EA Culture in Government of Canada
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Building a Enterprise Architecture Culture - Government of Canada Case Study We believe complex problems can be solved
description
The Government of Canada has established enterprise architecture practice as a government-wide culture. This has been achieved through a series of incremental changes to management practice over the past two decades. The result is a management approach that has strong enterprise architecture underpinnings. In this talk, we will explore the initiatives that have created this culture and explore the impact on both governance, management, and the practice of enterprise architecture in the Government of Canada. Key Takeaways: Not all enterprise architecture practice is done by enterprise architects Effective enterprise architecture practice is done, not talked about Enterprise architects must be bridge builders. Originally presented at the Open Group Philadelphia conference July 15.
Transcript of EA Culture in Government of Canada
Building a Enterprise Architecture Culture - Government of Canada Case
Study
We believe complex problems can be solved
About the Government of Canada
Constitutional Monarchy (Westminster style of government)
Separation between politics and public service
Departments are legally independent. Accountability rests with responsible minister
Central Agencies provide support to CabinetPrivy Council Office
Treasury Board Secretariat
Comptroller General
Office of the Chief Human Resource Officer
Finance 15-Jul-2013www.conexiam.com2
The Timeline
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Network Consolidation
Platform Standardization
Enterprise Systems80’s and 90’s
Y2K Invento
ry1998-2000
GOLClient
Interface Standardizat
ion2000-2004
Business Transformat
ion
Strategic Business
Architecture2004-2008
TREASURY BOARD ASSUMES MANAGEMENT BOARD ROLE
PLANNING, REPORTING, AND ACCOUNTABILITY STRUCTURE POLICY
RESULTS FOR CANADIANS MANAGEMENT
ACCOUNTABILITYFRAMEWORK
BUSINESS TRANSFORMATION ENABLEMENT PROGRAM
POLICY RENEWAL
BENEFITS REALIZATION
POLICY ON MANAGEMENT RESOURCES & RESULTS STRUCTURE
POLICY ON EVALUATION
1998
20032004
20052006
20082009
1994
ManagementCommitment
Principles
FEDERATED ARCHITECTURE PROGRAM
2003
Governance Institutionalization
The Management Commitment
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ComptrollerManagement
Board
1994 Treasury Board changed to a management board
• In response to a serious budget crisis
• Control evolution of the enterprise
Establishing PrinciplesResults for Canadians: A Management Framework for the Government of Canada
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(Transparency for)Results
Responsible Spending
(Public Service) Values
Citizen Focus
Government Online and
Federated Architecture ProgramGovernment Online was motivated by citizen focus management focus
Federated Architecture Program put in place to guide direction
Cross-government architecture governance instituted
Architecture Domain Teams (Security, Network, Application, Platform)
Senior level cross-government review board Architecture Review Board
Secure Channel – network, user authentication, and essential middleware
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1999
Government Online and
Federated Architecture ProgramThree stage (tier) roadmap
Tier 1 involved establishing a strong federal presence on the Internet by 31 December 2000
Tier 2 would deliver secure, interactive electronic services by 2005
Tier 3 would provide for leading-edge pilot projects to validate new technologies or to support interjurisdictional service offerings
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Business Transformation Enablement Program (BTEP)Key weakness of FAP – lack of business architectureKey features of BTEP – Avoid the Vision Trap
Demand driven business design
Service orientation
Focus on value
Engagement driven
Key Challenge – sponsored from Chief Information officer BranchSeniors Portal / Public Safety Interoperability Strategy / IM Program Design / IT Security Strategy / Grants and Contributions Action Plan
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2004
(Administrative) Policy Renewal
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Policy Framework
Policy
Directive
Standard
Guideline Tools
Foundation Framework
ContextRationale
PrinciplesAccountability
Direction Support
Policy Framework
Formal statement that provides context and broad guidance with respect to policy themes or clusters. Also provides the supporting structure within which specific Treasury Board policies and other instruments can be understood in strategic terms. Explains why Treasury Board sets policy in particular area.
Usual Audience: Deputy Heads
Application: Architectural
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Management Resources and Results Structure
(Program Alignment
Architecture)
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Strategic Outcomes
Programs
Sub-Programs
Sub-Sub-Programs
FunctionalDecomposition
Financial Delegatio
n Structure
Expected Results
Resources Objectives
Management Resources and Results Structure
(Program Alignment
Architecture)
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Strategic Outcomes
Programs
Sub-Programs
Sub-Sub-Programs
FunctionalDecomposition
Financial Delegatio
n Structure
Expected Results
Resources Objectives
GovernanceCabinet Approves Structure
Parliament Approves Roadmap (Report on Plans and Priorities)
Management Accountability Framework
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Governance &
Strategic Direction
Public Service ValuesCitizen-Focused Service
PeoplePolicy and Programs
Accountability
StewardshipRisk
ManagementLearning, Innovation, Change
Management
Results and Performanc
e
10 Areas of
Management
Management Performance
Measured Annually
Intensifying
Objectives
Whole of Government Framework
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Practices Encouraged by Policy and the MAF
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Program Evaluation
Integrated
Business Planning
Service Standar
ds
IT Strategic Investm
ent Planning
Project Gating
and Benefits
Realization
Use of Shared Service
sIT Service Management
Shared Services CanadaInfrastructure Consolidation
Established in FY 2012-13
First Steps:Move People
Move Assets
Priorities:Data center consolidation
Platform as a Service
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Status
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General Management Capabilitiesmost departments have a senior executive responsible
for EA
Foundational Architect Capabilitiespockets of maturity – most capability low maturity
Architecture at Strategy
Level
embedded in
management practice
Architecture at Program
Level
BTEPPockets of Excellence
Architecture at Project
Level
Benefits Realization
FocusPockets of Excellence
Architecture for 3rd Party Contractors
Shared Services??????
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What Can We Learn?Not all enterprise architecture practice is done by enterprise architects.
Effective enterprise architecture practices is done, not talked about.
Capability development is not a straight line
There will always be more work to be done
Establishing an EA culture takes patience
Governance is key
Enterprise architects must be bridge builders
Performance Management works as a way of building architecture culture
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Complex business
Complex problems
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