confidentiality business conditions are satisfied",""
+"id-d997bd379a864592bae3bd2f41ce309d","BusinessFunction","Security of Information","",""
+"7eeaee28-f907-4fcb-ac67-0f49ab44afae","BusinessFunction","Security Visibility and Real-time Threat Protection ","",""
+"bce9d1f5-4d01-443d-ab33-4b9d02190fa2","BusinessFunction","Security Visibility and Real-time Threat Protection (copy)","",""
+"f0fcaa17-75d5-41ce-90e9-71ad8bfb59b5","BusinessFunction","Service Architecture Standards","The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration.",""
+"id-80406ce12bd3401eb4b5834316b07c61","BusinessFunction","Service Architecture Standards","The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration.",""
+"0f99441a-d73f-4f89-95d4-72544880be65","BusinessFunction","Service Architecture Standards","The architecture standards governance process is to provide the leadership and direction that can create alignment within the government community, close the gaps in standards development and compliance, and encourage inter-departmental collaboration and integration.",""
+"debd1229-4b29-46ce-ad57-4caa0aa9a502","BusinessFunction","Service Bus Operations","The ESB platform acts as a shared messaging layer for connecting applications and other services throughout an enterprise computing infrastructure. It supplements its core asynchronous messaging backbone with intelligent transformation and routing to ensure messages are passed reliably. Services participate in the ESB using either web services messaging standards or the Java Message System (JMS). Originally defined by analysts at Gartner, ESB is increasingly seen as a core component in a service-oriented infrastructure. ",""
+"57cd2bc3-36de-4470-be69-737adb12b7a8","BusinessFunction","Service Contract Management","Service Contract management is the process of managing contract creation, execution and analysis to maximize operational and financial performance , all while reducing financial risk",""
+"e650629a-5c73-4ac7-9f07-c137bf1b475a","BusinessFunction","Service Desk","The Service/Help Desk is the single contact point within the IT provider organization for all end-users to seeking assistance and support for IT services and/or related problems, incidents, questions, and complaints.",""
+"aa208eb1-1c4b-4db9-ada5-03d5a7e97c32","BusinessFunction","Service Direction","The service governance process sets direction through prioritization and decision making.",""
+"f5c73147-005e-45b4-9682-3172a34e8531","BusinessFunction","Service Evaluation","The service governance process ensures that the organizational objectives are achieved by evaluating stakeholder needs, conditions and options.",""
+"d66e16ba-812d-4d40-86ef-04469f860a67","BusinessFunction","Service Level Management","Service Level Management involves the processes of planning, coordinating and reporting on Service Level Agreements (SLAs) between the IT service provider and customer/client group; and the ongoing reviewing of service achievements to ensure that service levels and quality are consistently delivered and maintained.",""
+"30ba6192-c23f-48c0-b676-e8c6721f1954","BusinessFunction","Service Monitoring Oversight","The service governance process monitors performance, compliance and progress against agreed-on direction and objectives",""
+"c8f2589d-4d5f-477a-a5ee-b8e56fdab739","BusinessFunction","Service Procurement Management","Service procurement management controls and directs the series of activities and procedures necessary to acquire facilities, infrastructure, platform and software products and services.",""
+"1399be75-d5c9-4420-876b-fa396af51af5","BusinessFunction","Service Strategy Development","Service Strategy development is to decide on a strategy to serve clients. Starting from an assessment of client needs and the market place, the service strategy development determines which services the IT organization is to offer and what capabilities need to be developed. Its ultimate goal is to make the IT organization think and act in a strategic manner.",""
+"6d20590a-55d3-4c00-9644-e5e9340e4796","BusinessFunction","SOA Operations","The SOA platform enables system developers to set up and manage services and to orchestrate them into composite applications and business processes. It provides the tools to design, implement, manage, and maintain service-oriented computing infrastructure across the enterprise,",""
+"3c8b5553-21c7-4c4d-a87e-fca217bea617","BusinessFunction","SOA Service Analytics","SOA services analytics provides support of business analytics and business activity monitoring. It enables the department to leverage information to better understand and optimize business performance. It supports entry points of reporting to deep analytics and visualization, planning, aligned strategic metrics, role-based visibility, search-based access and dynamic drill-through, and alert and detect in-time actions",""
+"808fee52-953a-44e8-a2a1-db4e2f998ff1","BusinessFunction","SOA Service Architecture","Selecting appropriate and approved solution patterns and technology products.",""
+"5401717f-90e1-49ff-a083-7482142d965b","BusinessFunction","SOA Service CI/CD","Services Continuous Integration / Continuous Deployment
+Integrate and deploy services to the production environment.",""
+"b42dd591-600e-490c-b2cb-14e065fc8956","BusinessFunction","SOA Service Deployment","Build services for accessing and aggregating data assets, and executing standard business processes",""
+"a437f94e-1ac5-4976-9dde-3b6c8ad9edcd","BusinessFunction","SOA Service Pattern Development","Prepare repeatable solution patterns for common integration message exchange requirements.",""
+"58935f38-ffb2-459c-b573-b4088ca16482","BusinessFunction","SOA Service Security","Implement security policies and authentication/authorization protocols into service interfaces.",""
+"1974de08-98c0-4d4e-b56a-756c1688c0f0","BusinessFunction","SOA Services Monitoring","SOA services monitoring provides monitoring and management of software services and applications. This includes the ability to capture metrics and to monitor and manage application and service status.",""
+"id-28c71617b78f4c889786305f027933c6","BusinessFunction","Social Insurance Number (SIN)","",""
+"9c2f8fce-0eab-435a-9fb2-359258745324","BusinessFunction","Solution Delivery","An integrated approach to enable technology transformation and solve complex business challenges",""
+"5fe57f52-1a42-4664-be42-80529c81c0ad","BusinessFunction","Solution Enablement","Required Guardrails",""
+"ab0c85e4-4b97-4ffd-88fd-9398c7f17fc9","BusinessFunction","Solution Train","",""
+"7e359902-0281-4c56-8942-8f29484f41a4","BusinessFunction","Story Boarding","",""
+"1068ed25-dac0-4c3c-ab2f-950c804c4c47","BusinessFunction","Support","Provide the support processes common to all services delivered by the program",""
+"id-18b67f9fedcc4d689058d79a728bd732","BusinessFunction","Syncronization","Typically through change data capture (CDC), this process replicates and synchronizes data among database management systems (DBMSs). Schemas and other data structures in DBMS may be identical or slightly different. This pattern keeps operational data current across multiple systems",""
+"id-25c5427dd7f4485db94fc14e6871767d","BusinessFunction","Team Management (Business Function)","Avoid burnout
+Meet client expectations",""
+"id-6c4803433ad241a0a5374ca3f5884dbe","BusinessFunction","Temporary Foreign Workers Program (TFWP)","",""
+"3e3bc277-1fea-40bd-bbc1-35dd96697b2a","BusinessFunction","Test","",""
+"513cf63b-f8f4-48da-93cc-0304a88030c1","BusinessFunction","Test","",""
+"52e60851-0df0-409c-b2e9-db5d4ff77298","BusinessFunction","Test","",""
+"id-3e382299882848f686e87fcd27423462","BusinessFunction","Testing Assistance Response Team","The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities.",""
+"id-cb7b1dd9eee640feb457a3bac9409d6d","BusinessFunction","The College @ESDC","The College@ESDC opened its doors in September 2006 as Service Canada's national corporate learning institution. The Service Canada College (since renamed College@ESDC) sets the direction for and integrates all learning activities and learning priorities within the organization. Modeled on the ""corporate university"" concept, the College@ESDC weaves service excellence throughout all its activities.
+It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations.
+
+The College@ESDC is distinctive in the sense that:
+ It is the first federal organization to recognize service as a key competency in addition to valuing knowledge.
+ It formally recognizes the role of service providers as a profession and a career in the federal public service.
+ It is the first in government to centralize a learning, training and development function based on a corporate university model.
+ It consists of a nation-wide network of physical and virtual learning centres to accommodate the needs of staff across the country; and
+ It is recognized as one of seven ""noteworthy department – specific examples"" of public service renewal by the Clerk of the Privy Council.",""
+"8434a930-1c1e-4e42-9a25-89dea34f1dbe","BusinessFunction","UAT","",""
+"0f3c264d-b63e-4b6e-a519-c6455bc7bd10","BusinessFunction","UX/ Design","UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives.",""
+"f73ee8c5-cdb4-4d53-af5a-a9acb0fcc5fb","BusinessFunction","UX/ Design","UX / Design: This step serves to explore and eventually establish the necessary specifications and features that will satisfy the solution’s success criteria. The team will determine the data needs, components (hardware and/or software) and infrastructure required for the solution to accomplish its objectives.",""
+"id-8c79ab4c9e4c44b3bc59ac7d041975cb","BusinessFunction","Vaccine Task Force","",""
+"id-e2ad863fc01e4ef2b92575df77e93285","BusinessFunction","Virtualization / Federation","",""
+"id-4854fd74e7cd4f16a9084cced4f4a93c","BusinessFunction","Workload","",""
+"id-f97666ea0500480f9f6c5167ea6ee833","BusinessFunction","Workload Management (Business Function)","",""
+"2fd084cc-f138-4dea-bee3-2bcbd46c5241","BusinessInteraction","Appoint","",""
+"a28b7f4d-014f-4236-ac58-2f56a33578e1","BusinessInteraction","Appont","",""
+"id-b02cc38a38224f0b9e51facf6693f7c6","BusinessInteraction","BRM Facilitated Stakeholder Meeting","",""
+"id-91c062a168ed497587eeb3c6b0d08f9d","BusinessInteraction","EARB Deck Reviews (N Times)","",""
+"id-90c5387be53e496d8ec762ee738cd106","BusinessInteraction","Facilitated EA Assessment Review & Meeting","",""
+"id-dfd2d45f19284fba85735ee5d6e318e8","BusinessInteraction","Facilitated EA Assessment Review & Meeting","",""
+"id-db4beee486654eeebac0b471f3fd7717","BusinessInteraction","PanCanadien Trust Framework v1.3 - Atomic Processes","Reference: https://canada-ca.github.io/PCTF-CCP/",""
+"id-3bd1c3fe9ae84708847825e1f8fba35c","BusinessInteraction","SAS Peer Review","",""
+"id-fd05ce4a9c314508b0b4c7346dbc4feb","BusinessInterface","Benefits Delivery Services","",""
+"f4c7f0e7-c848-4b94-acc3-56dee6cbee35","BusinessInterface","Business Interface","",""
+"id-fb4a3b6c46734f04b3a546c5e3747b63","BusinessInterface","Dashboard","Dashboards are a style of reporting that graphically depicts operational or strategic information",""
+"id-8804a4533b5e4c75b66ad28a0b08b896","BusinessInterface","Dashboard (business interface)","Dashboards are a style of reporting that graphically depicts operational or strategic information",""
+"id-80f98688484b4e43840d272431e45a35","BusinessInterface","ICST","Selections
+Observations Creation
+Case Creation
+
+ICST - Information Collection and SYnthesis Team",""
+"id-ad9e33528885414d90af859f82199305","BusinessInterface","Policy Group","",""
+"id-b58af76f090344e3959dc9b934ec7ac3","BusinessInterface","Regional Service Canada","Case Transfer (Report)",""
+"id-2f0726d763e84b90ab1d20b8e8108f90","BusinessInterface","Self Service","Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment",""
+"id-5ed91d83af114f9b9c872b09acb75e40","BusinessInterface","Self Service (business interface)","Refers to the capability that allows business users to query data and create personalized reports in a data warehouse or data marts environment",""
+"id-f6f03262b65a418aa4c008fb03e75888","BusinessInterface","Web API","",""
+"id-6175e307d47a4a90a740c7305ef71181","BusinessInterface","Web API (business interface)","",""
+"7237e56e-f07d-4c23-845a-3fbeda35e4d3","BusinessObject","Accessibility Architecture Guardrails","",""
+"313baf56-c677-4d08-a908-69f63803282d","BusinessObject","Accessibility Architecture Guardrails","",""
+"77fa7164-dd1f-41de-a2f9-f9aa9aa1fa42","BusinessObject","Accessibility Guardrails","",""
+"811fdc2f-98b1-43fc-b01c-3d8d1cbaab1d","BusinessObject","Advanced Analytics Architecture Guardrails","",""
+"36c72806-1e90-42e5-930a-fe86e4fa0921","BusinessObject","Advanced Analytics Architecture Guardrails","",""
+"id-ecf17f14466e4000ada660966ac9aa52","BusinessObject","An Information Architecture Vision: Moving from Data Rich to Information Smart","An Information Architecture Vision: From Data Rich to Information Smart, White Paper (W132), published by The Open Group, April 2013; refer to: www.opengroup.org/library/w132",""
+"b473190d-b5e1-4655-8c3f-bf87099ce8be","BusinessObject","API Architecture Guardrails","The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens.
+• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. ""API First"" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described.
+• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders.
+• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design.
+",""
+"id-247904d7b5374d9d8785efa6f4db37b8","BusinessObject","API Architecture Guardrails","",""
+"954f6a00-120e-4aa8-87b1-5f72ad17bd68","BusinessObject","API Architecture Guardrails","",""
+"bae8c832-9ec1-419e-9bf2-634cd37a0380","BusinessObject","API Architecture Guardrails","The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens.
+• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. ""API First"" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described.
+• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders.
+• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design.
+",""
+"eded674b-2346-4edd-800f-d855b59cce45","BusinessObject","API Architecture Guardrails","The purpose of these Guardrails is to promote consistency and provide guidance around the use of Application Programming Interfaces (APIs) across ESDC, and to enable exchange and integration of data between systems, agencies, businesses and citizens.
+• Why API First? – APIs are an efficient and secure way to share data and expose functionality between government's digital services. ""API First"" is a design principle which stipulates that an API is the first interface for a given application; it is the first artefact to be developed over the data layer, and it is self described.
+• What's in the API Guardrails? – the ESDC API Guidelines provide design and best practices for building interfaces between systems or exposing data for secondary use. Other topics include security, metadata, versioning and management. The guidelines have been developed by ESDC using internal references and a thorough review of several public and private sector leaders.
+• When to use the API Guardrails? – most real time data integration requirements are best satisfied through APIs. In general, data sharing and integration also encourage the use of APIs to promote platform independence and loosely coupled service design.
+",""
+"06c492be-ccd5-4fff-83f4-f98b7fc4f906","BusinessObject","Architecture Guardrails","“Another mechanism that organizations use to bake evolvability into their system architectures is the concept of architectural guardrails. As with their real-world roadside equivalents, software guardrails are designed to keep people from straying into dangerous territory.
+In real terms, guardrails represent a lightweight governance structure. They document how an organization typically “does” things – and how, by implication, development teams are expected to “do” similar things. For example, a guardrail may document not just the specific availability requirements for a new service, but also how the organization goes about meeting such requirements. Typically, guardrails are used in combination with an external oversight team – be this an architecture board, guild, or program office. Typically, the message from such oversight teams is simple: if you stick to the guardrails, you do not need to justify your architectural choices – we will just approve them. However, in those situations where you could not abide by a guardrail, then we need to discuss it. If your reasoning is sound, then we may well agree with you and modify our guardrails, but we reserve the right to tell you to change your approach if there was no good reason not to abide by the guardrails.
+The key to their power is that they are not mandates. They do not impose absolute bans on teams taking different approaches; rather they encourage creativity and collaboration, and encourage the evolution of the governance structure itself.”
+From
+",""
+"0a804b0e-a2d2-405e-bd57-1e87fd4abefb","BusinessObject","Architecture Guardrails","",""
+"1696d650-d9e7-4218-90b6-b13768332060","BusinessObject","Architecture Guardrails","",""
+"cf3130d5-3924-40c4-bf19-37470c013751","BusinessObject","Architecture Standards","",""
+"b7e1aaf0-002f-43a7-94d7-6da09e2f227e","BusinessObject","Architecture Standards","",""
+"d7b6bd96-574f-4ff2-9bbd-8b330995c27f","BusinessObject","Architecture Standards","",""
+"id-3432d40b50c0403c9a8fe721969ba162","BusinessObject","ATAG 2.0 Glossary","Appendix A: Glossary
+This section is normative.
+
+This appendix contains definitions for all of the significant/important/unfamiliar terms used in the normative parts of this standard, including terms used in the Conformance section. Please consult http://www.w3.org/TR/qaframe-spec/ for more information on the role of definitions in standards quality.
+
+accessibility problems
+ATAG 2.0 recognizes two types of accessibility problems:
+authoring tool user interface accessibility problems: Aspects of an authoring tool user interface that does not meet a success criterion in Part A of ATAG 2.0.
+web content accessibility problems (WCAG): Aspects of web content that does not meet a WCAG 2.0 success criterion (Level A, AA or AAA).
+accessibility information (WCAG)
+Information that web content must contain in order to meet a WCAG 2.0 success criterion (Level A, AA or AAA). Examples include: programmatically associated alternative content (e.g. text alternatives for images), role, and state information for widgets, relationships within complex tables).
+Note: For the purposes of ATAG 2.0, only programmatically determinable accessibility information qualifies. For additional examples, see Appendix A of the Implementing ATAG 2.0 document.
+accessible content support features
+Any features of an authoring tool that directly support authors in increasing the accessibility of the web content being edited. These are features that must be present to meet the success criteria in Part B of ATAG 2.0.
+alternative content
+Web content that is used in place of other content that some people are not able to access. Alternative content fulfills essentially the same function or purpose as the original content. WCAG 2.0 recognizes several general types of alternative content:
+text alternatives for non-text content: Text that is programmatically associated with non-text content or referred to from text that is programmatically associated with non-text content. For example, an image of a chart might have two text alternatives: a description in the paragraph after the chart and a short text alternative for the chart indicating in words that a description follows.
+alternatives for time-based media: Web content that serves the same function or purpose as one or more tracks in a time-based media presentation. This includes: captions, audio descriptions, extended audio descriptions, sign language interpretation as well as correctly sequenced text descriptions of time-based visual and auditory information that also is capable of achieving the outcomes of any interactivity in the time-based presentation.
+media alternative for text: Media that presents no more information than is already presented in text (directly or via text alternatives). A media alternative for text is provided for people who benefit from alternate representations of text. Media alternatives for text may be audio-only, video-only (including sign-language video), or audio-video.
+Importantly, from the perspective of authoring tools, alternative content may or may not be:
+programmatically associated alternative content: Alternative content whose location and purpose can be programmatically determined from the original content for which it is serving as an alternative. For example, a paragraph might serve as a text alternative for an image, but it is only programmatically associated if this relationship is properly encoded (e.g. by ""aria-labeledby"").
+Note: ATAG 2.0 typically refers to programmatically associated alternative content.
+assistive technology
+Software (or hardware), separate from the authoring tool, that provides functionality to meet the requirements of people with disabilities (authors and end users). Some authoring tools may also provide direct accessibility features. Examples include:
+screen magnifiers, and other visual reading assistants, which are used by people with visual, perceptual, and physical print disabilities to change text font, size, spacing, color, synchronization with speech, etc. in order improve the visual readability of rendered text and images;
+screen readers, which are used by people who are blind to read textual information through synthesized speech or Braille;
+text-to-speech software, which is used by some people with cognitive, language, and learning disabilities to convert text into synthetic speech;
+speech recognition software, which are used by some people who have some physical disabilities;
+alternative keyboards, which are used by some people with physical disabilities to simulate the keyboard (including alternate keyboards that use head pointers, single switches, sip/puff, and other special input devices);
+alternative pointing devices, which are used by some people with physical disabilities to simulate mouse pointing and button activations.
+audio
+The technology of sound reproduction. Audio can be created synthetically (including speech synthesis), recorded from real-world sounds, or both.
+author actions preventing generation of accessible web content
+When the actions of authors prevent authoring tools from generating accessible web content (WCAG). Examples include: turning off accessible content support features, ignoring prompts for accessibility information (WCAG), providing faulty accessibility information (WCAG) at prompts, modifying the authoring tool (e.g. via scripting, macros), and installing plug-ins.
+authors
+People who use authoring tools to create or modify web content. The term may cover roles such as content authors, designers, programmers, publishers, testers, etc. (see Part B Conformance Applicability Note 6: Multiple authoring roles). Some authoring tools control who may be an author by managing author permissions.
+author permission
+Authorization that allows modification of given web content.
+authoring action
+Any action that authors can take using the authoring tool user interface that results in editing web content (e.g. typing text, deleting, inserting an element, applying a template). In contrast, most authoring tool user interfaces also enable actions that do not edit content (e.g. saving, publishing, setting preferences, viewing documentation).
+reversible authoring action: An authoring action that can be immediately and completely undone by the authoring tool upon a cancel request by an author. Examples of cancel requests include: ""cancel"", ""undo"", ""redo"" (when it used to reverse ""undo""), ""revert"", and ""roll-back""
+Note: It is acceptable for an authoring tool to collect a series of text entry actions (e.g. typed words, a series of backspaces) into a single reversible authoring action.
+authoring outcome
+The content or content modifications that result from authoring actions. Authoring outcomes are cumulative (e.g. text is entered, then styled, then made into a link, then given a title).
+authoring practice
+An approach that authors follow to achieve a given authoring outcome (e.g. controlling presentation with style sheets). Depending on the design of an authoring tool, authoring practices may be chosen by authors or by the authoring tool. Authoring practices may or may not be:
+accessible authoring practices (WCAG): An authoring practice in which the authoring outcome conforms to WCAG 2.0 at Level A, AA, or AAA. Some accessible authoring practices require accessibility information (WCAG).
+authoring session
+A state of the authoring tool in which web content can be edited by an author.
+end of an authoring session: The point at which the author has no further opportunity to make authoring actions without starting another session. The end of an authoring session may be determined by authors (e.g. closing a document, publishing) or by the authoring tool (e.g. when the authoring tool transfers editing permission to another author on a collaborative system).
+Note: The end of the authoring session is distinct from publishing. Automatic content generation may continue after the end of both the authoring session and initial publishing (e.g. content management system updates).
+authoring tool
+Any web-based or non-web-based application(s) that can be used by authors (alone or collaboratively) to create or modify web content for use by other people (other authors or end users).
+Note 1: ""application(s)"": ATAG 2.0 may be conformed to by stand-alone applications or by collections of applications. If a conformance claim is made, then the claim must provide identifying information for each application and also for any required extensions, plug-ins, etc.
+Note 2: ""alone or collaboratively"": Multiple authors may contribute to the creation of web content and, depending on the authoring tool, each author may work with different views of the content and different author permissions.
+Note 3: ""to create or modify web content"": This clause rules out software that collects data from a person for other purposes (e.g. online grocery order form) and then creates web content from that data (e.g. a web-based warehouse order) without informing the person (however, WCAG 2.0 would still apply). This clause also rules out software used to create content exclusively in non-web content technologies.
+Note 4: ""for use by other people"": This clause rules out the many web applications that allow people to modify web content that only they themselves experience (e.g. web-based email display settings) or that only provide input to automated processes (e.g. library catalog search page).
+Examples of software that are generally considered authoring tools under ATAG 2.0:
+web page authoring tools (e.g. WYSIWYG HTML editors)
+software for directly editing source code
+software for converting to web content technologies (e.g. ""Save as HTML"" features in office document applications)
+integrated development environments (e.g. for web application development)
+software that generates web content on the basis of templates, scripts, command-line input or ""wizard""-type processes
+software for rapidly updating portions of web pages (e.g. blogging, wikis, online forums)
+software for generating/managing entire websites (e.g. content management systems, courseware tools, content aggregators)
+email clients that send messages using web content technologies
+multimedia authoring tools
+software for creating mobile web applications
+Examples of software that are not considered authoring tools under ATAG 2.0 (in all cases, WCAG 2.0 still applies if the software is web-based):
+customizable personal portals: ATAG 2.0 does not apply because the web content being edited is only available to the owner of the portal
+e-commerce order forms: ATAG 2.0 does not apply because the purpose of an e-commerce order form is to order a product, not communicate with other people via web content, even if the data collected by the form actually does result in web content (e.g. online tracking pages)
+stand-alone accessibility checkers: ATAG 2.0 does not apply because a stand-alone accessibility checker with no automated or semi-automated repair functionality does not actually modify web content. An accessibility checker with repair functionality or that is considered as part of a larger authoring process would be considered an authoring tool.
+authoring tool user interface
+The display and control mechanism that authors use to operate the authoring tool software. User interfaces may be non-web-based or web-based or a combination (e.g. a non-web-based authoring tool might have web-based help pages):
+authoring tool user interface (non-web-based): Any parts of an authoring tool user interface that are not implemented as web content and instead run directly on a platform that is not a user agent (e.g. Windows, Mac OS, Java Virtual Machine, iOS, Android).
+authoring tool user interface (web-based): Any parts of an authoring tool user interface that are implemented using web content technologies and are accessed by authors via a user agent.
+Authoring tool user interfaces may or may not be:
+accessible authoring tool user interfaces: Authoring tool user interfaces that meet the success criteria of a level in Part A of ATAG 2.0.
+checking, accessibility
+The process by which web content is evaluated for web content accessibility problems (WCAG). ATAG 2.0 recognizes three types of checking, based on increasing levels of automation of the tests:
+manual checking: Checking in which the tests are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors must carry out the actual test procedure.
+semi-automated checking: Checking in which the tests are partially carried out by the authoring tool, but where authors' input or judgment is still required to decide or help decide the outcome of the tests.
+automated checking: Checking in which the tests are carried out automatically by the authoring tool without any intervention by authors.
+An authoring tool may support any combination of checking types.
+content (web content)
+Information and sensory experience to be communicated to the end user by means of a user agent, including code or markup that defines the content's structure, presentation, and interactions. In ATAG 2.0, the term is primarily used to refer to the output that is produced by the authoring tool. Content produced by authoring tools may include web applications, including those that act as web-based authoring tools. Content may or may not be:
+accessible content (WCAG): Content that would conform to WCAG 2.0, at either Level A, AA, or AAA, assuming that any web content technologies relied upon to satisfy the WCAG 2.0 success criteria are accessibility supported.
+Note 1: If accessibility support for the relied upon technologies is lacking, then the content will not conform to WCAG 2.0 and one or more groups of end users with disabilities will likely experience difficulty accessing the content.
+Note 2: Conformance to WCAG 2.0, even at the highest level (i.e. Level AAA), still may not make content ""accessible to individuals with all types, degrees, or combinations of disability"".
+content being edited: The web content that an author can modify during an authoring session. The content being edited may be a complete piece of content (e.g. image, style sheet) or only part of a larger piece of content (e.g. a status update). The content being edited only includes content in web content technologies that the authoring tool supports (e.g. a WYSIWYG HTML editor allows editing of the HTML content of a web page editable, but not the images).
+content properties
+The individual pieces of information that make up the web content (e.g. the attributes and contents of elements, style sheet information).
+content (structured)
+Web content that includes machine-readable internal structure (e.g. markup elements), as opposed to unstructured content, such as raster image formats or plain human language text.
+content generation (content authoring, content editing)
+The act of specifying the actual web content that will be rendered, played or executed by the end user's user agent. While the precise details of how content is created in any given system may vary widely, responsibility for the generation of content can be any combination of the following:
+author generated content: Web content for which authors are fully responsible. The author may only be responsible down to a particular level (e.g. when asked to type a text label, the author is responsible for the text, but not for how the label is marked up; when typing markup in a source editing-view, the author is not responsible for the fact that UNICODE is used to encode the text ).
+automatically-generated content: Web content for which developer-programmed functionality is fully responsible (e.g. what markup to output when an author requests to start a new document, automatically correcting markup errors).
+third-party content generation: Web content for which a third-party author is responsible (e.g. community shared templates).
+content rendering
+User interface functionality that authoring tools present if they render, play or execute the web content being edited. ATAG 2.0 recognizes several types of content renderings:
+conventional renderings (or ""WYSIWYG""): When content is rendered in a way that is similar to the default rendering a user agent would create from the same content. While ""WYSIWYG"", standing for ""What-you-see-is-what-you-get"" is the common term, differences between user agents and end user settings mean that in reality there is no single typical end user experience; or
+unconventional renderings: When content is rendered differently than it would be in a typical user agent (e.g. rendering an audio file as a graphical waveform); or
+partial renderings: When some aspects of the content are rendered, played, or executed, but not others (e.g. a frame-by-frame video editor renders the graphical, but not the timing aspects, of a video).
+content transformations
+Processes that take content in one web content technology or non-web content technology (e.g. a word processing format) as input and produce content that has been optimized, restructured or recoded:
+Optimizing Content Transformations: Transformations in which the content technology is not changed and the structural features of the content technology that are employed also stay the same. Changes would not be expected to result in information loss (e.g. removing whitespace, replacing in-line styles with an external style sheet).
+Restructuring Content Transformations: Transformations in which the content technology stays the same, but the structural features of the technology used to markup the content are changed (e.g. linearizing tables, splitting a document into pages.
+Recoding Content Transformations: Transformations in which the content technology used to encode the content is changed (e.g. HTML to XHTML, a word processing format to HTML).
+Note: Clipboard operations, in which content is copied to or pasted from the platform clipboard, are not considered content transformations.
+control settings
+Settings that relate to how authors operate the authoring tool, for example using the keyboard or mouse.
+developer
+Any entities or individuals responsible for programming the authoring tool. This includes the programmers of any additional software components included by the Claimant in the conformance claim. In some cases, development of the authoring tool is complete before authors can use it to publish web content. However, in other cases (e.g. some web-based authoring tools), the developer may continue to modify the authoring tool even after content has been published, such that the content experienced by the end user is modified.
+direct accessibility features
+Features of an authoring tool that provide functionality to meet the requirements of authors with disabilities (e.g. keyboard navigation, zoom features, text-to-speech). Additional or specialized functionality may still be provided by external assistive technology.
+display settings
+Settings that relate to how authors perceive the authoring tool. These include:
+audio display settings: the characteristics of audio output of music, sounds, and speech. Examples include volume, speech voices, voice speed, and voice emphasis.
+visual display settings: the characteristics of the on-screen rendering of text and graphics. Examples include fonts, sizes, colors, spacing, positioning, and contrast.
+tactile display settings: the characteristics of haptic output. Examples include the magnitude of the haptic forces and the types of vibration.
+documentation
+Any information that supports the use of an authoring tool. This information may be provided electronically or otherwise and includes help, manuals, installation instructions, sample work flows, tutorials, etc.
+document object
+The internal representation of data in the source by a non-web based authoring tool or user agent. The document object may form part of a platform accessibility service that enables communication with assistive technologies. Web-based authoring tools are considered to make use of the document object that is maintained by the user agent.
+element
+A pair of markup tags and its content, or an ""empty tag"" (one that requires no closing tag or content).
+end user
+A person who interacts with web content once it has been authored. This includes people using assistive technologies.
+human language
+Language that is spoken, written or signed (through visual or tactile means) to communicate with humans.
+informative
+For information purposes and not required for conformance.
+keyboard interface
+Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. A keyboard interface can allow keystroke input even if particular devices do not contain a hardware keyboard (e.g. a touchscreen-controlled device can have a keyboard interface built into its operating system to support onscreen keyboards as well as external keyboards that may be connected).
+Note: Keyboard-operated mouse emulators, such as MouseKeys, do not qualify as operation through a keyboard interface because these emulators use pointing device interfaces, not keyboard interfaces.
+keyboard trap
+A user interface situation in which a keyboard interface may be used to move focus to, but not from, a user interface component or group of components.
+label
+Text or other component with a text alternative that is presented to users to identify a component. A label is presented to all users whereas the name may be hidden and only exposed by assistive technology. In many (but not all) cases the name and the label are the same.
+live
+Information captured from a real-world event that is published with no more than a broadcast delay.
+Note: A broadcast delay is a short (usually automated) delay, for example used in order to give the broadcaster time to queue or censor the audio (or video) feed, but not sufficient to allow significant editing.
+markup language
+A system of text annotations (e.g. elements in HTML) and processing rules that may be used to specify the structure, presentation or semantics of content. Examples of markup languages include HTML and SVG.
+markup of some content is the set of annotations that appear in the content.
+name
+Text by which software can identify a user interface component to the author or end user. The name may be hidden and only exposed by assistive technology, whereas a label is presented to all users. In many (but not all) cases, the label and the name are the same.
+non-text content
+Any content that is not a sequence of characters that can be programmatically determined or where the sequence is not expressing something in human language. This includes ASCII Art (which is a pattern of characters), emoticons, and images representing text.
+normative
+Required for conformance. One may conform in a variety of well-defined ways to ATAG 2.0. Content identified as ""informative"" or ""non-normative"" is never required for conformance.
+option
+When an author is presented with choices.
+default option: A setting or value for an option that is assigned automatically by the authoring tool and remains in effect unless canceled or changed by the author.
+platform
+The software environment within which the authoring tool operates. Platforms provide a consistent operational environment on top of lower level software platforms or hardware. For web-based authoring user interfaces, the most relevant platform will be a user agent (e.g. browser). For non-web-based user interfaces, the range of platforms includes, but may not be limited to, desktop operating systems (e.g. GNOME desktop on Linux, Mac OS, Windows), mobile operating systems (e.g. Android, BlackBerry, iOS, Windows Phone), or cross-OS environments (e.g. Java), etc.
+Note 1: Many platforms mediate communication between applications operating on the platform and assistive technology via a platform accessibility service.
+Note 2: Accessibility guidelines for developers exist for many platforms.
+platform accessibility service
+A programmatic interface that is specifically engineered to provide communication between applications and assistive technologies (e.g. MSAA, IAccessible2 and UI Automation for Windows applications, AXAPI for Mac OS X applications, GNOME Accessibility Toolkit API for GNOME applications, Java Access for Java applications). On some platforms, it may be conventional to enhance communication further by implementing a document object.
+plug-in
+A program that runs as part of the authoring tool (e.g. a third-party checking and repair tool) and that is not part of web content being edited. Authors generally choose to include or exclude plug-ins from their authoring tool.
+pre-authored content
+Pieces of web content, created prior to an authoring session, that the authoring tool developer makes available to authors to use in the content being edited. Examples include clip art, sample videos, user interface widgets.
+Note 1: For templates, an incomplete form of pre-authored content, see Guideline B.2.4.
+Note 2: If the authoring tool uses pre-authored content automatically, see Guideline B.1.1.
+accessible pre-authored content (WCAG): Pre-authored content that is either already accessible web content (WCAG) or would be accessible, if it was appropriately inserted into an empty document.
+Note: If extensive author input is required to make use of pre-authored content, then the content may in fact be a template.
+pre-authored content selection mechanism
+A function beyond standard file selection that allows authors to select pre-authored content to use in an authoring session (e.g. clip art gallery, widget palette).
+presentation
+Rendering of the content in a form to be perceived by authors or end users.
+programmatically determined (programmatically determinable)
+Information that is encoded in a way that allows different software, including assistive technologies, to extract and present the information in different modalities. ATAG 2.0 uses this term in two contexts:
+Processing content: Whether the authoring tool is able to extract information from the web content (e.g. to extract the language of content from the markup).
+Communication between the authoring tool and assistive technology: For non-web-based user interfaces, this means making use of platform accessibility services, APIs, and, in some cases, document object models. For web-based user interfaces, this means ensuring that the user agent can pass on the information (e.g. through the use of WAI-ARIA).
+prominence
+A heuristic measure of how likely authors are to notice a user interface component in a user interface that they are operating. Prominence is affected by numerous factors, including: the number of navigation steps required, the reading order position, visual properties (e.g. size, spacing, color), and even the modality of use (e.g. mouse vs. keyboard use).
+at least as prominent: For ATAG 2.0, a user interface component A is considered to be ""at least as prominent"" as another component B when, from a default state, component A becomes displayed (and enabled) with the same number or less ""opening"" actions than are required for component B to become displayed (and enabled).
+Note 1: When a container is open, all of the enabled components in the container (e.g. items in a list, items in a menu, buttons in a toolbar, all components in a dialog box) are considered to be displayed (and therefore are at least as prominent as each other), even if the container must be scrolled for them to become visible. This takes into account that different screen sizes and author settings will affect which components are visible at a given time.
+Note 2: ""Opening actions"" are actions made by authors on components within the user interface that result in new components becoming displayed or enabled. For example: (a) keyboard shortcut to a top-level menu item to display a sub-menu, (b) keyboard selection on a button to display a dialog box, (c) mouse click on a checkbox to enable previously disabled sub-items, etc. Actions that do not cause new components to become actionable (e.g. moving focus, scrolling a list), are not counted as ""opening actions"".
+Note 3: Keyboard shortcuts to components in closed containers are not counted as ""opening actions"" because the components have no prominence when they are not displayed. The same is true when authors must use ""search"" to reveal components in closed containers.
+Note 4: The ""default state"" is the state of the authoring tool at the beginning of an authoring session as set by the developer. The default state of many document authoring tools is an editing-view.
+prompt
+Any authoring tool initiated request for a decision or piece of information from authors. The term covers both requests that must be responded to immediately (e.g. modal dialog boxes) as well as less urgent requests (e.g. underlining a misspelled word).
+publishing
+Any point at which the authors or authoring tool make web content available to end users (e.g. uploading a web page, committing a change in a wiki, live streaming).
+range
+More than one item within a multi-item set.
+Informative Note: ATAG 2.0 uses the term ""range"" where absolute measurements may not be practical (e.g. the set of all help documentation examples, the set of all templates). While the strict testable requirement is the definition ""More than one item within a multi-item set"", implementers are strongly encouraged to implement the success criteria more broadly.
+relationships
+Meaningful associations between distinct pieces of content.
+repair (accessibility)
+The process by which web content accessibility problems that have been identified within web content are resolved. ATAG 2.0 recognizes three types of repair, based on increasing levels of automation:
+manual repair: Where the repairs are carried out by authors. This includes the case where authors are aided by instructions or guidance provided by the authoring tool, but where authors carry out the actual repair procedure;
+semi-automated repair: Where the repairs are partially carried out by the authoring tool, but where authors' input or judgment is still required to complete the repair; and
+automated repair: Where the repairs are carried out automatically by the authoring tool without any intervention by authors.
+restrictions, restricted web content authoring
+When the web content that authors can specify with an authoring tool either must include or must not include certain content (e.g. elements, attributes, widgets). Many authoring tools restrict authoring in some way, which can either benefit accessibility (e.g. if text alternatives for non-text content are required) or detract from accessibility (e.g. if attributes for defining text alternatives are not available). In contrast, authoring tools that allow unrestricted web content authoring do not require any particular content to be included or not included (e.g. many source editing-views).
+role
+Text or a number by which software can identify the function of a component within web content (e.g. a string that indicates whether an image functions as a hyperlink, command button, or check box).
+sequential keyboard access
+Using a keyboard interface to navigate the focus one-by-one through all of the items in an ordered set (e.g. menu items, form fields) until the desired item is reached and activated. This is in contrast to direct keyboard access methods such as keyboard shortcuts and the use of bypass links.
+technology (web content)
+A mechanism for encoding instructions to be rendered, played or executed by user agents. Web content technologies may include markup languages, data formats, or programming languages that authors may use alone or in combination to create end user experiences that range from static web pages to multimedia presentations to dynamic web applications. Some common examples of web content technologies include HTML, CSS, SVG, PNG, PDF, Flash, Silverlight, Flex, and JavaScript.
+template
+Content patterns that are filled in by authors or the authoring tool to produce web content for end users (e.g. document templates, content management templates, presentation themes). Often templates will pre-specify at least some authoring decisions.
+accessible templates (WCAG): Templates that can be filled in to create web content that meets the WCAG 2.0 success criteria (Level A, AA or AAA), when both of the following are true:
+The author correctly follows any instructions provided (e.g. correctly responding to prompts, correctly replacing highlighted placeholders); and
+No further authoring occurs
+Note: Under these conditions, some templates will result in completely empty documents, which are considered accessible by default.
+template selection mechanism
+A function beyond standard file selection that allows authors to select templates to use as the basis for new content or to apply to existing content.
+time limit
+The amount of time that an authoring tool provides to authors to perform a task (e.g. read a message, select an item, save a change). Examples include: authoring session timeouts, time-based presentations (e.g. tutorial video).
+tutorial
+A type of documentation that provides step-by-step instructions for performing multi-part tasks.
+user agent
+Any software that retrieves, renders and facilitates end user interaction with web content (e.g. web browsers, browser plug-ins, media players)
+In-Market User Agent: A user agent that can be procured by members of the public (free or otherwise). Usually, an in-market user agent will be a separate software from the authoring tool; however, sometimes a software may combine user agent and authoring tool functionality. These cases include:
+Preview-Only: If the user agent can only render web content that it receives from the associated authoring functionality, then the software is an authoring tool with a preview feature. Such preview-only features are not considered in-market user agents.
+User Agent with Authoring Tool Mode: If the user agent functionality must retrieve and open web content before it can be sent to the authoring tool functionality, then the software is a user agent with an authoring tool mode. If the user agent is used to preview content produced by the authoring tool mode, then it is to be considered an in-market user agent.
+Combined User Agent/Authoring Tool: A user agent in which the default mode of user interaction enables editing the web content. These tools do not need previews because the author is already experiencing the content in the same way as end users.
+user interface component
+A part of the user interface or content display (including content renderings) that is perceived by authors as a single control for a distinct function.
+video
+The technology of moving pictures or images. Video can be made up of animated or photographic images, or both.
+view
+A user interface function that authors use to interact with the web content being edited. ATAG 2.0 categorizes views according to whether they support editing:
+editing-views: Views in which some or all of the content is editable; or
+previews: Views in which no authoring actions are provided (i.e. the view is not editable). Previews are provided to present the web content being edited by the authoring tool as it would appear to end users of user agents. Previews may be implemented using actual in-market user agents, but this is not necessary.
+ATAG 2.0 also recognizes several approaches to presenting the content in a view:
+source views: The content is presented in unrendered form (e.g. plain text editors); or
+rendered views: Content renderings (conventional, unconventional or partial) are presented; or
+property views: Only properties of the content are presented. The authoring tool then uses these properties to automatically generate the content to be published (e.g. CMS calendar widget that generates a calendar from the numeric month and year).
+workflow
+A customary sequence of steps or tasks that authors follow to produce a content deliverable. If an authoring tool is composed of a collection of applications (e.g. markup editor, image editor, and validation tool), then its workflows may include use of one or more of the applications.",""
+"id-463d49cb38154531b2be5bee32437c25","BusinessObject","BDM Architecture Playbook","BDM Architecture Guidance and Standards Playbook - v0.3.pptx
+https://014gc.sharepoint.com/sites/BDMArchitectureTouchpoint-StaffandConsultants/Shared%20Documents/General/04%20-%20Architectural%20Governance%20and%20Enabling%20Services/BDM%20Architecture%20Playbook/BDM%20Architecture%20Guidance%20and%20Standards%20Playbook%20-%20v0.3.pptx",""
+"id-12d12cb2c25b478a9663ae749e908aed","BusinessObject","BNF Standard","BNF
+The meaning of BNF-structured data is generally described in textual documents; for example, IETF RFC 822, the original Internet email standard, describes the meanings of the fields of an email message.
+
+Refer to: https://tools.ietf.org/html/rfc822.",""
+"id-296248707d9d4c598fdc52e040158b19","BusinessObject","Business Object","",""
+"id-3c29fdba997f401eac7f4b6af31f38a1","BusinessObject","Business Object","",""
+"id-fe2a93d42f274a5eada1cf5d3366b9ca","BusinessObject","Business Object","",""
+"id-c9f7a6427dd24b87a7559b503c3b76dc","BusinessObject","Business Object","",""
+"id-f3e01cbaae7f4c26b2559b354763b075","BusinessObject","Business Object","",""
+"id-2cfb3c7310bf4620a855f6e0356fc86f","BusinessObject","Business Object","",""
+"id-0d158e9508714448803079dcfd7b53bd","BusinessObject","Business Object","",""
+"id-9dd24649db3b40fda2107779d05a8676","BusinessObject","Business Object","",""
+"af2a6578-d76b-4c03-8a00-184511c15ffd","BusinessObject","Client Journey Map","",""
+"id-a5a7459ec08849d3b6c4cc97b41a7cac","BusinessObject","Cloud Licensed","A resource, such as applications and storage, which is available online through a licensing agreement. ",""
+"id-0be045c0aa314a839cbd7a553cd2edb6","BusinessObject","Cloud: Other Core Systems","ESDC data and information hosted externally (e.g., Canada Student Loan Program)",""
+"id-73a372a374ef4e208f3e1fb74aa744d3","BusinessObject","Cloud: Public Open","A resource, such as applications and storage, which is available online to the general public. ",""
+"id-64f01f5ecbdf4e22a039b593ddd2f796","BusinessObject","Content ","A content is a set of claims.",""
+"id-5e11b66089cf4ef29f5d1cc07899c784","BusinessObject","Content Display Standards","Content Display
+A content display standard states how human-readable content should be represented by data values (and therefore, in conjunction with a data encoding standard, as binary zeros and ones).
+The most common content display conventions are not formally standardized; for example, conventional English text consists of words, sentences, and paragraphs delimited by spaces and punctuation marks.
+Table 1 contains examples of formal standards that extend these conventions.
+Table 1: Content Display Standards",""
+"id-2c8017b667a2483981fa4b624de863e7","BusinessObject","Credential","",""
+"74680ec8-2528-4bbb-96d9-6cdcddea3a5b","BusinessObject","Data Analytics Architecture Guardrails","",""
+"0da43c2e-26d9-4a10-90c6-bcb8b8e6ada8","BusinessObject","Data Analytics Architecture Guardrails","",""
+"2af1a90a-0c86-466e-86e7-028ca6fd7a18","BusinessObject","Data Analytics Architecture Guardrails","",""
+"id-368152f67a0d4414985c9b7c50169324","BusinessObject","Data Encoding Standards","Data Encoding
+Digital computer data consists of sequences of zeros and ones. A data encoding standard states how data values such as numbers, text strings, and images should be represented as sequences of zeros and ones, and how such a sequence should be parsed to create data values; for example, ISO®/IEC® 10646:2020: Information Technology – Universal Coded Character Set (UCS) (see References) states how text characters are represented as sequences of zeros and ones in various formats, including UTF-8.
+A list of media types (formerly known as Multipurpose Internet Mail Extensions (MIME) types) that includes the data decoding standards in common use is maintained by the Internet Assigned Numbers Authority (IANA).1 These standards are not listed here. The reader should consult the IANA media type registries.
+Some data encoding standards also define content display or data structure. The media type standards listed by IANA include content display standards and data structure standards as well as data encoding standards.",""
+"f3ffef3a-cc74-4c64-b117-1974f8f842be","BusinessObject","Data Exchange Architecture Guardrails","",""
+"ddda3e6f-4795-4d97-8ae9-968147229cf7","BusinessObject","Data Management Architecture Guardrails","",""
+"5cb33410-77e6-4cd8-9d0e-5bfbd633a115","BusinessObject","Data Management Architecture Guardrails","",""
+"a4b910e4-e894-4237-b202-db431f9727c4","BusinessObject","Data Management Architecture Guardrails","",""
+"id-d5e93326cd974e31a5808a483fb8d970","BusinessObject","Data Management Body of Knowledge","Data Management Body of Knowledge (DMBOK®), Version 1.2, 2017, published by DAMA International, Inc.; refer to: https://www.dama.org/cpages/body-of-knowledge",""
+"id-0ef1dd29a1ed4766a92f8374df89d6ac","BusinessObject","Data Science","Data Science
+Data analysis and transformation are related to data science,26 which is an inter-disciplinary field that uses scientific methods, processes, algorithms, and systems to extract knowledge and insights from collections of structured and unstructured data.
+The Data Science Association27 has formed a committee to define formal standards for data science.
+The Open Group has defined the Open Certified Data Scientist (Open CDS) certification program,28 to provide certification of the competence of data science professionals.",""
+"id-b87204012c184324b8dbf9657ea12a0d","BusinessObject","Datasets","Ability to deliver flat filesfor downstream analytics",""
+"id-0396463cf35b4c68bd7b419dd424e241","BusinessObject","Datasets (business object)","Ability to deliver flat filesfor downstream analytics",""
+"id-d1a06fc0a8254a64954413f178a10e8c","BusinessObject","Description Source-URL","Name Description Source/URL
+Name: UNIX Utilities
+Description: The UNIX Standard defines some text transformation utilities and associated transformation specifications, including sed and awk. Linux® contains similar utilities.
+Source/URL: Refer to: http://www.unix.org/ and https://en.wikipedia.org/wiki/Linux.
+",""
+"id-3ed336dc29cb46839f772041cb3076cf","BusinessObject","Dictionaries","Dictionaries
+There are a number of dictionaries that provide precise definitions for terms that may be used in textual descriptions of data. They may be required to be used for specific purposes by industry associations and corporations. Table 11 provides examples.
+Table 11: Dictionaries",""
+"d1b6e8c4-6fcc-451c-9d71-94ca0dfe97ca","BusinessObject","Digital Experience Architecture Guardrails","",""
+"f57474d1-91e3-449d-b7f9-a1f261194e8e","BusinessObject","Digital Experience Architecture Guardrails","",""
+"90fd382e-a575-4c1a-ba52-2a56c60f3772","BusinessObject","Digital Experience Guardrails","",""
+"id-d2cc276c7ca74ed29160364b7aab749e","BusinessObject","Django Template Processor","Name Source/URL
+Django® Template Processor
+Refer to: https://www.djangoproject.com/start/overview/.",""
+"id-8550db0e65da485b984fb3db0a8e7994","BusinessObject","DMBOK","DMBOK
+Data Management (DM) is an overarching term that describes the processes used to plan, specify, enable, create, acquire, maintain, use, archive, retrieve, control, and purge data. Data analysis and transformation are data management activities. Data Management Association (DAMA) International24 is a not-for-profit association dedicated to advancing the concepts and practices of information and data management that has produced the DMBOK.25 This includes, in its Data Integration and Interoperability knowledge area, guidance related to the transformation of data.
+
+24 Refer to: https://www.dama.org/.
+25 Refer to: https://www.dama.org/cpages/body-of-knowledge, or see References.",""
+"id-2ef1ba9ac86e426daa2e84b56586a0fa","BusinessObject","Document Type Definition (DTD)","Name: Document Type Definition (DTD)
+Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes.
+Refer to: https://www.w3.org/XML.
+",""
+"id-6e7a5d4ef1b149daa41bc40562637e47","BusinessObject","Domain-Specific Standards","Domain-Specific Standards
+Domain-specific data structure standards define data structures appropriate to specific application domains. They are generally based on generic data structure standards, and add requirements for identified constructs that contain application-specific data. This implies particular semantics for that data. Examples are shown in Table 7.
+Table 7: Examples of Domain-Specific Standards",""
+"id-a2620f34da924506a1e342258c1c5f30","BusinessObject","Domain-Specific Structures","Domain-Specific Structures
+Domain-specific structure standards, including FHIR, HL7, OFX, the Open Banking Standard, and UN/EDIFACT generally define metadata for their respective domains.",""
+"id-d29c6e5bc6a146c6a2ca0422488fb181","BusinessObject","Dublin Core Vocabulary","Name: Dublin Core™ Vocabulary
+Description: The most notable, and possibly the most widely-used metadata standard, which defines a core set of common terms.
+Source/URL: The Dublin Core Metadata Initiative (DCMI); refer to: https://dublincore.org/.
+
+Dublin Core is a trademark of the Dublin Core Metadata Initiative.",""
+"id-55b63ceb83054aee8f1be0aea113b68a","BusinessObject","ECCMA Open Technical Dictionary (EOTD)","Name: ECCMA® Open Technical Dictionary (EOTD)
+Description: A technical dictionary that complies with ISO 22745.
+Source/URL: Refer to: https://eccma.org/resources/.",""
+"id-08ee688d220b44199c4b11e2b438fa43","BusinessObject","Encyclopedia of Computer Science","Encyclopedia of Computer Science, January 2003; refer to: https://dl.acm.org/doi/pdf/10.5555/1074100.1074312",""
+"id-ff84d472b0e9472d94aefea806871ed5","BusinessObject","ERA Models","ERA Models
+Entity-Relationship-Attribute (ERA) models are often used to describe relational database structures. ERA modeling is a well-established practice. There is no formal standard for it, although ISO/IEC 11179 defines some modeling terms.",""
+"id-619d4f3b45dc44a1aa662c34c0f65a10","BusinessObject","Extensible Markup Language (XML)","Name: Extensible Markup Language (XML)
+Description: Data described in XML is structured as a tree of elements with content and attribute data values. The content of an element includes child elements and content data values.
+Refer to: https://www.w3.org/XML.",""
+"id-b2c896a853074eb0856bb64cbef590e1","BusinessObject","eXtensible Stylesheet Language (XSL)","Name: eXtensible Stylesheet Language (XSL)
+Description: A family of W3C recommendations for defining XML document transformation and presentation. It includes XSL Transformations (XSLT), which is a language for transforming an XML document into another XML document, or another type of document, such as HTML or Extensible HyperText Markup Language (XHTML™) that is recognized by a browser. A transformation is defined in a transformation template, which contains rules to apply when an XML node is matched in the input. XSLT is a powerful language, capable of arbitrary computations. It is widely supported by web browsers.
+Source/URL: For XSL, refer to: https://www.w3.org/Style/XSL/.
+For XSLT, refer to: https://www.w3.org/TR/xslt-30/.
+For XHTML, refer to: https://www.w3.org/TR/xhtml1/.",""
+"5dff957a-8be6-4078-91fb-82da8abefbd2","BusinessObject","External","",""
+"c54b9f37-42fe-4588-8090-f38e940cfc25","BusinessObject","External Architecture Guardrails","",""
+"992719c7-0e95-40b7-96a4-8dda8c4536c5","BusinessObject","External User Architecture Guardrails","",""
+"id-60f9a8a2ce944f2785e4948bd83e95a0","BusinessObject","Fast Healthcare Interoperability Resources (FHIR)","Name: Fast Healthcare Interoperability Resources (FHIR®)
+Description: A standard for healthcare data exchange, published by Health Level Seven® International (HL7®). It has equivalent representations of data using XML, JSON, and RDF.
+Source/URL: Refer to: https://www.hl7.org/fhir/.",""
+"id-6ec17c8bf5014309aba3caa9582048b0","BusinessObject","Find & View Cases (Business Object)","",""
+"id-1a7117f30f9e4fb09015606909007966","BusinessObject","Friend Of A Friend (FOAF) Vocabulary Specification","Name: Friend Of A Friend (FOAF) Vocabulary Specification
+Description: A standard vocabulary with a wide take-up that is defined using RDF.
+Source/URL: Refer to: http://xmlns.com/foaf/spec/.",""
+"id-b374232f20b4460fabfdc63762e4f86c","BusinessObject","Gartner Identifies Top Ten Data and Analytics Technology Trends for 2021","Gartner Identifies Top Ten Data and Analytics Technology Trends for 2021, Gartner Newsroom Press Release, March 2021; refer to: https://www.gartner.com/en/newsroom/press-releases/2021-03-16-gartner-identifies-top-10-data-and-analytics-technologies-trends-for-2021",""
+"id-35be1284d89545709defb123cbbc0c37","BusinessObject","Generic Data Structure Standards","Generic Data Structure Standards
+Relational databases are the most common way of storing data, and there is universal agreement that data in relational databases is structured data. Other important forms of structured data, at least according to some practitioners, are spreadsheets and Comma-Separated Value (CSV) files, Resource Description Framework (RDF) triple stores, JavaScript™ Object Notation (JSON) and YAML (a recursive acronym for “YAML Ain’t Markup Language”) files, Extensible Markup Language (XML) files, and text files in Backus-Naur Form (BNF).",""
+"id-540725f271a043179c45f30aa636ac91","BusinessObject","Hugo Templating","Name Source/URL
+Hugo Templating
+Refer to: https://gohugo.io/templates/introduction/.",""
+"id-6a6e38f81fb54960942bb85500fb3cd0","BusinessObject","Hybrid Data","Hybrid Data
+Data primarily intended for human consumption but conforming, or partly conforming, to a data structure standard is hybrid data. Email is a prime example: it is intended to be read by people but includes headers (“From”, “To”, etc.) that enable machine processing. In most cases, the structured data is metadata (see Structure Standards) describing the content that is for human consumption.",""
+"id-cc40e5d1d8d843339a8d7ca939d51234","BusinessObject","Hybrid Data","Hybrid Data
+The structured component of hybrid data sets is often there to provide metadata.
+Word processor files often include metadata, such as the name of the author. The HTML standard defines the tag to include metadata in web pages, and also allows linked data, which is structured data that is incorporated in web pages so that they become more useful through semantic queries. JavaScript Object Notation for Linked Data (JSON-LD)21 is a standard method of encoding linked data using JSON.
+Refer to: https://www.w3.org/TR/json-ld11/.",""
+"id-ac847263bd7b49829bfaabcdf9cd4305","BusinessObject","HyperText Markup Language (HTML)","HyperText Markup Language (HTML™)
+Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/.",""
+"77602c24-1722-41cb-9b4f-f9cf13e0d914","BusinessObject","IAM Architecture Guardrails","",""
+"579ba8a4-25ab-4001-8aa1-2f0b13eb2ed8","BusinessObject","IAM Architecture Guardrails","",""
+"71efe8d8-63a4-4ae3-9f94-71e85c9128a3","BusinessObject","IAM Architecture Guardrails","",""
+"id-683fd9ecaef54ec98dbe2be4828dd0ae","BusinessObject","Image","A picture that has been created or copied and stored in electronic form (e.g., JPEG, GIF)",""
+"id-ef62796cd4f04d6e8005d0586f2387b6","BusinessObject","Information Architecture: Business Intelligence & Analytics and Metadata Management Reference Models","Information Architecture: Business Intelligence & Analytics and Metadata Management Reference Models, The Open Group Guide (G201), published by The Open Group, January 2021; refer to: www.opengroup.org/library/g201",""
+"c434523b-0dc5-4976-82b0-fed42c3a61c0","BusinessObject","Insight Reporting Architecture Guardrails","",""
+"3351617b-96e2-430b-af66-ed839b2439b7","BusinessObject","Insight Reporting Architecture Guardrails","",""
+"5d2162f8-f209-4747-b617-38861b9877d8","BusinessObject","Internal","",""
+"d47dd8af-8c6c-4237-b939-439402293b11","BusinessObject","Internal Architecture Guardrails","",""
+"6751ca8a-33cb-4cf4-b919-54f43a9dd1c7","BusinessObject","Internal User Architecture Guardrails","",""
+"id-f48e4e6c30af4e33916b562ce211978c","BusinessObject","ISO 22745","Name: ISO 22745
+Description: Defines open technical dictionaries and their application to master data for industrial automation systems and integration.
+Source/URL: ISO 22745-1:2010: Industrial Automation Systems and Integration – Open Technical Dictionaries and their Application to Master Data – Part 1: Overview and fundamental principles; refer to: https://www.iso.org/standard/53995.html.",""
+"id-f383535055154014827f4d850b0cfb57","BusinessObject","ISO-IEC 10646.2020 Information Technology - Universal Coded Character Set (UCS)","ISO/IEC 10646:2020: Information Technology – Universal Coded Character Set (UCS); refer to: https://www.iso.org/standard/76835.html",""
+"id-266b3666948f46cea22243e5ef4c884f","BusinessObject","ISO-IEC 11179-1.2015 Information Technology - Metadata Registries (MDR)","ISO/IEC 11179-1:2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework; refer to: https://www.iso.org/standard/61932.html",""
+"id-bfdc171afe884c5c9b3802061412acbd","BusinessObject","JavaScript Notation Object (JSON)","Name: JavaScript Notation Object (JSON)
+Description: Functionally equivalent to a subset of Javascript (but with a slightly different syntax). Data is described in JSON as collections of name-value pairs, where a value can be null, a text string, a number, a boolean, a collection of name-value pairs, or an array of values. The data thus has a recursively nested structure.
+Source/URL: Refer to: https://www.json.org/json-en.html.",""
+"id-9c1982a2aae64aef81a9dfab14becb48","BusinessObject","JSON and YAML","JSON and YAML
+Data described using JSON corresponds to a collection of objects, each of which has attributes, each of which is a data value, an object, or an array of objects.
+There are no formal semantic standards for JSON or YAML, but data described by these languages includes the names of the objects and properties and so, to some extent, is semantically “self-documenting”.",""
+"id-7f7384e0b8804f4ca57698abbac59e2b","BusinessObject","JSON and YAML Standards","JSON and YAML
+Table 4: JSON and YAML
+
+Note: JSON does not have a schema standard, though the Internet Engineering Task Force (IETF) is working to develop one (see https://json-schema.org/). Work is also taking place to extend the draft JSON Schema standard to cover YAML.",""
+"id-97dff8660a404f079953a5f2d9f3fa59","BusinessObject","Liquid Template Language","Name Source/URL
+Liquid Template Language
+Refer to: https://shopify.github.io/liquid/.",""
+"id-8cc0f30d061b430bba284b594b9e9952","BusinessObject","Machine Learning","Machine Learning
+With programs such as UNIX sed and implementations of XSLT, the analysis or transformation is defined by a fixed specification, such as a sed script or transformation template, which is interpreted by an application-agnostic program. In an ML system, the definition of the analysis or transformation is modified in the light of results; the system learns what it has to do. ML is a branch of Artificial Intelligence (AI) that can be used for data analysis and transformation.
+A particular form of data analysis that is relevant to data integration is the analysis of human-readable content. This is a branch of Natural Language Processing (NLP). It includes Sentiment Analysis, which assesses whether a piece of human-readable content is positively or negatively disposed towards a product or proposition.
+ISO/IEC JTC 1/SC 4232 is the sub-committee of the joint technical committee of International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC) responsible for standardization in the area of AI. Its work program includes:
+• AI framework, concepts, terminology, and computational approaches
+• Quality model for AI-based systems
+• Robustness of neural networks
+• Analytics using AI and big data
+• Functional safety, risk management, ethical and societal concerns, bias, and governance
+• Use-cases",""
+"b2134456-5924-429d-b8ac-c20c329ab3ed","BusinessObject","Master DM Architecture Guardrails","",""
+"id-90396b684ba44226947dd1f75d2cf6ce","BusinessObject","Merriam-Webster Dictionary","Merriam-Webster Dictionary; refer to: https://www.merriam-webster.com/",""
+"id-c865af551ac64d409082cc53c718bacd","BusinessObject","Metadata Registries","Metadata Registries
+International Standard ISO/IEC 11179-1: 2015: Information Technology – Metadata Registries (MDR) – Part 1: Framework (see References) defines a framework for data semantics that is in practice used in connection with relational databases, but in theory could be applied more widely.
+In this framework, data encodes information about real-world objects and their properties. A data element is a unit of data that is considered in context to be indivisible. It is a logical specification to which a data value can conform, and that states what a conforming data value means. The meaning of a data element value is a combination of an object class and a property, such as person and name. A data element also has a value domain – its set of permissible values.
+When ISO/IEC 11179 is applied to a relational database, each table represents an object class, each column represents a data element, and each row represents an object and contains the values of the column data elements for that object.
+Usually, the table names and column names suggest the meaning of the data in a relational database. Formal documentation can describe the meaning more rigorously. Such documentation is a kind of metadata. ISO/IEC 11179 documents the standardization and registration of metadata to make data understandable and shareable.",""
+"f150e6f5-3bf1-4969-bda6-ea06cbcc09ba","BusinessObject","MFT Architecture Guardrails","",""
+"id-45fd8258f40c4720bbbdcf1ed11e23e3","BusinessObject","Microsoft Office Word","Microsoft® Office Word
+ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html.",""
+"id-91c31604ed634239bdf34c4fe85bc68e","BusinessObject","O-DEF Standard","O-DEF™ Standard
+The Open Data Element Framework (O-DEF) (see References) is a standard of The Open Group based on ISO/IEC 11179 that defines a framework for describing common data element concepts, with an initial index (to be extended over time) of object classes, properties, and roles. (A data element concept is a generic data element, with an object class and property, but no defined value domain.)
+The O-DEF Standard aids interoperability by enabling basic units of data to be classified, using specific object class and property codes, so that equivalences and similarities between the data can be easily determined.
+The O-DEF Standard also incorporates codes from existing international standards that can become plug-ins; for example, the product codes in the O-DEF Standard are drawn from the UNSPSC.",""
+"id-7048f6ffc7e94098b00065daf1ec9496","BusinessObject","O-DEF The Open Data Element Framework","O-DEF™, the Open Data Element Framework, Version 2.0, The Open Group Standard (C202), published by The Open Group, February 2020; refer to: www.opengroup.org/library/c202",""
+"id-58c0cf1d000849dc8c1b973e1f4aa108","BusinessObject","Open Banking Standard","Name: Open Banking Standard
+Description: Has JSON and YAML data representations and is documented using Swagger, now the OpenAPI Specification (OAS).3
+Source/URL: Refer to: https://standards.openbanking.org.uk/.",""
+"8a4257c6-8b81-409b-bed0-f42c75995176","BusinessObject","Open Data Architecture Guardrails","",""
+"9bd7f7f9-b93f-41f4-88b5-aaa53f88e116","BusinessObject","Open Data Architecture Guardrails","",""
+"id-22a8664240754ee7b9b20e88f5950088","BusinessObject","Open Database Connectivity (ODBC)","Name: Open Database Connectivity (ODBC)
+Description: A programming language-independent programming interface to databases originally derived from CLI. It has much in common with it, and is more widely used. ODBC can also provide connectivity to some data sets that do not support SQL, including spreadsheets.
+Source/URL: Refer to: https://docs.microsoft.com/en-us/sql/odbc/reference/odbc-programmer-s-reference.",""
+"id-dee55e3b0ee847c2a9ebffda67698b40","BusinessObject","Open Document Format (ODF)","Open Document Format (ODF)
+Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html.",""
+"id-091d44d9959e4a6ba011f32bfb25ae4b","BusinessObject","Open Financial Exchange (OFX)","Name: Open Financial Exchange (OFX)
+Description: A standard for exchanging financial information. It is based on XML.
+Source/URL: Refer to: https://www.ofx.net/.",""
+"4ffbb39d-d018-477c-b828-b5efc914afb7","BusinessObject","Pan Canadian Trust Framework","",""
+"id-9c3797862cac4fa8a090f336b6db874a","BusinessObject","Perl","Name: Perl™
+Description: A family of two high-level, general-purpose, interpreted, dynamic programming languages. It was originally partly based on UNIX utilities and the C programming language, but also incorporated ideas from other sources. It came to prominence as a means of creating Command Gateway Interface (CGI) scripts in the early days of the World-Wide Web, and is now used in a variety of system administration, network programming, and other applications. It can be used as a flexible and powerful language for transforming data represented using text.
+Refer to: https://www.perl.org/.",""
+"id-8d60790b3dcc4812ae04310914533e7d","BusinessObject","RDF Mapping","Name: RDF Mapping
+Description: A W3C recommendation that defines a direct mapping of relational data to RDF.
+Source/URL: Refer to: https://www.w3.org/TR/rdb-direct-mapping.",""
+"id-7ca456bf7b824252a37940a3c364a5fb","BusinessObject","RDF Triple Stores","RDF Triple Stores
+In the RDF, the subject of a triple represents a real-world object, the triple’s verb represents a property, and the triple’s object represents the value of the property for the subject. This value can be a real-world object or a data value such as a number, a text string, or an image.
+Real-world objects and properties that are triple subjects, verbs, and objects are identified by Internationalized Resource Identifiers (IRI).15 An IRI can be a Uniform Resource Identifier (URI) that gives the location of a web page, so that the value representing the object or property points to a web page that describes it.16
+The RDF Schema (RDFS)17 standard defines the meaning of object class and property for the RDF. Fundamentally, this is not very different to what is meant in ISO/IEC 11179. The Web Ontology Language (OWL)18 is a standard language, based on RDF, for defining ontologies. An ontology describes object classes and properties, and relationships between them. An OWL ontology can be a powerful collection of metadata.
+RDF, RDFS, and OWL can be used to define standard vocabularies, including the examples given in Table 12.
+Table 12: Example Standard Vocabularies",""
+"id-2736f6894de143a99a2c4ef10a384fa7","BusinessObject","RDF Triple Stores Standards","RDF Triple Stores
+Table 3: Key RDF Standards
+
+Note: RDF is not a language. RDF descriptions are often written in XML, but other languages such as Terse RDF Triple Language (Turtle) can be used.",""
+"5cfeb726-6509-41f2-994b-f2dd66b9e1af","BusinessObject"," Reference DM Architecture Guardrails","",""
+"id-b724a90e92884d8bac9782ae09f908ef","BusinessObject","Relational Data Standards","Relational Data
+A relational database contains tables. A table is a tuple (finite sequence) of named columns, each containing data of a particular type. Each row of the table is a sequence of data values, one for each column.
+Table 2: Key Standards for Relational Data",""
+"id-18217641038c44fcb856b43515c33a30","BusinessObject","Relational Data Standards","",""
+"id-9a5430d933f547489bc9bc1b67a22a0e","BusinessObject","Resource Centre Frequently Asked Questions (FAQs) (Business Object)","Explore the Resource Centre and be sure to see the Frequently Asked Questions.
+https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/FAQ.aspx",""
+"id-73994dfee245461a99d0ead8cf634b86","BusinessObject","Resource Description Framework (RDF)","Name: Resource Description Framework (RDF)
+Description: Strictly speaking, a semantic standard, rather than a data structure standard, but RDF implies a data structure that is a collection of triples, each of which has a subject data value, a verb data value, and an object data value.
+Source/URL: Refer to: https://www.w3.org/RDF.",""
+"id-d6e815cbae0c4c958fe7b8240404c56e","BusinessObject","SAS Lite Project EA Assessment","",""
+"id-ba49450390ec4d27833be68aa5d95651","BusinessObject","SharePoint Online Learning Essentials (Business Object)","SharePoint Online Learning Essentials
+http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml",""
+"5aa08ebf-7ac7-4e0c-b89c-c37b82776e1c","BusinessObject","SOA Architecture Guardrails","",""
+"id-4dc57b75678343fd8b65a99775fe1ec0","BusinessObject","Social","Information from social networks that show how users share, view or engage with content in addition to data individuals create that is knowingly and voluntarily shared by them ",""
+"d949f4c3-a4b4-4b14-9f47-3a1f7bba1382","BusinessObject","Solution Demo","",""
+"id-c47698702f8446939e22df7c904bc706","BusinessObject","SPARQL Protocol and RDF Query Language (SPARQL)","Name: SPARQL Protocol and RDF Query Language (SPARQL)
+Description: RDF triples are stored in triple stores. Just as SQL is a standard for obtaining data from a relational database, SPARQL specifies how data can be obtained from RDF triple stores.
+Source/URL: Refer to: https://www.w3.org/TR/rdf-sparql-query.
+",""
+"id-895ecacc7c164ca9ae2e186564f4f3b3","BusinessObject","Spreadsheet","An electronic document in which data is arranged in the rows and columns of a grid and can be manipulated and used in calculations",""
+"id-89826c0f09a141b9860fe721812df093","BusinessObject","Spreadsheets","Under Structure Standards:
+Spreadsheets
+A spreadsheet file similarly contains data in rows and columns: columns need not be named, and a column can contain data of several different types and have empty cells. One common format for keeping data with these characteristics is the CSV file.
+
+Under Relational Data:
+Spreadsheets
+A convention is sometimes used in spreadsheets and CSV files that one row (the header row) contains the names of the columns, and the cells beneath it contain the values. When a spreadsheet or CSV file has consistently-typed columns (so that it is like a relational database table) the ISO/IEC 11179 standard could apply to its semantics.",""
+"id-a8bb036f888443f4b4a8e29a3af5f1ce","BusinessObject","SQL or Call-Level Interface (CLI)","Name: SQL/CLI, or Call-Level Interface (CLI)
+Description: An extension to the SQL standard that defines common interfacing components that can be used to execute SQL statements from applications written in other programming languages.
+Source/URL: Refer to: https://www.iso.org/standard/63475.html.",""
+"id-1e6cb7c434c3444bb34a604a5a42cf45","BusinessObject","Standard Data Models","Standard Data Models
+A standard data model13 or Industry Standard Data Model (ISDM) is a data model that is widely applied in some industry, and shared amongst competitors to some degree. There are a number of standard data models, defined by industry bodies, vendors, and others. Many use ERA modeling notations to describe relational structures. Others take the form of hierarchical vocabularies. A particularly extensive standard data model is the US National Information Exchange Model™ (NIEM™).14 The NIEM model includes core elements and elements specific to particular communities.",""
+"id-8b432a2bef254c87a6c57e290eb68ebd","BusinessObject","Standard Generalized Markup Language (SGML)","Standard Generalized Markup Language (SGML)
+Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html.",""
+"id-7e8524d3b6e34b2fb95caf8ba8a67a2f","BusinessObject","Structured Data","Data that can be both searched and processed by machine.
+
+Structured data typically resides in databases, including spreadsheets, and is used for both transaction and analytical processing. The latter normally conforms to an enterprise-wide semantics and syntax that transcends specific business processes and functions and includes the representation of Knowledge (e.g., decision trees and rule bases). This data model or structure is defined prior to the ingestion of associated data.",""
+"id-385a28e8d5d24f1da1df25cc44bcc538","BusinessObject","Structured Data Query Languages","Structured Data Query Languages
+Data structure query standards can be used to parse data, or to define the structure of the source and target of a transformation. So, for example, a program can be written in SQL, SPARQL,29 or XML Query (XQuery)30 in order to read data from a source and write it to a destination after transformation.",""
+"id-8b48692938d84e74928aab61c7f3553f","BusinessObject","Structured Query Language (SQL)","Name: Structured Query Language (SQL)
+Description: Defines the structure of relational databases, obtaining data from them, and creating or modifying data in them.
+Source/URL: ISO/IEC 9075-1:2016: Information Technology – Database Languages – SQL – Part 1: Framework (SQL/Framework); refer to: https://www.iso.org/standard/63555.html.",""
+"id-93364899d4ba45f6b1d1969a385f4618","BusinessObject","Technical Debt Risk Reduction Framework","",""
+"id-a16dbdaca02840baa903fcdcf639d565","BusinessObject","Technical Standards for Data Integration","Technical Standards for Data Integration (opengroup.org): https://publications.opengroup.org/white-papers/architecture/w211
+Copy available in SP2010: https://dialogue/proj/ITCD-RMTI/SAS-SAS/Documents/Governance/Training/TOGAF%209.2/The%20Open%20Group%20Documents",""
+"id-323dc473d4b848428c658db1218ebc03","BusinessObject","Template Languages","Template Languages
+A template processor31 (also known as a template engine or template parser) is software designed to combine templates with a data model to produce result documents. The language in which the templates are written is known as a template language or templating language. Examples are shown in Table 14.
+
+31 Refer to: https://en.wikipedia.org/wiki/Template_processor.
+Table 14: Examples of Template Languages
+
+
+",""
+"id-ae659b9012ee4eb9a5bc566c4849835c","BusinessObject","Text","A human-readable sequence of characters
+",""
+"id-31ab758b78154925b84d1070fda14516","BusinessObject","The Apache FreeMarker","Name Source/URL
+The Apache FreeMarker™
+Refer to: https://freemarker.apache.org/.",""
+"id-e26437a75b3446f5a52638243f0aefe4","BusinessObject","The Rise of Big Data","The Rise of Big Data, by Kenneth Cukier and Viktor Mayer-Schoenberger, 2013, published by Foreign Affairs; refer to: http://www.foreignaffairs.com/articles/139104/kenneth-neil-cukier-and-viktor-mayer-schoenberger/the-rise-of-big-data",""
+"id-3f22085ae96045898b889f8bcad7b1be","BusinessObject","TOGAF Standard v9.2","Architect selects principles affecting EA work throughout the ADM cycle.
+
+The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182",""
+"id-6beb383d5ab341279eaecc779c08640c","BusinessObject","Transformation Utilities","Transformation Utilities
+Table 13: Transformation Utilities",""
+"id-e5c2238b816d4af6be053c823430727d","BusinessObject","Turing eXtender Language (TXL)","Name: Turing eXtender Language (TXL)
+Description: A programming language designed to support computer software analysis and source transformation tasks. A TXL program specifies the structure of the input to be transformed using an extended form of BNF, and gives rules for rewriting the input to produce output. It enables structural analysis and transformation of formal notations, and has been used in a wide range of applications, including database schema translation.
+Source/URL: Refer to: https://www.txl.ca/.",""
+"id-aaf5a8f3239c465b8c7ba5217b9da628","BusinessObject","UN Electronic Data Interchange for Administration, Commerce and Transport (UN-EDIFACT)","Name: United Nations/Electronic Data Interchange for Administration, Commerce and Transport (UN/EDIFACT)
+Description: Based on XML, with documented data models.
+Source/URL: Refer to: https://unece.org/introducing-unedifact.",""
+"c9506914-3f57-41d5-8d76-6f5e98cb2754","BusinessObject","Use Case","",""
+"80522499-7dd8-4d73-bfce-c003bc3c3649","BusinessObject","UX Architecture Guardrails","",""
+"4dd872e1-5613-42ce-b971-7145b4cfea38","BusinessObject","UX Architecture Guardrails","",""
+"ee29009a-7068-4b59-9846-dca79ad72c8d","BusinessObject","UX Architecture Guardrails","",""
+"id-458eac04bf3841caae53543067fbd4b5","BusinessObject","Video","A visual media product featuring moving images",""
+"id-8bc534c8d652482a8aeb466e325e10dd","BusinessObject","Voice","Refers to voice communications that can be transcribed and analyzed to discover customer insights",""
+"id-9ae04105d5274f39934f3d4120277226","BusinessObject","Web Data","Data extracted from websites",""
+"id-91638a47bad445e5a11eb5f9b3ccbe4d","BusinessObject","XML Path Language (XPath)","Name: XML Path Language (XPath)
+Description: A query language for selecting nodes from an XML document.
+Refer to: https://www.w3.org/TR/1999/REC-xpath-19991116/.",""
+"id-2d8e5fb8647e4438b6df40d65495ad36","BusinessObject","XML Query (XQuery)","Name: XML Query (XQuery)
+Description: A language for finding and extracting elements and attributes from XML documents. It is to XML what SQL is to relational databases.
+Refer to: https://www.w3.org/XML/Query/.",""
+"id-9fcc5ea2782e4ca4a3394e8fd2d1e356","BusinessObject","XML Schema Definition (XSD) Language","Name: XML Schema Definition (XSD) Language
+Description: An XML document can have either a DTD or an XSD, each of which defines its structure and its legal elements and attributes.
+Refer to: https://www.w3.org/TR/xmlschema/.",""
+"id-cae44e4b77b943e69a1087092514ca9b","BusinessObject","XML Standard","XML
+Each XML element represents an object, and its attributes are typed data entities that are the values of properties. The content of an element includes child elements that can be regarded as objects that are the values of other properties. As with the names of tables and columns in a relational database schema, the names of elements and attributes in a DTD or XML Schema Definition (XSD) imply some correspondence with the real world.
+An approach to XML semantics was proposed in the W3C in 2001,19 but this appears not to have resulted in a formal standard.
+
+19 XML with Relational Semantics: Bridging the Gap to RDF and the Semantic Web; refer to: https://www.w3.org/2001/05/xmlrs/.",""
+"id-28c4569d88424ebcb05067d0ea1fdc80","BusinessObject","XML Standards","XML
+Table 5: Key XML Standards",""
+"id-985dc6585ac24c838a5785790d8c4e9e","BusinessObject","XPath Data Model (XDM)","Name: XPath Data Model (XDM)
+Description: The data model of XPath and some other W3C standards.
+Refer to: https://www.w3.org/TR/xpath-datamodel-31/.",""
+"id-8340af8e6bb146479feb2cae673a65c0","BusinessObject","YAML (YAML Ain’t Markup Language)","Name: YAML (a recursive acronym for “YAML Ain’t Markup Language”)
+Description: Functionally a superset of JSON that is intended to serve similar applications to XML, but with a more human-friendly syntax. Its syntax also differs from that of JSON. It is commonly used for configuration files and in applications where data is being stored or transmitted.
+Source/URL: Refer to: https://yaml.org.",""
+"ea2088fa-4554-4533-9160-8fb22c4db45c","BusinessObject","Zero Trust Architecture Guardrails","",""
+"id-efea9fcbaf4949fa9d9a6cb7221ab46a","BusinessProcess","1. [Archi] Prepare *.archimate File For Export","KEEP EXPORTED CONTENT TO A MINIMUM. REMOVE ""ZOMBIE"" OBJECTS.
+• Consider creating an *.archimate file that contains *ONLY* content to be moved to QualiWare. This is important as it will overwrite any existing content of the same name, and appear as though there is only 1 revision (""Revision 0"") created at import time.
+• Ensure that no ""Zombie"" components exist in the file. These can be identified in Archi as the objects appear *in italics* and under ""Analysis"", there is no associated view for the object. If these are not removed, they may be imported into QualiWare.
+•
+•
+• ",""
+"id-3778169b42254912816aa363f78003b6","BusinessProcess","2. [Archi] Export *.XML File","•
+•
+•
+•
+• ",""
+"id-44a30475afb742b89a2264a379bab516","BusinessProcess","3. [QLM] Tools, Import ArchiMate File","• Tools --> Import From ArchiMate File
+•
+•
+•
+• ",""
+"id-7137f8cab7044ce5805a3a802dd7cea7","BusinessProcess","4. [QLM] Update / Modify Imported Views","Content imported from ArchiMate will not appear the same as it looked in Archi. Notes are stripped out.
+• Reformat the content as desired.
+• Add all notes back to the imported diagrams.
+•
+• ",""
+"id-4c18aa25a6d043ec8392612198da4fff","BusinessProcess","5. [QLM] Publish New Content","•
+•
+•
+•
+• ",""
+"id-5b0e49b56d8e4cbabd8ae771b1d599b0","BusinessProcess","6. [QLM] Promote New Content To Base","•
+•
+•
+•
+• ",""
+"id-ef6263ec491d49bb9eb9ab7ee441f1f3","BusinessProcess","Agreement of Revisions"," Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ",""
+"id-120cfa8215714dffa083cbdb9d00a368","BusinessProcess","Approve 3-Year DOSP (Business Process)","",""
+"id-f79f09f75d6246769f7ff955cd3bd352","BusinessProcess","Archive Data","",""
+"id-081efca1a8464a4a9f08c16aa9acfa16","BusinessProcess","Backlog Grooming (Business Process)","",""
+"id-281f93e95ca0458ea7c093c0b5c13526","BusinessProcess","Business Process","",""
+"id-986852358abd4baaa5129d59216f99d0","BusinessProcess","Business Process","",""
+"id-0ee509966aac4bd996f430984dae2e89","BusinessProcess","Case Assignment","",""
+"id-14b30bd23cc8402cb728b0ac4146f086","BusinessProcess","Case Creation","",""
+"id-e00f9e01895c4453a0936b2652c99cac","BusinessProcess","Case Management","",""
+"id-fd9d0e71aa9d4b3c9ae3c647b59f6f5a","BusinessProcess","Champion EA Principles","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ",""
+"id-d68361eb4a744236a2ac6faf2be5ed42","BusinessProcess","Collection, Creation, Receipt and Capture (Business Process)","",""
+"id-df229a050da54e4a9c0455779a469f71","BusinessProcess","Communicate Revisions","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ",""
+"id-cba13490ecfb4cf8a05dd444d1b9ecf5","BusinessProcess","Consent Expiration - COEX","Consent Expiration is the process of suspending the validity of a “yes” consent decision as a result of exceeding an expiration date limit.",""
+"id-b15b61bc3f90457ebcebc5459f09cce4","BusinessProcess","Consent Notice Formulation - CODG","Consent Notice Formulation is the process of producing a consent notice statement that describes what personal information is being, or may be, collected; with which parties the personal information is being shared and what type of personal information is being shared (as known at the time of presentation); for what purposes the personal information is being collected, used, or disclosed; the risk of harm and other consequences as a result of the collection, use, or disclosure; how the personal information will be handled and protected; the time period for which the consent notice statement is applicable; and under whose jurisdiction or authority the consent notice statement is issued. This process should be carried out in accordance with any requirements of jurisdictional legislation and regulation.",""
+"id-6a57bc4d59c74f4d9471775d31d6d8c6","BusinessProcess","Consent Notice Presentation - CONP","Consent Notice Presentation is the process of presenting a consent notice statement to a person.",""
+"id-9dfe27d27572469ab865803aecd4c709","BusinessProcess","Consent Registration - CORG","Consent Registration is the process of storing the consent notice statement and the person’s related consent decision. In addition, information about the person, the version of the consent notice statement that was presented, the date and time that the consent notice statement was presented, and, if applicable, the expiration date for the consent decision may be stored. Once the consent information has been stored, a notification on the consent decision made is issued to the relevant parties to the consent decision.",""
+"id-7791ae274a5f42a188da99fa2212230a","BusinessProcess","Consent Renewal - CORN","Consent Renewal is the process of extending the validity period of a “yes” consent decision by means of increasing an expiration date limit.",""
+"id-f3ac47de3e52462ca1c6e78fad0fd022","BusinessProcess","Consent Request - CORQ","Consent Request is the process of asking a person to agree to provide consent (“Yes”) or decline to provide consent (“No”) based on the contents of a presented consent notice statement, resulting in either a “yes” or “no” consent decision.",""
+"id-dabda15386ab4c13a1c5e577586af0db","BusinessProcess","Consent Review - CORE","Consent Review is the process of making the details of a stored consent decision visible to the person who provided the consent.",""
+"id-ed59591d363148f1b9d4a26a55d243ed","BusinessProcess","Consent Revocation - CORV","Consent Revocation is the process of suspending the validity of a “yes” consent decision as a result of an explicit withdrawal of consent by the person (i.e., a “yes” consent decision is converted into a “no” consent decision).",""
+"id-acdb7aa311664b70982da5426c45ae2a","BusinessProcess","Create Teams Chat Group","",""
+"id-8d88160608dd4895a97a4bca5e5c98e1","BusinessProcess","Credential Authenticator Binding - CRAB","Credential Authenticator Binding is the process of associating a Credential issued to a Holder with one or more authenticators. This process also includes authenticator life-cycle activities such as suspending authenticators (caused by a forgotten password or a lockout due to successive failed authentications, inactivity, or suspicious activity), removing authenticators, binding new authenticators, and updating authenticators (e.g., changing a password, updating security questions and answers, having a new facial photo taken).",""
+"id-b0fb842b91754eb6bcd58ff4c0e78826","BusinessProcess","Credential Issuance - CRIS","Credential Issuance is the process of creating a Credential from a set of Claims and assigning the Credential to a Holder.",""
+"id-34980831b46e410abfeba3b37b2b8839","BusinessProcess","Credential Maintenance - CRMA","Credential Maintenance is the process of updating the credential attributes (e.g., expiry date, status of the credential) of an issued Credential.",""
+"id-b82eb6b1149b4c3ea534f28bfadc678b","BusinessProcess","Credential Recovery - CRRC","Credential Recovery is the process of transforming a suspended Credential back to a usable state (i.e., an issued Credential).",""
+"id-25aa42f46d9c4983b7de7a5d36264682","BusinessProcess","Credential Revocation - CRRV","Credential Revocation is the process of ensuring that an issued Credential is permanently flagged as unusable.",""
+"id-e40ae1da533b40fe8c3209aac93abad4","BusinessProcess","Credential Suspension - CRSU","Credential Suspension is the process of transforming an issued Credential into a suspended Credential by flagging the issued Credential as temporarily unusable.",""
+"id-8f207061a9304bac9158a2427fd0c3c0","BusinessProcess","Credential Validation - CRVA","Credential Validation is the process of verifying that the issued Credential is valid (e.g., not tampered with, corrupted, modified, suspended, or revoked). The validity of the issued Credential can be used to generate a level of assurance.",""
+"id-9d1a0cfb765549f2b8d0db8266aeea3e","BusinessProcess","Credential Verification - CRVE","Credential Verification is the process of verifying that a Holder has control over an issued Credential. Control of an issued Credential is verified by means of one or more authenticators. The degree of control over the issued Credential can be used to generate a level of assurance.",""
+"id-443c60b340bf4973806f6751b60ace0c","BusinessProcess","Data Discover & Extract","Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service)",""
+"id-8937d2ec1a4b46378250269adba3c859","BusinessProcess","Data Disposition","",""
+"id-7e2307c3fac24bc38e383735353a7882","BusinessProcess","Data Planning","Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality",""
+"id-6269942d585f4d3f94af67053983ebd6","BusinessProcess","Data Transform & Integrate","Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings",""
+"id-f302496bb2d8473780ebce2a5a9c2975","BusinessProcess","Data Use","Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML)",""
+"id-66f1145bea4a4e1d85c982362f754042","BusinessProcess","Data Verify","Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data",""
+"d4455d7d-e827-436a-ad15-5b98791c9f64","BusinessProcess","Design Thinking","https://www.scaledagileframework.com/design-thinking/",""
+"id-2354c3a6b0ed4d379b002f3288171e9c","BusinessProcess","Develop DOSP (Business Process)","",""
+"id-1706309b8fec434fb860a5e715fc12bd","BusinessProcess","Disposition (Business Process)","",""
+"id-3869cbcdc0db44daba5276f4c432eb8b","BusinessProcess","Draft EA Assessment","",""
+"id-559399938a344db3a1ca818ef94c3d3d","BusinessProcess","Draft EA Assessment","",""
+"id-d60e6c3d844b462e973c1f1556b43e3f","BusinessProcess","Draft EA Recommendation, Assessment","",""
+"id-85cbf0bf0f1d474fb7740291bc172765","BusinessProcess","Emergency / Fire Task Creation (Business Process)","Under Feature 807, ""Emergencies"", under Epic
+Create new (Child) Task
+RH: Emergency is an emergency, within a couple of hours. Typically our work is not immediately due. If too many too soon, an issue. Capture frequency of emergencies.
+KC: Sprint: Fire is an unplanned Task. Harder to I.D. Capture for the Backlog? Prioritization? Everything in ADO is Priority 2.
+OT: Emergency is always Priority 1.",""
+"id-f5afee4a2e9c4b1d982fac487b9b51f2","BusinessProcess","Endorse Revisions","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ",""
+"id-f6ec4753e82e4e3c8b19660ec8009ba0","BusinessProcess","Enforcement Investigation Process","As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately.",""
+"id-8b4f5beeafbd4f579fd29822bce2a0d4","BusinessProcess","Evalutation (Business Process)","",""
+"id-4f97a04999ca4681ae7a34eb27acf526","BusinessProcess","Finalize EA Assessment","",""
+"id-9a6413550e644b6aafc75f6357756267","BusinessProcess","Finalize EA Assessment","",""
+"id-a07329b580f3478eae8f061f4f8f4740","BusinessProcess","Finalize EA Assessment","",""
+"id-e210782172244b209b814934d03c2a9c","BusinessProcess","Govern Revisions"," Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ",""
+"id-a370f50ceb0c42aba83129c1561db57e","BusinessProcess","High Level Solution Process Flow (Business Process)","",""
+"id-9e566cefd887448685b8b630325b33b5","BusinessProcess","Identity Continuity - IDCO","Identity Continuity is the process of dynamically confirming that the Subject has a continuous existence over time (i.e., “genuine presence”). This process can be used to ensure that there is no malicious or fraudulent activity (past or present) and to address identity spoofing concerns.",""
+"id-916a1b5547d04b90a84bd654fb2bba30","BusinessProcess","Identity Establishment - IDES","Identity Establishment is the process of creating a record of identity of a Subject within a program/service population that may be relied on by others for subsequent programs, services, and activities.",""
+"id-feb5547f23d54c28ae859f776cca50f6","BusinessProcess","Identity Evidence Acceptance - IDEA","Identity Evidence Acceptance is the process of confirming that the evidence of identity presented (whether physical or electronic) is acceptable.",""
+"id-a4bb07fab6e84de588f5a46a451604f4","BusinessProcess","Identity Evidence Determination - IDED","Identity Evidence Determination is the process of determining the acceptable evidence of identity (whether physical or electronic).",""
+"id-2427bea371d94057b5ce04f4c8293f91","BusinessProcess","Identity Information Determination - IDID","Identity Information Determination is the process of determining the identity context, the identity information requirements, and the identifier.",""
+"id-677d54c6fba24ba095d0db392b1f2852","BusinessProcess","Identity Information Validation - IDIV","Identity Information Validation is the process of confirming the accuracy of identity information about a Subject as established by the Issuer.",""
+"id-ea22b729c13b46b3bce20eb67f8a2f5f","BusinessProcess","Identity Linking - IDLI","Identity Linking is the process of mapping one or more assigned identifiers to a Subject.",""
+"id-9a9e027d57534f64ad46a59585e01d93","BusinessProcess","Identity Maintenance - IDMA","Identity Maintenance is the process of ensuring that a Subject’s identity information is accurate, complete, and up-to-date.",""
+"id-77d1db3465bf461fbeff3fb8b09e3f7b","BusinessProcess","Identity Resolution - IDRE","Identity Resolution is the process of establishing the uniqueness of a Subject within a program/service population through the use of identity information. ",""
+"id-3daea807d28b49418ba937893aa33c10","BusinessProcess","Identity Verification - IDVE","Identity Verification is the process of confirming that the identity information is under the control of the Subject.",""
+"id-7f915b826fb2467597c2006076b80dfd","BusinessProcess","IM Planning (Business Process)","",""
+"id-d58fd97a0fbf4f3e9e4d5661b710b607","BusinessProcess","Maintenance, Protection and Preservation (Business Process)","",""
+"id-6223a3c978a942df9c307a789239804e","BusinessProcess","Observation Management","",""
+"id-dea4e21a1ca64f778284e2531ac17b56","BusinessProcess","Organization (Business Process)","",""
+"2c92d564-b537-477b-bdba-d78b3ea3c72f","BusinessProcess","Organization (Compound Entity)","",""
+"id-c5507569dc7b4b029519849e374a9361","BusinessProcess","Pre-Brief Review of EA Assessment","",""
+"id-f3811547d8a4497fb05e168e6b546667","BusinessProcess","Pre-Brief Review of EA Assessment","",""
+"4a4cb005-b68b-4f77-9d93-e1de75c61fd9","BusinessProcess","Relationship Continuity","",""
+"2771166b-f43a-4d09-bc70-341ef407d9f6","BusinessProcess","Relationship Continuity","",""
+"id-60302d787419441285da3630a66cb70d","BusinessProcess","Relationship Continuity - RECO","Relationship Continuity is the process of dynamically confirming that a relationship between two or more Subjects has a continuous existence over time.",""
+"id-e0b8c9e3813749a68fd31d8de13c31a1","BusinessProcess","Relationship Establishment - REES","Relationship Establishment is the process of creating a record of a relationship between two or more Subjects.",""
+"id-2b2ec21f7b6340fdad0253996a621c8d","BusinessProcess","Relationship Evidence Acceptance - REEA","Relationship Evidence Acceptance is the process of confirming that the evidence of a relationship presented (whether physical or electronic) is acceptable.",""
+"id-ebdb3ecaec514033bc46355938afd165","BusinessProcess","Relationship Evidence Determination - REED","Relationship Evidence Determination is the process of determining the acceptable evidence of a relationship (whether physical or electronic).",""
+"id-41dbeec865774a8cad8e8a8807093ea0","BusinessProcess","Relationship Information Determination - REIDRelationship Information Determination - REID","Relationship Information Determination is the process of determining the relationship context, the relationship information requirements, and the relationship identifier.
+",""
+"id-285be2de695b4471a4809f18811623e7","BusinessProcess","Relationship Information Validation - REIV","Relationship Information Validation is the process of confirming the accuracy of information about a relationship between two or more Subjects as established by the Issuer. ",""
+"id-885641fdde2d41c99247639cc70aab26","BusinessProcess","Relationship Maintenance - REMA","Relationship Maintenance is the process of ensuring that the information about a relationship between two or more Subjects is accurate, complete, and up-to-date.",""
+"id-d878816a2e1447dc92253a4120d78d46","BusinessProcess","Relationship Reinstatement - RERI","Relationship Reinstatement is the process of transforming a suspended relationship back to an active state.",""
+"id-931267703fbb435097897681ed78ef79","BusinessProcess","Relationship Resolution - RERE","Relationship Resolution is the process of establishing the uniqueness of a relationship instance within a program/service population through the use of relationship information and identity information.",""
+"id-1c81ec980122448da9183c7c5851b74d","BusinessProcess","Relationship Revocation - RERV","Relationship Revocation is the process of flagging a record of a relationship as no longer in effect.",""
+"id-abeafef15b084332be6d4c03ece941c4","BusinessProcess","Relationship Suspension - RESU","Relationship Suspension is the process of flagging a record of a relationship as temporarily no longer in effect.",""
+"id-6e67a6a9e2e54cc890d6f3611de58b8c","BusinessProcess","Relationship Verification - REVE","Relationship Verification is the process of confirming that the relationship information is under the control of the Subjects.",""
+"id-03bfa929c90a46bca8e11e6ea131bec8","BusinessProcess","Reporting","",""
+"id-58abdb1db0534ed99bc390beee727c6f","BusinessProcess","Retention & Disposition","",""
+"id-93246b5f8e98445a925fb0d62e203e80","BusinessProcess","Signature Checking - SICH","Signature Checking is the process of confirming that the signature is valid.",""
+"id-f6a317206d3848da84fd46b81ef5c54c","BusinessProcess","Signature Creation - SICR","Signature Creation is the process of creating a signature.",""
+"id-2c652f514faf40fbbc39cff142851b1a","BusinessProcess","Sprint Planning (Business Process)","",""
+"id-a009c136a2cb44e688528f93d91113f7","BusinessProcess","Step 1- Identification of the EA Principles","The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps :
+
+ Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged:
+• The Open Group Architecture Framework (TOGAF) defined Architecture Principles;
+• Canada Border Services Agency (CBSA) defined Architecture Principles;
+• Treasury Board defined Architecture Principles;
+• (Draft) DFO-MPO Enterprise Architecture Principles;
+• Correctional Service Canada (CSC) defined Architecture Principles.",""
+"id-cd121a9eaa9348c9a6e0c174edbacbdc","BusinessProcess","Step 2- Definition of the EA Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented.
+• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization.
+• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations.
+• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived.
+• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations.
+• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified.",""
+"id-d40001fedd4f4360a51c7dba66a813f5","BusinessProcess","Step 3 - Revision of EA Principles","Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required. ",""
+"id-ada1c7474a6940ecad0797c36f3a8876","BusinessProcess","Step 4 - Govern and Communicate EA Principles","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ",""
+"id-01562180e40c410fb5897dc818beef34","BusinessProcess","Step 5 - Leverage EA Principles","Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations.",""
+"id-a22f35d2793f440abeede1a40a4d45b6","BusinessProcess","Store Data","",""
+"58e5fad6-6b5b-4bcf-84ad-51c5325c2347","BusinessProcess","Storyboarding","",""
+"id-29b769d13be84daeaae6d2be5edb6855","BusinessProcess","Use and Dissemination (Business Process)","",""
+"id-b35e9079e8424e46a5939830fbd1d333","BusinessRole","""SAS_Collaborators"" (SharePoint Group) (Business Role)","SharePoint Group: ContributeWithoutDelete",""
+"id-5c8a75d6f41d4133ad14fe8aef848170","BusinessRole","""SAS_Contributors"" (Custom SharePoint Group) (Business Role)","SharePoint Group: Design, Contribute",""
+"id-983816265e6342c797cb9b7470b22132","BusinessRole","""SAS_DesignerPlus"" (Custom SharePoint Group) (Business Role)","SharePoint Group: DesignerPlus",""
+"id-bf1bc597948043b3a93f7b5adac3f9e7","BusinessRole","""SAS_Owners"" (Custom SharePoint Group) (Business Role)","This role has no one associated with it. Users are to not have Full Control, for security reasons.",""
+"id-67d95f1da0dd4ede8cdc89cfd99a9f1b","BusinessRole","(Lead) EA Assessor","",""
+"fcb8b3d1-433e-4518-b3c4-b29a019b43ba","BusinessRole","<> Attacker","",""
+"657910bd-a06e-4f3e-9d49-b9c4f48e7301","BusinessRole","<> Td2 - Passive, casual adversary with minimal resources who is willing to take little risk ","",""
+"5bcf9490-b074-4c49-96f4-bbc607a13b54","BusinessRole","<> Td3 - Adversary with minimal resources who is willing to take significant risk (e.g., unsophisticated hackers)","",""
+"9d7acd24-360a-4c8b-af79-157795ed25c9","BusinessRole","<> Td3 - Adversary with minimal resources who is willing to take significant risk (e.g., unsophisticated hackers)","",""
+"d9aeb99e-f384-480f-8700-25c6429795f8","BusinessRole","<> Td4 : Sophisticated adversary with moderate resources who is willing to take little risk (e.g., organized crime, sophisticated hackers, international corporations)","",""
+"0d876470-255f-4c9c-b3b9-5a48c517a50a","BusinessRole","<> Td4 : Sophisticated adversary with moderate resources who is willing to take little risk (e.g., organized crime, sophisticated hackers, international corporations)","",""
+"id-60c4f12d0e304f6e927e191997664a11","BusinessRole","Additional Key Stakeholders","",""
+"id-f934d1bde46d4eb29cbf40fc9c3a92cb","BusinessRole","ADO Administration (Business Role)","",""
+"id-2cc22b96f27a427fa2c9f944f070d71a","BusinessRole","ADO CI/CD Steward (Business Role)","Ongoing improvements.",""
+"id-a1c431503ed641789f199caff12def38","BusinessRole","ADO Operations (Business Role)","",""
+"id-12daca56d7b74f9687e3c5d6e0e3dd16","BusinessRole","ADO User (Business Role)","",""
+"id-54413da1959b4bccb1ccf9e41aa0adf2","BusinessRole","APM_DesignerPlus (Custom SharePoint Group) (Business Role)","",""
+"id-abc47bc52e7e4eafaa357dda5ba6dd42","BusinessRole","APM_DesignerPlus (SharePoint Permission) (Business Role)","APM_DesignerPlus - All permissions",""
+"id-344eced6bd8f4bf6884957e49290a589","BusinessRole","Applicaiton Architect Assessor","",""
+"id-6398cf4d87f24f85a09fb6951238d607","BusinessRole","Application Architect","",""
+"24bc0346-189f-4fae-95eb-fa91dbfef6e2","BusinessRole","Application Architecture","",""
+"53e974bd-023d-4eb5-9ea8-adf89315feb2","BusinessRole","Architect","",""
+"id-d33f89d9130842bdb4b3bccd9861dff4","BusinessRole","Architecture Practitioner","1.4. Audience and Key Stakeholders of the EA Principles
+The audience and key stakeholders of the EA Principles are:
+• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps.",""
+"id-ab34cb1258fa4c6dafbea7b185aaffed","BusinessRole","Assigned Enterprise Architect","",""
+"id-457ad3d782a4465d8c1c53063c357093","BusinessRole","B.A.D. Team","",""
+"id-0f3041c8b5a94da5b89d9442b76a16c9","BusinessRole","BDM EA Team (Business Role)","",""
+"id-c6d23499d1ef4c45a785f728351af391","BusinessRole","BDM Enterprise Architecture Team","",""
+"id-55f4a5099a6b4185b87b4c2536db5d71","BusinessRole","Benefits Application Delivery (BAD) (Business Role)","Benefits Application Delivery
+Benefits to clients:
+Client and agent centric end-to-end processing
+New benefits solution (Cúram)
+Faster response to legislation and policy changes
+Enhanced application process
+Will improve:
+Stability and reliability of systems
+Client self service
+Consistency and accuracy of payments and information
+Level of automation
+
+Benefits Application Delivery: Foundations
+Define user stories
+Build new business capabilities
+Configure the solution to enable readiness for benefit(s)
+Create a Business Rules Management Framework and Platform
+Create a Testing Automation Framework for benefits delivery
+Incorporate Integrity-by-Design",""
+"id-f1cbd0de0f84415a93f9ee592070acb5","BusinessRole","Benefits Delivery Services Personnel","",""
+"id-2e227b46db584a6883a4ed03e4f2b209","BusinessRole","Business Analyst","Once approved, to ensure that all downstream requirements derive from the business need and to assess the impact of proposed changes on realizing project objectives.",""
+"id-412c0245d92d4592aa97c3df5b4c1729","BusinessRole","Business Analyst (consultant)","",""
+"id-b42f668910224b728c7bc9afbf50d50d","BusinessRole","Business Analyst (SharePoint Role) (Business Role)","The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online.
+
+Business Analyst
+Supports Owner/Designer by evaluating SP 2010 site and assessing customization and the level of effort to rebuild it in SharePoint Online",""
+"id-6bbbac69dd9847ab88fb1a34972089fc","BusinessRole","Business Architect","",""
+"id-349d6aee77024199a2c194bdaa3be63f","BusinessRole","Business Architect Assessor","",""
+"d87f5993-3d0b-4aed-bd7b-f727b2c8ca78","BusinessRole","Business Architecture","",""
+"id-0d7819b520f347d3b1c418eb77095cb4","BusinessRole","Business Architecture Lead (Business Role)","",""
+"id-1559135c624541b681f088ea437f7f99","BusinessRole","Business Owner","",""
+"id-cf8f224b878f4dab98e16d6a0400d3f0","BusinessRole","Business Role","",""
+"id-3096f43b52104232ada0e4ef35df1143","BusinessRole","Business Role","",""
+"id-26b4fe9c647043518e505e7c9b48e2c7","BusinessRole","Business Use-Case Contributors (business role)","",""
+"id-92d2eab1ad994567821b1d3ada0b89b5","BusinessRole","Business Use-Case Stewards (business role)","",""
+"id-ab23b2d9ede84e27b096a312ff349dc2","BusinessRole","Canadian Citizens (Business Role)","",""
+"id-9f6ae74875364bbeb8ba20ad0316d73a","BusinessRole","CDO Contributors (Custom SharePoint Group) (Business Role)","",""
+"id-5da30955224e486a82a996a1f64c3233","BusinessRole","Change Management Officer","",""
+"id-bcab76694e094a7b9cacbbd84fe8c225","BusinessRole","Chief Architect (Business Role)","Welcome!
+I’m excited to share with you this Enterprise Architecture (EA)Strategy and Roadmap Year-In-Review Newsletter for the 2020-21 fiscal year.
+I hope you’ll enjoy this new and innovative way to provide the EA domains with timely information on the EA Strategy [English only]and Roadmap [English only].
+In this newsletter, you will learn more about the Strategy and Roadmap. You will be introduced to the numerous challenges in evolving and maturing EA. You will also learn about the team’s outstanding achievements, particularly those accomplished while supporting COVID-19 operational requirements. The team has put together many great articles. I hope you enjoy them!
+Until next time, stay safe and stay well.
+Daniel Desforges
+Chief Architect
+Executive Director, Architecture Innovation, Information and Technology Branch",""
+"id-759f9b496aab44f2afe98da6c7905333","BusinessRole","Chief Data Officer (CDO)","",""
+"id-ac635190a4df4c9d99685584faa612ad","BusinessRole","Chief Information Officer","",""
+"id-3ace5b21c6834644a6beb5ea80f409a0","BusinessRole","Chief Information Officer of Canada (Business Role)","The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”",""
+"id-2553f42bac1e41099facdbb271189448","BusinessRole","Cloud Archiect","",""
+"id-7a5f0cf4a5c5433eadb06c1f82837aa9","BusinessRole","Cloud Center of Excellence","",""
+"id-8f61ddd350e742d1b1cc691b0abcec8c","BusinessRole","Cloud Operations","",""
+"id-a2fef67c5d7c4204afc3ed13677a2bd9","BusinessRole","Compliance Personnel","",""
+"id-4d07d4ab3ee64c82a0c905903ad9c3a9","BusinessRole","Contribute (SharePoint Permission) (Business Role)","Contribute: Read-Write access to the site. Users with this permission level can view, upload, delete and make changes to items, web pages and documents.",""
+"id-bd2e84d17f8d4be6bf44fd18ede661a7","BusinessRole","ContributeWithoutDelete (SharePoint Permission) (Business Role)","ContributeWithoutDelete - Contribute Level, no delete, no deletion of versions, no browser directories",""
+"id-de7862c994074283907f87a474844414","BusinessRole","CSD_Contributers (Custom SharePoint Group) (Business Role)","",""
+"id-c9175faef0a048d893845dc6218e9ec3","BusinessRole","CSD_Designers (Custom SharePoint Group) (Business Role)","",""
+"id-77fe3ca7ad2f40b38f2b464e8b74e8f9","BusinessRole","CSD_Owners (Custom SharePoint Group) (Business Role)","",""
+"id-910ff1eca1a64e559fc387c8a93a9941","BusinessRole","CSDContributers (SharePoint Permission) (Business Role)","CSDContributers - Edit and view with disabled create new items",""
+"id-386e01cc834e45e5a268144e68490584","BusinessRole","Data Architect Assessor","",""
+"deca7fb6-6ede-48a3-af46-f3b80125a766","BusinessRole","Data Architecture","",""
+"id-9d2510149ee343cfbbf52126a16dafeb","BusinessRole","Data Quality Analyst","",""
+"id-33af757f0dfa4f1cbad1ffe4ea336764","BusinessRole","Data Reservoir Operations","The data reservoir operations team maintains the data reservoir behind the scenes",""
+"id-0bf78f6b3fda4f93b0bfe68fe45b3778","BusinessRole","Data Stewards (business role)","",""
+"id-95c36297458e4d639d60ff85219417a1","BusinessRole","Decision Model Management","Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing.",""
+"id-e2dfc8b4cfe2445b932a1061af60ead9","BusinessRole","Decision Model Management (business role)","Decision model management describes the systems used by data scientists and business analysts as they configure analytics models and rules to execute inside the data reservoir. Advanced analytics and data mining is managed from decision model management. These teams need access to samples of the data. This data must be formatted for analysis tools and the environment must have sufficient performance capacity to handle intense, lumpy workloads from the mining and testing processing.",""
+"id-bd071c7eb0034143ae3b66389221186a","BusinessRole","Departmental SharePoint Site Administration and Support (Business Role)","",""
+"id-320d268d8a7c42fda4d81d596503a68d","BusinessRole","Deputy Project Manager","",""
+"id-8202d3d677bb45f194b98ebb7eadb346","BusinessRole","Design (SharePoint Permission) (Business Role)","",""
+"id-ad9d8564c0a145d4844249e62f07f245","BusinessRole","DesignerPlus (SharePoint Permission) (Business Role)","",""
+"87af318e-0976-4766-b8d6-9a08865775e8","BusinessRole","Developer","",""
+"id-d26cfba358cf46d8bc1960e379171170","BusinessRole","Digital Experience & Client Data (DECD)","Digital Experience & Client Data
+New digital channel
+Respect and empower clients
+Single access page
+Direct support and interactive assistance options
+16 initiatives for service excellence
+Provide employees more meaningful work
+
+Digital Experience & Client Data: Foundations
+Launch Alpha digital channel
+Launch Service Analytics Evidence Base
+Stand up the Virtual Concierge
+Procure ancillary technologies required to deliver the first end to end benefit",""
+"id-f0fac0be04d54f4084dab88e4f48fc52","BusinessRole","Digital Expreience and Client Data (DECD) (Business Role)","",""
+"id-8187bb9027554d06a74e2f60c9fc197f","BusinessRole","Director Responsible for the EA Strategy and Roadmap (Business Role)","",""
+"id-524a8924a85b453ea9d09f81053aa9b6","BusinessRole","Director, Business Solutions Management","",""
+"id-301c5c7f982e4852b4d33e1c6043fd3e","BusinessRole","Director, Program Support","",""
+"id-9079a74ad9ac4c0db469e27916f0d8d7","BusinessRole","EA Administrative Assistant (Business Role)","",""
+"id-e44780e31be648b19d0630853fae69f4","BusinessRole","EA Director (Business Role)","",""
+"id-30e24185364c4a798a23b78ba23c119e","BusinessRole","EA Executive Director (Business Role)","",""
+"id-e187cb01495f4a36b0205e053ee962f1","BusinessRole","EA Manager (Business Role)","",""
+"id-4aac4ccdbb7f49079a51b67c8bc47e22","BusinessRole","EA Strategy and Roadmap Lead (Business Role)","",""
+"id-ceb9f048a23241239a0a5c6a1934ef81","BusinessRole","Edit (SharePoint Permission) (Business Role)","Edit - Can add, edit and delete lists; can view, add, update and delete list items and documents.",""
+"id-8b3d7dda05ec4cf0aeb08782afc344e1","BusinessRole","Enterprise Architect","Includes (Enterprise) Solution Architecture.",""
+"337d586a-8226-4c01-a6cb-58f8ed38f818","BusinessRole","Enterprise Architecture","",""
+"id-5320908da63d44599cc3195d2bedb002","BusinessRole","ESDC Chief Architect (Business Role)","",""
+"id-3a359c4489984a8fad6e3f9d17a76f0a","BusinessRole","ESDC Chief Financial Officer","",""
+"id-abe70aa3f1994ce8a8239393a782a6cc","BusinessRole","ESDC CIO","",""
+"id-7c9b49073a094837bda82f46ced73956","BusinessRole","ESDC CIO","",""
+"id-d91d9486915549ec80450d53451ca755","BusinessRole","ESDC Clients (Business Role)","",""
+"id-31d023c3f24b48459871ead5390338fc","BusinessRole","ESDC Employees (Business Role)","",""
+"id-c1fdc79e3c1a43c9b91514356803fb94","BusinessRole","ESDC QualiWare Application Management (Business Role)","",""
+"fef0a611-c0ea-489d-9a4b-511d49281f6f","BusinessRole","ESDC User","",""
+"id-9beab5dd258b46d1a0c3dec0a76eaac2","BusinessRole","Everyone EXCEPT External Users (DOMAIN Group) (Business Role)","Everyone Except External Users
+DOMAIN Group: ContributeWithoutDelete",""
+"id-c4ccc8bf80a94910a159ca778efdd06e","BusinessRole","Executive Director, Enforcement","",""
+"id-2f2ec75f35ed4aaa82c4b61ca8c26743","BusinessRole","Executive Sponsor","Justifies expenditure of funds for project planning.",""
+"id-c912d67428e0461c96b9fe91474f080c","BusinessRole","Financial Management Advisor","",""
+"id-a372b644dcd24682803f92ed0d75ddbc","BusinessRole","Full Control [NOT AVAILABLE] (SharePoint Permission) (Business Role)","Full Control - Has full control.
+NOT AVAILABLE to non-System Administration staff (i.e. M365), for security reasons.
+Full Control - DO NOT GRANT Full Control permissions. This permission level is only used by departmental SharePoint site administration and support.
+Users have the ability to run code, delete the entire SharePoint instance, etc. (""SAS_Owner"").",""
+"id-b8b01d0620bc40508bcba1c8d78ce75c","BusinessRole","Functional Manager","",""
+"id-ac1223e019d64c1facc6a9506b098596","BusinessRole","Functional Manager, I/O Systems","",""
+"id-ae93c26492f8428482757d01c14860ce","BusinessRole","Governance Authority (Business Role)","Governance authority
+Identifies and evaluates feasibility and value of an opportunity.",""
+"id-7a7640d427aa433096f3d5df80143cf0","BusinessRole","Governance, Risk and Compliance","The information governance, risk, and compliance team use a reporting environment to demonstrate compliance in industry regulations and business policies. Some of these policies apply to the management of information. These policies are defined and managed in the data reservoir’s catalog.",""
+"cd5a8459-a54f-47b7-b50a-8eed48ecbea1","BusinessRole","Holder","Holder: An entity that controls one or more Credentials from which a Presentation can be expressed to a Verifier. A Holder is usually, but not always, the Subject of a Credential. Digital Identity Owner, Card Holder ",""
+"id-527cdce858c74696aad3cb76dde5b044","BusinessRole","ICST Personnel","ICST - Information Collection & Synthesis Team",""
+"id-f0de83090322440cac31519e65979cc9","BusinessRole","Identity Management & Integrity","Identity Management and Integrity
+Accomplished by:
+A dynamic digital ecosystem
+A secure sign-in portal
+Sophisticated integrity tools and techniques
+Up-front compliance controls
+Benefits to Canadians:
+Simple user experience
+Effective ID proofing
+Secure login
+Faster access to programs and services
+Personalized profile and secure file management
+Increased accuracy and trust
+
+Identity Management and Integrity: Foundations
+Procure third-party solution for real-time client identity validation
+Procure solution to provide a single secure access point to ESDC programs and services
+Enable access to Social Insurance Register to do SIN/SIR look-up for the first onboarded benefit
+Develop foundational Integrity-by-Design capabilities",""
+"id-27463c3f1d7843c5b34902631e59566b","BusinessRole","IITB Director","",""
+"id-3fe711bcc4da4bc7baeb228465e18e27","BusinessRole","IITB Executive Director","",""
+"id-7b2ffd21fd5640239d1d6a8d412f2b72","BusinessRole","IITB IM Director (Business Role)","",""
+"id-4aed1d37fa8a42429bdda41cd46f004a","BusinessRole","IITB IM Lead (Business Role)","For questions about your assignment as the Project Team’s point of contact, contact the IM Lead for your Branch/Region.
+https://dialogue/grp/IMSCS-SGISC/Lists/CGIIML/AllItems.aspx
+ - Robertson, Kristin K [NC]
+ - Simard, Marie-Claire T [NC]
+ - Cyr, Melissa M [NC]
+ - Bisang, Stephen S [NC]
+ - McNaughton, Meredith M [NC]
+http://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx",""
+"id-3ed72c97c46d4f75b13697305048ff6d","BusinessRole","IM Lead (SharePoint Role) (Business Role)","IM Lead
+ - Reviews sites and proposed migration dates with the Project Team
+ - May update name(s) “Site Owner” role for migration, in the site metadata
+ - Identifies any essential Branch/Region blackout period (e.g. during peak client service periods)
+ - Is familiar with the Project communications, guidance and learning resources provided to Site Owners/Designers
+ - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration
+http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml
+ - Point of contact to Site Owners/Designers through the migration process",""
+"id-2f66af4eb0294e7a8840edb9b6dd94f7","BusinessRole","Information Architect","Includes Data Architecture.",""
+"id-7cec8bb835604ba4ba8bd7cccbda713d","BusinessRole","Information Curator","An individual or group of people in the organization that are maintaining the catalog information. This activity includes advertising new sources, enhancing and categorizing existing data descriptions, and helping people locate the data they need.",""
+"id-09ade88da70846038a01df41b20fbed0","BusinessRole","Information Steward","",""
+"id-c64df19770bc4678b9b4b92d5f508bcd","BusinessRole","Information Technology Strategy Team (Business Role)","",""
+"id-4e725aa0b35745a8b1bfe2a1ddecb957","BusinessRole","Infrastructure Operator","",""
+"id-28df1fd71e6f46d281e9ca95a74075e5","BusinessRole","Integration Developer","",""
+"id-612813682b83440a8f9e0100d2b12e3c","BusinessRole","Integrity Operations","2.3.1 Business Environment
+. . .To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.",""
+"id-7edd06e108eb4610a81f0267c1f8512c","BusinessRole","Integrity Operations","",""
+"7fed3a19-d159-43ad-aee1-1c4e5fdd6958","BusinessRole","Issuer","Participants that provide the 'full package' of a trusted digital identity. Typically, this is a provincial, territorial, or federal digital identity program that is providing trusted digital identities to another jurisdiction. These may also be providers serving each other within an industry sector. Trusted Digital Identity Providers are a type of Claims Provider. ",""
+"id-c5f9a8a2396f4c0bbfca0f5ffd935e57","BusinessRole","Judiciary","As part of processing an enforcement case, there is involvement with the judiciary, so obtaining evidence requires more diligence and effort to conduct and holds more risk to the organization should they be conducted inappropriately.",""
+"id-fa112a2efcd440c39e4e4813b5f5e7f9","BusinessRole","Lead Enterprise Architect","",""
+"id-1bd18260bc7d4c4db60c48738c95c3b4","BusinessRole","Limited Access [DEFAULT] (SharePoint Permission) (Business Role)","Limited Access - You can effectively IGNORE Limited Access permissions. Limited Access simply indicates that the person or group has a different level of access assigned somewhere else in the site using customized permissions (see Section 4).",""
+"id-1d58b176e7a846439842c950ee61ef38","BusinessRole","Lite Project Team","",""
+"id-b594e2fe91eb446288e874250d8836a2","BusinessRole","Manager, Business Architecture (Business Role)","",""
+"id-8fadd169ac464075b23361ea72c91101","BusinessRole","MEMBER (High Level SharePoint Role) (Business Role)","",""
+"id-e0fe54ef9b554f94a8db3200ead23f92","BusinessRole","NHQ Business Intelligence Personnel","",""
+"id-90871c9e707c46649964f12cb96c90ef","BusinessRole","NHQ Training Personnel","",""
+"id-c32e615e6adf4cceb9eb7c72b83ecd5c","BusinessRole","NOT ACTIVE: ALL Users (includes PUBLIC) (SharePoint Group) (Business Role)","This Permission has been deactivated (via enterprise configuration) for ESDC's tenant of M365.
+
+This Permission might have been used to:
+1. Share with other GC Departments, Partners, etc.
+2. Share with System Integrators who may not have an ESDC Network Account
+3. Share with Public (use caution here).
+There should be a strong Use Case here, with permissions set only at the lowest-level folder, to ensure permissions are not inherited by mistake.",""
+"1f1bb20b-f848-4113-aa18-d76fba6b53c4","BusinessRole","Operator","",""
+"id-5fb7f084b4f54201b5f18aedfe9cd915","BusinessRole","OWNER (High Level SharePoint Role) (Business Role)","",""
+"id-65ca923b12344067b1e65f35b8152dbe","BusinessRole","Peer Enterprise Architect","",""
+"id-5f24184a9b824fc695b2d9c55f24fee7","BusinessRole","Platform Operators (business role)","",""
+"c2c97ebe-d5e0-4c79-827e-0a9d588f70e5","BusinessRole","Platform Stewards","",""
+"id-f85244242fa34d5b97d61244dfda118a","BusinessRole","Platform Stewards(business role)","",""
+"id-00529e741033454189067af03cae4627","BusinessRole","PM PDO","",""
+"id-8d8b61bfec224e8e950030f36bfb296c","BusinessRole","Project Control Officer","",""
+"id-93999777565a427ba56ef7cb70d6fe0c","BusinessRole","Project Management Advisor","",""
+"id-01a72cd230f04afb8c344eb38b28698b","BusinessRole","QualiWare Cloud Provider (Business Role)","",""
+"id-49ce7dbe11a54097829409e41c8d2ebc","BusinessRole","Read (SharePoint Permission) (Business Role)","Read-only access to the site. Users with this permission level can view items, web pages and documents, but they cannot delete content or make any changes.
+",""
+"id-3eba8575f01249c9aaedc0d362943aa6","BusinessRole","Regional Enformcement Personnel","",""
+"id-9fae24ffc5f246aeab49e87b058b1713","BusinessRole","Restricted View (SharePoint Permission) (Business Role)","Restricted View - Can view pages, list items, and documents. Documents can be viewed in the browser but not downloaded.",""
+"id-13e42903e8ff47eb86213c5bacbeb463","BusinessRole","SABR Director General (Business Role)","",""
+"id-31dc8f4450a448ac885474d68d3c59b0","BusinessRole","SAS ADO Content Curator (Business Role)","Managing content",""
+"id-d8710cbc44a34a40b548c2166694537c","BusinessRole","SAS SharePoint Content Curator (Business Role)","",""
+"id-6850065d5a4d47b5bce114f365d67880","BusinessRole","Security Architect","",""
+"id-a28ed054206f40fc888c7e28ad260dc3","BusinessRole","Security Architect Assessor","",""
+"6a06d55a-add0-4558-bb5c-78e5bc06e786","BusinessRole","Security Architecture","",""
+"id-442401d533fe440c9cb03df38817e8fb","BusinessRole","SecurityReponse_WG (Custom SharePoint Group) (Business Role)","",""
+"id-734eca9daa57474eaa10a1b978e5ae07","BusinessRole","Senior Business Analyst","",""
+"id-d3e6fbf448ad4110a98c85808796dac7","BusinessRole","Senior Management","Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles. ",""
+"id-99c1253fa5a34e778658beb77ebd4b4e","BusinessRole","Senior PM PDO","",""
+"id-3f70b6b1ab344abcb30428ebb60a7736","BusinessRole","Senior Project Manager","",""
+"id-1ba0b0dadbea45708783b17a5883af21","BusinessRole","Service Delivery Hub","Service Delivery Hub
+Improved, seamless and timely service delivery for clients
+Increased self-serve results supported by real-time support options
+An integrated view of the organization’s workload and workforce to support decision-making
+A central repository of program information for employees
+A user-experience feedback system for clients and employees
+Service Delivery Hub “showcase” sites
+
+Service Delivery Hub: Foundations
+Develop new SDH operating model
+Develop foundational frameworks to support integrated workforce and workload management
+Develop SDH training strategy
+Procure new Knowledge Management, Feedback, Telephony and Workforce Management solutions
+",""
+"id-8e29edf9a46b44f3bbbd498e1da14e7a","BusinessRole","Service Delivery Hub (SDH) (Business Role)","",""
+"id-d25237161d154eada5994743781dc72b","BusinessRole","SharePoint Migration Project Team (SharePoint Role) (Business Role)","SharePoint Migration Project Team
+ - Creates new URL for site in SharePoint Online
+ - Provides comprehensive information/guidance to IM Leads, Site Owners and Designers, aligned to key milestones in site remediation, migration readiness, post-migration rebuilding and site validation
+ - Consults with Branch/Regional IM Leads to schedule sites in migration waves
+ - Migrates site to new SharePoint Online environment
+ - Point of contact to Site Owners/Designers through the migration process
+ - May assign additional resources to support Site Owners/Designers of more complex sites",""
+"id-8a51ad2d48454b79b05c5c899bd7fb29","BusinessRole","Site Designer (SharePoint Role) (Business Role)","Site Designer
+May be appointed in the “Site Owner” role for the purpose of the migration
+May attend the Orientation Session with the Site Owner
+Rebuilds site customization after migration in SP Online",""
+"id-208d8e09d9bc40ebaf365e2bbed85270","BusinessRole","Site Owner (SharePoint Role) (Business Role)","Site Owner
+ - Attends the Owner Orientation Session for more detail on migration process milestones, requirements, roles and responsibilities
+ - Receives and acts on Project Team information and guidance to ensure completion of Site Remediation before/after migration - shares the information with the Site Designer and others as needed: https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-Site-Remediation.aspx
+ - Completes the “Learning Essentials” – SharePoint Online basics you need to know to get up-to-speed quickly after migration
+http://iservice.prv/eng/imit/catalogue/software_application/office365/sharepoint/learning-essentials.shtml
+ - Confirms completion of final steps in SharePoint Online, with the Project Team
+",""
+"id-76bdd63fe5904dc3a2cd91fd6ead1c20","BusinessRole","Solution Architecture","",""
+"id-717c79b6db1442ba8d6bcd03752c9e89","BusinessRole","Solution Designer","1.4. Audience and Key Stakeholders of the EA Principles
+The audience and key stakeholders of the EA Principles are:
+• Enterprise Architects, Domain Architects, Architecture Practitioners and Solution Designers for use in defining standards, architectures, designs, plans and roadmaps.",""
+"id-41b85bee1443484b93953fc6ed5e38f9","BusinessRole","Sr.ADM ISSD","",""
+"id-f8b907a579884c30a6eeb02bb7ccd5a4","BusinessRole","Stakeholder Branch Sponsor","Executive Sponsor
+Justifies expenditure of funds for project planning.",""
+"id-37b23e4d843547a380b71fde8c029a98","BusinessRole","Stakeholder Branch Sponsor","Executive Sponsor
+Justifies expenditure of funds for project planning.",""
+"id-7b109ad3ea3a417a85a1e2a95e247d33","BusinessRole","Stakeholder Business Owner","",""
+"1af802f8-ef57-459c-b558-5ebdc29b9648","BusinessRole","Subject","Subject: An entity about which Claims are asserted by an Issuer. Person, Organization, Device ",""
+"id-c9bd9551c0ef49228c9726e18e277f5d","BusinessRole","System Administrator","",""
+"id-f1a0774873904a2abb4568f3ff4e47aa","BusinessRole","System Integrator (CRM, BDM)","",""
+"id-70a8d4c5024c462eb00c523e2845b617","BusinessRole","TechArch_Contributors (Custom SharePoint Group) (Business Role)","",""
+"id-84efec203834482c8cf6533f34ac29c0","BusinessRole","Technical Consultant (SharePoint Role) (Business Role)","The requirement for these next two roles will depend on the level of site complexity. The Project Team will consider this with the IM Lead for the Branch/Region, in scheduling the site for migration, and will provide further guidance to the Business Analyst and/or Technical Consultant in assessing, remediating and/or rebuilding the site in SharePoint Online.
+
+Technical Consultant
+May be assigned by the Project Team as an expert resource to support the Site Designer and Business Analyst roles in rebuilding customization in SharePoint Online site
+",""
+"id-d57344311c5345bf95e03e387e1c1528","BusinessRole","Technology Architect","",""
+"id-c38ae3334d974ff1bfbde4cf072a58b3","BusinessRole","Technology Architect Assessor","",""
+"fbdb3faf-3aa9-46b3-aa80-39a6add07ef8","BusinessRole","Technology Architecture","",""
+"id-38715d0763774f178efb830221966372","BusinessRole","Technology Platform","Technology Platform
+Establishes the project engagement model and operating model
+Cloud enablement - benefits delivery within cloud environments
+Interoperability - exchange of data/information securely
+Legacy readiness - connecting new and current benefit delivery solutions
+Technology infrastructure - implementation beginning with “core” capabilities
+
+Technology Platform: Foundations
+Foundational technology infrastructure, interoperability and security
+Flexibility to meet future service requirements
+Scalability to perform at a high level during periods of intense demand
+Builds common interoperability capabilities for connecting and communicating between BDM solutions and legacy systems
+Promotes collaboration and automation to support rapid deployment of products and services
+Delivers a consistent end-user experience – ensures clients have the same positive experience
+",""
+"id-485e2802317d4a18827313e0b42a9abf","BusinessRole","Technology Platform (Business Role)","",""
+"33e3cc51-6af4-4714-84dc-bbb6e5a28679","BusinessRole","Threat Agent","",""
+"id-ee1a854ede7f47bf9314b818ef70cbdb","BusinessRole","TISMB Assistant Deputy Minister","",""
+"id-56038ff366a4499299c1451be6675d2d","BusinessRole","Treasury Board of Canada Secretariat (TBS) (Business Role)","Treasury Board of Canada Secretariat (TBS)",""
+"fb7f87c8-43a2-435b-a906-7fc1f687df23","BusinessRole","User","",""
+"9cb60a59-0d1c-4164-ae6e-c985bb92a7ef","BusinessRole","Verifier","Verifier: An entity that accepts a Presentation from a Holder for the purposes of delivering services or administering programs Relying Party, Credential Verification Service Provider, Credential Authentication Service Provider, Authentication Service Provider, Digital Identity Consumer, Delegated Service Provider.
+",""
+"id-959183ac8e1b4ef6a6a31af1ff9b8e64","BusinessRole","View Only (SharePoint Permission) (Business Role)","View Only - Can view pages, list items, and documents. Document types with server-side file handlers can be viewed in the browser but not downloaded.",""
+"id-66fb25ecccc2474eb3f0651664f9d694","BusinessRole","View Web Site Statistics (SharePoint Permission) (Business Role)","View Web Site Statistics (SharePoint Permission) (Business Role)
+View Web Analytics Data - This permission level grants people the ability to see the Site Collection Web Analytics Reports found in the ‘Site Settings’ menu. It does not grant access to specific content such as items, web pages or documents.",""
+"id-faa7e661024a442f8fad73dbf608a53c","BusinessRole","Viewers (Custom SharePoint Group) (Business Role)","",""
+"id-716dcbdaff56417d9d9f937b0ea47961","BusinessRole","VISITOR (High Level SharePoint Role) (Business Role)","",""
+"2c222644-a9a7-4e8a-a8a8-47525b1b4da2","BusinessService","<> Microsegmentation","A method of creating secure zones within the network at the applications and services layer or below to allow better monitoring of lateral network traffic and management of access to those zones. Microsegmentation could enable zero trust principles by allowing administrators to control authentication and authorization at a more granular level than the network perimeter",""
+"44388cb1-d602-4fb7-8535-21cd4162f951","BusinessService","<> Multi-factor authentication (MFA)","An authentication method in which a computer user is granted access only after successfully presenting two or more pieces of evidence (or factors) for authentication.
+",""
+"effc2ccb-739f-4a40-ad21-3b714c439a63","BusinessService","<> Software Defined Perimeter","A security framework to microsegment network access by dynamically creating one-to-one network connections between the user and the resources they access",""
+"5899f3a9-c77a-4c12-878d-4e29abeea6aa","BusinessService","<> User Entity Behavior Analytics (UEBA)","A type of cyber security process that models and identifies typical and abnormal behavior of humans and systems within a network and can help in discovering security anomalies in user and system behavior. UEBA uses advanced analysis, aggregates data from logs and reports, and looks at packet, flow, file and other types of information, as well as certain kinds of threat data to figure out whether certain kinds of activity and behavior are likely to constitute a cyberattack",""
+"aec78217-dece-4cdf-a050-734f76005826","BusinessService","<> API (Application Programming Interface) Gateway","An API management tool that sits between a client and collection of backend services and takes all API requests from the client, determines which services are needed, and combines them into a synchronous experience for the user.",""
+"9326d7dc-b998-43f3-a74c-13bb81288b43","BusinessService","<> Conditional access","A set of policies and configurations that control access of users and devices to various services and data sources within the IT environment. Conditional access makes use of various signals or factors (e.g. user profile, device type, geographical location, etc.) to make access decisions and enforce organizations policies",""
+"c4db9dd6-bb60-4b16-a865-cdb35ac0f530","BusinessService","<> Data Loss Prevention (DLP)","A set of technologies, products, and techniques that are designed to stop sensitive information from leaving an organization and ensure that sensitive data is not lost, misused, or accessed by unauthorized users.",""
+"871c482a-713c-4212-89c4-893f94ace379","BusinessService","<> Network policies aligned to app micro segments ","",""
+"897c0b51-9dcd-4f0d-8ae7-6965e8b4e6c8","BusinessService","<> Security Information and Event Management (SIEM)","A software solution that stores, normalizes, aggregates and analyzes log data from multiple data sources across the entire IT infrastructure. SIEM analyzes data collected to discover trends, detect threats, and enable organizations to investigate any alerts",""
+"c668367a-4b58-4ecb-bc09-6289be3b5c27","BusinessService","<> Single Sign-On (SSO)","A user authentication service which occurs when a user logs in to one application and is then signed in to other applications automatically, regardless of the platform, technology, or domain the user is using. The user uses one set of login credentials can be used to access multiple applications.",""
+"id-3124ec0ba4ff46b5b1af60dd85699bc4","BusinessService","[ESDC-EA] Provide EA Assessment <>","",""
+"id-73b8aeefec2149d1b50c1222e8aa6df9","BusinessService","[ESDC-EA] Provide EA Assessment <>","",""
+"id-81aab0d085524547a0e62eddcc9c4421","BusinessService","[SAS] Provide EA Feedback <>","",""
+"id-d9ee28c1a8b74fe88fc94561cbe60af3","BusinessService","Advanced Analytics","",""
+"id-480ab8a9025e4cfea98ee4e5ad9902c1","BusinessService","Advanced Analytics (business service)","",""
+"c224ca48-ad69-454c-8e51-5565b0fbaf3b","BusinessService","Balanced Relationship","",""
+"5c8ad1f7-271d-49b5-8d23-5729fa3c8513","BusinessService","Balanced Relationship","",""
+"id-92789d7db5cc407f9dda1cfbc405931f","BusinessService","BDM Analytics & BI","",""
+"id-4d26fb79e7cf4a9ab0000d306dbef7a3","BusinessService","BDM Workforce Management","",""
+"id-edc14eb8b3fc44498b3c88bf93437152","BusinessService","Benefits Knowledge Hub (BKH)","The Benefits Knowledge Hub will start as a Data Mart, possibly becoming the Enterprise Data Warehouse.",""
+"be560406-7ae8-471e-9e18-b8c717b7ee04","BusinessService","Business Service","",""
+"id-7e70892d43eb49eeaa1ffb4c24b068eb","BusinessService","Data Hub","",""
+"id-530fb8a24aca45a1a6c622051587e759","BusinessService","Data Science & Machine Learning (DS&ML)","Data Science & Machine Learning Platform",""
+"id-338d7c043825418585dd265b5bf3e192","BusinessService","Discovery","",""
+"id-32d9261eccd54ce7aa9400bebeb5d257","BusinessService","Discovery (business service)","",""
+"id-38eed3eb567f4b5cb93c387786c5ddf5","BusinessService","Enterprise Canonical Model","",""
+"id-60052f44a3e2476a837a46399abe3c4d","BusinessService","Enterprise Data Catalog","Data describing all assets: internal, external, open data and shares
+Includes glossaries and diagrams
+Identifies data authorities
+Links to access request initiation",""
+"id-c2794205e13d4adb87691bed8df866cc","BusinessService","Enterprise Data Lake","• Raw, curated, near-real-time data
+• Some standardization, few linkages
+• Multiple data sources
+• Well suited for data science
+• Supports exploratory analysis
+• Addresses unknown questions and hypotheses
+
+1.4.3.1. Data Lake
+The advent of “big data” tools is enabling organizations to detect patterns in data that may otherwise escape human recognition. This is being further advanced with new tools in machine learning and artificial intelligence described below. These tools are designed to access large data sets in a range of native formats, but such access cannot generally target mission critical systems for fear of adverse performance effects. This long-standing performance issue remains true for supporting more traditional reporting and analytics techniques as well. To enable state-of-the-art tools to operate, the industry has begun to co-locate large volumes of data in “raw” forms. Such a repository is called a data lake, and by “raw” form it is meant that few, if any, operations are performed when the data is copied from operational systems into the data lake. As a result, the data lake contains a complete and detailed copy of the organization’s assets, but stored in a very human-unfriendly form. This is well suited to support two activities: big-data, machine learning and artificial intelligence operations performed by highly-skilled specialists, and extraction of key data into a data warehouse without interfering with mission critical systems as described below. In the absence of a data lake, it is not possible to bring to bear many modern technological tools, and consequently there are likely many opportunities to improve service that remain hidden. There is a business need to provide secure access to authorized users, including executives and analysts, to easy-to-use, reporting, dash-boarding, and visualization tools that require few technical skills and yet provide answers to basic business questions, in near-real-time, in a manner that does not adversely affect performance of operational systems, and enables access to integrated, enterprise-shared data.
+",""
+"id-100e1209c88147c9910726229c63892c","BusinessService","Enterprise Data Warehouse","Trusted and governed data
+Multi-source, near-real-time
+Standardized and linked
+Optimized for analysis & self-service
+Supports repeatable analytics needs
+Addresses mostly known questions
+Insight for broad consumption",""
+"c4967d72-ce41-49a7-832b-0a735da76436","BusinessService","Implemented Control Measure","",""
+"691caafd-aeda-4f08-89d3-7dd01b8445b2","BusinessService","Implemented Control Measure","",""
+"id-7e8ce4104b62451e9e54b473baaf58a3","BusinessService","Information Technology Services (Business Service)","2.2.4 Program Alignment Architecture:
+5.1.7 Information Technology Services
+The migration of ESDC’s solutions to the EDCs and to cloud, going through an evaluation and adaptation of the solutions, will ensure proper IT service continuation and improve ESDC security Posture.",""
+"id-d094a09bee1f44ba9ba74e26099f673c","BusinessService","LMIA","",""
+"dc9269ed-fd9b-4b81-be01-a3c30db89606","BusinessService","Management Controls","",""
+"1479cd91-a52b-4354-ace6-93a1bed7b023","BusinessService","Management Security Controls","Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33)",""
+"612d1065-aaea-40fe-ad9f-5731c8573568","BusinessService","Management Security Controls","Definition: A security control that focuses on the management of IT security and IT security risks. (ITSG-33)",""
+"id-3923932b2c13469a92bda47ba2314f5e","BusinessService","Master Data Management","",""
+"id-060cf01a607a449a8345dea908ddc9aa","BusinessService","National Address Register","",""
+"id-d052d968b46149458ce2a5441bed64ca","BusinessService","Reference Data Management","",""
+"id-2aed6c70818c490da92ef77c95192ea8","BusinessService","SA Alignment (Business Service)","• Assess architecture alignment through participation in Architecture Review Committee (ARC), EA Working Groups and architecture work.
+• Evaluate, review and provide architecture-related feedback on procurement-related requests.
+• Engagement with EA Community through collaboration with ESDC Enterprise Architecture domains and GC EARB community.",""
+"id-bdcee36cb53242739329d9a42a6fc49b","BusinessService","SA Consulting (Business Service)","• Lead or support the preparation of Enterprise Architecture Review Board (EARB and GC EARB) presentation content.
+• Architectural information discovery, capture, development and maintenance in ESDC EA Repository and architecture deliverables and artifacts.
+• Review project/initiative proposals; collaborate with EA domains and proposal originators to provide assessment responses.
+• Provide advice/feedback/recommendations upon receipt of requests for advice on Enterprise and/or Architecture.",""
+"id-c4beed71f01f4bc88746689edef0c1cc","BusinessService","SA Strategic Planning (Business Service)","• Develop and manage strategic architectural direction (reference architectures, standards, patterns).
+• Research work of architectural significance (initiatives, products, technologies).
+• Review technical architecture collaboratively with other EA Domains as needed.",""
+"id-7e7323adb81348418148f673dc57887e","BusinessService","Visualization","",""
+"id-5f7055c87fab4b499db0a02c69f4ba55","BusinessService","Visualization (business service)","",""
+"fb9c350e-a8fb-4a2c-b55d-3da0d6844534","Contract","Investment Agreement","",""
+"2dbffbd6-d8aa-483a-a1bc-5dce5b28f0ef","Contract","KPIs","",""
+"id-6adc504384014928809b2ae7bff90763","Contract","Safe Restart Agreement (Provinces & Territories)","",""
+"id-f1bb7096f3454a5db0ac590353920356","Product","*.archimate Files","",""
+"id-92989fecf9784cba898f128b29cc92ff","Product","Alert","Alertsare notifications for data thresholds for (e.g., performance)",""
+"id-c42c8cc2e0d0423e86aa27af0456d14b","Product","Alert (product)","Alertsare notifications for data thresholds for (e.g., performance)",""
+"f3f2bd24-c4fd-45f8-9ed7-95b5c4681792","Product","API Guardrail Specification","",""
+"a8ea070d-19ae-487d-9b17-3d397c9162f4","Product","Cloud Native Computing Foundation Landscape","",""
+"0eb7b730-f8b9-4f7f-8068-a7d0a768aff5","Product","Developer View","",""
+"id-b2c0b1b595c2499583c1eb26bb8334d5","Product","EA Horizons Strategy Outcomes (Product)","The EA Horizons Strategy Outcomes [English only] illustrates the strategic goals of each horizon as well as the goals of each tenet across the horizons.",""
+"id-3ed2d85fb0db46d396123a5f3cf9e853","Product","EA Roadmap Workbook (Product)","The EA Roadmap Workbook [English only] provides the EA Strategy activity details for each of the three horizons, with a directorate-specific Roadmap view. It also includes a Responsible, Accountable, Consulted and Informed (RACI) matrix of each Roadmap activity.",""
+"id-5f33f92000b44188a0d8b59d6fb4e668","Product","EA Strategy (Detailed) (Product)","The EA Strategy (Detailed) [English only] describes the finer points of the strategy.",""
+"id-7bdda28e0bc94569bddae0a4dec727da","Product","EA Strategy (Executive Summary) (Product)","The EA Strategy (Executive Summary) [English only] provides an overview of the drivers and key themes of the strategy.",""
+"id-21513079e6ec44f39e5752a3466f392d","Product","EA-SAS Team Guide(s) On Use Of ADO (Product)","May include:
+ - When to input a Description into an Epic / Task / etc.?
+",""
+"id-57a18d79de064384b4141f342f27f8a3","Product","Enforcement Maturity Model (EMM)","",""
+"id-5aae0bd9b6aa4496a5f84da9215e7c7f","Product","Enterprise Mission","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. ",""
+"id-1bb66d98aff145a79f73339ba98b0df4","Product","ESDC Cloud Reference Architecture","",""
+"eaaa4749-4f66-4ecc-a73f-9824ce8757c3","Product","Executive View","",""
+"id-702cb1d4280b4af19457705e9221692d","Product","Exported *.XML File","",""
+"286da79f-1aa6-4f65-813b-9172237e3222","Product","Operator View","",""
+"id-d2b0f692b6804690a0f2892f2d909879","Product","Real Time Reporting","Ability to report and conduct analysis using real-time dat",""
+"id-39fde5e1a21a4151ab6bf6e3023b440c","Product","Real Time Reporting (product)","Ability to report and conduct analysis using real-time dat",""
+"id-7bdb64934b8c43189f2baf277f8e3f25","Product","SABR DG Report (Product)","",""
+"id-f61c78737adc49319b0580d815adf6bc","Product","Scheduled Report","Ability to create highly formatted and print-ready reports on a regular basis",""
+"id-8d31d2d186ef43b2a4dcbef11e2abe3f","Product","Scheduled Report (product)","Ability to create highly formatted and print-ready reports on a regular basis",""
+"id-4097e07bb0ef4aaf8e8796635697cafa","Product","Scorecard","Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets",""
+"id-4ba59e970d014ac28c57b84a0e8090a2","Product","Scorecard (product)","Scorecards help organizations measure and align the strategic and tactical aspects of their businesses, processes and individuals via goals and targets",""
+"id-ed81c1b789184478b864ee8d2189784a","Product","The Integrated Horizon 1 (H1) Work Plan (Product)","The Integrated Horizon 1 (H1) Work Plan [English only] delivers an integrated viewpoint of Horizon 1 activities along with the provisional quarterly achievements of each activity.",""
+"id-9cd81a4b1a64414186743758604f3ca8","Representation","ADO Epic (Representation)","",""
+"id-96cab18f55144e97b76753bf851db1e9","Representation","ADO Feature (Representation)","",""
+"id-13ca98cd6d8b40ad8dc985e2f5bb30ee","Representation","ADO Task (Representation)","",""
+"id-7173e61f1b3243d18fffa44304e3324d","Representation","ADO User Story (Representation)","",""
+"d94e281c-ebf1-4122-9c74-a2d62dc4fe64","Representation","API Guardrail Document Representation","",""
+"e181e171-3ff2-497d-95e4-98b247172cde","Representation","ARC Presentation","",""
+"id-4342a646eed241ce920603e82c783e32","Representation","ArchiMate 3.1 Notation (Representation)","",""
+"id-5cd6e57be4d1451e86f22144e882ffe3","Representation","BDM Architecture QualiWare Templates Suite (Representation)","",""
+"f7898772-abf9-411e-99bd-1dfcaa46b428","Representation","Business Case","",""
+"id-84dc6ac2c98a4b3eb8c0fd7b1b3b37f9","Representation","Container","A documentary proof of the credential ",""
+"8bc29935-9cfc-4d2b-ba89-dcbc66ded96e","Representation","Definition of Done","",""
+"id-97b6abcc93e44d25b87019a163184f62","Representation","EA Assessment <>","",""
+"id-4bed2b03a6454c18873c9c07e569b387","Representation","HyperText Markup Language (HTML) (Representation)","HyperText Markup Language (HTML™)
+Recommended by the World-Wide Web Consortium (W3C®); refer to: https://www.w3.org/TR/html52/, and also https://html.spec.whatwg.org/.",""
+"id-c01826cf6d6d4559b0ab6f4d1b1aac7c","Representation","Integrity Services National Committee (InSNC)","",""
+"id-e3e31e319db545eda6f5ccc194b79a19","Representation","Microsoft Office Word (Representation)","Microsoft® Office Word
+ISO/IEC 29500-1:2016: Information Technology – Document Description and Processing Languages – Open Office XML File Formats – Part 1: Fundamentals and Markup Language Reference; refer to: https://www.iso.org/standard/71691.html.",""
+"id-145b9f0c0d50406dbca108629ed9e828","Representation","Open Document Format (ODF) (Representation)","Open Document Format (ODF)
+Published as ISO/IEC 26300-1:2015: Information Technology – Open Document Format for Office Applications (Open Document) v1.2 – Part 1: Open Document Schema; refer to: https://www.iso.org/standard/66363.html.",""
+"7a7e6cde-b01b-4d79-a325-0a87a5b55227","Representation","Representation","",""
+"id-a8a7cc80028641ad9d111be1a75a57f6","Representation","Standard Generalized Markup Language (SGML) (Representation)","Standard Generalized Markup Language (SGML)
+Defined in ISO 8879:1986: Information Processing – Text and Office Systems – Standard Generalized Markup Language (SGML); refer to: https://www.iso.org/standard/16387.html.",""
+"efed4f5a-1295-4ed2-a91b-81b154d47642","Representation","User Story","https://www.scaledagileframework.com/story/",""
+"id-ff31b7597bce4597b42a93eed0730bce","Representation","Witness","An attestation to the content ",""
+"id-2cf321143a924bbb98c45408375da510","ApplicationCollaboration","Analytic Tools","Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir.",""
+"id-27bd7aca5ad3436eb4579d4f67149330","ApplicationCollaboration","Analytic Tools (application collaboration)","Data scientists usually have a solid foundation in computer science, mathematics, and statistics, rather than substantial business knowledge. Their role is to explore different kinds of data to look at patterns so that they can understand the meaning of relationships between sets of data. They often have a thirst for new information sources to develop new ideas on how to gain value from combining that data with other sources. The tools used by the data scientists include capabilities for preparing and transforming data for analysis. They typically work with data in its original (raw) format. Data can be accessed through the creation of a sandbox copy of the data for the data scientist to use because the data scientist will subset and transform the data as part of their work. Their activity should not affect the shared version of the data in the data reservoir. The sandbox will be accessible as an area in a file system such as Hadoop Distributed File System (HDFS) or accessible by using common mechanisms such as Java Database Connectivity (JDBC) or Open Database Connectivity (ODBC). As the data scientists explore samples of this data, they will develop analytical models and try them out against test data. Those models can then be deployed to refinery services within the data reservoir or to operational systems outside the data reservoir.",""
+"id-47f4cfda2cc944bc970ec53c972590e4","ApplicationCollaboration","Analytical Insight Applications","",""
+"id-6691d0543e7542319c144944cb552f63","ApplicationCollaboration","Analytical Insight Applications (application collaboration)","",""
+"id-cedebf6011424027b16bb62b4a190b21","ApplicationCollaboration","Application Collaboration","",""
+"id-d92d554749e14f25ab709659b20fbdfb","ApplicationCollaboration","Data Ingestion","As new data is imported into the data reservoir, the data ingestion processes ensure the data is transformed, logged, and copied into the appropriate data repositories.
+The ability to easily import data from a multitude of sources is one of the selling points of the data reservoir. You want to be able to capture anything easily, and to allow decisions about how that data can be used later in the process. That being said, information needs to be incorporated into the reservoir in a controlled manner. During the process, metadata must be captured. It is also important to ensure appropriate separation between other systems and the reservoir to ensure an issue in one does not impact both. The Information Ingestion component is responsible for managing this. A staging area will often be used as part of the process to support loose coupling and ensure that delays in processing will not affect the source system.
+The information ingestion component will apply appropriate policies to the incoming data, including masking, quality validation, deduplication, and will push appropriate metadata to the reservoir catalog.
+Data with a known structure can be stored in a more structured repository such as a relational database, whereas less structured or mixed data can end up in a file system such as HDFS.",""
+"id-7d5e7da2cce64dfa8acf30fcceb69d8c","ApplicationCollaboration","Deposited data","Deposited data are information collections that have been stored by the data reservoir information users. These information collections may contain new types of information, analysis results, or notes.",""
+"id-de1c1ece1f5b4920b7b3038bfda75733","ApplicationCollaboration","Descriptive Data","The descriptive data is sometimes referred to as metadata because it describes the data in the data reservoir. Descriptive data provides the definitions used to create information views and access the data in the data reservoir using the information view. http://www.redbooks.ibm.com/redpapers/pdfs/redp5120.pdf",""
+"id-68804171cb7d41fdb29a899e3086cd4c","ApplicationCollaboration","Descriptive Data Catalog","The catalog is a repository and a set of applications used to maintain details about the data in the data reservoir.",""
+"91ebd99d-96cf-417f-b8bf-5090bcf08b68","ApplicationCollaboration","ESDC instance","",""
+"id-5493e9e801ef4a2bb0c63ba4da929f0b","ApplicationCollaboration","Event Correlation","Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component.",""
+"id-c398cf3795824472800e23b59f897b79","ApplicationCollaboration","Event Correlation (application collaboration)","Event correlation provides for complex event processing based on business events that can occur over an extended period and can correlate these events to develop additional insight. Some of these events can come from insight obtained by the streaming analytics component.",""
+"id-b426a75626e649b59b747380c9b5981b","ApplicationCollaboration","Guards","Guards are controls within the reservoir to enforce restrictions on access to data and related protection mechanisms. These guards can include ensuring the requesting user is authorized, data masking being applied, or certain rows of data being filtered out.",""
+"id-018bfd3028da47698ecfbdfc7452f5af","ApplicationCollaboration","Harvested data","Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight",""
+"id-1b83cdf2b9654983a7d8200e6c17be8e","ApplicationCollaboration","Harvested data","Harvested data includes data from other systems that has been extracted and is being transformed, consolidated, aggregated, and analyzed to create new insight",""
+"id-5ea5df7701224379a32d8ed0f3ccbe59","ApplicationCollaboration","Historical data","Historical data contains read-only records of historical activity",""
+"id-7d6412b420ed49e1abf6d68131c023a7","ApplicationCollaboration","Information Broker","The information broker is a runtime server environment for executing the integration processes (such as the information deployment process). These processes move data in and out of the data reservoir and among the components within the reservoir.",""
+"id-88e7b7e9cadc45baa448af7d6f6627af","ApplicationCollaboration","Landing Zone","Landing pad areas are used to manage movement of data into, out of, and around the Logical Data Warehouse, and to provide appropriate decoupling between systems. The implementation can include database tables, directories within Hadoop, message queues, or similar structures",""
+"id-8206283287f04702b89e1f924f9b12fc","ApplicationCollaboration","Monitor","The monitor watches over the overall function and responsiveness of the data reservoir to ensure a consistent working environment. The data reservoir has many monitor components deployed that record the activity in the data reservoir along with its availability, functionality, and performance. The management of any alerts that the monitors raise can be resolved using workflow.",""
+"id-dee022d3da3540898bbf0533debbfcfc","ApplicationCollaboration","Operational Governance Hub","A repository and applications for managing the information flow and information governance within the data reservoir. This information node supports the metadata service.",""
+"id-07c494e17ca8491aac39ac2e5835b6c8","ApplicationCollaboration","Publishing Feeds","Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations.",""
+"id-33515d43bb114ecaa1e3a04ffb927ad4","ApplicationCollaboration","Publishing Feeds (application collaboration)","Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. Publishing feeds are responsible for distributing data from within the data reservoir to other systems external to the reservoir. This can include other analytical systems, other data reservoirs, and systems of record, but all are outside the governance control of the supplying data reservoir. Lineage for the publishing process is captured, but this might be the furthest point lineage reports are available to. This data can be triggered by upstream changes, or run on a schedule or on demand from a user request. A subscription table is used to manage the list of sources and the destinations they need to be published to. The destinations can involve populating a table, creating files, or messages to be posted to a queue. During the publishing process, data transformation can occur, for example by resolving code values to alternate representations.",""
+"id-f7421453aeff4191b003db6accf2e5d5","ApplicationCollaboration","Real Time Interfaces","These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms",""
+"id-234d81829539400cbca23d24d891554b","ApplicationCollaboration","Real Time Interfaces (application collaboration)","These systems could also make API calls to the data reservoir to access/update data or insight. These APIs might interact with a single data repository or may federate data from multiple repositories. Service interfaces provide the ability for outside systems to access data in the reservoir repositories, and for systems within the reservoir to query data from both inside and outside. These interfaces can be REST web services, SQL style through JDBC, or various other forms",""
+"id-72525175d1b040339a074a3b795262eb","ApplicationCollaboration","Real-time Analytics","The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon.",""
+"id-0868d2d0eb1346c9b19a34e369fa040d","ApplicationCollaboration","Real-time Analytics (application collaboration)","The data reservoir could process events in real time and produce insight that could be stored in the data reservoir’s repositories, and published externally for other systems to act upon.",""
+"id-280b67e2a13446359c683aa1a5e42a61","ApplicationCollaboration","Reporting","",""
+"id-58f9b133e7cb402b9092f7b655f750be","ApplicationCollaboration","Reporting (application collaboration)","",""
+"id-ee84ef9eb34d48aeb3b336002c2de325","ApplicationCollaboration","Reporting Data Marts","The reporting data marts provide departmental/subject-oriented data marts targeted at supporting frequent line of business reports. The data is often structured as a dimensional model such as star or snowflake, and are easily used by common business reporting packages. Data in marts will be updated incrementally as new data is made available. typically from an information",""
+"id-65cb7951ad8643c29b33836b5933a6af","ApplicationCollaboration","Shared Operational Data","Shared operational data contains consolidated operational data that is being shared by multiple systems. The data reservoir may host the master copy of this data, or a reference copy of this data supplied from one or more operational systems.",""
+"id-c8a89be664184d47b3de60406a241bd4","ApplicationCollaboration","Simple, Ad Hoc Discovery and Analysis","",""
+"id-47c66c7b40a5469dac8a4c7a3435d1f2","ApplicationCollaboration","Simple, Ad Hoc Discovery and Analysis (application collaboration)","",""
+"id-fcc66fce1cbc491e901db77bec0f1ce6","ApplicationCollaboration","Streaming Analytics","Streaming analytics is the component responsible for running the analytics on streaming data in real-time.",""
+"id-603f78be06c8458486088e230b8dfa63","ApplicationCollaboration","Streaming Analytics (application collaboration)","Streaming analytics is the component responsible for running the analytics on streaming data in real-time.",""
+"id-f969c667c96e42ac8d10718d4490a470","ApplicationCollaboration","Workflow","Workflow consists of a server running stewardship processes that coordinate the work of the individuals responsible for fixing any problems with the data in the data reservoir. Successful use of a data reservoir depends on various processes involving systems, users, and administrators. For example, provisioning new data into the data reservoir might involve an information curator defining the catalog entry to describe and classify the data. An information owner must approve the classifications, and an integration developer must create the data ingestion process. Workflow coordinates the work of these people.",""
+"094d1bb4-c73f-4608-b0be-f74eebb17bb9","ApplicationComponent","Application Component","",""
+"id-f47358cbeb5640e6ae181fa5f04321a9","ApplicationComponent","Descriptive Data Component","",""
+"4775edd0-5c04-4282-90e7-b836070926ee","ApplicationComponent","ESDC Application Component","",""
+"id-2e8441768911438bb72448e5c802b9ea","ApplicationComponent","Operational Governance Component","",""
+"47155fe3-766a-4587-a61b-6ce9d6656d66","ApplicationComponent","Partner Application ","",""
+"2745e34d-4533-4bf1-9914-aea44113e807","ApplicationEvent","ESDC Application Event","",""
+"70f3f74f-a64e-4383-a753-7ab976325acd","ApplicationEvent","Partner Event","",""
+"51ac688f-1b7c-428d-aade-ff339dc6eef0","ApplicationFunction","Accessibility Testing","",""
+"fae30472-1418-44c1-9347-0ef679300ef2","ApplicationFunction","Accessibility Testing","",""
+"48a2de69-d71d-4c1c-a8d4-10b3c6b8eb9f","ApplicationFunction","API","",""
+"dd9522d2-d73b-420f-9138-d2541a87a170","ApplicationFunction","API Gateway","",""
+"15732985-b5d4-4cdb-8460-8610d85e5a54","ApplicationFunction","App Definition and Development","",""
+"87e3f6b0-b568-4e8f-b881-d69e337c76fb","ApplicationFunction","Application Definition & Image Build","",""
+"a472e1dd-e915-496d-aa84-6523387ddfd5","ApplicationFunction","Application Framework","",""
+"007e6bdf-b9f0-47f6-9771-b2051ba3d10c","ApplicationFunction","Application Framework","",""
+"fb0edd97-d40c-46ac-b595-33cb0e1145c5","ApplicationFunction","Application Portfolio Management / Microservice Management","Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/)",""
+"aa06682b-fd15-41be-a909-d51f296c075a","ApplicationFunction","Application Portfolio Management / Microservice Management","Application performance management, commonly known as APM, is also sometimes called application performance monitoring. A key element of DevOps, APM allows developers and operations project stakeholders to monitor and review the backend of applications in real-time. (https://www.bmc.com/blogs/application-performance-management-in-devops/)",""
+"285685d2-5d80-454d-a25b-46ddc23346ef","ApplicationFunction","Automation and Configuration","",""
+"83c6d217-3851-49fa-b1db-c884237f848a","ApplicationFunction","Browser Testing","",""
+"34433327-9c00-4704-8062-82b665b69ac7","ApplicationFunction","Browser Testing","",""
+"300e6c36-87d4-42d9-aaa3-a1707a70d4ef","ApplicationFunction","Business Processs Modling","",""
+"id-45571b74a2034a0d9cab6c57c0f0ddd0","ApplicationFunction","Catalog Interfaces","The catalog interfaces provide information about the data in the data reservoir. The catalog includes details of the information collections (both repositories and views), the meaning and types of information stored, and the profile of the information values within each information collection.",""
+"496ab092-7516-4b40-8cec-1e57eec26e71","ApplicationFunction","CDN","CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html)",""
+"14048bd2-4369-4709-8cec-2749e857af43","ApplicationFunction","Certified Kubernetes - Distribution","",""
+"3d2242d4-aa91-40e1-9e6a-df6ee89ebd1a","ApplicationFunction","Certified Kubernetes - Hosted","",""
+"d742490c-5646-47cd-9646-a5d38f93406b","ApplicationFunction","Certified Kubernetes - Installer","",""
+"b72cc21b-f9eb-46e9-b843-f0b03bda50b7","ApplicationFunction","Chaos Engineering","",""
+"2d375d77-7379-414f-b4e7-1645d5e901e6","ApplicationFunction","Client Journey Mapping","",""
+"899280a0-61f8-4cce-916c-8468fee84f79","ApplicationFunction","Cloud infrastructure","",""
+"9ae6d296-b76e-4f87-b2e4-bfb0f13bdba3","ApplicationFunction","Cloud infrastructure","",""
+"df9f57d5-8fdf-459e-b7d9-77a4f80f2364","ApplicationFunction","Cloud Native Network","",""
+"444bd706-f4ac-4918-97b0-1559c50c31bd","ApplicationFunction","Cloud Native Storage","",""
+"5cfb751d-0d38-42d7-8296-ef026a1ec9d0","ApplicationFunction","Cloud Service Provider","",""
+"6788c05d-ce47-40b0-9994-21a4a98707b4","ApplicationFunction","Cloud Service Provider","",""
+"26e87738-80fb-423f-8f10-0570f69f4572","ApplicationFunction","Code","",""
+"a1ff7e53-37c3-43e2-925a-fca212b024cb","ApplicationFunction","Code","",""
+"e5f226c6-edf9-4829-bf82-db00c0d152a0","ApplicationFunction","Code","",""
+"956da0bc-fa69-457f-bb67-f4e53bccc306","ApplicationFunction","Code Analysis","",""
+"88f18420-2a98-48b8-8248-f42c80b46056","ApplicationFunction","Code Analysis","",""
+"ebd7bfa0-0822-4e1b-a1dc-a854d6721b5b","ApplicationFunction","Code Project Management","",""
+"91f17c90-400b-42e0-b1f8-3bb7cb0988b7","ApplicationFunction","Code Project Management","",""
+"e4c9bf79-a781-49fa-a65d-fd65d497f62a","ApplicationFunction","Collaboration","",""
+"a33b189c-0d68-4d29-85b3-685592f217ec","ApplicationFunction","Collaboration","",""
+"1246f924-f830-4ce4-97ef-5d4dcf6a2248","ApplicationFunction","Configuration Management","",""
+"8b9b4ddb-817f-43ab-aa19-b622cd8ca2e7","ApplicationFunction","Configuration Management","",""
+"58d5b2a3-f5c2-4ba4-b16e-a2cad31deffe","ApplicationFunction","Configuration Testing","",""
+"a30ae8f6-283c-4294-b13e-d81a7e28afe8","ApplicationFunction","Configuration Testing","",""
+"3b404f55-560a-4310-8371-eee4f5bca298","ApplicationFunction","Container Registry","",""
+"6c7835c8-a968-4ff6-90e6-9e39801d41d5","ApplicationFunction","Container Runtime","",""
+"df8771f2-b473-4260-9d87-281f5c48fb74","ApplicationFunction","Containers","",""
+"963dce01-c17b-4d04-82e5-7258f7c17a0a","ApplicationFunction","Containers","",""
+"dafe72aa-6817-4917-a540-8ecc725facbe","ApplicationFunction","Content Delivery Network","CDN is short for content delivery network. A content delivery network (CDN) is a system of distributed servers (network) that deliver pages and other web content to a user, based on the geographic locations of the user, the origin of the webpage and the content delivery server. (https://www.webopedia.com/TERM/C/CDN.html)",""
+"775f3db9-5cd1-42ab-93ce-ee5723c381ac","ApplicationFunction","Continuous Delivery","",""
+"c44ddee8-e05a-4384-a9fc-ed4bd0c72dde","ApplicationFunction","Continuous Delivery","",""
+"717f10e6-b636-4bcf-b385-cd0a6828f903","ApplicationFunction","Continuous Delivery","",""
+"81ece312-43b9-40b8-b674-4c9297c55aaa","ApplicationFunction","Continuous Integration","",""
+"ba08c84a-ce4f-445f-a057-2abc8f8f9531","ApplicationFunction","Continuous Integration","",""
+"e6b94eed-897a-4d88-b43c-dfc3c6b2984b","ApplicationFunction","Continuous Integration","",""
+"262c97ea-6ecd-4fa4-91fa-64b511b12a6a","ApplicationFunction","Continuous Integration & Delivery","",""
+"4ed79b09-4d06-4b2d-9066-9d8091778865","ApplicationFunction","Coordinatioin & Service Discovery","",""
+"e805aa7c-c020-4fff-8e12-59e099739d7c","ApplicationFunction","CRM Helpdesk","",""
+"99d036c0-8b03-43b6-962c-637ca15a318b","ApplicationFunction","CRM Helpdesk","",""
+"a6a7e070-8fb9-41ae-8429-bf8002682797","ApplicationFunction","Database","",""
+"f24dec0f-25a5-4bff-9436-121d61583faa","ApplicationFunction","DB","",""
+"63df4677-35f8-4da7-a16b-b085d4116ae5","ApplicationFunction","DB","",""
+"579ccae5-347c-4e42-89ad-d6810810d0c2","ApplicationFunction","Development Language","",""
+"2c1cf1d2-3807-454f-8112-1edb4f60ba58","ApplicationFunction","Development Language","",""
+"d9b95095-4fd6-412c-8f3f-69d3d5ce36d9","ApplicationFunction","Enterprise Architecture","",""
+"746ff327-16c3-4ea5-bba1-ae1a43e8d1bd","ApplicationFunction","Escalate","",""
+"cd377207-3dc5-4088-8db6-4fb3126a7f53","ApplicationFunction","Escalate","",""
+"cd1ffe50-c957-4730-ad27-c208794dfa43","ApplicationFunction","ESDC Application ","",""
+"e8b18c28-b95a-43bb-af7d-6535ac3759d5","ApplicationFunction","ESDC Data Layer","",""
+"806b231b-ea93-41ed-b237-fef990ad0182","ApplicationFunction","Events & Alerts","",""
+"0de5fd19-81ea-499b-bde2-4b489cf5cf33","ApplicationFunction","Events & Alerts","",""
+"ae6ebf01-e6a3-4ce0-b748-1072275c1937","ApplicationFunction","Feature Management","",""
+"c6b8393a-2113-47e8-859a-6db49d787a44","ApplicationFunction","Governance","",""
+"a8720142-b397-4242-b057-30e23e03f8c2","ApplicationFunction","IDE","",""
+"3b1ccf83-36df-43ef-ac58-739003467197","ApplicationFunction","IDE","",""
+"id-9fdf9b3103eb4693b222e2bf39fea053","ApplicationFunction","Information Integration and Governance","Information integration and governance provide the libraries to support different provisioning, transformation, and governance capabilities that are used in the data reservoir, particularly the data refineries.",""
+"ffd389dc-df05-4b0f-b9cb-c09d306cffd4","ApplicationFunction","Infrastructure Provisioning","",""
+"93de9c32-8aa3-4c22-bf2b-e9ea7fbe77c6","ApplicationFunction","Infrastructure Provisioning","",""
+"91ec774c-d90f-48e8-a9d5-3421f4bc45ed","ApplicationFunction","Key Management","",""
+"1ab04c20-d9e3-4ac5-9562-27e7fb26e016","ApplicationFunction","Load/Performance testing","",""
+"ed03bbf0-ce7f-4460-a95a-bed12a0e1fc9","ApplicationFunction","Load/Performance testing","",""
+"6da475c6-0d46-4501-824b-0d35b0286fc3","ApplicationFunction","Logging","",""
+"d0432b1c-401e-4058-9aa2-c22974fffde6","ApplicationFunction","Logs Management","",""
+"c2e061e0-ce36-4b48-a410-52e1a87fe124","ApplicationFunction","Logs Management","",""
+"7d4f43f4-6354-4115-9a58-1b425e7652b8","ApplicationFunction","Messaging","",""
+"49457183-f76f-4d47-8daa-922d59390b76","ApplicationFunction","Messaging","",""
+"3172b2fc-f83b-4ba7-9ce6-9c489a8cc6f8","ApplicationFunction","Mobile Testing","",""
+"6e7d1d15-6348-4335-89c8-3055334d1a7e","ApplicationFunction","Mobile Testing","",""
+"bcef8ed4-3f77-43f7-b972-f2936b23a3e2","ApplicationFunction","Monitoring","",""
+"9b733ee9-a9cc-42af-ba0e-602fa053b69a","ApplicationFunction","Observability and Analysis","",""
+"91e50fc3-6ef9-435e-983d-694f0f7b2e4c","ApplicationFunction","Orchestration","",""
+"a9d5183f-96db-4acd-bdcc-6ec86557eaa5","ApplicationFunction","Orchestration","",""
+"ecabbe33-c707-4c71-88d1-8683c865c608","ApplicationFunction","Orchestration & Management","",""
+"cb4a7844-0f25-49cc-bdc1-4f66777ec4a5","ApplicationFunction","OS","",""
+"89e8faf8-8abb-47bb-9a05-878f8f8810de","ApplicationFunction","OS","",""
+"e98af6c0-626d-408a-b7f6-569658a61e1b","ApplicationFunction","PaaS/Container Service","",""
+"7a6381a3-d4a1-4c91-91c2-fe7525db80a9","ApplicationFunction","Platform","",""
+"12cf6142-ef7c-4962-a02b-31324ee814a2","ApplicationFunction","Provisioning","",""
+"id-2302f3e9db784a8cb1820b09be791cb0","ApplicationFunction","Raw data interaction","Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate.",""
+"id-95d7636986234418856eab3593dab7e9","ApplicationFunction","Raw data interaction (application function)","Raw data interaction provides access to most of the data (security permitting) in the data reservoir for advanced analytics. It is responsible for masking sensitive personal information where appropriate.",""
+"19ab9bb8-f705-4945-b595-4ed906e4b399","ApplicationFunction","Remote Procedure Call","",""
+"f4643012-8898-4e18-9511-6ac95d24d893","ApplicationFunction","Repositories","",""
+"2c3a1114-71a0-4666-b3bd-e9c3bbd3e45d","ApplicationFunction","Repositories","",""
+"308bc54d-4cb4-4d01-a5f8-d0c1bb777e90","ApplicationFunction","Requirements Management","",""
+"3d964b4f-becc-4151-abf3-8447dd5efda7","ApplicationFunction","Runtime","",""
+"3a2da566-ad02-4b81-a638-19efa04f2e5d","ApplicationFunction","Scheduling & Orchestration","",""
+"5d64c942-878a-427f-9879-2109b264fdba","ApplicationFunction","SCM & VCM","",""
+"56cde346-0b63-4150-92cb-e6386482edba","ApplicationFunction","SCM & VCM","",""
+"a2fa8233-af70-4e71-a670-cb800f4ba38d","ApplicationFunction","Security","",""
+"7d686304-a118-4fc0-9fce-d1242de45e20","ApplicationFunction","Security","",""
+"23bbf45c-da0b-43d3-9785-7e2b8487c613","ApplicationFunction","Security Testing","",""
+"71f3c71c-619f-467e-8e15-f28699490eba","ApplicationFunction","Security Testing","",""
+"e1eac795-0a2a-4ac0-9bb9-47d092b3088b","ApplicationFunction","Security and Compliance","",""
+"b1d98150-d202-4b91-b5be-125524f965c7","ApplicationFunction","Service Desk","",""
+"105c9205-8c0a-4063-bcca-eead07f15d22","ApplicationFunction","Service Desk","",""
+"0c6bd28c-76af-4adf-bc8c-99cd6e6ce578","ApplicationFunction","Service Mesh","",""
+"356dba2f-6e27-45a1-89c5-fffa8f8c1ee6","ApplicationFunction","Service Proxy","",""
+"87eba11f-43f6-4759-b49e-c5ad86a96ae8","ApplicationFunction","Streaming & Messaging","",""
+"7ea661d2-bc11-443c-a43f-4c26d3d0d5dd","ApplicationFunction","Tracing","",""
+"8e08a2d2-e462-45a0-97fa-4c1a0586a193","ApplicationFunction","Tracing","",""
+"2c516317-d6ab-4aa7-bfcd-d8db37958cf8","ApplicationFunction","Tracing","",""
+"f611cfa8-2aa5-46d7-a04b-044c9771b9e1","ApplicationFunction","User Story Management","",""
+"id-204e71b777d84262b06e5fd6a8931f82","ApplicationFunction","View Based Interaction","View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology.",""
+"id-0b6f15a751a849449002dcb421f60012","ApplicationFunction","View Based Interaction (application function)","View-based interaction provides access to data in the data reservoir (subject to security permissions) for line-of-business teams that want to perform ad hoc queries, search, simple analytics, and data exploration. The structure of this information has been simplified and it is labeled using business relevant terminology.",""
+"b7868762-a1b2-403f-be9e-5a09c6cab00c","ApplicationFunction","Wireframe Design","",""
+"7efc7ea8-c8ad-428e-83ba-11fd4428907c","ApplicationInterface","<> Hybrid UI","Hybrid UI: Apigee hybrid UI: Provides a UI for developers to create and deploy API proxies, configure policies, create API products, and create developer apps. Administrators can use the Apigee hybrid UI to monitor deployment status",""
+"78905f50-703f-4503-9011-deb53f01c775","ApplicationInterface","<> ESDC User Interface","",""
+"41959efc-6315-4555-accb-85767b82685c","ApplicationInterface","<> ESDC API ","",""
+"8726b506-0549-4441-87f7-1d0c79905af3","ApplicationInterface","<>Partner API","",""
+"id-1b3ccf25869948a6b6b2be9ff35f1d72","ApplicationInterface","API","",""
+"id-cdab47b9d3e640008342dd02af7b8e15","ApplicationInterface","IBAD / IITB / Tips / Escalated Compliance Cases","Data Sets
+Seletions (Observations)
+
+IBAD - Integrity Business Analytics Division",""
+"id-c97d8127b87c496e8df74c672beaad61","ApplicationInterface","Integrity Business Analytics Division","",""
+"id-44d75d2dc7e74293be90569dad5b7fad","ApplicationInterface","Security Model","Security Objectives:
+ - Confidentiality
+ - Integrity
+ - Availability",""
+"id-7ec3355418f445c79b75f76e7a338e96","ApplicationInterface","User Interface","ApplicationInterface:ArchiMate",""
+"id-ce54263f9c32403b9976463e86352f5c","ApplicationProcess","Analysis and Transformation","Operation
+A data integration operation may take several forms, including:
+• Discrete operation – all the source data and contextual metadata is read, and the source data is analyzed and transformed, to produce the integrated data in a single step
+• Continual synchronization – the integrated data is initially created as in a discrete operation, and subsequent changes to the source data trigger corresponding changes to the integrated data
+• Dynamic query – specific queries of the integrated data trigger queries of the source data, for which responses are transformed and returned",""
+"08a4661b-4ea4-46ab-8831-69c478efeb36","ApplicationService","<> Service Mesh","",""
+"94981ffb-fa3c-483e-9774-04eaf3f4df36","ApplicationService","<> Context based authentication","",""
+"9fb8fef2-4d14-4e51-aaae-bb88820a16b9","ApplicationService","<> In-app and session monitoring","",""
+"ace1423c-f463-4b38-b715-700968259bb9","ApplicationService","<> Trust Engine","",""
+"aec1deda-0a27-4dd9-a036-85f8244bada0","ApplicationService"," <> API Security","",""
+"2d93da23-b860-42ec-bba4-4d4c3ee93a9f","ApplicationService"," <> Application Whitelisting and Ring-fencing","",""
+"4e586392-d49b-4896-8a1a-ff961883df3e","ApplicationService","<> Automated remediation","",""
+"8cd362fe-b1bc-4096-a46d-dbf5b304db36","ApplicationService","<> Automation","",""
+"13388b30-3f8e-4b2e-8b3c-01df5a758384","ApplicationService","<> Conditional access policies","",""
+"bd36372c-2b38-47b2-afa1-b3a9b78789b9","ApplicationService","<> Device Management","",""
+"a423041e-e759-4ed2-9590-106e80ebd82d","ApplicationService","<> Device directory","",""
+"3cbee885-4c0a-4f58-b913-909936d96e59","ApplicationService","<> End-to-end encryption","",""
+"0e705692-458a-4668-908b-c700008bd93c","ApplicationService","<> Endpoint protection","",""
+"9bf9f407-c68a-4f89-ba40-499660671a99","ApplicationService","<> Identity Provider","",""
+"ac7c0546-79d8-4e5b-bfb4-d14d22204f38","ApplicationService","<> Least privilege access","",""
+"dc68eaaa-e9a4-4133-a5af-845b35b6ceb6","ApplicationService","<> Network and infrastructure protection","",""
+"7c043024-bc89-42aa-9c9d-e256f01afd13","ApplicationService","<> Network Monitoring","",""
+"1469aaac-c990-408a-88bc-74bff8b95e89","ApplicationService","<> Network Segmentation","",""
+"7df999a0-3fee-454b-a96c-f6811bc8e72c","ApplicationService","<> Secrets Management","",""
+"ca4bf0e7-608f-43c7-84e3-6bf831b412fb","ApplicationService","<> Threat Intelligence","",""
+"cd68bc4e-06ba-42b2-a92b-13a2746f9bcc","ApplicationService","Cassandra Datastore","Cassandra is a free and open-source, distributed, wide column store, NoSQL database management system designed to handle large amounts of data across many commodity servers, providing high availability with no single point of failure.",""
+"b136dee8-162d-4025-a8e2-037dca66d541","ApplicationService","ESDC Application Service","",""
+"9626279b-be6f-4bbb-9a10-c9773b2c47fc","ApplicationService","Identity Credential Authentication ","Identity Credential Authentication User account authentication uses Google Cloud Platform accounts. Authorization uses GCP service accounts.
+",""
+"cd1bc7a8-00ea-4f92-854b-eb0032fbf0a5","ApplicationService","Implemented Control Measure","",""
+"10b9e132-87ca-4997-98a0-228ac960dcf7","ApplicationService","Implemented Control Measure","",""
+"id-4dec3c9e31674c94b083ca831b509427","ApplicationService","Information Management Office Portal (Application Service)","Information Management Office Portal
+https://dialogue/grp/IITB-DGIIT-Gov-New-Nouveau/SitePages/IM-GI.aspx",""
+"e3ecdfb1-2f37-484b-bdfe-2f6e26979fe3","ApplicationService","Logging","Logging helps provide insight to the current and past activities taking place within the services. By default, Edge components use a logging level of INFO. However, you can set the logging level for each Edge component. For example, you might want to set it to DEBUG for the Message Processor, or to ERROR for the Management Server. the associated message level helps increase or decrease the verboseness of the outputted information to help debug a situation that may be taking place, or monitor ongoing activities of a solution to catch any errors as they occur",""
+"id-92bf68ff263546cc86f0d465e332566f","ApplicationService","Major Investigation and Sensitive Case Information System (MISCIS)","• Enforcement function
+Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes.
+
+§Note:
+Recommendation 29: Enforcement reviews and replaces the existing case management system (MISCIS) to better meet the needs of the potential future new “Investigations”* function.
+Recommendation 41: Enforcement segregates sensitive investigations that follow an administrative verification stream from those that follow an “investigation”* stream and be reporting through dedicated but separate National Headquarters (NHQ) functions.
+*The term “investigation” is used here to describe any investigation with the predominant purpose of determining criminal liability under either ESDC-administered legislation or the Criminal Code of Canada.",""
+"eccaeffa-f76b-4b08-b536-2dc4f9bbb826","ApplicationService","Management API for Runtime Data (MART)","The MART server (Management API for Runtime data) processes the API calls against the runtime datastore.",""
+"632c0e68-a4b4-4c9c-b9a9-ae5c8107c376","ApplicationService","Management Server","Management Server: The Synchronizer periodically polls the Management Server for changes and downloads a new configuration whenever changes are detected. The configuration data is retrieved and stored locally as a JSON file on the local file system, where the Message Processors can access it.",""
+"1f690383-6b7a-4552-b47f-a3d7f769b088","ApplicationService","Message Processor","The message processor is essentially the engine that receives and processes all your API requests, applies the policies to the runtime requests and serves the response.",""
+"0d7b2518-04b8-4b6b-82fb-df23b6ade708","ApplicationService","Metrics","Metrics: the measurement of API traffic relating to usage rates, date/time related usage, error rates, availability rates",""
+"id-6e66af186db64065843e0284ce20a4c3","ApplicationService","National Integrity Investigation System (NIIS)","CSD Link:
+CSD Description:
+
+",""
+"id-035d7d82c8e74e30a5331780f8ec799f","ApplicationService","OneGC Platform (Application Service)","Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca.",""
+"ac9abff7-0d99-4dc0-b051-06e3e8bcd7a9","ApplicationService","Operational Controls","",""
+"891e9224-de03-42f4-917f-3276fc4fef0f","ApplicationService","Partner Service","",""
+"bc2ccf3c-e876-4cd0-bfa0-db823be0d155","ApplicationService","Resource Hierarchy ","Resource Hierarchy: Resources are organized in GCP projects (linked to Apigee organizations).",""
+"3134f6e0-8e8d-45ee-8076-c095912d9387","ApplicationService","Role Access Management","Role Access Management: Access management for hybrid uses Google’s roles engine, IAM, and supports default Apigee roles.",""
+"b154df25-5d3a-45e1-8b5e-e1d4d64624d1","ApplicationService","Syncronizer","The Synchronizer fetches configuration data about an API environment from the management plane and propagates it across the runtime plane. This downloaded data is also called the contract and is stored on the local file system",""
+"25c7ea3f-e497-44ab-82da-e6519618e3cb","ApplicationService","Unified Analytics Platform","Unified Analytics Platform: Unified Analytics Platform (UAP): Receives and processes analytics and deployment status data from the runtime plane.",""
+"44eee917-6eba-4cf9-bc70-2909c8c9bffc","ApplicationService","Universal Data Collection Agent (UDCA)","The Universal Data Collection Agent (UDCA) is a service running within the data collection pod in the runtime plane that extracts analytics, trace, and deployment status data and sends it to the UAP.",""
+"id-f133731f0bb04e668d39030878f7d05e","DataObject","Benefit Processing Data: Evidence, Activity, Interactions, Decisions, Payments","Benefit Processing Data: Evidence, activity, interactions, decisions, payments
+Integrated system management of information used and produced across end-to-end process
+Application of common standards and standardization of data across processes and benefit programs
+Consistent and integrated data for benefit processing
+",""
+"id-7fb43989e02746d9bc65a01e3656a5ed","DataObject","Common Warehouse Metamodel (CWM)","The Common Warehouse Metamodel (CWM™) is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories.
+Refer to: https://www.omg.org/spec/CWM/1.1/PDF.",""
+"id-b14d95a0ecff43f389bb07c604332200","DataObject","Contextual Metadata","Contextual Metadata
+Data from a source may include some metadata. Contextual metadata is additional metadata that is not related to a particular source data set or API method. It determines how the source data is to be interpreted and processed in a wider context.",""
+"id-42aea72e0554497c960bc6efaaee80ed","DataObject","Data Warehouse Metadata","Data Warehouse
+The Common Warehouse Metamodel (CWM™)11 is a standard of the Object Management Group® (OMG®)12 that defines a specification for modeling metadata for relational, non-relational, multi-dimensional, and most other objects found in a data warehousing environment. It enables interchange of metadata, including lineage metadata, between data warehouse tools and repositories.",""
+"eb597fb5-0359-408d-925d-b7cd9a1dae97","DataObject","ESDC Data","",""
+"id-2b142bb1bb514159b55ab22cdad0b46f","DataObject","Global Trade Item Numbers (GTIN)","Name: Global Trade Item Numbers (GTIN)
+Description: Used by companies to identify their trade items – particularly in barcodes.
+Source/URL: Refer to: https://www.gs1.org/standards/id-keys/gtin.",""
+"id-3ce946a3c8d94d0daaf2f4783fc1fd25","DataObject","Harmonized System (HS) Codes","Name: Harmonized System (HS) Codes
+Description: A standardized numerical method of classifying traded products used by customs authorities around the world to identify products when assessing duties and taxes and for gathering statistics.
+Source/URL: Refer to: http://www.wcoomd.org/en/topics/nomenclature/overview/what-is-the-harmonized-system.aspx.",""
+"id-685e3975ae864f92986a54cafb8d1bb7","DataObject","Identification Codes","Identification Codes
+There are a number of standards defining codes that identify particular classes of things. Some examples are shown in Table 10.
+Table 10: Identification Codes
+
+",""
+"id-b46e29e1760c4b6aa9ce042c359ebcc2","DataObject","Information Views","Definitions of simplified subsets of information stored in the data reservoir repositories. These views are created with the information consumer in mind.",""
+"id-fba766fdd778496bbd839c6c3a269644","DataObject","Integrated Data","Integrated Data
+The integrated data is often written to a single data set, posted to a single data API, or made available to clients through a single data API. Where there are multiple data sets or APIs, they will have a common data model and semantics.",""
+"id-d085208a57064c90925f24f5eed9d99e","DataObject","ISO 3166 Country Codes","Name: ISO 3166 Country Codes
+Description: Widely used to identify countries.
+Source/URL: Refer to: https://www.iso.org/iso-3166-country-codes.html.",""
+"44d10c3b-422e-4714-8ee1-f157c470e5e0","DataObject","IT Asset","GC Definition: The components of an information system, including business applications, data, hardware, and software.",""
+"id-bad42b18f28445e3997333039045f49e","DataObject","Knowledge-Reference and Document Data","Knowledge/Reference and Document Data
+Accessible central repositories of authoritative program and operational knowledge will facilitate consistency and accuracy of service delivery
+Access and use of consistent metadata across systems and programs
+Consistency in data will eliminate data silos and barriers to data use
+",""
+"id-c5e4204444ac4485864ea89ff7ccbd6d","DataObject","Partner and Relationship Data","Partner and Relationship Data
+Authorized partners have access to client data
+ESDC can manage and assess partners through partner relationship data and reduced agreements
+Streamlined and consistent/common agreements to reduce burden on partners and ESDC
+",""
+"id-6527dfa02a5d4aa191e1e70516fa086b","DataObject","Security and Integrity Data","Security and Integrity Data
+Secure Trusted Digital Identities ecosystem supported
+Cyber security protocols in place to prevent unauthorized access and the misuse of personal information
+Data supports ongoing integrity management
+",""
+"id-a818e9a33e80499daeadc8d438f92538","DataObject","Source Data","Source Data
+The source data comes from two or more sources. They may have differing representations, structures, data models, and semantics. They may be data sets that are read, or data Application Program Interfaces (APIs) that are queried.",""
+"id-bb80af9322ce406586cea6fe6cda07db","DataObject","Standard Industrial Classification (SIC) Codes","Name: Standard Industrial Classification (SIC) Codes
+Description: Used to indicate a company's type of business.
+Source/URL: Refer to: https://www.sec.gov/info/edgar/siccodes.htm.",""
+"id-63787827ce0f49ba88311a9bef7edf5a","DataObject","Structure-Independent Metadata","Structure-Independent Metadata",""
+"id-3dd8ccfe97424d1ea4cbd27b979721ed","DataObject","United Nations Standard Products and Services Code (UNSPSC)","Name: United Nations Standard Products and Services Code® (UNSPSC®)
+Description: Identifies products and services.
+Source/URL: Refer to: https://www.unspsc.org/.",""
+"id-65ec400f7c964bf59e6f25ce205b3eba","Artifact","Application Logs","",""
+"id-50f93f8929434896a99b20fa9b91a837","Artifact","Cloud/DC Logs","",""
+"id-8f60f8c2c8e34e7887c0942c187d8f7e","Artifact","Data Logs","",""
+"id-4a12fe3af7e24841ae93da9b21c27b36","Artifact","ESDC EA CoP's SharePoint Files and Folders (ESDC EA CoP's) (Artifact)","",""
+"id-f440a76f81dd43849b39e38d0067a02d","Artifact","ESDC Initiative EA Assessment, EARB Deck","",""
+"id-c020b6d8f96944e59817604c0b799db5","Artifact","Infrastructure Logs","",""
+"id-347c5e7ed9fc484882aad8d268402160","Artifact","INTERIM SAS Team SharePoint Files and Folders (Artifact)","",""
+"id-26ce87daece24c51a530fdee5c589eeb","Artifact","Microsoft Teams 1-to-1 Chats: (Artifact)","",""
+"id-98cc3b1ca4c84ebda1be255ea6a19700","Artifact","Microsoft Teams Channel: (Artifact)","Other Channels:
+ - ESA CoP (Enterprise Security Architecture Community of Practice)
+ - LITE PROJECT
+ - SA PEER REVIEW
+ - SA MEETINGS
+ - TRAINING & LEARNING
+ - ADO
+ - HR & Finance
+ - HR Management & Staffing (Possibly Private Channel)
+",""
+"id-27d5389483d64adba49d3372475a1237","Artifact","Microsoft Teams Channel: DA CoP (Artifact)"," - DA CoP ( Data Architecture Community of Practice)",""
+"id-b552ffbde3854b42b77994e62637f4c0","Artifact","Microsoft Teams Channel: DA-CoP (Artifact)","",""
+"id-5216920c0d6242458404c62c2f60d52e","Artifact","Microsoft Teams Channel: GC EARB (Artifact)","",""
+"id-a93f0dc8555444cfbf5cefc6939d475f","Artifact","Microsoft Teams Channel: General (Artifact)"," - General (Default Channel in EACH Team, cannot be changed in name, must exist)",""
+"id-745c2c30af104507903b141966aee6e3","Artifact","Microsoft Teams Channel: PROJECT (Artifact)","",""
+"id-299d450a7a4348eab7317fe6c726b418","Artifact","Microsoft Teams Channel: SA ONBOARDING (Artifact)","",""
+"id-963e42f9e6f645f388d7b81231421707","Artifact","Microsoft Teams Channel: SARA-SA - SABR-SA (Artifact)","",""
+"id-fab8507380d04021ad8da4a35e628d98","Artifact","Microsoft Teams Channels: [VARIOUS] (Artifact)","",""
+"id-2dd59103712346f0bd018f9bc8f85701","Artifact","Microsoft Teams Group Chats: (Artifact)","",""
+"id-3e851ef265b847739037beb780526de0","Artifact","Microsoft Teams Meeting Chats: (Artifact)","",""
+"id-dfab30f104cb45199c2de23ced72d9ea","Artifact","Microsoft Teams Team: DGIIT - SARA / IITB - SABR (Artifact)","",""
+"id-a3ff2b3f1f574d08adf2e8bb77c739c1","Artifact","Microsoft Teams Team: EA CoP's (Artifact)","",""
+"id-133a8a5511c64dc2a235568b4324f268","Artifact","Microsoft Teams Team: ESA WG (Artifact)","",""
+"id-eb3b8b28eebe4f6ca4177537ba8c2f18","Artifact","Microsoft Teams Team: SAS-SAS (Artifact)","",""
+"id-f818ecc477f04272b446e1cf13124467","Artifact","Network Logs","",""
+"id-3b05951a7a99408782c67c41d034e88f","Artifact","SA Team Calendar in SharePoint Online (Artifact)","",""
+"id-b97a1393d643481d8dff35fec1313e31","Artifact","SAS Team SharePoint (New) Main-Site (SAS-SAS) (Artifact)","New MAIN site for SAS-SAS, which will need to be owned & managed wholly by SAS.",""
+"id-802d9466a4bf487da77a834ab8f108bc","Artifact","SAS Team SharePoint Sub-Site (SAS-SAS) (Artifact)","",""
+"id-ef9bf201d87c4934b00fc2f8843cdbe3","Artifact","SAS Team SharePoint Sub-Site REDIRECT TO NEW (SAS-SAS) (Artifact)","",""
+"id-1db29f0ce12248af8606a1c583ca053c","Artifact","SAS Team's Current (Same) SharePoint Files and Folders (SAS-SAS2) (Artifact)","",""
+"id-38a657b3ed6a4c4bb9f39d3421374da0","Artifact","SAS Team's Current SharePoint Files and Folders (Artifact)","",""
+"id-51190272cc344236b035f1604dd253bb","Artifact","SAS Team's READ-ONLY SharePoint Files and Folders (Artifact)","",""
+"id-d29ce12b06f64b6380efe21ceedb4d8e","CommunicationNetwork","ESDC Network (On Premises) (Communication Network)","",""
+"id-b908f0d3964a4d60a98b44dcf08d7a16","CommunicationNetwork","Microsoft Azure Tenant (Cloud) (Communication Network)","",""
+"45f53d3c-c217-4566-afde-1f4029c22993","Device","Managed Devices","",""
+"ea3fb378-02e2-4005-a0f8-d1cc9fd18a75","Device","Managed Devices (copy)","",""
+"id-cbabb4cc8c4b433288084781380b5b7a","Device","SAVE-D","Secure Access Virtual Environment - Desktop
+https://dialogue/proj/ITCD-RMTI/APM-GPA/Site%20Pages%20Library/CSD_SolutionView.aspx?SolutionID=947
+Description (Purpose of business)
+ SAVE-D is a cloud-based environment of domain-connected virtual machines for desktop use. It provides a connectivity option for users who may not have access an ESDC physical platform (laptop/desktop/VPN)",""
+"868913b4-7851-4492-b067-3a0758a68b7e","Device","Unmanaged Devices","",""
+"3802cbfd-e423-4c86-8ed2-d78e5f84f907","Device","Unmanaged Devices (copy)","",""
+"id-9114d934c31547078afaaacd5e5132d9","DistributionNetwork","Blockchain System","Name: A Blockchain System
+Source/URL: For more information, refer to: https://en.wikipedia.org/wiki/Blockchain.",""
+"id-badee85dcd044c7caf8579611197fbae","Facility","Borden EDC (Facility)","",""
+"id-758dcace32af475580175f2febf76cd5","Facility","High Performance EDC (Dorval) (Facility)","",""
+"id-d6ea559073f84d81b89fe59ed944c077","Facility","Moncton Data Centre (Facility)","",""
+"id-a51e108a0d4d47648b0a10398ef0b180","Facility","Montreal Data Centre (Facility)","",""
+"id-b0db8f7d737b405c962bc8569621dc1a","Node","Apache Hadoop Distributed File System (HDFS)","Name: Apache™ Hadoop® Distributed File System (HDFS™)
+Source/URL: Refer to: https://hadoop.apache.org/docs/r1.2.1/hdfs_design.html.",""
+"27a79ef9-892c-407e-907d-9e98117f041f","Node","API Gateway Agent","API Gateway Cloud Agent – Cloud Install : Installation of all components relating to the API Gateway are installed in the Cloud",""
+"id-0fa20dbdbbdc4921b005912e20203357","Node","Data Platforms","Data Platforms
+Data platforms are architecture components that connect to multiple sources and provide access to their data. They are key components of data fabrics and data meshes. They may import data from the sources but more usually, and more effectively, they use data virtualization. In either case, they transform the source data to fit a target schema, or expose the source schema to applications.
+Figure 3 shows how data platforms enable applications to access data. They may communicate with each other or use common metadata to make the access uniform.
+Figure 3: Data Platforms",""
+"39666973-6833-410b-b283-36811e79573d","Node","EA Repository","",""
+"id-beea47f1c30147e489b936c905d6ab49","Node","ESDC Learning Management System","",""
+"id-30e18860dc2a4798b9b9c062e7da4905","Node","github.com","",""
+"176b68f8-22b0-4beb-8fb4-182292f6c320","Node","Node","",""
+"id-dab04576107d4e2092b38f22ea42d626","Node","Node","",""
+"id-844005f576d0490cae2e75933c5bf34d","Node","QualiWare Cloud","",""
+"id-304ccda49c984330afbfd81a3003e46e","Node","QualiWare Cloud (Consolidated)","",""
+"id-befe57b9964b4a4bb87c8c99209d18d6","Node","QualiWare On Premises","",""
+"id-8471dfd8e09941c7bb277257dc6a0c45","Node","UNIX File Store","Name: UNIX® File Store
+Source/URL: Refer to: http://www.unix.org/.",""
+"c459da66-d180-4b3b-8de3-ee7717c8da35","SystemSoftware",".Net",".NET programming languages include:
+C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language.
+F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming.
+VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps.
+https://dotnet.microsoft.com/languages
+",""
+"36049812-222f-4b19-8098-c7383d47ac34","SystemSoftware",".Net",".NET programming languages include:
+C# (C sharp) is a simple, modern, object-oriented, and type-safe programming language.
+F# (F sharp) is a cross-platform, open-source, functional programming language. It also includes object-oriented and imperative programming.
+VB Visual Basic is an approachable language with a simple syntax for building type-safe, object-oriented apps.
+https://dotnet.microsoft.com/languages
+",""
+"850bf798-7ab7-4c94-8192-50d44f7ae490","SystemSoftware"," .Net Core",".NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core
+",""
+"d45f3d71-ab01-47ed-bb17-787d2adf2a41","SystemSoftware"," .Net Core",".NET Core is a free and open-source, managed computer software framework for Windows, Linux, and macOS operating systems. It is a cross-platform successor to .NET Framework. The project is primarily developed by Microsoft and released under the MIT License. https://en.wikipedia.org/wiki/.NET_Core
+",""
+"151da51a-2bd6-4ca7-8e06-efc0480be228","SystemSoftware",".Net Framework","",""
+"b534e1f2-e58c-428d-9397-ed12ecf1a45b","SystemSoftware",".Net Framework",".NET Framework is the original implementation of .NET. It supports running websites, services, desktop apps, and more on Windows. The two major components of .NET Framework are the Common Language Runtime and the .NET Framework Class Library.(https://dotnet.microsoft.com/learn/dotnet/what-is-dotnet-framework)",""
+"9e9ee175-93db-4ab9-9592-5a22e7e4f883","SystemSoftware","3Scale","Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale",""
+"9ac333a4-b51a-4494-bda2-8c573624d9bf","SystemSoftware","3Scale","Red Hat 3scale API Management makes it easy to manage APIs. Share, secure, distribute, control, and monetize APIs on an infrastructure platform built for performance, customer control, and future growth. Place 3scale components on-premise, in the cloud, or on any combination of the two. https://www.redhat.com/en/technologies/jboss-middleware/3scale",""
+"feea94eb-147c-4069-bfee-c100d238d9eb","SystemSoftware","Angular","Angular (commonly referred to as ""Angular 2+"" or ""Angular v2 and above"") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework)
+",""
+"a9aeefef-2998-4d45-9c53-0585fd806903","SystemSoftware","Angular","Angular (commonly referred to as ""Angular 2+"" or ""Angular v2 and above"") is a TypeScript-based open-source web application framework led by the Angular Team at Google and by a community of individuals and corporations. Angular is a complete rewrite from the same team that built AngularJS. https://en.wikipedia.org/wiki/Angular_(web_framework)
+",""
+"381ba70d-7b0f-4c3b-bd06-638e7b07e9a9","SystemSoftware","Ansible","Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge.
+https://www.edureka.co/blog/what-is-ansible/",""
+"74d34e81-3168-4a98-acf2-96dd77e1cf6d","SystemSoftware","Ansible","Ansible is an open source IT Configuration Management, Deployment & Orchestration tool. It aims to provide large productivity gains to a wide variety of automation challenge.
+https://www.edureka.co/blog/what-is-ansible/",""
+"4a380096-35b8-44a9-8586-a3c1dd871103","SystemSoftware","Apache ZooKeeper","Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper",""
+"8f785e99-234f-4505-afbc-d6e5b86704a2","SystemSoftware","Apache ZooKeeper","Apache ZooKeeper is a software project of the Apache Software Foundation. It is essentially a service for distributed systems offering a hierarchical key-value store, which is used to provide a distributed configuration service, synchronization service, and naming registry for large distributed systems. https://en.wikipedia.org/wiki/Apache_ZooKeeper",""
+"a2337af0-4e88-4b00-bb6b-4980f03c7ee4","SystemSoftware","Apigee","Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee",""
+"f9899de2-5ba3-4248-8396-1e26a3586248","SystemSoftware","Apigee","Apigee is an API gateway management tool offered by Google to exchange data across cloud services and applications. Apigee is one tool that can manage the API gateway and make it easier to produce and deploy modern, developer-friendly apps. https://cloud.google.com/apigee",""
+"6bccddbb-76c3-4c35-a3ea-fde86e208ebe","SystemSoftware","Aqua","Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity",""
+"13d40ac6-697b-4db4-94f4-298c79283d76","SystemSoftware","Aqua","Aqua Security - Full lifecycle security for containers and cloud-native applications. https://github.com/aquasecurity",""
+"83c5447f-a734-4d2d-a82e-ff2102c8225d","SystemSoftware","ArangoDB","ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB",""
+"7cac5479-bdde-4284-ac99-37cd79878fb7","SystemSoftware","ArangoDB","ArangoDB is a free and open-source native multi-model database system developed by ArangoDB GmbH. The database system supports three data models (key/value, documents, graphs) with one database core and a unified query language AQL (ArangoDB Query Language). The query language is declarative and allows the combination of different data access patterns in a single query. ArangoDB is a NoSQL database system but AQL is similar in many ways to SQL. https://en.wikipedia.org/wiki/ArangoDB",""
+"ab0d417a-2fe3-45fe-aa6d-5a3049227343","SystemSoftware","Archi","",""
+"id-ada5af30626c4c0889b9801001708095","SystemSoftware","Archi 4.9.1","https://www.archimatetool.com/download/
+
+Archi 4.9.1: October 26 2021",""
+"236b4d7c-993f-4a2e-abd7-596cb2791cc7","SystemSoftware","ARMA","",""
+"1a066bfd-0dfc-4766-b0b6-053110381db9","SystemSoftware","ARMA","",""
+"40152aab-bad1-40a8-8a28-33976b6d6bd4","SystemSoftware","AWS","Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/",""
+"5ec47aef-d546-4f51-9049-02c61752a2fd","SystemSoftware","AWS","Amazon Web Services (AWS) is the world’s most comprehensive and broadly adopted cloud platform, offering over 175 fully featured services from data centers globally. Customers are using AWS to lower costs, become more agile, and innovate faster. https://aws.amazon.com/what-is-aws/",""
+"48898f41-e472-4c44-8b14-07e88990134b","SystemSoftware","Axe-core","Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing.
+https://github.com/dequelabs/axe-core",""
+"1b5f869f-cc38-412a-b3a0-6056d087dda3","SystemSoftware","Axe-core","""Axe is an accessibility testing engine for websites and other HTML-based user interfaces. It's fast, secure, lightweight, and was built to seamlessly integrate with any existing test environment so you can automate accessibility testing alongside your regular functional testing.
+https://github.com/dequelabs/axe-core""",""
+"41b86b43-537a-46d1-a55b-d147f044d65c","SystemSoftware","Azure","Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/",""
+"38321488-83a1-4e84-b4f2-22f836da067c","SystemSoftware","Azure","Microsoft Azure is an ever-expanding set of cloud services to help your organisation meet your business challenges. It’s the freedom to build, manage and deploy applications on a massive, global network using your favourite tools and frameworks. https://azure.microsoft.com/en-ca/overview/what-is-azure/",""
+"a7dadc11-ba7d-4bf4-822c-e82d19b47fbf","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/",""
+"4b1e6b7a-6221-44df-bb06-bc3fba9a84d3","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/",""
+"ba165d6f-211a-48c3-82d8-9930b993616d","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/",""
+"c4184884-ea11-4697-9c07-4cb41707df01","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/",""
+"f891cb8d-b222-491b-90f6-6707bce648b2","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/",""
+"524a06ca-087a-4c36-b759-fa13d457adce","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/",""
+"fff7b734-7a53-4844-8942-fe8555b21d64","SystemSoftware","Azure DevOps","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/",""
+"id-befbd6dfd83c4528a42bdfd01e42648c","SystemSoftware","Azure DevOps","",""
+"5f1a2cda-19f4-43b0-885b-caf6bf51cbea","SystemSoftware","Azure DevOps (","Azure DevOps is a Software as a service (SaaS) platform from Microsoft that provides an end-to-end DevOps toolchain for developing and deploying software. It also integrates with most leading tools on the market and is a great option for orchestrating a DevOps toolchain. https://www.devopsgroup.com/insights/resources/tutorials/all/what-is-azure-devops/",""
+"id-f546a227e4f64590950392482a1f3167","SystemSoftware","Azure DevOps (System Software)","",""
+"20ecab68-d975-448b-a562-92adf4d32609","SystemSoftware","Azure KeyVault","Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/",""
+"692be01c-dcd8-4fe0-87b2-c87780d46644","SystemSoftware","Azure KeyVault","Key Vault Safeguard cryptographic keys and other secrets used by cloud apps and services. https://azure.microsoft.com/en-us/services/key-vault/",""
+"fd340f7c-a12d-421d-a01c-d271754a7447","SystemSoftware","Azure Monitor","Collect, analyze, and act on telemetry data from your Azure and on-premises environments. Azure Monitor helps you maximize performance and availability of your applications and proactively identify problems in seconds. ()",""
+"3123c4e0-aa3b-4dab-8472-6f4e7ce32b1a","SystemSoftware","Azure Sentinel","Microsoft Azure Sentinel is a scalable, cloud-native, security information event management (SIEM) and security orchestration automated response (SOAR) solution. Azure Sentinel delivers intelligent security analytics and threat intelligence across the enterprise, providing a single solution for alert detection, threat visibility, proactive hunting, and threat response. (https://docs.microsoft.com/en-gb/azure/sentinel/overview)",""
+"f68b760a-c2bb-42e2-aca8-776e8ed67a37","SystemSoftware","C#","C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language)
+",""
+"b170957b-d0e7-4ce5-8c91-4e31bade890f","SystemSoftware","C#","C# (C Sharp) is a general-purpose, multi-paradigm programming language encompassing strong typing, lexically scoped, imperative, declarative, functional, generic, object-oriented (class-based), and component-oriented programming disciplines. https://en.wikipedia.org/wiki/C_Sharp_(programming_language)
+",""
+"02d22607-5054-4cd8-a089-29e899988b1b","SystemSoftware","Camel","Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html ",""
+"906436e1-53c7-4094-8f4f-f716e35bf5b1","SystemSoftware","Camel","Apache Camel is an open source Java framework that focuses on making integration easier and more accessible to developers. It does this by providing concrete implementations of all the widely used Enterprise Integration Patterns (EIPs); connectivity to a great variety of transports and APIs; easy to use Domain Specific Languages (DSLs) to wire EIPs and transports together https://camel.apache.org/manual/latest/faq/what-is-camel.html ",""
+"494a66db-874f-4059-bb34-995ea39d1c1c","SystemSoftware","Certified Kubernetes ","Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/ Kubernetes is acontainer-orchestration system for automating application deployment, scaling, and management. It was originally designed by Google, and is now maintained by the Cloud Native Computing Foundation
+",""
+"095df061-fc31-4bc3-aecd-00a53b30e4f6","SystemSoftware","chai","Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71)",""
+"03ad2f6e-c70f-46a6-85dd-0d74f80440e2","SystemSoftware","chai","Chai is BDD/TDD assertion library. Can be paired with any javascript testing framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71)",""
+"d1f97a76-0d04-4137-a29f-70761775ef0d","SystemSoftware","CITRUS","Automated integration tests for message protocols and data formats!
+HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more!
+(https://citrusframework.org/)",""
+"6c8991b4-2284-439f-bd89-ea2ccecdcb91","SystemSoftware","CITRUS","Automated integration tests for message protocols and data formats!
+HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more!
+(https://citrusframework.org/)",""
+"5a38d01a-7664-4a45-9b66-2e87a8e92f7d","SystemSoftware","Compliance Sheriff","Compliance Sheriff is a web application that will help perform automated accessibility assessments on website. It can crawl through all the pages on website and generates reports on the accessibility issues associated with each page. This tool also helps validate broken links on website. http://www.compliancesheriff.com/ ",""
+"81eff67f-ae50-42f8-bea6-632dc05e1b0f","SystemSoftware","Compliance Sheriff","Compliance Sheriff ensures online content complies with web accessibility standards (http://www.compliancesheriff.com/)",""
+"d4fef272-4626-4edb-8551-f3313ebfd4f6","SystemSoftware","Confluence","Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence",""
+"2a266905-510e-4c60-b45e-e4337aaa3fcb","SystemSoftware","Confluence","Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence",""
+"f5dd5052-112d-405c-b5d6-dafcb5bcb0d5","SystemSoftware","Confluence","Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence",""
+"4ad4b75a-df4a-472b-afbf-efec056ed206","SystemSoftware","Confluence","Confluence is Atlassian's content collaboration tool used to help teams collaborate and share knowledge efficiently. In Confluence, content is created and organized using spaces, pages, and blogs. Confluence's collaboration tools allow users to write, edit, comment and get work done together within the Confluence interface. https://confluence.atlassian.com/confeval/confluence-evaluator-resources/confluence-what-is-confluence",""
+"eba7838d-7187-44d2-8847-68c1e9ed3a94","SystemSoftware","Consul","""Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud.
+Features (Consul lingo):
+* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT.
+* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html)
+* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)""",""
+"664ededf-7ea8-4e4e-945e-352410b2be09","SystemSoftware","Consul","""Consul is a service networking solution to connect and secure services across any runtime platform and public or private cloud.
+Features (Consul lingo):
+* Mesh Gateway (https://www.consul.io/mesh.html). Connect between different cloud regions, VPCs and between overlay and underlay networks without complex network tunnels and NAT.
+* Layer 7 Traffic Management (https://www.consul.io/docs/connect/l7-traffic-management.html)
+* Consul includes its own built-in L4 proxy (https://www.consul.io/docs/connect/proxies.html)""",""
+"fe9c80db-bf54-4e21-ad03-9bca77a752a2","SystemSoftware","CoreDNS","CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/)",""
+"fcdc8362-7674-4462-b64c-a1029a3a6900","SystemSoftware","CoreDNS","CoreDNS is a DNS server.It is written in Go.It can be used in a multitude of environments because of its flexibility. CoreDNS integrates with Kubernetes via the Kubernetes plugin. (https://coredns.io/)",""
+"917eb588-1fe9-44ae-ab65-ea6085df0d93","SystemSoftware","crushftp","Enterprise Grade File Transfer Server https://www.crushftp.com/index.html ",""
+"fe9f5402-f5b9-4d77-b392-78b92bd02453","SystemSoftware","crushftp","Enterprise Grade File Transfer Server https://www.crushftp.com/index.html ",""
+"340b0451-3b28-43aa-8382-07984b321a50","SystemSoftware","Cypress","Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/
+",""
+"075bf4da-0dbc-4cdd-a98d-eabbf982bbbe","SystemSoftware","Cypress","Cypress is a JavaScript-based end-to-end testing framework that doesn't use Selenium at all. It is built on top of Mocha, which is again a feature-rich JavaScript test framework running on and in the browser, making asynchronous testing simple and fun. https://www.cypress.io/",""
+"id-78a51d7d3e45419995ff97f713b56a38","SystemSoftware","Data Fabric","Data Fabric
+A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%.
+A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases.
+An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query.",""
+"id-7d4a71ab1e154a91b1b54e49bf851871","SystemSoftware","Data Mesh","Data Mesh
+The concept of data mesh is related but slightly different to that of data fabric. A data mesh consists of data products, each of which meets a set of user needs and has assured levels of quality and security. A data product is a computing unit that includes data, code, and metadata, and uses a data platform. (A data platform can be shared by multiple data products.)
+A data mesh has domain-oriented, decentralized data ownership and management. It does not necessarily provide uniform access to the data, but the data products of a mesh can be exposed by data platforms as sources in a data fabric.",""
+"a9c3f242-05f1-4486-9de4-1abb2b7a664c","SystemSoftware","Docker","A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container ",""
+"b037de8d-a01c-4e3b-a776-ce51d725afd5","SystemSoftware","Docker","A Docker container image is a lightweight, standalone, executable package of software that includes everything needed to run an application: code, runtime, system tools, system libraries and settings. https://www.docker.com/resources/what-container ",""
+"a08215d3-107d-4f7d-a31b-3fb4a7516b95","SystemSoftware","Eclipse","Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others.
+https://en.wikipedia.org/wiki/Eclipse_(software)
+",""
+"9b56d569-8177-4a4d-a67e-0ba7e3a70225","SystemSoftware","Eclipse","Eclipse is an integrated development environment (IDE) used in computer programming. It contains a base workspace and an extensible plug-in system for customizing the environment. Eclipse is written mostly in Java and its primary use is for developing Java applications, but it may also be used to develop applications in other programming languages via plug-ins, including Ada, ABAP, C, C++, C#, Clojure, COBOL, D, Erlang, Fortran, Groovy, Haskell, JavaScript, Julia, Lasso, Lua, NATURAL, Perl, PHP, Prolog, Python, R, Ruby, Rust, Scala, and Scheme. It can also be used to develop documents with LaTeX (via a TeXlipse plug-in) and packages for the software Mathematica. Development environments include the Eclipse Java development tools (JDT) for Java and Scala, Eclipse CDT for C/C++, and Eclipse PDT for PHP, among others.
+https://en.wikipedia.org/wiki/Eclipse_(software)
+",""
+"f83a6dfb-e980-46fe-9a2f-c2b0bc6fc7c3","SystemSoftware","Elastic","The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring ",""
+"3fcb9492-46e1-45fc-93f7-332bd32bbd2d","SystemSoftware","Elastic","The Elastic Stack (sometimes known as the ELK Stack) is a popular open source logging platform. https://www.elastic.co/log-monitoring ",""
+"e12f32de-c8d4-4ead-b72b-63bf40f17474","SystemSoftware","Envoy","Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures.
+(https://www.envoyproxy.io/)",""
+"524a91f4-24b2-4966-a021-aa82ad489842","SystemSoftware","Envoy","Envoy is a high performance C++ distributed proxy designed for single services and applications, as well as a communication bus and “universal data plane” designed for large microservice “service mesh” architectures.
+(https://www.envoyproxy.io/)",""
+"id-77c3e6834823420ba21b973f5ca4ab97","SystemSoftware","ESDC EA Repository","",""
+"47236d2f-c409-4551-b4ae-f3a378822dc5","SystemSoftware","Fabio","Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/)",""
+"673918e2-0c6f-49a5-ad6e-f780ad6d560b","SystemSoftware","Fabio","Not part of CNFC landscape. Fabio is an HTTP and TCP reverse proxy that configures itself with data from Consul. (https://fabiolb.net/)",""
+"5b9ebea9-925d-4ff1-98a0-fe6cf01297d8","SystemSoftware","Fluentd","Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture",""
+"16ed53fe-2617-45b2-8ff8-abe010de3e81","SystemSoftware","Fluentd","Fluentd is an open source data collector, which lets you unify the data collection and consumption for a better use and understanding of data. Fluentd tries to structure data as JSON as much as possible: this allows Fluentd to unify all facets of processing log data: collecting, filtering, buffering, and outputting logs across multiple sources and destinations (Unified Logging Layer). https://www.fluentd.org/architecture",""
+"f02b0b45-1e4a-4a66-b16b-c1a7d82be424","SystemSoftware","Fortify Static Code Analyzer(SCA) ","Micro Focus® Fortify Static Code Analyzer (SCA) pinpoints the root cause of security vulnerabilities in the source code, prioritizes the most serious issues, and provides detailed guidance on how to fix them so developers can resolve issues in less time with centralized software security management. (https://www.microfocus.com/)",""
+"3648f443-3290-4fd2-aadd-126947caf85a","SystemSoftware","GitHub","GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ ",""
+"d6b5d677-bb4d-44fd-a9fb-9ef520fa711c","SystemSoftware","GitHub","Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ ",""
+"c71f4d81-e864-43d0-bf60-6a26f822ee8a","SystemSoftware","GitHub","Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ ",""
+"e1707ed2-d59d-4e8e-874e-e69e711475b3","SystemSoftware","GitHub","GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ ",""
+"efacfb27-33c1-404b-b3e8-a7bb84362b3a","SystemSoftware","GitHub","GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ ",""
+"2eb2daa6-0144-4e0d-b270-6cb45c0a6c3f","SystemSoftware","GitHub","Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ ",""
+"54133450-8363-4948-a025-eccbd2a4a028","SystemSoftware","GitHub","Github is a web-based platform used for version control. Git simplifies the process of working with other people and makes it easy to collaborate on projects. Team members can work on files and easily merge their changes in with the master branch of the project. https://www.edureka.co/blog/how-to-use-github/ ",""
+"d41d0a24-5313-4524-a5e0-5d934298b0c8","SystemSoftware","GitHub","GitHub is a repository hosting service with a Web-based graphical interface. It provides versions control, access control and several collaboration features, such as a wikis and basic task management tools for projects. https://techcrunch.com/2012/07/14/what-exactly-is-github-anyway/ ",""
+"id-1f38adc851b4408ea2dd05904213090a","SystemSoftware","Github Repository","",""
+"5ac449a5-b8c4-4403-ad09-06951af06fe2","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"c4ba53f2-49f2-4aeb-acc0-85fa9c07f6ef","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"0e5dfaaf-b7fb-4b02-ba03-32c233950f9e","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"f69d25dd-c1ed-4df2-abd3-b96dfc43195e","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"33055b29-f2e2-4c94-a461-b31a9cd75b36","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"1dd2431e-1f7a-40ee-975e-fda5d3be6753","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"6934a6eb-da7b-4a65-84e3-681dd4628e2b","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"9cf7a6d6-6a88-414a-becc-edea277b7ca0","SystemSoftware","GitLab On-prem","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"9be7194d-1a2a-4e5d-99e3-c9494b3dd6a4","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"69764319-df5d-4353-a775-1be27c8abf4d","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"9df3b083-bc60-442b-8811-1c9de4fd321e","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"467bf288-ba14-4bac-ba49-36d8f0698e61","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"9b70f5fb-0ef0-4161-9d00-b5e1a4738c66","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"1fe8f4c4-c5a7-46cf-8ba1-82b4ba633ea8","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"49d38679-1e5a-495d-81c3-f9f86f4e147f","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"87328cee-f872-41aa-942d-0a546ef0e236","SystemSoftware","GitLab.com","GitLab is a web-based open source Git repository manager with wiki and issue tracking features and built-in CI/CD. (https://landscape.cncf.io/)",""
+"b40978e2-9431-4c28-8491-e3de64af6c3d","SystemSoftware","Grafana","Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana ",""
+"baa3d99a-5f3f-4573-a38e-4bd29fe1d583","SystemSoftware","Grafana","Grafana is an open source visualization and alerting tool for time series data. It was designed with a plugin architecture that allows you to capture data across many different sources and visualize it on a single dashboard. https://blogs.oracle.com/cloudnative/data-source-grafana ",""
+"99ba3a0f-e2ac-43ac-ac03-f7bba3421298","SystemSoftware","HashiCorp Vault","Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/",""
+"f09e7eaf-ec75-4255-bab8-6d46a5a69f1b","SystemSoftware","HashiCorp Vault","Secure, store and tightly control access to tokens, passwords, certificates, encryption keys for protecting secrets and other sensitive data using a UI, CLI, or HTTP API. https://www.vaultproject.io/",""
+"cc1cfca1-a15a-41c6-b7ed-c6913879a1b0","SystemSoftware","HCL Appscan","HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan ",""
+"eb1e208e-4c38-423e-ad42-f41f325e767d","SystemSoftware","HCL Appscan","HCL AppScan, previously known as IBM AppScan, is a family of web security testing and monitoring tools formerly from the Rational Software division of IBM. AppScan is intended to test Web applications for security vulnerabilities during the development process. The product learns the behavior of each application, whether an off-the-shelf application or internally developed, and develops a program intended to test all of its functions for both common and application-specific vulnerabilities. https://en.wikipedia.org/wiki/Security_AppScan ",""
+"0a1cf14a-3734-487f-9796-f58efbd94486","SystemSoftware","Helm","Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/)",""
+"c0a9bc83-3c60-4fc9-bc82-130c9b26fb4a","SystemSoftware","Helm","Helm helps you manage Kubernetes applications — Helm Charts help you define, install, and upgrade even the most complex Kubernetes application. (https://helm.sh/)",""
+"52624d59-c290-4674-a03a-6870a191671f","SystemSoftware","Istio","Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/",""
+"bbfe614a-53ea-474d-aa20-e80d4739543b","SystemSoftware","Istio","Istio lets you connect, secure, control, and observe services. At a high level, Istio helps reduce the complexity of these deployments, and eases the strain on your development teams. It is a completely open source service mesh that layers transparently onto existing distributed applications. https://istio.io/docs/concepts/what-is-istio/",""
+"060dccbf-5616-428d-aa99-ffe64386f510","SystemSoftware","Jaeger","Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger",""
+"a6145341-e4b2-4638-b4dd-115b963dd1c7","SystemSoftware","Jaeger","Jaeger is a distributed tracing platform created by Uber Technologies and donated to Cloud Native Computing Foundation. It can be used for monitoring microservices-based distributed systems. https://github.com/jaegertracing/jaeger",""
+"f81c5073-d42f-4880-aa66-930d8ec5602b","SystemSoftware","Jasmine","Automated integration tests for message protocols and data formats!
+HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more!
+(https://citrusframework.org/)",""
+"9bd59d81-ce12-492c-8fb5-0917b73f9ffb","SystemSoftware","Jasmine","Automated integration tests for message protocols and data formats!
+HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more!
+(https://citrusframework.org/)",""
+"22462922-2b4d-498a-ba44-0ab95aa51f53","SystemSoftware","Java","Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml)",""
+"f25c1aed-72fc-4c71-a4c6-60b2313bf8f5","SystemSoftware","Java","Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml)",""
+"2a004342-84b6-4037-9912-633a8d8ce5ad","SystemSoftware","Java","Java is a programming language and computing platform first released by Sun Microsystems in 1995. (https://java.com/en/download/faq/whatis_java.xml)",""
+"1b8f7a12-dbd8-4851-8aae-3cd9385c9e2a","SystemSoftware"," JavaScript","JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript
+",""
+"2da3059f-d251-4852-a225-a94c88f9581e","SystemSoftware"," JavaScript","JavaScript, often abbreviated as JS, is a programming language that conforms to the ECMAScript specification. JavaScript is high-level, often just-in-time compiled, and multi-paradigm. It has curly-bracket syntax, dynamic typing, prototype-based object-orientation, and first-class functions. https://en.wikipedia.org/wiki/JavaScript
+",""
+"55229ef6-bb65-48a5-8c4f-e5694d48081d","SystemSoftware","JAWS","JAWS (""Job Access With Speech"") is a computer screen reader program for Microsoft Windows that allows blind and visually impaired users to read the screen either with a text-to-speech output or by a refreshable Braille display. JAWS is produced by the Blind and Low Vision Group of Freedom Scientific. https://en.wikipedia.org/wiki/JAWS_(screen_reader)",""
+"f8dda8b6-1251-4a8a-9607-1aefb6329130","SystemSoftware","Jenkins","A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/)",""
+"49f8542c-3480-4d2e-863b-8fb0626081c8","SystemSoftware","Jenkins","A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/)",""
+"189ba270-60ca-4ecd-a2f0-1aa4edb50dad","SystemSoftware","Jenkins","A Neutral Home for the Next Generation of Continuous Delivery Collaboration (https://landscape.cncf.io/)",""
+"85504eeb-caa7-42bf-98dd-4e7c7bf93b86","SystemSoftware","Jenkins X","Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x",""
+"a0332836-6b01-4dcd-8f5a-3250f6d03a41","SystemSoftware","Jenkins X","Jenkins X is an open source system that offers software developers continuous integration, automated testing, and continuous delivery, known as CI/CD, in Kubernetes. Jenkins X-managed projects get a complete CI/CD process with a Jenkins pipeline that builds and packages project code for deployment to Kubernetes and access to pipelines for promoting projects to staging and production environments. https://opensource.com/article/18/11/getting-started-jenkins-x",""
+"1f334336-77fc-4191-b6e2-ebb3a8855935","SystemSoftware","JFrog Artifactory","JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory ",""
+"bb6992bd-8428-4040-9592-04e3954f34cc","SystemSoftware","JFrog Artifactory","JFrog Artifactory is a universal DevOps solution providing end-to-end automation and management of binaries and artifacts through the application delivery process that improves productivity across development ecosystem. https://www.jfrog.com/confluence/display/JFROG/JFrog+Artifactory ",""
+"b7ceed98-be00-4833-8f77-2e173c2734a0","SystemSoftware","Jfrog Xray","JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API.
+https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/",""
+"b2dd3f21-5c9b-4739-80d4-809cbaeaba95","SystemSoftware","Jfrog Xray","JFrog Xray is a universal binary analysis product that works with JFrog Artifactory to analyze software components and reveal a variety of vulnerabilities at any stage of the software application lifecycle. Unlike traditional binary analysis tools, JFrog Xray is a fully automated product with a rich REST API. https://jfrog.com/whitepaper/jfrog-xray-universal-component-analysis/",""
+"db11889e-84fe-4562-b096-e77c0261f790","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)",""
+"d90e1b4f-b03b-4482-8fef-5bb934277ce6","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)",""
+"4d5e8b0a-0b79-4dbf-baf0-e7b34e876087","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)",""
+"694fc5b5-0d8f-4f1a-80b3-56e69ae9585d","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)",""
+"ae0f5beb-13e2-419e-9e33-86e102a0744e","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)",""
+"48d015e1-cc2d-41a7-8329-4de88ce42e9c","SystemSoftware","Jira","JIRA is a tool used for bug tracking, issue tracking, and project management. (https://www.guru99.com/jira-tutorial-a-complete-guide-for-beginners.html)",""
+"3d98a628-b8f5-4cc3-a7ce-31a5c8a403b2","SystemSoftware","Kafka","Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/",""
+"dcaed50b-7377-4e00-b267-a90303b3befc","SystemSoftware","Kafka","Kafka is used for building real-time data pipelines and streaming apps. It is horizontally scalable, fault-tolerant, wicked fast, and runs in production in thousands of companies. https://kafka.apache.org/",""
+"0fc981be-fd3c-4ae3-bd76-4a060598ebe2","SystemSoftware","Kafka Connect and Streams","Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html
+Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html ",""
+"be6b3eaa-a52c-4916-9662-23b8a0aeeed9","SystemSoftware","Kafka Connect and Streams","Kafka Connect, an open source component of Apache Kafka, is a framework for connecting Kafka with external systems such as databases, key-value stores, search indexes, and file systems. Using Kafka Connect, you can deploy connector implementations for common data sources and sinks to move data into and out of Kafka. https://docs.confluent.io/current/connect/index.html
+Kafka Streams is a client library for building applications and microservices, where the input and output data are stored in an Apache Kafka cluster. It combines the simplicity of writing and deploying standard Java and Scala applications on the client side with the benefits of Kafka’s server-side cluster technology. https://docs.confluent.io/current/streams/index.html ",""
+"3c28b268-0888-4f6f-b49b-e81e23212742","SystemSoftware","Kibana","Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana",""
+"305fc65a-f091-45f2-99b0-f595b5fe9db9","SystemSoftware","Kibana","Kibana is an open source data visualization dashboard for Elasticsearch. It provides visualization capabilities on top of the content indexed on an Elasticsearch cluster. Users can create bar, line and scatter plots, or pie charts and maps on top of large volumes of data. https://en.wikipedia.org/wiki/Kibana",""
+"1c235e57-9c40-4693-abca-1e0662294f46","SystemSoftware","Kubernetes","Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/",""
+"2800474a-16af-47f7-aaca-7f7703224972","SystemSoftware","Kubernetes","Kubernetes is a portable, extensible, open-source platform for managing containerized workloads and services, that facilitates both declarative configuration and automation. It has a large, rapidly growing ecosystem. Kubernetes services, support, and tools are widely available. https://kubernetes.io/docs/concepts/overview/what-is-kubernetes/",""
+"5e23ace7-df36-4d5b-8ac7-a60d98dec962","SystemSoftware","Linux Mint","The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php",""
+"ba057726-2b91-41e0-8ac7-41849857ddb9","SystemSoftware","Linux Mint","The purpose of Linux Mint is to produce a modern, elegant and comfortable operating system which is both powerful and easy to use. Based on Debian and Ubuntu, it provides about 30,000 packages and one of the best software managers. https://www.linuxmint.com/about.php",""
+"0f1fabe8-005a-4237-8bb4-a5d276a8b0cd","SystemSoftware","Loadrunner ","LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application.
+https://en.wikipedia.org/wiki/LoadRunner",""
+"6c6248d2-e48f-4500-817c-f23dfb131a77","SystemSoftware","Loadrunner ","LoadRunner is a software testing tool from Micro Focus. It is used to test applications, measuring system behaviour and performance under load. LoadRunner can simulate thousands of users concurrently using application software, recording and later analyzing the performance of key components of the application. https://en.wikipedia.org/wiki/LoadRunner",""
+"f31d5af9-67e1-4595-8624-5425f14dc13e","SystemSoftware","Logstash","Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite ""stash."" https://www.elastic.co/logstash ",""
+"210b6f70-4cda-48ea-a3c8-ebbffdda8293","SystemSoftware","Logstash","Logstash is an open source, server-side data processing pipeline that ingests data from a multitude of sources simultaneously, transforms it, and then sends it to your favorite ""stash."" https://www.elastic.co/logstash ",""
+"f923d35f-43bb-401a-b1cf-69d4b44e9765","SystemSoftware","Loopback","LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html)",""
+"137cf79c-65b3-4009-a66e-a4d5c8cd3b14","SystemSoftware","Loopback","LoopBack is a platform for building APIs and microservices in Node.js (https://loopback.io/doc/en/lb4/index.html)",""
+"abf8c134-1573-4e13-98bc-af71d1914ee1","SystemSoftware","Maven","Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven",""
+"190bb259-9ce6-4970-96ee-0e8b9b480fb8","SystemSoftware","Maven","Maven is a build automation tool used primarily for Java projects. Maven can also be used to build and manage projects written in C#, Ruby, Scala, and other languages. The Maven project is hosted by the Apache Software Foundation, where it was formerly part of the Jakarta Project. https://en.wikipedia.org/wiki/Apache_Maven",""
+"6fb9cdd9-cf27-4ef7-8d71-eeb276b22be9","SystemSoftware","Microfocus Fortify Static Code Analyzer","Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview",""
+"76cacd5b-7ff8-4d37-abf1-7266e8c058cb","SystemSoftware","Microfocus Fortify Static Code Analyzer","Automated static code analysis helps developers eliminate vulnerabilities and build secure software. Code securely with integrated SAST. Covers multiple languages. Performs automated scans. Fix at the speed of DevOps. Automate security within CI/CD. https://www.microfocus.com/en-us/products/static-code-analysis-sast/overview",""
+"id-ef040f76e8384859aa9b7ca39bf0eeb6","SystemSoftware","Microsoft 365 Azure DevOps (System Software)","",""
+"id-003472d2888747d7877d91f141cbd78f","SystemSoftware","Microsoft 365 Forms (System Software)","",""
+"id-87fcce9327a943f3ada4f71ddfe0212f","SystemSoftware","Microsoft 365 Lists (System Software)","This is actually SharePoint, with a different interface.",""
+"id-0164c5328c114b1ba852c1b92ed529f2","SystemSoftware","Microsoft 365 OneDrive (System Software)","",""
+"id-a663c96b2c9548eca5b91a6e461d1cc5","SystemSoftware","Microsoft 365 OneNote (System Software)","",""
+"id-7ee947e0598047dbb471e5767d692a0a","SystemSoftware","Microsoft 365 SharePoint (Online) (System Software)","",""
+"id-f8d8b8d6a5e84eaebc4d6bcd7a017748","SystemSoftware","Microsoft 365 Stream (System Software)","",""
+"id-c7c05dfcd84d42a0bdeba68ea67067f4","SystemSoftware","Microsoft 365 Teams (System Software)","",""
+"d1c4b46b-ab54-4da1-a13a-6539a5d64da0","SystemSoftware","mocha","Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71)
+Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/",""
+"f341497b-660d-47e6-ac3c-4c159e873cf7","SystemSoftware","Mocha","Mocha is a JavaScript Test Framework. (https://codeburst.io/javascript-unit-testing-using-mocha-and-chai-1d97d9f18e71)
+
+Mocha is a feature-rich JavaScript test framework running on Node.js and in the browser, making asynchronous testing simple. Mocha tests run serially, allowing for flexible and accurate reporting, while mapping uncaught exceptions to the correct test cases. Hosted on GitHub. https://mochajs.org/",""
+"92e85aaa-9025-4cbb-a222-2dfaa4f38f36","SystemSoftware","Modern Requirements","",""
+"9aea43f1-2ff4-4b7a-aa9e-ffbe7697b088","SystemSoftware","MS Teams","Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams",""
+"c4b55f06-bcab-4864-b3b1-b1f59dd41e95","SystemSoftware","MS Teams","Microsoft Teams is a unified communication and collaboration platform that combines persistent workplace chat, video meetings, file storage (including collaboration on files), and application integration. The service integrates with the Office 365 subscription office productivity suite and features extensions that can integrate with non-Microsoft products. https://en.wikipedia.org/wiki/Microsoft_Teams",""
+"baa1c17d-3de1-41a2-ae0d-17c03c2e4813","SystemSoftware","NGINX","Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx",""
+"a29922f6-28e4-4644-9469-5696a1a4d4ef","SystemSoftware","NGINX","Nginx is a web server which can also be used as a reverse proxy, load balancer, mail proxy and HTTP cache. https://en.wikipedia.org/wiki/Nginx",""
+"4b22b4a9-5e4b-4865-88bb-6c0877d26721","SystemSoftware","Node.js","Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/)",""
+"d9a5e6bd-e326-4ed6-9307-5fbadc8739b9","SystemSoftware","Node.js","Node.js is a JavaScript runtime built on Chrome's V8 JavaScript engine. (https://nodejs.org/en/)",""
+"a8fe7f8f-be8a-4157-9a6b-f17bd31831ee","SystemSoftware","Nomad","Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ ",""
+"169564f0-61b2-4a43-9766-35863e0b6e5b","SystemSoftware","Nomad","Nomad is a simple, flexible, and production-grade work orchestrator that enables organizations to deploy, manage, and scale any application, containerized, legacy or batch jobs, across multiple regions, on private and public clouds. https://www.hashicorp.com/products/nomad/ ",""
+"669c2e3c-8604-4386-876f-67971cac4ee4","SystemSoftware","NPM","npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software)",""
+"cc7d5389-8e14-41bc-a53e-5777546af2a1","SystemSoftware","NPM","npm (originally short for Node Package Manager) is a package manager for the JavaScript programming language. It is the default package manager for the JavaScript runtime environment Node.js. It consists of a command line client, also called npm, and an online database of public and paid-for private packages, called the npm registry. The registry is accessed via the client, and the available packages can be browsed and searched via the npm website. The package manager and the registry are managed by npm, Inc. https://en.wikipedia.org/wiki/Npm_(software)",""
+"83adaaa7-850f-4702-b5d6-ba08627d7de8","SystemSoftware","NuGet","NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts.
+It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet",""
+"ebf8b814-aa21-43e1-aa52-b142cfb73657","SystemSoftware","NuGet","NuGet is a free and open-source package manager designed for the Microsoft development platform. NuGet is distributed as a Visual Studio extension. Starting with Visual Studio 2012, NuGet comes pre-installed by default. NuGet is also integrated with SharpDevelop. NuGet can also be used from the command line and automated with scripts.
+It supports multiple programming languages. https://en.wikipedia.org/wiki/NuGet",""
+"47a4860b-193c-4182-b14b-afdebc26158e","SystemSoftware","O365","",""
+"3c44b6bf-7405-4560-8bb4-79f89f91e8ef","SystemSoftware","Odoo","Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk",""
+"76ec4f92-8fd8-4bef-9b82-3bbf04374884","SystemSoftware","Odoo","Odoo Helpdesk is optimized for team's productivity: Create SLA rules and let Odoo take action automatically. Automate emails or actions at different stages of ticket resolution. Define dynamic email templates to automate the most common responses. https://www.odoo.com/page/helpdesk",""
+"cd7c338d-9c56-48f4-8510-11dd9a5ce521","SystemSoftware","OPENAPI","OpenAPI = Specification
+Swagger = Tools for implementing the specification
+(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/)",""
+"9bd1ee5b-79e9-4012-b4ab-50152b535177","SystemSoftware","OPENAPI","OpenAPI = Specification
+Swagger = Tools for implementing the specification
+(https://swagger.io/blog/api-strategy/difference-between-swagger-and-openapi/)",""
+"fc997e2d-ec4d-4df4-8293-254fe9052fce","SystemSoftware","OpenShift","OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm",""
+"826d6b6e-15ea-440a-a02c-afb3dbfc4cba","SystemSoftware","OpenShift","OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm",""
+"67c3a245-1e9f-4f93-8bbd-a75b8f79166e","SystemSoftware","OpenShift","OpenShift is a cloud development Platform as a Service (PaaS) developed by Red Hat. It is an open source development platform, which enables the developers to develop and deploy their applications on cloud infrastructure. https://www.tutorialspoint.com/openshift/index.htm",""
+"8b7677de-0b9b-4187-803f-f03f822eed1b","SystemSoftware","OS Ticket","osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/",""
+"0d4a4a33-d454-4a15-9ede-40ab87c39ce5","SystemSoftware","OS Ticket","osTicket seamlessly routes inquiries created via email, web-forms and API. Simple and easy-to-use web-based customer support platform. osTicket comes packed with more features and tools than most of the expensive (and complex) support ticket systems on the market. https://osticket.com/",""
+"5c5e4d66-27af-48ed-9b5b-8a51190aebc2","SystemSoftware","OWASP Zed Attack Proxy (ZAP)","Zed Attack Proxy (ZAP) is a free, open-source penetration testing tool being maintained under the umbrella of the Open Web Application Security Project (OWASP). ZAP is designed specifically for testing web applications and is both flexible and extensible. (https://www.zaproxy.org/)",""
+"0a19eedf-07d5-4a4a-b850-759d99bb0aba","SystemSoftware","Packer","Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/)",""
+"cded0c36-f468-48e6-a381-5af304abe54b","SystemSoftware","Packer","Packer is a tool for creating identical machine images for multiple platforms from a single source configuration. (https://packer.io/)",""
+"id-e252cd5810b24b0b83def505190408fd","SystemSoftware","PMIS (Project Management Info System)","",""
+"e589fe57-6892-4579-b33c-02b71b644655","SystemSoftware","PostgresSQL","PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL",""
+"b0312dc6-6db4-4bd3-9dde-6ed830735cbc","SystemSoftware","PostgresSQL","PostgreSQL also known as Postgres, is a free and open-source relational database management system (RDBMS) emphasizing extensibility and SQL compliance. https://en.wikipedia.org/wiki/PostgreSQL",""
+"aaa770b6-8190-4188-bae3-d604f28fed08","SystemSoftware","Postman","Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman.
+https://loadium.com/blog/performance-testing-with-postman/
+",""
+"593856fc-bde0-4b73-a1b2-24a0c89c2dfe","SystemSoftware","Postman","Postman is an open source API testing tool. It can work with any given endpoint even if it’s Restful or XML based. It has an easy to use interface to make the request to the given endpoints. It offers a rich variety of features. Creating a collection from requests, extracting data from any response and storing in a variable are the least you can do with Postman. https://loadium.com/blog/performance-testing-with-postman/",""
+"8c6576a6-3e71-4681-bafa-8b0e06e0af26","SystemSoftware","Prometheus","Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software)",""
+"b38e23d1-3157-4584-a090-3310d13f38c3","SystemSoftware","Prometheus","Prometheus is a free software application used for event monitoring and alerting. It records real-time metrics in a time series database built using a HTTP pull model, with flexible queries and real-time alerting. The project is written in Go and licensed under the Apache 2 License, with source code available on GitHub, and is a graduated project of the Cloud Native Computing Foundation, along with Kubernetes and Envoy. https://en.wikipedia.org/wiki/Prometheus_(software)",""
+"df5db56f-4060-46e1-b313-043527de1f39","SystemSoftware","Protractor","Automated integration tests for message protocols and data formats!
+HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more!
+(https://citrusframework.org/)",""
+"bbce4c3f-065c-4428-9fd4-8c08013351aa","SystemSoftware","Protractor","Automated integration tests for message protocols and data formats!
+HTTP REST, JMS, TCP/IP, SOAP, FTP, SSH, XML, JSON and more!
+(https://citrusframework.org/)",""
+"18695985-1b4a-4496-b17f-18a7ae428370","SystemSoftware","puppet","Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ ",""
+"a269a7df-34ca-4bea-8b2f-f261b61d7547","SystemSoftware","puppet","Automate Provisioning and Manage Infrastructure as Code. https://puppet.com/blog/automate-provisioning-and-manage-infrastructure-as-code-new-puppet-enterprise-3-8/ ",""
+"c563c459-f423-47f5-b5c6-63557a32a203","SystemSoftware","Qualiware","",""
+"id-6dab81810283470f9f877480b7ac224c","SystemSoftware","QualiWare 10.4","",""
+"id-fbeac7df07e74d05b5383a1d9fd3e5b4","SystemSoftware","QualiWare 10.4 (System Software)","",""
+"id-07b2de61e6f74308935e9fe2986c7538","SystemSoftware","QualiWare 10.4 (System Software) (copy)","",""
+"id-34e322e3f7174cd4b71515abe929f656","SystemSoftware","QualiWare 10.X+ (System Software)","",""
+"f4f67dea-b059-4d3c-8283-ad6059d995e2","SystemSoftware","RabbitMQ","https://www.rabbitmq.com/
+
+RabbitMQ is an open-source message-broker software (sometimes called message-oriented middleware) that originally implemented the Advanced Message Queuing Protocol (AMQP) and has since been extended with a plug-in architecture to support Streaming Text Oriented Messaging Protocol (STOMP), MQ Telemetry Transport (MQTT), and other protocols. The RabbitMQ server program is written in the Erlang programming language and is built on the Open Telecom Platform framework for clustering and failover. Client libraries to interface with the broker are available for all major programming languages.
+",""
+"4300208e-c79d-4db0-969f-50b3b85003a6","SystemSoftware","React","React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework)
+",""
+"bef7dcd0-f20c-470c-9eda-9ffd93489aed","SystemSoftware","React","React (also known as React.js or ReactJS) is a JavaScript library for building user interfaces. It is maintained by Facebook and a community of individual developers and companies. https://en.wikipedia.org/wiki/React_(web_framework)
+",""
+"bbf84a1f-1b1d-4bf1-b4a7-c4c6d2318d55","SystemSoftware","Selenium","Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0
+https://en.wikipedia.org/wiki/Selenium_(software)",""
+"3e5888d4-df2e-4c27-9d38-a763cae1e579","SystemSoftware","Selenium","Selenium is a portable framework for testing web applications. Selenium provides a playback tool for authoring functional tests without the need to learn a test scripting language (Selenium IDE). It also provides a test domain-specific language (Selenese) to write tests in a number of popular programming languages, including C#, Groovy, Java, Perl, PHP, Python, Ruby and Scala. The tests can then run against most modern web browsers. Selenium runs on Windows, Linux, and macOS. It is open-source software released under the Apache License 2.0. https://en.wikipedia.org/wiki/Selenium_(software)",""
+"id-cd84c08983b74eedaa5f6207aee83ae2","SystemSoftware","SharePoint 2010 (System Software)","",""
+"id-c1260378c6244006af78db91d93d7044","SystemSoftware","SharePoint 2010 READ-ONLY (System Software)","",""
+"1b8d859c-b4db-47b5-9ccc-ef243f7f2b09","SystemSoftware","Skaffold","Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline.
+(https://github.com/GoogleContainerTools/skaffold)",""
+"3bc879c0-7130-4831-bee2-334225a99e5e","SystemSoftware","Skaffold","Skaffold is a command line tool that facilitates continuous development for Kubernetes applications. You can iterate on your application source code locally then deploy to local or remote Kubernetes clusters. Skaffold handles the workflow for building, pushing and deploying your application. It also provides building blocks and describe customizations for a CI/CD pipeline.
+(https://github.com/GoogleContainerTools/skaffold)",""
+"7da75fa5-a6a5-4499-ae78-f3b582b4c4a7","SystemSoftware","Slack","Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack-",""
+"b2fc5b88-560b-4b73-98a0-63b3536e94f3","SystemSoftware","Slack","Slack is a collaboration hub that can replace email to help you and your team work together seamlessly. It’s designed to support the way people naturally work together, so you can collaborate with people online as efficiently as you do face-to-face. https://slack.com/intl/en-ca/help/articles/115004071768-What-is-Slack-",""
+"41787714-f8e9-4404-8cdf-8d2205b91eae","SystemSoftware","Solace PubSub+","PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ ",""
+"ea154a9b-ee72-41ae-888d-41b270c2f4f3","SystemSoftware","Solace PubSub+","PubSub+ Event Broker: Software - Easily deploy powerful messaging in clouds and container platforms in IaaS/PaaS environments. https://solace.com/products/event-broker/software/ ",""
+"6511e772-77bf-42b1-b97b-7859debdf354","SystemSoftware","SonarLint","SonarLint is an IDE extension that helps you detect and fix quality issues as you write code. Like a spell checker, SonarLint squiggles flaws so that they can be fixed before committing code. https://www.sonarlint.org/
+SonarLint lives only in the IDE (IntelliJ, Eclipse and Visual Studio). Its purpose is to give instantaneous feedback as you type your code. For this, it concentrates on what code you are adding or updating. https://stackoverflow.com/questions/39828609/sonarqube-and-sonarlint-difference ",""
+"86ca285a-be1e-4956-91fa-e04b609efb5e","SystemSoftware","SonarLint","SonarLint is an IDE extension that helps you detect and fix quality issues as you write code (https://www.sonarlint.org/)",""
+"599504d5-94e8-485d-9cdc-a1e8ad84236c","SystemSoftware","SonarQube","SonarQube is an open-source platform for continuous inspection of code quality. Using static code analysis, it tries to detect bugs, code smells and security vulnerabilities. Many plugins are available to use it as part of continuous integration pipelines, including for Maven, Jenkins and GitHub. https://www.sonarqube.org/",""
+"d0c5b119-9bc2-4310-8be5-d638168ee7e6","SystemSoftware","SonarQube","SonarQube is an open-source platform developed by SonarSource for continuous inspection of code quality to perform automatic reviews with static analysis of code to detect bugs, code smells, and security vulnerabilities on 20+ programming languages (https://www.sonarqube.org/)",""
+"ba077fbd-0bd3-46cb-baaf-29aefae1c69d","SystemSoftware","Sonatype Nexus IQ Server","Nexus IQ Server is a policy engine powered by precise intelligence on open source components. It provides a number of tools to improve component usage in the software supply chain, allowing to automate processes and achieve accelerated speed to delivery while also increasing product quality (https://help.sonatype.com/iqserver).",""
+"b91dc925-f0fc-49af-a354-dd3fbf2d46c9","SystemSoftware","Sonatype Nexus Repository","Sonatype Nexus Repository is used for managing binaries and building artifacts across the software supply chain (https://www.sonatype.com/product-nexus-repository)",""
+"66a8b2e2-30f3-4db3-842f-6d6bafba6951","SystemSoftware","Sonatype Nexus Vulnerability Scanner Lifecycle","Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan",""
+"3c1ddd3f-b4b5-4db7-a599-c4a4b6dd131d","SystemSoftware","Sonatype Nexus Vulnerability Scanner Lifecycle","Nexus Vulnerability Scanner - Instantly generates an inventory of your open source and third party components to determine potential security and license risk. https://www.sonatype.com/appscan",""
+"7e244e9d-e834-46b9-9caa-01a90b3cac14","SystemSoftware","Spring","Spring is a framework that helps you to ""wire"" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments.
+(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not)",""
+"7024cd85-ccd4-4b80-bf88-446a4598dbe2","SystemSoftware","Spring","Spring is a framework that helps you to ""wire"" different components together. It is most useful in cases where you have a lot of components and you might decide to combine them in different ways, or wish to make it easy to swap out one component for another depending on different settings or environments.
+(https://softwareengineering.stackexchange.com/questions/92393/what-does-the-spring-framework-do-should-i-use-it-why-or-why-not)",""
+"ae5b46c2-ceb3-4b4d-8615-34ec9701d39e","SystemSoftware","Spring boot (and Spring Cloud)","The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework
+Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm
+Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping
+",""
+"f73f279d-9c4d-4f51-b217-4beb472f4283","SystemSoftware","Spring boot (and Spring Cloud)","The Spring Framework is an application framework and inversion of control container for the Java platform. https://en.wikipedia.org/wiki/Spring_Framework
+
+Spring Boot is an open source Java-based framework used to create a micro Service. It is developed by Pivotal Team and is used to build stand-alone and production ready spring applications. https://www.tutorialspoint.com/spring_boot/spring_boot_introduction.htm
+
+Spring Cloud is a framework for building robust cloud applications. https://www.baeldung.com/spring-cloud-bootstrapping",""
+"72d4ff5c-fdbe-4586-962b-f557fbc6459b","SystemSoftware","Swagger","Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/",""
+"99f89c98-ef96-44e0-b3be-5cfe86d63fcf","SystemSoftware","Swagger","Swagger allows you to describe the structure of your APIs so that machines can read them. By reading your API’s structure, Swagger can automatically build interactive API documentation, automatically generate client libraries for API in many languages and explore other possibilities like automated testing. Swagger does this by asking your API to return a YAML or JSON that contains a detailed description of your entire API. This file is essentially a resource listing of your API which adheres to OpenAPI Specification. https://swagger.io/docs/specification/2-0/what-is-swagger/",""
+"cd071d11-e102-40d8-903e-23dc5d447ebb","SystemSoftware","Terraform","Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative
+https://www.terraform.io/",""
+"6ccb22af-18e6-445a-9d7f-2ef1ba6542ac","SystemSoftware","Terraform","Terraform enables you to safely and predictably create, change, and improve infrastructure. It is an open source tool that codifies APIs into declarative. https://www.terraform.io/",""
+"4f595d83-9f2d-4fba-8711-1a5e57c0b36d","SystemSoftware","TFS","Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server",""
+"0078a922-9898-435b-a7ce-3bd2ff13cc18","SystemSoftware","TFS","Team Foundation Server (Microsoft TFS) helps manage teams and their code. It's because TFS offers a combo of version control, issue tracking, and application lifecycle management. https://www.perforce.com/blog/vcs/what-team-foundation-server",""
+"a78fc19f-d3f7-4962-a01b-03a7fe41750d","SystemSoftware","ThreadFix","ThreadFix helps correlate results across applications and the network infrastructure assets that supports them using test results from a variety of sources: static, dynamic, interactive, software composition analysis and network/infrastructure (https://threadfix.it)",""
+"00f69316-4619-42f4-aebc-4b150443adb0","SystemSoftware","Traefik","Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/)",""
+"bdfaa0f0-f456-46d0-97c8-04e30b753a08","SystemSoftware","Traefik","Traefik is the leading open source reverse proxy and load balancer for HTTP and TCP-based applications. I put it here because Oracle API Gateway is here. (https://traefik.io/)",""
+"b2acfb55-5f9e-4f48-8bc9-7be391e4620c","SystemSoftware","Trello","Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello",""
+"da60d869-571a-438c-939b-1a7e5b83cf01","SystemSoftware","Trello","Trello is a collaboration tool that organizes your projects into boards. In one glance, Trello tells you what's being worked on, who's working on what, and where something is in a process. https://help.trello.com/article/708-what-is-trello",""
+"c6c94633-fac2-477b-9f74-9e445650b2d7","SystemSoftware","TypeScript","TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript
+",""
+"34ec3a3a-6dbd-4c31-b605-90d028705a6e","SystemSoftware","TypeScript","TypeScript is an open-source programming language developed and maintained by Microsoft. It is a strict syntactical superset of JavaScript and adds optional static typing to the language. TypeScript is designed for development of large applications and transcompiles to JavaScript. As TypeScript is a superset of JavaScript, existing JavaScript programs are also valid TypeScript programs. https://en.wikipedia.org/wiki/TypeScript",""
+"7c1b6303-20d1-4d0f-87cd-a77833bb639d","SystemSoftware","VSCode","Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use.
+https://en.wikipedia.org/wiki/Visual_Studio_Code",""
+"b509def5-42bc-4201-b0a8-fd5e3fc35b6b","SystemSoftware","VSCode","Visual Studio Code is a source-code editor developed by Microsoft for Windows, Linux and macOS. It includes embedded Git and support for debugging, syntax highlighting, intelligent code completion, snippets, and code refactoring. It is highly customizable, allowing users to change the theme, keyboard shortcuts, preferences, and install extensions that add additional functionality. The source code is free and open-source, released under the permissive MIT License. The compiled binaries are freeware for any use.
+https://en.wikipedia.org/wiki/Visual_Studio_Code",""
+"5e2cd307-b3fd-48d6-882b-fdd115fb5f74","SystemSoftware","Zoom","Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ ",""
+"32f6b875-8eda-457f-a8e4-0ae523b80534","SystemSoftware","Zoom","Zoom is a cloud-based video conferencing, group messaging, and online meetings solution for the educational, financial, health care, and government sectors. It is compatible with both PC and mobile devices. Users can incorporate HD videos and audio to meetings and make them interactive. https://zoom.us/ ",""
+"id-66d4ca5eff514486980fdfd2fe074006","TechnologyCollaboration","Activity hub","A repository for storing recent activity related to a master entity. This repository is needed to support the real-time interfaces and real-time analytics. It may be loaded through the data ingestion process and through the real-time interfaces. However, many of its values were derived from analytics running inside the data reservoir.",""
+"id-e5817af7df134d128ad43c36bab7afd1","TechnologyCollaboration","Advanced Analytics Sandboxes","A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir",""
+"id-055fea8568d24496a3ab8fc80fd9d35c","TechnologyCollaboration","Advanced Analytics Sandboxes (technology collaboration)","A sandbox is used to provide a user with a copy of data from selected repositories that allows for a greater level of isolation from changes to the underlying data and to limit the workload impact on the rest of the reservoir",""
+"id-33670b5e88f94544879690cccad7d7d4","TechnologyCollaboration","Asset hub","A repository for slowly changing operational master data (information assets) such as, customer profiles, product definitions, and contracts. This repository provides authoritative operational master data for the real-time interfaces, real-time analytics and for data validation in data ingestion. If it is a reference repository of the operational master data management (MDM) systems it might also be extended with new attributes that are maintained by the reservoir. When this hub is taking data from more than one operational system, there may also be additional quality and de-duplication processes running that improve the data. These changes are published from the asset hub for distribution both inside and outside the reservoir.",""
+"id-2c34a2fd1330402e8293e64d156bd98e","TechnologyCollaboration","Audit Data Repository","A repository used to keep a record of the activity in the data reservoir. It is used for auditing the use of data and who is accessing it, when, and for what purpose",""
+"130ffdb0-38c8-4a76-a947-f9ff702bf2b5","TechnologyCollaboration","AWS Cloud Formation Templates","AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ ",""
+"72923136-4da9-4b4a-9869-12ec5cbfadf2","TechnologyCollaboration","AWS Cloud Formation Templates","AWS CloudFormation simplifies provisioning and management on AWS. You can create templates for the service or application architectures you want and have AWS CloudFormation use those templates for quick and reliable provisioning of the services or applications (called “stacks”). You can also easily update or replicate the stacks as needed. https://aws.amazon.com/cloudformation/resources/templates/ ",""
+"05d49958-2d63-4cc1-b30e-0238e7038fad","TechnologyCollaboration","Azure Resource Management Templates","Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/",""
+"941daf01-54c6-44d4-b806-c870a36e38a9","TechnologyCollaboration","Azure Resource Management Templates","Azure Quickstart Templates. Deploy Azure resources through the Azure Resource Manager with community-contributed templates to get more done. Deploy, learn, fork and contribute back. https://azure.microsoft.com/en-ca/resources/templates/",""
+"id-252f833667de404996731401829f593d","TechnologyCollaboration","Code Hub","A repository of common code tables and mappings that are available through the data reservoir's application programming interfaces (APIs).",""
+"id-1e7fae2247d14aefa6681b342f636eab","TechnologyCollaboration","Content hub","A repository of documents, media files, and other content that has been managed under a content management repository and is classified with relevant metadata to understand its content and status.",""
+"id-faa6b1207fe849f8b284528388493a30","TechnologyCollaboration","Deep Data Repository","A repository holding a copy of most of the data in the data reservoir. It provides a place where raw data can be located for analysis. The data may be annotated, linked, and consolidated in deep data. Data may be mapped to data structures after it is stored, so effort is spend as needed rather than at the time of storing. This repository is designed for flexibility, supporting both high volumes and variety of data",""
+"id-778b0e495e40422f807b32c4d1f7e417","TechnologyCollaboration","Descriptive Data Repository","",""
+"id-f374503d8d73496f9cb74deb0d69d32e","TechnologyCollaboration","IIG Code Hub","The code hub is a repository of common code tables and mappings used for joining information sources to create information views",""
+"id-6cf4191a293a46649002adb5b5a7b2de","TechnologyCollaboration","Information Access and Feedback","Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms.",""
+"id-a6779d6e170f4e4d9d463bebd92eb610","TechnologyCollaboration","Information Access and Feedback (technology collaboration)","Self-service provisioning helps to get information to business users with minimal delay, known characteristics, and without any additional IT involvement. To support this and improve the usefulness of the reservoir, users are able to request access to additional data and feedback on the data within the reservoir through comments, tagging, rating, and other collaboration. This can be done through interfaces such as the catalog as they search for data, or through other collaboration tools and social media. Information views provide simplified subsets of the data reservoir repositories that are labeled with business friendly terms.",""
+"id-b81792dd73104c17b09e4a6393235ff5","TechnologyCollaboration","Information Warehouse Repository","repository optimized for high-speed analytics. This data is structured and contains a correlated and consolidated collection of information.",""
+"id-51028d881462451383583c5087519b64","TechnologyCollaboration","Object Cache (technology collaboration)","To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format.",""
+"id-154c3929bd1f4aa38afcdfece10be408","TechnologyCollaboration","Object Cahce","To improve performance and availability to applications, some views of data can be made available through a cache. The object cache is particularly suited for systems of engagement applications because it is document-oriented, typically using the JSON format.",""
+"id-e57158a6c8054c74a58b22845c1e34c0","TechnologyCollaboration","Operational Governance Repository","",""
+"id-7d050b2eb67c4c37bc4dfda2059c44a6","TechnologyCollaboration","Operational History Repository","A repository providing a historical record of the data from an operational application. This data is stored in the same format and with the same level of quality as is found in the application itself. This approach makes it possible to use this data to investigate activity around a specific application.",""
+"id-40764a12981d48eeada09caa7d893039","TechnologyCollaboration","Staging Areas","A server supporting the staging areas that are used to move information around the data reservoir.",""
+"id-1320346b06d949ad8dd358b0cc6f56f7","TechnologyCollaboration","VBI SandBoxes","A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users.",""
+"id-3ed6650ea4f34fa4a4b1c1ef9865694b","TechnologyCollaboration","VBI SandBoxes (technology collaboration)","A sandbox is an area of personal storage where a copy of requested data is placed for the requester to use. These sandboxes are the same as the sandboxes in raw data interaction. They are populated from the simplified information collections designed for business users.",""
+"1190fd9c-c724-4246-9008-fa383955e1ce","TechnologyCollaboration","Visual Studio","Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code.
+https://en.wikipedia.org/wiki/Microsoft_Visual_Studio",""
+"d2053ada-dda1-4488-a829-a6c06f1b511d","TechnologyCollaboration","Visual Studio","Microsoft Visual Studio is an integrated development environment (IDE) from Microsoft. It is used to develop computer programs, as well as websites, web apps, web services and mobile apps. Visual Studio uses Microsoft software development platforms such as Windows API, Windows Forms, Windows Presentation Foundation, Windows Store and Microsoft Silverlight. It can produce both native code and managed code.
+https://en.wikipedia.org/wiki/Microsoft_Visual_Studio",""
+"e3713a79-7322-467a-84b8-f9db0adb85fa","TechnologyInteraction","CI/CD Certified Accessible and Secure DevOps Toolset","",""
+"id-016b8c1451d34d64b43af9220ade3954","TechnologyInterface","Github Desktop for Windows 2.9.4","v2.9.4 October 6, 2021
+https://desktop.github.com/release-notes/",""
+"id-469111f5f582479da42c2c918f887967","TechnologyInterface","QualiWare QLM","QualiWare Lifecycle Manager",""
+"7aa67b8a-7f80-402b-b192-9dee9dc73edd","TechnologyService","<> JSON Web Token (JWT)","",""
+"2827551d-3fc4-47e5-bb1a-c153e688d6d5","TechnologyService","<> Encryption in Transit","",""
+"f4bf7895-ebbb-4914-a2bb-f8b9d9fca819","TechnologyService","<> Web application Firewall","",""
+"4a08afe0-12e8-4801-a594-9810042fda1d","TechnologyService","Implemented Control Measures","",""
+"ed9e4b96-c1fd-4155-a10f-2f7ab3bc3c7c","TechnologyService","Implemented Control Measures","",""
+"e01b4691-dd4d-496c-83fe-74b4c00a09c7","TechnologyService","Operational Security Control","Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA)",""
+"5bc83be7-3775-4290-9699-bfa8e2daba93","TechnologyService","Operational Security Control","Definition: A security control that is primarily implemented and executed by people and is typically supported by the use of technology, such as supporting software. (ITSG-33/HTRA)",""
+"d94d1d3d-e9d2-4ac1-9610-a4f3c8f0e54b","TechnologyService","Technical Controls","",""
+"c58b59e9-e72b-4e49-b639-f84105e99e28","TechnologyService","Technical Security Control","Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA)",""
+"76ef9cd2-ac20-4126-9b22-74daf8de9b2f","TechnologyService","Technical Security Control","Definition: A security control that is primarily implemented by the use of technology. (adapted from ITSG-33/HTRA)",""
+"id-d9d3206054dc4bb9be6e76f9c56c9417","Assessment","11 - Aggressive Timelines for December 2023 Release (Risk)","",""
+"id-6da8509210cd430e9086e6dc15d6a35a","Assessment","2016 Meunier Report Recommendations","",""
+"id-f97292873245417cb3ff77ada873f578","Assessment","3 - Final Approved December 2023 Release Scope (Risk)","Category: Scope Boundaries
+Status: New Identified
+Transferred to:
+Risk Introduced to the Department: No
+Risk Event: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline.
+Risk Cause: Scope document has not been signed off for approval.
+Risk Context: Risk for December 2023 Release June 30: Have addressed comments from both CRA and HC, and have sent back to both departments for final approval.
+Origin of Risk: Internal
+Nature of Risk:
+Owner:
+Date Identified: 2023-06-19
+Risk Consequence: Scope, Schedule, Cost, Benefits Realization
+Risk Consequence Description: Without an approved final scope, there is a risk that the project will not be able to deliver for the December timeline.
+Risk Impact Perspective:
+Existing Control / Mitigation:
+Current Probability: High
+Current Impact: High
+Current Exposure: HIGH
+Risk Trigger:
+Risk Trigger Date:
+Risk (Score): 9
+
+Response
+Risk Management Action: MITIGATE (Requires Future Control/Mitigation actions)
+Escalation Level:
+Mitigation Plan Complete: No",""
+"id-39b35c4dce404502989a70ed9527007b","Assessment","4 - BRs and IT Development (Risk)","",""
+"id-3deb36462ee64794b38e7b63df94417e","Assessment","6 - CDCP Implementation Date (Risk)","",""
+"id-78052f0732ed4f1f848a9473e163dabb","Assessment","9 - Delay in TPA Contract (Risk)","",""
+"9e47b9ff-2cf3-44bf-b158-ddcece23adde","Assessment","<> No bot detection","",""
+"793c32ba-0dc0-443d-8eb9-db06fe643ee0","Assessment","<> No bot detection","",""
+"28c57acd-783b-4150-a126-633e3a095fed","Assessment","<> No risk based authentication","",""
+"d66b7bc0-ff0f-4fd8-b64c-05c65c977f8f","Assessment","<> No risk based authentication","",""
+"c7bfb631-39bd-4eb5-bea3-1acf7f7d81c0","Assessment","<> Single factor of authentication","",""
+"902d5b83-06fb-44eb-9a3b-d9e14a68cdcd","Assessment","<> Single factor of authentication","",""
+"id-7daae99cbfff475681a2877997a2d8ec","Assessment","Ability To Implement WLM-and-CE is HIGH (Assessment)","6.2.2. - Implementation and Capacity Considerations
+Stakeholder Impacts:
+1. IITB is currently working to modernize its service delivery and addressing its technical debt. This option would enable IITB to support the technical debt efforts by moving out of the legacy datacenters.
+2. There is no planned changes to any interfaces or data manipulation. Clients should not perceive any changes, other than potential increase in network efficiency or application response time.
+3. SSC has initiated the WLM program and requested ESDC to participate. SSC has provided a benefit map, reflecting the multiple possible gains from leaving the legacy datacentres. Due to the difference in infrastructure and architecture, this option would enable only part of the SSC benefits.
+
+Project Management Capacity
+1. IITB has appointed a project management to supervise and manage the project.
+2. IITB solution managers will act as subject matter expert for their respective solutions, providing plan, costs, risks and regular updates to the management team.
+3. IITB project management is working in collaboration with SSC to plan and coordinate the project.
+
+Based on the Implementation and Capacity listed considerations above, the ability to implement this option is rated as: HIGH",""
+"id-3deababbb8ed48d0977a12fb8e2faff9","Assessment","Ad-Hoc Forecasting Is Done Rather Than Continuously","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ",""
+"id-0549036b3f8547b2b3f9c4e4866e7002","Assessment","Assessment","",""
+"id-7d9135ec38e546c8969f93d9c72e0288","Assessment","Assessments","",""
+"id-f31e72aae64d4b0f9197ce4a580cd3d9","Assessment","Asset Protection","Description:
+Scoring Guide:
+ 0 = none or limited.
+ 4 = Data Encryption, Endpoint protection, Integrated Risk Management, IT Service Management
+
+WHY
+",""
+"id-5e8e06e7afd74bc1817c47ce2557e417","Assessment","Business Architecture IAG Assessment Report [2021-08-30] (Assessment)","BusinessArchitecture IAG Assessment
+Project Number: 202100024
+Project Name: Learning Management System Renewal
+BizArch Lead IAG: Dan R
+
+Alignment to Strategy
+This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries.
+
+BizArch Recommendations:
+This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions. This will create a more enterpriseable solution to be reuse by many other solutions and supported for many years to come.
+
+BizArch Category: Life Cycle Management
+BizArch Category Reasoning: Business Architecture consider this project as a Life Cycle Management type of initiatives. It is replacing technology at end of vendor support (SABA) with newer technology supporting GC and ESDC priorities in accessibility and security to name a few.
+
+BizArch Criticality: Medium
+BizArch Criticality Reasoning: Business Architecture consider Criticality to Medium in view of the current solution that support most of the requirements and will still do so while this organization are addressing new concerns and priorities to be supported and implemented in the new solution.
+
+BizArch Alignment: Medium
+BizArch Alignment Reasoning: Accessible, Cloud based and Secure solution are priorities of both GC and ESDC. Please keep in mind that opportunities to interoperate with other HR related solutions should be considered as much as possible to be relevant in the future of this organization.
+
+BizArch Urgency: Medium
+BizArch Urgency Reasoning: August 2023 is the end of support of SABA. At this time, with a 24 months time frame to accomplish the transition to another solution is acceptable and doable.
+
+Business Impact Assessment
+Value Stream: Develop Employee Career
+Value Stage: Develop Employee
+Value Item: Skills & experience improved to match career opportunity
+Capability: 10.4.3 Training and Development Management
+Impact Type: Improving PPIT
+ - People: 1 - Low
+ - Process: 2 - Medium
+ - Information: 2 - Medium
+ - Technology: 2 - Medium",""
+"id-2abc1e50ca164cdc8bb1eee90e9aaa0f","Assessment","Case Quality Provisioning To External Agencies","Metric Name
+Quality assessment of cases provided to external agencies for processing
+",""
+"id-2ef9b550db6a4fa7ad226b6460a28473","Assessment","Consolidate Solutions","Description: Proposal consolidates business solutions by reducing the total number of solutions in the department application portfolio
+
+Scoring Guide:
+ 0 = Proposal adds to portfolio
+ 1 = No portfolio impact
+ 2 = 1 for 1 consolidation / retirement of system
+ 3 = Consolidation/retirement of 2+ minor systems producing net reduction
+ 4 = Consolidation / retirement of 2+ major systems producing net reduction
+
+WHY
+2020-23 Departmental IT Plan - English - for iService.pdf (esdc.prv)
+http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf
+Section 1.2
+Risk Service Delivery
+There is a risk that ESDC will not be able to maintain the delivery of high-quality services while changing how it is delivering them.
+
+Utilize the APM methodology to analyze, standardize and modernize IT applications, including:
+develop multi-year plans to decommission and replace redundant application;
+prioritize future IT investments based on risk mitigation, cost efficiency and reusability; and,
+analyze and provide standardized direction for all IT enabled projects through ESDC’s EARB.
+
+Utilize a holistic, multidimensional business view of capabilities and associated Business Architecture tools to better position the Department for effective service delivery to Canadians, such that:
+investments and proposed investments are favourably aligned with identified priorities and strategies;
+objectives are measurable and requirements traceable; and,
+enterprise solutions are leveraged where possible to avoid duplication of effort.",""
+"id-eb47ad7893074c2482663524cff6e0e3","Assessment","Crises Response Delayed In Getting Data Access","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ",""
+"id-521d12018d24410e9d82255004688ecb","Assessment","Data Consistency & Quality Control","Metric Name: Consistency of data
+Metric Type: Qualitative
+Description: ISB will perform a year-over-year comparison of the number of cases that pass the validation checks
+
+Metric Formula: A random selection of cases will be extracted for validation against the new processes and data security procedures.
+Baseline: The baseline of process/data security compliance in extracted cases will be established after one year of system usage.
+
+Target
+The target will be set at 90% compliance during the first review.
+
+Assumptions
+All regions will use the new system
+All regions will be rated on the cases they deliver against the standards
+Quality Control sample of cases closed per region per year will be defined
+
+Strategic objectives link
+Engage our employees and various stakeholders in the work that we do",""
+"id-ccf4163a0452416a9cdabe5fbe89cd43","Assessment","Data Managers Cannot Quickly Ascertain Data Access (WHO-WHAT-WHY)","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ",""
+"id-d9110e8ac3944b31bfdfcc74e5de621c","Assessment","Data To Understand Issues Is Scattered Across Stakeholders","Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders.",""
+"id-d5a6a37ca67441a3b8c5f97af098eb49","Assessment","Disparately Sourced Data Does Not Always Agree, Unlear Terminology Causes Doubt As To Meaning","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ",""
+"id-a066f2b0a84544b89b372191611317d3","Assessment","Edge Protection","Description:
+
+Scoring Guide:
+ 0 = none
+ 4 = Enterprise Threat Intelligence (SIEM, UEBA, WAF, AI/ML)
+
+WHY
+",""
+"id-fc8a68e552254032803625522115a18e","Assessment","Enterprise / Reusable","Description: Proposal implements or leverages an enterprise solution for a key capability that could be leveraged by more than one business line
+
+Scoring Guide:
+ 0 = No reuse
+ 1 = Limited reuse (e.g., single web service)
+ 2 = Moderate reuse
+ 3 = Reuses enterprise solution or creates significant reuse opportunity
+ 4 = Establishes reusable enterprise solution
+
+WHY
+Digital Operations Strategic Plan: 2021-2024
+https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html
+Strategic Pillar 3: Implement Enterprise
+Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity
+
+Integrated planning using the right data, processes and technology, will help provide data‑driven insights across the GC portfolio of investments, assets and services",""
+"id-7adcf128a0434d5ab71bf6b323e86827","Assessment","ESDC EA Assessment","",""
+"id-51a0c11cd1b04858a2b2d031e4073715","Assessment","ESDC EA Assessment Slide (Score, Icons)","",""
+"id-837bc4b19fc54b459d0af92ef1d1f0dc","Assessment","ESDC Needs To Mature Its Data Foundations To Address Significant Changes to Benefits Delivery Modernization","The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example:
+• ESDC is addressing some of the most significant changes to Employment Insurance in its history and the push to build a system for the future is even more pronounced. ",""
+"id-e59109f627704bf49bcb46a04ec48f12","Assessment","ESDC Needs To Mature Its Data Foundations To Ensure Services To Those Most Vulnerable","The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example:
+• The need to ensure the application of a GBA+ lens has never been greater. ESDC must ensure that gaps in data collection and analysis are identified and addressed so that ESDC can ensure that we are serving the members of our society who are most vulnerable. ",""
+"id-1fe0cab569334d1093d944791dcdc87d","Assessment","ESDC Needs To Mature Its Data Foundations To Support Accelerated Research, Policy and Decision-Making Cycles","The current pandemic has put into stark relief the need for, and value of, more mature data foundations. For example:
+• GC, and ESDC in particular, has experienced policy development at an unprecedented speed. The pandemic touches all aspects of our business (voluntary sector, housing and homelessness, employment, early learning and child care, horizons for seniors, student benefits, etc.) and the ability to respond quickly is expected. Pressure to support accelerated research, policy and decision-making cycles to address the immediate crisis and the move towards a “new normal” is very real and the effects will be lasting.",""
+"id-234c73b2e6774bc0aea27ad4b99333ea","Assessment","Executives Are Unsure Of What To Trust","Department’s programs and services across a variety of life events. The ability to trust and use data is at the core of generating value for Canadians. However, ESDC has only scratched the surface of its data potential. Reporting on program performance is limited and siloed. Visualizations are dated and fail to leverage modern options. Forecasting is done on request rather than continuously. Data from differing parts of the organization does not always agree, and terminology is unclear causing doubt about the meaning. Executives are sometimes unsure what is trustworthy. There are delays in getting access to data to respond in a crisis. Data managers cannot quickly ascertain who has access to what data, for what purpose. ",""
+"id-4c47ecae37684ecca5c1a70b6f76e5b3","Assessment","External Access","Description:
+
+Scoring Guide:
+ 0 = Custom IAM, no antibot, no MFA, not shared
+ 1 = Shared Custom, Antibot and MFA controls in place.
+ 2 = CSP provided, Antibot and MFA controls in place.
+ 3 = Enterprise ECAS enabled solution
+ 4 = iSAMS onboarding roadmap / or no external access
+
+WHY
+",""
+"f0e2d878-7797-45ed-bef5-28ca977ead13","Assessment","Feature Outcome","",""
+"9b563ad2-a1a6-4a6a-8e3d-5e94c5780e86","Assessment","Feature Success Critera","",""
+"id-9826435d9c1549fb98476be64338c486","Assessment","Following Enterprise SDLC","Description: Proposal operates in a standardized technical environment within department guardrails and standards
+
+Scoring Guide:
+ 0 = Creates an exception to established standards
+ 1 = Adds to complexity but supports standards
+ 2 = Supports standards. No impact on complexity
+ 3 = Reduces complexity using a CI/CD pipeline supporting standards
+ 4 = Reduces complexity of IT environment using a shared CI/CD pipeline impacting multiple systems/components while supporting standards
+
+WHY
+GC Enterprise Architecture Framework
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework
+Design for performance, availability and scalability
+ensure response times meet user needs, and critical services are highly available
+support zero‑downtime deployments for planned and unplanned maintenance
+use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively
+establish architectures that supports new technology insertion with minimal disruption to existing programs and services
+control technical diversity; design systems based on modern technologies and platforms already in use
+Follow DevSecOps principles
+use continuous integration and continuous deployments
+ensure automated testing occurs for security and functionality
+include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process
+
+GC Enterprise Architecture Framework
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework
+Design for Interoperability
+design systems as highly modular and loosely coupled services
+expose services, including existing ones, through APIs
+make the APIs discoverable to the appropriate stakeholders
+Enable Interoperability
+expose data and functionality through service interfaces
+applications must communicate with each other via those interfaces
+services interfaces must be published and discoverable ",""
+"id-c1ded0488ba34eeea8f0ad1b9745d9c2","Assessment","Improve Data Masking","",""
+"id-1668d431ef5a44618698bb1526d018e8","Assessment","Inadequate Event Logging Standardization ","",""
+"id-4e6854fec01141f08d4ff1bab15b2b6e","Assessment","Increased Risk Due To Continued Legacy Data Centre Use (Assessment)","2.1.2 Consequence of Inaction
+ - Continued use of the legacy Data Centres would increase risks to security and service delivery. The aging datacentres are expensive to maintain and present an increasing risk to its data protection, disaster recovery capacity, and service delivery",""
+"id-0566502db2cd4db3af12f95e3e90a5ca","Assessment","Internal Access","Description:
+
+Scoring Guide:
+ 0 = None
+ 4 = Enterprise Internal Access Controls (AD, IAAM, RBAC, Onboarding, Offboarding)
+
+WHY
+",""
+"id-8e3b63886883433a870733d0f3f1e62a","Assessment","ISB Conformity Standard Case Rate Change","Metric Name: Increase in the rate of cases meeting the ISB conformity standard
+Metric Type: Qualitative
+Description: ISB will perform a year-over-year comparison of the number of cases that meet the conformity standards
+
+Metric Formula
+Combine the conformity rates for each month, then divide by 12 to get a yearly rate and then subtracting the rate from the previous year to get the annual increase
+
+Assumptions
+All regions will use the new system
+All regions will be rated on the cases they deliver against the standards
+The conformity rate will be established after one year of systems/process usage.
+Quality Control sample of cases per region per month will be defined
+
+Baseline
+The baseline will be established after the first year of using the new system and processes
+
+Target
+The compliance group has a target of 85% conformity rate and the Enforcement group will use the same measurements.
+
+Strategic objectives link
+Support the workforce to meet the demands of the future",""
+"9791ceb0-e219-42fa-8a8a-fd6eb1f89392","Assessment","IT Security Risk","Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA)",""
+"085b93d7-b64a-4bc3-80f5-8b074fa28907","Assessment","IT Security Risk","Definiton: The potential that a given threat will compromise IT assets and cause injury.(ITSG-33/HTRA)",""
+"id-8713a276a6924fe89dc30857a9200228","Assessment","IT Strategic Alignment","Description: Proposal is aligned with the 2020-23 Departmental IT Plan and Digital Operations Strategic Plan: 2021–2024
+
+Scoring Guide:
+ 0 = break from direction
+ 1 = No impact or alignment demonstrated.
+ 2 =limited alignment with a few components New ABBs and SBBs
+ 3 = some alignment for multiple components Shared ABBs and SBBS
+ 4 = well aligned , all components. Reusable ABBs and SBBs
+
+WHY
+ESDC IT Plan:
+Departmental IT Plan: 2020-2023
+http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf
+GC IT Plan:
+Digital Operations Strategic Plan: 2021-2024
+https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html
+GC Digital Standards website
+https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html
+GC Enterprise Architecture Framework;
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework",""
+"id-ff3232147f954a65bc8103d5c909e529","Assessment","Lessons Learned In Response To COVID-19","1.2.3. Lessons learned in response to the Covid-19 response
+The experience of reporting on the Canadian Emergency Response Benefit (CERB) has highlighted weaknesses in our data foundations. Data gaps and a lack of clear and effective processes and procedures for data sharing and management delayed or prevented analysis of the socioeconomic impact of the pandemic on marginalized and racialized groups. Reporting of summary data by province, age and gender was not achievable within timeframes required for rapid analysis and response. Data from different parts of the department were in conflict, and executives did not have confidence in the quality of the data. This proposal builds on the rapidly deployed assets CDO has created to address these urgent problems, and will help the department be prepared to quickly and accurately provide consistent and reliable answers to business questions by ensuring that data is ready, detailed and reliable to support reporting and analysis needs.",""
+"id-2e21d672ee1e415e80213fa199512b29","Assessment","Leverages Cloud Services","Proposal leverages Cloud services to reduce IT run costs
+Description: SaaS, PaaS, IaaS
+
+Scoring Guide:
+ 0 = No cloud
+ 1 = IaaS, PaaS
+ 2 = IaaS in public cloud using open source solutions
+ 3 = PaaS in public cloud using open source solutions
+ 4 = SaaS
+
+WHY
+Use cloud first
+adopt the use of the GC Accelerators to ensure proper security and access controls
+enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS)
+Fulfil cloud services through SSC Cloud‑Brokering Services
+enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions
+design for cloud mobility and develop an exit strategy to avoid vendor lock‑in
+
+Use open source solutions hosted in public cloud
+select existing solutions that can be reused over custom built
+contribute all improvements back to the communities
+register open source software to the Open Resource Exchange
+
+Use software as a service (SaaS) hosted in public cloud
+choose SaaS that best fit for purpose based on alignment with SaaS capabilities
+choose a SaaS solution that is extendable
+configure SaaS and if customization is necessary extend as open source modules",""
+"id-4020e2f80d9b4d7b80b3f880ba15b425","Assessment","Limited SOC Resources & Expertise","",""
+"id-5449ef9d56b3423eaac033593535ccdf","Assessment","Log Data Growth & Proliferation"," ",""
+"id-d3a41d2d7d714ca6b52ebc080416ed8f","Assessment","Policy Enforcement","Description:
+Scoring Guide:
+ 0 = none
+ 4 = Enterprise Policy Enforcement and Management (Data Encryption, IAM, credentials, Tokens)
+
+WHY
+",""
+"id-6bc9462b378d43ee9899db3cc0854813","Assessment","Product / Service Type","Description: Does the solution exist at ESDC today?
+
+Scoring Guide:
+ 0 = External solution (neither ESDC or SSC)
+ 1 = Existing COTS/SaaS
+ 2 = Existing Custom
+ 3 = New COTS/SaaS
+ 4 = New Custom
+
+WHY
+New systems that require ESDC administration are more complex. Custom solutions are more complex than Out of the Box or SaaS solutions.",""
+"id-052772f1369c439bb00a8002962c44c6","Assessment","Program Performance Reporting Is Limited & Siloed","",""
+"id-939781f1dea042cf82053a2c7c7ef056","Assessment","Rapidly Changing Digital Landscape (Assessment)","Context: a rapidly changing digital landscape
+Today’s digital landscape is marked by change of unprecedented pace and scope. Rapid technological, digital and data transformation are now part of Canadians’ daily lives, revolutionizing the way they access information and services and the way they live, socialize and work.
+
+Canadians expect to be able to access any government service, at any time and on any device. Most citizens agree that personal information should be shared between GC departments to enable faster, more accurate service.Footnote2 However, while they recognize the potential of technological, digital and data transformation, citizens are concerned about how the GC uses and manages their personal information and about what it does to ensure their privacy and security.Footnote3
+
+In the 2020 Speech from the Throne, the government committed to ensuring that all Canadians, no matter where they live, have access to high-speed Internet. It also committed to making generational investments to update outdated IT systems to modernize the way government serves Canadians, from the elderly to the young, and from people looking for work to those living with a disability.
+
+Canada plays a leadership role on digital government internationally, through forums such as the Digital Nations, the International Council for Information Technology in Government Administration (ICA), the Organisation for Economic Co‑operation and Development (OECD), and the United Nations.
+
+In recent years, Canada has also emerged as a leading voice in the global open government community. Since 2012, it has been a member of the Open Government Partnership (OGP). This multilateral initiative by 75 member nations and a number of sub‑national government members aims to secure concrete commitments to promote transparency, empower citizens, fight corruption, and harness new technologies to strengthen governance, in partnership with civil society and the private sector. So far, Canada has released three OGP action plans outlining how it will make government more open. A fourth action plan is under development.
+
+The world is moving toward using cleaner technologies. The 2021–2024 DOSP goes hand in hand with the Greening Government Strategy, which seeks to make GC operations low-carbon through green procurement and clean technologies.",""
+"id-59dd0abac4434d9eac6cdc0b373a7780","Assessment","Reduces Technical Debt","Description: Proposal reduces key department Technical Debt and/or other technology related risks
+
+Scoring Guide:
+ 0 = Adds to Department Technical Debt
+ 1 = No impact
+ 2 = Reduces Technical Debt for one system
+ 3 = Reduces Technical Debt for multiple systems
+ 4 = Reduces Technical Debt department-wide
+
+WHY
+2020-23 Departmental IT Plan - English
+http://esdc.prv/en/iitb/corporate/plans_reports/doc/2020-23%20Departmental%20IT%20Plan%20-%20English%20-%20for%20iService.pdf
+Section 1.2 IT Risk Analysis
+Risk :Technical Debt There is a risk that ESDC does not have the ability to continuously operate, transform, and innovate to adequately deliver on the digital government priorities that support ESDC programs and services and ensure IT Service Continuity.
+Response :. Mature and improve ESDC’s EA, supported by the creation of the departmental EA function and the launch of the Department’s EA Review Board, where EA will facilitate tracking the amount of technical debt against a set of portfolio level standards and/or targets and favour advancing EA-based projects that avoid increasing technical debt.
+
+Digital Operations Strategic Plan: 2021-2024
+https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024.html
+Priority 1.1. Strengthen the overall health of the government’s application portfolio
+Several issues can weaken this health and lead to “technical debt.” Technical debt occurs when the vendor hasn’t upgraded and no longer supports an application, or when an application is so old that it’s hard to find people who have the skills to maintain it. In some cases, technical debt makes applications costly to maintain and at risk of performance and security failures. In other cases, it means that applications are too outdated to deliver fully digital services. ",""
+"id-3a8c96e507bb4f448d6defbac10accae","Assessment","Requirements Maturity","Description: How well are the requirements / business processes defined?
+
+Scoring Guide:
+ 0 = No requirements or processes are changing
+ 1 = Requirements are understood, documented, and stable
+ 2 = Requirements are understood, documented, but subject to change
+ 3 = Requirements are understood but not documented
+ 4 = Requirements are not understood
+
+WHY
+Important to include both Business and Non-functional requirements in discussion. Need to be understood by business and developer / operator or complexity rises.",""
+"2908da53-a6dd-42c2-982d-820067370b51","Assessment","Risk","",""
+"6ff8b1f7-f58c-4f2c-a6d3-9279c5fa261e","Assessment","Risk","",""
+"30762c2c-be89-48c2-8763-755936d1a274","Assessment","Risk","",""
+"id-a26ae49499be4cd1adf985dbade00e63","Assessment","Risk - Application Decommissioning (Assessment)","Risk Description:
+There is a risk that the decommissioning of application do not respect the established processes regarding information management or that the server remains active due to improper respect of procedures.
+Impact Description:
+Unused, yet active servers, will result in a reduction of benefit realisation. Added/delayed work will have an impact on schedule and project costs.",""
+"id-3b95047110ca48bb94973843b9eebaa3","Assessment","Risk - Availability Of Capability and Capacity (Assessment)","Risk Description:
+Due to the large amount of applications that are included in the WLM scope, there is a risk that the knowledge & expertise required to effectively execute the work required may not be readily available. This could affect the project timeline, costing, and level of benefits realization.
+Impact Description:
+Lack of knowledge might affect the timeline, also impacting the project costs.",""
+"id-4754fddc16a14b029fa3ae44ecaa9032","Assessment","Risk - Change In Schedule (Assessment)","Risk Description:
+Due to the many factors that could cause delays to the project, there is a risk that the project schedule will need to be changed and adjusted throughout the project lifecycle.
+Impact Description:
+There is a risk that the timeline is increased, also impacting the project costs.",""
+"id-a34a0732ae94423d9fc96b37a09b9e69","Assessment","Risk - Delays In IT Security Policies and Procedures (Assessment)","Risk Description:
+Due to the migration to cloud and to new environments, there is a risk that IT Security policies and procedures may need to be taken into consideration, thus potentially altering the project operations and timelines. Additional work might be required to respect security standards. The timeline and project costs might be affected.
+Impact Description:
+Additional work might be required to respect security standards. The timeline and project costs might be affected. The security implications might affect the level of benefits realised.",""
+"id-10f758185b6149ab9588734ff4a14974","Assessment","Risk - High Complexity Leading To Delays (Assessment)","Risk Description:
+Due to the high volume of applications that are very complex, the change in architecture for both EDC and cloud destination, there is a risk that the schedule will not be maintained as some applications may require more time than others or that ESDC might not have the required expertise. This would lead to delays in the project timelines and unexpected financial costs, in addition to delays to the benefits realization.
+Impact Description:
+There is a risk that the timeline is affected, also impacting the project costs. Additional modification to the architecture at the application and infrastructure level might be required.",""
+"id-29038e7916c0456786c853be3ce11111","Assessment","Risk - High Network Complexity and Performance (Assessment)","Risk Description:
+Due to current problems related to the ESDC network performance and complexity, there is a risk that the level of difficulty may increase with workload migration activities and/or limit the ability of EDC to migrate the applications away from legacy datacentres and to EDCs or Cloud.
+Impact Description:
+There is a risk that the timeline is affected, either caused by delays on delivery or added work required, also impacting the project costs.",""
+"id-7f30e5376aa14f758fecc021228ad479","Assessment","Risk - Insufficient Funding (Assessment)","Risk Description:
+Due to the long-term nature of the project and the possibility of changing priorities, there is a risk that the project funding might need to be adjusted throughout the project lifecycle or not sufficient for the full completion of the project and benefit realisation.
+Impact Description:
+If funding is not sufficient, the scope will need to be adjusted, affecting the level of benefits and project timelines",""
+"id-648c205c239b40eba235f10cf3c93d6e","Assessment","Risk - Insufficient IITB Support (Assessment)","Risk Description:
+Due to the dependency of the project on the support of teams such as Application Portfolio Management and the Cloud Centre of Expertise, there is a risk that a disturbance in their environments may result in delays to the operation and progression of the WLM Project.
+Impact Description:
+There is a risk that the timeline is affected, also impacting the project costs.",""
+"id-83cb23097f334b1ba6cbee3507e5a2f5","Assessment","Risk - Interdependencies With Other Projects (Assessment)","Risk Description:
+Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes within IITB may impact the progress of the work being done. These partners currently include the following teams: Application Portfolio Management, IT Security, IT Accessibility, Enterprise Architecture, BRM, CCOE, and Testing Services. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs.
+Impact Description:
+There is a risk that the timeline is affected, also impacting the project costs.",""
+"id-e2cef6ed630b46cdb394604f0e3a1ace","Assessment","Risk - Interdependencies With Partners (Assessment)","Risk Description:
+Due to the collaborative nature of the work that is to be done within the scope of the WLM project, there is a risk that the partner processes outside of IITB may impact the progress of the work being done. These partners currently include SSC. A delay in the process of any of these partners could potentially affect the WLM Project timelines and cause delays and unexpected financial costs.
+Impact Description:
+There is a risk that the timeline is affected, also impacting the project costs. The scope might also need to be revised if partners cannot proceed with the required activities.",""
+"id-360aa6a700b44dbeac90f68f5c6c17fa","Assessment","Risk - Interoperability (Assessment)","Risk Description:
+Due to the nature of the current environment and how it has some differences with the new environments, there is a risk that there will be a lack of interoperability between the old and new systems.
+Impact Description:
+The solution might require significant adaptation in order to perform in the new environment. There is a risk that the timeline is affected, also impacting the project costs. The level of change might affect the project benefits realisation",""
+"id-b95f6907f25141938f6e51842418de78","Assessment","Risk - Unclear Scope (Assessment)","Risk Description:
+Due to the scale of operations that will be carried out within the WLM project scope, there is a risk that Tech Debt & BDM may overlap the WLM scope when working on their respective mandates. This could result in the same application being picked up by multiple groups if there is a lack of clear communication and planning.
+Impact Description:
+There is a risk that the scope and timeline are affected, also impacting the project costs.",""
+"id-81e0297026ea4508828f8b512bfd4e47","Assessment","SAS Lite Assessment","",""
+"id-853e7bc1ede8440d8c933f45445dd837","Assessment","SAS SharePoint 2010 Migration Report (Assessment)","https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/MigrationReports/dialogue_proj_ITCD-RMTI_SAS-SAS.aspx
+
+Site Report / Rapport de site
+
+General Info / Informations générales
+Site URL / Lien du site : https://dialogue/proj/ITCD-RMTI/SAS-SAS
+New planned URL / Nouveau ien planifié : https://014gc.sharepoint.com/sites/ITCD-RMTI/SAS-SAS
+Site Title / Titre du site : SAS-SAS
+Description :
+Created on / Créé le : 2016-12-22 9:01:46 PM
+Last Content Modified / Dernière de modification du contenu : 2021-06-25 5:05:07 PM
+Litigation Status / Statut du litige :
+Department / Ministère : Employment and Social Development Canada_Prior to 2021
+Branch/Region / Direction générale/région : Innovation, Information and Technology Branch
+Directorate / Direction : Business Solutions Innovation
+Division:
+Site Collection Administrator / Administrateurs de collection de sites :
+Site Content Owner / Propriétaire du site :
+Template / Modèle : STS#0
+Indended Use / Utilisation du site : Community
+Client Scope / Utilisateurs du site :
+All Regions
+Content Database / Contenu de la base de données : SP_Dialogue2-2010
+Is top level site / Site de premier niveau : False
+Parent Site / Site de parent : https://dialogue/proj/ITCD-RMTI
+Number Of Subsites / Nombre des sous sites : 0
+Site Collection Size / Taille de la collection du site : 15945.632033 MB / Mo
+Storage Quota Used / Limite de stockage utilisé : 63.36%
+Number Of Document Libraries / Nombre de bibliothèques de documents : 4
+Number of Documents / Nombre de documents : 4196
+Master Page / Page maître : None, /proj/itcd-rmti/SAS-SAS/_catalogs/masterpage/gcBranding2010v4.master
+SP Designer Enabled / SharePoint Designer activé : True
+
+Active Directory Groups / Groupes Active Directory:
+Group Name: domain users - Owner: - Permission: Limited Access, ContributeWithoutDelete
+Group Name: na-iitb-dgiit-spam-spag-ta-at - Owner: Lipskie, Robert - Permission: Limited Access
+na-iitb-dgiit-spam-spag-ta-at-dsr-rbl - does not exist
+
+Checked Out Files / Fichiers extraits:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.4-Checked-out-files.aspx?csf=1&web=1&e=Pqv9DL
+
+Alerts / Alertes:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.2-Alerts.aspx?csf=1&web=1&e=dqpXIT
+
+Customized Pages / Pages personnalisées:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.8-Customized-Pages.aspx?csf=1&web=1&e=Xlcg4B
+
+File Versions / Versions des fichiers:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.11-File-Versions.aspx?csf=1&web=1&e=PFsUeY
+
+In addition to the items above, some remediation items cannot be discovered via the scan tool. Please review the information below to determine if any apply to your site. / En plus des éléments ci-dessus, certains éléments de correction ne peuvent pas être découverts via l'outil d'analyse. Veuillez consulter les informations ci-dessous pour déterminer si certaines s'appliquent à votre site.
+
+Absolute URLs / URL absolues:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.1-Absolute-URL%E2%80%99s.aspx?csf=1&web=1&e=AIMu5v
+
+Client Dependencies / Dépendances des clients:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.5-Client-Dependencies.aspx?csf=1&web=1&e=erRnoS
+
+Custom Navigation / Navigation personnalisée:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.6-Custom-Navigation.aspx?csf=1&web=1&e=VkBlVi
+
+Data Connection Libraries / Bibliothèques de connexion de données:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.9-Data-Connection-Libraries.aspx?csf=1&web=1&e=LSAc0w
+
+Site Collection Settings / Paramètres de la collection du site:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.24-Site-Collection-Settings.aspx?csf=1&web=1&e=7GSela
+
+Web Part Maintenance / Maintenance du composant web part:
+For more information, go to / Pour plus d'informations, rendez-vous sur https://014gc.sharepoint.com/:u:/r/sites/SharePoint2010Migration/SitePages/SharePoint%20Online%20-%20Migration%20Curriculum/en/4.29-Web-Part-Maintenance.aspx?csf=1&web=1&e=M9GM5r",""
+"id-0363403b2e3c4d8196ba2583dccb37bb","Assessment","Scheduling / Resources","Description: How aggressive is the schedule and are sufficient resources available?
+
+Scoring Guide:
+ 0 = No scheduling or resource concerns
+ 1 = Reasonable schedule/resources available
+ 2 = Reasonable schedule/significant resource concerns
+ 3 =Aggressive schedule/resources available
+ 4 = Aggressive schedule/significant resource concerns
+
+WHY
+",""
+"id-a9247c1bbb004b429393647ca94a7d7c","Assessment","Secure Data Exchange","Description:
+Scoring Guide:
+ 0 = Custom exchange manged by point to point partners, no policy enforcement point.
+ 4 = API LM (API Store and Gateway used for exchange)
+
+WHY
+",""
+"5fc110cc-1ed3-4091-a065-e9da2cdd493c","Assessment","Security Analysis & Ranking","",""
+"id-306cd51c8a1847d59b29a733cab1b73f","Assessment","Security Operations","Description:
+Scoring Guide:
+ 0 = no active monitoring or operations.
+ 4 = Enterprise Cyber Security Operations
+
+WHY
+",""
+"id-33511409397d4e23b18bde849a0ea668","Assessment","Solution Deployment","Description: How is the solution deployed and how widely distributed?
+
+Scoring Guide:
+ 0 = Cloud-based/external
+ 1 = Desktop or browser/Single location OR server-only (no UI)
+ 2 = Browser-based/any distribution
+ 3 = Desktop component/multiple offices or devices
+ 4 = Desktop component/enterprise wide
+
+WHY
+If the solution requires a desktop client it will be more difficult and complex to manage.",""
+"id-b25d3bab06d54e868df145b0b7e7c93a","Assessment","Solution Integration","Description: Interfaces with other Solution /partners
+
+Scoring Guide:
+ 0 = Completely standalone
+ 1 = 3 or less/internal only
+ 2 = > 3 internal only
+ 3 = Multiple interfaces/internal and GC
+ 4 = Multiple interfaces/multiple internal and/or external partners (non-GoC)
+
+WHY
+GC Enterprise Architecture Framework
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework
+Design for Interoperability
+design systems as highly modular and loosely coupled services
+expose services, including existing ones, through APIs
+make the APIs discoverable to the appropriate stakeholders
+
+Enable Interoperability
+expose data and functionality through service interfaces
+applications must communicate with each other via those interfaces
+services interfaces must be published and discoverable ",""
+"id-1c51c22702b04f5685f34d7c876b79ca","Assessment","Standard Business Process","Description: Proposes standard business processes
+
+Scoring Guide:
+ 0 = No process standardization
+ 1 = Limited process standardization / single LoB
+ 2 = Significant process standardization / single LoB
+ 3 = Limited process standardization / multi LoBs
+ 4 = Significant process standardization / multi LoBs
+
+WHY
+GC Enterprise Architecture Framework
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework
+Promote horizontal enablement of the enterprise
+identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders
+reuse common business capabilities, processes and enterprise solutions from across government and private sector
+publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services ",""
+"a3734c27-8ea8-4810-b1b8-48dd600c91b3","Assessment","Statement of Sensitivity","",""
+"id-15c51f2863ff4a12a2e828a9266c94fd","Assessment","System Integrators / Professional Services","Description: How will this proposal use professional services / System Integrators?
+Scoring Guide:
+ 0 = None required
+ 1 = Staff augmentation with minor role
+ 2 = Staff augmentation with major role
+ 3 = Partner with systems integrator
+ 4 = Project delivered by external partner
+
+WHY
+",""
+"id-5554091ce3664339a25b3f3780000e42","Assessment","T.I.M.E. Application Disposition (Assessment)","This assessment will identify the appropriate disposition of each application as per the GC guidelines (i.e. Tolerate (maintain), Invest, Move, or Eliminate) and based on ESDC medium and longer term business requirements.",""
+"id-8dfcfcc1cdcc481a80f5c58590ec3bb9","Assessment","TBS-Defined APM Assessment Scores for TIME","TBS defined APM assessment scores for TIME (e.g. Architecture and Security): https://www.gcpedia.gc.ca/gcwiki/images/9/96/Application_Lifecycle_Management_-_English.docx",""
+"id-40f0529a85464943abcd763d2e471fe5","Assessment","Technology Expertise","Description: How well supported is the underlying technology?
+
+Scoring Guide:
+ 0 = Well known and supported within ESDC/SSC and the broader industry
+ 1 = Known and supported
+ 2 = Known but limited support - training and/or additional resources required
+ 3 = New to ESDC/SSC or legacy. Limited support available - training required.
+ 4 = New to ESDC/SSC or legacy. No support available - training required
+
+WHY
+",""
+"deadefac-8280-4bdd-ad19-ca00cdf859c9","Assessment","Threat","GC Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. ",""
+"0170c1d8-ea05-473f-8818-220cff88755d","Assessment","Threat","Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA)",""
+"e9c9d78b-d432-4cdf-82a8-df753981b772","Assessment","Threat","Definition: Any potential event or act (deliberate or accidental) or natural hazard that could compromise IT assets. (ITSG-33/HTRA)",""
+"2d58565a-c85c-4895-8a7f-59ec0cbf5d6b","Assessment","User Devices","",""
+"f8f21382-a1e0-4098-899a-4c80851deff2","Assessment","Users","",""
+"id-fc7d3d0e3dcc42348e0d3b03c0a58b78","Assessment","Visualizations Are Dated & Fail To Leverage Modern Options","Visualizations are dated and fail to leverage modern options.",""
+"c599d839-f93a-4b77-a226-c18212c14870","Assessment","Vulnerability","GC Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations.",""
+"e1d6b99f-790c-4114-8fb6-77f68138bee4","Assessment","Vulnerability","Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA)",""
+"93b827fb-5d40-4499-acec-08d54e019ed0","Assessment","Vulnerability","Definition: A flaw or weakness in the design or implementation of an information system or its environment that could be exploited to adversely affect an organization's assets or operations. (ITSG-33/HTRA)",""
+"8ca174bf-bd69-4e5b-95b0-9e756d7aeb9f","Assessment","Vunerability","",""
+"id-3eb54fa860a54ed2a7d688cef86abc42","Assessment","WLM-and-CE Business Context (Assessment)","In Budget 2018, $110 million was earmarked over six years to support SSC’s Workload Migration program, with the objective to modernize and enhance the government’s digital services. These funds are to be accessed by SSC’s partner departments to help them to modernize and to migrate their applications from older data centres to cloud solutions or to more modern data centres.
+Through the Benefits Delivery Modernization (BDM) program and the Technical Debt Remediation (TDR) initiatives, ESDC will be addressing many of the legacy systems and applications currently residing in legacy data centre. However, it will not address all of it; some applications will remain in the legacy data centres and will continue to present risks related to infrastructure, architecture as well as technology used. The WLM program plans on dealing with these remaining applications.
+The preliminary assessment shows that out of 333 applications in the Montréal and Moncton Data Centres, 22 require immediate attention due to aging IT, and 162 require a high level of attention in the coming years. The application life cycle indicates that 272 of them will need to be replatformed/replaced/rebuilt/revised/retired in a near future in order to adapt to the ongoing and growing demands in IT.
+Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres.",""
+"id-987a0bdc7b7d47618bb308521dc115c7","Assessment","WLM-and-CE Metric - Cloud Usage (Assessment)","Description
+Number of application moved to cloud
+Assumptions
+GoC will continue to promote the cloud first priority
+Procurement vehicle in place for cloud service provider will align with the requirements of the selected applications.
+55 applications (or more) will be moved to a cloud environment through the WLM project.
+Metric Name: Cloud Usage
+Metric Formula: Cloud app count
+Baseline: 0
+Target: 55
+Metric Type: Non-Monetary
+Benefit: Alignment with digital transformation",""
+"id-b093158b12e84ae8b8203cfee2786b9b","Assessment","WLM-and-CE Metric - Increase Security Compliance (Assessment)","Description
+Reduction of the number of IT security mitigations in the application's authorization to operate (ATO).
+Assumptions
+Each applications moved to EDC or Cloud will require a refresh of their ATO
+The destination architecture will support a more compliant architecture
+
+Metric Name: Increase security compliance
+Metric Formula: level of compliance in the ATO
+Baseline: No ATO or multiple mitigations
+Target: To be better defined ***",""
+"id-570f5985976145519073436dc2fda22d","Assessment","WLM-and-CE Metric - Number of Applications Migrated (Assessment)","Description
+Number of applications moved out of the legacy data centres (Decommissioned, Cloud, EDC)
+Assumptions
+Technology and architecture in the destination centre is more up to date than the one in in the current legacy data centres.
+All applications in scope will go through an update of its architecture to properly function in the destination.
+The current WLM scope is 125 applications",""
+"id-c2c85b96e7ab4b109c16d8dc2004c6ba","Assessment","WLM-and-CE Metric - Time to Provision Environments (Assessment)","Time to provision environments
+Description
+Time required to complete the release of an application, from its release request to its full implementation.
+Assumptions
+SSC will not require to be involved in each Cloud releases
+The cloud release process, approved by Release Management Services (RMS), will be the one used by WLM
+Cloud environments can be generated by IITB with no delay required.",""
+"e0059440-699d-4c4c-90f3-e37d98199561","Constraint","Abstract internal technical details","",""
+"id-1df3864b2362487e8e11aff2b36d78d4","Constraint","Acceptance of Status Quo (Constraint)","Acceptance of the Status Quo obstructs EA in moving forward in its maturity andevolution by not addressing currentchallenges and pain points. Statements like“Why fix it? It is not broken” or “The processworks fine as is” ignore the fact that EA isnot being effective, efficient or valued.",""
+"id-8b277f1d34354026808434300f3e5a72","Constraint","Add W3C ATAG 2.0 Into Selection Criteria When Purchasing New Web Authoring Tools","In implementing the Standard on Web Accessibility, have you:
+- Added the World Wide Web Consortium's draft Authoring Tool Accessibility Guidelines (ATAG) 2.0 into selection criteria when purchasing new Web authoring tools?",""
+"id-3555fdebb1ed4a1287000617aa3c46f1","Constraint","Address Organizational and Cultural Issues","Organizational and Cultural Issues
+Even with the support of technology, data integration requires skill, and its results may impact different parts of the enterprise. Ensuring that the right people are in place, with the right training, and that the affected departments are prepared for the change, is a major challenge.
+There may well be a need to review the enterprise’s data governance regimen. For major data integration projects in areas fundamental to the enterprise, there may be a need to review its culture, especially executive willingness to maintain and share data.",""
+"0b7d819c-a4b2-48e4-9d61-d369f2be60c4","Constraint","Always Use HTTPS ","",""
+"id-aaa2e86233604ddcae4463149f4ccdeb","Constraint","Analysis Paralysis Mindset (Constraint)","Analysis Paralysis Mindset means concentrating on research and/or analysis somuch that it prevents making an architectural decision and/or recommendation quickly enough. This mindset also manifests itself in being paralyzed due to unfinished work, waiting for formal sign-off, or following a rigid process. This analysis paralysis mindset is rooted in the fear and the associated consequences of being wrong, failing, or not having the answer to every possible scenario.
+Overcoming this mindset requires fostering a culture that allows:
+1. saying “I do not know, but I will find out;”
+2. learning through experimenting and failing;
+3. taking initiative and using advantages and resources; and
+4. making decisions based on evidence and calculated intuition.",""
+"57f3ff4b-7c5d-4bce-8324-e0c3e2a36ed3","Constraint","API Design Patterns","",""
+"id-9e60c0510de74b65aba2679879ff1600","Constraint","Avoid Poor Data Quality","Data Quality
+Poor quality data will sabotage any data integration effort and subsequently harm the business. This is an issue for data integration projects that combine data from sources of variable quality. The quality of the result is crucial to its success. This means keeping track of the lineage of the integrated data, and always paying attention to its quality.",""
+"ea165438-f60f-47e1-84b5-e0367c3a8b0f","Constraint","Bulk Dataset's via API's","",""
+"id-53f6828f33064539a4eaa5a22325af31","Constraint","Capture Only Work Items (Constraint)","[12:12 p.m.] Tupitsyn, Oleg O [NC] ATTENTION - Non-Work Items in ADO
+Team, please do not capture your non-work items (vacations/stat holidays and the like in ADO). We have SP Team Calendar and PeopleSoft+CATS to do this. Rabih, if you disagree, please voice your concerns. I am trying to minimize ADO Work Items down to ... well... Work Items.",""
+"dbc64315-66cf-4e1d-95c4-2553455c3cac","Constraint","Constraint","A constraint represents a factor that limits the realization of goals.",""
+"13c4f518-4585-49e3-8914-424a0bedd3d4","Constraint","Constraints and Assumptions","",""
+"0ed669ae-c16c-40a9-886c-9487c9440a71","Constraint","Constraints and Assumptions (copy)","",""
+"id-83999e8f01da4c248ebad8077c2b533e","Constraint","Contribute To Data Defense","Data Defense
+Maintaining data quality is just one of the aspects of good data defense – minimizing the risks to a company that arise from its data. This also includes ensuring compliance with regulations, using analytics to detect and limit fraud, and building systems to ensure the security and integrity of the data. Data integration systems must be robust and secure, and contribute to the overall defense of the data.
+Legislative compliance is a particular issue. Integrated data may contravene privacy or other legislation. Consequently, it may need to be further processed (e.g., anonymized) before it can be used, or perhaps even restructured to accommodate potentially costly legal requirements such as data subject access requests.",""
+"id-b11bc0681a224e48bb6f1a12d9de50e5","Constraint","COVID-19 Impact (Constraint)","COVID-19 impact extending past September 2020, the date initially assumed fornormal business to resume",""
+"id-2ac78d3b7e0647658dbbb42dd0e249d6","Constraint","CS-to-IT Classification Conversion (Constraint)","",""
+"id-4a6dd854f2b9485e9108d88d4c6fea6e","Constraint","Customer Expectations","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.",""
+"7e4c7215-2219-45f4-bdcd-2dd6ed00b5ba","Constraint","Don't overload verbs ","",""
+"id-fe442976cf8f4ad4a4a51e2378945f41","Constraint","EA Demand Exceeds Supply (Constraint)","• EA demand is greater than the supply, resulting in an increase in the numberof projects needing EA involvement and a reduction in timelines to completeCOVID-related projects.",""
+"id-38d1a0a95e9b4f97a094ed06ae891cdf","Constraint","Existing Legislation","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.",""
+"id-685d2ae9f79b476faec7077a06ededd8","Constraint","Expect and Require Perfection (Constraint)","Expect and Require Perfection is the ESDC culture in which detail and quality prevail over the review of ideas, concepts and insights. To defeat this barrier, we need to promote a culture of delivering just enough architecture (e.g. Minimum Viable Architecture) that achieves value and business outcomes, as well as embracing the benefit, experience and learning that comes from experimentation. Another possible approach is the adoption of the 80/20 rule, where 80 percent of value is achieved with 20 percent of the total allocated time. The hardest 20 percent of value takes 80 percent of the time.",""
+"id-f9147190be8f4fbfa391d8fcac13b912","Constraint","External Constraints","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.",""
+"46235dfe-8a0e-4d34-b910-acd2a5988cdb","Constraint","Follow properties according to RFC 7231 and RFC 5789:","",""
+"6b61138f-4bee-46f1-b940-2b406fae1ddd","Constraint","Implement stateless interactions ","",""
+"id-9bee74d29c814be6a85d95b2e28c1f5b","Constraint","Interoperate With Enterprise Solutions (Constraint)","This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions.",""
+"id-634781f413e4495595dc54a9883cf5ae","Constraint","Keep Data Synchronized","Synchronizing Data
+Often, different systems, or different applications on the same system, use the same data and maintain their own copies. These may be exact copies, or they may include only part of the data, or the data they include may be transformed from the original.
+For example, a company may maintain core data as a “single source of truth” and different divisions and departments may transform it in different business-specific ways so that it has relevance and purpose for them.
+Keeping these versions synchronized as the data changes can be a major challenge.",""
+"id-4c73716bf7ee489186426704a2ebdd10","Constraint","Make Efforts To Understand the Data","Understanding the Data
+The first challenge of data integration is to understand the data. This is a problem at two levels.
+At a higher level, there is the need to understand the business context and the value of the data: to know which parts of it are important, and which combinations of it can contribute to business deliverables.
+At the most basic level, the problem is a lack of data models and documentation. The data is often described only by cryptic entity, attribute, and domain field names that meant something to the business subject matter expert, programmer, or database administrator who hurriedly created them to satisfy system constraints or a production deadline, but are incomprehensible to those conducting the data integration or data migration effort.
+As discussed in An Information Architecture Vision: Moving from Data Rich to Information Smart (see References), possibly 10% of data holdings are documented, and the cryptic definition of entities, attributes, and domain values is often incomprehensible. In addition, without overarching data models there tends to be major redundancy, leading to poor data quality.
+
+There are four main issues that are encountered:
+• Enterprise-structured data holdings are embedded within individual applications using incoherent tables in separate database files
+• In some legacy systems, data may be embedded in the system code or retained using flat or indexed file paradigms that are inaccessible by current standard structured query languages
+• When Commercial Off-The-Shelf (COTS) applications or cloud services are used, often the data structures are not provided and there is only limited data download access
+• There is often no or limited metadata
+
+Metadata provides a context for the data, addressing items such as who created the data and when, the security classification, the data quality, and so on. Metadata is key to effective data integration, especially when redundant data must be consolidated, and new metadata generated.",""
+"id-ba35720ac4e14c9482296b55b35aada9","Constraint","Manage Complexity In Mapping Between Different Data Models","Mapping Between Different Data Models
+
+Typically, independently created data sources are based on different data models. This reflects the fact that they have different scopes, though often with some common elements, and represent different views of the world. For the sources to be integrated, there must be mappings between their data models and a third, common data model.
+When the number of sources to be integrated is large, the problem of mapping them is extremely complex and difficult. There are, however, technologies that can help the data engineer to perform this task.",""
+"id-518a767e6413420b9318e16154defa6c","Constraint","Market Factors","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.",""
+"id-3ed3c871ae7e42b1b461b19942f2a3e5","Constraint","Meet Accessibility Requirements (Constraint)","This project presents several opportunities to implement a long term secure cloud based Learning Management Solution (LMS), meeting accessibility requirements, with potential to interoperate with other strategic HR and Business line IT/IM solutions.",""
+"id-f6e2367d05a54a599e10eb561ca34385","Constraint","Perception and Misconceptions of EA (Constraint)","Perception and Misconceptions of EA affect and influence the perceived value of EA as well as what architecture does, says and thinks. Demonstrating EA’s true value to inform, decide and transform by providing architectural insight instead of architectural information is a strategy to conquer this barrier.
+",""
+"id-f418c16b988d47f29411be31a0b1cc5f","Constraint","Potential Legislation","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.",""
+"4441ed75-1aba-4fde-a744-1e47d652749f","Constraint","Prefer 'Pull' over 'Push'","",""
+"id-8687165f2ee34f70abd5271d8e0aeaa9","Constraint","Reduced Staffing Capacity (Constraint)","• Reduction in staffing capacity, resulting in work reallocation to remaining employees;",""
+"f0ab10d0-d500-4a0e-8dab-af56e4ee73d3","Constraint","Respond with message schemas that are easy to understand and consume ","",""
+"id-7a7a84a971b54238ae12880aa0fe4c0f","Constraint","Staffing Changes Across EA (Constraint)","• Staffing changes across EA, with new people transitioning into key positions.This directly affected the pace of maturing EA;",""
+"b90768e3-340e-4c55-afda-03d1df4ef35b","Constraint","Standardized error codes ","",""
+"id-3871f2e51d60455f83e5321f42fd72b4","Constraint","Technology Bricks","",""
+"id-714b1368612b458a8c82533e9467f8c2","Constraint","Technology Standards","",""
+"id-e90b0207213241f9b25ffdd6346572af","Constraint","Time-To-Market Imperatives","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation.",""
+"78af7f8e-38ad-4e98-a73b-371d08938b79","Constraint","Use a RESTful Approach ","",""
+"a7843db0-1712-4ea1-9d5d-5103ac634a6c","Constraint","Use common information models ","",""
+"d545f8e3-1ee2-4b92-8fc4-55aadbd083d8","Constraint","Use JSON ","",""
+"45908208-1737-4d2d-a98b-78d9e5cc7919","Constraint","Use URIs to represent resources","",""
+"ee3371b6-9e7c-4504-9900-88566bd4e0cc","Constraint","USE W3C HTTP Methods ","",""
+"id-e77ef9c535f84fb0b21b336e0c39bab3","Constraint","View Data Integration As A Continuous Process","Data Fabric
+A data fabric enables frictionless access and sharing of data in a distributed data environment. It enables a single and consistent data management framework, which allows seamless data access and processing by design across otherwise siloed storage. It may use analytics to constantly monitor data pipelines and support the design, deployment, and utilization of diverse data. Gartner® Data and Analysis Trends, 2021 (see References) claim that this can reduce time for integration by 30%, deployment by 30%, and maintenance by 70%.
+A data fabric has an application interface, and often also a user interface. It gives the ability to write data, as well as to read it. The sources may be on-premise or in the cloud. Data fabrics deliver a unified, intelligent, and integrated end-to-end platform to support data use-cases. They provide the ability to deliver use-cases quickly by leveraging innovation in dynamic integration, distributed, and multi-cloud architectures, graph engines, and distributed in-memory and persistent memory platforms. Data fabric focuses on automating the process integration, transformation, preparation, curation, security, governance, and orchestration to enable analytics and insights quickly for business success. It minimizes complexity by automating processes, workflows, and pipelines, generating code, and streamlining data to accelerate various use-cases.
+An application can read data from or update data in multiple sources, describing the data in terms of a common data model. The read and update requests are converted by data platforms to requests that describe the data in terms of the source data models. The data is then obtained from the sources and integrated, or updated in the sources, by continual synchronization or dynamic query.",""
+"id-dc14b086d3e84ad78a2ccb2d70d6fd1b","Driver","Accessible Canada Act Compliance","",""
+"id-bbe64eb9a77b40c0adcb70323143a372","Driver","Align With TBS Cloud Adoption Policy and GC Modernization Plan (Driver)","Once the WLM project is complete it will help ESDC align with the Treasury Board Secretariat Cloud Adoption Policy and the Government of Canada Modernization Plan.",""
+"id-48b4bbca327f4cfa8568ef4f12c56414","Driver","API Capabilities To Interoperate With ESDC's HRMS","",""
+"id-2ceb5d1cb6ac4927b5e5d437257b735f","Driver","Authorities' Tactical Data Priorities View of Program-Project First Stunts Advancement Toward Strategic Outcomes","• Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes.",""
+"id-1f424b26230b4ea59ed4c9a97d4ebefb","Driver","CCCS Protected-B Accreditation","https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technology-security-assessment-process-itsm50100",""
+"id-711a2d4d6677491894de6621bbcc2945","Driver","Collection, Storage and Analysis of Data Is Widely Dispersed Across Multiple Branches, Program Areas and Regions","• The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences:
+o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department
+o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines
+o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government
+o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes.",""
+"id-5fb02996971a4441bbfd84d5e3d6f65b","Driver","Comply With Accessible Canada Act (Driver)","Accessible Canada Act (S.C. 2019, c. 10)
+https://laws-lois.justice.gc.ca/eng/acts/A-0.6/
+
+This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries.",""
+"id-0592bf1e827d4406896afe31e7e49169","Driver","Comply With GC EA Framework - Use Cloud First (Driver)","This project does support Accessibility Compliance legislation, Government of Canada Cloud first enablement approaches and guidelines and ESDC priorities of modernizing Human Resources Services and deliveries.",""
+"id-f444dd05e3ee4e51a8cca57ba015e47e","Driver","Connect to Benefits Delivery Modernization Milestones (Driver)","Connecting to Benefits Delivery Modernization Milestones
+Benefits Delivery Modernization (BDM) is a large-scale transformation of the Employment Insurance (EI), Canada Pension Plan (CPP), and Old Age Security (OAS) programs and services, designed to deliver an improved client service delivery experience. Did you know that one of Enterprise Architecture’s main priorities for the next three years is the alignment and realization of the BDM programme? As Enterprise Architecture (EA) practitioners, we will be able to claim success when architectural investments:
+• contribute to or accelerate the realization of the target state of BDM outcomes; and
+• align to the BDM target state.
+It can be daunting for an architect to have more questions than answers on the meaning of “BDM alignment and realization.” To help you wrap your head around this, here’s a look at how EA connects to BDM milestones:",""
+"id-c2ea97b14cda45c7bc4918aefd9aff0c","Driver","Cost & Risk Sharing","",""
+"id-4785dc157d1e44faa93f092772759a5b","Driver","COVID-19 Economic Impacts","The economic impact of COVID-19 on Canadians has already been worse
+than the 2008 financial crisis. These consequences will not be short-lived.",""
+"id-28ed8ebb7483418a92181f6b82a18eb5","Driver","COVID-19 Economic Impacts","The economic impact of COVID-19 on Canadians has already been worse
+than the 2008 financial crisis. These consequences will not be short-lived.",""
+"id-e6857a0176914463975326cdbebd1ff4","Driver","Current Systems and Technology","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures.",""
+"id-dc3d0da12a3747a6b04b309d07aecd63","Driver","Data Collected From Surveys, Research and Partners Is Difficult To Integrate With Program Data","• ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences.",""
+"4c084bc8-7c07-45e4-81b4-bfa9c546dc68","Driver","Develop, adapt and implement the Security Control Framework (SCF) in order to enable key Government business activities","",""
+"87617511-b347-4350-ad63-6c349c2316f8","Driver","Develop, adopt, and enforce mature security processes, governance structure and standard ","",""
+"id-2babb19d081a4108a095b840a82e2c4d","Driver","Disruptive Events (Driver)","• Disruptive Events:
+— Events such as 9/11, 2008 Great Recession, or the COVID-19 pandemic",""
+"86a34793-169a-4afd-b9f9-bf6c4c145f3d","Driver","Driver","Definition: A driver represents an external or internal condition that motivates an organization to define its goals and implement the changes necessary to achieve them.",""
+"id-293b5864dab9440c8a5bb3b53ee1b0b3","Driver","Drivers"," ",""
+"id-26248e00cc62420db949263ddb3f13b9","Driver","Efficiency","",""
+"id-219d6a001a3f455390c35edf2c155a77","Driver","Emerging Industry Trends","Appendix B: Development of EA Principles
+
+The development of architecture principles is typically influenced by the following :
+• Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment.",""
+"id-ec9be3624bb143ceb300dde714ddc09f","Driver","Emerging Partnerships (Driver)","• Emerging Partnerships:
+— Emerging partnerships, relationships, customers, supply chains, and organizational ecosystems; e.g., evolving integration of data and applications with partners",""
+"7b52ddce-feec-4f2c-9566-c2b1ef30f219","Driver","End-to-end safety and protection of GC’s information, applications, devices, network, hardware and physical facilities","",""
+"id-89671ad8b80f41bfbb0db7f772e1e9cb","Driver","Enforcement Investigation Conduct Guidance","Legislative guidance on the conduct of enforcement investigations by federal organizations has been provided by the Supreme Court of Canada:
+Jarvis and Ling (2002): Supreme court rulings requiring the separation of administrative powers and criminal investigations, thus creating a segregated function to avoid Charter breaches.
+To address this guidance and other best practice recommendations, ISB sought and was awarded funding from Treasury Board Secretariat (TBS) Canada to refine its enforcement investigation processes and tools. The TBS mandate required that the processes and tools (specifically a case management system) be deployed no later than March 2022.",""
+"78729405-ada3-472b-8ecd-e8fb7c2fcc27","Driver","Ensuring the confidentiality, integrity, and availability of the GC’s IT infrastructure and the Government’s critical business and customer data","",""
+"id-2a65cc1593134999b90b1c573dd57c30","Driver","ESDC’s Strategic Framework Under Quality","2.2.4 Program Alignment Architecture
+This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools.",""
+"id-a087caeb7780483fa5ea78f974a4227e","Driver","Evolving Business Models (Driver)","• Evolving Business Models:
+— Driven by changing business, regulatory, and technical environments
+— Evolution of Digital as the single most disruptive element for organizations and the biggest driver for Zero Trust
+— Outside-in business strategy emphasizing providing value to customers",""
+"id-c5e7c2b7f3654fad961c1ee4479defd0","Driver","Executives Lack Understanding, Tools and Skills To Manage Data As A Resource","• Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill.",""
+"id-1083d85185da49918e9f994e8847349c","Driver","Growing Need to Obtain & Integrate Data From Beyond ESDC","In addition, there is a growing need to obtain and integrate data from beyond ESDC. Efforts to better understand our clients and support vulnerable, racialized and marginalized groups can only go so far without bringing in critical pieces of data from key players, including provinces and territories, municipalities and third-party organizations. Issues such as chronic homelessness need national support, but the data to understand such issues is scattered across stakeholders.",""
+"id-08ccb34f160e4f6eac1c4764f19565c4","Driver","Lack Of Enterprise Infrastructure To Support Advanced and Emerging Data & Analytics","• Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos.",""
+"id-50b7e7ba977b4c5186ba0a5c8ce03494","Driver","Leverage GC common services","",""
+"id-7a3664d9dc234def9cc0fcef2b365c4b","Driver","Livelihood of Every Single Canadian","The medical and scientific fight against this virus is crucial. And so are the
+livelihoods of every single Canadian, worker, and family.",""
+"id-e9479e8ace8f4f9b84d7dfff3d67363f","Driver","Livelihood of Every Single Canadian","The medical and scientific fight against this virus is crucial. And so are the
+livelihoods of every single Canadian, worker, and family.",""
+"id-7d113960a94745978a3aea0aae1b1a6f","Driver","Low Data Literacy Is Limiting Data Value","• In some areas where data is accessible and usable, low data literacy is limiting data value.",""
+"id-351a8dda85434e7c86ba061bda3d1542","Driver","Need For Consistency With Department of Employment and Social Development Act (DESDA) And Other Relevant Legislation","1.2.4. Legislative / Regulatory Context
+All enterprise data foundations as proposed in this business case, and all expected outcomes, are consistent with existing provisions of the Department of Employment and Social Development Act (DESDA), the Privacy Act and all relevant program legislation. The recommended option of using internal resources to stabilize funding for data foundations development will move forward with solutions that are possible within the existing legislative framework, will be highly responsive to legislative change, and will assure a permanent advance of capability.",""
+"id-48c1d478e93c4e01b5fd936095587a3a","Driver","Official Languages Compliance","",""
+"id-d895b367bd3546f7a6748ab27bfda916","Driver","Paradigm Shift to Remote Work (Driver)","• Paradigm Shift to Remote Work:
+— Shifting to remote work, driven by organizational intent and laws
+— Enabling mobility so that individuals can work or collaborate wherever they are
+— Support for families and improved employee productivity
+— Savings in real estate and maintenance
+— Reduced impact on climate change",""
+"id-c7a93d80263a43389143d79dd0309cb3","Driver","Policy on Service and Digital (Driver)","The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”",""
+"id-8ee7baeb30174bc69cf958f49e9b6d38","Driver","Rapidly Changing Technology (Driver)","• Rapidly Changing Technology:
+— Cloud computing, often hybrid-cloud, and the adoption of Software as a Service (SaaS), serverless computing, edge computing, and microservices
+— Complex communication patterns; e.g., REST, file, streaming, message-oriented, event-driven
+— Artificial Intelligence (AI) and its variants; e.g., Robotic Process Automation (RPA), Machine Learning (ML), Natural Language Processing (NLP), Internet of Things (IoT), Industry 4.0",""
+"id-4374a3f6398d4445bc7887f44f3c4f51","Driver","Regulatory, Geopolitical, and Cultural Forces (Driver)","• Regulatory, Geopolitical, and Cultural Forces:
+— Evolving and often lagging regulatory requirements driven by geopolitical forces, cultural forces, and maturation of the Internet
+— Privacy policies, such as California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR), Chinese privacy laws
+— Impacts to organizations selling in multiple environments or operating across multiple jurisdictions",""
+"id-4bcce4b1965b4175b207f1402bd69c6a","Driver","Societal Vulnerability","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach.
+
+Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies.",""
+"id-f86e1289f64e46ef8f949d2bdda21c29","Driver","Societal Vulnerability","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach.
+
+Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies.",""
+"id-b73cffbce2ba416c95eab95a589b9cdb","Driver","Spreadmarts and Black Books Mean A Lack of Clarity Around Data Access and Use","• To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose. ",""
+"id-b4d4a6e031214cbdaa47e025b7e6aa08","Driver","Underemployment","Unemployment is in the double digits, and underemployment is high.",""
+"id-c5d45fea8217479c926dfaf2167dd16d","Driver","Underemployment","Unemployment is in the double digits, and underemployment is high.",""
+"id-59c0ff92e77b4fb1864e5a65024c962f","Driver","Unemployment","Unemployment is in the double digits, and underemployment is high.",""
+"id-2e929af37fbe4d5bb87c3901b50a3535","Driver","Unemployment","Unemployment is in the double digits, and underemployment is high.",""
+"id-30519b9d6fed46d0a1d166c3829b2747","Driver","Workforce Inequality","",""
+"id-2bdf26d0dd5f4cb09f72bcaaea3f9ef1","Driver","Workforce Inequality","",""
+"id-8e559209a3734e528e5ba8cfbe13bb64","Goal","1. Align With Digital Transformation (Goal)","",""
+"id-dad86ce6ed2e418f9e60fdb4b83e8642","Goal","1: Service","Strategic goal 1: service
+A responsive, open and innovative IM-IT environment supports the delivery of integrated, accessible, client-centred programs and services to Canadians and:
+• aligns architecture and plans to a “whole of government as one enterprise” vision
+• simplifies IM processes and systems to ensure that they are effective, support objectives for openness and relieve burden on GC workers
+• continues the enterprise-wide approach to delivering IM-IT services
+• adopts emerging technology to improve program and service delivery such as artificial intelligence and blockchain",""
+"id-b314a82b42874b3f92b21fa8b62aac21","Goal","2. Improve ESDC Security Posture and IT Service Delivery (Goal)","",""
+"id-629a6ca0ddc0494b9558d24ba0a5e669","Goal","2: Value","Strategic goal 2: value
+Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and:
+• encourage collective use of resources, tools, processes and systems
+• develop enterprise-wide solutions to address common business needs
+• ensure sustainability of IM-IT systems and infrastructure
+• strengthen data governance and accountabilities
+• adopt more agile procurement approaches, where possible",""
+"id-ef9f4c770f1a4ba5a9b0b73cdacc9857","Goal","3. Reduce Technical Debt and Modernize Applications (Goal)","Reduction of Technical Debt
+The ESDC technical debt of the applications in scope will be reduced by updating the technological architecture and infrastructure of the solutions moved to cloud or EDC.",""
+"id-d2b801db478b400fa891d2081a6efedf","Goal","3: Security","Strategic goal 3: security
+A secure and resilient enterprise infrastructure protects information and data, enables the trusted delivery of programs and services, and:
+• enhances security measures to minimize risk
+• provides more consistent management of government networks
+• protects personal and sensitive information
+• broadens awareness of cybersecurity risks",""
+"id-dd47f935e2ee4a8cbe7b0ef66dba9883","Goal","4: Agility","Strategic goal 4: agility
+An agile, connected and high-performing workforce with modern tools:
+• attracts and retains highly skilled and diverse IM-IT talent
+• provides a technologically advanced workplace that supports mobility
+• promotes digital literacy and collaboration
+• pilots new practices, processes and solutions that exploit information as a strategic asset
+• rethinks how data and information professionals can help meet current and future business needs",""
+"5f317053-266f-4f78-9d05-9dc7d5f59057","Goal","<> Enabling the establishment of a secure and resilient enterprise digital security ecosystem in which government services are delivered safely and securely","",""
+"a8bb821c-5375-4ec8-b47d-e5476e0c1f0d","Goal","<> Providing a secure platform that ensures safety and protection of systems and data","Providing a secure platform that ensures safety and protection of systems and data hosted (physical and virtual) within the converged Government of Canada’s (GC) network environment.",""
+"id-7e9c4e72db2e4ab48d2fcdb7e8bad2bf","Goal","Accurate & Consistent Service","2.2.1 Primary Strategic Priority
+ESDC/SC – Strategic Framework
+The framework, Priorities for Transformation 2019-2020, represented the Department’s change agenda.
+Under the Quality Section of the Priorities for Transformation 2019-2020 the following is documented:
+Accurate and consistent service
+• Pursue service improvements (e.g., BDM and OAS Stabilization initiatives) in support of modernizing benefits delivery systems for ESDC’s statutory programs (EI, Pensions); and
+• Implement Integrity Case Management System.",""
+"id-545bcb779b204fc99b8f1cde7d42f525","Goal","Adopt EA By Design (Goal)","",""
+"id-39a739b60d9a4896a22c69313862fb51","Goal","Apply Best Practices and Lessons Learned From Statistics Canada’s Trust Centre","1.2.5. Stakeholder and Communications Considerations
+Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress.
+Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. ",""
+"id-1ba61c19537c47eb98b47ce0b13759ee","Goal","Attain “We” Culture Between Business and IT (Goal)","“Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include:
+• business and IT moving towards a “we” culture;",""
+"id-ed73bad32382409abff6f1e3c429e35d","Goal","Balance TCO with SOC Investments","",""
+"id-389a3753050a4f609e01ed67853a4156","Goal","Better Enable People Performing Critical Data Functions","Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions.",""
+"id-5e706bb20ac64a189f37aa75e8c569fd","Goal","Boundaryless Information Flow","It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises.",""
+"id-61d26642269c44b08317f30b8de7fb6a","Goal","Building Back Better: A Resilience Agenda For the Middle Class","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach.
+Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies.
+The Government will create a resiliency agenda for the middle class and people working hard to join it.
+This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society.
+
+ADDRESSING GAPS IN OUR SOCIAL SYSTEMS
+Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity.
+Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories.
+The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger.
+The Government will also:
+• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible;
+• And take additional action to help people stay in their homes longer.
+The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit.
+The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society.
+COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have:
+• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors;
+• A robust employment strategy for Canadians with disabilities;
+• And a better process to determine eligibility for Government disability programs and benefits.
+Over the last six months, it has become clearer than ever why Canadians need a resilient health care system.
+The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care.
+The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it.
+The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that.
+The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including:
+• Through a rare-disease strategy to help Canadian families save money on high-cost drugs;
+• Establishing a national formulary to keep drug prices low;
+• And working with provinces and territories willing to move forward without delay.
+In addition to good health infrastructure, Canadians also need strong, safe communities to call home.
+The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including:
+• Giving municipalities the ability to further restrict or ban handguns;
+• And strengthening measures to control the flow of illegal guns into Canada.
+Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence.
+To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities.
+In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet.
+The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet.
+And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this.
+Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter.
+This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall.
+In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada.
+At the same time, the Government will also make substantial investments in housing for Canadians.
+The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home.
+Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities.
+Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table.
+The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada.
+The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection.
+The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow.
+
+A STRONGER WORKFORCE
+This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce.
+We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by:
+• Supporting Canadians as they build new skills in growing sectors;
+• Helping workers receive education and accreditation;
+• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.
+From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future.
+Canadians are leading, and they should have government services that keep up.
+The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability.
+The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need.
+Government must remain agile, and ready for what lies ahead.
+
+TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE
+Climate action will be a cornerstone of our plan to support and create a millionjobs across the country.
+This is where the world is going. Global consumers and investors are demanding and rewarding climate action.
+Canadians have the determination and ingenuity to rise to this challenge and global market opportunity.
+We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond.
+Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver.
+The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050.
+As part of its plan, the Government will:
+• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses;
+• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient;
+• Help deliver more transit and active transit options;
+• And make zero-emissions vehicles more affordable while investing in more charging stations across the country.
+A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge.
+The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies.
+Additionally, the Government will:
+• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal;
+• And support investments in renewable energy and next-generation clean energy and technology solutions.
+Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador.
+The Government will:
+• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs;
+• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience.
+The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute.
+This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees.
+The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act.
+When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure.
+At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper.
+",""
+"id-da6ef6e8eacd4d4195e34e9cd75354d5","Goal","Building Back Better: A Resilience Agenda For the Middle Class","As we fight for every Canadian and defend everyone’s ability to succeed, we also need to focus on the future, and on building back better. This forms the third foundation of the Government’s approach.
+Around the world, advanced economies are realizing that things should not go back to business as usual. COVID-19 has exposed the vulnerabilities in our societies.
+The Government will create a resiliency agenda for the middle class and people working hard to join it.
+This will include addressing the gaps in our social systems, investing in health care, and creating jobs. It will also include fighting climate change, and maintaining a commitment to fiscal sustainability and economic growth as the foundation of a strong and vibrant society.
+
+ADDRESSING GAPS IN OUR SOCIAL SYSTEMS
+Central to this is recognizing that one of the greatest tragedies of this pandemic is the lives lost in long-term care homes. Elders deserve to be safe, respected, and live in dignity.
+Although long-term care falls under provincial and territorial jurisdiction, the federal government will take any action it can to support seniors while working alongside the provinces and territories.
+The Government will work with Parliament on Criminal Code amendments to explicitly penalize those who neglect seniors under their care, putting them in danger.
+The Government will also:
+• Work with the provinces and territories to set new, national standards for long-term care so that seniors get the best support possible;
+• And take additional action to help people stay in their homes longer.
+The Government remains committed to increasing Old Age Security once a senior turns 75, and boosting the Canada Pension Plan survivor’s benefit.
+The Government will look at further targeted measures for personal support workers, who do an essential service helping the most vulnerable in our communities. Canada must better value their work and their contributions to our society.
+COVID-19 has disproportionately affected Canadians with disabilities, and highlighted long-standing challenges. The Government will bring forward a Disability Inclusion Plan, which will have:
+• A new Canadian Disability Benefit modelled after the Guaranteed Income Supplement for seniors;
+• A robust employment strategy for Canadians with disabilities;
+• And a better process to determine eligibility for Government disability programs and benefits.
+Over the last six months, it has become clearer than ever why Canadians need a resilient health care system.
+The Government will ensure that everyone – including in rural and remote areas – has access to a family doctor or primary care team. COVID-19 has also shown that our system needs to be more flexible and able to reach people at home. The Government will continue to expand capacity to deliver virtual health care.
+The Government will also continue to address the opioid epidemic tearing through communities, which is an ongoing and worsening public health crisis. Additionally, the Government will further increase access to mental health resources. All Canadians should have the care they need, when they need it. We will all be stronger for it.
+The same goes for access to the medicine that keeps people healthy. Many Canadians who had drug plans through work lost this coverage when they were laid off because of the pandemic. So this is exactly the right moment to ramp up efforts to address that.
+The Government remains committed to a national, universal pharmacare program and will accelerate steps to achieve this system including:
+• Through a rare-disease strategy to help Canadian families save money on high-cost drugs;
+• Establishing a national formulary to keep drug prices low;
+• And working with provinces and territories willing to move forward without delay.
+In addition to good health infrastructure, Canadians also need strong, safe communities to call home.
+The Government has banned assault-style firearms. The Government will also continue implementing firearms policy commitments, including:
+• Giving municipalities the ability to further restrict or ban handguns;
+• And strengthening measures to control the flow of illegal guns into Canada.
+Women’s safety must be the foundation on which all progress is built. The Government will accelerate investments in shelters and transition housing, and continue to advance with a National Action Plan on Gender-Based Violence.
+To keep building strong communities, over the next two years the Government will also invest in all types of infrastructure, including public transit, energy efficient retrofits, clean energy, rural broadband, and affordable housing, particularly for Indigenous Peoples and northern communities.
+In the last six months, many more people have worked from home, done classes from the kitchen table, shopped online, and accessed government services remotely. So it has become more important than ever that all Canadians have access to the internet.
+The Government will accelerate the connectivity timelines and ambitions of the Universal Broadband Fund to ensure that all Canadians, no matter where they live, have access to high-speed internet.
+And to further link our communities together, the Government will work with partners to support regional routes for airlines. It is essential that Canadians have access to reliable and affordable regional air services. This is an issue of equity, of jobs, and of economic development. The Government will work to support this.
+Strong communities are places where everyone has a safe, affordable home. No one should be without a place to stay during a pandemic, or for that matter, a Canadian winter.
+This week, the Government invested more than $1 billion for people experiencing homelessness, including for this fall.
+In 2017, the Government announced that it would reduce chronic homelessness by 50 percent. The Government has already helped more than a million people get a safe and affordable place to call home. Given the progress that has been made, and our commitment to do more, the Government is now focused on entirely eliminating chronic homelessness in Canada.
+At the same time, the Government will also make substantial investments in housing for Canadians.
+The Government will add to the historic National Housing Strategy announced in 2017 by increasing investments to rapid housing in the short term, and partnering with not-for-profits and co-ops in the mid- to long-term. For the middle class, the Government will also move forward with enhancements to the First-Time Home Buyer Incentive, including in Canada’s largest cities, so families can afford to buy their first home.
+Housing is something everyone deserves, and it’s also a key driver of the economy. Construction projects create jobs, and having a home is critical so people can contribute to their communities.
+Just like everyone deserves a home, everyone deserves to be able to put nutritious food on the table.
+The pandemic has made that harder for Canadians. The Government will continue to work with partners – including directly with First Nations, Inuit, and Métis Nation partners – to address food insecurity in Canada. The Government will also strengthen local food supply chains here in Canada.
+The Canadian and migrant workers who produce, harvest, and process our food – from people picking fruit to packing seafood – have done an outstanding job getting good food on people’s plates. They deserve the Government’s full support and protection.
+The Government will also ensure that those in Canada’s supply managed sectors receive full and fair compensation for recent trade agreements. Farmers keep our families fed, and we will continue to help them succeed and grow.
+
+A STRONGER WORKFORCE
+This pandemic has revealed gaps in health, housing, and food supply. And it has also laid bare inequalities Canadians face in the workforce.
+We have an opportunity to not just support Canadians, but grow their potential. Working with the provinces and territories, the Government will make the largest investment in Canadian history in training for workers. This will include by:
+• Supporting Canadians as they build new skills in growing sectors;
+• Helping workers receive education and accreditation;
+• And strengthening workers’ futures, by connecting them to employers and good jobs, in order to grow and strengthen the middle class.
+From researchers developing vaccines, to entrepreneurs building online stores, this pandemic has reminded us of the power of the knowledge economy, and how vital it is for our future.
+Canadians are leading, and they should have government services that keep up.
+The Government will make generational investments in updating outdated IT systems to modernize the way that Government serves Canadians, from the elderly to the young, from people looking for work to those living with a disability.
+The Government will also work to introduce free, automatic tax filing for simple returns to ensure citizens receive the benefits they need.
+Government must remain agile, and ready for what lies ahead.
+
+TAKING ACTION ON EXTREME RISKS FROM CLIMATE CHANGE
+Climate action will be a cornerstone of our plan to support and create a millionjobs across the country.
+This is where the world is going. Global consumers and investors are demanding and rewarding climate action.
+Canadians have the determination and ingenuity to rise to this challenge and global market opportunity.
+We can create good jobs today and a globally competitive economy not just next year, but in 2030, 2040, and beyond.
+Canadians also know climate change threatens our health, way of life, and planet. They want climate action now, and that is what the Government will continue to deliver.
+The Government will immediately bring forward a plan to exceed Canada’s 2030 climate goal. The Government will also legislate Canada’s goal of net-zero emissions by 2050.
+As part of its plan, the Government will:
+• Create thousands of jobs retrofitting homes and buildings, cutting energy costs for Canadian families and businesses;
+• Invest in reducing the impact of climate-related disasters, like floods and wildfires, to make communities safer and more resilient;
+• Help deliver more transit and active transit options;
+• And make zero-emissions vehicles more affordable while investing in more charging stations across the country.
+A good example of adapting to a carbon-neutral future is building zero-emissions vehicles and batteries. Canada has the resources – from nickel to copper – needed for these clean technologies. This – combined with Canadian expertise – is Canada’s competitive edge.
+The Government will launch a new fund to attract investments in making zero-emissions products and cut the corporate tax rate in half for these companies to create jobs and make Canada a world leader in clean technology. The Government will ensure Canada is the most competitive jurisdiction in the world for clean technology companies.
+Additionally, the Government will:
+• Transform how we power our economy and communities by moving forward with the Clean Power Fund, including with projects like the Atlantic Loop that will connect surplus clean power to regions transitioning away from coal;
+• And support investments in renewable energy and next-generation clean energy and technology solutions.
+Canada cannot reach net zero without the know-how of the energy sector, and the innovative ideas of all Canadians, including people in places like British Columbia, Alberta, Saskatchewan, and Newfoundland and Labrador.
+The Government will:
+• Support manufacturing, natural resource, and energy sectors as they work to transform to meet a net zero future, creating good-paying and long-lasting jobs;
+• And recognize farmers, foresters, and ranchers as key partners in the fight against climate change, supporting their efforts to reduce emissions and build resilience.
+The Government will continue its policy of putting a price on pollution, while putting that money back in the pockets of Canadians. It cannot be free to pollute.
+This pandemic has reminded Canadians of the importance of nature. The Government will work with municipalities as part of a new commitment to expand urban parks, so that everyone has access to green space. This will be done while protecting a quarter of Canada’s land and a quarter of Canada’s oceans in five years, and using nature-based solutions to fight climate change, including by planting two billion trees.
+The Government will ban harmful single-use plastics next year and ensure more plastic is recycled. And the Government will also modernize Canada’s Environmental Protection Act.
+When the Prairie Farm Rehabilitation Administration was closed by a previous government, Canada lost an important tool to manage its waters. The Government will create a new Canada Water Agency to keep our water safe, clean, and well-managed. The Government will also identify opportunities to build more resilient water and irrigation infrastructure.
+At the same time, the Government will look at continuing to grow Canada’s ocean economy to create opportunities for fishers and coastal communities, while advancing reconciliation and conservation objectives. Investing in the Blue Economy will help Canada prosper.
+",""
+"id-32ed808d57b6410c984022b18131acab","Goal","Business Agility (Goal)","• business agility",""
+"id-fcaf58da2f2a460d9836de3a4ec6f1d8","Goal","Business Improvement","2.2.3 Investment Category
+Business Improvement",""
+"id-a462b3c6351847b39f9fd3eee0134350","Goal","Change Attitudes, Behaviors and Mindsets and Give ESDC Employees the Tools and Confidence to Deliver Service Going Beyond Client Expectations","It is the organization's strategic lever for achieving cultural change. The objective is to change attitudes, behaviors and mindsets and give our employees the tools and confidence to deliver service that goes beyond client expectations.",""
+"id-877f0e674f1f46d18c409af4d8b9c56a","Goal","Continue Research On BDM Ancillary Components (Goal)","Year 2 (2021-2022 fiscal year)
+• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues.",""
+"54e8ea5c-1ffc-4498-bcd1-f5f7bbf96c91","Goal","Control Objective","",""
+"6794da45-a9d0-4b4a-af0c-aacd6c102702","Goal","Control Objective","",""
+"id-0d80cbeff3284f16bef9194c82863352","Goal","Deliver Client Value and Business Outcomes (Goal)","“Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include:
+• focus on the delivery of client value and business outcomes;",""
+"id-752b641be5b2411fb583c1cc5ca5cd1e","Goal","Develop Digital Government Platform Architecture (Goal)","Year 3 (2022-2023 fiscal year)
+• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture.",""
+"id-5703a70660a74452b9268cb07ce4ba0d","Goal","DOSP 2021-24 Goals","",""
+"id-1ab4d5c3cef84c50a3a1dc6bd5e9c8b2","Goal","EA Is The Fabric Of The Organization (Goal)","• EA is the fabric of the organization",""
+"id-e4e13aaf4b9a4a5fac4de2feeae01861","Goal","Eliminate Long‑Standing Institutional Barriers to Digital Acceleration (Goal)","Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic.",""
+"id-8914b0220f7340be897582977028b5d2","Goal","Enable Effective and Timely Availability of Information (Goal)","Develop and implement modern IT infrastructure and platforms that enables the effective and timely availability of information across ESDC.
+The workload migration to the new EDC and to cloud, going through an evaluation and adaptation of the solutions, is in line with the IT Infrastructure
+Refresh project to provide a modernized and secured environment to the department.",""
+"id-6d3927cbe6f3466b851cafcb949e10c1","Goal","Enable Team Work Management (Goal)","",""
+"id-3173008e90834139839dbd186a5ddadb","Goal","Ensure Security & Privacy","",""
+"id-4d9c336478554250b8efde6586c71180","Goal","ESDC Mission: Build A Stronger, More Competitive Canada","2.2.4 Program Alignment Architecture
+This investment is guided by ESDC’s Strategic Framework under Quality. In order to maintain accurate and consistent services, ISB is committed to strengthening tools and processes to safeguard the integrity of programs, services, and operations. This investment will contribute towards ESDC global strategic objectives and ensure that the enforcement of the Acts that ESDC is responsible for is supported by effective and modern tools. In addition, the Enforcement function does not currently have a unified case management system, and instead manages work through a SharePoint site using various tracking tools.
+
+This investment aligns with the ESDC mission, which is to build a stronger, more competitive Canada. Under the Department’s Program Alignment Architecture (PAA), there is alignment with Strategic Outcome #5; Internal Services. ",""
+"id-a47ab9186a01491590fd1166fca03d20","Goal","Garner Senior Level Commitment","2.2.2 Senior Level Commitment
+ISB senior management, in addition to approving the creation of this project and undertaking the work required to complete the Enforcement Maturity Model (EMM) changes, as outlined in the Meunier report, have established the necessary internal governance committees and will be using existing project review committees. ISB is using the existing Integrity Services National Committee (InSNC) to provide guidance to the EMM team as they revise the enforcement processes and will be using the DGPOC committee to ensure the project follows EPMO project guidelines as a new Case Management System (CMS) is selected and implemented.",""
+"4299d5f8-2825-40ca-9616-446c1d646033","Goal","Goal","Goal is an end state that a stakeholder intends to achieve.
+ ",""
+"id-9c33ff509d5c46629149f4a0f5b09156","Goal","Goals","",""
+"id-87c32693e7634b01b49d4013e098996d","Goal","Helping Canadians Through The Pandemic","The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family.
+So the second foundation of the Government’s approach is supporting Canadians through this crisis.
+The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived.
+This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder.
+
+CREATING JOBS
+People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced.
+The CERB helped people stay healthy at home while being able to keep food on the table.
+The CEWS helped people keep their jobs, or be rehired if they had been laid off.
+But there is still more to be done.
+Unemployment is in the double digits, and underemployment is high.
+Women, racialized Canadians, and young people have borne the brunt of job losses.
+Canadians need good jobs they can rely on.
+To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers.
+One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves.
+Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians.
+Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work.
+
+SUPPORTING WORKERS AND THEIR FAMILIES
+With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time.
+With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit.
+Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy.
+
+WOMEN IN THE ECONOMY
+Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession.
+Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home.
+We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure.
+The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach.
+It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare.
+Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system.
+The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all.
+There is broad consensus from all parts of society, including business and labour leaders, that the time is now.
+The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever.
+The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses.
+
+SUPPORTING BUSINESSES
+As the Government invests in people, it will continue to support job-creating businesses.
+Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.
+COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments.
+The Government will help businesses adapt for the future and thrive.
+This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by:
+• Expanding the Canada Emergency Business Account to help businesseswith fixed costs;
+• Improving the Business Credit Availability Program;
+• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts.
+
+FISCAL SUSTAINABILITY
+This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less.
+With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence.
+There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy.
+The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly.
+In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants.
+Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing.
+This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech.
+This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success.
+",""
+"id-20bedbf4718a4e558ae37acdaa3b17f0","Goal","Helping Canadians Through The Pandemic","The medical and scientific fight against this virus is crucial. And so are the livelihoods of every single Canadian, worker, and family.
+So the second foundation of the Government’s approach is supporting Canadians through this crisis.
+The economic impact of COVID-19 on Canadians has already been worse than the 2008 financial crisis. These consequences will not be short-lived.
+This is not the time for austerity. Canada entered this crisis in the best fiscal position of its peers. And the Government is using that fiscal firepower, on things like the Canada Emergency Response Benefit and the Canada Emergency Wage Subsidy, so that Canadians, businesses, and our entire economy have the support needed to weather the storm.
+Canadians should not have to choose between health and their job, just like Canadians should not have to take on debt that their government can better shoulder.
+
+CREATING JOBS
+People losing their jobs is perhaps the clearest consequence of the global economic shock that Canadians – like those in other countries – have faced.
+The CERB helped people stay healthy at home while being able to keep food on the table.
+The CEWS helped people keep their jobs, or be rehired if they had been laid off.
+But there is still more to be done.
+Unemployment is in the double digits, and underemployment is high.
+Women, racialized Canadians, and young people have borne the brunt of job losses.
+Canadians need good jobs they can rely on.
+To help make that happen, the Government will launch a campaign to create over one million jobs, restoring employment to previous levels. This will be done by using a range of tools, including direct investments in the social sector and infrastructure, immediate training to quickly skill up workers, and incentives for employers to hire and retain workers.
+One way the Government will create these jobs is by extending the Canada Emergency Wage Subsidy right through to next summer. The Government will work with businesses and labour to ensure the program meets the needs of the health and economic situation as it evolves.
+Another example of how the Government will create jobs is by significantly scaling up the Youth Employment and Skills Strategy, to provide more paid work experiences next year for young Canadians.
+Now, more than ever, Canadians must work together – including by eliminating remaining barriers between provinces to full, free internal trade – to get the economy back up and running and Canadians back to work.
+
+SUPPORTING WORKERS AND THEIR FAMILIES
+With the job losses that Canadians have faced, it became clear early on that many people would need help until they could find work once again. But existing income support systems were not designed to handle this unprecedented situation. That’s why the Government moved quickly to create the Canada Emergency Response Benefit as a temporary program to help millions of Canadians get through a very difficult time.
+With the economic restart now well underway, CERB recipients should instead be supported by the Employment Insurance system. For people who would not traditionally qualify for EI, the Government will create the transitional Canada Recovery Benefit.
+Over the coming months, the EI system will become the sole delivery mechanism for employment benefits, including for Canadians who did not qualify for EI before the pandemic. This pandemic has shown that Canada needs an EI system for the 21st century, including for the self-employed and those in the gig economy.
+
+WOMEN IN THE ECONOMY
+Women – and in particular low-income women – have been hit hardest by COVID-19. This crisis has been described as a She-cession.
+Many women have bravely served on the frontlines of this crisis, in our communities or by shouldering the burden of unpaid care work at home.
+We must not let the legacy of the pandemic be one of rolling back the clock on women’s participation in the workforce, nor one of backtracking on the social and political gains women and allies have fought so hard to secure.
+The Government will create an Action Plan for Women in the Economy to help more women get back into the workforce and to ensure a feminist, intersectional response to this pandemic and recovery. This Plan will be guided by a task force of experts whose diverse voices will power a whole of government approach.
+It has been nearly 50 years since the Royal Commission on the Status of Women outlined the necessity of child care services for women’s social and economic equality. We have long understood that Canada cannot succeed if half of the population is held back. Canadians need more accessible, affordable, inclusive, and high quality childcare.
+Recognizing the urgency of this challenge, the Government will make a significant, long-term, sustained investment to create a Canada-wide early learning and childcare system.
+The Government will build on previous investments, learn from the model that already exists in Quebec, and work with all provinces and territories to ensure that high-quality care is accessible to all.
+There is broad consensus from all parts of society, including business and labour leaders, that the time is now.
+The Government also remains committed to subsidizing before- and after-school program costs. With the way that this pandemic has affected parents and families, flexible care options for primary school children are more important than ever.
+The Government will also accelerate the Women’s Entrepreneurship Strategy, which has already helped women across Canada grow their businesses.
+
+SUPPORTING BUSINESSES
+As the Government invests in people, it will continue to support job-creating businesses.
+Small businesses are the lifeblood of communities and the backbone of the economy. The Government introduced a range of supports for Canadian businesses, from help with payroll through the Canada Emergency Wage Subsidy to assistance with expenses through interest-free loans.
+COVID-19 has caused businesses across the country, both large and small, to rethink their approaches. Entrepreneurs and owners are looking at more digital options, more creative solutions, and more climate-friendly investments.
+The Government will help businesses adapt for the future and thrive.
+This fall, in addition to extending the wage subsidy, the Government will take further steps to bridge vulnerable businesses to the other side of the pandemic by:
+• Expanding the Canada Emergency Business Account to help businesseswith fixed costs;
+• Improving the Business Credit Availability Program;
+• And introducing further support for industries that have been the hardest hit, including travel and tourism, hospitality, and cultural industries like the performing arts.
+
+FISCAL SUSTAINABILITY
+This COVID-19 emergency has had huge costs. But Canada would have had a deeper recession and a bigger long-term deficit if the Government had done less.
+With interest rates so low, central banks can only do so much to help. There is a global consensus that governments must do more. Government can do so while also locking in the low cost of borrowing for decades to come. This Government will preserve Canada’s fiscal advantage and continue to be guided by values of sustainability and prudence.
+There are two distinct needs. The first is to help Canadians in the short term, to do whatever it takes, using whatever fiscal firepower is needed to support people and businesses during the pandemic. The best way to keep the economy strong is to keep Canadians healthy.
+The second need is to build back better, with a sustainable approach for future generations. As the Government builds a plan for stimulus and recovery, this must be done responsibly.
+In the longer term, the Government will focus on targeted investments to strengthen the middle class, build resiliency, and generate growth. The Government will also identify additional ways to tax extreme wealth inequality, including by concluding work to limit the stock option deduction for wealthy individuals at large, established corporations, and addressing corporate tax avoidance by digital giants.
+Web giants are taking Canadians’ money while imposing their own priorities. Things must change, and will change. The Government will act to ensure their revenue is shared more fairly with our creators and media, and will also require them to contribute to the creation, production, and distribution of our stories, on screen, in lyrics, in music, and in writing.
+This fall, the Government will release an update to Canada’s COVID-19 Economic Response Plan. This will outline the Government’s economic and fiscal position, provide fiscal projections, and set out new measures to implement this Throne Speech.
+This update will make clear that the strength of the middle class, and the wellbeing of all Canadians, remain Canada’s key measures of success.
+",""
+"id-b171e243a56949af82b6dc7b20504ccd","Goal","Improve Agility & Scalability (Goal)","",""
+"id-e6f7a5303c5e4be7b8568e1db43bbac5","Goal","Improve Business Outcomes (Goal)","“Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include:
+• improved business outcomes.",""
+"id-531ed193932a4fa09b94519d4f15aab7","Goal","Improve Management of Data To Ensure It Is Accessible & Organized To Support Analysis","Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions.",""
+"id-24c19a0313924f2eaa0117da93c08353","Goal","Improve Team Performance (Goal)","E.g.: Team Velocity",""
+"id-5e2a9af8c8b2405a9ded9d72793dbaa0","Goal","Improve Use Of Modern Techniques To Extract Full Value Of Data","Improvements will include: better management of data to ensure it is accessible and organized to support analysis, better use of modern techniques such as visualization and artificial intelligence to extract full value, and better enablement of the people who will perform these critical functions.",""
+"id-58a5e6ae540a4b32a51b4748d7477e15","Goal","Innovative Organization Capitalizing On Opportunities (Goal)","• innovative organization that capitalizes on opportunities",""
+"id-a60afb33297a4c8ebf462a170bf671ae","Goal","ISB Mission: Maintain Trust By Ensuring ESDC Protects Program Integrity, Services, People & Assets; Prevent. Detect, and Manage Costly Errors, Abuse & Fraud.","2.3 Business Context
+2.3.1 Business Environment
+ISB maintains trust by ensuring that ESDC protects the integrity of programs, services, people and assets, and that costly errors, abuse and fraud are prevented, detected and managed.
+To fulfill its mission, Integrity Operations investigates allegations of non-eligibility and non-entitlement to benefits, investigates potential SIN fraud, investigates EI fraud, and detects and refers for investigation pension fraud. Fraud detection is enhanced by the application of data analysis and predicative analytics to reconstruct or detect fraud schemes. This requires data collection, data preparation, data analysis and then the creation of the necessary compliance or enforcement reports through intelligence analysis.",""
+"id-772c58a98b664ec6b165272b1a05de2c","Goal","Leverage Innovative Technologies (Goal)","Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic.",""
+"id-d129996c5cdf4c1880a5457c8e54cc08","Goal","Open & Transparent Architecture Work (Goal)","",""
+"id-99a1db3b02574ebdbb0b1edfbe0d3178","Goal","Protecting Canadians From COVID-19","The first foundation of the Government’s approach is protecting Canadians from COVID-19.
+This is priority number one.
+It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort.
+Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals.
+Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy.
+The Government will continue to have people’s backs just like Canadians have each other’s backs.
+Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more.
+The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test.
+At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities.
+Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have.
+To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision.
+This will ensure that decisions are made with the health of Canadians as the first priority.
+The Government will also continue to work on what communities need more broadly.
+The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE.
+To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation.
+These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs.
+At the same time, the Government will continue to support Canadians as they take action to keep each other safe.
+Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected.
+The Government will also continue to work on getting Canadians the PPE they need.
+This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up.
+And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs.
+Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise.
+
+VACCINE EFFORTS
+In the long run, the best way to end this pandemic is with a safe and effective vaccine.
+Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready.
+There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution.
+From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way.",""
+"id-668c5b74667c49498860bbecbc9e613b","Goal","Protecting Canadians From COVID-19","The first foundation of the Government’s approach is protecting Canadians from COVID-19.
+This is priority number one.
+It is the job of the federal government to look out for all Canadians and especially our most vulnerable. We need to work together. Beating this virus is a Team Canada effort.
+Over the last six months, Canadians have stood united and strong. Their actions embody what has always been the purpose of the federal government: bringing Canadians together to achieve common goals.
+Personal protective equipment has been shipped across the country. Members of the Canadian Forces were there in long-term care homes. Close to 9 million Canadians were helped with the Canada Emergency Response Benefit and over 3.5 million jobs were supported by the wage subsidy.
+The Government will continue to have people’s backs just like Canadians have each other’s backs.
+Through the first wave, contact tracing and testing ramped up across the country. The surge this fall further reinforces what we already know – that we must do even more.
+The federal government will be there to help the provinces increase their testing capacity. Canadians should not be waiting in line for hours to get a test.
+At the same time, the Government is pursuing every technology and every option for faster tests for Canadians from coast to coast to coast. As soon as tests are approved for safe use in Canada, the Government will do everything it can to see them deployed. The Government will also create a federal Testing Assistance Response Team to quickly meet surge testing needs, including in remote and isolated communities.
+Local public health authorities are the backbone of our nation’s efforts to stop outbreaks before they start. As members of the communities they protect, they know the devastating economic impact a lockdown order can have.
+To prevent small clusters from becoming major outbreaks, communities may need to enact short-term closure orders. To make that decision easier for the public health authorities, and to help ease the impact that science- and evidence-based decisions can have on local businesses in the short term, the Government will work to target additional financial support directly to businesses which have to temporarily shut down as a result of a local public health decision.
+This will ensure that decisions are made with the health of Canadians as the first priority.
+The Government will also continue to work on what communities need more broadly.
+The Government has already invested over $19 billion for a Safe Restart Agreement with provinces and territories, to support everything from the capacity of health care systems to securing PPE.
+To address the challenges faced by provinces and territories as they reopen classrooms, the federal government invested $2 billion in the Safe Return to Class Fund, along with new funding for First Nations communities. This is money to keep kids – and staff – safe in the classroom, whether that’s by helping schools buy cleaning supplies or upgrade ventilation.
+These commitments build on federal investments to support people who are most at risk and those who care for them, including with the federal wage top-up for personal support workers. People on the frontlines who have been looking after seniors do vital work and the Government will continue to have their backs.
+At the same time, the Government will continue to support Canadians as they take action to keep each other safe.
+Already, people are doing their part by wearing masks. That’s important, and we can build on that commitment. Working with private sector partners, the federal government created the COVID Alert app. Canadians living in Ontario, Newfoundland and Labrador, New Brunswick, and Saskatchewan now have an extra tool to keep themselves and others safe. The Government hopes all the others will sign on so that people in all parts of the country can both do their part and be better protected.
+The Government will also continue to work on getting Canadians the PPE they need.
+This spring, the Government issued a call, and thousands of Canadian businesses and manufacturers responded. From shop floors to companies big and small, Canada’s dynamic businesses met the challenge as their workers stepped up.
+And in less than six months, Canadians are now manufacturing almost all types of PPE. The Government will continue building that domestic capacity, while securing supply chains to keep Canadians safe and create jobs.
+Canadians are pulling together, whether that’s with PPE manufacturing, through the COVID Alert app, or by wearing a mask. In the same way, Canadian researchers and scientists are pitching in to the Team Canada effort with their knowledge and expertise.
+
+VACCINE EFFORTS
+In the long run, the best way to end this pandemic is with a safe and effective vaccine.
+Canada’s vaccine strategy is all about ensuring that Canadians will be able to get a vaccine once it is ready.
+There are many types of potential candidates. Canada is exploring the full range of options. The Government has already secured access to vaccine candidates and therapeutics, while investing in manufacturing here at home. And to get the vaccines out to Canadians once they’re ready, the Government has made further investments in our capacity for vaccine distribution.
+From the Vaccine Task Force that provides the best advice on vaccine purchasing and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting vulnerable populations, Canada’s top scientific minds are guiding the Government every step of the way.",""
+"id-1b5dbaf52ee3489884e8f031df6f35f8","Goal","Provide Easy Self-Serve Reporting (Goal)","",""
+"id-aea9778d4cab4d24b9f01b68466bc373","Goal","Provide Single Window Access To Government Services (Goal)","Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca.",""
+"id-f2212f9a9a57447599e14e7bde027ba2","Goal","Pulse of Canadians (Goal)","• pulse of Canadians",""
+"id-d94674c070eb4840a44dc342c71e636d","Goal","Put Users At The Heart Of All We Do (Goal)","Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic.",""
+"id-54848633fe70494e966505d4ec7e19ef","Goal","Reduce Resouces & Technical Dependence","",""
+"id-e43bbe1594874c07aab0fe335d2c2d45","Goal","Reduce Technical Debt","",""
+"id-5468daf03d8c41359bef64c5ffca9b0b","Goal","Respond Efficiently and Effectively To Changes in Business and IT Ecosystems, and Environmental Conditions (Goal)","“Lean” and “Agile” are two strategic approaches in service delivery and management. Embracing this new Lean and Agile paradigm shift will enable EA with the capability, competencies and discipline required to shape its strategic and operational business models. The expected outcomes include:
+• efficient and effective response to changes in business and IT ecosystems, and environmental conditions (e.g. social-economic, risk events, etc. );",""
+"id-74d8041218c84c9f8536224a2b3b8161","Goal","Standardize Data logging","",""
+"id-662e5d9991db42789b5959ae35f1524b","Goal","Standardized Enforcement Business Processes","The desired end state includes a series of standardized business processes within the Enforcement environment, mapped to an electronic solution that supports these new processes.
+
+Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention.
+1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1.
+The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities.
+",""
+"id-24c59decab8b402da42478491b03125b","Goal","Strategic EA (Goal)","",""
+"id-1323e7b1380f48048dba7466e0b203d4","Goal","Strengthen Data Governance and Accountabilities","Strategic goal 2: value
+Smart investments are high in value, cost-effective, reusable, aligned with business outcomes, and:
+• strengthen data governance and accountabilities",""
+"id-450aa04be2e24e0aa45508fb09def144","Goal","Technical Fit For Business Needs","",""
+"id-0d51f13226ae4fb595ba0b6ff3c1b65c","Goal","The Canada We're Fighting For","This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone.
+Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries.
+Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism.
+
+RECONCILIATION
+Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do.
+The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019.
+However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by:
+• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy;
+• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action;
+• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment.
+The Government will also:
+• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities;
+• And support additional capacity-building for First Nations, Inuit, and the Métis Nation.
+The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year.
+
+ADDRESSING SYSTEMIC RACISM
+For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard.
+Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change.
+They are telling us we must do more. The Government agrees.
+The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples.
+The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape.
+The Government will redouble its efforts by:
+• Taking action on online hate;
+• Going further on economic empowerment for specific communities, and increasing diversity on procurement;
+• Building a whole-of-federal-government approach around better collection of disaggregated data;
+• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service;
+• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage.
+Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are
+overrepresented in the criminal justice system. That has to change.
+The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive.
+The Government will:
+• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records;
+• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP;
+• Modernize training for police and law enforcement, including addressing standards around the use of force;
+• Move forward on RCMP reforms, with a shift toward community-led policing;
+• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service.
+
+PROTECTING TWO OFFICIAL LANGUAGES
+Our two official languages are woven into the fabric of our country.
+The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government.
+The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec.
+In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French.
+
+A WELCOMING CANADA
+Immigration remains a driver of Canada’s economic growth.
+With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian.
+Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities.
+The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together.
+As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage.
+
+CANADA IN THE WORLD
+We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity.
+The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere.
+The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united.
+The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization.
+Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well.",""
+"id-dde453a689b045f6a5771ae82fc9cb36","Goal","The Canada We're Fighting For","This is a fight for Canadians today and Canada tomorrow. So we must never forget the values that make us who we are. The fourth and final foundation of the Government’s approach is defending Canadian values and ensuring they are lived experiences for everyone.
+Canada is a place where we take care of each other. This has helped Canada weather the pandemic better than many other countries.
+Canada must continue to stand up for the values that define this country, whether that’s welcoming newcomers, celebrating with pride the contributions of LGBTQ2 communities, or embracing two official languages. There is work still to be done, including on the road of reconciliation, and in addressing systemic racism.
+
+RECONCILIATION
+Throughout the pandemic, the Government has made it a priority to support Indigenous communities, which has helped contain the spread of COVID-19 and kept people safe. That is something the Government will continue to do.
+The Government will walk the shared path of reconciliation with Indigenous Peoples, and remain focused on implementing the commitments made in 2019.
+However, the pandemic has shown that we need to keep moving forward even faster on a number of fronts including by:
+• Expediting work to co-develop distinctions-based Indigenous health legislation with First Nations, Inuit, and the Métis Nation, and a distinctions-based mental health and wellness strategy;
+• Accelerating work on the National Action Plan in response to the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice, as well as implementation of the Truth and Reconciliation Commission’s Calls to Action;
+• And continuing to close the infrastructure gap in Indigenous communities, working on a distinctions-basis with First Nations, Inuit, and the Métis Nation to accelerate the government’s 10-year commitment.
+The Government will also:
+• Make additional resiliency investments to meet the clean drinking water commitment in First Nations communities;
+• And support additional capacity-building for First Nations, Inuit, and the Métis Nation.
+The Government will move forward to introduce legislation to implement the United Nations Declaration on the Rights of Indigenous Peoples before the end of this year.
+
+ADDRESSING SYSTEMIC RACISM
+For too many Canadians, systemic racism is a lived reality. We know that racism did not take a pause during the pandemic. On the contrary, COVID-19 has hit racialized Canadians especially hard.
+Many people – especially Indigenous people, and Black and racialized Canadians – have raised their voices and stood up to demand change.
+They are telling us we must do more. The Government agrees.
+The Government pledged to address systemic racism, and committed to do so in a way informed by the lived experiences of racialized communities and Indigenous Peoples.
+The Government has invested in economic empowerment through the Black Entrepreneurship Program, while working to close the gaps in services for Indigenous communities. Important steps were taken with the release of Canada’s Anti-Racism Strategy for 2019-2022, the creation of an anti-racism secretariat, and the appointment of the first-ever Minister focused specifically on diversity and inclusion. This is all good, but much more needs to be done for permanent, transformative change to take shape.
+The Government will redouble its efforts by:
+• Taking action on online hate;
+• Going further on economic empowerment for specific communities, and increasing diversity on procurement;
+• Building a whole-of-federal-government approach around better collection of disaggregated data;
+• Implementing an action plan to increase representation in hiring and appointments, and leadership development within the Public Service;
+• And taking new steps to support the artistic and economic contributions of Black Canadian culture and heritage.
+Progress must also be made throughout the policing and justice systems. All Canadians must have the confidence that the justice system is there to protect them, not to harm them. Black Canadians and Indigenous Peoples are
+overrepresented in the criminal justice system. That has to change.
+The Government will take steps to ensure that the strong hand of criminal justice is used where it is needed to keep people safe, but not where it would be discriminatory or counterproductive.
+The Government will:
+• Introduce legislation and make investments that take action to address the systemic inequities in all phases of the criminal justice system, from diversion to sentencing, from rehabilitation to records;
+• Move forward on enhanced civilian oversight of our law enforcement agencies, including the RCMP;
+• Modernize training for police and law enforcement, including addressing standards around the use of force;
+• Move forward on RCMP reforms, with a shift toward community-led policing;
+• And accelerate work to co-develop a legislative framework for First Nations policing as an essential service.
+
+PROTECTING TWO OFFICIAL LANGUAGES
+Our two official languages are woven into the fabric of our country.
+The defence of the rights of Francophones outside Quebec, and the defence of the rights of the Anglophone minority within Quebec, is a priority for the Government.
+The Government of Canada must also recognize that the situation of French is unique. There are almost 8 million Francophones in Canada within a region of over 360 million inhabitants who are almost exclusively Anglophone. The Government therefore has the responsibility to protect and promote French not only outside of Quebec, but also within Quebec.
+In this vein, 51 years after the passage of the Official Languages Act, the Government is committed to strengthening this legislation among other things, taking into consideration the unique reality of French.
+
+A WELCOMING CANADA
+Immigration remains a driver of Canada’s economic growth.
+With other countries rejecting global talent that could help their economy, Canada has an opportunity as we recover to become the world’s top destination for talent, capital, and jobs. When people choose Canada, help build Canada, and make sacrifices in support of Canada, we should make it easier for them to formally become Canadian.
+Earlier this year, the Government announced measures to grant permanent residency to people who, although not Canadian citizens, had cared for the most vulnerable in long-term care homes and other medical facilities.
+The Government will continue to bring in newcomers and support family reunification. We know that there is an economic and human advantage to having families together.
+As part of both the short-term economic recovery and a long-term plan for growth, the Government will leverage the advantage we have on immigration to keep Canada competitive on the world stage.
+
+CANADA IN THE WORLD
+We must take action on all of these priorities at home. But we must also address the world in which we live. COVID-19 has accelerated the existing trends toward a more fragmented global order. It remains in Canada’s interest to create and maintain bilateral and multilateral relationships to advance peace and economic prosperity.
+The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere.
+The Government will also continue to stand up for human rights and the rule of law. It is unacceptable that any citizen be arbitrarily detained. Michael Kovrig and Michael Spavor must be brought home. This is something for which all Canadians stand united.
+The Government will continue to fight for free trade, including by leading the Ottawa Group to reform the World Trade Organization.
+Our likeminded allies and partners are investing to make sure their societies emerge stronger. This Government’s plan does that as well.",""
+"id-841300a14d7e43be8afb31273b0e55f0","Goal","Track All EA Work (SAS, ESA, IA) (Goal)","",""
+"id-8137f8ec7fce4a16b963b5fd60297f70","Goal","Understand and Demonstrate EA Value (Goal)","",""
+"id-9e91694dadf34aa1aeb721186e36452e","Meaning","""Simple Site"" (Meaning)","""Simple Sites"" in SharePoint 2010 that contain only Lists and/or Libraries. Owners of Simple Sites will be notified at least four weeks before their migration date and, in most cases, will have a handful of items to address in their site before and after migration to SharePoint Online.",""
+"id-38ec0ebfc5c44b4bb272216a7d874db7","Meaning","Analytics","Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends.",""
+"id-16796cdd7a90477183c048809fb11949","Meaning","Big Data","Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data-driven decision making and expanding open data initiatives.",""
+"id-d1b844730d344447ba16eefc6c847eb2","Meaning","Business Intelligence","Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy.",""
+"id-9bf048e207e84792a1bc73573b293f60","Meaning","Document Acronyms and Abbreviations","Acronyms and Abbreviations
+ABB Architecture Building Block
+ADM Architecture Development Method
+AI Artificial Intelligence
+AIDM Airline Industry Data Model
+API Application Program Interface
+BI Business Intelligence
+BNF Backus-Naur Form
+BoK Body of Knowledge
+COBIT Control Objectives for Information and Related Technologies
+CGI Command Gateway Interface
+CLI Call-Level Interface
+COTS Commercial Off-The-Shelf
+CSV Comma-Separated Values
+CWM Common Warehouse Metamodel
+DAMA Data Management Association
+DCMI Dublin Core Metadata Initiative
+DII Data Integration and Interoperability
+DM Data Management
+DMBOK Data Management Body of Knowledge
+DTD Document Type Definition
+EIF European Interoperability Framework
+EOTD ECCMA Open Technical Dictionary
+ERA Entity-Relationship-Attribute
+FAIR Factor Analysis of Information Risk
+FHIR Fast Healthcare Interoperability Resources
+FOAF Friend Of A Friend
+GDPR General Data Protection Regulation
+GTIN Global Trade Item Number
+HDFS Hadoop Distributed File System
+HL7 Health Level Seven
+HTML Hypertext Markup Language
+HS Harmonized System
+HTTP HyperText Transfer Protocol
+HTTPS HyperText Transfer Protocol Secure
+IANA Internet Assigned Numbers Authority
+IATA International Air Transport Association
+IEC International Electrotechnical Commission
+IETF Internet Engineering Task Force
+IRI Internationalized Resource Identifier
+ISDM Industry Standard Data Model
+ISO International Organization for Standardization
+JSON JavaScript Object Notation
+JSON-LD JavaScript Object Notation for Linked Data
+LDAP Lightweight Directory Access Protocol
+MDR Metadata Registry
+MIME Multipurpose Internet Mail Extensions
+ML Machine Learning
+NIEM National Information Exchange Model
+NIST National Institute of Standards and Technology
+NLP Natural Language Processing
+OAS OpenAPI Specification
+OData Open Data Protocol
+ODBC Open Database Connectivity
+O-DEF Open Data Element Framework
+ODF Open Document Format
+OFX Open Financial Exchange
+OMG Object Management Group
+O-RA The Open Group Risk Analysis Standard
+O-RT The Open Group Risk Taxonomy Standard
+OWL Web Ontology Language
+RAML RESTful API Modeling Language
+RDF Resource Description Framework
+RDFS RDF Schema
+REST Representational State Transfer
+SAML Security Assertion Markup Language
+SBB Solution Building Block
+SGML Standard Generalized Markup Language
+SIC Standard Industrial Classification
+SOX Sarbanes-Oxley
+SPARQL SPARQL Protocol and RDF Query Language
+SPDI Sensitive Personal Data or Information
+SQL Structured Query Language
+TDQM Total Data Quality Management
+Turtle Terse RDF Triple Language
+TXL Turing eXtender Language
+UCS Universal Coded Character Set
+UNDP United Nations Development Programme
+UN/EDIFACT United Nations/Electronic Data Interchange for Administration, Commerce and Transport
+UNSPSC United Nations Standard Products and Services Code
+URI Uniform Resource Identifier
+URL Uniform Resource Locator
+W3C World-Wide Web Consortium
+XDM XPath Data Model
+XHTML Extensible HyperText Markup Language
+XML Extensible Markup Language
+XPath XML Path Language
+XQuery XML Query
+XSD XML",""
+"id-69b05cb1337a4eb18a80507680a5d67b","Meaning","Document Scope","Scope of this Document
+This document is about technical standards. Its main scope is standards and practices that apply to IT systems and their components.
+In terms of the problems listed above, the clarity arising from having components that conform to the standards listed in this document can help people understand the data, map between different data models, provide synchronization, and preserve data characteristics and relationships in the face of change. They cannot create higher-level understanding, ensure data quality, provide data defense, or cope completely with change. The final section of the document discusses some of the considerations for standards in these areas.",""
+"id-01ba23b7beb04123a54427da4192a31c","Meaning","Document Structure","Structure of this Document
+The remaining sections of this document identify and briefly describe the relevant standards and discuss some wider considerations. They are:
+• Representation Standards – dealing with how information is represented as data at a fundamental level in data sets and APIs
+These standards can apply to source data, integrated data, and contextual metadata.
+• Structure Standards – dealing with how data is structured in data sets and APIs
+These standards also can apply to source data, integrated data, and contextual metadata.
+• API Standards – dealing with additional considerations where data is obtained from or posted to APIs, rather than being read from or written to data sets
+• Metadata Standards – applying mainly to contextual metadata but in some cases also to metadata included in source data or integrated data
+• Data Analysis and Transformation Standards – applying to software components that perform analysis or transformation
+• Wider Considerations for Data Integration Standards – discussing some existing standards and best practices that might be relevant, and new standards work that might be useful in relation to non-technical aspects of data integration",""
+"id-885747b0b1bb4bbb8fe8a85861f962ba","Meaning","ESDC's Mission","Employment and Social Development Canada (ESDC)
+The mission of ESDC, including the Labour Program and Service Canada, is to build a stronger and more inclusive Canada, to support Canadians in helping them live productive and rewarding lives while improving Canadians’ quality of life.",""
+"id-8e6e4b7dea97413aaf044fc302ebcec0","Meaning","Information Management","information management
+A discipline that directs and supports effective and efficient management of information in an organization, from planning and systems development to disposal or long-term preservation. Source: Policy Framework for Information and Technology
+http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452",""
+"id-e030bed5111c46158112ff4dc4341eed","Meaning","Information Technology","information technology
+Includes any equipment or system that is used in the automatic acquisition, storage, manipulation, management, movement, control, display, switching, interchange, transmission, or reception of data or information. It includes all matters concerned with the design, development, installation and implementation of information systems and applications to meet business requirements. Source: Policy Framework for Information and Technology
+http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12452",""
+"id-625732b054804f07a05c12670f4873e7","Meaning","Master Data Management","Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability.",""
+"id-94cb079ed40949a591c6bc38556e2d90","Meaning","Terminology","• Curriculum – A high level grouping of courses that constitute an area of specialization. The curriculum is designed to serve as a roadmap for the courses that lead to a completion status.
+• Course – A block representing a particular learning element. In Saba this could equate to all the content that makes up a simple course, or it can become a learning element that is a component of a curriculum.
+• Delivery type – The method for delivering the course. Example – Instructor led, Web Based Training, or Blended.
+• Class – The actual learning product that the learner registers for, completes, and is tracked in the LMS.
+• Path – A grouping of modules and courses which a learner needs to complete in order to complete a Curriculum/Certification. A Curriculum/Certification can have multiple paths, but a learner only needs to acquire one path for completion.
+• Module - The main component in a path, a module is logical grouping of courses (learning elements). Paths can (and usually should) have multiple modules.
+
+ABBREVIATIONS
+ARIA techniques The purpose of this technique is to provide a label for objects that can be read by assistive technology.
+ATAG Authoring Tool Accessibility Guidelines
+CSS Cascading Style Sheets
+CSV Comma-separated values
+ESDC Employment and Social Development Canada
+HTML Hyper Text Markup Language
+IE 11+ Internet Explorer 11
+LMS Learning Management System
+RFI Request for Information
+SCORM Sharable Content Object Reference Model
+WCAG Web Content Accessibility Guidelines",""
+"id-0bec372b9778456b9c04174b2326a1fc","Outcome","Alignment to Cloud First GC Priority (Outcome)","WLM-and-CE Project 202000009
+Alignment to Cloud First GC priority
+Not all applications can be moved to the cloud. Tools, mechanism and resources are in place to support the decision process for each application.",""
+"id-22a62ed380644f1f827df9837f327075","Outcome","BDM and EA Outcomes Linked (Outcome)","Year 1 (2020-2021 fiscal year)
+• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes.",""
+"id-e224daf2804a475da2beb2c3227859f8","Outcome","BDM Data Architecture Developed (Outcome)","Year 1 (2020-2021 fiscal year)
+• BDM Data Architecture: Foundational concepts of the information/data architecture are leveraged to develop the BDM data architecture.",""
+"id-775d00d51dbf45a5b46e71069deee2eb","Outcome","BDM SI's Onboard To QualiWare (Outcome)","Year 1 (2020-2021 fiscal year)
+• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture.",""
+"id-6a70ed14ab8a41deb9eb6b7713558767","Outcome","Capitalized on Opportunities (Outcome)","Capitalizing on Opportunities
+Identify: when business solutions can be reused; outcome achievement gaps and associated risks; as well as opportunity exploitation. Research products, services, business and IT trends that would deliver value to the organization.
+• Participated in the BDM working group;
+• Implemented a plan that revises quarterly all technology standards in retirement against what exists on the network for gaps assessment and removal;
+• Identified alternative technologies for contained or retired technologies;
+• Used Business Reference Architectures for horizontal analysis;
+• Started defining the EA Staff Development Framework; and
+• Started developing the architect onboarding process.",""
+"id-f371236502e9434c9583cb62f56fc963","Outcome","Deliver Faster, Simpler, More Reliable and Less Costly Ethical, Authorized Access","More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly.",""
+"id-ab62472c83cb40a4bc82e0b9d5971067","Outcome","Deliver Greater Privacy & Transparency In WHO Accesses WHAT Data, WHY, and Using Which Tools","More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly.",""
+"id-a5c3243db8a64fce99938191b087a043","Outcome","Delivered Client-Centric and Client Self-Service (Outcome)","Client-Centric and Client Self-Service
+Deliver EA value that meets the needs of clientsin a timely manner. Clients in all levels of the organization can access architectural services, information, material, deliverables and insights through client self-service channels anytime, anywhere and with any device.
+• Implemented and experimented with quick wins for streamlining the Enterprise Architecture Review Board processes; and
+• Put in place a self-serve dashboard for tracking the progress of option-analysis requests.",""
+"id-3633d94436d145d9b0543658b17fdced","Outcome","Doing the Right Thing and Doing It Right (Outcome)","Department is Doing the Right Thing and Doing it Right
+Provide architectural investment insights and decisions by assessing if projectsare “Doing the Right Thing” (e.g. delivering value and achieving businessoutcomes) and “Doing it Right” (e.g. aligning to standards and complyingwith guardrails).
+• Received approval of ESDC Cloud Reference Architecture;
+• Linked Benefits Delivery Modernization (BDM) tranche outcomes to the programme benefits;
+• Received approval of the revised terms of references for the Architecture
+• Review Committee (ARC);
+• Onboarded System Integrators supporting the BDM pilot phase ontoQualiWare;
+• Developed the foundation of the data architecture for BDM that reconciles enterprise data with program data;
+• Assessed all technology standards and identified gaps in baseline technologies;
+• Started putting in place the Enterprise Requirements Management framework;
+• Shaped project proposals to align with and achieve departmental strategic goals;
+• Ensured project benefits were identified and aligned to the project’s scope,business needs and drivers; and
+• Received approval of the Open Source Software (OSS) framework and the associated OSS tool for compliancy of OSS code/solutions.",""
+"id-5924f0f302b44194ad359d508cd72b90","Outcome","Improve IT Security Posture and Compliance (Outcome)","WLM-and-CE Project 202000009
+Improve IT Security Posture and Compliance
+All clouds and EDC applications will require a revision of their authorization to operate (ATO)
+The cloud and EDC environments support the new ITSG33 standard
+The network and firewalls configuration will support the ITSG33 for up to PBMM.",""
+"id-88ac1979e7164c5aa85a59ecd40a9d4d","Outcome","Improved Agile Development Capability (Outcome)","Improved agile development capability
+Outcome Description
+IITB will have control over its Virtual Machines and Environments in the cloud
+Cloud environments will support a faster turnaround time when requirements ask for a change in configuration or infrastructure (memory, hard drive space, environments).",""
+"id-179880df98cf4827924713a7b2e932d2","Outcome","Increased consistency in the delivery of Integrity Services and standardized business processes (Consistency of Practice)","",""
+"id-84d105922a6b49c89d97845967855a85","Outcome","Increased Response Capacity To Data Foundations Gaps","This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention.",""
+"id-b450f955ac1a487b87616bdb40c2581d","Outcome","Increased Security & Control of Data / Evidence (Effectiveness)","Outcome Description
+With the introduction of the Enforcement case management system, ESDC will be able to improve security and control over the data in support of Enforcement cases.",""
+"id-63db0d0c8ad64ec699503d46105888f3","Outcome","Maintain or Renew Their Status Throughout the Year (Outcome)","",""
+"id-e46cda401ad549f1a4f89f3409e7dca9","Outcome","Matured the EA Program (Outcome)","Mature the EA Program
+Address the gaps in the pillars of a mature EA program.
+• Implemented the ESDC EA Meta model in QualiWare;
+• Put in place Version 1 of the Enterprise Architecture Content Management Framework;
+• Identified trusted stakeholders for all EA services;
+• Received approval to procure and implement an enterprise data catalogue;
+• Put in place a mechanism to identify business process models that are approved;
+• Integrated Business Process Management (BPM) within EA;
+• Added Client Journey Maps to the EA tool set;
+• Developed a process to address the management of cloud and DevOps tools in the technology standards for proper and agile oversight and approvals; and
+• Streamlined the process for providing a product and functionality assessment of every new product/service brought to the Operations andChange Management Committee (OCMC) for approval.",""
+"id-43ee4c4af7b143da9f1d38e5ec6b6ba0","Outcome","Overall Enforcement Cost Reduction","Outcome Name
+Reducing the overall cost of enforcement
+
+Outcome Description
+The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases. ",""
+"ef139296-e535-4bc3-9df0-1539f0f94e7b","Outcome","Portfolio Backlog","https://www.scaledagileframework.com/portfolio-backlog/",""
+"e2b24879-819f-42f9-8667-b62afbab8368","Outcome","Product and Solution Backlog","https://www.scaledagileframework.com/program-and-solution-backlogs/",""
+"id-6364bca9a8f146da9b10cf4a7291ee7b","Outcome","Provide Canadians Ability To Apply, Be Considered Access to CDCP For Oral Heath Needs (Outcome)","",""
+"id-0784f1d865ef4654856421de46a149c7","Outcome","Provide Trusted, Horizontally Integrated Data","This investment will provide trusted, horizontally integrated data supporting better policy analysis, including Gender-Based Analysis+ and Strategic Environmental Assessments.",""
+"id-3e43b3b4b5fc44808a73acba1da32e71","Outcome","Provides Basis For Future Data Integration Best Practices","By listing relevant standards, this document provides a useful body of reference. It helps Enterprise Architects to achieve Boundaryless Information Flow™ by improving data integration in their enterprises. It also provides a basis for future work from The Open Group to identify and describe data integration best practices.",""
+"id-6d68c40a48904a2a91d0f800f3bed4aa","Outcome","Reduction of Technical Debt (Outcome)","",""
+"id-b22f8a229a7e413ba6993dcabb86710e","Outcome","Seek Help and Guidance on Eligibility, How To Apply and Programme Information (Outcome)","",""
+"9f32a108-b8dd-4e9b-bad7-4623b24d38ce","Outcome","Solution Recommended","",""
+"id-a482b14ea560411c92d4cc667cfd4d6c","Outcome","Stabilized Data and Analytics Capacity in CDO","This proposal seeks $XM in funding over the next two years to stabilize current data and analytics capacity in ESDC’s Chief Data Office, and to support an incremental increase in capacity designed to respond to gaps in ESDC data foundations that require immediate attention.",""
+"dfae411d-61d7-41b0-a481-94f57a6895f7","Outcome","Team Backlog","https://www.scaledagileframework.com/team-backlog/",""
+"id-b9da1434f6344762a770380e3681a42b","Principle","1. Modern Work Enablement (Principle)","Organizational Value and Risk Alignment
+1. Modern Work Enablement – Users in organizational ecosystems must be able to work on any network in any location with the same security assurances, increasing productivity.
+* Users include enterprise users, partners, and any other consumers including intelligent agents, humans, and IoT devices.",""
+"id-8e50bfcb838d40a8bffb573f51acc409","Principle","1. New Target Operating Model and service continuity during the transition","BDM Architecture Principle 1:
+Principle: New Target Operating Model and service continuity during the transition
+Statement: BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity.
+Rationale: BDM service modernization and service ambitions cannot be realized with technology modernization only – a new Operating Model is required. BDM will modernize services that deliver over $122B annually to Canadians, many of which are mission critical as they support most vulnerable clients in the time of need. Disruption to the delivery of these services is unacceptable.
+Implications: • Architectures and solutions proposed as strategic and target state will be evaluated against the new Target Operating Model.
+• To ensure service continuity, co-existence model where new solutions and legacy operate in parallel will be required.
+• Co-existence model inherently leads to a greater complexity than the current or target state. Among different viable architectures that are fit to support the new Target Operating Model and co-existence, less complex ones will be favoured over more complex options.
+• Evaluation of architectures and proposed solutions in regards to their ability to integrate and operate in a co-existence model will be presented to BDM-ARC.",""
+"id-3800689ba59e479886f4a66c752f5032","Principle","10. Minimize changes to legacy","BDM Architecture Principle 10:
+Principle: Minimize changes to legacy.
+Statement: Minimize changes and write-back to legacy.
+Rationale: Co-existence model inherently leads to significant complexity. BDM needs to design deployment strategy, transition architecture, services, processes and integration between new solutions and legacy to control complexity and risk. One of the approaches to control complexity is to minimize changes to legacy.
+Implications: Architecture objectives and planning assumptions (to be validated through prototyping):
+• There will be one system of record for each transaction.
+• Transactions will be process either in the new or legacy system, not in both.
+• Data will be accessed in the other system as needed.
+• Certain amount of data will be migrated to the new system.
+",""
+"id-7fdf5fcba5f040b984f7c0cae8b538a3","Principle","10. Simple and Pervasive (Principle)","Security Controls
+10. Simple and Pervasive – Security mechanisms must be simple, scalable, and easy to implement and manage throughout the organizational ecosystem (whether internal or external).",""
+"id-930e433629624c6f9d8a5741d5caf3c9","Principle","11. Architecting for Agility","BDM Architecture Principle 11:
+Principle: Architecting for Agility
+Statement: BDM solutions will be architected for agility, creating modular and flexible architecture and reducing risks of vendor lock-in.
+Rationale: Architecting for agility is a fundamental shift in delivering IT services, moving away from operational inefficiencies to flexible, decoupled solutions. It will position ESDC to adapt to technology changes and ever-changing client and business needs and expectations.
+Our objective is to create a flexible and resilient BDM architecture that enables agility to continuously innovate. An architecture that has greater agility will enable ESDC to have a more fluid and flexible technology landscape, setting us up to be more responsive and adaptable to future changes.
+Implications: • Platforms and products that consist of individually deployable modules will be preferred over monolithic solutions.
+• Solutions and modules will be decoupled whenever possible without causing performance or latency issues.
+• Architecture decisions will be made just in time to enable procurement and implementation. Making them too early may create undesirable constraints on the scope and technology options.
+• BDM will consider alternatives and keep them ""open"" as long as they remain viable. It should be recognized that not all technical decisions can be made at the same time: there is benefit to making some decisions later when they can be better informed by business decisions and through additional analysis and prototyping.
+• BDM will be prepared to refactor (change) architecture. Architecture work products will evolve and be further developed throughout the BDM Programme lifecycle. We will iterate and improve architecture periodically and as needed.
+• BDM will identify and analyze architectural dependencies and incorporate them into a responsive model: we will strive to integrate dependencies through loose coupling and have contingency plan when they are yet to be implemented.
+• Caveat: This principle will compete with Principle #3: Favour strategic over interim and tactical solutions. Tactical solutions may be necessary to help us achieve desired level of agility.
+
+
+BDM EA WG: The principle is well received and supported by the architecture community. It communicates that architecture practice is adapting and orienting to help enable business agility.
+Recommendation: Accept",""
+"id-1a6063d930db4275b192589686bf344b","Principle","11. Explicit Trust Validation (Principle)","Security Controls
+11. Explicit Trust Validation – Assumptions of integrity and trust level must be explicitly validated against organization risk threshold and tolerance. Assets and/or data systems must be validated before being allowed to interact with anyone/anything else.",""
+"id-549c7d1e7a5541369f53e0915c10e549","Principle","12. Maximize Use of Core Technology","BDM Architecture Principle 12:
+Principle: Maximize Use of Core Technology
+Statement: Consider leveraging capabilities and functionality of the Core Technology (Cùram Social Program Management) before considering other solutions and applications for common benefit processing and service delivery.
+Rationale: Leveraging investment in the platform and making use of OOTB business logic and processes will greatly improve ESDC agility and ability to implement new benefits and implement changes to existing benefits and processes.
+Additionally, this will reduce complexity of implementation and cost of ownership minimizing the need for integration with other dependant applications.
+Implications: • Business may have to accept that not all requirements will be fully met by the Core Technology solution.
+• Design of some future state business processes may need to be adjusted to leverage OOTB business logic and processes.
+• Evolving business needs may require moving away from specific capabilities of the Core Technology solution in the future. This situation would trigger changes in architecture, transition to either specialized best of breed or enterprise solutions and possibly procurement. Principle #11: Architecting for Agility mitigates this implication.
+• Core Technology solution architecture becomes the architecture for the Common Benefit Delivery Platform.
+• Enables alignment of the BDM solution evolution and improvements with the Cùram Social Program Management product roadmap and plans for future improvements.
+• Supports an MVP approach.
+• Caveat: Increased risk of vendor lock-in.
+
+
+BDM EA WG: The remaining principles would lead to the same conclusions and outcomes. The principle is redundant.
+Curam Capabilities Prototype did surface and supports the principle.
+Recommendation: Consult BDM ARC",""
+"id-ee2c743d44164b62954cb647ad9ca93e","Principle","13. Adoption of Event-Driven Architecture","BDM Architecture Principle 13:
+Principle: Adoption of Event-Driven Architecture
+Statement: Preference will be given to event-driven architecture to help build decoupled, responsive, adaptive and resilient solutions.
+Rationale: Modernization of digital channels and services, as well as planned advances in service delivery and common benefit processing, require ability to access data and process events and transactions in (near) real time. Solutions and services need to be designed to “react to events” and process them in (near) real time where desirable and to the extent possible.
+This type of architecture adds a layer that further decouples architecture components, making the overall architecture more adaptive and resilient.
+Implications: • Key objective is to move from batch to predominantly (near) real-time services and transactions.
+• Every integration should be considered for event driven approach. BDM will implement the most appropriate pattern for each integration with a view to move to event-driven integrations whenever this approach is aligned with the business processes the integration enables.
+• We will assess supporting solutions and dependencies for their ability of being event driven and can participate without added complexity.
+• Best practices and lessons learned from previous successful implementations of these technologies will be consulted prior to making the decision.
+• We do not recommend “Everything is an Event” approach. Complementary integration patterns exist and will be considered for integrations that are not natively event-driven. Data integration technologies are available too!
+• Selection and implementation of an Event Broker and Messaging Platform becomes high priority for Tranche 1.
+• Caveat: Cùram SPM includes OOTB batch processes that need to be implemented as defined by the platform. No previous implementations of Cùram were based on event driven architecture.
+• Caveat: This type of architecture requires highly-available and resilient network and infrastructure. Cost may increase.
+• Caveat: Will require high transaction rate through SCED which raises performance and bandwidth concerns.
+
+
+BDM EA WG: The principle is well received and supported by the architecture community. Despite caveats, this is a good principle to have to communicate desire to move from batch to predominantly real-time client services and transaction processing.
+Recommendation: Accept",""
+"id-1aca6764c9354cd5b501ce9c4cb84e01","Principle","14. Outcome-Driven","BDM Architecture Principle 14:
+Principle: Outcome-driven (proposed by business architecture)
+Statement: Architectural decisions will seek to maximize value to clients, partners, staff, ESDC, and the GoC driven by the overall Programme strategy.
+Rationale: BDM will seek to realize benefits for clients, partners, staff, ESDC, and the GoC. Decisions regarding the architecture of BDM should be primarily focused on delivering on the outcomes outlined in the strategy.
+Implications: • Decisions regarding the technical and solution architecture should be weighed against their ability to achieve strategic outcomes and impact on the targeted stakeholders
+• Capabilities delivered as part of the BDM programme, enabled by the technology, will be linked to the outcomes that they support, value they deliver, and benefits realized
+
+
+BDM EA WG: The principle is covered by the new GC Architecture Standards, therefore redundant. Also, the remaining principles would lead to the same conclusions and outcomes.
+Recommendation: Reject",""
+"id-c436338859ba4ca6beac7e0a59189444","Principle","1: Client and Service-Centred Design","Principle 1: client and service-centred design
+GC solutions and services are designed from a client-centred and end-to-end digital service delivery perspective to increase the value they bring to clients through:
+• early user engagement
+• convenient access and availability through multiple channels
+• pre-population of information when possible and where appropriate
+• simplified, streamlined and joined-up workflows
+• reuse of information where appropriate
+• rigorous user testing",""
+"id-5139a74045f94bfcb4474b1692b7c892","Principle","2. BDM will consume GC and ESDC Enterprise Solutions/Services where appropriate and available","BDM Architecture Principle 2:
+Principle: BDM will consume GC and ESDC Enterprise Solutions/Services where appropriate and available.
+Statement: BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support.
+Rationale: With each decision to leverage an existing solution or service, BDM will inherit risks associated with the architecture, deployment, availability and operations of the solution/service. Solutions and services which may have not been designed for the scale required by BDM or lack appropriate investment commitments, product roadmaps and operational and support models, present a risk to the BDM Programme.
+Implications: • GC and ESDC Enterprise Solutions/Services will be evaluated against BDM requirements. If gaps are identified, it is expected that an investment and a project plan are put in place to close the gaps.
+• The architecture of the GC and ESDC Enterprise Solutions/Services will be evaluated for alignment and compatibility with the BDM solution architecture.
+• BDM may present opportunities to enhance or modernize certain enterprise solutions and services. Such opportunities will be identified as architecture options and presented to BDM-ARC.
+",""
+"id-4b4076450e0e4b3d904d325b72ba5168","Principle","2. Goal Alignment (Principle)","Organizational Value and Risk Alignment
+2. Goal Alignment – Security must align with and enable organization goals within risk tolerance and threshold.",""
+"id-7bed9a13cc594bfe8a5cb7be06999ea1","Principle","2: Open","Principle 2: open
+GC information and data is open by default, ensuring that:
+• information and data are made open to the public to the greatest extent possible
+• new processes are designed to enable and facilitate proactive release of government data and information by default
+• the public actively participates in policy, program and service design
+• citizens are consulted and engaged in government decisions and operations
+• GC employees work “in the open”",""
+"id-b8a9911822e7451a88d3a2608383e801","Principle","3. Favour strategic over interim and tactical solutions","BDM Architecture Principle 3:
+Principle: Favour strategic over interim and tactical solutions.
+Statement: BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones.
+Rationale: Strategic solutions and technologies are those that are selected and deployed with a plan to support service delivery over a long term (10+ years). Tactical and interim solutions are both expected to be replaced by Strategic solutions, either in a relatively short time period (tactical) or over longer term (interim).
+Implications: • Investments in interim and tactical solutions, unless required for legislative, significant business value/savings or service continuity reasons, will be presented as architecture options with generally lower score for EA alignment than strategic solutions.
+• BDM will support investments in interim and tactical solutions that are expected to deliver immediate business outcomes when they do not constitute an obstacle to the BDM implementation or significantly increase BDM technical debt. We advise to establish and monitor metrics for identified business outcomes throughout the lifecycle of the investment.
+• Architecture of the interim or tactical solution may be reviewed if the solution needs to integrate with the BDM solution or support BDM implementation, for instance, by generating data and insights that would inform BDM service design and/or architecture.",""
+"id-9b8841b8444c4c29a44c4494dc9435ea","Principle","3. Risk Alignment (Principle)","Organizational Value and Risk Alignment
+3. Risk Alignment – Security risk must be managed and measured consistently using the organization’s risk framework and considering organizational risk tolerance and thresholds.",""
+"id-22385cd6e50b4a768b7641cfbcceeeb8","Principle","3: Enterprise First","Principle 3: enterprise first
+Departments will follow common standards, approaches and direction, and use existing enterprise assets, such as processes, data, contracts and solutions, as accelerators where:
+• information is created once, reused numerous times, and managed GC-wide as a single-aligned asset that is consistent, standardized and interoperable
+• solutions support the use of open standards, are scalable and can be rapidly deployed
+• cost-effective and efficient business solutions facilitate information and data integration, reuse, management, sharing and analytics
+• common business needs are addressed through enterprise or shared solutions, and departments stop investing in departmental legacy systems and refocus efforts, resources and funds on becoming ready to adopt an enterprise or shared solution and on accelerating its implementation
+• efforts across the GC are more coherent, integrated, secure and effective",""
+"id-3db3deeeecf3465ba3426e6e4ff61b37","Principle","4. Data is at the center of BDM","BDM Architecture Principle 4:
+Principle: Data is at the center of BDM.
+Statement: Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source.
+Rationale: Data has a great potential to support and inform better decisions both in service design and continuous improvement and in adjudicating and processing client applications and requests. To realize such potential, data needs to be relevant, reliable and available.
+Implications: • BDM will strive to enable data driven approach to decision making in service design and continuous improvement .
+• BDM will enable data-as-a-service approach by enabling access to authoritative sources of data whenever possible.
+• Data gathered once.
+• Collecting the same data from the client multiple times for the use in different programs will be avoided.
+• Transferring and replicating data will be done judiciously and only when necessary for functional or performance reasons.
+• Proposed data architectures, models and data flows will be presented to BDM-ARC for review.
+",""
+"id-c12b55bd64204518a76c4faf69844847","Principle","4. People Guidance and Inspiration (Principle)","Guardrails and Governance
+4. People Guidance and Inspiration – Organizational governance frameworks must guide people, process, and technology decisions with clear ownership of decisions, policy, and aspirational visions.",""
+"id-0166d936575f42599b7fdf7444228978","Principle","4: Secure","Principle 4: secure
+GC information is safeguarded for security, privacy and confidentiality, is monitored to prevent leaks, and is protected for future generations.",""
+"id-a24772a205af49edb16ce114185c21f9","Principle","5. Digital First","BDM Architecture Principle 5:
+Principle: Digital First.
+Statement: Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications.
+Rationale: BDM target state characteristics include digitally enabled services and responsive, proactive and inclusive service experience. BDM goals, among others, include:
+• empowering clients to self-serve by providing an attractive, seamless and end-to-end service delivery option through the digital channel;
+• leveraging the support of NGOs, public and private sector partners to optimize and deliver a better, more impactful client outcomes.
+Implications: • BDM will design and implement new digital channel solutions that will enable seamless and accessible client self-service.
+• Functionality will be exposed as services via APIs where applicable and of business value.
+• BDM will encourage and work with service delivery partners to change their existing systems or develop new end-user applications for their staff and clients to submit data to ESDC in a digital format.
+• Proposed external APIs will be presented to BDM-ARC for review.
+",""
+"id-722c6706e3284e90961b547975c09f6a","Principle","5. Risk and Complexity Reduction (Principle)","Guardrails and Governance
+5. Risk and Complexity Reduction – Governance must both reduce complexity (i.e., simplify) and reduce threat surface area.",""
+"id-6e1a5738a2b14288b4a64df89a787dc6","Principle","5: Cloud First Approach","Principle 5: cloud first approach
+Departments will explore “… as a service” (XaaS) cloud services before developing solutions in-house. This includes private and public cloud offerings.",""
+"id-a0e04f93c0a24a038d379020acf6fc14","Principle","6. Alignment and Automation (Principle)","Guardrails and Governance
+6. Alignment and Automation – Policies and security success metrics must map directly to organizational mission and risk requirements and should favor automated execution and reporting.",""
+"id-79797bbebaa04266b828a722e79c4390","Principle","6. Open Solutions and standards","BDM Architecture Principle 6:
+Principle: Open Solutions and standards.
+Statement: Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate.
+Rationale: In an ideal scenario, solutions (or their components) are interoperable and substitutable: each one can be substituted easily and independently. This can be achieved only when solutions support open standards.
+Implications: • Open standards and industry best practices are and will continue to be embedded in BDM architecture and functional and non-functional requirements.
+• Proprietary solutions that do not support open standards or are not substitutable for any reason must be identified and granted an exception by BDM-ARC and EARB.
+
+
+Note on open standards and open source software (Reference: Open Standards Whitepaper on GitHub):
+The following criteria define open standards:
+process for the standard's development is open and transparent to all interested parties and cannot be controlled by any single person or entity with any vested interests;
+platform independent, vendor neutral and usable for multiple implementations;
+specifications and supporting material are freely available with limited restrictions;
+supported by the community and demonstrate independence or approved through due process by rough consensus among participants.
+Open source software (OSS) is a way of developing and distributing software. The code is often written collaboratively, and it can be downloaded, used and changed by anyone.
+Open source software (OSS) and open standards are separate concepts, however there are strong ties between them. OSS tends to use and help define open standards and publicly available specifications. OSS are, by their nature, publicly available specifications, and the availability of their source code promotes open, democratic debate around their specifications, making them both more robust and interoperable. ",""
+"id-4392a34e4629468db4513b4283a47e79","Principle","6: Enable A Modern Workplace: Anywhere, Anytime With Anyone","Principle 6: enable a modern workplace: anywhere, anytime with anyone
+The GC strives to be an innovative organization that:
+• provides its employees with modern technology that supports information retrieval, use, sharing and collaboration by making information and data accessible when and where needed
+• provides customizable tools and resources with minimized learning requirements for users
+• provides automated, digital processes in support of better services
+• attracts, retains and encourages public servants to work smarter and be innovative, greener and healthier so that they better serve Canadians",""
+"id-6702c070efda4c39afe199af8eba7ceb","Principle","7. Security and Privacy-by-Design","BDM Architecture Principle 7:
+Principle: Security and Privacy-by-Design.
+Statement: Balance Service and Security.
+Balance Service and proactive and personalized Service Experience and Privacy.
+Rationale: Security measure can present constraints for data collection and client interaction. Similarly, proactive and personalized service requires collecting and analyzing client data and proactively initiating interactions with the client which can be viewed as at odds with respecting client’s privacy.
+Implications: • BDM will seek to balance client and business needs with appropriate security measures.
+• Evaluation of architectures and proposed solutions in regards to applicable and supported security measures will be presented to BDM-ARC.
+• BDM will seek to reduce constraints related to data collection and data access and sharing, while maintaining a focus on privacy (e.g. leveraging a client consent-based model).
+• Privacy considerations are key to legislation, operational policy, service and business rules design. Through architecture and solution design, BDM will ensure that their intent in regards to privacy is maintained in implementation.",""
+"id-875dc98c5c944764b64c66454d7f4cfa","Principle","7. Security for the Full Lifecycle (Principle)","Guardrails and Governance
+7. Security for the Full Lifecycle – Risk analysis and confidentiality, integrity, and availability assurances must be sustained for the lifetime of the data, transaction, or relationship. Asset sensitivity must be reduced where possible (removing sensitive/regulated data, privileges, etc.), and assurances should be provided for the risk of data in use, in-flight, and at rest.",""
+"id-db2ec36168f849ef88935e40d876a8d4","Principle","8. Asset-Centric Security (Principle)","Technology
+8. Asset-Centric Security – Security must be as close to the assets as possible (i.e., data-centric and application-centric approaches instead of network-centric strategies) to provide a tailored approach that minimizes productivity disruption.",""
+"id-ac9c64ab37604ed8b67f12685db13ea9","Principle","8. Integrity & Quality-by-Design","BDM Architecture Principle 8:
+
+Principle: Integrity & Quality-by-Design.
+Statement: BDM will embed integrity and quality controls up-front and throughout processes and services.
+Rationale: Embedded approach to integrity and quality management is required to move away from “pay-and-chase” model and enable continuous service improvement.
+Implications: • BDM will ease burden of proof on clients, based on risk and complexity profile, while maintaining compliance and integrity checks.
+• Client risk, priority and complexity profile will result from integrity and quality controls embedded in processes and services.
+• Quality and continuous improvement will be embedded in all processes.
+
+",""
+"id-58a16058413344f1a00bca4f9d08723c","Principle","9. Cloud First","BDM Architecture Principle 9:
+Principle: Cloud First.
+Statement: Cloud First. BDM will leverage cloud where appropriate and available.
+Rationale: Cloud computing means providing infrastructure services and application services on demand. This is made possible through a high level of virtualization of hardware components by way of infrastructure service software. The result is highly scalable, elastic, available and programmable infrastructure. All these characteristics are of great importance to BDM.
+Implications: • BDM will leverage cloud where applicable, available and where it meets BDM security requirements.
+• All cloud deployment options (including SaaS) will be explored and evaluated as part of the solution design.
+• BDM will ensure that requirements for performance, availability, and scalability (including peak traffic periods) are met by all BDM solutions and components (new and legacy) and the hosting infrastructure.
+",""
+"id-40d5aaae6faa4a9386710492f803e4ec","Principle","9. Least Privilege (Principle)","Technology
+9. Least Privilege – Access to systems and data must be granted only as required and removed when no longer required.",""
+"563708e1-5eed-441d-a03c-47ee955709fb","Principle","<> Zero Trust Principles","",""
+"id-e58f48a2718c4be09ae3e91f4897f889","Principle","A.1: Authoring tool user interfaces follow applicable accessibility guidelines","",""
+"id-b42535c56a014aa2b0be24081f43c5a3","Principle","A.2: Editing-views are perceivable","",""
+"id-db7f13c3cf744417b5b006f203fd9d6e","Principle","A.3: Editing-views are operable","",""
+"id-f92cdd54f88246aa971c8484bccee47c","Principle","A.4: Editing-views are understandable","",""
+"id-610c88b34a644b8ab7641da5bcf7b7e4","Principle","Accessibility","3.2. Accessibility
+
+Name: Accessibility
+Statement: ESDC services are accessible on an equitable basis to clients
+Rationale:
+• Government services needs to be accessible to the widest set of consumers. Channel independence ensures that clients have a choice of access options. While information and services need to be accessed in a variety of ways, the information and services must be delivered in an integrated, consistent fashion.
+Implications:
+• Services should be designed to operate consistently across multiple delivery channels.
+• Programs will need to resource significant additional effort in human interface design.
+• In designing services, programs will need to consider accessibility by, and interoperability with, automated services.
+References:
+• Australian Government Enterprise Architecture Principles (PR-6)",""
+"id-b71d52f8534e4e71952785be13efe1c4","Principle","Accessible-By-Default","4.1. Accessible-by-Default
+
+Name: Accessible-by-Default
+
+Statement: Information and data is open, accessible and easy to use by default, however protected within closed environments when it includes personally identify and/or sensitive data
+Rationale:
+• The Government of Canada strives to provide Canadians with access to the data that is produced, collected, and used by departments and agencies across the federal government through a single and searchable window.
+• Information and Data are easily findable and consumable, in the appropriate format for a variety of users and scenarios.
+• Benefits of open data include:
+ o Support for innovation
+ o Advancing the government's accountability and democratic reform
+ o Leveraging public sector information to develop consumer and commercial products
+ o Better use of existing investment in broadband and community information infrastructure
+ o Support for research
+ o Support informed decisions for clients
+ o Proactive Disclosure
+• Information and Data are ubiquitous, but to be of business value the constraints challenging its access and use must be mitigated as much as is appropriate to do so.
+
+Implications:
+• Unless sensitive or containing personally identifiable data, the data is accessible to all employees of ESDC.
+• When designing services and systems, opportunities for publishing open data must be explored. Data can be published in different formats, or made accessible through Application Programming Interfaces (APIs).
+• Application Programming Interfaces (APIs) provide on-demand access to large, timely or complex data.
+• Information and Data holdings must be aligned to business needs and functions.
+• Information and Data are clearly catalogued, easily discoverable and easily accessible.
+• Access must be closely tied to understanding of the data, otherwise inappropriate use may occur.
+• Information and Data consumers’ awareness and education of data sources must be sustained.
+• Information and Data are in the appropriate tool and format for use and users know how to access it.
+• Efficient / timely access to information / data and its protection are not mutually exclusive concepts.
+• Information and Data repositories need to be managed to reduce redundancies and duplication.
+• Information and Data presentation must match generally accepted internal or external standards.
+• Levels of aggregation or disaggregation are appropriate for consumption purposes.
+• Timeliness of access permits the right data to be available when it is needed.
+• Mashup of Information and Data will push the boundaries of user understanding and will need training and support.
+• Knowledge repositories should capture enterprise information in ways to be useful as a basis for designing programs and services to improve future outcomes.
+• Business and Information Professionals must partner to ensure user/consumer perspective is enabled.
+• Information and data is now found in many forms and under many constraints.
+• Boundaries or constraints can include legal, geographic, ownership, sovereignty, language, format, application, technology, security, privacy, etc.; the goal is to architect by considering these boundaries, not to circumvent them.
+• Data architecture or lineage and flow must be such that we can utilize, process, and share data regardless of constraints.
+• Data if possible should reside where it is and not re-created or moved.
+• Intellectual property must be respected and maintained regardless of constraints.
+• A federated management / stewardship approach may be applied in certain circumstances.
+• Availability must not suffer due to insufficiently designed and implemented solutions.
+• Third party processing (supply chain security) policies and architectures should be designed and monitored (i.e., our data must be under our rules at all times and locations).
+
+References:
+• Canada's Open Data Principles
+• CDO",""
+"id-6987c7026ba2476ca8612f7b42893903","Principle","Address Security and Privacy Risks","Address security and privacy risks
+Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users.
+
+Guidance: Address security and privacy risks
+Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services.
+
+Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture.
+
+Aligned Behaviours
+1. Our team considers security and privacy throughout the service design process.
+2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service.
+3. Security measures are frictionless so that they do not place a burden on users.
+4. Our team has privacy and security knowledge and understanding as a competency within the team.
+5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service.
+6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents.
+
+Misaligned Behaviours
+1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices.
+2. The core services upon which our team works have no automated security checks or privacy protections.
+3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service.
+4. Our team implements or enforces security or privacy controls without considering the impact on service usability.",""
+"id-16babbc9a5ea43b1a9943a832c14f5cf","Principle","Address Security and Privacy Risks (Principle) (copy)","Address security and privacy risks
+Take a balanced approach to managing risk by implementing appropriate privacy and security measures. Make security measures frictionless so that they do not place a burden on users.
+
+Guidance: Address security and privacy risks
+Digital services are core to service delivery, and they must securely store and manage the information of Canadians to maintain trust in government services.
+
+Security and privacy should be taken as a consideration from the onset of work for a given service, in alignment with Iterate and Improve. The implementation of security and privacy controls should be considered part of daily work. Similarly, processes should promote and monitor the continuous implementation of security and privacy controls throughout the lifecycle of a service. This will demonstrably increase the security and privacy posture of digital services by leveraging automated testing and real time reporting and monitoring over anecdotal document-heavy manual processes. Said processes, and the security and privacy controls themselves, should be frictionless, ensuring that services are designed first and foremost for users, not to satisfy existing legacy government procedures, tooling, or processes. Furthermore, by creating frictionless processes and permitting services to be iterated and improved upon quickly, the government is better situated to respond quickly to security or privacy risk. By responding to these operational needs within hours or minutes rather than months, the government can improve its security and privacy posture.
+
+Aligned Behaviours
+1. Our team considers security and privacy throughout the service design process.
+2. When implementing or enforcing security or privacy controls, our team takes into consideration how they would impact the quality or efficiency of the service and how it will impact the end users of the service.
+3. Security measures are frictionless so that they do not place a burden on users.
+4. Our team has privacy and security knowledge and understanding as a competency within the team.
+5. The service has implemented automated security checks and privacy protections include role-based access and audit functions against the service.
+6. There are procedures and processes in place to quickly respond to security or privacy breaches or incidents.
+
+Misaligned Behaviours
+1. Team has no internal privacy or security knowledge, relying on other teams to identify nearly all security or privacy controls and best practices.
+2. The core services upon which our team works have no automated security checks or privacy protections.
+3. Our team relies on security through obscurity, hiding services or information rather than improving the security posture of the service.
+4. Our team implements or enforces security or privacy controls without considering the impact on service usability.",""
+"60f63855-a828-4b5b-9268-417df8350d0e","Principle","API Design Principles","",""
+"id-4308ff622746457fb4e0964973587188","Principle","Applications Need To Be Hosted In A Secured and Stable Environment (Principle)","2.3 Business Context
+Applications need to be hosted in a secured and stable environment, which they will not have if we leave them in the legacy data centres.",""
+"id-da903d6b2c7b4b9a889bbfa0bc350a5e","Principle","B.1: Fully automatic processes produce accessible content","Principle B.1: Fully automatic processes produce accessible content",""
+"id-fe2ba15bdd8a43d685f6af968aea8259","Principle","B.2: Authors are supported in producing accessible content","Principle B.2: Authors are supported in producing accessible content",""
+"id-bb5a674da5a44b28b1dd1306f03958a9","Principle","B.3: Authors are supported in improving the accessibility of existing content","",""
+"id-1d5f61da1e49424cbdbd2ef850bbd055","Principle","B.4: Authoring tools promote and integrate their accessibility features","Principle B.4: Authoring tools promote and integrate their accessibility features",""
+"id-c92bc620331c4fa1ab7a4968dad8a2dc","Principle","BDM Architecture Principles","BDM Architecture Principles
+
+Proposed to BDM-ARC for endorsement (1-5 out of 10)
+1) BDM will implement a new Target Operating Model designed for the future. Transition will be gradual and iterative ensuring service continuity.
+2) BDM will consume a GC or ESDC enterprise solution/service where it exists and meets all BDM mandatory and majority of non-mandatory functional and non-functional requirements, as well as, when there is a commitment and plan for long-term investment in sustainment and support.
+3) BDM will favour investment in strategic solutions and technologies over investment in interim and tactical ones.
+4) Data is at the center of BDM. BDM embraces Data Management-by-design by building services and processes that support and enable appropriate data access, standards and quality for ESDC clients, partners and staff. BDM advocates leveraging data from an authoritative source.
+5) Digital First. BDM will design and implement digital interfaces to enable and encourage submission of information in a digital format through the digital channel and third-party systems and end-user applications.
+6) Open solutions by default, proprietary by exception. SaaS and COTS that support open standards are considered open solutions. Open source will be considered where appropriate.
+7) Balance Service and Security. Balance proactive and personalized Service Experience and Privacy.
+8) BDM will embed integrity and quality controls up-front and throughout processes and services.
+9) Cloud First. BDM will leverage cloud where appropriate and available.
+10) Minimize changes and write-back to legacy.",""
+"id-7b61d2b2f7b04a33bdcdf8bfe5d8208a","Principle","Be Good Data Stewards","Be good data stewards
+Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services.
+
+Guidance: Be good data stewards
+Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts.
+
+This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government.
+
+Aligned Behaviours
+1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery.
+2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data.
+3. Our team strives to identify and remove barriers to data sharing and release.
+4. Our team ensures that users of our services can make corrections to their personal information.
+5. Our team publishes data and information on the open government portal.
+6. Our team publishes data in plain language and machine-readable formats.
+7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use.
+8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others.
+9. Our team has processes in place to regularly assess, maintain, and improve data quality.
+10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified.
+11. Our team ensures that information and data of business value are saved in systems where it can be properly managed.
+12. Our team has processes in place for determining the classification of data and information.
+13. Our team is aware of which information and data has business value and prioritizes its management.
+
+Misaligned Behaviours
+1. Our team, or the service our team manages, asks users for the same information more than once.
+2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information.
+3. The documentation for our APIs is only available to internal approved consumers.
+4. Our team does not have the data it needs to make informed policy, program, or service decisions.",""
+"id-b665acd22f454ec786a1465c5bf676ba","Principle","Be Good Data Stewards (Principle) (copy)","Be good data stewards
+Collect data from users only once and reuse wherever possible. Ensure that data is collected and held in a secure way so that it can easily be reused by others to provide services.
+
+Guidance: Be good data stewards
+Good data stewardship is required to ensure data is clean, reusable, and managed responsibly to be leveraged for data driven decision making and promote reuse of information rather than duplication of efforts.
+
+This involves managing data and information responsibly and securely, which supports the sharing and reuse of data throughout the Government of Canada and through promoting its use through innovative new solutions within the private sector. In alignment with working in the open by default, data and information should be published to be readable, by humans or by machines by publishing well organized data in machine readable formats. In alignment with iterating and improving frequently, efforts should be made to continually improve the quality of the data, and the quality of the processes used to manage and publish said data. Further, by working in the open by default and properly managing data and information sources, issues such as duplication of data and information and rework can be mitigated, while promoting the creation of innovative solutions which are able to leverage information collected and published by the government.
+
+Aligned Behaviours
+1. Our team strives to leverage data to continuously improve decision-making, operations, or service delivery.
+2. Our team identifies what data is needed to support decision-making, operations, or service delivery and reuses existing data as appropriate before acquiring new data.
+3. Our team strives to identify and remove barriers to data sharing and release.
+4. Our team ensures that users of our services can make corrections to their personal information.
+5. Our team publishes data and information on the open government portal.
+6. Our team publishes data in plain language and machine-readable formats.
+7. Our team has clearly defined roles, responsibilities, and accountabilities for data and information management and use.
+8. Our team captures appropriate metadata to provide context for the information and data we create and capture, thereby enabling its discovery and reuse by others.
+9. Our team has processes in place to regularly assess, maintain, and improve data quality.
+10. Our service has in place processes for ensuring proper management of information and data prior to being collected, used, disclosed, retained, disposed of, or declassified.
+11. Our team ensures that information and data of business value are saved in systems where it can be properly managed.
+12. Our team has processes in place for determining the classification of data and information.
+13. Our team is aware of which information and data has business value and prioritizes its management.
+
+Misaligned Behaviours
+1. Our team, or the service our team manages, asks users for the same information more than once.
+2. The service, or services, our team is responsible for collects all the data or information required without reusing existing data or information.
+3. The documentation for our APIs is only available to internal approved consumers.
+4. Our team does not have the data it needs to make informed policy, program, or service decisions.",""
+"id-c534f2e4013049c397f87db7dab23534","Principle","Build In Accessibility From the Start","Build in accessibility from the start
+Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone.
+
+Guidance: Build in accessibility from the start
+Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix.
+
+Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded.
+
+Aligned Behaviours
+1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access.
+2. Our team understands how to make their services or products accessible.
+3. Our team considers accessibility throughout the service design process.
+4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service.
+5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds.
+6. Our team implements automated accessibility checks for our services.
+
+Misaligned Behaviours
+1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings.
+2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits.",""
+"id-ea9d2e3003134f748d9cba2467a8fbd4","Principle","Build In Accessibility From the Start (Principle) (copy)","Build in accessibility from the start
+Services should meet or exceed accessibility standards. Users with distinct needs should be engaged from the outset to ensure what is delivered will work for everyone.
+
+Guidance: Build in accessibility from the start
+Quality should be built in from the start, preventing the need to revisit previously implemented components due to issues, such as accessibility. The faster and earlier issues are found the less costly they are to fix.
+
+Accessibility in Canada is about creating communities, workplaces and services that enable everyone to participate fully in society without barriers. The Government of Canada is committed to taking a proactive and systemic approach for identifying, removing and preventing barriers to accessibility without delay complementing the rights of persons with disabilities under the Canadian Human Rights Act. To meet these commitments, accessibility should be a consideration throughout the service development lifecycle. This requires that accessibility be monitored and built into our processes to continually promote alignment with accessibility standards. While iterating and improving frequently and designing with users, accessibility should be a key consideration, and become a source of work items throughout the service design lifecycle. When designing with users, efforts should be made to identify a wide variety of users with a wide variety of needs, to ensure accessibility standards are met or exceeded.
+
+Aligned Behaviours
+1. Starting at the outset, our team's service and platform design continually considers the lowest levels of digital skill, confidence and access.
+2. Our team understands how to make their services or products accessible.
+3. Our team considers accessibility throughout the service design process.
+4. Research and testing are conducted to ensure our service is accessible to people of all abilities no matter how, where, or when they access the service.
+5. Our team conducts ongoing user research with users with low level digital literacy, people with disability, and people from different cultural and linguistic backgrounds.
+6. Our team implements automated accessibility checks for our services.
+
+Misaligned Behaviours
+1. Our team has no competency with accessibility and relies on another team to identify accessibility shortcomings.
+2. Accessibility compliance is added at the end of the development cycle in order to pass compliance checks or audits.",""
+"id-07b738ccd71243e6b4627e55e1fffa82","Principle","Build Security Into System life Cycle, All Architectural Layers","Build security into the system life cycle across all architectural layers
+ - identify and categorize information based on the degree of injury that could be expected to result from a compromise of its confidentiality, integrity and availability
+ - implement a continuous security approach, in alignment with Centre for Cyber Security’s IT Security Risk Management Framework; perform threat modelling to minimize the attack surface by limiting services exposed and information exchanged to the minimum necessary
+ - apply proportionate security measures that address business and user needs while adequately protecting data at rest and data in transit
+ - design systems to be resilient and available in order to support service continuity",""
+"id-854bd6e4dd9f4c6492cef43b4ce8358c","Principle","Business Continuity","3.1. Business Continuity
+
+Name: Business Continuity
+Statement: Operations are maintained in case of events that may or are known to cause service or system interruptions.
+Rationale:
+• Business activities continue regardless of external events.
+• Hardware failure, natural disasters, and data corruption do not disrupt or stop enterprise activities.
+• The enterprise business functions are capable of operating leveraging redundant information delivery mechanisms.
+
+Implications:
+• The risks of business interruption must be established in advance and managed. (Management includes but is not limited to planning, testing and monitoring business continuity and IT service recovery, periodic reviews, testing for vulnerabilities and exposure, or designing mission-critical services in a way that ensures business function continuity through redundant or alternative capabilities.)
+• Services and applications must be assessed for criticality and impact on the ESDC’s mission to determine which continuity level is required and which corresponding recovery plan must be implemented.
+• Recoverability, redundancy, and maintainability of enabling services and systems must be considered throughout their design and use.
+• Technology lifecycle must be actively managed.
+• Technology must be regularly and proactively upgraded.
+References:
+• TOGAF 9 Principle 4",""
+"id-ba9bdde11f0c4be093c588e837390182","Principle","Buy What We Can and Build What We Must","5.1. Buy what we can and build what we must
+
+Name: Buy what we can and build what we must.
+Statement:
+Implement cloud services/COTS by default, open source where practical, and reserve custom development for unique requirements; adopt shared services and common government solutions where available.
+
+Rationale:
+• Procuring commercial solutions (Cloud Services, COTS or open source) for common applications allows ESDC to focus its resources on application with Unique Requirements related specific configurations, customizations, and as a last resort custom development.
+
+Implications:
+• When deploying new workloads, Departments must consider cloud service models in the following order:
+ o Cloud Services (SaaS)
+ o Open source
+ o COTS
+This means that the preference will be given to subscribing to SaaS solutions rather than buying or developing new solutions that can be hosted on a PaaS or IaaS infrastructure.
+• When SaaS is not available, ESDC will explore availability of packaged solutions, both commercially available (COTS) and open source. Only if no appropriate solution is available on the market (commercial or open sauce), development of a custom solution would be considered.
+• Proprietary solutions restrict reuse, reduce asset management flexibility and can prevent government organizations from switching suppliers.
+• Open source will be fairly assessed against proprietary solutions alternatives. Exit, rebid and rebuild costs will be taken into consideration during procurement decisions for best value for money comparisons between open source and proprietary solutions.
+
+References:
+• Government of Canada Information Technology Strategic Plan 2016-2020
+• GC Cloud Adoption Strategy (2016)
+• Accenture Paper on Technical Debt
+• Correctional Service Canada (CSC) Enterprise Architecture Principles",""
+"id-1bea697a86e64c0d98d20b2b1bea873a","Principle","Capture ADO Items Of Value (Principle)","Avoid items of less than 1 hour, especially ones of low value / criticality.",""
+"id-f851968e99d5424e942531ac1ac81865","Principle","Client Centric","2.2. Client Centric
+
+Name: Client-Centric
+Statement: Deliver high-quality, timely and accurate services that are responsive to current and emerging client needs and to continue to innovate and meet new standards of excellence.
+Rationale:
+• Clients expect seamless access to a suite of integrated programs and services based on their individual needs and abilities.
+Implications:
+• Services must be built around client needs
+• Clients must be provided with a “one-stop service” that is simple and intuitive.
+• Client and employee feedback data must be collected and analyzed to improve services and inform implementation.
+• Clients are able to determine their level of engagement with the government and/or department as permitted by legislation, public policy and program policy
+• Services must be delivered across multiple channels using modern architectures.
+• Where appropriate, clients are directed into lower cost channels.
+• Service levels must be defined for client services provided.
+• Services must be measured to improve performance.
+• A cross-government strategy must be built for common citizen and business data sets (e.g. name, address) and common client applications (e.g. authentication, payments, notifications).
+• Services should be accessible by the client at anytime, anywhere and on any device.
+
+References:
+• ESDC Service Strategy
+• The OASIS Transformational Government Framework, Guiding Principles
+• Digital Services Playbook - from the U.S. Digital Service
+• DFO PRN_ARC_02: Citizen centered service",""
+"id-f84cf9349e3c470e904bf9426b91dc30","Principle","Cohesiveness","3.5. Cohesiveness
+
+Name: Cohesiveness
+Statement: Departments shall present a consistent and unified face of government through a common and integrated approach to service delivery.
+Rationale:
+• Government services are presented to clients in a consistent and cohesive manner. This means that clients of government services should only need to present a piece of information to government once. Similarly, clients will be presented with a common look, feel and experience regardless of what department service or channel they are accessing at the time. This presentation of a consistent government face will reduce the impact of internal government change (for example, department/program amalgamations and restructures) on clients, and potentially reduce the flow on costs of such changes. Adoption and continued use of a service by clients will depend, to an extent, on ease of use enhanced by consistency of service delivery.
+• With the introduction of common services and the reduction of duplicate services, the Government/Department has the opportunity to reduce costs.
+Implications:
+• Departments and Programs will need to collaborate in the development of services. This will require open sharing of information, cross-department/program planning, and understanding of whole-of-government service channels, segments and lines of business.
+• To achieve consistent and interoperable service across the whole-of-government, the government, department and its programs will need to agree and use common technologies, open industry standards and open architectures.
+• The department and programs will need to align service delivery with whole-of-government policies, strategies and frameworks.
+• Departments and programs will need to reduce integration complexity.
+• Departments and programs will need to incorporate the seamless use of interoperable applications, data and information across various sourcing models and operating environments.
+
+References:
+• Australian Government Enterprise Architecture Principles (PR-2)",""
+"id-a8244d25e637492592eaaadcec404bf1","Principle","Collaborate Widely","Collaborate widely
+Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users.
+
+Guidance: Collaborate widely
+Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments.
+
+Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age.
+
+Aligned Behaviours
+1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users.
+2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members.
+3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work.
+4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use.
+5. Our team uses data from performance monitoring tools to inform business decisions.
+
+Misaligned Behaviours
+1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort.
+2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams.
+3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service.",""
+"id-3966d2e7377740b1bbe3698dae656e9f","Principle","Collaborate Widely (Principle) (copy)","Collaborate widely
+Create multidisciplinary teams with the range of skills needed to deliver a common goal. Share and collaborate in the open. Identify and create partnerships which help deliver value to users.
+
+Guidance: Collaborate widely
+Collaborating widely allows us to learn from others to minimize mistakes already experienced and reduces work through identifying and sharing existing solutions. The problems that government solves are often unique, though they are not unique amongst governments.
+
+Many of the same solutions by the same, or similar vendors, are used throughout the world, or at varying levels of government within different jurisdictions. When designing a service, or implementing a service using tools or systems, identify which other departments, jurisdictions, or organizations, have leveraged similar technologies to solve similar use cases in order to collaborate widely, reduce work, share solutions, and benefit from lessons already learned by others. Furthermore, using multidisciplinary teams, especially when coupled with the empowerment of staff, the government improves its posture to deliver modern and innovative services. Through wide collaboration, organizations begin to break down the silos developed over time through the overreliance on functionally based teams. Going forward, working across skill sets, and leveraging work from others, while learning from their lessons, promotes the development of modern services better able to meet the changing needs of citizens in the digital age.
+
+Aligned Behaviours
+1. Our team is multidisciplinary, having all the skills and capabilities required to fully deliver our service to users.
+2. Our team is active in communities of practice, events, or groups that pertain to the areas of expertise of team members.
+3. Our team has identified, and collaborates with, other teams, in or outside of our organisation, including other levels of government, other governments, the public, or private sector organizations, who have done, or are doing, similar work.
+4. Our team documents any APIs for our service using modern and common protocols and standards and provides examples to others regarding their use.
+5. Our team uses data from performance monitoring tools to inform business decisions.
+
+Misaligned Behaviours
+1. Our team develops most of the service on our own, without leveraging existing solutions and services to reduce duplication of effort.
+2. Our team overwhelmingly relies on tickets to manage collaboration between internal stakeholders or teams.
+3. The team does not consider the impacts on teams working across the value stream, or on the outcome of the service.",""
+"id-5cdc69f34f9b42c195a937cfb9a0cf0c","Principle","Collect Data to Address Needs","Collect data to address the needs of the users and other stakeholders
+ - assess data requirements‑based program objectives, as well users, business and stakeholder needs
+ - collect only the minimum set of data needed to support a policy, program, or service
+ - reuse existing data assets where permissible and only acquire new data if required
+ - ensure data collected, including from third-party sources, are of high quality",""
+"id-0f7e620b3b8a44d297eb39d7df133e15","Principle","Common Understanding and Trusted","4.2. Common Understanding and Trusted
+
+Name: Common Understanding and Trusted
+Statement: Business and program terminology and data are defined consistently throughout the Department, and the definitions and values are understandable, trusted and available to all users.
+Rationale:
+• A common vocabulary facilitates communications and enables effective dialogue.
+• The data that will be used in the development of services must have a common definition throughout the Department to enable sharing of data.
+• Information and Data are meaningfully defined from an enterprise perspective by the appropriate authorities, and are obtained from reliable, authoritative and understood data flows and sources.
+
+Implications:
+• The Department must establish the initial common vocabulary for the business based on open standards where available. The definitions will be used uniformly throughout the Department.
+• Multiple concurrent definitions must be replaced by a definition that is accepted and understood by the entire Department.
+• Whenever a new definition is required, the definition effort will be co-coordinated and reconciled with the corporate ""glossary"".
+• Clarity and integrity of information / data is crucial to supporting business processes
+• Building trust in data requires a multi-faceted approach.
+• Metadata capture and utilisation must be mandatory in all processes and systems
+• Data and its associated metadata must be an integral part of any business process design
+• Information and data lineage (flow) and applied business rules must be documented and available
+• Stewards must clearly define business terms and data elements, aligned to business programs to provide a common enterprise vocabulary, thus allowing for enterprise-wide use and interoperability
+• Stewards need a simple and repeatable process to define, have approved and publish definitions and other metadata for information and data elements
+• Stewards and all consumers need a repository, tied to important systems to capture / consume metadata
+• Stewards will direct custodians in their activities as relates data aspects
+• Properly identified data custodians are solely responsible for data capture to ensure integrity and quality and reduce redundant efforts and storage/processing
+• Data governance and stewardship provide the means to ensure that enterprise data can be trusted
+• Enterprise Information and Data should be located in authoritative sources
+• Without trust in data consumers may develop their own siloed and redundant solutions/repositories.
+
+References:
+• TOGAF 9 Principle 14
+• CDO",""
+"4afae1ae-64df-4f08-ac0b-3717956d63cb","Principle","Consistency ","design API's with a common look and feel using a consistent style and syntax",""
+"045c6f5c-b019-4ddc-8a17-0270fb7f938c","Principle","Continuous Improvement ","actively improve and maintain API's over time by incorporating consumer feedback",""
+"id-db04906a582d4c79807976aa3ec8963a","Principle","Control Technical Diversity","6.1. Control Technical Diversity
+
+Name: Control Technical Diversity
+Statement: ‘Right-size’ the variety of technology platforms to use in alignment with our partners’ strategic choices (i.e. SSC, TBS).
+Rationale:
+• Limiting the number of different supported technologies:
+ o Improves maintainability and reduces total cost of ownership.
+ o Enhances staff focus on standardized technologies and reduces staff competency requirements.
+ o Improves solution interoperability
+ o Improves synergy.
+
+Implications:
+• Consider benefits of introducing a new technology versus the required additional maintenance effort, additional staff competency requirements, increased complexity, and the potential lack of interoperability with existing technologies.
+• Balance controlling technical diversity and IT-enabled business innovation.
+• Prefer vendor-independent technologies to enable solution interoperability and avoid vendor lock-in.
+• Reduce integration complexity by utilizing standardized integration approaches.
+• Policies, standards, and procedures that govern acquisition of technology must be tied directly to this principle.
+• Technology options will be constrained by the choices available within the supported standards.
+• Technology options and preferred choices are published as “Technology Bricks” and governed through architecture governance. The “Bricks” are refreshed regularly to reflect appearance of new technologies and sunset of legacy technologies.
+• Need to define and implement a lifecycle management process for all technology products
+
+References:
+• TOGAF 9 Principle 20",""
+"id-5e22a15c5a204a04a6edd7d8c3b2c14f","Principle","Design End-to-End Services Digitally To Meet Needs","Design services digitally from end‑to‑end to meet the Government of Canada users and other stakeholders’ needs
+ - clearly identify internal and external users and other stakeholders and their needs for each policy, program and business service
+ - include policy requirement applying to specific users and other stakeholder groups, such as accessibility, gender-based plus analysis, and official languages in the creation of the service
+ - perform Algorithmic Impact Assessment (AIA) to support risk mitigation activities when deploying an automated decision system as per Directive on Automated Decision-Making
+ - Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels",""
+"id-f2b4e9c5ca67410d9580cb23bcda02b3","Principle","Design Ethical Services","Design ethical services
+Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence).
+
+Guidance: Design ethical services
+Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment.
+
+Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious.
+
+Aligned Behaviours
+1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases.
+2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user.
+3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated.
+4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake.
+5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered.
+6. Our team uses data in a manner consistent with the purpose of its collection.
+
+Misaligned Behaviours
+1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering.
+2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias.
+3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management.
+4. Our team designs and deliver services without fully considering relevant legislation
+5. Our team delivers services without assessing the impacts of negative outcomes.",""
+"id-082be8ab2d444cb6b82e4d6a5b700eed","Principle","Design Ethical Services (Principle) (copy)","Design ethical services
+Make sure that everyone receives fair treatment. Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence).
+
+Guidance: Design ethical services
+Designing ethical systems means that systems created by the government ensures that everyone receives equitable treatment.
+
+Services should address client needs and provide public benefits. In the digital age, the underlying systems that run Canada’s services come to conclusions that can be opaque to both the external users, and those managing the systems. Efforts are required to increase the transparency and address potential biases of computational decisions, and to ensure that decisions made or supported using these systems are legal, consistent, accurate and align with the expectations and intents of those managing them. The responsible use of automated-decision systems includes being open about their use and being able to explain how decisions are made. Through iterative service design where results are continuously monitored against expected and desired outcomes, the organization positions itself to ensure it is designing ethical services. Furthermore, with extensive monitoring solutions, one must ensure their services are not enforcing biases, whether conscious or unconscious.
+
+Aligned Behaviours
+1. Our team continually seeks out indicators of bias and ensures their services are not reinforcing unintended biases.
+2. Our team continually seeks out evidence of unintended consequences to the user in service design and delivery and works to mitigate these consequences for the user.
+3. When automated decision-making is being leveraged by our team, possible biases in the data and algorithms are acknowledged, accounted for, and mitigated.
+4. Our team designs services which address cultural, linguistic, geographical, disability, technological, socioeconomic, or other access barriers to uptake.
+5. Our team has considered the impacts of decisions on the users and negative outcomes are reduced, when encountered.
+6. Our team uses data in a manner consistent with the purpose of its collection.
+
+Misaligned Behaviours
+1. No training is provided to our team regarding the potential impacts of the service they are designing or delivering.
+2. Our team conducts little to no monitoring of outcomes of the service to identify implicit bias.
+3. Our team delegates ethical analysis to a vendor or external service, without direct accountability to management.
+4. Our team designs and deliver services without fully considering relevant legislation
+5. Our team delivers services without assessing the impacts of negative outcomes.",""
+"id-5f61997402ca4ee78d756ea0b8a3afee","Principle","Design For Interoperability","Design for Interoperability
+ - design systems as highly modular and loosely coupled services
+ - expose services, including existing ones, through APIs
+ - make the APIs discoverable to the appropriate stakeholders",""
+"id-9d03de19c8894e4aa8f5e8f7afdf3098","Principle","Design For Performance, Availability & Scalability","Design for performance, availability and scalability
+ - ensure response times meet user needs, and critical services are highly available
+ - support zero‑downtime deployments for planned and unplanned maintenance
+ - use distributed architectures, assume failure will happen, handle errors gracefully, and monitor performance and behaviour actively
+ - establish architectures that supports new technology insertion with minimal disruption to existing programs and services
+ - control technical diversity; design systems based on modern technologies and platforms already in use",""
+"f002c800-2f45-414e-a518-46d52bfadae2","Principle","Design Principles","",""
+"id-c0ecef7fae0248d1aaf51bbcf9fd92ff","Principle","Design With Privacy In Mind","Design with privacy in mind for the collection, use and management of personal Information
+ - ensure alignment with guidance from appropriate institutional ATIP Office with respect to interpretation and application of the Privacy Act and related policy instruments
+ - assess initiatives to determine if personal information will be collected, used, disclosed, retained, shared, and disposed
+ - only collect personal information if it directly relates to the operation of the programs or activities
+ - notify individuals of the purpose for collection at the point of collection by including a privacy notice
+ - personal information should be, wherever possible, collected directly from individuals but can be from other sources where permitted by the Privacy Act
+ - personal information must be available to facilitate Canadians’ right of access to and correction of government records
+ - design access controls into all processes and across all architectural layers from the earliest stages of design to limit the use and disclosure of personal information
+ - design processes so personal information remains accurate, up‑to‑date and as complete as possible, and can be corrected if required
+ - de‑identification techniques should be considered prior to sharing personal information
+ - in collaboration with appropriate institutional ATIP Office, determine if a Privacy Impact Assessment (PIA) is required to identify and mitigate privacy risks for new or substantially modified programs that impact the privacy of individuals
+ - establish procedures to identify and address privacy breaches so they can be reported quickly and responded to efficiently to appropriate institutional ATIP Office",""
+"id-d83c9e1b9d57424fb062d7c8473d4174","Principle","Design With Users","Design with users
+Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development.
+
+Guidance: Design with users
+Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services.
+
+To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements.
+
+Aligned Behaviours
+1. End-user feedback is used to establish the requirements of our service(s).
+2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service.
+3. Our team conducts user research prior to deciding upon a given implementation.
+4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds.
+5. Our team considers user needs and feedback in defining key service metrics.
+6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us.
+7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing.
+
+Misaligned Behaviours
+1. Our team receives requirements through extensive documentation and builds against them.
+2. Our team does not involve internal or external users to collaborate on the design of the service.
+3. The technical development resources or IT senior management are prioritizing features.
+4. Our team's prioritization of tasks is driven by senior management.
+5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design.",""
+"id-86d572879d35445695a68472e294502d","Principle","Design With Users (Principle) (copy)","Design with users
+Research with users to understand their needs and the problems we want to solve. Conduct ongoing testing with users to guide design and development.
+
+Guidance: Design with users
+Services should not be built based on internal constraints or complexities of government, they should be built to address the needs of users. In order to deliver value to users, one must understand and prioritize their needs. Everything is a hypothesis until tested with the users of services.
+
+To validate one's hypotheses, one must validate their assumptions through direct and frequent interactions with those who will be using the services. Users may be members of the public, or government employees or a combination thereof. Keeping in mind that users will come from diverse backgrounds, varying in location, experience, knowledge, and abilities, requirements for services are built first and foremost with the needs of all users. When designing services, one must take a holistic approach to service delivery -- from each member's individual contributions to the end goal, as defined by user requirements.
+
+Aligned Behaviours
+1. End-user feedback is used to establish the requirements of our service(s).
+2. Our team has processes or tools in place for user feedback, including anonymous user feedback, to be incorporated into the design of the service.
+3. Our team conducts user research prior to deciding upon a given implementation.
+4. Our team has tested our primary systems in the users’ context with a wide range of users including users with varying needs and representing diverse backgrounds.
+5. Our team considers user needs and feedback in defining key service metrics.
+6. Our team uses automation to anticipate and detect operational or quality-of-service issues before our users tell us.
+7. Our team has within it, or direct access to, the expertise required to conduct user research and usability testing.
+
+Misaligned Behaviours
+1. Our team receives requirements through extensive documentation and builds against them.
+2. Our team does not involve internal or external users to collaborate on the design of the service.
+3. The technical development resources or IT senior management are prioritizing features.
+4. Our team's prioritization of tasks is driven by senior management.
+5. Senior executives and teams rely exclusively on desk-based research, or other proxy sources of information to inform policy, program and/or service design.",""
+"id-df4b18259f1a4675b0472c33a29cafd9","Principle","Digital First","2.3. Digital First
+
+Name: Digital First
+Statement:
+Create and optimize the design of services and communications for delivery via responsive digital channels (i.e., web, mobile, social media, etc.) over the traditional channels, such as mail, fax, or in-person.
+Rationale:
+• Clients expect secure and easy-to-use online options to access services from the information and application stage up to a decision on their file.
+• ESDC is committed to providing Canadians with access to high-quality online services, while ensuring that those who require additional assistance to access services online receive it.
+• Clients can complete services using digital self-service.( Goal 1 of the ESDC Service Strategy )
+
+Implications: Digital First means:
+• We must optimize to digital channel
+• We must embrace decisions enabling its fullest control
+• We must design the channel to support
+• We must ensure the full spectrum of services covers the non-digital
+• We must enable business transformation to grow take up
+
+GC Digital Architectural Standards
+o Align to the GC Business Capability model
+ Define program services as business capabilities to establish a common vocabulary between business, development, and operation
+ Identify capabilities that are common to the GC enterprise and can be shared and reused
+ Model business processes using Business Process Modelling Notation (BPMN) to identify common enterprise processes
+o Design for Users First & Deliver with Multidisciplinary Teams
+ Focus on the needs of users, using agile, iterative, and user-centred methods
+ Conform to both accessibility and official languages requirements
+ Include all skillsets required for delivery, including for requirements, design, development, and operations
+ Work across the entire application lifecycle, from development and testing to deployment and operations
+ Ensure quality is considered throughout the Software Development Lifecycle
+ Ensure accountability for privacy is clear
+ Encourage and adopt Test Driven Development (TDD) to improve the trust between Business and IT
+o Design Systems to be Measurable and Accountable
+ Publish performance expectations for each IT service
+ Make an audit trail available for all transactions to ensure accountability and non-repudiation
+ Establish business and IT metrics to enable business outcomes
+ Apply oversight and lifecycle management to digital investments through governance
+o Data Collection
+ Ensure data is collected in a manner that maximizes use and availability of data
+ Ensure data collected aligns to existing enterprise and international standards
+ Where enterprise or international standards don’t exist, develop Standards in the open with key subject matter experts
+ Ensure collection of data yields high quality data as per data quality guidelines
+ Ensure data is collected through ethical practices allowing for use that supports appropriate citizen and business-centric
+ Data should only be purchased once and should align with international standards
+ Where necessary, ensure collaboration with department/ agency data stewards/ custodians, other levels of government, & Indigenous people
+o Data Management
+ Demonstrate alignment with departmental data governance and strategies.
+ Ensure accountability for data roles and responsibilities
+ Design to maximize data use and availability.
+o Data Storage
+ Ensure data is stored in a secure manner in accordance with the National Cyber Security Strategy, and the Privacy Act.
+ Follow existing retention and disposition schedules.
+ Ensure data is stored in a way to facilitate easy data discoverability and accessibility.
+o Data Sharing
+ Data should be shared openly by default as per the Directive on Open Government.
+ Ensure government-held data can be combined with data from other sources enabling interoperability and interpretability through for internal and external use
+ Reduce the collection of redundant data
+ Reuse existing data where possible
+ Encourage data sharing and collaboration
+o Use open standards and solutions by default
+ Use open standards and open source software. Avoid lock-in and seek independence and substitutability where open source software or open standards are available.
+ Enforce this order of preference: open source first, then platform-agnostic COTS, then proprietary COTS, and lastly custom-built
+ Make source code open and reusable under an appropriate open source software license
+ Expose public data to implement Open Data and Open Information initiatives
+o Maximize Reuse
+ Leverage and reuse existing solutions, components, and processes
+ Select enterprise and cluster solutions over department-specific solutions
+ Achieve simplification by minimizing duplication of components and adhering to relevant standards
+ Inform the GC EARB about departmental investments and innovations
+ Share code publicly when appropriate, and when not, share within the Government of Canada
+o Enable Interoperability
+ Expose all functionality as services
+ Use micro services built around business capabilities. Scope each service to a single purpose
+ Run each IT service in its own process and have it communicate with other IT services through a well-defined interface, such as an HTTPS-based application programming interface (API) as per Appendix D: Mandatory Procedures for Application Programming Interfaces
+ Run applications in containers
+ Leverage the GC Digital Exchange Platform for components such as the API Store, Messaging, and the GC Service Bus
+o Use Cloud first
+ Enforce this order of preference: Software as a Service (SaaS) first, then Platform as a Service (PaaS), and lastly Infrastructure as a Service (IaaS)
+ Enforce this order of preference: Public cloud first, then Hybrid cloud, then Private cloud, and lastly non-cloud (on-premises) solutions
+ Design for cloud mobility and develop an exit strategy to avoid vendor lock-in
+o Design for Performance, Availability, and Scalability
+ Design for resiliency
+ Ensure response times meet user needs for availability
+ Support zero-downtime deployments for planned and unplanned maintenance
+ Use distributed architectures, assume failure will happen, handle errors gracefully, and monitor actively
+o Design for Security and Privacy
+ Implement security across all architectural layers
+ Categorize data properly to determine appropriate safeguards
+ Perform a privacy impact assessment (PIA) and mitigate all privacy risks when personal information is involved
+ Balance user and business needs with proportionate security measures and adequate privacy protections.
+
+• Digital Principles (Canada.ca)
+o Design Ethical Services
+ Make sure that everyone receives fair treatment.
+ Comply with ethical guidelines in the design and use of systems which automate decision making (such as the use of artificial intelligence).
+o Collaborate Widely
+ Create multidisciplinary teams with the range of skills needed to deliver a common goal.
+ Share and collaborate in the open.
+ Identify and create partnerships which help deliver value to users.
+References:
+• ESDC Service Strategy
+• GC Digital Standards
+• GC Digital Architectural Standards
+• Digital Princples (https://open.canada.ca/en/blog/digital-principles?page=1%2C0)",""
+"id-1107f7b1380948b0a6aa19eee73cbb00","Principle","Empower Staff to Deliver Better Services","Empower staff to deliver better services
+Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service.
+
+Guidance: Empower staff to deliver better services
+To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered.
+
+Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved.
+
+Aligned Behaviours
+1. Team members self-organize and self-manage through self-assigning tasks.
+2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach.
+3. Team members feel safe to challenge the status quo.
+4. Our team values learning as part of daily work.
+5. Team members can articulate how their work contributes to business outcomes.
+6. Our team can choose the tools they use to deliver their service.
+7. Our team's management actively removes impediments that prevent the team from focusing on delivering value.
+8. Our team has access to environments to experiment with new approaches, tooling, or solutions.
+9. Our team feels their feedback is valued.
+10. Failures are treated in our team as opportunities to improve and learn.
+
+Misaligned Behaviours
+1. Work is assigned directly to members of our team from management.
+2. Our team is required to get a series of approvals prior to being able to make routine changes to their service.
+3. Learning in our team is largely done through week or day long courses periodically throughout the year.
+4. Our team is unable, or finds it difficult, to acquire productivity tooling.
+5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department.
+6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work.
+7. Our team has restricted access to tools, training and software based on job classification.",""
+"id-8cf551dd454f44b5ad2fb08901750d29","Principle","Empower Staff to Deliver Better Services (Principle) (copy)","Empower staff to deliver better services
+Make sure that staff have access to the tools, training and technologies they need. Empower the team to make decisions throughout the design, build and operation of the service.
+
+Guidance: Empower staff to deliver better services
+To promote innovation and create agility within our organizations the teams that makeup our organizations must be empowered. Innovation increasingly flows from the bottom up rather than from the top down, and to benefit from this trend teams must be empowered.
+
+Don’t hire good people to tell them what to do, hire good people to have them tell you what to do. The government manages large, highly complex and crucially important services for their users. A top-down command and control approach to service delivery and designs enforces a structure that aligns to the structure itself, rather than to the needs of the users, or based on the expertise of those building the services. Rather than bringing information to authority, bring authority to the information. Those best suited to solve a given problem, are those closest to the problem. By removing decision-making authority from the teams into complex governance structures, the innovative potential of teams is mitigated by legacy governance procedures and processes. To create organizations that can iterate and improve frequently, teams must be empowered to make decisions for themselves. Complex architectures that are responsive to the needs of users, including users within the organization, are emergent and are not derived through the compilation of hypotheses lacking the expertise of those closest to the complex problems needing to be solved.
+
+Aligned Behaviours
+1. Team members self-organize and self-manage through self-assigning tasks.
+2. Team members meet with liberty to openly discuss challenges without fear of blame or reproach.
+3. Team members feel safe to challenge the status quo.
+4. Our team values learning as part of daily work.
+5. Team members can articulate how their work contributes to business outcomes.
+6. Our team can choose the tools they use to deliver their service.
+7. Our team's management actively removes impediments that prevent the team from focusing on delivering value.
+8. Our team has access to environments to experiment with new approaches, tooling, or solutions.
+9. Our team feels their feedback is valued.
+10. Failures are treated in our team as opportunities to improve and learn.
+
+Misaligned Behaviours
+1. Work is assigned directly to members of our team from management.
+2. Our team is required to get a series of approvals prior to being able to make routine changes to their service.
+3. Learning in our team is largely done through week or day long courses periodically throughout the year.
+4. Our team is unable, or finds it difficult, to acquire productivity tooling.
+5. Our team does not have access to Software as a Service (SaaS) productivity tools as they are blocked by the department.
+6. On our team, learning through reading books, blogs, or watching videos, talks, or tutorials is not viewed as work.
+7. Our team has restricted access to tools, training and software based on job classification.",""
+"id-4c505d88199e439c8f80a3cc4f5af9a6","Principle","Enable Interoperability","Enable Interoperability, Proposed amendment March 23, 2021
+ - expose data and functionality through service interfaces
+ - applications must communicate with each other via those interfaces
+ - services interfaces must be published and discoverable",""
+"id-542ea5bdfcf54a23b44f1c40df79f076","Principle","Ensure Secure Access To Systems & Services","Ensure secure access to systems and services
+ - identify and authenticate individuals, processes or devices to an appropriate level of assurance, based on clearly defined roles, before granting access to information and services; leverage enterprise services such as Government of Canada trusted digital identity solutions that are supported by the Pan‑Canadian Trust Framework
+ - constrain service interfaces to authorized entities (users and devices), with clearly defined roles; segment and separate information based on sensitivity of information, in alignment with ITSG‑22 and ITSG‑38. Management interfaces may require increased levels of protection
+ - implement HTTPS for secure web connections and Domain-based Message Authentication, Reporting and Conformance (DMARC) for enhanced email security
+ - establish secure interconnections between systems through secure APIs or leveraging centrally managed hybrid IT connectivity services",""
+"id-27e9d8fa9a92465788a08f497f6b886f","Principle","Enterprise Architecture Guidances ","",""
+"id-f727c3c7b8674958b325ff4d2daa5b14","Principle","Enterprise First","2.1. Enterprise First
+
+Name: Enterprise First
+Statement: Provide maximum long-term benefits to the enterprise as a whole, while optimizing total costs of ownership and risks.
+Rationale:
+• Enterprise needs over business unit or project needs
+• Enterprise priorities are above priorities of a business unit or a project
+• Decisions based on the whole government have a greater long-term value than decisions with a certain perspective of a group with a specific interest
+
+Implications:
+• Client needs must be addressed and opportunities leveraged for creating value by considering and selecting the appropriate approach and solutions in the following order:
+ o Pan-Canadian ; then;
+ o Government of Canada whole-of-government; then
+ o Government of Canada Cluster; then
+ o Department-wide, holistic and horizontal; then
+ o Program or project specific.
+• The reach of an architecture should allow for Act as one
+• Solutions must aim to maximize the cumulative business benefits over their entire lifecycle.
+• Investment proposals must link to business/IT strategy and goals.
+• Business value realization must be tracked and demonstrated on all major investments.
+• Common solutions and shared services that benefit the enterprise over one-off solutions for one sector or region are preferred.
+• Organizational readiness for adopting new solutions are analyzed and taken into account.
+
+References:
+• TOGAF 9 Principle 2
+• DFO PRN_ARC_01: Enterprise value focus",""
+"id-9710f76a6a994634a7af806828bfe66b","Principle","ESDC EA Assessment Criteria","",""
+"id-d51acd1910834a2ea2be3757db319eca","Principle","ESDC EA Assessment Criteria","",""
+"id-1c5de8889cd34490a9dedbd94a813930","Principle","ESDC EA Principles","",""
+"id-68d6eb17c95d488a89f4f123cc350111","Principle","ESDC EA Principles","",""
+"id-081565be73ee474a9cd4f3dcc3fec792","Principle","ESDC EA Principles","ESDC EA Principles V0.18.1- Final.docx
+https://dialogue/grp/BU5946064/EA%20Reference%20Material/02%20-%20ESDC%20EA%20Principles/ESDC%20EA%20Principles%20V0.18.1-%20Final.docx
+2019-12-12",""
+"id-5bca0b88f499476fbf8bef25f3626524","Principle","European Interoperability Reference Architecture (EIRA)","",""
+"id-621cabad06a64562876c56f3d1c81d86","Principle","Event Logging Guidance","",""
+"id-68950bc3cb17402c8ef0a9dac2d886f5","Principle","Fit-for-Purpose","4.4. Fit-for-Purpose
+
+Name: Fit-for-Purpose
+Statement:
+• Information and Data are Fit-for-Purpose
+
+Rationale:
+• Information and Data are suitable and of the appropriate quality for the intended purpose, as defined by the business programs and tested as close to the source as possible.
+
+Implications:
+• Often assumed to be a 100% data quality requirement and not the pragmatic reality.
+• Approach should be to get the data ‘right’ for the need, as defined by the responsible party.
+• Management and architecture of the information / data must support not only operational needs but also and analytical / research and marketing requirements, otherwise the data has no value in bettering program outcomes.
+• Information and Data quality must be tested and remediated as close to the source as possible.
+• Information and Data quality will degrade over time, even if nothing ‘happens’ to the actual data, therefore validation of its quality must be performed as an ongoing function, not one-time efforts and monitoring and reporting on quality metrics must be part of everyday operations.
+• Data quality functional expertise (i.e., center of excellence) can establish a standardised framework and support to business programs in their quality validation processes.
+• Dimensions of quality utilised to validate the appropriateness and usefulness of the data will vary by necessity (i.e., uniqueness, validity, completeness, accuracy, etc.).
+• Business purpose of data must consider upstream and downstream uses, and not just the immediate use.
+• Information and data repositories may need differing levels of quality if utilised for research versus operational needs.
+
+References:
+• CDO",""
+"id-3d25b613bfae4d429ba5bb633c2253d3","Principle","Follow DevSecOps Principles","Follow DevSecOps principles
+ - use continuous integration and continuous deployments
+ - ensure automated testing occurs for security and functionality
+ - include your users and other stakeholders as part of the DevSecOps process, which refers to the concept of making software security a core part of the overall software delivery process",""
+"id-500f8f31413640d38ccfef5e4cc0dc5f","Principle","GC Digital Standards","",""
+"id-cec2a07838d84c0d8b2659dd958a0d57","Principle","GC EA Framework","v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework
+
+Enterprise Architecture Framework
+The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital.
+
+The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital.
+
+4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture.
+
+4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment.
+
+4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures.
+
+The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework.",""
+"id-24de250466ae42d8a03459b8c43d9856","Principle","GC EA Framework Review Criteria","v1.34 [2021-02-24] Office of the Chief Information Officer of Canada, Treasury Board of Canada Secretariat, Government of Canada
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework
+
+Enterprise Architecture Framework
+The Enterprise Architecture Framework is the criteria used by the Government of Canada enterprise architecture review board and departmental architecture review boards when reviewing digital initiatives to ensure their alignment with enterprise architectures across business, information, application, technology and security domains to support strategic outcomes. The EA Framework came into effect on December 1, 2020 and is a replacement of Appendix A, Mandatory Procedures for Enterprise Architecture Assessment from the Directive on Service and Digital.
+
+The Enterprise Architecture Framework provide details on the requirements set out in the following sections of the Policy and Directive on Service and Digital.
+
+4.1.2.3 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Prescribing expectations with regard to enterprise architecture.
+
+4.1.2.4 of the Policy on Service and Digital. The Chief Information Officer (CIO) of Canada is responsible for: Establishing and chairing an enterprise architecture review board that is mandated to define current and target architecture standards for the Government of Canada and review departmental proposals for alignment.
+
+4.1.1.1 of the Directive on Service and Digital. The departmental Chief Information Officer (CIO) is responsible for: Chairing a departmental architecture review board that is mandated to review and approve the architecture of all departmental digital initiatives and ensure their alignment with enterprise architectures.
+
+The Enterprise Architecture Framework will be published on Canada.ca. Until then here is the EA Framework.",""
+"id-0649bed11ab44ea08fd08da086b06c55","Principle","GC EA Principles","",""
+"id-29c4171ba2a443ed8ba4253eb7c03d51","Principle","Government of Canada Digital Standards","https://www.canada.ca/en/government/system/digital-government/government-canada-digital-standards.html
+Government of Canada Digital Standards: Playbook
+From Treasury Board of Canada Secretariat
+
+Improving government services in the Digital Age
+Our goal is to provide public services to Canadians which are simple to use and trustworthy. The Government of Canada’s Digital Standards form the foundation of the government’s shift to becoming more agile, open, and user-focused. They will guide teams in designing digital services in a way that best serves Canadians.
+
+These digital standards were co-created with the public and key stakeholder groups. They are living standards and they will continue to evolve over time as we better understand the complexities involved in putting them into practice.",""
+"id-12f0146a16644ff6be4dd8aaa41a194d","Principle","Guideline A.1.1: (For the authoring tool user interface) Ensure that web-based functionality is accessible","Guideline A.1.1: (For the authoring tool user interface) Ensure that web-based functionality is accessible.
+[Implementing A.1.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a11
+Rationale: When authoring tools (or parts of authoring tools) are web-based, conforming to WCAG 2.0 (https://www.w3.org/TR/ATAG20/#conf-rel-wcag) will facilitate access by all authors, including those using assistive technologies.
+
+A.1.1.1 Web-Based Accessible (WCAG): If the authoring tool contains web-based user interfaces, then those web-based user interfaces meet the WCAG 2.0 success criteria. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Implementing A.1.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a111",""
+"id-d8402d383c874d5bb985fed8751d8631","Principle","Guideline A.1.2: (For the authoring tool user interface) Ensure that non-web-based functionality is accessible","Guideline A.1.2: (For the authoring tool user interface) Ensure that non-web-based functionality is accessible.
+[Implementing A.1.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a12
+Rationale: When authoring tools (or parts of authoring tools) are non-web-based, following existing platform accessibility guidelines and implementing communication with platform accessibility services facilitates access by all authors, including those using assistive technologies.
+
+A.1.2.1 Accessibility Guidelines: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces follow user interface accessibility guidelines for the platform. (Level A)
+Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the user interface accessibility guidelines that were followed.
+Implementing A.1.2.1
+A.1.2.2 Platform Accessibility Services: If the authoring tool contains non-web-based user interfaces, then those non-web-based user interfaces expose accessibility information through platform accessibility services. (Level A)
+Note: The (optional) explanation of conformance claim results (https://www.w3.org/TR/ATAG20/#conf-explanation-results) should record the platform accessibility service(s) that were implemented.
+Implementing A.1.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a122",""
+"id-b2ead326039d434eb757b23f0ff73fac","Principle","Guideline A.2.1: (For the authoring tool user interface) Make alternative content available to authors","Guideline A.2.1: (For the authoring tool user interface) Make alternative content available to authors.
+[Implementing A.2.1] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a21
+Rationale: Some authors require access to alternative content in order to interact with the web content that they are editing.
+
+A.2.1.1 Text Alternatives for Rendered Non-Text Content: If an editing-view renders non-text content, then any programmatically associated text alternatives for the non-text content can be programmatically determined. (Level A)
+Implementing A.2.1.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a211
+A.2.1.2 Alternatives for Rendered Time-Based Media: If an editing-view renders time-based media, then at least one of the following is true: (Level A)
+(a) Option to Render: The authoring tool provides the option to render alternatives for the time-based media; or
+(b) User Agent Option: Authors have the option to preview the time-based media in a user agent that is able to render the alternatives.
+Implementing A.2.1.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a212",""
+"id-263df804fc8b450d98d451568c75638b","Principle","Guideline A.2.2: (For the authoring tool user interface) Ensure that editing-view presentation can be programmatically determined","Guideline A.2.2: (For the authoring tool user interface) Ensure that editing-view presentation can be programmatically determined.
+[Implementing A.2.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a22
+Rationale: Some authors need access to details about the editing-view presentation, via their assistive technology, when that presentation is used to convey status messages (e.g. underlining misspelled words) or provide information about how the end user will experience the web content being edited.
+
+A.2.2.1 Editing-View Status Indicators: If an editing-view adds status indicators to the content being edited, then the information being conveyed by the status indicators can be programmatically determined. (Level A)
+Note: Status indicators may indicate errors (e.g. spelling errors), tracked changes, hidden elements, or other information.
+Implementing A.2.2.1 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a221
+A.2.2.2 Access to Rendered Text Properties: If an editing-view renders any text formatting properties that authors can also edit using the editing-view, then the properties can be programmatically determined. (Level AA)
+Implementing A.2.2.2 http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#sc_a222",""
+"id-c0f8ecece9bc435fb23183495c5f5938","Principle","Guideline A.3.1: (For the authoring tool user interface) Provide keyboard access to authoring features","Guideline A.3.1: (For the authoring tool user interface) Provide keyboard access to authoring features. [Implementing A.3.1]
+Rationale: Some authors with limited mobility or visual disabilities do not use a mouse and instead require keyboard interface access to all of the functionality of the authoring tool.
+
+A.3.1.1 Keyboard Access (Minimum): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes, except where the underlying function requires input that depends on the path of the user's movement and not just the endpoints. (Level A)
+Note 1: Keyboard interfaces are programmatic services provided by many platforms that allow operation in a device independent manner. This success criterion does not imply the presence of a hardware keyboard.
+Note 2: The path exception relates to the underlying function, not the input technique. For example, if using handwriting to enter text, the input technique (handwriting) requires path-dependent input, but the underlying function (text input) does not. The path exception encompasses other input variables that are continuously sampled from pointing devices, including pressure, speed, and angle.
+Note 3: This success criterion does not forbid and should not discourage other input methods (e.g. mouse, touch) in addition to keyboard operation.
+Implementing A.3.1.1
+A.3.1.2 No Keyboard Traps: If keyboard focus can be moved to a component using a keyboard interface, then focus can be moved away from that component using only a keyboard interface. If it requires more than unmodified arrow or tab keys or other standard exit methods, authors are advised of the method for moving focus away. (Level A)
+Implementing A.3.1.2
+A.3.1.3 Efficient Keyboard Access: The authoring tool user interface includes mechanisms to make keyboard access more efficient than sequential keyboard access. (Level AA)
+Implementing A.3.1.3
+A.3.1.4 Keyboard Access (Enhanced): All functionality of the authoring tool is operable through a keyboard interface without requiring specific timings for individual keystrokes. (Level AAA)
+Implementing A.3.1.4
+A.3.1.5 Customize Keyboard Access: If the authoring tool includes keyboard commands, then those keyboard commands can be customized. (Level AAA)
+Implementing A.3.1.5
+A.3.1.6 Present Keyboard Commands: If the authoring tool includes keyboard commands, then the authoring tool provides a way for authors to determine the keyboard commands associated with authoring tool user interface components. (Level AAA)
+Implementing A.3.1.6",""
+"id-8cbfe89e16434124b633d73680669c01","Principle","Guideline A.3.2: (For the authoring tool user interface) Provide authors with enough time","Guideline A.3.2: (For the authoring tool user interface) Provide authors with enough time.
+[Implementing A.3.2] http://www.w3.org/TR/2015/NOTE-IMPLEMENTING-ATAG20-20150924/#gl_a32
+Rationale: Some authors who have difficulty typing, operating the mouse, or processing information can be prevented from using systems with short time limits or that require fast reaction speeds, such as clicking on a moving target.
+
+A.3.2.1 Auto-Save (Minimum): The authoring tool does not include session time limits or the authoring tool can automatically save edits made before the session time limits are reached. (Level A)
+Implementing A.3.2.1
+A.3.2.2 Timing Adjustable: The authoring tool does not include time limits or at least one of the following is true: (Level A)
+(a) Turn Off: Authors are allowed to turn off the time limit before encountering it; or
+(b) Adjust: Authors are allowed to adjust the time limit before encountering it over a wide range that is at least ten times the length of the default setting; or
+(c) Extend: Authors are warned before time expires and given at least 20 seconds to extend the time limit with a simple action (e.g. ""press the space bar""), and authors are allowed to extend the time limit at least ten times; or
+(d) Real-time Exception: The time limit is a required part of a real-time event (e.g. a collaborative authoring system), and no alternative to the time limit is possible; or
+(e) Essential Exception: The time limit is essential and extending it would invalidate the activity; or
+(f) 20 Hour Exception: The time limit is longer than 20 hours.
+Implementing A.3.2.2
+A.3.2.3 Static Input Components: The authoring tool does not include moving user interface components that accept input where the movement of these components cannot be paused by authors. (Level A)
+Implementing A.3.2.3
+A.3.2.4 Content Edits Saved (Extended): The authoring tool can be set to automatically save web content edits made using the authoring tool. (Level AAA)
+Implementing A.3.2.4",""
+"id-d152c696c6cf438c93f30577d92c2788","Principle","Guideline A.3.3: (For the authoring tool user interface) Help authors avoid flashing that could cause seizures","Guideline A.3.3: (For the authoring tool user interface) Help authors avoid flashing that could cause seizures. [Implementing A.3.3]
+Rationale: Flashing can cause seizures in authors with photosensitive seizure disorder.
+
+A.3.3.1 Static View Option: If an editing-view can play visual time-based content, then playing is not necessarily automatic upon loading the content and playing can be paused. (Level A)
+Implementing A.3.3.1",""
+"id-50ea8cc096874827ad596c2d128d6d9a","Principle","Guideline A.3.4: (For the authoring tool user interface) Enhance navigation and editing via content structure","Guideline A.3.4: (For the authoring tool user interface) Enhance navigation and editing via content structure. [Implementing A.3.4]
+Rationale: Some authors who have difficulty typing or operating the mouse benefit when authoring tools make use of the structure present in web content to simplify navigating and editing the content.
+
+A.3.4.1 Navigate By Structure: If editing-views expose the markup elements in the web content being edited, then the markup elements (e.g. source code, content renderings) are selectable and navigation mechanisms are provided to move the selection focus between elements. (Level AA)
+Implementing A.3.4.1
+A.3.4.2 Navigate by Programmatic Relationships: If editing-views allow editing of programmatic relationships within web content, then mechanisms are provided that support navigation between the related content. (Level AAA)
+Note: Depending on the web content technology and the nature of the authoring tool, relationships may include, but are not limited to, element nesting, headings, labeling, programmatic definitions, and ID relationships.
+Implementing A.3.4.2",""
+"id-80d675e04c694f2fb94d4533da4111cc","Principle","Guideline A.3.5: (For the authoring tool user interface) Provide text search of the content","Guideline A.3.5: (For the authoring tool user interface) Provide text search of the content. [Implementing A.3.5]
+Rationale: Some authors who have difficulty typing or operating the mouse benefit from the ability to use text search to navigate to arbitrary points within the web content being edited.
+
+A.3.5.1 Text Search: If the authoring tool provides an editing-view of text-based content, then the editing-view enables text search, such that all of the following are true: (Level AA)
+(a) All Editable Text: Any text content that is editable by the editing-view is searchable (including alternative content); and
+(b) Match: Matching results can be presented to authors and given focus; and
+(c) No Match: Authors are informed when no results are found; and
+(d) Two-way: The search can be made forwards or backwards.
+Implementing A.3.5.1",""
+"id-8fec64ddd6e14ae08be2f069bc2816a8","Principle","Guideline A.3.6: (For the authoring tool user interface) Manage preference settings","Guideline A.3.6: (For the authoring tool user interface) Manage preference settings. [Implementing A.3.6]
+Rationale: Some authors need to set their own display settings in a way that differs from the presentation that they want to define for the published web content. Providing the ability to save and reload sets of keyboard and display preference settings benefits authors who have needs that differ over time (e.g. due to fatigue).
+
+A.3.6.1 Independence of Display: If the authoring tool includes display settings for editing-views, then the authoring tool allows authors to adjust these settings without modifying the web content being edited. (Level A)
+Implementing A.3.6.1
+A.3.6.2 Save Settings: If the authoring tool includes display and/or control settings, then these settings can be saved between authoring sessions. (Level AA)
+Implementing A.3.6.2
+A.3.6.3 Apply Platform Settings: The authoring tool respects changes in platform display and control settings, unless authors select more specific display and control settings using the authoring tool. (Level AA)
+Implementing A.3.6.3",""
+"id-a8c28c635a8742218ec37bde586bedc7","Principle","Guideline A.3.7: (For the authoring tool user interface) Ensure that previews are at least as accessible as in-market user agents","Guideline A.3.7: (For the authoring tool user interface) Ensure that previews are at least as accessible as in-market user agents. [Implementing A.3.7]
+Rationale: Preview features are provided by many authoring tools because the workflow of authors often includes periodically checking how user agents will display the web content to end users. Authors with disabilities need the same opportunity to check their work.
+
+A.3.7.1 Preview (Minimum): If a preview is provided, then at least one of the following is true: (Level A)
+(a) In-Market User Agent: The preview renders content using a user agent that is in-market; or
+(b) UAAG (Level A): The preview conforms to the User Agent Accessibility Guidelines 1.0 Level A [UAAG10].
+Implementing A.3.7.1
+A.3.7.2 Preview (Enhanced): If a preview is provided, then authors can specify which user agent performs the preview. (Level AAA)
+Implementing A.3.7.2",""
+"id-f6127a667a1747f484075d8602420b10","Principle","Guideline A.4.1: (For the authoring tool user interface) Help authors avoid and correct mistakes","Guideline A.4.1: (For the authoring tool user interface) Help authors avoid and correct mistakes. [Implementing A.4.1]
+Rationale: Some authors with disabilities may be more susceptible to input errors due to factors such as difficulty making fine movements and speech recognition system errors.
+
+A.4.1.1 Content Changes Reversible (Minimum): All authoring actions are either reversible or the authoring tool requires author confirmation to proceed. (Level A)
+Implementing A.4.1.1
+A.4.1.2 Settings Change Confirmation: If the authoring tool provides mechanisms for changing authoring tool user interface settings, then those mechanisms can reverse the setting changes, or the authoring tool requires author confirmation to proceed. (Level A)
+Implementing A.4.1.2
+A.4.1.3 Content Changes Reversible (Enhanced): Authors can sequentially reverse a series of reversible authoring actions. (Level AAA)
+Note: It is acceptable to clear the authoring action history at the end of authoring sessions.
+Implementing A.4.1.3",""
+"id-229864ef944b4772a89339d1916f1b26","Principle","Guideline A.4.2: (For the authoring tool user interface) Document the user interface, including all accessibility features","Guideline A.4.2: (For the authoring tool user interface) Document the user interface, including all accessibility features. [Implementing A.4.2]
+Rationale: Some authors may not be able to understand or operate the authoring tool user interface without documentation.
+
+A.4.2.1 Describe Accessibility Features: For each authoring tool feature that is used to meet Part A of ATAG 2.0, at least one of the following is true: (Level A)
+(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or
+(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or
+(c) Platform Service: The feature is a service provided by an underlying platform; or
+(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service).
+Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2.
+Implementing A.4.2.1
+A.4.2.2 Document All Features: For each authoring tool feature, at least one of the following is true: (Level AA)
+(a) Described in the Documentation: Use of the feature is explained in the authoring tool's documentation; or
+(b) Described in the Interface: Use of the feature is explained in the authoring tool user interface; or
+(c) Platform Service: The feature is a service provided by an underlying platform; or
+(d) Not Used by Authors: The feature is not used directly by authors (e.g. passing information to a platform accessibility service).
+Note: The accessibility of the documentation is covered by Guideline A.1.1 and Guideline A.1.2.
+Implementing A.4.2.2",""
+"id-3537a668c8c042d7b96fa2d22c90763d","Principle","Guideline B.1.1: Ensure that automatically-specified content is accessible","Guideline B.1.1: Ensure that automatically-specified content is accessible. [Implementing B.1.1]
+Rationale: If authoring tools automatically produce web content that includes accessibility problems (WCAG), then this will impose additional repair tasks on authors.
+
+B.1.1.1 Content Auto-Generation After Authoring Sessions (WCAG): The authoring tool does not automatically generate web content after the end of an authoring session, or, authors can specify that the content be accessible web content (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Note: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG).
+Implementing B.1.1.1
+B.1.1.2 Content Auto-Generation During Authoring Sessions (WCAG): If the authoring tool provides the functionality for automatically generating web content during an authoring session, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+(a) Accessible: The content is accessible web content (WCAG) without author input; or
+(b) Prompting: During the automatic generation process, authors are prompted for any required accessibility information (WCAG); or
+(c) Automatic Checking: After the automatic generation process, accessibility checking is automatically performed; or
+(d) Checking Suggested: After the automatic generation process, the authoring tool prompts authors to perform accessibility checking.
+Note 1: Automatic generation includes automatically selecting templates for authors.
+Note 2: This success criterion applies only to automatic processes specified by the authoring tool developer. It does not apply when author actions prevent generation of accessible web content (WCAG).
+Implementing B.1.1.2",""
+"id-5ea7633306e6417bb5ceecf2426d6702","Principle","Guideline B.1.2: Ensure that accessibility information is preserved","Guideline B.1.2: Ensure that accessibility information is preserved. [Implementing B.1.2]
+Rationale: Accessibility information (WCAG) is critical to maintaining comparable levels of web content accessibility (WCAG) between the input and output of web content transformations.
+
+B.1.2.1 Restructuring and Recoding Transformations (WCAG): If the authoring tool provides restructuring transformations or re-coding transformations, and if equivalent mechanisms exist in the web content technology of the output, then at least one of the following is true: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+(a) Preserve: Accessibility information (WCAG) is preserved in the output; or
+(b) Warning: Authors have the default option to be warned that accessibility information (WCAG) may be lost (e.g. when saving a vector graphic into a raster image format); or
+(c) Automatic Checking: After the transformation, accessibility checking is automatically performed; or
+(d) Checking Suggested: After the transformation, the authoring tool prompts authors to perform accessibility checking.
+Note 1: For text alternatives for non-text content, see Success Criterion B.1.2.4.
+Note 2: This success criteria only applies when the output technology is ""included"" for conformance.
+Implementing B.1.2.1
+B.1.2.2 Copy-Paste Inside Authoring Tool (WCAG): If the authoring tool supports copy and paste of structured content, then any accessibility information (WCAG) in the copied content is preserved when the authoring tool is both the source and destination of the copy-paste and the source and destination use the same web content technology. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Implementing B.1.2.2
+B.1.2.3 Optimizations Preserve Accessibility: If the authoring tool provides optimizing web content transformations, then any accessibility information (WCAG) in the input is preserved in the output. (Level A).
+Implementing B.1.2.3
+B.1.2.4 Text Alternatives for Non-Text Content are Preserved: If the authoring tool provides web content transformations that preserve non-text content in the output, then any text alternatives for that non-text content are also preserved, if equivalent mechanisms exist in the web content technology of the output. (Level A).
+Note: This success criterion only applies when the output technology is ""included"" for conformance.
+Implementing B.1.2.4",""
+"id-4b9a9e48162f447fbc2f8548891b6bb2","Principle","Guideline B.2.1: Ensure that accessible content production is possible","Guideline B.2.1: Ensure that accessible content production is possible. [Implementing B.2.1]
+Rationale: To support accessible web content (WCAG) production, at minimum, it is possible to produce web content that conforms with WCAG 2.0 using the authoring tool.
+
+B.2.1.1 Accessible Content Possible (WCAG): The authoring tool does not place restrictions on the web content that authors can specify or those restrictions do not prevent WCAG 2.0 success criteria from being met. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Implementing B.2.1.1",""
+"id-297e9a91431541d9a2e118cf5f3815f6","Principle","Guideline B.2.2: Guide authors to produce accessible content","Guideline B.2.2: Guide authors to produce accessible content. [Implementing B.2.2]
+Rationale: By guiding authors from the outset toward the creation and maintenance of accessible web content (WCAG), web content accessibility problems (WCAG) are mitigated and less repair effort is required.
+
+B.2.2.1 Accessible Option Prominence (WCAG): If authors are provided with a choice of authoring actions for achieving the same authoring outcome (e.g. styling text), then options that will result in accessible web content (WCAG) are at least as prominent as options that will not. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Implementing B.2.2.1
+B.2.2.2 Setting Accessibility Properties (WCAG): If the authoring tool provides mechanisms to set web content properties (e.g. attribute values), then mechanisms are also provided to set web content properties related to accessibility information (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Note: For the prominence of the mechanisms, see Success Criterion B.4.1.4.
+Implementing B.2.2.2",""
+"id-c6e84229f1da49c191feebb380bd17aa","Principle","Guideline B.2.3: Assist authors with managing alternative content for non-text content","Guideline B.2.3: Assist authors with managing alternative content for non-text content. [Implementing B.2.3]
+Rationale: Improperly generated alternative content can create web content accessibility problems (WCAG) and interfere with accessibility checking.
+Note: This guideline only applies when non-text content is specified by authors (e.g. inserting an image). When non-text content is automatically added by the authoring tool, see Guideline B.1.1.
+
+B.2.3.1 Alternative Content is Editable (WCAG): If the authoring tool provides functionality for adding non-text content, then authors are able to modify programmatically associated text alternatives for non-text content. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Note: An exception can be made when the non-text content is known to be decoration, formatting, invisible or a CAPTCHA.
+Implementing B.2.3.1
+B.2.3.2 Automating Repair of Text Alternatives: The authoring tool does not attempt to repair text alternatives for non-text content or the following are all true: (Level A)
+(a) No Generic or Irrelevant Strings: Generic strings (e.g. ""image"") and irrelevant strings (e.g. the file name, file format) are not used as text alternatives; and
+(b) In-Session Repairs: If the repair attempt occurs during an authoring session, authors have the opportunity to accept, modify, or reject the repair attempt prior to insertion of the text alternative into the content; and
+(c) Out-of-Session Repairs: If the repair attempt occurs after an authoring session has ended, the repaired text alternatives are indicated during subsequent authoring sessions (if any) and authors have the opportunity to accept, modify, or reject the repair strings prior to insertion in the content.
+Implementing B.2.3.2
+B.2.3.3 Save for Reuse: If the authoring tool provides the functionality for adding non-text content, when authors enter programmatically associated text alternatives for non-text content, then both of the following are true: (Level AAA)
+(a) Save and Suggest: The text alternatives are automatically saved and suggested by the authoring tool, if the same non-text content is reused; and
+(b) Edit Option: The author has the option to edit or delete the saved text alternatives.
+Implementing B.2.3.3",""
+"id-fefdf45e8eb94149a14aef960062a742","Principle","Guideline B.2.4: Assist authors with accessible templates","Guideline B.2.4: Assist authors with accessible templates. [Implementing B.2.4]
+Rationale: Providing accessible templates (WCAG) can have several benefits, including: immediately improving the accessibility of the web content (WCAG) of being edited, reducing the effort required of authors, and demonstrating the importance of accessible web content (WCAG).
+
+B.2.4.1 Accessible Template Options (WCAG): If the authoring tool provides templates, then there are accessible template (WCAG) options for a range of template uses. (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Implementing B.2.4.1
+B.2.4.2 Identify Template Accessibility: If the authoring tool includes a template selection mechanism and provides any non-accessible template (WCAG) options, then the template selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA)
+Note: The distinction can involve providing information for the accessible templates, the non-accessible templates or both.
+Implementing B.2.4.2
+B.2.4.3 Author-Created Templates: If the authoring tool includes a template selection mechanism and allows authors to create new non-accessible templates (WCAG), then authors can enable the template selection mechanism to display distinctions between accessible and non-accessible templates that they create. (Level AA)
+Note: The distinction can involve providing information for the accessible templates (WCAG), the non-accessible templates or both.
+Implementing B.2.4.3
+B.2.4.4 Accessible Template Options (Enhanced): If the authoring tool provides templates, then all of the templates are accessible template (to WCAG Level AA). (Level AAA)
+Implementing B.2.4.4",""
+"id-a375259942a0447cae60a38531692de7","Principle","Guideline B.2.5: Assist authors with accessible pre-authored content","Guideline B.2.5: Assist authors with accessible pre-authored content. [Implementing B.2.5]
+Rationale: Providing accessible pre-authored content (WCAG) (e.g. clip art, synchronized media, widgets) can have several benefits, including: immediately improving the accessibility of web content (WCAG) being edited, reducing the effort required of authors, and demonstrating the importance of accessibility.
+
+B.2.5.1 Accessible Pre-Authored Content Options: If the authoring tool provides pre-authored content, then a range of accessible pre-authored content (to WCAG Level AA) options are provided. (Level AA)
+Implementing B.2.5.1
+B.2.5.2 Identify Pre-Authored Content Accessibility: If the authoring tool includes a pre-authored content selection mechanism and provides any non-accessible pre-authored content (WCAG Level AA) options, then the selection mechanism can display distinctions between the accessible and non-accessible options. (Level AA)
+Note: The distinction can involve providing information for the accessible pre-authored content, the non-accessible pre-authored content or both.
+Implementing B.2.5.2",""
+"id-f889b7e22af04bfa81c1fb69298a3ea7","Principle","Guideline B.3.1: Assist authors in checking for accessibility problems","Guideline B.3.1: Assist authors in checking for accessibility problems. [Implementing B.3.1]
+Rationale: When accessibility checking is an integrated function of the authoring tool, it helps make authors aware of web content accessibility problems (WCAG) during the authoring process, so they can be immediately addressed.
+
+B.3.1.1 Checking Assistance (WCAG): If the authoring tool provides authors with the ability to add or modify web content in such a way that a WCAG 2.0 success criterion can be violated, then accessibility checking for that success criterion is provided (e.g. an HTML authoring tool that inserts images should check for alternative text; a video authoring tool with the ability to edit text tracks should check for captions). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Note: Automated and semi-automated checking is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual checking is the minimum requirement to meet this success criterion. In manual checking, the authoring tool provides authors with instructions for detecting problems, which authors carry out by themselves. For more information on checking, see Implementing ATAG 2.0 - Appendix B: Levels of Checking Automation.
+Implementing B.3.1.1
+B.3.1.2 Help Authors Decide: If the authoring tool provides accessibility checking that relies on authors to decide whether potential web content accessibility problems (WCAG) are correctly identified (i.e. manual checking and semi-automated checking), then the accessibility checking process provides instructions that describe how to decide. (Level A)
+Implementing B.3.1.2
+B.3.1.3 Help Authors Locate: If the authoring tool provides checks that require authors to decide whether a potential web content accessibility problem (WCAG) is correctly identified (i.e. manual checking and semi-automated checking), then the relevant content is identified to the authors. (Level A)
+Note: Depending on the nature of the editing-view and the scope of the potential web content accessibility problem (WCAG), identification might involve highlighting elements or renderings of elements, displaying line numbers, or providing instructions.
+Implementing B.3.1.3
+B.3.1.4 Status Report: If the authoring tool provides checks, then authors can receive an accessibility status report based on the results of the accessibility checks. (Level AA)
+Note: The format of the accessibility status report is not specified and they might include a listing of problems detected or a WCAG 2.0 conformance level, etc.
+Implementing B.3.1.4
+B.3.1.5 Programmatic Association of Results: If the authoring tool provides checks, then the authoring tool can programmatically associate accessibility checking results with the web content that was checked. (Level AA)
+Implementing B.3.1.5",""
+"id-8c76c6e3d6a04287bc9c526a3ba0510c","Principle","Guideline B.3.2: Assist authors in repairing accessibility problems","Guideline B.3.2: Assist authors in repairing accessibility problems. [Implementing B.2.3]
+Rationale: When repair is an integral part of the authoring process, it greatly enhances the utility of checking and increases the likelihood that web content accessibility problems (WCAG) will be properly addressed.
+
+B.3.2.1 Repair Assistance (WCAG): If checking (see Success Criterion B.3.1.1) can detect that a WCAG 2.0 success criterion is not met, then repair suggestion(s) are provided: (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Note: Automated and semi-automated repair is possible (and encouraged) for many types of web content accessibility problems (WCAG). However, manual repair is the minimum requirement to meet this success criterion. In manual repair, the authoring tool provides authors with instructions for repairing problems, which authors carry out by themselves. For more information on repair, see Implementing ATAG 2.0 - Appendix C: Levels of Repair Automation.
+Implementing B.3.2.1",""
+"id-20c9ed40937b4ed78c643d10ff5e0ec2","Principle","Guideline B.4.1: Ensure the availability of features that support the production of accessible content","Guideline B.4.1: Ensure the availability of features that support the production of accessible content. [Implementing B.4.1]
+Rationale: The accessible content support features will be more likely to be used, if they are turned on and are afforded reasonable prominence within the authoring tool user interface.
+
+B.4.1.1 Features Active by Default: All accessible content support features are turned on by default. (Level A)
+Implementing B.4.1.1
+B.4.1.2 Option to Reactivate Features: The authoring tool does not include the option to turn off its accessible content support features or features which have been turned off can be turned back on. (Level A)
+Implementing B.4.1.2
+B.4.1.3 Feature Deactivation Warning: The authoring tool does not include the option to turn off its accessible content support features or, if these features can be turned off, authors are informed that this may increase the risk of content accessibility problems (WCAG). (Level AA)
+Implementing B.4.1.3
+B.4.1.4 Feature Prominence: All accessible content support features are at least as prominent as features related to either invalid markup, syntax errors, spelling errors or grammar errors. (Level AA)
+Implementing B.4.1.4",""
+"id-1137d455942f4ba983b4a614a7859adb","Principle","Guideline B.4.2: Ensure that documentation promotes the production of accessible content","Guideline B.4.2: Ensure that documentation promotes the production of accessible content. [Implementing B.4.2]
+Rationale: Some authors need support in determining how to use accessible content production features (e.g. how to respond to prompts for text alternatives, how to use accessibility checking tools). Demonstrating accessible authoring as routine practice, or at least not demonstrating inaccessible practices, will help to encourage acceptance of accessibility by some authors.
+
+B.4.2.1 Model Practice (WCAG): A range of examples in the documentation (e.g. markup, screen shots of WYSIWYG editing-views) demonstrate accessible authoring practices (WCAG). (Level A to meet WCAG 2.0 Level A success criteria; Level AA to meet WCAG 2.0 Level A and AA success criteria; Level AAA to meet all WCAG 2.0 success criteria)
+Implementing B.4.2.1
+B.4.2.2 Feature Instructions: Instructions for using any accessible content support features appear in the documentation. (Level A)
+Implementing B.4.2.2
+B.4.2.3 Tutorial: The authoring tool provides a tutorial for an accessible authoring process that is specific to that authoring tool. (Level AAA)
+Implementing B.4.2.3
+B.4.2.4 Instruction Index: The authoring tool documentation contains an index to the instructions for using any accessible content support features. (Level AAA)
+Implementing B.4.2.4",""
+"id-4d06dec68f2242c7bf3832c4463dcd4b","Principle","Integrity-By-Design","7.3. Integrity-by-Design
+
+Name: Integrity-by-Design
+Statement: Provide clients with a high degree of trust that the system and its attendant data and information are correct (i.e., precise, accurate and meaningful), valid (created, modified and deleted only by authorized users) and invariant (i.e., consistent an unmodified).
+
+Rationale:
+• Integrity is one of the three central pillars of securing corporate information assets along with confidentiality and availability. Integrity keeps data pure and trustworthy by protecting system and data from intentional or accidental changes.
+• With data being the primary information asset, integrity provides the assurance that the data is accurate and reliable. Without integrity, the cost of collecting and maintaining the data cannot be justified. Therefore, policies and procedures should support ensuring that data can be trusted.
+• Mechanisms put in place to ensure the integrity of the system, its data and information should prevent attacks on the storage of that data (contamination) and on its transmission (interference). Data that is altered on the network between the storage and the user's workstation can be as untrustworthy as the attacker altering or deleting the data on the storage media. Protecting data involves both storage and network mechanisms.
+Implications: • Unauthorized users must be prevented from making modifications to data or programs.
+• Unauthorized users must be prevented from making improper or unauthorized modifications.
+• Internal and external consistency of data and programs must be maintained.
+• Applying encryption to information that will be sent over the Internet or stored on digital media.
+• Software must be built defensively.
+• Users should be prevented from inadvertently storing inaccurate or invalid data by incorrect data entry, an incorrect decision made in running programs, or not following procedures.
+• Users should be prevented from affecting integrity through system configuration errors at their workstations or even by using the wrong programs to access the data.
+• Users should be taught about devicde and data integrity during their information security awareness training.
+• The installation of any new software or devices must be prevented except when done by a limited set of authorized people.
+• Check system integrity against a set of predefined validation policies or standards.
+
+References:
+• Security Architecture Team",""
+"id-04c7a2d9df834efb94505ae25be417e8","Principle","Interoperability","2.5. Interoperability
+
+Name: Interoperability
+Statement: Interoperability allows the enterprise to interact, connect and operate with other parties within its business and IT ecosystem in an effective and efficient manner.
+Rationale:
+• Changes in the business and IT ecosystem may impact ESDC ability to meet its mandate and achieve its strategic goals.
+• ESDC collaborates with other parties to meet its mandate and achieve its strategic goals.
+• ESDC uses the services of 3rd Party Service Providers to meet its mandate and achieve its strategic goals.
+Implications:
+Service
+• Interoperability requirements are defined and considered from the onset of an initiative
+• Interoperability standards and industry standards must be followed unless there is a compelling business reason to implement a non-standard.
+• Need to understand all the parties, including their role and responsibilities, that are part of the ESDC business and IT ecosystem.
+• A party’s role and responsibilities within the ESDC ecosystem is formalized and underpinned by the appropriate vehicle (e.g. legislation, regulation, agreement, etc.).
+• Need to understand how a party contributes to ESDC meeting its mandate and achieving its strategic goals.
+
+References: ",""
+"id-f21cd13d501c487db4dfabdccb2a09d3","Principle","IT Security Guidances","",""
+"id-a4997127d9494b4f90284ee93b5286a1","Principle","Iterate and Improve Frequently","Iterate and improve frequently
+Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up.
+
+Guidance: Iterate and improve frequently
+In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service.
+
+One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good.
+
+Aligned Behaviours
+1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users.
+2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users.
+3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback.
+4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service.
+5. When resolving problems our team dedicates time to identify the root cause of the issue and address it.
+6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users.
+7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought.
+8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work.
+
+Misaligned Behaviours
+1. Our team only shares their work once it has been finalized and approved.
+2. Decisions regarding the direction of our team are made without reference to any collected performance metrics.
+3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them.
+4. Processes are rarely, if ever, reviewed to find and implement efficiencies.
+5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions.
+6. Our team fully architects the end to the service delivery solution prior to starting to build.",""
+"id-73bd2e83bb214de6b287675f41d9569b","Principle","Iterate and Improve Frequently (Principle) (copy)","Iterate and improve frequently
+Develop services using agile, iterative and user-centred methods. Continuously improve in response to user needs. Try new things, start small and scale up.
+
+Guidance: Iterate and improve frequently
+In contrast to high risk and long lead time ‘big bang’ deployments, working services must be put in the hands of users as early as possible to get rapid feedback. Said feedback is then used to iterate upon to improve the service.
+
+One sets a north star to define a clear direction, then begins iterating towards this north star, keeping in mind that the path is not clear, and unexpected circumstances will require adjustments to be made along the way. By leveraging modern technologies and modern approaches to working, risk can be reduced by limiting the size of changes and increasing their frequency. Processes should empower teams to deliver value to services as often as possible, rather than increase risk by creating prolonged processes that use documentation in place of demonstrably functioning software. Focus on working software over comprehensive documentation and remember that perfect is the enemy of good.
+
+Aligned Behaviours
+1. There are processes in place to prioritize and implement feedback from peers, stakeholders and end-users.
+2. When a new or updated service or feature is being created our team understands the minimum requirements for the system to be of value to users.
+3. Our team experiments with new approaches based on team reflections, lessons learned, and user feedback.
+4. Our team collects metrics to improve upon which are used throughout the development and lifecycle of the service.
+5. When resolving problems our team dedicates time to identify the root cause of the issue and address it.
+6. Our team is relentlessly inspecting, adapting, and automating their processes to increase the speed at which our team can deliver value to users.
+7. Our team has access to environments and resources to allow for rapid prototyping while initial requirements are being sought.
+8. Our team embraces learning about and using new digital skills, approaches, and tools to incorporate into our daily work.
+
+Misaligned Behaviours
+1. Our team only shares their work once it has been finalized and approved.
+2. Decisions regarding the direction of our team are made without reference to any collected performance metrics.
+3. Our team identifies solutions before it is clear what outcomes our team is working towards and how to measure them.
+4. Processes are rarely, if ever, reviewed to find and implement efficiencies.
+5. Our team must wait for the project to be approved and funded prior to environments being made available to teams to begin experimenting with solutions.
+6. Our team fully architects the end to the service delivery solution prior to starting to build.",""
+"id-825dee802712423e8bc99c8d40eee979","Principle","Maintain Secure Operations","Maintain secure operations
+ - establish processes to maintain visibility of assets and ensure the prompt application of security‑related patches and updates in order to reduce exposure to vulnerabilities, in accordance with GC Patch Management Guidance
+ - enable event logging, in accordance with GC Event Logging Guidance, and perform monitoring of systems and services in order to detect, prevent, and respond to attacks
+ - establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security",""
+"id-7585b67b15a649948872abc0ab483974","Principle","Manage & Reuse Data Strategically, Responsibly","Manage and reuse data strategically and responsibly
+ - define and establish clear roles, responsibilities, and accountabilities for data management
+ - identify and document the lineage of data assets
+ - define retention and disposition schedules in accordance with business value as well as applicable privacy and security policy and legislation
+ - ensure data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and across departments in government to avoid duplication and maximize utility, while respecting security and privacy requirements
+ - contribute to and align with enterprise and international data taxonomy and classification structures to manage, store, search and retrieve data",""
+"id-d52636cbec0a48cd9b5ef8b87b9a2cd3","Principle","Managed Strategically","4.5. Managed Strategically
+
+Name: Managed Strategically
+Statement: Information and Data are Managed Strategically.
+Rationale:
+• Information and Data are managed across all data management capabilities and throughout its lifecycle, according to industry standards and best practices, for the purpose of answering current and future business needs.
+
+Implications:
+• Data Management Functional leadership must exist to ensure all aspects of managing information and data are included to cover all facets of business data needs.
+• Functional leadership must create and ensure their standards are applied and monitored for conformity.
+• Interoperability is the target, and integration is the interim solution, to avoid data silos, replication and unnecessary processing and movement.
+• Managing Information and data is often a collaborative effort between data professionals and business professionals.
+• Measuring the maturity of information and data management practices is of value to ensure improvements and alignment to business needs.
+• Full functional and lifecycle management is necessary to manage risks, compliance and should be auditable.
+
+References:
+• CDO",""
+"id-65ebfef43e3646d9b7216e1080915116","Principle","Mission-Driven","2.4. Mission-driven
+
+Name: Mission-Driven
+Statement: Achieving the mandate and strategic goals of ESDC
+Rationale:
+• A business led and focused architecture is more successful in:
+ o Supporting the department’s mandate
+ o Achieving the strategic goals
+ o Responding to changes in client and stakeholder needs and expectations
+• For optimal Return on Investment (ROI) requires decisions to be aligned with the department’s mandate and strategic goals
+• Architectures reflect the current and target state of the department so informed decisions can be made regarding achieving the department’s mandate and strategic goals
+Implications:
+• Architectures will demonstrate how business servers the organizational values and strategic goals
+• Architecture must implement a complete vision that is focused on the business
+• As new needs arise, priorities must be adjusted proportionally
+• Priorities must be established by and for the entire company
+• Ability to analysis the impact of change in laws, regulations, standards and directives has on the department carrying out its mission/mandate
+• Ability to identify gaps between the current state and target sate
+• Ability to identify barriers that impact the department’s transformation and recommendations to overcome the barriers
+References: ",""
+"id-edda5632a7294f319ff297faeb00f379","Principle","No User Should Have Full Control Permissions (Principle)","This is for System Administration, only.
+Any non-SysAdmin's previously granted this permission will have their permission downgraded.
+",""
+"fb1bbab0-46e7-417d-b897-98aa4cb9ddeb","Principle","Open Standards Based","stay compliant with the standard HTTP methods including status and error codes",""
+"id-c1c83e38beb64df581b07226cd59da52","Principle","Optimize Services","3.6. Optimize Services
+
+Name: Optimize Services
+Statement: Across the business domain, we will enable simple, flexible, efficient and reusable services.
+Rationale:
+• By focusing on increasing the efficiency, effectiveness, value and quality of our processes we will increase the maturity and stability of what we do (our business capabilities). We won’t be dragged down by non-optimized solutions and designs and reduce risk.
+
+Implications:
+• Test and iterate our models and plans more often.
+• Favour small incremental pieces that integrate seamlessly and can be reused across the organization.
+• Think enterprise first (instead of one-off solutions).
+References:
+• Business Architecture Team",""
+"id-0b43643c528d4073828fe88f71642ba7","Principle","Outcome-Driven Architecture & Strategic Alignment","Architect to be outcome‑driven and strategically aligned to the department and to the Government of Canada
+ - identify which departmental/GC business services, outcomes and strategies will be addressed
+ - establish metrics for identified business outcomes throughout the life cycle of an investment
+ - translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation",""
+"id-d0c03047616043ca81c9cd9ad5b8f658","Principle","Part A: Make the authoring tool user interface accessible","Part A Conformance Applicability Notes:
+Scope of ""authoring tool user interface"": The Part A success criteria apply to all aspects of the authoring tool user interface that are concerned with producing the ""included"" web content technologies. This includes views of the web content being edited and features that are independent of the content being edited (e.g. menus, button bars, status bars, user preferences, documentation).
+Reflected content accessibility problems: The authoring tool is responsible for ensuring that editing-views display the web content being edited in a way that is more accessible to authors with disabilities (e.g. ensuring that text alternatives in the content can be programmatically determined). However, where an authoring tool user interface accessibility problem is caused directly by the content being edited (e.g. if an image in the content lacks a text alternative), then this would not be considered a deficiency in the accessibility of the authoring tool user interface.
+Developer control: The Part A success criteria only apply to the authoring tool user interface as it is provided by the developer. They do not apply to any subsequent modifications by parties other than the authoring tool developer (e.g. user modifications of default settings, third-party plug-ins).
+User agent features: Web-based authoring tools may rely on user agent features (e.g. keyboard navigation, find functions, display preferences, undo features) to satisfy success criteria. Conformance claims are optional, but any claim that is made must record the user agent(s).
+Accessibility of features provided to meet Part A: The Part A success criteria apply to the entire authoring tool user interface, including any features added to meet the success criteria in Part A (e.g. documentation, search functions). The only exemption is for preview features, as long as they meet the relevant success criteria in Guideline A.3.7. Previews are treated differently than editing-views because all authors, including those with disabilities, benefit when preview features accurately reflect the functionality of user agents that are actually in use by end users.
+Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup).",""
+"id-3634342fb1bf4d1eb16d56fddfb44dc1","Principle","Part B: Support the production of accessible content","Part B: Support the production of accessible content
+Part B Conformance Applicability Notes:
+Author availability: Any Part B success criteria that refer to authors only apply during authoring sessions.
+Developer control: The Part B success criteria only apply to the authoring tool as it is provided by the developer. This does not include subsequent modifications by parties other than the authoring tool developer (e.g. third-party plug-ins, user-defined templates, user modifications of default settings).
+Applicability after the end of an authoring session: Authoring tools are responsible for the web content accessibility (WCAG) of web content that they automatically generate after the end of an author's authoring session (see Success Criterion B.1.1.1). For example, if the developer changes the site-wide templates of a content management system, these would be required to meet the accessibility requirements for automatically-generated content. Authoring tools are not responsible for changes to the accessibility of content that the author causes, whether it is author-generated or automatically-generated by another system that the author has specified (e.g. a third-party feed).
+Authoring systems: As per the ATAG 2.0 definition of authoring tool, several software tools (identified in any conformance claim) can be used in conjunction to meet the requirements of Part B (e.g. an authoring tool could make use of a third-party software accessibility checking tool).
+Accessibility of features provided to meet Part B: The Part A success criteria apply to the entire authoring tool user interface, including any features that must be present to meet the success criteria in Part B (e.g. checking tools, repair tools, tutorials, documentation).
+Multiple authoring roles: Some authoring tools include multiple author roles, each with different views and content editing permissions (e.g. a content management system may separate the roles of designers, content authors, and quality assurers). In these cases, the Part B success criteria apply to the authoring tool as a whole, not to the view provided to any particular authoring role. Accessible content support features should be made available to any authoring role where it would be useful.
+Unrecognizable content: When success criteria require authoring tools to treat web content according to semantic criteria, the success criteria only apply when these semantics are encoded programmatically (e.g. text describing an image can only be considered a text alternatives for non-text content when this role is encoded within markup).",""
+"id-b4156171fbc84ec58418f6236ce9e807","Principle","Principle 1 - Increase Return on Investment by Focusing on Making Continuous Flow of Value (Principle)","Principle 1 - Increase Return on Investment by Focusing on Making Continuous Flow of Value
+Anybody associated with a change initiative (e.g. project, program) should focus the change initiative’s return on investment to the organization. The organization receives something of value.",""
+"id-55fbe4f8bc4347d5ad80ff5de7c095b7","Principle","Principle 2 - Engage Clients in Frequent Interactions and Shared Ownership (Principle)","Principle 2 - Engage Clients in Frequent Interactions and Shared Ownership
+It’s critical that a digital enterprise moves the client to the centre ofattention for feedback that can be acted upon. The problem with many projects is defining a client. The client in this case is the set of individuals or groups who will actually end up involved in using the software or adopting the changed business process.",""
+"id-0728fe5796374c1f9c74a59686ba4a45","Principle","Principle 3 - Expect Uncertainty, Manage Through Iterations, Anticipation and Adaptation (Principle)","Principle 3 - Expect Uncertainty, and Manage for It Through Iterations, Anticipation and Adaptation
+People like linearity: They generally like knowing what is expected of them atwork, and they like mastery of the work they do. They also like not having to think all the time because thinking is exhausting work. This has led to a trend in technology based on the belief that projects can be delivered consistently. To combat these people challenges, because change initiatives are inherently complex and uncertain, change initiatives in a business-Agile mindset need to be:
+• iterative: helps to ease the cognitive load that uncertainty entails. An iteration is defined as a unit of valuable work;
+• anticipable: based on intuition and “gut feeling,” a project team has theability to identify early warning signs that the iteration/project will not deliver value, and course-correct; and
+• adaptive: relates to doing something different based on a change in circumstances. An organization with a business-Agile mindset takes advantage of a change in circumstances to do things better, more quickly or with potentially greater business value and better business outcomes.",""
+"id-44038c12508d46c398c6b9b83fc7af56","Principle","Principle 4 - Unleash Creativity and Innovation, Recognize Individuals As The Ultimate Source of Value, Create an Environment Where They Can Make a Difference (Principle)","Principle 4 - Unleash Creativity and Innovation by Recognizing That Individuals Are the Ultimate Source of Value, and Create an Environment Where They Can Make a Difference
+The essence of this principle is to, at all times, commit to the concept of “doing with” rather than “doing to.” A relentless focus on the “source of the problem” keeps organizations locked in “us versus them” thinking, and through blame trivializes the contribution of the people who currently work in the organization.",""
+"id-6b6a5f834ef5468fab04031790ab9162","Principle","Principle 5 - Boost Performance Through Group Accountability for Results and Shared Responsibility for Team Effectiveness (Principle)","Principle 5 - Boost Performance Through Group Accountability for Results and Shared Responsibility for Team Effectiveness
+Group accountability requires that individuals bring all of who they are and all of their respective backgrounds, skills and capabilities to the service of the group.",""
+"id-4ca7d148252b455e86f30bb17eed799f","Principle","Principle 6 - Improve Effectiveness and Reliability Through Situation-Specific Strategies, Processes and Practices (Principle)","Principle 6 - Improve Effectiveness and Reliability Through Situation-Specific Strategies, Processes and Practices
+While change and uncertainty are continuous, organizations still must have some level of reliable operational performance.",""
+"id-f7f660aa99214502b630387e8b003594","Principle","Principle/Guidance","",""
+"6155f236-8ace-4b73-80b0-be22c7022c6c","Principle","Principles Catalog","The Principles catalog captures principles of the Business and Architecture Principles that describe what a ""good"" solution or architecture should look like. Principles are used to evaluate and agree an outcome for architecture decision points. Principles are also used as a tool to assist in architectural governance of change initiatives https://pubs.opengroup.org/architecture/togaf9-doc/arch/chap31.html",""
+"id-fae2c3ee747c4f61bb31dccca3c64bf2","Principle","Privacy-By-Design","7.2. Privacy-by-Design
+
+Name: Privacy-by-Design
+Statement: Respect and protect personal information are built-in to any business practice and corresponding IT solution.
+
+Rationale:
+• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure in order to assure public confidence in the Department.
+• When security is considered up front the result is more cost effective, and the outcome is more robust and resilient security protections for privacy.
+• Information / Data capture, access and usage processes ensure the protection of privacy without impeding or delaying access to it for justified needs.
+
+Implications:
+• All of the Departments’ business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc.
+• Privacy requirements must be determined with all stakeholders.
+• Effective privacy administration processes and tools for assurance and accountability shall be required.
+• A controlled variance process must be adhered to.
+• Must align to necessary frameworks, both internal and external as pertains privacy protection (i.e., GDPR, Canadian laws and regulations).
+• Automatic processing, trans-border and cross-entity flows of personal data create new forms of relationships among countries/entities and require compatible rules and practices be in place.
+• Personal data shall not be transferred to any entity unless that entity ensures an adequate level of protection and authorisation from individuals.
+• Current legislation and competing values might be a hurdle to sharing and free flow of private data.
+• Data Stewards must aid in removing or avoid creating unjustified barriers to private data.
+• We must prepare for breaches to permit a timely and appropriate response and course of action.
+• Personal data collection needs and uses must be clearly defined up front.
+• Personal data shall be adequate, relevant and not excessive in relation to the purpose.
+• Private individuals must have the right and ability to view, edit their information, and the right to be forgotten in certain cases (i.e., data is disposed of at the end of the effective lifecycle of the data or process).
+• Automated means of processing private data must be transparent to data subjects.
+• Data classification will be necessary in all situations.
+References:
+• Canada Border Services Agency (CBSA) defined Architecture Principles
+• CDO
+• Government of Ontario. OPS Enterprise Architecture: Principles and Artefacts",""
+"id-a142c2bf8cc545b58b9dbf91c64c9fd7","Principle","Promote Enterprise Horizontal Enablement","Promote horizontal enablement of the enterprise
+ - identify opportunities to enable business services horizontally across the GC enterprise and to provide cohesive experience to users and other stakeholders
+ - reuse common business capabilities, processes and enterprise solutions from across government and private sector
+ - publish in the open all reusable common business capabilities, processes and enterprise solutions for others to develop and leverage cohesive horizontal enterprise services",""
+"2adc8cd2-0a45-4354-9ecf-df2f9a6c5b7a","Principle","Quality ","adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta informatio",""
+"id-967722aca5164a0e8238e676131efbbf","Principle","Quality Level Metrics (QLM) Approach","6.3. Quality Level Metrics (QLM) Approach
+
+Name: QLM Approach
+Statement: Technology implementations require quality level metrics (QLM) negotiations and tradeoff discussions to occur as early as possible in the architecture and design process between business stakeholders and systems stakeholders including application architects, technology architects, service providers and operations and maintenance staff.
+
+Rationale:
+• Facilitates non-functional requirements gathering
+• Avoids narrow discussions of requirements - business stakeholders will have a clearer idea of the system they are asking for / getting
+• Better acceptance from the business on the system that is ultimately delivered – fewer surprises for both the business and I&IT
+• Better fit of applications into the infrastructure
+• Better security
+
+Implications:
+• Need to ensure that processes, such as product selections, vendor of record, planning, requirements gathering, have quality level metrics as part of the requirements. The standard QLMs are:
+ o Scalability - The ability of the solution to scale up or down to meet the increase/ decrease in volume through increasing/decreasing the number of nodes/servers supporting the solution (horizontal scaling) or increasing/decreasing the resources of a single node/server (vertical scaling)
+ o Performance - The ability of the solution to meet the load and response time requires
+ o Availability - The ability of the solution to meet recovery time objectives, recovery point objectives and system up time
+ o Recoverability - The ability of the solution to transaction recovery\rollback, guarantee atomicity, transactional checkpoint logging and backup
+ o Integrity - The accuracy, completeness and timeliness of data at rest or in transit within a solution
+ o Interoperability - The degree with which the system can connect to, exchange and process data from other systems.
+ o Usability - The ability and extent the solution can be used by specific users to achieve specified goals effectively and efficiently
+ o Source-ability - The degree to which equivalent solutions/services/components can be obtained from multiple sources
+ o Affordability - The characteristics of a product or service that provides the government value for money and falls within their budget through the expected life span of the product or service
+ o Supportability - The ease with which the solution can be operated, configured and maintained by the operational staff during the useful life of the solution
+ o Adaptiveness / Modifiability-The degree to which a module, component or other work product ban be used in more than one solution.
+ o Upgradeability - The ease in which the solution in whole or components of the solutions can be modified to take advantage of new service, solution, software or hardware technologies
+ o Security -The ability in which the solution meets the security objectives and standards
+• Need to document, publish and enforce the requirement for quality level metrics when developing solutions, services and infrastructure",""
+"id-13a0502ccc3444c8acb1f3d268b2c346","Principle","Reliable","3.4. Reliable
+
+Name: Reliable
+Statement: Departmental services are reliable, accurate, relevant and timely.
+Rationale:
+• The take-up and use of lower cost channels will depend on users of government services trusting the ability of the government to provide reliable, accurate, relevant and timely information to consumers.
+• Reliable services that provide consistent outcomes will help to reduce complaints, reviews and appeals from consumers.
+Implications:
+• The department will need to deliver services and information which clients can rely upon.
+• The department, and programs will need to devote effort towards service design and service performance management to ensure reliable services
+• Good processes create good services and data. Processes will need to be the focus of ongoing continuous improvement (which in turn will improve reliability, accuracy, relevancy and timeliness of the service).
+• The department will need to provide trusted services and information to individuals, and organizations. The outcomes of these services and information will strengthened the trust in the department and Government of Canada.
+• The department and programs will need to collaboration with other departments and programs to deliver, manage and measure services to ensure the services are achieving the desired outcomes
+
+References:
+• Australian Government Enterprise Architecture Principles (PR-3)",""
+"id-5b6c5e2440ff4cc99510e5956cd6e70c","Principle","Responsive Change Management","6.2. Responsive Change Management
+
+Name: Responsive Change Management
+Statement: Changes to the enterprise information/data and technology environment are implemented in a timely manner
+Rationale:
+• If people are to be expected to work within the enterprise information /data and technology environment, this environment must be responsive to their needs
+
+Implications:
+• Processes for managing and implementing change must be developed that do not create delays
+• A user who feels a need for change will need to connect with a “business expert” to facilitate explanation and implementation of that need
+• If changes are going to be made, the architecture must be kept updated
+
+References:
+• TOGAF 9.2 Principle 19",""
+"9365fa4e-09ff-483d-9e8f-86a158261c1b","Principle","Security by Design ","adopt a philosophy where security is inherent in API development",""
+"dbaff8e4-0157-4265-b766-9acbcc280bc6","Principle","Security Principle","",""
+"1d11e079-9b84-4dcd-ac07-1aab247dcbe0","Principle","Security Principle","",""
+"id-ad504c1ae2274d2c9788f0834ec12a86","Principle","Security-By-Design","7.1. Security-by-Design
+
+Name: Security-by-Design
+Statement: Enable and protect activities and assets of both people and enterprises are built-in to any business practice and corresponding IT solution
+Rationale:
+• ESDC’s IM/IT assets are protected against theft, loss, damage, or unauthorized modification, destruction or disclosure to assure public confidence in the Department.
+• When security protection for confidentiality, availability and integrity are considered up front., it is more cost effective and results are more robust and resilient.
+
+Implications:
+• Controls for the protection of confidentiality, integrity and availability must be designed into all aspects of solutions from initiation, not as an afterthought.
+• Security must be designed in the business processes within which an IT system will be used.
+• ESDC’s business solutions must be compliant with the Privacy Act; MITS; ATIP policies; FAA, etc.
+• Security requirements must be determined with all stakeholders.
+• Business driven security requirements based on legislation, policies, and business needs must be supported.
+• A consistent, trusted and effective security model must be developed for use across all applications, data, systems, and infrastructure.
+• Security Assessment and Audit (SA&A) , and Statement of Sensitivity (SoS) processes shall be used to identify threats and risks and select cost effective controls which meet control objectives.
+• A Vulnerability Assessment (VA) process shall be used to identifying and quantifying vulnerabilities in a system.
+• Program managers need to have business impact analysis and business continuity planning processes developed and implemented.
+• Program managers need to be part of the process to conduct the business impact analysis and to select contingency and business continuity plans.
+• Business impact analysis should be coordinated with value/risk analysis to identify potential countermeasures to exposures to the ESDC during the design of new business processes.
+• A controlled variance process must be adhered to.
+• Accountable parties are responsible for establishing or aligning to authorised purposes for their assets
+• Risk tolerances, breach mitigation and breach outcomes must be clearly defined beforehand.
+• Ethically and legally, ESDC is obligated to protect Information / Data under its care to retain the right to manage and use it.
+• Information / Data are sheltered from unauthorised access, modification, use, disclosure or destruction.
+• Intellectual property and confidentiality is safeguarded.
+• Sharing must be balanced against classification, proprietariness or sensitivity of Information / Data.
+• Aggregation of Information / Data, such as for residual data must also be reviewed for sensitivity.
+• Security must be applied at the appropriate level, i.e., data level versus application level.
+• Systems and Information / Data must be safeguarded from malevolent intentions and disaster.
+• Emerging technologies such as cloud and data lakes, must be accounted for in modernised policies, standards and practices, and user awareness and training.
+• Anonymization or masking techniques may be necessary and utilised before permitting certain access.
+• Security controls must not hinder appropriate and timely access and sharing of assets s (e.g. Information / data).
+
+GC Security Architecture
+• Information categorization – As the originator of a record, each department is responsible for a plan, the implementation of information categorization systems and the review of data and information prior to release on the Open Government Portal (the “Portal”)
+• Should it be third-party information (government to government, government to industry, other), additional release mechanisms are up to department review
+• Training and awareness on the requirements of the Portal is needed (to reduce additional work for other departmental stakeholders such as ATIP officer or Privacy analysts)
+• Departments are also responsible to review the metadata and telemetry of datasets, to reduce the risk that combining smaller pieces of the data can enable a malicious user to action one of the risk scenarios
+• Legal and policy framework – Departments must continue to observe all domestic and international laws as they relate to handling resources, and should be respectful when considering which resources are being shared and released on the Portal
+• Respect for privacy and persons – Departments must protect personal information by not releasing it on the Portal
+• Departments must ensure that all data and information released on the Portal contains no personal information or is properly de-identified/anonymized
+• Departments should be transparent about how data and information will be collected, used and shared on the Portal
+• Within an “Open by Default” environment, departments must identify situations and datasets which cannot be released or be made open by design
+• Forward planning – Departments should consider privacy and security when releasing records on the Portal. Considerations should include:
+• Consulting internally with business line and data / information owners / stewards to identify risks associated to the public, the organizations and the government as a whole
+• Assessing privacy and security on an ongoing basis, as due diligence does not end with uploading a record but rather an ongoing responsibility to maintain the accuracy and completeness of all records
+• Making plans prior to the release of records for their maintenance and periodic reviews of the privacy and security implications of the universe of relevant records available on the Portal
+• Assigning clear accountabilities within departments and agencies for considering privacy and security implications of open government records
+• Security and Privacy Incidents and Remediation – Departments and agencies will take steps to ensure their ability to respond effectively in the case of a privacy or security incident
+• In the event of any real or suspected security incidents, departments and agencies will respond in accordance with the Directive on Departmental Security Management (DDSM), departmental and agency processes and procedures, and when applicable the Cyber Security Event Management Plan (GC CSEMP)
+• In the event of any real or suspected privacy breach, departments and agencies will respond in accordance with the Directive on Privacy Practices. Departments and agencies should apprise themselves of TBS Guidelines for Privacy Breaches and the Privacy Breach Management Toolkit. These privacy instruments identify causes of privacy breaches, provide guidance on how to respond, contain and manage privacy breaches, delineate roles and responsibilities, and include links to relevant supporting documentation
+• Considerations for maximizing release – When considering de-identifying information and data, the following should be noted:
+• De-identification needs to be done by trained officials
+• Software for de-identification is not always available and may need to be developed
+• Effective de-identification may reduce the granularity of records and, as a result, data and information quality may decrease
+• De-identification can be costly and require significant investments of resources, time, and data processing
+• Extrapolation or aggregation risks may persist in spite of de-identification efforts
+
+References:
+• Canada Border Services Agency (CBSA) defined Architecture Principles
+• CDO
+• See decomposition in Open Web Application Security Project (OWASP)
+• GC Security and Privacy Guidelines- https://gcconnex.gc.ca/file/download/29788569",""
+"id-4037eb536f0e4441a88be81ba49ef3b1","Principle","Service Orientation","5.3. Service Orientation
+
+Name: Service Orientation
+Statement: The architecture is based on a design of services which mirror real-world business activities comprising the enterprise (or inter-enterprise) business processes.
+Rationale:
+• Service orientation supports enterprise agility and boundaryless information flow
+
+Implications:
+• Need to think in terms of APIs, application services, and service-based integration that fulfills a business need
+• Service representation utilizes business description to provide context (i.e. business process, goal, rule, policy service interface and service component) and implements services using service orchestration
+• Service orientation places unique requirements on the infrastructure; implementations should use open standards to realise interoperability and location transparency.
+• Implementations are environment specific; they are constrained by context and must be described within that context.
+• Service orientation requires strong governance of service representation and implementation.
+• ESDC needs to transform its acquisition of IT solutions from siloed systems to modern, modular service-based contracts exploiting common services.
+
+References:
+• TOGAF 9.2 Principle 6",""
+"id-ee4b9297b1b34e9989e5e67f396c5109","Principle","Shared Assets","4.3. Shared Assets
+
+Name: Shared Assets
+Statement: Information and Data are Shared Assets.
+Rationale:
+• Information and Data are valuable enterprise assets, with clear accountability, and treated as ‘our’ data not ‘my’ data to fully deliver on its benefits.
+
+Implications:
+• Information / Data are enterprise assets, much like capital, human or intellectual property assets.
+• Most enterprise assets require careful management, and Information / Data are no exception.
+• Information / Data assets exist to respond to business needs, support decision-making, enhance operational efficiencies and provide effective service delivery.
+• Ownership resides at the enterprise level or higher, not at the individual or business line level.
+• Clearly assigned stewardship is key to managing day-to-day data activities and data quality but requires the authority and the means to do so to ensure authoritative decisions are taken by the right parties.
+• Discussion and decision forums and approaches must be inclusive, transparent, holistic and at the enterprise level and no longer strictly by business line or limited scope.
+• Value is derived from sharing by reducing the number of authoritative sources, obliging data quality, permitting horizontal use / re-use and aggregation / dissemination to tap into unknown potential, and by allowing faster yet secured access.
+• Managing and sharing requires policies, procedures, standards, roles & responsibilities, to govern data management capabilities and a significant cultural change at all enterprise levels.
+• Various artefacts and tools such as an enterprise data model and a business glossary will assist with management, communication and sharing in support of the enterprise mandate.
+
+References: • CDO",""
+"cae2dd1d-3a3a-4853-8310-41289e14b2b5","Principle","Simplicity and Reusability ","strive to make the API the best way for clients to consume your data",""
+"3c2f2a22-4345-471e-8a26-060fdb00c2e1","Principle","Sustainability ","avoid short-term optimizations at the expense of unnecessary client-side obligations",""
+"id-c37c907a48ae4a63a2ba3de1c768ca1d","Principle","Technology Independence","5.2. Technology Independence
+
+Name: Technology Independence
+Statement: Applications are independent of specific technology choices and therefore can operate on a variety of technology platforms.
+
+Rationale:
+• Independence of applications from the underlying technology allows applications to be developed, upgraded, and operated in the most cost- effective and timely way.
+• Ensure that an application is not dependent on specific hardware and operating systems software realizing that IT related decisions makes the organization dependent on that technology
+
+Implications:
+• For SaaS and PaaS there may be limited choices given these services are technology and platform-dependent
+• Interfaces will need to be developed to enable interoperability with services deployed under the enterprise architecture
+• Middleware will be used to decouple services from specific software implementation.",""
+"id-d487df6159f54f62bfccf02af6ec0533","Principle","The Open Group Architecture Framework (TOGAF)","Architect selects principles affecting EA work throughout the ADM cycle.
+
+The TOGAF® Standard, Version 9.2, The Open Group Standard (C182), published by The Open Group, April 2018; refer to: www.opengroup.org/library/c182",""
+"id-055ed8d42eb649e381c8a92a18c78335","Principle","Use & Share Data Openly, Ethically, Securely","Use and share data openly in an ethical and secure manner
+ - share data openly by default as per the Directive on Open Government and Digital Standards, while respecting security and privacy requirements; data shared should adhere to existing enterprise and international standards, including on data quality and ethics
+ - ensure data formatting aligns to existing enterprise and international standards on interoperability; where none exist, develop data standards in the open with key subject matter experts
+ - ensure that combined data does not risk identification or re‑identification of sensitive or personal information",""
+"id-71d82c2a47574a259625b811d5326f74","Principle","Use Cloud First","Use cloud first
+ - adopt the use of the GC Accelerators to ensure proper security and access controls
+ - enforce this order of preference: software as a service (SaaS) first, then platform as a service (PaaS), and lastly infrastructure as a service (IaaS)
+ - fulfill cloud services through SSC Cloud‑Brokering Services
+ - enforce this order of preference: public cloud first, then hybrid cloud, then private cloud, and lastly non‑cloud (on‑premises) solutions
+ - design for cloud mobility and develop an exit strategy to avoid vendor lock‑in",""
+"id-16b659f1cd55479687c32abea72a1cd6","Principle","Use Open Standards and Solutions","Use open standards and solutions
+Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using.
+
+Guidance: Use open standards and solutions
+To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians.
+
+In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services.
+
+Aligned Behaviours
+1. Our team prioritizes solutions using open standards over solutions that do not.
+2. Team members give back to the open source community as active contributors.
+3. Our team designs their services to be interoperable with other services.
+4. When searching for a new product, service or solution, our team considers open source solutions.
+5. Our team supports clients using any device, from anywhere and at any time.
+
+Misaligned Behaviours
+1. Our team renews existing contracts with vendors without first investigating open source tooling.
+2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software.",""
+"id-15b4eeb1c3714068925b6ee501fa25d7","Principle","Use Open Standards and Solutions (Principle) (copy)","Use open standards and solutions
+Leverage open standards and embrace leading practices, including the use of open source software where appropriate. Design for services and platforms that are seamless for Canadians to use no matter what device or channel they are using.
+
+Guidance: Use open standards and solutions
+To maintain the trust of Canadians, the government must continually learn and improve by embracing leading practices to simplify access to government services to match the rising expectations of Canadians.
+
+In alignment with the Digital Nations Charter, which calls for both the use of Open Standards and Open Source, this Digital Standard aligns with the ultimate Digital Vision which reads, “The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.” By leveraging open source software, and leveraging open standards and solutions, the Government of Canada can mitigate vendor lock-in and expand its vendor pool from which to acquire digital services.
+
+Aligned Behaviours
+1. Our team prioritizes solutions using open standards over solutions that do not.
+2. Team members give back to the open source community as active contributors.
+3. Our team designs their services to be interoperable with other services.
+4. When searching for a new product, service or solution, our team considers open source solutions.
+5. Our team supports clients using any device, from anywhere and at any time.
+
+Misaligned Behaviours
+1. Our team renews existing contracts with vendors without first investigating open source tooling.
+2. Our team does not have the competencies within it to deliver its services without the help of consultants or closed source vendor software.",""
+"id-a21be2a9b52c4719919e8ce415d38335","Principle","Use Public Cloud-Hosted Open Source Solutions","Use open source solutions hosted in public cloud
+ - select existing solutions that can be reused over custom built
+ - contribute all improvements back to the communities
+ - register open source software to the Open Resource Exchange",""
+"id-5e9e55ae880c40d4a5663e1e3062631e","Principle","Use Public Cloud-Hosted SaaS","Use software as a service (SaaS) hosted in public cloud
+ - choose SaaS that best fit for purpose based on alignment with SaaS capabilities
+ - choose a SaaS solution that is extendable
+ - configure SaaS and if customization is necessary extend as open source modules",""
+"id-12e15659dbd54006961fa29854a83f49","Principle","Value","3.3. Value
+
+Name: Value
+Statement: Government business initiatives and investments must represent value for money and return a business benefit.
+Rationale:
+• The value and cost of investments need to be measurable in objective terms. A government service that does not have an understood return on investment (ROI) is unlikely to receive the on-going support and commitment that will make it sustainable.
+• Service delivery can create complicated cost/benefit models, particularly where there are cross-jurisdictional boundaries. The benefits realized through a service may not be recorded by the program and/or programs that are required to invest. A thorough understanding of the costs and benefits is required to establish an appropriate investment model to support the creation and on-going management of the service.
+• It is mandatory for programs to meet the GC procurement rules for:
+ o value for money,
+ o encouraging competition,
+ o efficient, effective and ethical use of resources, and
+ o accountability and transparency.
+Implications:
+• Business initiatives will need to be fit for purpose and deliver value and benefit.
+• Business initiatives will need to be prioritized in terms of their relation to the GC and department vision, policies, strategies and plans.
+• The department will need to assess the ROI for each business initiative.
+• Public ROI should be based on the department taking a rewards-based approach to ROI measurement and encompass the following three areas:
+ o Financial ROI: Traditional or “classic” measurement of financial gains with quantifiable results. These ROI is direct, measureable benefits and costs e.g., reduced transaction costs (such as in procurement by reducing the cost creating a purchase order from $28 to $21) or fewer steps in the workflow of approving a budget request
+ o Social ROI: Impact of government services on a societal level This ROI is indirect and difficult to measure public good benefits and costs e.g., are citizens safer? Are children in a particular jurisdiction receiving adequate social services? Are the vulnerable receiving sufficient support?
+ o Political ROI: Impacts the system of governing and policy decision making. This ROI is motivational feasibility of the project, or the benefits of interested parties (champions, opponents, decision makers) e.g., are we delivering government programs that match policies, legislation and mandates? Are we delivering on the promises of our politicians?
+• In addition to assessing the public ROI for each business initiative, a total cost of ownership (TCO) approach will be required. The TCO will need to assess the investment against other priorities, as well as balancing the costs of development, support, security, risk mitigation, disaster recovery and retirement against the costs of government’s requirements for flexibility, scalability, ease of use and reduction of integration complexity.
+• There will need to be improved whole-of-government usage of business benefit management and benchmarking,
+References:
+• Australian Government Enterprise Architecture Principles (PR-4)",""
+"e4ff27e0-b1b6-4aff-9512-5f5ada229a03","Principle","Well Described ","adopt a simple, consistent and durable API specification and endpoint naming standard that includes API meta information",""
+"id-952813b57dd54e33bd0d8f43a01660f9","Principle","Work In The Open By Default","Work in the open by default
+Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence.
+
+Guidance: Work in the open by default
+Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians.
+
+This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada.
+
+Aligned Behaviours
+1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse.
+2. Our team contributes back to the public projects from which they borrow content.
+3. Our team tracks and makes public the metrics upon which our team measures its success.
+4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications).
+5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada.
+6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information.
+
+Misaligned Behaviours
+1. All of the team's work is done on systems behind the corporate firewall.
+2. The work of our team has permissions set so that only members of our team can access the team's work.
+3. Our team does not contribute to, or collaborate on, work being done by our colleagues.
+4. Team applies blanket security classification for the digital system to all data stored by the application.
+5. Our team has no process by which to declassify and release records when they are no longer protected or classified.
+6. The documentation for our APIs is only available to internal approved consumers.",""
+"id-f000479c68ce49abb96b15dab305137f","Principle","Work In The Open By Default (Principle) (copy)","Work in the open by default
+Share evidence, research and decision making openly. Make all non-sensitive data, information, and new code developed in delivery of services open to the outside world for sharing and reuse under an open licence.
+
+Guidance: Work in the open by default
+Working in the open increases the transparency of services, increases trust in government, creates an ecosystem that promotes innovation, prevents needing to reinvent the wheel by increasing collaboration within, and external to, government. Working in the open promotes understanding of government processes and services and creates an environment whereby innovation can take place throughout the Government of Canada and through non-governmental organizations leveraging the government data and information to improve service delivery for Canadians.
+
+This way of working aligns Canada with the Digital Nations Charter, of which it is a signatory and promotes “transparency and citizen participation and uses open licences to produce and consume open data”, and the Open Data Charter. Further, by working in the open the Government of Canada can increase its reuse of existing public solutions and allow others to reuse work conducted by the Government of Canada.
+
+Aligned Behaviours
+1. Teams continually makes all non-sensitive and non-personal data, information, and new code publicly available, or at a minimum accessible across the GC, for sharing and reuse.
+2. Our team contributes back to the public projects from which they borrow content.
+3. Our team tracks and makes public the metrics upon which our team measures its success.
+4. Our team tracks, and makes publicly available, or at a minimum accessible across the GC, information regarding how often a change to our services fails (e.g., the deployment or rollout of a service or feature experiences issues or complications).
+5. Our team makes visual displays which show what they’re working on and the status of their work available publicly, or at least throughout the Government of Canada.
+6. Our team publicly documents, including examples of reuse, how others can use their service’s APIs, open data, or information.
+
+Misaligned Behaviours
+1. All of the team's work is done on systems behind the corporate firewall.
+2. The work of our team has permissions set so that only members of our team can access the team's work.
+3. Our team does not contribute to, or collaborate on, work being done by our colleagues.
+4. Team applies blanket security classification for the digital system to all data stored by the application.
+5. Our team has no process by which to declassify and release records when they are no longer protected or classified.
+6. The documentation for our APIs is only available to internal approved consumers.",""
+"id-0021833105ef4547813f5314bf5192dd","Principle","Zero Trust Principle","",""
+"23f50fdf-1064-4365-b09f-36cbaef2e68f","Requirement","<> Allow permissions only on a least privilege bases i.e. deny by default","",""
+"ad471bb2-396e-4e98-beb1-2648602d5c7e","Requirement","<> Application segmentation should apply regardless of the physical location of the application","",""
+"3a4a3b17-6017-4983-be67-3a94d683f274","Requirement","<> Applications are verified for proper authentication and authorization before eachsend/connect request","",""
+"2bde9184-cd83-4543-84b6-c9446048241c","Requirement","<> Applications should be grouped into different zones (micro perimeters) based on the risk level and data within the application","",""
+"42b512b0-a55e-4639-ad8d-0d5f0cea39f0","Requirement","<> Apply application level segmentation policies","",""
+"cd079ed5-d24d-4a18-8ec9-7e6aee710c6c","Requirement","<> Authentication using user identity, app identity, device identity","",""
+"0d99b788-82d3-4a9c-9e28-6997b267dc4d","Requirement","<> Continuous monitoring of user actions for abnormal behavior","",""
+"bc3b473a-9875-4e15-a7cf-be942e97897c","Requirement","<> Continuous monitoring of user actions for abnormal behavior","",""
+"35ffe52b-1aaa-48d8-849b-e7d55bdae61e","Requirement","<> Continuous visibility and control","",""
+"ade5be94-a7a4-48c0-99c1-536d46374e60","Requirement","<> Continuously log and monitor all traffic between applications and enforce security policies on an ongoing basis","",""
+"008296e3-5658-4165-8bb7-315ce723f59d","Requirement","<> Control access to content by allowing/blocking web requests through robust accesspolicies","",""
+"b1235903-b01c-470c-b6b4-3b75d731f6bf","Requirement","<> Device security assessment to ensure required security posture is in place prior togranting access","",""
+"fae0554e-3062-4564-88ec-a433f2b783a8","Requirement","<> Enable audit logs","",""
+"ff5a1c44-6a3b-4a89-afeb-7e3de0a58c19","Requirement","<> Enable logging and alerting to monitor policy violation","",""
+"cac077ab-3e8f-4499-8b4b-b773d5cff985","Requirement","<> Encrypted traffic between authorized user and enterprise resource","",""
+"2e779a50-cd77-4852-8a23-e4eda837a67e","Requirement","<> Encryption in transit (e.g. Mutual TLS authentication, encrypting payload with JSON webtokens)","Mutual authentication should be implemented for applications to secure service communication by passing end user context, to share user context between micro services in different trust domains.",""
+"9faec27e-408b-44df-9f60-d63f0a9ce6a0","Requirement","<> End to end encryption of traffic","",""
+"a06d50d3-29a3-47d0-b15d-49706daaad4b","Requirement","<> Enforce authentication and authorization for short term access against Identity and Access Control","This is to ensure build tool appropriately access repository in addition to MFA request and push notification.",""
+"c2d56988-5078-4512-a042-743fca0d53d8","Requirement","<> Enforce segregation of duties","",""
+"7d0afa4b-fd46-48f5-aa70-9c8c1580d50a","Requirement","<> Enforce user/developer authentication using MFA to separate domain users for leastprivileged access to production and development system","",""
+"33301797-e7b9-44cd-93c7-f513c9b97294","Requirement","<> Enforced device authentication prior to access corporate resources","",""
+"10d62fe4-ad5b-4615-9695-2e63b1fe2fa1","Requirement","<> Ensure data security through end to end encryption at the application level","",""
+"fd531004-a8e9-4fe1-b718-44750930285d","Requirement","<> Ensure only known, allowed traffic or legitimate application communication is allowed by segmentation","",""
+"f23550f5-daeb-4d16-86cc-02153cc8f7ea","Requirement","<> Ensure real time assessment of device security prior to granting access to enterpriseresources","",""
+"e869fe3b-0b54-4948-9004-19ffaacdbc48","Requirement","<> Implement monitoring of user behavior and activities and detect anomalies","",""
+"13d4b8d3-d12a-437a-8b0e-84f0806daf6c","Requirement","<> Intelligent network traffic monitoring, breach detection and proactive response","",""
+"a833a7ad-4b4b-481f-a365-5da718e35409","Requirement","<> Isolate workloads through implementation of micro segmentation and granularperimeters policy enforcement","",""
+"6883dfa5-1c9b-4039-9620-7921ea84163f","Requirement","<> Least privilege authorization in place for in app permissions","",""
+"89a11c0e-edb0-4894-942a-b31397bfaa4f","Requirement","<> Least privilege principle in place for permissions within the enterprise resources","",""
+"61bb057e-d258-4784-b1cd-f710a32aa7c0","Requirement","<> Leverage multi factor authentication (MFA) as part of the authentication process for the user","",""
+"1abb4bff-7831-4a9d-80aa-b4480741b665","Requirement","<> Limited access to the organization’s resources from unmanaged devices throughconditional access controls","",""
+"b2f4bc32-f015-427f-b595-fcacc28cb424","Requirement","<> Privileged access for admin purposes should be leveraged by a centralized PAM solution","",""
+"64a9a721-3a0a-4f08-b7b1-3ce64678adb8","Requirement","<> Reliable authentication of users and devices prior to granting access to the specific enterprise application","",""
+"337d1ccf-aa6c-4114-b424-781ee6050fac","Requirement","<> Server to server communication should be restricted (default deny) to only approvedinter application, server or hosts communication","",""
+"4391a939-367e-4696-8c78-184130fd19d1","Requirement","<> The permission should be short term and enforce MFA with jump boxes for Interactive access where applicable","",""
+"127f600f-83e0-4139-bec6-220428b8362d","Requirement","<> Users authentication should be enhanced with the use of MFA","",""
+"8b0a9853-779f-4207-87ca-0fb23a4918ea","Requirement","<> Users authentication should be enhanced with the use of MFA","",""
+"3d3cc706-62c2-41d9-a598-96303e302945","Requirement","<> Users should not access an application until sufficient level of trust is established","",""
+"8ac93123-3ef8-4f53-bd62-95482926e501","Requirement","<> Whitelisting of traffic to deny all connections by default except specific connection that are enabled","",""
+"ecc54c9d-e404-4bdc-be32-956e02e0971b","Requirement","<>Enable identity context in the API traffic to authenticate all packets to the application (or service) whether the APIs are internal or external to the domain","",""
+"2001e4f1-6689-4fc1-91fa-1b4b858a5497","Requirement","<>Enable throttling and cache","",""
+"a9dd8d80-e410-4836-83c4-0f421318d516","Requirement","<> Add/remove memberships as required ","",""
+"1d9c9d25-685d-4e78-be38-0946ae52f113","Requirement","<> Add/remove memberships as required (copy)","",""
+"30d5c6d2-6489-45bb-ba49-233c91d2e5d1","Requirement","<> Risk Adaptive Access Control","",""
+"4f7c0cdd-6ac4-4ccf-8ed4-4cc43a7c3de2","Requirement","<> Risk Adaptive Access Control (copy)","",""
+"cb96fcd5-da48-4198-973e-d2646390d315","Requirement","<> Assign each device with a verifiable unique identifier","",""
+"bd504182-97a2-477c-ab16-72e6c9c5ad74","Requirement","<> Assign each device with a verifiable unique identifier (copy)","",""
+"06c96026-0c2b-4575-871e-ba02cd013355","Requirement","<> Associate roles/group memberships with each user ","",""
+"9d49e8d7-21ae-45ef-a696-a8375c8cd09e","Requirement","<> Associate roles/group memberships with each user (copy)","",""
+"63b800d7-046b-4c09-8641-46fa5c2c8eac","Requirement","<> Automation and orchestration","",""
+"6b353133-c6f0-4c08-9398-f27f198c7d41","Requirement","<> Automation and orchestration (copy)","",""
+"9ba2457e-186a-4260-91e5-bf872572f5dd","Requirement","<> Centralized authentication ","",""
+"b11d127e-a5a3-4f72-9dcf-00544c60eac1","Requirement","<> Centralized authentication (copy)","",""
+"9c68a73c-6cb4-4c1c-9601-f613d9025765","Requirement","<> Comprehensive Identity, Credential and Access Management (ICAM)","",""
+"4397d52d-1a51-4f23-8eec-32a3b6bd2033","Requirement","<> Comprehensive Identity, Credential and Access Management (ICAM) (copy)","",""
+"417d3619-9777-47dc-8d45-62ffe177d49a","Requirement","<> Encrypt all end-to-end communication","",""
+"e7edb0d0-0a0c-4511-9ea8-be454094fd10","Requirement","<> Encrypt all end-to-end communication (copy)","",""
+"0027a54a-0efd-4d2b-9826-db28868940b7","Requirement","<> Encrypt sensitive data at rest","",""
+"93e14582-b387-4af3-ba45-e26929de6c12","Requirement","<> Encrypt sensitive data at rest (copy)","",""
+"bea99695-f7bc-4a3a-8824-793c44ae5777","Requirement","<> Establish roles/group memberships","",""
+"60caeb9c-9f70-441b-ae54-c571c5c92583","Requirement","<> Establish roles/group memberships (copy)","",""
+"d86083bf-e12f-4552-8627-f39bd87d8057","Requirement","<> Identify and catalogue all Applications and Services","",""
+"f601247f-9289-45a5-997e-6e3dce998825","Requirement","<> Identify and catalogue all Applications and Services (copy)","",""
+"d32e6964-c9ce-4f43-bc35-88f63ac864ff","Requirement","<> Identify and catalogue all data resources","",""
+"5839f6fb-6416-4f21-a3a3-457a7736314a","Requirement","<> Identify and catalogue all data resources (copy)","",""
+"7decf60f-f397-47c9-92bd-5aeea24f9737","Requirement","<> Identify and catalogue all network devices/components","",""
+"0fdbda69-5910-4368-9926-7bee6ed254f3","Requirement","<> Identify and catalogue all network devices/components (copy)","",""
+"c7311d5a-4d91-436c-b774-c7985a93c2e4","Requirement","<> Implement effective user account management procedures ","",""
+"de60f169-9e90-4fab-8a57-270324d2b6cb","Requirement","<> Implement effective user account management procedures (copy)","",""
+"00c5ced2-20e6-467a-be73-4cdfa8724b7a","Requirement","<> Implement fine-grained, least privilege access control","",""
+"cf209595-778a-4e22-9dee-a76325aab434","Requirement","<> Implement fine-grained, least privilege access control (copy)","",""
+"4b410912-6209-4899-b683-920bf3d814f5","Requirement","<> Implement micro-segmentation to isolate applications and workflows","",""
+"9b43e842-cef2-4fd0-8302-b61904bf8f7f","Requirement","<> Implement micro-segmentation to isolate applications and workflows (copy)","",""
+"9bc86087-e369-4be2-a807-8e55a0ad1793","Requirement","<> Implement resource obfuscation ","",""
+"3e77d5cc-9d33-4239-8585-4d1d4ddd781f","Requirement","<> Implement resource obfuscation (copy)","",""
+"1419f00b-cf09-47c0-af6c-e604181d09ea","Requirement","<> Keep the configuration/health of all managed user devices up to date","",""
+"44b33291-74f1-4c87-a75a-7c65db668445","Requirement","<> Keep the configuration/health of all managed user devices up to date (copy)","",""
+"1594e8a5-413f-4b1a-92a7-fd298a1d508b","Requirement","<> Label data to distinguish sensitive from non-sensitive data","",""
+"b01f4690-2ac8-4feb-a5b6-2410383070d1","Requirement","<> Label data to distinguish sensitive from non-sensitive data (copy)","",""
+"2da0b8f6-2a9e-454f-bd2d-2674eee6dd10","Requirement","<> Limit access in accordance with policy ","",""
+"43d86f9d-dcbe-4080-a4eb-d361b456cecb","Requirement","<> Limit access in accordance with policy (copy)","",""
+"4af9b97c-42d7-4ab9-9538-fa4e6e29cd78","Requirement","<> Limit physical and logical access to authorized personnel","",""
+"3544e204-01be-476c-8e21-6da23ba0171c","Requirement","<> Limit physical and logical access to authorized personnel (copy)","",""
+"51827e60-a6a0-465c-9566-cbc3ad9cce06","Requirement","<> Maintain an update inventory of all user devices","",""
+"44829e94-0084-4d57-865f-9aa0fe79453e","Requirement","<> Maintain an update inventory of all user devices (copy)","",""
+"df9da132-274f-423c-9a66-b6f3cc65f676","Requirement","<> Minimize unauthorized lateral movement using network segmentation ","",""
+"c3ebac52-f034-4413-b04a-c3aa1ba4b750","Requirement","<> Minimize unauthorized lateral movement using network segmentation (copy)","",""
+"039707d5-be0e-47c2-b090-bc6bf20f8d8a","Requirement","<> Real-time correlation, assessment and response based on inputs from multiple sources (including data from automated monitoring tools)","",""
+"3414b3d5-d53c-4499-a412-ce241439c3c6","Requirement","<> Real-time correlation, assessment and response based on inputs from multiple sources (including data from automated monitoring tools) (copy)","",""
+"36dc9deb-88a7-4ade-930b-7bae6bce066b","Requirement","<> Secure application development","",""
+"6ddbae6f-2181-464a-b7ce-e95edc272b99","Requirement","<> Secure application development (copy)","",""
+"7a424d15-154a-40de-8461-e50de7b1d211","Requirement","<> Secure boot considerations","",""
+"d80ab546-ad4e-4394-b63b-2ee00705fe2e","Requirement","<> Secure boot considerations (copy)","",""
+"f01c2e7c-8b84-4887-9704-065a53dba3ec","Requirement","<> Security Information and Event Management (SIEM)","",""
+"09d17ee9-2cf1-4b6b-a861-81460a411f3d","Requirement","<> Security Information and Event Management (SIEM) (copy)","",""
+"5ca3a48c-2908-477b-abde-4a32934ee0dc","Requirement","<> Software assurance and supply chain risk management","",""
+"7dbcbc63-c20e-42e6-a52a-905c73aeaee8","Requirement","<> Software assurance and supply chain risk management (copy)","",""
+"836276c1-0c0c-41da-b961-57f1b3d92251","Requirement","<> Strong two-factor authentication (2FA) for all users, regardless of location","",""
+"3ac96948-3e80-4331-832e-0bcd7623d825","Requirement","<> Strong two-factor authentication (2FA) for all users, regardless of location (copy)","",""
+"30a267be-9e01-4b6f-bda2-8b0e6ab27d75","Requirement","<> Traffic flow inspection and analysis","",""
+"79feb974-20da-4539-a450-8c0af0f9f3fc","Requirement","<> Traffic flow inspection and analysis","",""
+"5338b1b1-323e-437c-8c07-dce06af7e901","Requirement","<> Traffic flow inspection and analysis (copy)","",""
+"33a4f24f-bc5f-406f-b652-0474733b4ab1","Requirement","<> Traffic flow inspection and analysis (copy)","",""
+"b3fb40dd-c611-47b7-b7b7-1464a0c3ee0d","Requirement","<> Use of Mobile Threat Defense (MTD) tools/integration ","",""
+"2cc0381a-75b8-4aa0-882f-429ff9156549","Requirement","<> Use of Mobile Threat Defense (MTD) tools/integration (copy)","",""
+"7dcf6e5e-41a3-4575-91c3-64cbf4f64d9c","Requirement","<> Zero Trust Requirements","",""
+"id-35dd1aab694f44239609fed252e60e3b","Requirement","[MICM2] Solution For Enforcement Investigations","Currently, the enforcement case management function at ISB is presided over cases using Microsoft Excel and various SharePoint sites (all sites are not uniform in their design) to track and manage these cases regionally and nationally. For ISB to be effective in its obligation to conduct proper enforcement activities, a tool set more suited to the unique needs of enforcement investigations is necessary.
+
+The electronic solution is required to collect and track evidence, control system access, and protect data together with providing support for multi-jurisdictional collaboration while operating within the given legal and Charter constraints.
+A uniform national enforcement case management solution is required and must:
+1. Be available within time and budget constraints provided by TBS.
+2. Ensure that information collected in an investigation is stored and tracked in such a way as to be suitable for use in any case brought to court.
+3. Ensure that information collected in an investigation is controlled such that only authorized individuals may have access (Jarvis and Ling (2002)).
+4. Ensure that the manner in which information is collected, stored, and reported on is consistent nationally and reports are readily available.
+
+The estimated project completion date for the recommended option is December 2022 with the solution being available to support the Beta testing starting in June 2021 and full production availability by March 2022 at a total cost estimate of 2.8 million dollars.
+
+ISB is seeking the approval from Director General Project Oversight Committee (DGPOC) to proceed to stage 2/3 – Initiation and Planning with the recommended solution of selecting a third-party vendor product that is specialized in the Enforcement workspace.
+
+ISB needs a solution to address the following key challenges:
+• National consistency of information contained in the system
+• Control over the information maintained in the system, keeping an audit trail on evidence contained such that its utility in court proceedings is assured
+• Elevated risk of securing data across diverse case systems
+• Compatibility with external agencies
+• National standards for reporting and quality monitoring
+
+The Enforcement function is in need of an effective case management system capable of supporting effective workload management, unified case management, the release of quality court documents, tracking of evidence and reporting. The Office of the Auditor General (OAG), in its 2017 spring report “Managing the Risk of Fraud”, noted the following “fraud in a federal government organization can cause the loss of public money or property, hurt employee morale, and undermine Canadians’ confidence in public services. Therefore, federal organizations must manage their fraud risks.”1 The lack of an effective case management system within ISB is limiting the ability of ISB to support robust investigations and achieve ESDC strategic objectives.
+In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together.
+Finally, an internal audit conducted by ISB in 2014 highlighted that the results of investigations could be better leveraged to strengthen program integrity and prevention measures. In addition, mechanisms are required to support the alignment of regional investigative practices to national standards for the consistent treatment of all Canadians. The legacy case management systems in use today were not designed to enable statistical or data analysis of the case data, including results of investigations, thus severely limiting the ability of ISB to detect fraud trends and other anomalies that could have otherwise been used to strengthen fraud prevention.
+1 Office of the Auditor General of Canada (OAG), Managing the Risk of Fraud, Report 1 in Reports of the Auditor General of Canada – Spring 2017, para. 1.1.
+The lack of a case management system for the Enforcement function under ISB, inconsistent case management, and the outdated legacy and manual systems used by the branch for EI, CPP, and OAS, provide an opportunity to improve the way that ISB manages its investigations. A new, modern case management system will improve workload and quality management, allow for the tracking of evidence, support real-time reporting and give ESDC the ability to better leverage its investigation data in support of enforcement activities.",""
+"id-b43d9b9675a84142ba5a76b91d592fc2","Requirement","[Service Canada] Find/View Client Appications, Assist Clients (Requirement)","Digital solution for Service Canada call centre and inperson / outreach staff to Find/View Applications, Assist clients, enter information (on behalf of clients)",""
+"id-73a62745a18142caaca5c740e5f1a437","Requirement","a) Commercial-Off-The-Shelf (COTS) System Available As A SaaS, IAAS or Managed Service","Non-Functional Requirements
+a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service.
+b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated.
+c) The proposed solution should be available through workstation, laptop and tablet devices.
+d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.",""
+"id-28537f107f444d88a1d771bd93403296","Requirement","a) Flexibility Across Access Points For Learning","Flexibility across access points for learning, whether in formally structured face-to-face, hybrid and flipped, or fully online learning, and whether for certification-seeking learners, self-directed learners, community-based social learning, or open educational resources",""
+"id-d057a41746344105b7043b862ee0b3c9","Requirement","Ability for Canadians to Apply for CDCP (Requirement)","Ability for Canadians to apply for the CDCP",""
+"b8cc647c-28fe-4eb8-a4f1-dba7af261f7a","Requirement","Accessibility Requirement","",""
+"id-bca26affcdd1459ba4aa7099e6580268","Requirement","Accessibility (Requirement)","Accessibility
+To provide an accessible and inclusive learning management system for all learners and users in compliance with Departmental Accessibility Standards and Policies ",""
+"id-b59cddc6cab74f7a9abfe6fa6a542f64","Requirement","API (Requirement)","API
+",""
+"146c40d8-0153-496b-a1bf-01b4795850b3","Requirement","API Consumption","The best way to validate your API design is to consume it with a production application within your organization. Ideally, once the data layer is built, the next step is to build the application on top of an API",""
+"825a3a8c-1c2a-4e9e-a5d4-f68cec47d618","Requirement","API Documentation","ESDC APIs must be published to the Government of Canada API store to be discoverable. The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses",""
+"8e3abca8-093f-4499-936a-21a64daedffe","Requirement","API Documentation","The documentation MVP for ESDC APIs includes everything the API does, including resources, endpoints and methods, parameters, error codes, and example requests and responses",""
+"5b7fb433-497c-48bc-b8b5-4431d25a8e15","Requirement","API Encoding and Metadata","Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency. ",""
+"id-b8fb754d57774ecea1f746a002ad9b65","Requirement","API Encoding and Metadata","Consistent metadata and encoding ensures that APIs are interoperable across organizations and helps to maintain data consistency.",""
+"97283225-f9a6-4604-8772-d60298f6017f","Requirement","API Lifecycle Management","APIs will change over time as corresponding source systems evolve. To provide a robust and durable interface to applications, API lifecycle management must include a standard versioning scheme such that any changes to an API do not break the contract with existing consumers",""
+"706f3874-21f9-4bb9-8932-ea48bef2528f","Requirement","API Load Testing","run performance tests against the API using a simulated workload to determine the response time and throughput. Performance tests should be integrated into the development lifecycle, preferably through an automated CI/CD pipeline
+• Publish Performance Data – performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO",""
+"12dbddf9-732c-41be-9bec-aed1c452c69e","Requirement","API Ownership ","publish and maintain a designated point of contact to the API Registry as part of the metadata record; including name, organization, email and phone (for high critically API's)",""
+"1570995a-d5b9-45ac-b3e9-fff4eac89163","Requirement","API Performance Management","API performance should be benchmarked periodically to ensure the performance and capacity meets the expectations of the SLO. ",""
+"81a0c8f4-5e47-4042-ae47-7444718cf0e0","Requirement","API Publishing ","each API should have a clearly defined Service Level Objective (SLO), which should include:
+ o Support contact and availability
+ o Service uptime objective (e.g., 99%)
+ o Support response time (e.g., within the hour, 24 hours, best effort)
+ o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening)
+ o Throughput limit (e.g., 100 requests per second per consumer)
+ o Message size limit (e.g., <1Mb per request)
+all APIs should be published to the API Registry for the purposes of discovery and lifecycle management. APIs must be tagged with the appropriate metadata to indicate their desired audience (security classification) and appropriate usage patterns
+ o Publishing a metadata record to the Government of Canada API store helps people discover your API and promote its use https://api.canada.ca/en/homepage
+ o If the API is an Open Data API, publish a terms of use, such as the example found here https://clmi-explore-icmt.ca/viz?page=nac-terms&lang=en
+",""
+"ae0a607e-3e24-4230-8bdd-9173655b9c1e","Requirement","API Security","as part of a ""security by design"" philosophy for all API development. Outside of this baseline set of security controls, additional controls (e.g., message-level encryption, mutual authentication, and digital signatures) may be required based on the sensitivity of the data",""
+"cd747a6c-3690-42ff-9f92-f2718206103d","Requirement","API Throttling ","throttling mechanisms should be implemented to control throughput against the stated SLO (e.g. number of requests per second). This is typically handled by an API Gateway.",""
+"9e5b47d4-a690-4a31-810d-819a1bebd28d","Requirement","API Versioning"," each iteration of an API that changes the response type, data format, API functionality or breaks the contract with consumers must be versioned. Follow the v.. versioning structure whereby:
+ o Major = Significant release that introduces incompatible API changes
+ o Minor = Addition of optional attributes or new functionality that is backwards compatible, but should be tested
+ o Patch = Internal fix which should not impact the schema and/or contract of the API
+ For example:
+ o moving from v1.1.0 to v1.1.1 would allow a simple deploy-in-place upgrade
+moving from v1.1.0 to v2.0.0 would be a major release and would require the legacy version to be kept while consumers test and migrate to the new version",""
+"1528bff7-6cc3-43db-85d0-40a2cca9dfe2","Requirement","Audit Access to Sensitive Data","all API based access to non-public data must be logged and retained for audit purposes. Logging attributes must include the source system, client identifier and associated timestamp from the target system",""
+"id-a259e9e6434d4f858675e46667d69a34","Requirement","Auditing (Requirement)","Auditing",""
+"e6964312-6414-434b-a3c1-3524fde65390","Requirement","Authenticate and Authorize","ensure only privileged or authorized users can invoke your API once they are properly authenticated using either an API key or OAUTH token
+o Ensure that the API key/secret is adequately secured
+o Use API keys with all data API's to track and meter usage
+o For each API key, rate limits are applied across all API requests
+o For system-to-system integrations consider key/secret revocation and reissue capabilities
+o See here for TBS directives on identity management: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16577
+o See here for TBS directives on general IT security: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=16578
+",""
+"id-25d2efc4fb504902b3248b361a71abdb","Requirement","b) Platform and Device-Agnostic, Cloud-Based SaaS, Accessible By All Users","Business Requirements
+b) A cloud-based SaaS that is platform and device-agnostic, accessible by all users, including system administrators, without the need for any additional software installation.",""
+"id-1b63894503454e05a8c33a3a5705fe18","Requirement","b) Transition Methodology To Migrate To Vendor Solution","Non-Functional Requirements
+a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service.
+b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated.
+c) The proposed solution should be available through workstation, laptop and tablet devices.
+d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.",""
+"16aaece0-df50-40cf-9297-fd09f3879af7","Requirement","Build once for Multiple Channels ","APIs should be designed in such a way that they can be consumed by systems internal to ESDC, external agencies and the broader public. Design should accommodate for all levels of access to encourage reuse",""
+"fa944e22-7dcc-47b4-8ea4-703348c9e29f","Requirement","Business Requirements","",""
+"4a78060f-df57-43be-83c8-eb710210b42e","Requirement","Business Requirements","Definition: Any protection or compliance requirement associated with a business activity that can be satisfied by security controls. Business needs for security are derived from laws (e.g., Employment Insurance Act, Financial Administration Act), policies (e.g., Policy on Financial Management, Information and Reporting), and any other regulatory instruments such as directives and standards governing GC business activities. Business needs for security can also be derived from departmental missions, objectives, priorities, the need to preserve the organization’s image and reputation, and various obligations that may have been contracted. (ITSG-33)",""
+"id-71343ba9ff1e40d29e81f2ddf24bfb8d","Requirement","c) Cloud-Based Solution Certified for PBMM Use As Per IT Security Standards for GC","Business Requirements
+c) Cloud-based Solution that is certified in accordance with IT security requirements for the Government of Canada Security Control profile PBMM. ",""
+"id-5345e6c31d1149cf8e8502fcfebf0929","Requirement","c) Proposed Solution Should Be Available Via Workstation, Laptop and Tablet Devices","Non-Functional Requirements
+a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service.
+b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated.
+c) The proposed solution should be available through workstation, laptop and tablet devices.
+d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.",""
+"id-987c33ba6c8b4062ab4d9a48f1f0f1f0","Requirement","Collect & Track Evidence","",""
+"id-06df2866d8c44e28a348517a8011c1cf","Requirement","Competency Development (Requirement)","Competency Development
+To implement a learning management system that improves competency development with enhanced assessment, planning and reporting capabilities
+
+Assessments
+Expert Tagging
+Job Paths
+Planning and Reporting
+Skills and Competencies",""
+"id-3138b729bfea4f77bd1e3859702acb35","Requirement","Complete Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented.
+• Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived.",""
+"id-b5d5d4f8173948068a6c55bc897772ec","Requirement","Consistent Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented.
+• Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations.",""
+"c616d65d-2a5d-4d8c-b0c1-ffd34330296d","Requirement","Consume what you Build","build your application on top of an API layer that connects to the data layer rather than creating hard dependencies. This ensures the API is production ready for consumers outside of the line of business",""
+"id-1fd6943f77ff42a983b63f4ab1d498da","Requirement","Content Standards (Requirement)","Content Standards
+Ability to support the xAPI standard, including Learning Record Stores within the LMS
+Ability to support the CMI5 standard for interoperability of learning content within the LMS
+Ability to support the LTI standard for interoperability of learning content with the LMS",""
+"f3da8da2-89c8-462e-865e-9434375fe3c5","Requirement","Continuous Monitoring","",""
+"17f13e5f-dffc-4d42-9c3a-7780957feea7","Requirement","Control Measure","",""
+"9637158e-748e-4832-8440-f99cd7b47db7","Requirement","Control Measure","",""
+"id-04d1fef1233f4e1eb46952c73f3ccf13","Requirement","Control System Access","",""
+"id-ce532b6fd73d4b7abcb5b76debd408e6","Requirement","Cryptographic Protection (Requirement)","Cryptographic Protection
+""The Contractor must:
+(a) Configure any cryptography used to implement confidentiality or integrity safeguards, or used as part of an authentication mechanism (e.g., VPN solutions, TLS, software modules, PKI, and authentication tokens where applicable), in accordance with Communications Security Establishment (CSE)-approved cryptographic algorithms and cryptographic key sizes and crypto periods;
+(b) Use cryptographic algorithms and cryptographic key sizes and crypto periods that have been validated by the Cryptographic Algorithm Validation Program (http://csrc.nist.gov/groups/STM/cavp/), and are specified in ITSP.40.111 Cryptographic Algorithms for Unclassified, Protected A, and Protected B Information, or subsequent versions (https://cyber.gc.ca/en/guidance/cryptographic-algorithms-unclassifiedprotectedand-protected-b-information-itsp40111);
+(c) Ensure that FIPS 140 validated cryptography is employed when encryption is required, and is implemented, configured, and operated in a Cryptographic Module, validated by the Cryptographic Module Validation Program (https://www.cse-cst.gc.ca/en/groupgroupe/crypto-module-validation-program), in an either approved or an allowed mode to provide a high degree of certainty that the FIPS 140-2 validated cryptographic module is providing the expected security services in the expected manner; and
+(d) Ensure that any FIPS 140-2 modules in use have an active, current, and valid certification. FIPS 140 compliant/validated products will have certificate numbers. """,""
+"id-1dc61f4b3d2445beac8cdd06ae6bee48","Requirement","CSP IT Security Assessment (Requirement)","CSP IT Security assessment
+The Contractor must demonstrate compliance with the security requirements selected in the GC Security Control Profile for Cloud-Based GC IT Services for Protected B, Medium Integrity and Medium Availability (PBMM) (https://www.canada.ca/en/government/system/digital-government/modernemergingtechnologies/cloud-computing/government-canada-security-controlprofile-cloud-based-itservices.html). Contractor compliance must be demonstrated through the mapping of
+security controls to the applicable industry certifications identified below:
+(a) Compliance will be assessed and validated through the Canadian Centre for Cyber Security (CCCS) Cloud Service Provider (CSP) Information Technology (IT) Security Assessment Process (ITSM.50.100) (https://cyber.gc.ca/en/guidance/cloud-service-provider-information-technologysecurity-assessment-process-itsm50100). The Contractor must demonstrate that they participated in the process by successfully on-boarded, participated in, and completed the program. This includes providing the following documentation:
+(i) A copy of the confirmation letter that confirms that they have on-boarded into the program;
+(ii) A copy of the most recent completed assessment report provided by CCCS; and
+(iii) A copy of the most recent summary report provided by CCCS.",""
+"id-5cd10b373d2642428cca8e028286cec2","Requirement","d) Complies With GC Accessibility Requirements, As Per Accessible Canada Act","Business Requirements
+d) The LMS complies with GoC Accessibility requirements, including full accessibility in agreement with the Accessible Canada Act and industry standards WCAG 2.1 on all technology platforms used by the solution.",""
+"id-ef180c305bb34c94a75d2bc79f8ad822","Requirement","d) Solution Provides Standard and Ad Hoc Reporting Capabilities and API's for Corporate Analytics","Non-Functional Requirements
+a) A commercial-off-the-shelf (COTS) system available as a SaaS, IAAS or managed service.
+b) A transition methodology to migrate from the current environment to the proposed one. Supplier to include scale of work and expected costs would be appreciated.
+c) The proposed solution should be available through workstation, laptop and tablet devices.
+d) To provide standard and ad hoc reporting capabilities; and API capability for data analytics.",""
+"id-52786d24867a440481260c3671fc10a9","Requirement","Data Disposition, In Canada (Requirement)","Data Disposition and Returning Records to Canada
+The Contractor must provide confirmation that demonstrates how they will successful erase, purge or destroy all resources, and an ability to prevent re-instantiation of any removed or destroyed system, capability (software or process), data, or information instances once Canada discontinues its use of the Cloud Services.",""
+"id-e98be367fcbb4915bb1bd1db98de2f26","Requirement","Data Isolation (Requirement)","Data Isolation
+The Contractor must provide a description of the approach for implementing controls to ensure appropriate isolation of resources such that Canada’s Data are not co-mingled with other tenant data, while in use, storage or transit, and throughout all aspects of the Cloud Services and Contractor Infrastructure’s functionality and system administration. This includes implementing access controls and enforcing appropriate logical or physical
+segregation to support:
+(a) The separation between Contractor’s internal administration from resources used by its customers;
+(b) The separation of customer resources in multi-tenant environments in order to prevent one malicious or compromised consumer from affecting the service or data of another; and
+(c) Ability for the GC to support isolation within GC-managed tenant environment",""
+"id-705b5dbe59db43c5abea4e8f19b7c102","Requirement","Data Location (Requirement)","Data Location
+""The Contractor must store and protect Canada’s Data, at rest, including data in backups or maintained for redundancy purposes. This includes the ability to isolate data in Canada in approved data centers. An approved Data Centre is defined as the following:
+(a) A data centre that meets all security requirements and certifications identified in Section 30 for Physical (Data Centre / Facilities) Security;
+(b) Ensures the infeasibility of finding a specific customer’s data on physical media; and
+(c) Employs encryption to ensure that no data is written to disk in an unencrypted form, in accordance with Section 13 - Cryptographic
+Protection.""
+Data Location ""The Contractor must certify that the delivery and provisioning of Cloud Services under this contract is from countries within the North Atlantic Treaty Organization (NATO) (https://www.nato.int/cps/en/natohq/nato_countries.htm) or the European Union (EU) (https://europa.eu/european-union/about-eu/countries_en), or from countries with which Canada has an international bilateral industrial security instrument. The Contract Security Program (CSP) has international bilateral industrial security instruments
+with the countries listed on the following PSPC website: http://www.tpsgcpwgsc.gc.ca/esc-src/international-eng.html ""
+Data Location ""The Contractor must have the ability for Canada to isolate Canada’s Data hosted in Cloud Services in data centers that are geographically located in Canada, and must:
+(a) Provide the GC with an up-to-date list of the physical locations, including city, which may store Canada’s Data at rest; and
+(b) Identify which portions of the Cloud Services are delivered from outside of Canada, including all locations where data is stored and processed and where the Contractor manages the service from.""
+",""
+"id-c064a44186864ed29a65778888552630","Requirement","Data Protection (Requirement)","Data Protection
+The contractor must Transmit Canada’s Data in a secure manner including ability for the GC to implement encryption for data in transit for all transmissions of Canada’s Data, in accordance with Section 13 - Cryptographic Protection and Section 21- Network and Communications Security
+The contractor must Implement security controls that restricts administrative access to Canada’s Data and Systems by the Contractor and provides the ability to require the approval of Canada before the Contractor can access Canada’s Data to perform support, maintenance or operational activities.
+The contractor must take reasonable measures to ensure that Contractor Personnel do not have standing or ongoing access rights to Canada’s Data, and access is restricted to Contractor Personnel with a need-to-know, including resources that provide technical or customer support, based on approval from Canada.
+",""
+"id-3d00c97b34134da494c3a2ad8b88ffe5","Requirement","Data Transfer and Retrieval (Requirement)","Data transfer and retrieval
+""The Contractor must provide the capability including tools and services that allow Canada to:
+(a) Extract all online, nearline, and offline Canada’s Data, including, but not limited to, databases, object and file storage, system configurations, cloud activity logs, source code hosted in a Canada code repository, and network configurations such that any Canada End User can use these instructions to migrate from one environment to another environment; and
+(b) Securely transfer all Canada’s Data, including content data and associated metadata, in a machine-readable and usable format, including CSV format, and in accordance with the Library and Archives Canada Guidelines on File Formats for Transferring Information Resources of Enduring Value (https://www.baclac.gc.ca/eng/services/governmentinformationresources/guidelines/Pages/guidelines-file-formats-transferringinformationresources-enduring-value.aspx).""
+",""
+"e28749a0-9e9b-4b88-b94d-62d05f7b22e7","Requirement","Define an SLO up Front ","each API should have a clearly defined Service Level Objective (SLO), which should include:
+ o Support contact and availability
+ o Service uptime objective (e.g., 99%)
+ o Support response time (e.g., within the hour, 24 hours, best effort)
+ o Scheduled outages (e.g., nightly, weekly, every 2nd Sunday evening)
+ o Throughput limit (e.g., 100 requests per second per consumer)
+ o Message size limit (e.g., <1Mb per request)
+",""
+"id-d40f04ae72b14a158efa79f5acc28d55","Requirement","Digital Signature (Requirement)","Digital Signature
+",""
+"db6d7b79-088d-4dd8-8e7c-b4be056f192f","Requirement","Do not put Sensitive Data in URIs","use the JSON payload to submit queries for sensitive data rather than putting it in the URI string",""
+"id-bdf07dbed84b4d9cb4b285886756c36f","Requirement","e) Any And All Upgrades Are Included In The Costs","Business Requirements
+e) All upgrades, including regulatory updates, are provided at no additional cost.",""
+"id-1bf42c564d684789a22833599fd4f5c3","Requirement","Eligibility Appeals Portal and Services (Requirement)","Eligibility Appeals Portal and Services
+
+There will not be an accessible digital portal through which applicants may submit an appeal request to a denial or change of membership and the supporting team to adjudicate appeals.",""
+"id-df3ceb1e731043c9bb21c981ee9aaf60","Requirement","Endpoint Protection (Requirement)","
+Endpoint Protection",""
+"id-4203a3b32baf4f57a8eff56bf4f9c80e","Requirement","Establish Strategic Direction For Integrated Management of Service, Information, Data, IT and Cybersecurity (Requirement)","The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”",""
+"id-6220f81b957a42039f45e384e941b2bf","Requirement","Exponentially Increasing Need for Agility (Requirement)","• Exponentially Increasing Need for Agility:
+— Business models are rapidly evolving and must include strategic and tactical planning
+— People organizations must plan for training and working with employees to adapt to continuous change and new capabilities
+— Both business and technology processes must be agile and measurable
+— Technology decisions must consider the rapid rate of change and disruption from ever-evolving technologies
+— Risk models must be able to adapt to the continuous, rapid rate of change",""
+"id-ad1f8fb49e05417897b106977d0c6eae","Requirement","f) User-Created / Selected Course Material (English / French)","Business Requirements
+f) Create and select for use course material in both official languages, all users need to be able to toggle/switch between both official languages (English / French). ",""
+"1c00a59a-39d9-43bc-aa9e-d37a19c1e90e","Requirement","Functional Requirement","",""
+"id-3eae8bc2a5574915a58227a9f02eedb6","Requirement","Further Program Enhancements (Requirement)","Further Program Enhancements
+
+Any ongoing enhancements to the Program will be handled through continuous improvement and subsequent projects may be created if needed.",""
+"id-8259dc6619fd4c808ad54ba46f1da75c","Requirement","g) Must Scale To At Least 40,000 Authorized Users And To Meet Needs Over Time","Business Requirements
+g) The Solution must scale to at least 40,000 Authorized Users and allow for scalability over the lifespan of the Contract. ",""
+"3c813fc2-e0c5-4ee8-ad98-b7996cf3e977","Requirement","Gather Feedback","provide a clear mechanism to allow consumers to provide feedback, issue identification and enhancement requests
+-
+
+",""
+"id-9ce7ce9ac6cb45a3993e4fa8fdf98f34","Requirement","h) Allow Learners and Special Access Rights Users To Login via Web Browsers or App On A Variety Of Devices","Business Requirements
+h) Allow all users (both learners and those with special access rights) to login and use the LMS solution via web browsers on laptops/tablets/computers as well as either web browser or app on a variety of mobile devices (including Android and Apple).",""
+"67576224-ee1d-4198-82d4-be72a63ccb40","Requirement","High Level Reqirements","",""
+"id-edc5b6aa3f72459e9403d047b1166f40","Requirement","i) Compatible With External 3rd Party E-Learning Content Suppliers Via Single Sign-On (SSO)","Business Requirements
+i) Compatibility with external 3rd party e-learning content suppliers via single sign-on.",""
+"id-6abe86279d2f4a37bd11bdb3e76618df","Requirement","Identity & Access Management (IAM) (Requirement)","
+Identity and access management",""
+"id-df9dd47e611c45ac86ab297eef89f618","Requirement","Improved Evidence Data Leveraging","",""
+"6267ab84-571a-414a-bd1c-1a995ca0be17","Requirement","Integrate Security Testing ","automate security testing to validate any new changes to API source code and to ensure robustness of requested changes. Assess the change impact and conduct testing accordingly",""
+"id-ead7caaf950a4473b74d194dfaf457ba","Requirement","Integration (Requirement)","Integration
+Ability to integrate various Virtual Learning applications such as Webex or Zoom
+Ability to integrate connectors for learning content vendors or applictions such as: Harvard Business, Linkdin Learning, Lynda.com, OpenSesame, Skillsoft, SLACK etc
+",""
+"49abe981-ae1e-45ad-9a5b-250c8958a52b","Requirement","IT Security Requirement","Definition: Any need, stated in a standardized language, that an information system must satisfy through IT Security that contributes to achieving a business need for security. (ITSG-33/HTRA)
+Note: This is part of SA&A process. (ITSG-33)",""
+"id-447b5ed6ba2945a1984c2d6b8461015e","Requirement","j) Multiple SaaS Environments (Dev-Test-Prod) Hosted In A Secure Data Center Environment Located In Canada","Business Requirements
+j) Multiple SaaS environments (Development, Testing and Production) hosted in a secure data center environment located in Canada",""
+"id-65f44b67e21c49f9a6329073c018ab2e","Requirement","k) Multi-Tenancy Configurations With Granular Access, Individual Branding and RBAC","Business Requirements
+k) Multi-tenancy configurations with granular access, individual branding and roles (reflecting a departmental structure of approximately 11 organizations, each with approximately 1 to 2 sub-organizations) to distinguish between functional areas, learning activities, content, and other differences identified by the Project Authority in Phase 1.",""
+"id-852ebd08ee444a3a8141503558742ea6","Requirement","Key Management (Requirement)","Key Management",""
+"id-16082f736c1444af9bf64a25b69d1609","Requirement","l) Allows ESDC to Configure and Maintain the Solution As Required","Business Requirements
+l) Must allow ESDC to configure and maintain the solution as required",""
+"id-5f85ad804b3e48e3a0fc7c242ca0315c","Requirement","Learning Administration (Requirement)","Learning Administration
+To provide a seamless, integrated learning management system in various learning administration areas for administrators and course registrants i.e. evaluation, grading, testing and learning plans, course offerings, financial coding and course completion and progress tracking
+
+Authoring Tool
+Certificates
+Content Management
+Course Catalogue
+Financial Coding
+Learning Plans
+Notifications
+Resource Management
+Tests and Evaluations
+Training and Administration
+Transcript
+UI",""
+"id-3afa32bdd6b9454e812f4b2068764ae8","Requirement","Learning Delivery (Requirement)","Learning Delivery
+To provide a comprehensive, adaptable learning management system customized to a range of learning delivery types, grading, review and registration needs for course registrants, trainers, administrators and managers
+
+Assignment Review and Grading
+Class Delivery
+Delivery Modes
+Registrations
+Social Learning",""
+"id-82529e2534e34e37bf48796ae8c70acb","Requirement","Log In (Requirement)","Log In
+",""
+"id-ca3b8d8d76ab4a78be2a0f8773f71606","Requirement","m) Solution Has Capacity To Host Over 200 Different Courses, XXXX Learning Objects (SCORM, MP4, MP3, etc.) and Provide 1 TB or More Storage","Business Requirements
+m) Have the capacity to host over 200 different courses??, host XXXX number of Learning objects (SCORM, MP4, MP3 etc.) provide at least 1 TB of storage.",""
+"3c3676b8-6f0b-4a3e-8521-8df91789053e","Requirement","Maintain concise documentation ","if there is a need to extend the API documentation beyond the OpenAPI specification, this is an indication that the API is too large and/or too complex
+- Be sure to document differences between versions of the API
+- Include documentation on any consumption constraints such as availability, authorization and rate limiting
+
+",""
+"id-66948990d644482790ed23cc474d234a","Requirement","Manage Privacy Effectively","More critical, success of this proposal depends on managing privacy effectively. A current barrier to data access, and thereby to value of data, are security controls designed to assure privacy that indiscriminately block lawful, ethical, appropriate use. This proposal delivers greater privacy and greater transparency in who is accessing what data, for what purpose, and with what tools. It assures ethical, authorized access that is faster, simpler, more reliable and less costly.",""
+"id-a5b563e33bab4da9ab85eaa89a3499d9","Requirement","Measurable Controls and Automated Audit (Requirement)","• Measurable Controls and Automated Audit
+",""
+"f7efbf92-20ee-4a46-adf9-f81ddb708273","Requirement","Monitor and Log API Activity","track API usage and activity to identify performance bottlenecks, peak usage periods and abnormal access patterns. Use open standards-based logging frameworks such as CEF (Common Event Format) and collect logs in a central repository
+o When usage limits are exceeded, by default, a 1-hour timeout (block) will be used
+o X-RATELIMIT-LIMIT and X-RATELIMIT-REMAINING can be inspected in the HTTP response to view current usage
+",""
+"id-245796d2a7444716b9379f28c57eb7e3","Requirement","Mounting Complexity Requiring Increasing Need to Simplify (Requirement)","• Mounting Complexity Requiring Increasing Need to Simplify:
+— New business models
+— Organizational ecosystems
+— Diverse communication patterns
+— Multiple and diverse data sources, with data becoming more critical for new technologies, such as AI",""
+"id-9c83e16f86a04263b32dc52d18205c01","Requirement","MUST Include Bilingual (French and English) User Interface, Documentation and On-Line Support","Expected Compulsory Requirements
+a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support.
+b) The data captured in the system to reside on Canadian soil.
+c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc.
+d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System.
+e) The solution is to include robust backup and recovery including replication.",""
+"id-f3a04d5281084558821a90d0eb921d94","Requirement","MUST Include Canadian Data Residency For Captured System Data","Expected Compulsory Requirements
+a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support.
+b) The data captured in the system to reside on Canadian soil.
+c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc.
+d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System.
+e) The solution is to include robust backup and recovery including replication.",""
+"id-0d09af19cf2d415491151c63a8d38fcb","Requirement","MUST Include Robust Backup and Recovery Including Replication","Expected Compulsory Requirements
+a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support.
+b) The data captured in the system to reside on Canadian soil.
+c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc.
+d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System.
+e) The solution is to include robust backup and recovery including replication.",""
+"id-2370fbae95ac48b8a4288a01e048a7b7","Requirement","MUST Interface With ESDC’s Corporate Financial System","Expected Compulsory Requirements
+a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support.
+b) The data captured in the system to reside on Canadian soil.
+c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc.
+d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System.
+e) The solution is to include robust backup and recovery including replication.",""
+"id-9989c3a9ffcb471ebd213478f1587d23","Requirement","MUST Meet GC Security Requirements for Protected-B, including 2FA","Expected Compulsory Requirements
+a) Have bilingual (Canadian French and English) user’s interface, training documentation and on-line help support.
+b) The data captured in the system to reside on Canadian soil.
+c) Meet Government of Canada Security Requirements for Protected B, including two factor authentication (TFA). Protected B is defined as information that, if disclosed, could reasonably be expected to cause serious injury to an individual or an entity. Examples: Financial information, medical records, substantial aggregate of personal information, third-party information, etc.
+d) Interface with ESDC’s corporate system, Oracle ERP Financials, Inter Departmental Financial System.
+e) The solution is to include robust backup and recovery including replication.",""
+"id-4ebf26f5078f4ddc8d7976c70602af4e","Requirement","n) Support A Variety of Delivery Methods (e.g. Virtual/In Person Classrooms, Blended Learning, Self-Paced, etc.)","Business Requirements
+n) Support a wide variety of delivery methods (e.g., classroom, virtual/online classroom, blended learning, self-paced, asynchronous online, blog, e-reference, forums, webinars, micro-learning, etc.). ",""
+"670fe7a9-4837-4a69-a4fd-c225ec25bf2c","Requirement","Network","",""
+"id-93d98cacfd4c4b12b65f8e275c9403b4","Requirement","Network & Communications Security (Requirement)","
+Network and Communications security",""
+"f72a2a44-a6c2-4779-9cc0-75b9f423f653","Requirement","Non - Functional Requirement","",""
+"id-080c6836597f48d78c0ab52f87fe9536","Requirement","Non - Functional Requirement","",""
+"6cf76f95-2818-4c32-9c1b-ca0e18efdbba","Requirement","Non - Functional Requirement","",""
+"id-edacbbe59bed4ad39b13715e81c45551","Requirement","Non-GC Network Access To EA Repository (Requirement)","",""
+"id-56a1ec17148e4415b6ecf8aa3b8636f9","Requirement","o) Support Social Learning via Blogs, Forums, Groups sites, Communities of Practice, File Sharing, etc.","Business Requirements
+o) Support social learning through blogs, forums, groups sites, Communities of Practice, file sharing, etc.",""
+"id-8213aad6ea034040b55b144a0450f18f","Requirement","Operate Within Legal & Charter Constraints","",""
+"id-1c07ab3a85ba4c22a7a328dfecca6bd4","Requirement","Organizations (Requirement)","Organizations
+Ability to have multiple organizations in the systems (multi-tenancy)
+Ability to have sub organizations within an organization in the system
+Ability to assign organizations and alternate organizations to a learner profile
+Ability to manage the movement (permanent and temporary) of learners across organizations",""
+"id-a828bf7f92114bffa92efa3af44a3ebd","Requirement","p) Publish Content From Integrated Authoring Tool For Testing and Course Use","Business Requirements
+p) Ability to publish content from the integrated authoring tool directly to the LMS for testing and use in course.",""
+"d6e4275c-94f5-473c-b5ca-eaf45a8a9f38","Requirement","Performance Monitoring","performance should be monitored and reported on routinely, particularly as part of major releases",""
+"id-38b56f1758e5471985570ecc9f0aa352","Requirement","Peronnel Security Screening (Requirement)","
+Peronnel security Screening",""
+"id-ee79645aaf6d497dae9f45c7d93385af","Requirement","Physical Data Security (Requirement)","
+Physical Data Security",""
+"id-8e2db2487866487084ba733383b4e59d","Requirement","Privacy Statement (Requirement)","Privacy Statement
+",""
+"id-556235e35ed24dcd8dfd449306535a5d","Requirement","Privileged Access Management (Requirement)","
+Privileged access management",""
+"id-44e1e569fda44b30bb027ec8c188b5cb","Requirement","Process Client Applications, Adjudicate, Communicate Eligibility Status To Client (Requirement)","Digital solution for processing CDCP client applications, validating eligibility of applicants, and communicating decision to applicants",""
+"id-8e5ce09de0b24addb037957cd67dbf89","Requirement","Profile (Requirement)","Profile
+",""
+"id-6a936ca1c5c74b019e61068663fcffa0","Requirement","Protect Data","",""
+"id-c1f552bf8736481d8231280439d4a7dd","Requirement","Protected B (Requirement)","Ability to provide physical access security policies recognized by the Communication Security Establishment
+Ability to provide Protected B status at the Canadian Federal Department level
+Is your system installed on standard server hosting, private cloud or a public cloud? (Comments section)
+If you selected Cloud-based, are all of your data-cloud servers located in Canada? (Comments section)
+Ability to provide encryption for data in motion
+Ability to support encryption at rest
+Ability to support encryption for the authentication process (2-factor)
+If yes to #20, what encryption protocol do you use (list of industry protocols)? (Comments section)
+Ability to provide integrated APIs in your system
+If yes to #22, have they been validated by the Communication Security Establishment via the Supply Chain Integrity Assessment? (Comment section)
+The system shall provide security provisions to meet the storage of data for the following classifications: Protect B, Protected A",""
+"id-9f06acf2d30b4ce5a73327f1a55862b8","Requirement","Protected Cloud B (Requirement)","Protected Cloud B
+To provide a secure and protected learning management system for data storage, transfer, retrieval and identity and access management
+
+Protected B
+Third Party Assurance
+CSP IT Security Assessment
+Data Protection
+Data Isolation
+Data Location
+Data Transfer and Retrieval
+Data Disposition and Returning to Records to Canada
+Cryptographic Protection
+Key Management
+Endpoint Protection
+Secure Development
+Identity and Access Management
+Privileged Access Management
+Network and Communications Security
+Security Incident Management and Response
+Personnel Security Screening
+Physical Data Security",""
+"3743a0df-a2e0-4659-bff6-b7d5fc5ffe36","Requirement","Publish code samples and test data","the most effective way to document the scope and functionality of an API is to publish the code and data examples used to validate it alongside the API contract
+- Be sure to include standard and custom error response codes and interpret their specific meaning
+
+",""
+"c6f623b1-0af5-4115-8861-9b17e82371fd","Requirement","Publish OpenAPI Specification ","OpenAPI is a machine-readable interface specification for RESTful APIs. There are open source tools (e.g., Swagger) which can then generate human-readable documentation from this specification which avoids the need to create and maintain separate documentation",""
+"2dd5ece2-f3c5-404c-a8ec-ed324ce608ad","Requirement","Publish Performance Data","performance summaries (e.g., average response time) should be included in the metadata record for the API as well as the SLO",""
+"id-f5ccbb9fdb624bdc83729cbe58f9e8d5","Requirement","q) Product Roadmap and Releases (Minimum of Two Product Releases Per Year)","Business Requirements
+q) Product Roadmap and Releases - Based on previous product releases, the Contractor must demonstrate continuing product investment by having a minimum of two substantive product releases per year based on previous product releases. ",""
+"id-81acfadc68334a16a794b0e279c6a0bb","Requirement","r) Produces and Shares Product Roadmap","Business Requirements
+r) The Contractor must demonstrate the availability of a product roadmap.",""
+"id-a859b28991034abba368ddbc18578e96","Requirement","Real-Time Reporting","",""
+"id-9ef7d164ee774f8a8ece4cc1ee64e7b2","Requirement","Real-Time/Near Real-Time Response (Requirement)","• Real-Time/Near Real-Time Response:
+— Real-time/near real-time response to new and evolving threats",""
+"id-afa7429cd7b04efbbdfac164cbc6ff76","Requirement","Regulatory Requirements (Requirement)","• Regulatory Requirements:
+— New business and technology models driving new regulations, but often with delays between the new models and the new regulations
+— Rapid and unpredictable geopolitical changes
+— Local cultural or political changes expressed in jurisprudence (e.g., CCPA, GDPR)",""
+"id-45208763ef6f4d3cac1ff8f00af681df","Requirement","Reporting (Requirement)","Reporting
+To provide a customized, adaptable learning reporting system for managers and administrators
+
+Dashboards
+Data
+Report Types
+Target Audiences",""
+"207319d9-514d-4655-a27e-7bd92e4b1d49","Requirement","Requirement Catalog","",""
+"0384d160-a703-4e27-a7ae-1f071a334cf3","Requirement","Resource Protection","",""
+"ea0b6be4-0e17-4910-86f5-a1cc08759ff5","Requirement","Respect Existing Consumer Dependencies","support at least one previous major version (N-1) to ensure consuming systems have time to migrate to the latest version of the API
+ o Set and publish a version deprecation policy and timeline so consumers can plan their dependencies accordingly
+ o Ensure adequate testing on all minor and major releases
+ o Backport high value changes to the previous (N-1) version where version integrity can be maintained
+Provide a way to gather feedback from consumers to inform future development",""
+"c427e174-797b-4a7f-bb87-5ecf39661c41","Requirement","Restrict dynamic or open queries","the ability to inject consumer defined query strings or objects into an API must be limited to open data, reporting, and statistical APIs only, and strictly prohibited on master data, transactional or business APIs. Dynamic and open queries create dangerous attack surfaces for APIs. It's better to invest more effort in identifying all the valid query use cases and design the API to specifically meet them",""
+"b7cec99e-c642-4635-9505-dfad19030395","Requirement","Restrict wildcard queries","wildcard queries in APIs can be dangerous from a data performance perspective. If wildcard characters are allowed, ensure there are restrictions on which and how many parameters can have wildcard input to prevent large data query sizes",""
+"id-9b7eb5d562614a3582d1ad0dc9557bd4","Requirement","Robust Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented.
+• Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations.",""
+"id-0ef48415da9e4707a0fa4538e0daad96","Requirement","s) Allow For User Community-Driven Enhancements and Features. Product Features and Releases, etc.","Business Requirements
+s) The Contractor must demonstrate a process that defines how the user community can propose enhancements and new features and how and when product features are decided, prioritized, developed and released.",""
+"64d5bba6-acc8-4026-a0b5-1bc1f32ff69f","Requirement","Secure Data in Transit","always send data over a secure and encrypted network connection, regardless of data classification; enable TLS 1.2 or higher",""
+"id-2030afeaf3894746b99bc19cfc59bd9d","Requirement","Secure Development (Requirement)","
+Secure Development",""
+"20e44d6b-3085-4d49-9083-9cd526efb6a0","Requirement","Security by Design","durable API design will include protection against common API attacks such as buffer overflows, SQL injection and cross site scripting. Treat all submitted data as untrusted and validate before processing. Data validation (for both input parameters and inbound data) should be considered in the service tier but should also extend into the data model itself, with such considerations as data staging, mandatory values and referential integrity constraints as appropriate
+See here for the OWASP REST Security Cheat Sheet Project: https://github.com/OWASP/CheatSheetSeries/blob/master/cheatsheets/REST_Security_Cheat_Sheet.md
+",""
+"id-378fcf74cc2d476682c3bd619ae071f8","Requirement","Security Incident Management (Requirement)","
+Security Incident Management",""
+"id-3952d6861d4a4229bac03db50db88ee9","Requirement","Security Incident Response (Requirement)","
+Security Incident Response",""
+"f22d2a8b-a695-4fba-8f5d-97db3677919c","Requirement","Security Requirement","",""
+"e659e95c-bac9-469a-aa20-4f67431fa79c","Requirement","Security Requirement","",""
+"376b2f08-6f8a-4c7e-8a31-dd498577d538","Requirement","Security Requirement","",""
+"d2319a49-e587-4e58-b205-ded69a6f9125","Requirement","Security Requirements","",""
+"id-10b0b3b97cb0436b8ce42de3b4d6b1c4","Requirement","SKU Barcodes (Requirement)","SKU Barcodes
+",""
+"id-8e79cfc695a6416dbbc8ac696536bee5","Requirement","Stable Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented.
+• Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified.",""
+"id-ba9c5f74156e4dae91abed84eb4ae523","Requirement","Standardize Datetime Format","
+use the ISO 8601 Standard for datetime representation in all ESDC APIs. The standard date format is YYYY-MM-DD while timestamp format YYYY—MM-DD HH24:MI:SS. If other formats are required due to source system limitations, convert it to the standard format within the API
+
+",""
+"id-59306c0341a04bdda8d0237d008574b7","Requirement","Support Clients Via Specialized CDCP Call Centre (Requirement)","Ability to provide client support through a CDCP specialized call centre",""
+"id-3d8b838357024cf6bf2961bd56e6ab30","Requirement","Support for Remote Work (Requirement)","• Support for Remote Work:
+— Bring Your Own X (BYOX); e.g., device, application
+— Unpredictable networks",""
+"id-7d54204db6274f51b412543998621004","Requirement","Support for Unpredictability (Requirement)","• Support for Unpredictability:
+— Unpredictability driven by disruptive events; e.g., 9/11, 2008 Great Recession, Dodd-Frank Act, Basel III, the COVID-19 pandemic",""
+"id-05e80746df9e42ff8113d9a76cc90dc8","Requirement","Support Multi-Jurisdictional Collaboration","",""
+"id-61d893b788f84ab1be3b2bf3668f5576","Requirement","Support Official Languages ","ensure the API can return responses in both English and French. External facing APIs must reply with content in the requested language if the backend data support it. APIs must interpret the ACCEPT-LANGUAGE HTTP header and return the appropriate content. If the header is not set, then content in both languages should be returned",""
+"id-9c05525172a749689788cc23bdc91108","Requirement","System (Requirement)","System
+",""
+"id-f065685fc4f8472190c3f90c1aada28e","Requirement","System Configuration (Requirement)","System Configuration
+To implement a consolidated learning management system that can meet privacy and digital standards for compliance and auditing
+
+API
+Auditing
+Content Standards
+Digital Signature
+Integration
+Log In
+Organizations
+Privacy Statement
+Profile
+SKU Barcodes
+System
+System Roles
+Target Audience",""
+"id-f49a20ad6aa6413083ea59b7433061b8","Requirement","System Roles (Requirement)","System Roles
+",""
+"id-e5a50d0e67694bd58d3cea46bcad1564","Requirement","Target Audience (Requirement)","Target Audience",""
+"id-016cdd7f00bf48c6a06104a4129fed75","Requirement","Third Party Assurance (Requirement)","Third party assurance
+The Contractor must ensure that Canada’s Data, Contractor Infrastructure and Service Locations are secured with appropriate security measures by providing third party assesment reports or certifications and audit reports for each layer (computers, computing environment, physical data centers) within the cloud service offering, including:
+
+(a) ISO/IEC 27001:2013 Information technology -- Security techniques -- Information security management systems – Certification achieved by an accredited certification body; AND
+(b) ISO/IEC 27017:2015 Information technology -- Security techniques -- Code of practice for information security controls based on ISO/IEC 27002 for Cloud Services achieved by an accredited certification body; AND
+(c) AICPA Service Organization Control (SOC) 2 Type II Audit Report 2 Type II for the trust principles of security, availability, processing integrity, and confidentiality - issued by an independent Certified Public Accountant",""
+"bb65bd85-1b79-40b6-acfe-48de4d103e76","Requirement","Token management","avoid using custom or proprietary tokens in favor of open industry standards such as JSON Web Token (JWT). All access tokens must expire within a reasonable amount of time (less than 24 hours) and refresh intervals should reflect the security characteristics of the data being accessed. Use fine grained access and the principle of least permission when defining tokens",""
+"id-aedb02fba6664479b52e111ec499fcd4","Requirement","Understandable Principles","Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented.
+• Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization.",""
+"b2c0c98f-3ad2-4bcb-84ed-69cf6a05f653","Requirement","URI vs Accept Header Versioning ","both URI and Accept Header versioning are acceptable and the following guidelines are recommended:
+ o Using a resource specific header approach can be used to maintain a single and consistent URI for an API. This method also allows for other parameters such as caching, compression and content negotiation
+ o The base URI for the API should always correspond to the latest version
+ § e.g. https://api.example.com
+ o Previous versions of an API can use a versioned style URI
+ o e.g. https://api.example.com/v1
+Accept header versioning is recommended for API's designed exclusively for machine to machine interfaces as well as non breaking changes (minor/patch)",""
+"c2b03691-6219-4035-81c6-bb05be6e78d2","Requirement","Use gateways and proxies instead of IP whitelists","When exposing APIs to the internet, use a secure gateway layer to provide a security control point instead of simply whitelisting inbound Internet Protocol addresses (IPs). When consuming external APIs, route flows through a forward (egress) proxy instead of using IP address whitelisting on the outbound firewall",""
+"82d74c3c-0028-4380-9b46-6bb7be39f7bd","Requirement","Use Standard Endpoints","",""
+"id-f8633023ecb94698b40e3fc7e466c978","Requirement","Use Unicode for Encoding ","Unicode Transformation Format-8 (UTF-8) is the standard encoding type for all text and textual representations of data through APIs.",""
+"0ee6a5d6-c2e2-46d9-a9db-66e33994e2bf","Requirement","User Devices","",""
+"df35bfa2-1162-4d18-a8f2-3fcb6d888e7b","Requirement","Users","",""
+"id-a70f3fc4c4be47c18c86bb0a83639ae2","Requirement","WLM-and-CE In Scope Functional Requirements (Requirement)","1. Migration of data up to and including Protected B.
+2. Connectivity to remain same or better
+3. The discovery and analysis of the application configuration, interdependencies and data centre infrastructure environment as well as application readiness for migration.
+4. Assessment of Cloud and enterprise data centre environments to develop a migration strategy
+5. Decommission of application services
+6. The design and build of the end state environment
+7. The final operational transition and cutover of workloads including system monitoring, incident management, change management, and help desk processes and procedures that are affected by the migration in order to preserve equivalent service levels
+8. Completion of the Authority to Operate and Security Assessment as required
+9. Provision of all infrastructure by SSC to meet the existing service levels as a minimum",""
+"id-037206963b0e46979e66a65ae46eabef","Requirement","WLM-and-CE Out Of Scope Functional Requirements (Requirement)","1. Any application projects included in plans for Technical Debt, BDM, or included in business and/or IT operational plans
+2. Upgrade and enhancements to business application functionality, upgrade to application products or versions of technologies from current “N” levels
+3. Upgrade of infrastructure outside of end state environment standards required for WLM
+4. Interactions with external third party services associated with business functionality
+5. Migration of secret level data and workloads",""
+"id-aa72d4ba36db463f9ffe923a58e48289","Requirement","Work Closely With Partners To Align On Scope and Interdependencies (Requirement)","WLM-and-CE's Ecosystem
+Due to the scale of operations tha will be carired out within WLM, WLM is working closely with its partners to align on scope and interdependencies.",""
+"id-a2d5b3c4c6f741d28b6f6b8f9f1a4535","Stakeholder","Benefits and Integrated Services Branch (Stakeholder)","Responsible for overall project management, and national direction for specialized call centre and processing operations.",""
+"id-78971b9579804073a30c8dfbcc446291","Stakeholder","Canada Revenue Agency (Stakeholder)","Enabling the transmission of data to confirm eligibility of client.",""
+"id-b5b571cce3fd40af8fddba8f6d5bb696","Stakeholder","Canadian Municipalities","1.2.5. Stakeholder and Communications Considerations
+Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress.
+",""
+"id-2b98930ec5dd436091032dae46542f9d","Stakeholder","Canadian Provinces and Territories","1.2.5. Stakeholder and Communications Considerations
+Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress.
+",""
+"id-d9c506d1766944f782a9642bea807f1c","Stakeholder","Canadian Public","Name ESDC Clients
+Type External
+Quantity up to 500 cases during a fiscal year, from 36 million Canadians
+Description All Canadians will benefit from increased trust or confidence on the collection, use, and retention of data by the Canadian Government as well as ensuring that their ESDC programs are safeguarded through effective means to address fraud. All Canadians will benefit by the improvements made in the standardization of the treatment of cases.
+
+o Reduction of taxpayer dollars lost due to fraud
+o Standardization of treatment of all Canadians leading to national fairness",""
+"id-4d97c5979e664f82b291793fae27888f","Stakeholder","CCCS","",""
+"id-1e0a7844f6624bc1be1f708966b23079","Stakeholder","Chief Data Officer (Stakeholder)","",""
+"id-663d784ea5044e06a147e7ebd5b944b4","Stakeholder","Citizen Services Branch (Stakeholder)","Responsible for partnerships, digital services, national direction for in-person and outreach operations",""
+"id-1be0c658c7744f40853458f6fcb50ec3","Stakeholder","Data Foundations Key Stakeholder 1","",""
+"id-0e0f061e6b8840ad9531bf4e6bbe5a11","Stakeholder","Data Foundations Key Stakeholder 2","",""
+"id-1042745290c1429596a34f2b62561ff0","Stakeholder","EARB Co-Chair (Business) (Stakeholder)","",""
+"id-ef203a3187964f4ea88bad50a333680d","Stakeholder","EARB Co-Chair (CIO) (Stakeholder)","",""
+"id-7b0ca07c0f5e4842a6a82bb415ecd6bd","Stakeholder","ESDC","",""
+"id-8ed7b04e34af44f6ba2cc83a7241892c","Stakeholder","ESDC Business Lines (Stakeholder)","WLM-and-CE Project 202000009
+A key initial step is consultation with Business leaders in ESDC to ensure the project aligns and supports their future policy and strategic directions as well as the Service Delivery Vision. Ensures all impacts from ESDC are captured and will be considered.",""
+"id-ac7e215710d742938688491a9e234f44","Stakeholder","ESDC CFOB-Legal-and-HR (Stakeholder)","WLM-and-CE Project 202000009
+Central agencies as well as departmental enabling services and oversight services (such as project management COE, EPMO, FMAs, MPIB) are all critical to the successful delivery of this
+project. PSDC, CFOB Contracting, CFOB Procurement, Legal and HR will also be consulted (if/when required).",""
+"id-80c778ba1ebe49299597eba5a0d6c2bd","Stakeholder","Health Canada (Stakeholder)","Accountable department for the implementation of the CDCP benefit.
+",""
+"id-4c2b88cbf23a4422bd350c2720e5a4c7","Stakeholder","Innovation and Information Technology Branch (Stakeholder)","Lead on the technical development of solutions",""
+"id-836768fa8e3547e0bd0dff4f592ac3da","Stakeholder","Innovation, Information and Technology Branch (IITB) (Stakeholder)","WLM-and-CE Project 202000009
+IITB is co-leading the project initiative with SSC. This project will focus on modernization of the solutions and infrastructure to support ESDC's business into the future (i.e. cloud, data strategy, AI, channel convergence, mobile service offerings, etc.). In addition to the IITB WLM project team, services from other parts of IITB including, Architecture, IT Security, Development teams, Cloud Center of Expertise (CCOE), Application Portfolio Management (APM), Enterprise Operations, Strategic Partnership Management, Data and Analytics Services, Business Relationship Management, Branch PMO, and Testing Services.",""
+"id-c2344b7562b041b489e7cc4361f24378","Stakeholder","Integrity Services Branch (Stakeholder)","",""
+"id-a89d39ffd5954620ad22a16eae5f9689","Stakeholder","Key Stakeholders (Stakeholder)","",""
+"id-0ce776a5d6944454970467983e92c2d1","Stakeholder","Legislative Authority","Legislative Authority
+Authorities support modern data needs
+Policy is simplified where required to support the use of authoritative data in benefit processing",""
+"id-17e9f751afec46c9b12c57893e422517","Stakeholder","National Enforcement & Intelligence Division (NEID)","Name ESDC Personnel – National Enforcement and Intelligence Division (NEID)
+Type Internal
+Quantity 20
+Description The branch which is ultimately responsible for the program and rendering decisions on reviews and inspections performed by Integrity investigators to protect the integrity of the program, will benefit from capacity to receive information in real-time, reduced follow-ups, reduced wait times, and quicker decisions.
+
+Objective Statement
+ISB requires a national solution that will support the execution of Enforcement activities within the legal and process boundaries that constrain its National Enforcement and Intelligence Division (NEID).
+
+o Easier reporting and validation of regional data;
+o Support costs to maintain Software over time;
+o Increase trend analysis capabilities;
+o Enforcement Management enhance personal information safeguarding practices;
+o Improved alignment of regional investigation practices to national standards;
+o Improved tracking and reporting on prosecution cases;
+o Better compliance with court case terms and conditions; and
+o Compliance with legal conditions mandated in R. V Stinchcomb case law.",""
+"id-737979492f9743caa1482591844a53a4","Stakeholder","Privacy Management Division (PMD)","o Demonstrated privacy compliance when collaborating with PMD; and
+o Use cases, processes, and controls involving data security built into the planning and designs of the case management system. ",""
+"id-54cd1ca193a845dab7f4113b3cd52dd9","Stakeholder","Privacy Management Division (Stakeholder)","",""
+"id-c3e5ffd43c024bd7bc50164fc466a752","Stakeholder","Provinces & Territories, Municipalities & 3rd Party Org's","",""
+"id-71e6fdd200fa4873ae6ee1642040e9f7","Stakeholder","Public Prosecution Service of Canada (PPSC)","Name External Law Enforcement (LE) Agencies and PPSC
+Type External
+Quantity 500
+Description Recipient of reports generated from the new CMS
+
+
+o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance);
+o Secure repository of case data; and
+o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law.",""
+"id-dd723368ee574bbbb5ddbc3c57a64844","Stakeholder","Public Services and Procurement Canada (Stakeholder)","Responsible for letter production and delivery",""
+"id-f0531fcc31ec43738a16d055babe7e0d","Stakeholder","Regional Enforcement Investigators","Name ESDC Personnel – Regional Enforcement Investigators
+Type Internal
+Quantity 65
+Description The individuals who perform the Enforcement investigations and will be using the system to track and support their efforts.
+
+o Structured and nationally consistent tool for the capture of investigative information;
+o Standardization of workflow/process steps in the conduct of an enforcement investigation;
+o Secure repository of case data;
+o Ability to attach images, video files, audio files, scanned documents and photos;
+o Customizable hardcopy printouts;
+o Elimination of duplicate reporting – Increasing efficiencies; and
+o Timely access to reference material, training and support.",""
+"id-e5ad4915d2154795b52db6f7a1ffa43f","Stakeholder","Royal Canadian Mountain Police (RCMP)","Name External Law Enforcement (LE) Agencies and PPSC
+Type External
+Quantity 500
+Description Recipient of reports generated from the new CMS
+
+o Fewer cases returned to ISB due to a reduction of errors (i.e., terms and conditions non-compliance);
+o Secure repository of case data; and
+o Confirmation of compliance with legal conditions mandated in R. V Stinchcomb case law.",""
+"id-3a14dde0127f49328142a7e1adb2758e","Stakeholder","Service Canada College (Stakeholder)","Responsible for training needs identification and training development/ delivery",""
+"id-531ebdf56423451e8e75b43cd316f746","Stakeholder","Service Canada Regions (Stakeholder)","Responsible for in-person, call centre, and processing operations",""
+"id-82cbc9777dda4f349f0d9381c6ac1b9a","Stakeholder","Shared Services Canada (SSC) (Stakeholder)","WLM-and-CE Project 202000009
+SSC is the GC infrastructure provider. They are a leading partner on this project. The Data Centres (VM/Servers) will be upgraded by SSC. It will require the support of their Network Development and Architecture, Security, Project Management, Application Management, Cloud Center of Expertise, and Data Centres teams.",""
+"id-59e64549796741fa8958ba66d495939a","Stakeholder","SSC","",""
+"f08fd0fe-40dc-498f-b775-5e3a8b1d02ed","Stakeholder","Stakeholder","",""
+"id-cf2b88d1c69842b98ab711a7e3c419e5","Stakeholder","Stakeholders","",""
+"id-20ef361fc9b14d1faa34c71a503b601a","Stakeholder","Statistics Canada’s Trust Centre","1.2.5. Stakeholder and Communications Considerations
+Stakeholders in other sectors are aggressively pursuing options to leverage data to generate value. While the private sector is leading in this area, provinces/territories/municipalities (particularly Ontario, British Columbia, and large cities) and other national governments are making positive progress.
+Data use and analytics undergo waves of public interest and scrutiny, often concentrated around privacy breach incidents in the private sector. As such, transparency and effective privacy controls are central to the vision and key messages on responsible, ethical data use and public trust are an important element in an overall communications plan. ESDC’s close working relationship also positions the department to apply best practices and lessons learned from Statistics Canada’s Trust Centre. ",""
+"id-b0de3ab877ba4987a0f973db3a1e0171","Stakeholder","Treasury Board of Canada Secretariat (Stakeholder)","WLM-and-CE Project 202000009
+The Treasury Board of Canada Secretariat will be a key stakeholder ensuring the broader government perspective alignment and assisting with insights and learning in exercising
+their oversight role.",""
+"id-c1ea5b4d4f164c6f93076a79ecd29739","Value","4.1 Increased Conformity of Investigation Outputs & Results Among Regional Enforcement","With the introduction of the case management system, ESDC will be able to deliver Integrity Services in a standardized manner using a modern solution and standard operations manuals.
+
+Benefit Assumptions:
+• Implementation of structured and nationally consistent tool for the capture of investigative information;
+• Continue support for the ongoing work of Enforcement as a Practice (EaaP) by the standardization of workflow/process steps in the conduct of an enforcement investigation
+• A series of documented steps for handling the various types of cases will be created, each type of case will be mapped in the new solution;
+• Integrity manuals will be created for each business line;
+• The implementation of the case management application will provide assistance in effective and efficient oversight of case handling and business work flows;
+• The system will keep an audit trail on evidence contained in the system, including auditing of activities or actions taken on a case such that its utility in court proceedings is assured;
+• The case management solution will provide case selection tools for the Quality Management Team, management of the quality control process and maintenance of corporate records for quality control process;
+• Reporting capabilities will be increased and enable increased trend analysis capabilities;
+• Law enforcement agencies and PPSC will receive outputs that are nationally consistent;
+
+",""
+"id-164b0c622ccf4eaf97e7907f8c2146dc","Value","4.2 Improved Control Over Viewing, Creating & Updating Enforcement Case Information & Evidence By Authorized Personnel","The new case management solution will provide a positive economic impact to fraud enforcement at ISB through reduced case errors and improved compliance to legal documentation requirements as indicated by fewer returned cases.
+
+Benefit Assumptions:
+• Implementation of the new system will enable national consistency of information contained in the system;
+• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case;
+• The new solution will allow better compliance with documentation requirements for use by law enforcement.
+• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law
+• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody
+• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured;
+• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process;
+• Reporting capabilities will be increased and enable increased trend analysis capabilities;
+• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court;",""
+"id-3f1a8240cf144c058f67c31d9b4e599e","Value","4.3 Improve The Economic Viability of the Enforcement Group","Benefit Assumptions:
+• Implementation of the new system will enable national consistency of information contained in the system;
+• Integration of mapped workflows, based on a standard operating procedure, used to process the Enforcement case;
+• The new solution will allow better compliance with documentation requirements for use by law enforcement.
+• The new solution will improve compliance with legal conditions required by having quality evidence without hiding evidence that was weak as mandated in case law
+• One solution will eliminate the elevated risk of securing data across diverse case systems and eliminate the uncertainty as to the admissibility of evidence due to a failure in the chain of custody
+• The system will keep an audit trail on evidence contained in the system such that its utility in court proceedings is assured;
+• The case management solution will provide case selection tools for Quality Monitoring Team, management of the QC process and maintenance of corporate records for QC process;
+• Reporting capabilities will be increased and enable increased trend analysis capabilities;
+• The Commercial Of The Shelve (COTS) products are designed to be used for LE processes and should be isolated for such purposes to maintain the integrity of the evidence being presented to Court;",""
+"id-1ef090a586924cc1afa021e96d40749d","Value","Ability To Trust And Use Data","The ability to trust and use data is at the core of generating value for Canadians",""
+"id-2f0f8eb5afb54aedb1fbe083dd1e6e69","Value","Advantages of a Zero Trust-Driven Future (Value)","Advantages of a Zero Trust-Driven Future
+Zero Trust enables mobility and user choice because people can work anywhere on any (secure) device they choose, using the applications and data they need. This leads to improved organizational productivity, agility, and the ability to proactively support new and evolving capabilities.
+Zero Trust improves confidence in the security mechanisms used to protect data and applications, further enabling the business.
+Zero Trust provides support for quickly evolving organizational ecosystems, by enabling rapid creation and dissolution of business-to-business relationships.
+As Figure 5 shows, in this digitized world, remote work is part of the norm. The digitization of organizations introduces complexity and the need for agility driven by, for example:
+• Migration to the cloud
+• The need to leverage SaaS providers
+• Continued leveraging of legacy assets",""
+"7c7fffee-32fe-47f2-8cc0-763f676c1a0e","Value","API Value","",""
+"e11d4254-9a78-48f5-900f-f36efa108cc4","Value","Asset Value","Assessed value of an IT asset",""
+"56ead760-e7c5-480f-8214-0f5174828c70","Value","Asset Value","Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA)",""
+"40455036-2666-41b6-ac20-5541c8a31945","Value","Asset Value","Definition: Assessed value of an IT asset (concept from ITSG-33/HTRA)",""
+"id-1225f0974ad645d88b42a3bd0bee2f83","Value","Communication Of EA Work (Value)","",""
+"521f8a36-07e7-4645-8e75-2a3047c99399","Value"," Digital Standards","",""
+"id-c78f82b486814f16a3b0e6f887047561","Value"," Digital Standards","",""
+"813aa768-6e78-455a-96cb-1315e525dcc8","Value"," Digital Standards","",""
+"id-31f44f179a8940cf972be1009baed3eb","Value","Do EA Right","",""
+"id-6f112aa2020f4b6f8743f63163d804f2","Value","Do The Right Thing","",""
+"id-8a32b6e904bc41f9b4c28c44648d420c","Value","EA Principles Value","1.2. What are Principles?
+Architecture principles are a set of statements that inform architecture decisions (e.g. “Doing the Right Thing”) and work (e.g. “Doing EA Right”).
+
+Bizbok and TOGAF, define principles as:
+• An agreed upon truth that can guide one’s reasoning. (Bizbok 7.5 glossary)
+• EA principles are general rules and guidelines, intended to be enduring and seldom amended, that inform and support the way in which an organization sets about fulfilling its mission (TOGAF 9.2 Chapter 20.1).
+To that end the essence of ESDC EA Principles are:
+• EA Assement Principles: “Doing the Right Thing” inform architecture decisions to ensure the department is doing the right thing to acheive its strategic goals and act on its mandate.
+• EA Program Principles: “Doing EA Right”, inform architure work to ensure architectures are being developed and implemented the correct way. (e.g TOGAF EA Principles, GC Architectural Standards)
+
+In general, the EA Principles are high-level statements of the fundamental values that guide business and IM/IT decision-making. EA Principles the foundation for architectures, policies, standards and processes. Because the EA Principles define a value system, once they are defined and agreed upon, they are not likely to change frequently; however they will be reviewed on an annual basis.
+
+To be effective, EA Principles must be considered as a set, not individually. It is common to have sets of principles form a hierarchy in those more detailed principles are informed by and elaborate on the principles at a higher level.
+
+• Enterprise Architecture Principles are comprised of:
+ o Domain Architecture Principles (Business, Information and Data, Application, Technology, Security & Privacy)
+ o Reference Architecture Principles
+ o Security Architecture Principles
+ o Solution Architecture Principles
+ Design Principles
+
+ESDC Enterprise Architecture Principles are informed and constrained by the Government of Canada and the ESDC Service Strategy principles. Employment and Social Development Canada’s Service Strategy Overview
+
+1.5. Value of EA Principles
+The EA Principles are intended to simplify, not complicate business decisions. They are most valuable in evaluating complex situations with multiple competing goals and where no clear rules or directives have been established. Conformance to the EA Principles as outlined in this document will:
+• Optimize business value and departmental benefits realization;
+• Provide a framework for assessing and prioritizing changes;
+• Allow for change to be accommodated in a less disruptive manner;
+• Facilitate the fulfilment of the business requirements;
+• Lower the overall life cycle cost of applications;
+• Improve the manageability of the architectural components;
+• Support an active vs. reactive approach to planning service delivery projects.",""
+"id-da84ede1bf214a80b665b058de1dc613","Value","EA Team Members As Trusted Advisors (Value)","The speed of change in today’s world requires Enterprise Architecture (EA) team members to become trusted advisors in helping ESDC become an integral part of a digital government.",""
+"0c413f78-8c6b-4add-b301-cedb3ed2eb7e","Value","Feature Value","",""
+"id-8083b0ab04a245ccbb46dfe23d2c4158","Value","Knowing WHO is Doing WHAT (Value)","",""
+"id-cd67562c5821489b9bb2820db6b842a2","Value","Provide Useful Body of Reference","By listing relevant standards, this document provides a useful body of reference.",""
+"id-eb2cbbb6ff654aa9a5947f38d428b412","Value","Skills & experience improved to match career opportunity (Value)","Skills & experience improved to match career opportunity",""
+"id-e6bfb89d037642fda297f420ec7a9bc6","Value","Team Contribution Awareness (Value)","",""
+"5ba95759-e9aa-425c-95f2-177bcc321286","Value","Value","",""
+"id-1e03cf3198e64dc1b6c27feeab7cdd94","Value","Value","",""
+"e2fc8054-5143-4324-a320-92d0bf4a5b0c","Value","Value Stream","",""
+"id-e13490b74f024be08981f37dfb77125e","Gap","[Management] Self-Discover Who Is Doing What (Gap)","",""
+"id-68fe7985b0ac413c803fa81e4ae4dffc","Gap","[Team] Able To Manage & Track Training Tasks (Gap)","Want:
+- Avoid inputting Mandatory courses multiple times, for multiple people, as Tasks.",""
+"id-16a5a718f984413c9bc342959c4b262a","Gap","ESDC Technical Debt (Gap)","2.1.2 Consequence of Inaction
+Not proceeding with this project will further increase ESDC’s technical debt.",""
+"id-8be0b9dbd584499eace4f96bae08ec9d","Gap","ESDC Unable To Meet Digital Transformation Targets (Gap)","2.1.2 Consequence of Inaction
+Inaction will result in increasing ESDC’s inability to meet targets for digital transformation
+ - To keep up with the technical requirements of the future, in digital service delivery;
+ - To move to a cloud first model, and thus achieving the associated financial and operational advantages.",""
+"9ff8a02c-23f7-41f7-9ee7-0a1373ad231a","Gap","Feature Gap","",""
+"id-6ba19bea89c447caa5453a0edd947559","Gap","Fraud Risk Management","Federal organizations are expected to manage the risk of fraud within their programs with appropriate controls to help reduce exposure to loss. ESDC established the Integrity Services Branch (ISB) to help address this expectation. ISB’s activities can be seen as taking positive steps along a continuum of integrity elements shown below.
+Education
+Prevention
+Detection
+Admininstrative Penalties and Sanctions
+ENFORCEMENT",""
+"id-edf80f04d03e477a984314291ed477d6","Gap","Not Leveraging New Technology (Gap)","2.1.2 Consequence of Inaction
+Inaction by ESDC would prevent SSC to achieve its objective to modernise its infrastructures and close the legacy datacentres
+We would not leverage the new end state datacentre technology, cloud nor migrate to the four newly created data centers",""
+"id-a1f4ab141f994487a9f37dd6673bebfc","Gap","Protected-B Certification (Gap)","",""
+"id-6d06fdcba19142d7b3a98d344ac18ed1","Gap","Who Decides What Is A Fire For EA? (Gap)","Need more guidance around this:
+ - WHO decides / approves?
+ - Should we assume *automatic approval* for ""Key Stakeholders?""
+ - What thresholds should exist for Fires (e.g. # hours, Level of Effort, Scope, etc.)?",""
+"5eb0ef14-fd84-450b-be1c-b11344a2f27d","ImplementationEvent"," Implemented Security Control","Definition: Security control already existed and implemented in the IT system.
+Note: The existence and strength of security control in the IT system need to be clarified during the SA&A process.",""
+"4cc0e3ce-5a5e-44b2-9b34-aa9e43bbd6b9","ImplementationEvent","Investment Event","",""
+"id-50184f40a5c7437b80c36b3ef2b641b2","ImplementationEvent","Procurement of Additional Licenses (Implementation Event)","",""
+"id-f3d22ad17487444a8b0569bc9a80d1aa","ImplementationEvent","Protected-B Certification of QualiWare Cloud","",""
+"id-6455628cf2e04f6cafb759ac8f1861ed","Plateau","Current State QualiWare Topology (Plateau)","",""
+"id-0a259c246c04432590ec9f1a672cd938","Plateau","CURRENT State SharePoint Topology (Plateau)","",""
+"id-c44652fd7151432ea8cea79b545a031e","Plateau","Future State QualiWare Topology (Plateau)","",""
+"id-0a92aa8b5ca748ebb6e0167a492fb773","Plateau","Horizon 1: Stones in EA Shoes (Plateau)","Horizon 1: Stones in EA Shoes
+Overall Goals
+• mature the EA program
+• department is doing the right thing and doing it right
+• client-centric service and client self-service
+• capitalizing on opportunities
+FY20/21
+
+Over a year ago, the development and execution of the Enterprise Architecture (EA) Strategy and Roadmap began. Since we are now at the end of the Roadmap’s first phase, Horizon 1, it’s worth asking whether we have successfully addressed those irritants affecting EA's capability to deliver organizational value efficiently and effectively. Have we focused on putting the “EA house in order” so it can become a trusted advisor in assisting and advising the organization in strategic, tactical and operational directions and decisions?
+Given the numerous COVID-19 challenges and setbacks experienced so far,EA has made great progress on the Horizon 1 Roadmap activities.
+
+Unexpected challenges this year led Roadmap Leads to adjust course to capitalizefully on the Roadmap’s value. To that end, these leads will be holding review and adjustment sessions with the different Enterprise Architecture (EA) domains in the coming weeks.
+During these unprecedented times, EA employees should know that the team responsible for the Strategy and Roadmap has heard you and understands that the following challenges directly affect the realization of your planned Horizon 1 activities: ",""
+"id-dc3c44811a7c472bab159ce28d459cb0","Plateau","Horizon 2: Stones in the Department's Shoes (Plateau)","Horizon 2: Stones in the Department’s Shoes
+Overall Goals
+• strategic EA
+• understanding and demonstrating EA value
+• EA by design
+FY21/22 - FY 22/23",""
+"id-ef88323455514ebfaccddd384ed3bb8c","Plateau","Horizon 3: Evolving the Organization (Plateau)","Horizon 3: Evolving the Organization
+Overall Goals
+• pulse of Canadians
+• business agility
+• innovative organization that capitalizes on opportunities
+• EA is the fabric of the organization
+FY23/24 & BEYOND",""
+"id-48727ac24c2f482db2fceccc3069b228","Plateau","Launch of OneGC Platform (Plateau)","Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca.",""
+"id-95ddf39e1b1a4966b93bfb7f929e0a82","Plateau","MIGRATED State SharePoint Topology (Plateau)","",""
+"id-c068f0e30dd049e0a7ae92d993116d21","Plateau","Option 1: Continue As-Is Use of NIIS","6.2.1 Option 1 – Status Quo
+The Status Quo option represents the continuation of Integrity Operations using the current suite of applications including SharePoint and the Compliance legacy application, the National Integrity Investigation System (NIIS) to provide basic tombstone and case data. Enforcement needs will continue to be addressed as follows:
+• Enforcement functions will continue to be managed through a SharePoint site where case workload is assigned manually to regions;
+• Minimal Business Intelligence (BI) and reporting capacity will be available as it is a manual process;
+• Manual processes will need to be created to support work between Enforcement and Compliance;
+• Manual processes will need to be created to satisfy the legal requirements for a successful prosecution when files are referred to PPSC or external police forces; Changes will be required to SharePoint and Excel to support the new manual processes.
+
+Option Dependencies:
+• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruption impact on the legacy system, regional resources and Innovation, Information and Technology Branch (IITB) resources;
+• The current SharePoint site and Excel sheets continue to operate properly;
+• IITB are able to assign staff to create new SharePoint capabilities;
+• The SharePoint and Excel capabilities are approved by the legal group as sufficient to support Enforcement moving forward; any new requirements can be met with SharePoint and Excel.
+
+Option Assumptions:
+• There are sufficient IITB staff available to perform the work efforts required to maintain and enhance the systems;
+• Individuals with obsolete skill sets can be retained;
+• Additional developmental requirements can be identified; and
+• SharePoint and Excel can provide sufficient capabilities to match legal requirements.
+
+Option Constraints:
+• The SharePoint site is not robust enough to handle all enforcement-related requirements including standardization, case automation objectives, and legal requirements necessary for referral to PPSC when prosecution is suitable;
+• Without a modern toolset the National Enforcement and Intelligence Division (NEID) business process re-engineering might not fully achieve its expected level of outcome;
+• There may not be sufficient IITB staff available to maintain or change the legacy systems;
+• Although a very flexible tool, SharePoint and Excel may not be able to support the rigours required by the legal aspects of each case; and
+• The Department’s plan does not include using SharePoint as a tool to support program level solutions.
+
+Feasibility: Not feasible
+Reasoning:
+Option 1 – Status Quo, does not meet the criteria for supporting the commitment to implementing a robust enforcement system for the programs under ISB Integrity control. The cost to implement would require increasing staff within IITB and there could be scale-ability and adaptability issues by adding new features. It is not aligned with the strategic commitments of ISB and ESDC, and is not a sustainable model. It is therefore not a viable option. The use of the current system requires investigators to report multiple times, in different places, the same information for tracking and reporting purposes. This is not an efficient use of valuable resources and a drain on efficiency and morale.
+ISB needs to be agile and be able to keep abreast of technology evolution and adapt its internal functions accordingly.
+Furthermore, as previously indicated, ISB’s investigations function continues to grow, particularly in the area of Enforcement. With the recent federal governments COVID-19 response plan, there will be increased opportunities for fraud and ISB will require robust systems and processes to discover and make referrals to LE for eventual prosecution of such individuals. The existing SharePoint and Excel implementation has not been sufficient to handle the workload and many resources have been borrowed from the regions to deal with capacity. This demostrates and urgent need for a new system as the manual interventions required by the current system far outweigh the resources to manage them. The status quo poses significant challenges to workload management of investigation, intelligence gathering and security of information. Use of different systems impedes regional standardization and the ability to have a consistent approach for Integrity Operations across Canada, both increase the risk to successful prosecutions, and were challenges identified in the 2014 OAG audit of ESDC’s investigations framework.
+Option 1 rating against the evaluation criteria:
+1. Delivery of an Enforcement solution by March 31, 2022 – some basic capabilities would be available by the due date but the development of SharePoint based Enforcement capabilities will continue after this date, there is uncertainty about the time required to deliver the entire solution;
+2. Cost to implement, operate and retire solution –the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation;
+3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all of the outlined benefits within the required timeframe;
+4. Risk associated with solution implementation and benefits realization – developing new code to provide a solution on the SharePoint product will have the additional risk to the project timeframe of having to test all new code and reject code that does not pass testing leading to a longer development schedule;
+5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on SharePoint;
+6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will have to support the new business process revisions;
+7. Ability to deliver on the following requirements : audit trail, data security, evidence security and compatibility with external agencies – the status quo does not support these requirements; and
+8. Scalability of the solution and the adaptability to add new features in the future – the SharePoint system would use the newest technologies that have scalability and adaptability built in. New features will be added during subsequent releases of the solution.
+
+Option Cost Identification
+The following table defines the estimated costs to proceed with this option.
+Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions
+Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure
+ Salary & Services $TBD
+Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD
+Training of user community Implementation Services $TBD
+Total Costs $TBD
+
+
+Option Cost Summary
+
+The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs.
+Cost Category Cost ($) Cost Assumptions
+Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table
+Annual Operating Cost (AOC) TBD From IITB Cost Work Book
+Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost
+Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once the Financial Management Advisor (FMA) approved costing received
+Average Annual Lifecycle Costs (AALC) TBD
+ Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received.
+
+Benefits Analysis
+This area will be completed once the FMA provides us the cost workbook for both ISB and IITB.
+Preliminary Risk Identification
+The following preliminary risks have been identified for this option:
+Source of Risk Risk Definition / Context
+Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature.
+Internal – Data migration This option does not plan for any data migration. There is a risk that some migration may be required and has not been planned.
+Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems before the replacement solution is available.
+Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff.
+External – Interconnectivity Program management between the Transformation Management Branch (TMB), Benefits and Integrated Services Branch (BISB) and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place.
+External – Interoperability The existing solution does not have the capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations.
+External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities.
+
+Implementation and Capacity Considerations
+Stakeholder Impacts:
+1. ESDC and ISB will not receive any costs savings by modifiying the existing application;
+2. Canadian Citizens will not experience increased fairness;
+3. IITB Development staff will obtain no new skills;
+4. ESDC Personnel – ISB-NHQ and regional staff will continue to spend more time processing each case and have minimal case management with supported automation, reporting, and business rules;
+5. ESDC personnel – Regional Integrity Operations will have no consistency in the delivery of services and processes;
+6. ESDC Personnel will be using an outdated application that does not provide the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability;
+7. IITB Development staff will be impacted by the inability to retain programmers and systems analyst talent;
+8. Benefit Delivery Service Branch will have minimal reliability on the data provided by the existing Application; and
+9. External LE Agencies will see minimal improvement in the cases provided by ESDC.
+
+Project Management Capacity:
+Over the last fiscal year, ISB has created a Project Delivery Office (PDO) to centralize the function and to help increase its overall maturity level in Project Management (PM). Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience.
+The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s Enterprise Project Management Office (EPMO). ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process.
+The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives.
+The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes.
+Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources.
+Based on the implementation and capacity listed above, the ability to implement the option is rated as High.
+
+
+Organizational Readiness Analysis
+The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option:
+Organizational Readiness Considerations
+1. ISB is currently executing an initiative to define the business model to process Enforcement cases;
+2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue;
+3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and
+4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward.
+Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High.
+
+
+• Enforcement function
+Currently, the Enforcement division utilizes a SharePoint site developed as a response to the critical shortcomings and abandonment of the Major Investigation and Sensitive Case Information System (MISCIS) as a case management system. MISCIS was an MS-Access database with limited functionality that did not meet business objectives. In addition, this solution had no workflow management and was not designed to be a case management system or a long-term solution to respond to current operational risks. An internal audit conducted by ISB in 2014 outlined the immediate need to develop and implement a robust and comprehensive case management system to manage the increase of enforcement investigations, aligned to key stages of the investigation workflow, and to help provide a framework for the separation of Enforcement and Compliance functions§. The report also highlighted the importance in consistency of evidence building in our processes.",""
+"id-15542c1445ca4f4190358903ced80833","Plateau","Option 2: Enhance NIIS For Enforcement","6.2.2 Option 2 – Developing required functionality in ISB’s existing case management system (NIIS)
+Option Description
+This option requires assigning resources to work on the NIIS system, contrary to current departmental priorities. Development would be performed in house using existing IT resources. Changes would include:
+• Making changes to the automated workload distribution module to address EI, CPP and OAS enforcement work distribution requirements;
+• Database changes to handle the new data imported into the system;
+• Developing a screen that would display the EI, CPP/OAS and SIN data that would be imported to the system;
+• Develop mechanisms for automated loading of data/cases being referred to ISB from Information Collection and Synthesis Team (ICST);
+• Development of actions/forms/correspondence to address work related to Enforcement;
+• Creating a fraud module to handle criminal investigations and enforcement; and
+• Integration with the Information Technology Renewal Delivery System (ITRDS) – the CPP system of record.
+
+Option Dependencies:
+• Current business needs are treated on a case-by-case fashion and limited to a defined scope of schedule, assigned resource level (less than $500K) and limited complexity. This is to limit the disruptive impact on the legacy system and IITB resources.
+
+Option Assumptions:
+• There are sufficient IITB staff available to perform the work efforts required to maintain the systems;
+• The department is committed to supporting these older applications for 10+ years;
+• Individuals with the obsolete skill sets can be retained; and
+• The mainframe will be decommissioned when BDM is available.
+
+Option Constraints:
+• There may not be sufficient IITB staff available to perform the work effort;
+• Knowledgeable and trained individuals to perform this work are not readily available and the cost to hire and train individuals is too high;
+• The equipment used to execute the applications is near end-of-life and may not be operational in 10+ years; difficulty in sourcing replacement parts;
+• Individuals with the obsolete skill sets may not be available; and
+• The Department’s plan may not allow modifications to these older applications.
+
+Feasibility: Not Feasible
+
+Reasoning:
+Option 2 meets the immediate need for supporting the commitment of implementing a robust enforcement system to support the EI, CPP/OAS and SIN programs Enforcement needs. Yet, this option goes against the current transformation effort and IT renewal initiatives undertaken in the last 10 years at ESDC. The cost to implement the system modification within NIIS would require an increase in IITB resources, adding systems and staff risks. The existing NIIS system may not be able to deliver on all key requirements and may not meet the enforcement deadline of March 31, 2022. The existing system is therefore only a partially viable option.
+Option 2 rating against the evaluation criteria:
+1. Delivery of an Enforcement solution by March 31, 2022 – minimal capabilities would be available by the due date but the development of Enforcement capabilities would not be completed and it is uncertain that the system can be modified to support the new Enforcement requirements;
+2. Cost to implement, operate and retire solution – the cost to develop a solution may be higher than estimated as we do not know the entire timeframe for implementation;
+3. Degree and timeliness of benefits realization – the implementation of some basic enforcement capabilities by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe;
+4. Risk associated with solution implementation and benefits realization – as the development will be completed using older technology, there is a risk of delays to the timeline and capabilities provided;
+5. Implementation considerations – the IITB team will have to ensure sufficient knowledgeable resources are available to fulfill the Enforcement requirements on the existing platform;
+6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will not match the revision timeframes;
+7. Ability to deliver on the following requirements: audit trail, data security, evidence security and compatibility with external agencies – the solution would be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the timeframe will be extended as the project will require additional releases in addition to the original release; and
+8. Scalability of the solution and the adaptability to add new features in the future – it is uncertain if the existing application can provide the scalability and adaptability required to support the new Enforcement capabilities.
+
+
+Option Cost Identification
+
+The following table defines the estimated costs to proceed with this option.
+Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions
+Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure
+ Salary & Services $TBD
+Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services $TBD
+Training of user community Implementation Services $TBD
+Total Costs $TBD
+
+Option Cost Summary
+The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs.
+Cost Category Cost ($) Cost Assumptions
+Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table
+Annual Operating Cost (AOC) TBD From IITB Cost Work Book
+Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost
+Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received
+Average Annual Lifecycle Costs (AALC) TBD
+ Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received.
+
+Benefits Analysis
+This area will be completed once the FMA provides us the cost workbook for both ISB and IITB.
+
+Preliminary Risk Identification
+The following preliminary risks have been identified for this option:
+Source of Risk Risk Definition / Context
+Internal – Business Requirements The existing solution may not have the capabilities to meet all standard business requirements as the internal processes mature.
+Internal – Data migration There is a risk that the fields created in SharePoint do not exist within the existing application and some data may be lost.
+Internal – Loss of Data There is a risk that data may be lost if issues occur with the existing legacy systems as they continue to age.
+Internal – Impact on Business (change management) Implementing new system changes will modify existing operational processes, embedded culture and may disrupt established networks for staff.
+External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place.
+External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations.
+External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities.
+
+Implementation and Capacity Considerations
+Stakeholder Impacts:
+1. ESDC and ISB will receive a positive impact from the increased efficiency in the handling of enforcement cases within the affected programs;
+2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes;
+3. IITB Development staff will be impacted by the retention of staff with the older skill set;
+4. ESDC Personnel – ISB-NHQ and regional staff will continue to use the existing application and may require additional training due to re-engineered business processes;
+5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes;
+6. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of keeping the older systems and development languages; and
+7. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management application and the improved service access.
+
+Project Management Capacity:
+Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience.
+The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process.
+The solution development will be undertaken by IITB, who will be assigning a technical manager to coordinate the development efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives.
+The solution will be developed using an Agile PM approach. The list of user requirements will be tracked and software development will occur during a series of “Sprints”. The length timeframes for each sprint will be defined by IITB and new software will be provided at the end of each sprint. Using an Agile process allows the development team to provide a solution quicker to the user community and tailor their development efforts on the most critical or required changes.
+Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources.
+Based on the implementation and capacity listed above, the ability to implement the option is rated as High.
+Organizational Readiness Analysis
+The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option:
+Organizational Readiness Considerations
+1. ISB is currently executing an initiative to define the business model to process Enforcement cases;
+2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue;
+3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and
+4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward.
+
+Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High.",""
+"id-5ccba12a24f64888a4e8687511bdb854","Plateau","Option 3: Onboard To Integrity Case Management System (ICMS)","6.2.3 Option 3 – Onboarding to the Integrity Case Management System (ICMS).
+Option Description:
+This option consists of configuring the required changes to support the commitment of implementing a robust enforcement system for the EI program and the Pensions program (CPP and OAS). This option consists of starting with an instance of the existing ICMS Microsoft (MS) Dynamics system and configuring workflows for each specific program and function. There would need to be a secure wall between enforcement and the TFW/IMP/Compliance work and ISB would need to assign special roles and access to Enforcement data has to be guaranteed to be locked down. This will allow ISB to have a common case management system across its functional delivery network and leverage existing knowledge, expertise, processes, and tools to create a synergy across programs. This option builds on the success of developing a robust case management system for the TFWP and the IMP. Quality monitoring and control will be incorporated within the solution.
+
+This option will allow ISB to leverage the enterprise system and acquired knowledge obtained during the first phase of the project. Undertaking the configuration in-house, therefore reduces the dependency on external suppliers, and continues to build the confidence and expertise achieved during the first phase of the Modernization of Integrity Case Management (MICM). This option will also allow building additional knowledge about case management within ESDC to ensure sustainability of the developed product, and therefore reduce maintenance cost in the long term.
+
+In addition, onboarding all ISB’s programs to the same system ensures a common transition plan for the long-term transformation objectives of ESDC. As ESDC moves forward with innovative service delivery methods, ISB would realize economies of scale by having a common system for the delivery of all its services.
+
+Finally, senior developers that configured the ICMS are the same that currently maintain NIIS. This in-house expertise has gained business knowledge and deep understanding in development of investigative-oriented tools and this expertise can be leveraged.
+
+Option Dependencies:
+• IITB areas continue to have IT capacity to develop automated data and information transfers to ISB.
+
+Option Assumptions:
+• Government supports the established direction and visions on technology transformations; and
+• Government supports moving forward with enterprise solutions and standard applications.
+
+Option Constraints:
+• A shortage of key subject experts (program or technical) dedicated to the project could impact the project schedule and timelines;
+• The ICMS solution will be reviewed to understand if the application may/may not be able to support the required documentation and processing standards required by the Enforcement team;
+• The ICMS solution will be reviewed to understand if the application may/may not be able to attach images, video files, audio files, scanned documents, photos, etc. with the required security and tracking. We need to keep in mind the full suite of requirements for prosecution which also includes change tracking, security of data and evidence recording and tracking;
+
+
+Feasibility: Feasible but not recommended
+Reasoning:
+Option 3 rating against the following evaluation criteria:
+1. Delivery of an Enforcement solution by March 31, 2022 – the project would be unable to deliver the basic Enforcement capabilities by the due date; Enhanced capabilities could be delivered in future releases;
+2. Cost to implement, operate and retire solution – MICM2 cost is defined below; the cost to develop a solution could be higher than purchasing software;
+3. Degree and timeliness of benefits realization – the implementation of a basic enforcement solution by the TBS due date will support some, but, not all, of the outlined benefits within the required timeframe;
+4. Risk associated with solution implementation and benefits realization – developing a solution on a COTS product will have additional risks than purchasing a purpose-built solution due to the development of new code;
+5. Implementation considerations – a similar application was successfully implemented for TFWP and IMP from the MICM project. ISB is using the lessons learned from that project to improve our delivery capabilities with this new project;
+6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on recommendations and the introduction of a new software solution will be closely tied to the revision timeframes;
+7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – the solution will be developed to deliver full audit trails, enhance data security and improve the data provided to external agencies, but, the project will require additional releases in addition to the original release; and
+8. Scalability of the solution and the adaptability to add new features in the future – the ICMS system would use the newest technologies that have scalability and adaptability built in.
+
+
+Option Cost Identification
+
+The following table defines the estimated costs to proceed with this option.
+Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions
+Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training, and Closure
+ Salary & Services TBD
+Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD
+Training of user community Implementation Services TBD
+Total Costs TBD
+
+Option Cost Summary
+The Option Cost Summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs.
+Cost Category Cost ($) Cost Assumptions
+Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table
+Annual Operating Cost (AOC) TBD From IITB Cost Work Book
+Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost
+Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received
+Average Annual Lifecycle Costs (AALC) TBD
+ Assumption for Average Life Cycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing is received.
+
+
+Benefits Analysis
+This area will be completed once the FMA provides us the cost workbook for both ISB and IITB.
+
+Preliminary Risk Identification
+The following preliminary risks have been identified for this option:
+Source of Risk Risk Definition / Context
+Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the new system may be more complex than anticipated.
+Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated.
+Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff.
+External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place.
+External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations.
+External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities.
+
+Implementation and Capacity Considerations
+Stakeholder Impacts:
+1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of compliance and enforcement cases within the affected programs;
+2. Canadian Citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes;
+3. IITB Development staff will be positively impacted by the new skills they will learn and the ability to support current equipment and software solutions;
+4. ESDC Personnel – ISB-NHQ and regional staff will have an application that will enable case management with supported automation, such as auto-distribution, reporting, and business rules;
+5. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes;
+6. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability;
+7. IITB Development staff will be impacted by the retention of programmer and systems analyst talent as a by-product of using modern systems and development languages;
+8. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and
+9. External LE Agencies will be impacted by the consistent service and cases provided by ESDC.
+
+Project Management Capacity:
+Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have thirty years of project experience and more than ten years of ISB experience.
+The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process.
+The solution implementation will be monitored by IITB, who will be assigning a technical manager to coordinate the efforts. A project governance approach between IITB, ISB and regional executives will be implemented with a focus on team integration, transparency between enablers, and decisive issue resolution approach between responsible executives.
+Lessons learned from the development and deployment of the TFWP/IMP ICMS system has, and will continue to be leveraged. One of the key project success points was the high integration between program, project and technical resources.
+Based on the implementation and capacity listed above, the ability to implement the option is rated as High.
+
+Organizational Readiness Analysis
+The following concerns have been identified regarding readiness of ISB to adopt and take full advantage of this solution option:
+Organizational Readiness Considerations
+1. ISB is currently executing an initiative to define the business model to process Enforcement cases;
+2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue;
+3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and
+4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward.
+Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High.",""
+"id-76a9943b97e24fc7815e6fdd9d66e2ca","Plateau","Option 4: Specialized Enforcement COTS or SaaS","6.2.4 Option 4 – Selecting a third-party vendor off-the-shelf product or Software as a Solution (SaaS) implementation that is specialized in the enforcement work space
+Option Description:
+This option consists of creating high-level requirements, developing and distributing a Request for Proposal (RFP) with associated evaluation criteria and rating analysis, accepting proposals from external vendors or system integrators, and selecting a third-party software solution. Once selected, the winning bidder’s solution is to be acquired and implemented to IT-enable the enforcement functions for the EI, CPP, OAS, SIN programs and associated Quality Control (QC) business functions. The implementation will also consist of developing the associated level of access, workload and case management functionality. IITB will be involved to determine the best approach establish physical IT gateways and interfaces between a COTS enforcement product and other systems within the departments (if required).
+In an attempt to contain costs, ISB would use the out-of-box functionalities and map/modify internal business processes to match the selected solution and then develop the necessary interfaces to other systems as required.
+Option Dependencies:
+A third-party solution that meets the Enforcement requirements, which can be acquired within an acceptable timeframe and within a reasonable implementation schedule, priority could be given to a Software as a Service (SaaS) implementation as this will shorten the overall implementation schedule. However, there are privacy and security concerns that will have to be assessed to ensure ISB could proceed with a SaaS implementation.
+• There will be heavy reliance on the vendor to provide configuration, build and deployment services including stabilization; and
+• Public Services and Procurement Canada (PSPC) will be involved for contract award including the solution, implementation and 10 years of support.
+
+Option Assumptions:
+• Third-party vendors have IT capacity to provide training on how to use, develop or configure the selected application, if required; ISB will also need to provide training on our own processes independent of the actual software;
+• The processes for Enforcement are detailed and stable enough to facilitate the configuration of the selected solution;
+• The selected solution will fit within an approved Government of Canada (GoC) or ESDC systems environment;
+• IITB is not constrained by existing delivery commitments so as to be able to deliver interface capabilities that connect between the new solution and existing ISB systems, if required;
+• The out-of-box functionality meets the minimum requirements for Enforcement;
+• Development of new interfaces is supported by the solution, ISB will perform a technical assessment and make initial inquiries with potential vendors to determine if this is even possible;
+• Option to validate the product features before program-wide deployment by using a Beta test period; and
+• There is support to use other-than-government standard applications and no internal governance exceptions are required or triggered.
+Option Constraints:
+• The processing time and resource availability to complete the Request for Information (RFI), RFP and other procurement activities;
+• The selected solution may not be customizable;
+• ISB may need to negotiate support and design configuration with vendor; and
+• ISB may have to modify business processes and procedures to fit the capabilities of the solution.
+
+Feasibility: Feasible and recommended.
+Reasoning:
+Option 4 rating against the following evaluation criteria:
+1. Delivery of an Enforcement solution by March 31, 2022 – the project would focus on delivering the full product suite by the due date;
+2. Cost to implement, operate and retire solution – the cost to purchase a solution is expected to be lower than developing a solution;
+3. Degree of and timeliness of benefits realization – the implementation of an enforcement solution by the TBS due date will support accomplishment of the outlined benefits within the required timeframe;
+4. Risk associated with solution implementation and benefits realization – the purchasing on an off-the-shelf software solution will minimize the risks associated with tailoring or developing a proprietary solution;
+5. Implementation considerations – purchasing a COTS application will allow ISB to purchase the appropriate servers and database to support the application with our original release, if required. If the selected software is available in a SaaS environment, we will be recommending this approach as it will minimize the purchasing of servers, etc.;
+6. Organizational readiness to adopt and take full advantage of solution – the Enforcement functionality within ISB is being revised, based on the recommendations and the introduction of a new software solution will be closely tied to the revised timeframes;
+7. Ability to deliver on the following requirements: audit trail, data security, compatibility with external agencies – these requirements will be used as the rating criteria during product selection and we will be selecting a product that meets most requirements; and
+8. Scalability of the solution and the adaptability to add new features in the future – the CMS selected will use best practices and be most suitable for ISB case processing and integration needs that have scalability and adaptability built in.
+
+
+
+
+Option Cost Identification – Estimates will be finalized with FMA guidance
+
+The following table defines the estimates costs to proceed with this option.
+Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions
+Third-Party Costs Third-party software and Services Services TBD New product procurement.
+Project Costs for ISB staff and consulting to support business initiatives Planning, Implementation, Testing, Training and closure Salary and Services TBD
+Project Costs for IITB staff and consulting for system configuration Planning, Development, Testing, Implementation Salary and Services TBD
+Training of user community Implementation Services $0
+Total Cost TBD
+
+Option Cost Summary
+The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs.
+Cost Category Cost ($) Cost Assumptions
+Implementation Cost (IC) TBD Assumptions for Implementation, based on information in previous table
+Annual Operating Cost (AOC) TBD
+ Assumptions based on taking the ongoing costs for Option3 and using the same figure for Annual Operating Cost
+Decommissioning Cost (DC) N/A Assumptions for Decommissioning Cost
+Total Lifecycle Cost (TLC) TBD Assumptions for Total Lifecycle Cost based on Implementation cost + yearly operating costs over the 10-year life span – will be adjusted once FMA approved costing received
+Average Annual Lifecycle Costs (AALC) TBD
+ Assumption for Average Lifecycle Cost, based on a 10-year life span of the new solution – will be adjusted once FMA approved costing received.
+Benefits Analysis
+This area will be completed once the FMA provides us the cost workbook for both ISB and IITB.
+
+Preliminary Risk Identification
+The following preliminary risks have been identified for this option:
+Source of Risk Risk Definition / Context
+Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the COTS application may be more complex than anticipated.
+Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible
+Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff.
+External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place.
+External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations.
+External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is depending on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared.
+
+Implementation and Capacity Considerations
+Stakeholder Impacts:
+1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs;
+2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes;
+3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes;
+4. ESDC Personnel will be using an application that provides the following software product qualities – Functional Suitability, Reliability, Performance efficiency, Operability, Security, Compatibility, Maintainability and Portability;
+5. Benefit Delivery Service Branch will be impacted by the reliability of data provided by the case management Application and the improved service access; and
+6. External LE Agencies and PPSC will be impacted by the consistent service and cases provided by ESDC.
+Project Management Capacity:
+Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience.
+The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process.
+The third-party vendor will provide his own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions.
+Based on the implementation and capacity listed above, the ability to implement the option is rated as High.
+
+Organizational Readiness Analysis
+The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option:
+Organizational Readiness Considerations
+1. ISB is currently executing an initiative to define the business model to process Enforcement cases;
+2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue;
+3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and
+4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward.
+Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as high.",""
+"id-348a0c4089f040208bc958c7f10c2def","Plateau","Option 5: Wait For Benefits Delivery Modernization (BDM) To Implement","6.2.5 Option 5 – Wait for the implementation of the Benefits Delivery Modernization Program.
+Option Description:
+This option consists of putting this project on hold while ESDC completes the BDM. ESDC is working on the BDM program and this program will support the EI, CPP, and OAS programs in the future. ISB could decide to wait for the implementation of BDM and then migrate the existing (legacy) systems to the new solution at that time. Based on information received at the time of this writing, although this approach is feasible, it would not meet the TBS requirement to have an Enforcement solution in place by March 31, 2022.
+
+Thus, waiting for the completion of the BDM program is not recommended due to timing constraints.
+
+Option Dependencies:
+• Due to the limited knowledge of the BDM solution, we cannot add any dependencies.
+
+Option Assumptions:
+• Due to the limited knowledge of the BDM solution, we cannot add an assumption.
+
+Option Constraints:
+• Due to the limited knowledge of the BDM solution, we cannot add any constraints.
+
+Feasibility: Feasible but not recommended
+Reasoning:
+Option 5 rating against the following evaluation criteria:
+1. Delivery of an Enforcement solution by March 31, 2022 – this approach cannot deliver by the due date;
+2. Cost to implement, operate and retire solution – the cost to develop the solution is unknown at this time as no service provider has been contracted;
+3. Degree and timeliness of benefits realization – it is unknown at this time if BDM solution would realize the defined benefits;
+4. Risk associated with solution implementation and benefits realization – waiting for the completion of BDM will add additional risks to the daily operations of the department and could result in the loss of data due to the age of the equipment and case processing delays;
+5. Implementation considerations – it is unknown at this time what the implementation considerations are for the BDM solution;
+6. Organizational readiness to adopt and take full advantage of solution – it is unknown at this time what the nature of the BDM solution and therefore we cannot comment on the organizational readiness;
+7. Ability to deliver on the following requirements— audit trail, data security, compatibility with external agencies — due to our limited knowledge on the BDM solution we are unable to state if all key requirements will be delivered; and
+8. Scalability of the solution and the adaptability to add new features in the future – due to our limited knowledge on the BDM solution we are unable to comment on the scalability of the solution.
+
+
+
+
+Option Cost Identification – Estimates cannot be provided as the project would be unable to meet the TBS commitment date and we are uncertain of the BDM product capabilities.
+
+The following table defines the estimates costs to proceed with this option.
+Major Cost Item Lifecycle Type – Goods, services or salary Estimated Value Assumptions
+Third-party costs Third-party software and services Services TBD New product procurement.
+Project costs for ISB staff and consulting to support business initiatives Planning, implementation, testing, training and closure Salary and Services TBD Timing is unknown.
+Project costs for IITB staff and consulting for system configuration Planning, development, testing, implementation Salary and Services TBD
+Training of user community Implementation Services TBD
+Total Cost TBD
+
+Option Cost Summary
+The option cost summary takes the implementation and annual operating costs and divides them by the number of years that the solution will be in use to get an Average Annual Lifecycle costs.
+Cost Category Cost ($) Cost Assumptions
+Implementation Cost (IC) TBD
+Annual Operating Cost (AOC) TBD
+Decommissioning Cost (DC) TBD
+Total Lifecycle Cost (TLC) TBD
+Average Annual Lifecycle Costs (AALC) TBD
+
+
+Preliminary Risk Identification
+The following preliminary risks have been identified for this option:
+Source of Risk Risk Definition / Context
+Internal – Business Requirements Validating existing requirements in the system to identify whether they apply to the BDM application may be more complex than anticipated.
+Internal – Data migration For transition, migration of existing legacy data including case status may be more complex than anticipated, or not possible.
+Internal – Impact on Business (change management) Implementing a new system will change existing operational processes and embedded culture and may disrupt established networks for staff.
+Internal – Loss of data As the deliverable timelines are unknown at this time, there is a risk that we could have problems with the existing systems and the possibility of data loss increases as equipment ages.
+External – Interconnectivity Program management between the TMB, BISB and the project-sponsoring branch must align to ensure interconnectivity between ongoing projects is in place.
+External – Interoperability The capabilities to link to other datasets, systems and their existing state may cause some dis-benefits or require major workarounds for business operations.
+External – Non-Compliance While waiting on the BDM solution to be implemented, there is a risk that our Enforcement may be in non-compliance with legal requirements affecting our ability to properly process cases.
+External – Stakeholder Engagement Adopting an agile approach to support optimal documentation requires continued stakeholder involvement and is dependent on evolving priorities. There will be certain legal standards and requirements as well regarding how the application is used and data is captured and shared.
+
+Implementation and Capacity Considerations
+Stakeholder Impacts:
+1. ESDC and ISB will receive a positive impact from the costs savings for implementation of new systems and increased efficiency in the handling of enforcement cases within the affected programs;
+2. Canadian citizens will experience increased fairness due to the added investigational coverage and consistent delivery processes;
+3. ESDC personnel – Regional Integrity Operations will have a consistency in the delivery of modern services and processes; and
+4. External LE Agencies will be impacted by the consistent service and cases provided by ESDC.
+
+
+Project Management Capacity:
+Over the last fiscal year, ISB has created a PDO to centralize the function and to help increase its overall maturity level in PM. Specifically, for this project, ISB has assigned a Project Manager, two Deputy Project Managers, change management and business analysis staff to this effort. Between them, the project will have over thirty years of project experience and more than ten years of ISB experience.
+The project will be tracked using the ESDC PM framework, with the associated support from ESDC’s EPMO. ESDC executives will be kept informed of the project progress by monthly dashboard reporting and the necessary project-gating process.
+The BDM vendor will provide his or her own internal PM staff to ensure that the implementation is delivered when required by ESDC. ESDC PM will establish ongoing project update meetings with the third-party vendor that will allow for the sharing of status information and ongoing project discussions.
+Based on the implementation and capacity listed above, the ability to implement the option is rated as high.
+
+Organizational Readiness Analysis
+The following concerns have been identified regarding ISB’s readiness to adopt and take full advantage of this solution option:
+Organizational Readiness Considerations
+1. ISB is currently executing an initiative to define the business model to process Enforcement cases;
+2. Involvement from the ISB regional community, with the ongoing enforcement project, has been at the levels and effort that ISB requires to complete the work. Regional and NHQ staff have bought into the proposed changes to support the new Enforcement model and ISB expects this level of commitment to continue;
+3. Within the ISB department, this project and associated Enforcement Maturity Model work, has a high priority and staff are available as required and sufficient funding is in place to support both efforts; and
+4. The ISB team has a dedicated Change Management group who will ensure that the end-user community will be informed of the proposed changes and will have the necessary training to support the system moving forward.
+Based on the organizational readiness considerations above, the organizational readiness to adopt this option is rated as High.",""
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+"id-021952067a9e48699af49e23084eeee8","WorkPackage","Deliver H3 (Work Package)","",""
+"id-33cb708524df40faa6f50ae7a9708bfa","WorkPackage","Enforcement as a Practice (EaaP) Project","In 2016, ISB completed an audit of the enforcement function that was executed by former Canada Revenu Agency (CRA) executive Dennis Meunier. This audit resulted in what has been termed the Meunier Report. The Meunier report provides 44 recommendations to ISB on how to improve the enforcement function and a related project – Enforcement as a Practice (EaaP) has been started to implement these improvements. The EaaP project has scheduled a Beta trial starting on June 7, 2021 and has requested that the electronic solution be in place so the software and new processes can be validated together.",""
+"e16ebebf-2bd2-4471-8bbd-be5605c52811","WorkPackage","Epic","https://www.scaledagileframework.com/epic/",""
+"dd9a1ef7-56d7-4c58-b139-4ba81ed1cdd4","WorkPackage","Feature","https://www.scaledagileframework.com/features-and-capabilities/",""
+"id-7e9f8a68efdc42ec87a4108bdf16527f","WorkPackage","Process Improvement","Appendix B: Development of EA Principles
+The development of architecture principles is typically influenced by the following :
+• Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management).",""
+"id-696c7159ce7f4480ad2e6055e311ba43","WorkPackage","SAS Team Prep Work (Work Package)","",""
+"052f92c1-4a30-41ac-9aee-521b1c23222f","WorkPackage","Theme","https://www.scaledagileframework.com/strategic-themes/",""
+"id-03d7449df3784351a9e89f17d20c9955","WorkPackage","Validate and GO! (Work Package)","https://014gc.sharepoint.com/sites/SharePoint2010Migration/SitePages/About-the-Migration-Process.aspx
+
+Validate and GO!
+Your Remediation Items checklist may include tasks to complete when your site is in SharePoint Online. In addition to any rebuilding of functionality after your site contents have been replicated in your new SharePoint Online environment, you should check that your contents and their metadata (e.g. Created, Created By, Modified By etc.) have moved successfully, by comparing them with the SharePoint 2010 source. This comparison should include actual content itself and the metadata associated with it.
+
+
+
+Your SharePoint Online site is live as soon as migration is complete. Before you advise your site contributors and visitors your site is ready for use, be sure to review it to make sure it is working the way you expected.
+
+
+
+Expect some final reminders from the Project Team to guide you through these last steps.
+
+Post-Migration Message from the Project Team Confirms your migration status with a reminder to validate your site .
+Final Project Team Message A final message that includes a message template for owners to copy/paste and send to their site contributors/visitors .
+Owner Experience Survey We need your insight and feedback! Help us enhance the experience for owners in future migration waves. ",""
+"id-3bab33a63d4244a988d061f5e5a2ba4b","WorkPackage","Wave 3 IM Migration (Work Package)","Migration performed as part of the IM Migration effort underway, from SharePoint 2010 to SharePoint Online (M365).
+Wave 3 is due to happen on the weekend of September 2nd to September 6th, 2021.
+
+Countdown to Migration
+The Project Team will migrate your site over a weekend – from Friday night to Sunday night. Before migration starts, your SharePoint 2010 site will be converted to Read Only. Plan for you site to be in Read Only mode for 4 days – from Wednesday night to Sunday night.
+We will provide a message template you can use to alert your site contributors and visitors ahead of your site’s conversion to Read Only
+You can still view all site contents while in Read Only
+You will not be able to change or add content after it is converted to Read Only. If you need to work on a document, you will need to save it in a different location and then upload it to your site in SharePoint Online, after migration is complete.",""
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+"id-24cd67810cd34a0eae1a3223045633d6","Grouping","""Lean"" and ""Agile"" Expected Outcomes (Grouping)","",""
+"id-71120f45ecf041c9b3cf5d12c79fbfa5","Grouping","A STRONGER WORKFORCE","",""
+"id-f4f26a89a61749bab95939c6aaa4449c","Grouping","A STRONGER WORKFORCE","",""
+"id-69c0473ec4bf460ab62bb75eba4dfad5","Grouping","A WELCOMING CANADA","Immigration remains a driver of Canada’s economic growth.
+With other countries rejecting global talent that could help their economy,
+Canada has an opportunity as we recover to become the world’s top destination
+for talent, capital, and jobs. When people choose Canada, help build Canada,
+and make sacrifices in support of Canada, we should make it easier for them to
+formally become Canadian.
+Earlier this year, the Government announced measures to grant permanent
+residency to people who, although not Canadian citizens, had cared for the most
+vulnerable in long-term care homes and other medical facilities.",""
+"id-47cea49de9f7493190e09b69df042da7","Grouping","A WELCOMING CANADA","Immigration remains a driver of Canada’s economic growth.
+With other countries rejecting global talent that could help their economy,
+Canada has an opportunity as we recover to become the world’s top destination
+for talent, capital, and jobs. When people choose Canada, help build Canada,
+and make sacrifices in support of Canada, we should make it easier for them to
+formally become Canadian.
+Earlier this year, the Government announced measures to grant permanent
+residency to people who, although not Canadian citizens, had cared for the most
+vulnerable in long-term care homes and other medical facilities.",""
+"id-438ca9e19a864a1591d937507830585d","Grouping","ADDRESSING GAPS IN OUR SOCIAL SYSTEMS","",""
+"id-025affabae8f46869f8500be0f4b48d3","Grouping","ADDRESSING GAPS IN OUR SOCIAL SYSTEMS","",""
+"id-00f4109ebe89472994c5efc690e97700","Grouping","ADDRESSING SYSTEMIC RACISM","",""
+"id-dcfd8f803a91437784e47942cd8a8c05","Grouping","ADDRESSING SYSTEMIC RACISM","",""
+"id-fd863d3eb83d4eacbe7493b603d5f4d3","Grouping","API Standards","API Standards
+Web service APIs are interfaces for data transmission or exchange using the Web’s HyperText Transfer Protocol (HTTP).4
+An API client can obtain data from an API or post data to an API. Analysis and transformation software can obtain source data and contextual metadata from APIs, can post integrated data to APIs, or can serve APIs from which integrated data is obtained.
+There were 22,000 APIs registered with the ProgrammableWeb™ API Directory5 in June 2019, with the number growing at 220 APIs per month. Many domain-specific data structure standards (including FHIR, OFX, and the Open Banking Standard) define data structures used in APIs.",""
+"id-54ff5535edc54078864e7f2006542648","Grouping","APM Assessment","This area contains Application Portfolio Management (APM) information related to affected applications (if applicable). It is used to highlight the current status of applications plus the short term and long term disposition as follows:
+
+1. Sustain - To leave as is and maintain.
+2. Decommission - To retire (sunset) application.
+3. Remediate - To improve code quality, developer productivity and overall reliability of application.
+4. Re-Platform - To port an application from one technical platform to another by reusing (partially or fully) the code asset in the target platform.
+5. Replace - Removing the existing application by decommissioning it and replacing it with another solution
+6. Consolidate - Replace an application with another existing application capable of scaling.
+7. Enhance/Expand - Reuse and extend functionality via development or additional software components/modules.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+In the APM context, an application is designated as Strategic, Core Delivery, or Supporting based on the top level capability within the Departmental Business Capability Model (DBCM) that it supports. It is deemed mission critical through the Business Impact Analysis (BIA) process according to TBS criteria. ",""
+"id-a08c0cc6b5ce4942b5fc985a8b7c09a0","Grouping","Appendix E: Definitions","",""
+"id-dc2ced99b5184a14916841b311745b5b","Grouping","APPLICATION ARCHITECTURE","Application architecture
+click here for Application Architecture guide
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/ApplicationGuide
+Application architecture practices must evolve significantly for the successful implementation of the GC Enterprise Ecosystem Target Architecture. Transitioning from legacy systems based on monolithic architectures to architectures that oriented around business services and based on re‑useable components implementing business capabilities, is a major shift. Interoperability becomes a key element, and the number of stakeholders that must be considered increases.",""
+"id-be40e734c6b04e3a81aa2a51db61ec5f","Grouping","Application Architecture Principles","5. Application Architecture Principles",""
+"id-b5ec0075c2d847a482d85c7f3fb6f45b","Grouping","Architecture Outcome","1. Enterprise/Strategic – the target state solution/architecture.
+2. Tactical – a solution/architecture that is a step towards the target state.
+3. Interim – a solution/architecture that is for a period of time that may or may not move towards the target state.",""
+"id-d9846732bbe24d0da05a7812ab8e4473","Grouping","Architecture Principles Influencers","",""
+"dc96dc80-0a95-4dc3-818b-8cc62198fd2a","Grouping","Assets at Risk","",""
+"e861b2fc-9b47-4d53-8c55-9da526503ed9","Grouping","Assets at Risk","",""
+"id-72ecc4c97ef84b739625366f5fe73a45","Grouping","Barriers Hindering EA (Grouping)","Barriers can hinder the Enterprise Architecture (EA) discipline at ESDC. In theface of such adversity, we need to confront these hurdles to pave the way for the digital government transformation journey.
+
+“There is a need for a paradigm shift in the way we define and deliver change in the organization. We need to weigh our decisions based on their value to clients and key stakeholders, and be outcome-drivenin our design approach to ensure that our changes are properly scoped and laser-focused. Changes should be considered across the enterprise to ensure that there is always common value derived from investments. We must also ensure that we are not reinforcing silos and creating disparate architectures, essentially sacrificing long-term business agility for short-term project agility. Adopting an approach that takes all of this into consideration is key and needs to be ingrained in the way we do business to ensure future success.”- Kevin Herman (Manager, Business Architecture)
+
+As EA practitioners, we need to remember that we are master change agents, and innovative and out-of-box thinkers. Moving forward, architects will need strong business skills and a proficiency in human interactions to guide investments and decisions across business and IT. This will allow the organization to create value by exploiting new digital government/business opportunities and innovation.",""
+"id-ea1bd8adb6b24dc7ad836ca14fc1bdf2","Grouping","BDM Alignment","Alignment to BDM Target State Architecture (if applicable):
+1. High – high degree of alignment to multiple IM/IT objectives or strong support of a major strategic objective.
+2. Medium – a good degree of alignment to multiple objectives.
+3. Low – lower impact support for 1 or more objectives.
+4. Not aligned – vague or ambiguous relationship to objectives.",""
+"id-e01e616e14f642da85129d8cb066b340","Grouping","BDM Capabilities and Enablers","",""
+"id-f776fb34554340e09ac8a40ab0d88562","Grouping","BDM Core","1. Core – the proposed solution directly supports core departmental business or is otherwise critical to enabling the department (11-BDM) to deliver its mandate.
+2. Non-core – the proposed solution is not critical to fulfilling the departmental mandate or is a common, commoditized service not unique to ESDC (11-BDM).",""
+"id-2cf0484e98774bc594e05a5e5cf7b7d1","Grouping","BDM Milestones, Year 1 (Grouping)","Year 1 (2020-2021 fiscal year)
+• BDM System Integrators (SIs) Onboard onto QualiWare: SIs are using the QualiWare tool to create architecture information/data, models/diagrams, and deliverables for defining the BDM architecture.
+• BDM Data Architecture: Foundational concepts of the information/dataarchitecture are leveraged to develop the BDM data architecture.
+• BDM Outcomes Integration: The program’s benefits and dependencies between projects are linked to BDM tranche outcomes.",""
+"id-2b0e1bed15ae4240ab584d570bd06f7a","Grouping","BDM Milestones, Year 2 (Grouping)","Year 2 (2021-2022 fiscal year)
+• Emerging Technologies for Ancillary Components for BDM: Research of suitable technologies for BDM ancillary components continues.",""
+"id-483a862468ac46b4ae7790914726e280","Grouping","BDM Milestones, Year 3 (Grouping)","Year 3 (2022-2023 fiscal year)
+• Digital Government Platforms: Develop the Digital Government Platform architecture and the associated roadmap for the department while leveraging the BDM target-state architecture.",""
+"id-347055e0fc024c5a9c5c90c16ed7e7fd","Grouping","BUSINESS ARCHITECTURE","Business architecture
+click here for Business Architecture guide
+https://wiki.gccollab.ca/GC_Enterprise_Architecture/Framework/BusinessGuide
+
+Business architecture is a critical aspect for the successful implementation of the GC Enterprise Ecosystem Target Architecture. The architectural strategy advocates whole‑of‑government approach where IT is aligned to business services and solutions are based on re‑useable components implementing business capabilities in order to deliver a cohesive user experience. As such, it is essential that business services, stakeholder needs, opportunities to improve cohesion and opportunities for reuse across government be clearly understood. In the past these elements have not been a priority. It is expected that the IT culture and practices will have to change to make business architecture, in general, and these elements a primary focus.",""
+"id-f634a78767d342f69ea26eb3fc66df56","Grouping","Business Architecture Principles","3. Business Architecture Principles",""
+"id-61166f7bb63f4cb4b713350cc67234bc","Grouping","CANADA IN THE WORLD","We must take action on all of these priorities at home. But we must also address
+the world in which we live.
+COVID-19 has accelerated the existing trends toward a more fragmented global
+order. It remains in Canada’s interest to create and maintain bilateral and
+multilateral relationships to advance peace and economic prosperity.",""
+"id-1c78fd9a8feb4fa7a47edc4085502043","Grouping","CANADA IN THE WORLD","We must take action on all of these priorities at home. But we must also address
+the world in which we live.
+COVID-19 has accelerated the existing trends toward a more fragmented global
+order. It remains in Canada’s interest to create and maintain bilateral and
+multilateral relationships to advance peace and economic prosperity.",""
+"id-3ad744fbf08c4fc0b3af9dca99785051","Grouping","CANADA'S TOP SCIENTIFIC MINDS","From the Vaccine Task Force that provides the best advice on vaccine purchasing
+and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting
+vulnerable populations, Canada’s top scientific minds are guiding the
+Government every step of the way.",""
+"id-491d03360e704bd2913381ab91b2617e","Grouping","CANADA'S TOP SCIENTIFIC MINDS","From the Vaccine Task Force that provides the best advice on vaccine purchasing
+and roll-out, to the Immunity Task Force looking at how COVID-19 is affecting
+vulnerable populations, Canada’s top scientific minds are guiding the
+Government every step of the way.",""
+"id-74e67f5279a647f4b1db60f6a4180104","Grouping","Capability","Indicates a GC-wide requirement that is not unique to ESDC. We should always “act as one” and seek all-of-government solutions wherever possible.",""
+"a62ce0e1-43a5-413a-8258-ec9ad80dbc80","Grouping","Common Services","",""
+"f8abb2ee-cabd-4ce5-a879-6f7865ba28f8","Grouping","Continuous Monitoring","",""
+"84960a7d-8ca4-4f5a-b241-256cec1a89f5","Grouping","Continuous Monitoring (copy)","",""
+"id-3e18bc61942844e78679cada4f255147","Grouping","CREATING JOBS","",""
+"id-7246b69ce9aa445ab75affc5acb57519","Grouping","CREATING JOBS","",""
+"id-79d7cb736a2b437490e6d3a1903ce66d","Grouping","Data Analysis and Transformation Standards","Data Analysis and Transformation Standards
+Data analysis22 is a process of inspecting, cleansing, transforming, and modeling data with the goal of discovering useful information, informing conclusions, and supporting decision-making.
+Data transformation23 is the process of converting data from one format or structure into another format or structure. Generally, it does so while preserving the semantics of the data.
+“Datafication” is a technological trend turning many aspects of our life into data (Cukier; see References). This often includes the transformation of unstructured and semi-structured data into structured data. Examples include natural language processing, computer vision, and signal (e.g., satellite imagery) processing.
+There are standards that apply to data analysis and transformation professionals and processes, and there are standards for software data analysis and transformation programs.",""
+"id-c50460d1e2ef43e4892465254807ac59","Grouping","Data Classification","1. Unclassified The data managed by the architecture has a data classification of unclassified.
+2. Protected A The data managed by the architecture has a data classification of Protected A.
+3. Protected B The data managed by the architecture has a data classification of Protected B.
+4. Secret The data managed by the architecture has a data classification of Secret.",""
+"id-265c637c6f3c41e59a98c36b749292db","Grouping","Data Fabric and Data Mesh","Data Fabric and Data Mesh
+A data fabric is an architected system that provides uniform access to data held in multiple, disparate sources. To do this, it uses data integration as the underlying implementation. A data mesh is an architected system which, like a data fabric, uses data integration implicitly, but which need not provide uniform access, and is based on data products. Relatively few enterprises have data fabrics or data meshes today, but their use is growing.",""
+"id-c7de31940dc24c43beed100c698b8f5d","Grouping","Data Foundations Drivers For Change","1.2.7. Drivers for Change
+In the first year after its creation, the CDO consulted broadly within ESDC and examined industry trends and challenges faced across Government of Canada (GC). Numerous challenges were identified by multiple stakeholders, and the following themes emerged:
+• The collection, storage and analysis of data is widely dispersed across multiple branches, program areas and regions within the department. This has many consequences:
+o Employees face barriers to accessing information they need to perform analysis that will benefit Canadians and the department
+o Privacy controls and transparency of use of data for citizens is inconsistent across data holding and business lines
+o Data from different program areas cannot be linked to accurately and efficiently support necessary, authorized policy insights requested by government
+o Performance reporting, forecasting and workload management are limited and inconsistent across programs. There are inadequate performance measures that focus on outcomes.
+• Program and project authorities take a tactical “program/project first, enterprise second” view toward data priorities resulting in little or no advancement toward strategic enterprise outcomes.
+• Enterprise infrastructure to support advanced and emerging data analytics, for example modern data visualization practices, forecasting, machine learning and artificial intelligence does not exist at the enterprise level and cannot be consistently or effectively implemented in small program/project silos.
+• ESDC has a very large investment portfolio with Statistics Canada that is scattered among many divisions and branches. Data collected from surveys, research and partners is difficult to integrate with program data to derive insights into how the program is responding to intended outcomes, or unintended consequences.
+• In some areas where data is accessible and usable, low data literacy is limiting data value.
+• Executives, accustomed to managing human and financial resources, lack the understanding, tools and skills needed to manage data as a resource with comparable skill.
+• To get work done, employees often extract data from secure systems into network assets such as Excel work sheets to manipulate data. Executives often do not have clear line of sight into who has access to what data, and for what purpose.
+
+As a result of these and other challenges, ESDC is facing missed opportunities to generate strategic insights, to pursue opportunities, to reduce risks and to realize greater efficiencies. The department is also challenged to advance its commitment to open up more of its data holdings to the public and Canada’s research community.
+Resources are limited and must be invested with probity and efficiency. ESDC must maximize opportunities and investments in data while reducing the burden on its own resources and on Canadian taxpayers.",""
+"id-dbf8280c493c4672a88e42961f2a73bb","Grouping","Data Integration Challenges","Data Integration Challenges
+Data integration projects are often conceived at a high level; for example, “Following the merger with our major rival, we will have a large, combined customer base to which we will market our products”. Such simple high-level statements typically omit to mention some difficult problems that Technical Architects and Data Architects must solve. For example, the major rival may well identify its customers in a different way to the group that it is joining, and collect different information about them.
+This section outlines some of the key data integration challenges.",""
+"id-18c7fce0b8f04b16ab560a9a0973e1a1","Grouping","Data Integration Context","Data Integration Context
+A data integration may be architected as part of a Solution or Capability Architecture development or as part of an Enterprise Architecture development. The TOGAF® Standard (see References) defines an Architecture Development Method (ADM), and its Enterprise Continuum provides an overall context for architectures and solutions, and classifies assets that apply across the entire scope of the enterprise.
+One of the key aspects of Enterprise Architecture implementation is data migration from the existing to the target environment. The target environment is generally rationalized and streamlined, entailing a major data integration effort to migrate the data.
+Most data integration architectures are in the organization-specific part of that continuum, guiding and supporting organization-specific data integration solutions. Portals, integrated information environments (An Information Architecture Vision: Moving from Data Rich to Information Smart; see References), information sharing environments, and emerging data fabric/data mesh concepts are common systems architecture concepts, and they guide and support the use of vendor and open source data platforms that are common systems solutions.
+A data integration is typically preceded by planning, discovery, and extraction, and followed by verification before the integrated data “goes live”. From that point, it is subject to lifecycle management, which determines its storage, use, and eventual disposal. These activities are all carried out in accordance with information governance, as illustrated in Figure 1:
+• Plan: includes representing information holdings and identifying shortfalls, such as a lack of requisite quality
+• Discover & Extract: includes analyzing the shortfalls, finding sources and information quality (often through metadata), assessing privacy and legality of extraction, cost-benefit analysis, and getting the information required directly or indirectly (e.g., through data as a service)
+• Transform & Integrate: includes transforming data into a standard enterprise format, assessing information loss and resultant quality, information sub-integration (e.g., multi-sensor), creating metadata for integrated data, and integration with existing information holdings
+• Verify: includes establishing the legal/privacy/policy framework, determining whether the integration is legal, determining whether the integration is in line with enterprise values and brand, and determining the need to transform (e.g., anonymize) integrated data
+• Use: includes operations, decision support, and analytics; for example, Business Intelligence (BI) and Machine Learning (ML)
+
+