ICEGOV2009 - Tutorial 2 - part 2 - Architecting the Connected Government: Practices and Innovations...
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Transcript of ICEGOV2009 - Tutorial 2 - part 2 - Architecting the Connected Government: Practices and Innovations...
MODULE 2/2Architecting the Connected Government: Practices and Innovations in Singapore
United Nations International Conference on Theory and Practice of E‐GovernmentICEGOV 2009
November 10 – 13, 2009Bogota, Colombia
Dr. Pallab SahaNational University of SingaporeInstitute of Systems Science
© 2009 NUS Institute of Systems Science. The contents contained in this document may not be reproduced in any form or by any means, without the written permission of ISS, other than for the purpose for which it has been supplied.
Agenda
Linking E‐Government and EA• Evolution of Singapore’s E‐Government Programme
• Singapore Government EA (SGEA)• Early Architecture• Reference Models• Methodology• Differentiated EA Design
• Government Transformation with SGEA• Further Activities
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Source: Enterprise Architecture As Strategy; Ross, Weill, Robertson; 2006
EA Maturity Stage Model
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Benefits of EA
Source: MIT CISR Research Briefing, Ross, 2005
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E‐Government and E‐Government Stage Models
• Refers to the use by government agencies of information and communication technologies that have the ability to transform relations with citizens, businesses, and other arms of government.
• Several available models (like the Gartner, Deloitte & Touché, Accenture).
• The key stages of E‐Government Maturity include:– Web Presence
• Simple, static information through websites. One‐way communication.
– Interaction• Simple interaction which is very agency centric.
– Transaction• Conduct of complete online transactions. Needs some of cross‐agency
communication
– Transformation• Connected government (both vertical and horizontal).
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EA is Essential for E‐Government
E‐Government Stage
Enterprise Architecture
Maturity StageExplanation / Notes
Application Silos
Standardized Technology
Optimized Data and
Applications
Business Modularity
1. Web presenceAgencies / departments still operate in their silos and almost don’t need any architecture.
2. InteractionSimple two‐way communication needs very basic and few common technology standards, but still largely within their silos.
3. TransactionComplete online transactions needs moderate level of cross‐agency collaboration and sharing at the technology level.
4. Transformation (Connected)
Government appears and operates as ONE, high degree of integration needs common and shared business functions and outcomes.
Source: Advances in Government Enterprise Architecture; Saha; 2008
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Agenda
• Linking E‐Government and EAEvolution of Singapore’s E‐Government Programme
• Singapore Government EA (SGEA)• Early Architecture• Reference Models• Methodology• Differentiated EA Design
• Government Transformation with SGEA• Further Activities
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Singapore’s Infocomm Plans
Source: Singapore E‐Gov Journey; eGL @ NUS; 2008
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Evolution of Singapore’s E‐Government Programme
E‐Government Plan
(Generations)Key Points / Evolution Stage
1. Civil Service Computerization Plan (1980 – 1999)
1. Build the IT infrastructure foundation
2. Automation of simple activities (paperwork elimination)
3. Encourage the use of Internet
4. Maps to Web Presence and Interaction stages in the E‐Government stage model
2. E‐Government Action Plan I (1999 – 2003)
1. Consolidation of computing resources
2. Establishment shared data center and civil services network
3. Maps to Interaction stage in the E‐Government stage model
3. E‐Government Action Plan II (2003 – 2006)
1. Delivery of accessible, integrated and value added public services
2. Adoption of common infrastructure, information management and technical standards
3. Foster cross‐agency collaboration
4. Maps to Transaction stage in the E‐Government stage model
4. Integrated Government 2010 (2006 – 2010)
1. Integration of government and public services
2. Enhancement of e‐engagement, capacity and synergy
3. Maps to Transformation stage in the E‐Government stage model
Source: Advances in Government Enterprise Architecture; Saha; 2008
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Agenda
• Linking E‐Government and EA• Evolution of Singapore’s E‐Government ProgrammeSingapore Government EA (SGEA)
Early ArchitectureReference ModelsMethodologyDifferentiated EA Design
• Government Transformation with SGEA• Further Activities
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SGEA – Early Architecture
• As part of its E‐Government Action Plan I (E‐GAP I), there was a need for a well‐designed, reliable and scalable infrastructure
• Triggers for early architecture included:– Inter‐operability– Economies of scale– Cross‐agency collaboration at a technical level
• This led to the development of Singapore’s technology standard blueprint called the “Service‐Wide Technical Architecture (SWTA)” in 1999.SWTA Quick Facts
Collection of nine technical domainsConsists of standards, guidelines, best practices and recommended implementationsMeant for agencies to adapt / adoptMandated as part of IT Governance policyUpdated every six monthsWell established
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
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SGEA – The Next GenerationProgramme is formally called Enterprise‐Wide Architecture for Value Enhancement (eWAVE)Enterprise Architecture (EA) is a blueprint which links
Business functions; Relevant data standards;Common systems and services; and Technologies
Cross‐agency in order to achieve enterprise level or whole‐of‐government (integrated) goalsSW
TANew
Develop
men
t
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
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eWAVE – Reference Models
• Development of reference models which agencies can refer to, in order to find out which agencies they can collaborate with and what shareable data and components are available for use– Business Reference Model
– Data Reference Model
– Solution Reference Model
– Technical Reference Model (earlier called SWTA)
• Identify key potential areas for collaboration
• Develop methodology to help agencies develop their own EASource: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
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eWAVE – Business Reference Model (1/2)• Provides an organised view of the business of Government using common terminologies
2 Business Areas. Represent the highest level description of the business operations of the Government
33 Lines of Business. These Lines of Business describe more specifically the services and products the Government provides to its stakeholders
137 Business Functions. Describes specific activities that Agencies perform within each Line of Business
INCR
EASING GRA
NULA
RITY
AND DETAIL Business Areas
Business Functions
Lines of Business
Source: Singapore Government Enterprise Architecture; IDA; 2006
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eWAVE – Business Reference Model (2/2)(The Business of Government)
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
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eWAVE – Data Reference Model
• Specifies definitions for data elements that are commonly used across agencies, to enable more effective data exchange
• DRM comprises:– Key data entities (Person, Company, Business, Limited Liability Partnership, and Land) and numerous data elements based on the People, Business, and Land Hub
– Several sets of codifications
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
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eWAVE – Solution Reference Model (1/2)
Government‐WideShared Systems
Corporate Planning & Development
Finance HRInformation Management
and Consulting
BLISS
SAS@Gov
PM2S
MCPS
NFS@Gov
PaC@Gov
PM2S
PRAISE
TRAISI
VOG
eventshub@sg
Project & Logistics Management
GeBIZ
Public Communications
SGMS
eventshub@sg
Shared Systems
Source: Singapore Government Enterprise Architecture; IDA; 2006
• Contains a portfolio of systems and service components that can be shared / reused across the Government
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eWAVE – Solution Reference Model (2/2)
No Attribute Description
1 Business Context <Refers to business function in Business Reference Model>
2 Name Government Electronic Business (GeBIZ)
3 Description
GeBIZ is an integrated end‐to‐end System, which allows public sector officers to perform a range of procurement and revenue tender activities. It also provides government suppliers access to procurement opportunities in the public sector and the option to trade electronically with the government
4 Owner Ministry of Finance (MOF)
5 Platform Web‐based, BEA WebLogic
6 Database Oracle
7 Status PRODUCTION Source: Singapore Government Enterprise Architecture; IDA; 2006
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eWAVE – Technical Reference Model
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
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eWAVE – MAGENTA (1/5)
• Purpose:– Build consensus and common foundation among agencies– Fill knowledge gaps– Encourage participation and establish commitment– Raise levels of effectiveness, quality, efficiency, interoperability, and return on investment for EA capabilities
– Use of real life case study for validation
Methodology for Agency Enterprise Architecture(MAGENTA)
Source: Advances in Government Enterprise Architecture; Saha; 2008
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eWAVE – MAGENTA (2/5)
Source: Advances in Government Enterprise Architecture; Saha; 2008
Stakeholder Groups
Progress in Time
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eWAVE – MAGENTA (3/5)
• Methodology– Step‐by‐step instruction oriented– Structure
• BRIEF DESCRIPTION: An executive summary type description of the phase. • PURPOSE: A bulleted list of four to five key points that would capture the intended outcomes and
overall expected results of the phase. • INPUTS: These identify the critical information that should be available or collected prior to initiating
the phase execution. In many cases, inputs to a given phase can correspond to the outputs from the preceding phase(s).
• SEQUENCE OF ACTIVITIES: A flow‐chart (or equivalent) representation of the sequence of activities that occur in the phase.
• DETAILED ACIVITIES: Textual description of the activities (and tasks) belonging to the phase. The description will also identify the specific inputs required in performing the activity.
• OUTPUTS / OUTCOMES: These identify the resulting architectural information produced by the activities in the phase. The outputs can include formal architecture artifacts or business outcomes.
• GOVERNANCE: This identifies the key stakeholders in the phase and the level of their involvement (Responsible, Accountable, Consulted and Informed) in performing the activities.
• SUMMARY CONTENT AREA OF FOCUS: The primary content areas that the phase focuses on.• KEY PRACTICE CONSIDERATIONS: This lists the key factors / points / issues to be kept in mind when
executing the phase. • TEMPLATES / REFERENCES / GUIDELINES: This is a generic illustration of the architecture output.
Every architecture output produced in the phase will have a template.• SAMPLES: This is an example of the application of the template / reference / guideline. • CASE STUDY: Demonstrates the use of the methodology with the development of EA for a Singapore
Government Agency
Source: Advances in Government Enterprise Architecture; Saha; 2008
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Processes, Activities,
Tasks
Business Policies,
Rules
Operating Model
ConceptualApplication
Components
Business Architecture Concept Map
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Operationalizing EA with MAGENTA (4/5)
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MAGENTA Scope and Nature (5/5)
• MAGENTA is intended for application at different agencies in the following clusters:
• Government administration
• Manufacturing and services
• Education and learning
• Healthcare and social services
• Justice and law enforcement InspireLead
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Design Models Across Organization Layers
Enterprise
Line of Business
Segment
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Typical Business Concerns• Redundant and duplicative services and
investments
• Lack of prioritization mechanisms
• Technology Diversity
• Weak business‐IT alignment approaches
• Absence of inter‐agency collaboration (WOG, cluster, ministry)
• Proliferation of numerous strategic & operational management practices with no clear linkages
• Weak IT governance capability
• Weak technology acquisition discipline
• Spiraling IT costs
• Lack of capability to manage system complexity and change
• Fragmented business processes and systems capabilities
• Lack of methodology to identify business opportunities by leveraging technology innovation
• Limitations in quality aspects of mission‐critical applications
• Absence of strong integration capability
• Weak vendor assessment and management capability
• Inability to manage ‘networked virtual organizations’
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Typical EA Application Scenarios• Technology Standardization
• Business Process Harmonisation
• Business Transformation / Modernization
• Application Harmonization / Modernization
• Data Standardization
• Data Center Consolidation / Infrastructure Management
• Service Consolidation / Shared Services
• Investment / Portfolio Management
• Application Landscape Planning / IT Planning
• SOA Initiation
• VirtualizationInspire
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Some Facts About MAGENTA
1. Released in January 2007, it is the world’s first national EA methodology.
2. MAGENTA will be incorporated into an industry leading EA tool.
3. It is being adapted and adopted in the private sector too.
4. It has been referred to for the development of the Integrated Methodology for Business Transformation (iMBT) for MINDEF.
5. Ideas from MAGENTA are influencing GEA programmes in several countries.
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Agenda
• Linking E‐Government and EA• Evolution of Singapore’s E‐Government Programme
• Singapore Government EA (SGEA)• Early Architecture• Reference Models• Methodology• Differentiated EA DesignGovernment Transformation with SGEA
• Further ActivitiesInspire
LeadTransform
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Connected Government
• The concept of connected government is derived from whole‐of‐government approach which utilizes technology as a strategic tool and as an enabler for public service innovation and productivity growth
Moving to Connected Governance
Source: UN E‐Government Survey 2008; United Nations; 2008
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Broad and Deep in Scope
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Towards Connected Government with eWAVE
Source: Advances in Government Enterprise Architecture; Saha; 2008
Line ofSight
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Captured in the BRMs and does not change very often
Collection of Business Functions for key products and services makes the Value chain
Focus of architectural analysis (development of as‐is and to‐be views)
Structuring the Business Architecture
Roles, Departments, Resourcesperforming a single value chainare collectively called CollaborativePractice Unit (CPU)
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Healthcare Stakeholders and Relationships
Government, Quasi-
Government and Professional
Bodies
GPs, Physicians, Surgeons, Nurses, Medical Assistants, Physio and
Occupational Therapists, Laboratory Technicians, Medical
Equipment Technicians, Radiographers
Hospitals, Clinics, Medical Practices,
Laboratories, Primary Health Centers
Healthplans, Insurance
Companies, NGOs / Charities Universities,
Research Centers
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Generic Care Delivery Value Chain (CDVC)
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CDVC for Chronic Kidney Disease
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Common Business Activities• Common activities / processes that can be extracted out and
shared across business entities– Sharing within organization LOBs / functions
– Sharing between organizations within the cluster
– Sharing with external partners
• Can be identified from the value chains
• Facilitate identification of collaborative opportunities
• Allows taking benefit of economies of scale and supports SOA adoption (if desired)
• Can facilitate the move to shared services
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Using BRM to Identify Collaboration Opportunities
A group of organization functions collaborating in the context of a common business process is called the Collaborative Practice Unit (CPU).
Every CPU must have non‐ambiguous governance mechanism.
Busine
ss
Function
OrganizationFunction
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Using DRM to Build Agency IA
• To align agency data standards with the Data Reference Model
• To identify source data for data reuse (instead of collecting it again)
• As a reference for agencies to develop their own Information Architecture
Source: Singapore Government Enterprise Architecture; IDA; 2006
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Using SRM to Build Agency AA
Looks in SRM to see if there are shared systems or service
components it can use
Agency wants to develop a system
Does not find suitable shared system /
service component ‐proceeds to build /
collaborate
Finds a suitable system / service component and
proceeds to use them
SRM
Source: Singapore Government Enterprise Architecture; IDA; 2006
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Disintermediation of Government Agencies
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Government‐Wide Agency EA
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MAGENTA Provides Line of Sight(Government‐Wide Agency EA)
Vertical Line‐of‐Sight
Lateral Line‐of‐Sight InspireLead
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National Initiative1 NEHRA Programme (Illustrative) (1/2)
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National Initiative1 NEHRA Programme (Illustrative) (2/2)
Healthcare Virtual Organization
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National Initiative2 Shared Services (Strategic Outsourcing)
• Establishment of a separate organization to offer common business services (non‐core for clients)– Previously known as the Centre for
Shared Services (CSS), VITAL.org is the public sector’s efforts to aggregate common corporate services to drive economies of scale
– A department under the Ministry of Finance, VITAL.org serves an impressive list of Ministries, Departments, as well as Statutory Boards in Singapore
Source: www.VITAL.org; 2008
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Mapping the Progress of EA vis‐à‐vis E‐Gov
Source: Advances in Government Enterprise Architecture; Saha; 2008 InspireLead
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Architectural Challenges for Connected Government
• Multiplicity of links and interactions
• Identify management and mapping
• Data distribution and ownership
• Level of infrastructure centralization
• Integration with back‐end services
• Flexibility and agility
• Scalability, Performance and AvailabilityInspire
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Agenda
• Linking E‐Government and EA• Evolution of Singapore’s E‐Government Programme
• Singapore Government EA (SGEA)• Early Architecture• Reference Models• Methodology• Differentiated EA Design
• Government Transformation with SGEAFurther Activities
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EA Initiatives for Architecture Transitioning
• An EA initiative (architecture initiative) delivers a subset of the target EAand is capable of returning value to the customer when constructed, implemented and deployed as an independent entity.
• Examples of initiatives include:– Business process reengineering– Technology consolidation / decommissioning – Database migration– New systems development– Current application reengineering
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A Cash & Investment Flow Pattern of a Typical EA Initiative
• Cash flow projections form the core of all business cases• Represents a sequence of calculations of a specific financial position over time• Generally calculated at monthly, quarterly or yearly intervals• For each calculation point, all costs and benefits have to be factored in as they occur• By summing costs and benefits, a cash flow analysis allows determination of whether the project is
cash‐positive or cash‐negative over its lifecycle
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NPV Rank Chronology / Stream NPV (‘000) % Optimal NPV Loss (‘000)
1 CABD 1,804 100% 0
2 CAB 1,787 99% 17
3 CAD 1,761 98% 43
4 CADB 1,758 98% 47
5 CA 1,744 97% 60
6 ACBD 1,734 96% 70
7 ACB 1,717 95% 87
8 ACD 1,691 94% 113
9 ACDB 1,687 94% 117
10 AC 1,674 93% 131
11 CDA 1,616 90% 189
12 CDAB 1,612 89% 192
13 ABCD 1,591 88% 214
14 ABC 1,574 87% 231
15 AB 1,000 55% 804
16 CD 998 55% 806
17 C 981 54% 823
18 A 910 50% 894
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• Using the costs and revenues, cash positions for the optimal sequence and its discounted cash flow is shown
Chronology AIPeriods (Months)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 NET
D+EB D ‐ 20 ‐ 20 10 14 18 22 26 30 34 38 40 40 40 40 40 40 392
+
E ‐ 50 35 35 35 35 35 35 35 35 35 35 35 35 35 405
B ‐ 20 10 10 9 8 7 6 5 4 3 2 1 0 45
+
C+A C ‐ 20 ‐ 20 10 13 16 19 22 25 25 25 25 25 25 25 25 25 265
+
A ‐ 50 10 10 10 10 10 10 10 10 10 10 10 10 10 80
CASH FLOW (‘000)
‐ 40 ‐ 40 ‐ 80 52 89 96 102 108 111 114 115 114 113 112 111 110 1,187
INVESTMENT
(‘000)‐ 40 ‐ 40 ‐ 80 ‐ 160
ROI (%) 742
SELF FUNDING STATUS X
PV (‘000) ‐ 40 ‐ 39 ‐ 78 50 86 92 96 101 103 105 105 104 102 100 99 97 1,083
CUMULATIVE NPV
‐ 40 ‐ 79 ‐157 ‐107 ‐ 21 70 167 268 371 477 582 686 788 888 986 1083
BREAKEVEN X 6.23
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Credits and Acknowledgments
• Primary Content Sources– Handbook of Enterprise Systems Architecture in Practice; Pallab
Saha; 2007. – Advances in Government Enterprise Architecture; Pallab Saha; 2008.– Coherency Management–Architecting the Enterprise for Alignment,
Agility and Assurance; Gary Doucet, John Gotze, Pallab Saha, Scott Bernard; 2009.
• Acknowledgments– Ministry of Finance Singapore (MOF)– Infocomm Development Authority of Singapore (IDA)– Intellectual Property Office of Singapore (IPOS)– VITAL.org (Center for Shared Services)
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Thank [email protected]
(2007) (2008) (2009)
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