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How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
How & Why Architecture & Standards Shape Gov
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How & Why Architecture & Standards Shape Gov

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  • 1. Prof. K. Subramanian IT ADVISER TO CAG of India Professor & Director Advanced Center for Informatics & Innovative Learning, IGNOU Ex-DDG(NIC), Ministry of Communications & Information Technology
  • 2. Governance & Architecture The Missing & the Weakest Bond in Government ICT Projects  Beginning to realize that there is a need to extend governance to information technology as well, and  provide  the leadership,  organizational structures  and processes that ensure that the Government enterprise’s IT sustains and extends the Government enterprise’s strategies and objectives How & Why architecture shape Gov It Projects 2 2/26/2009 Prof. ks@2009
  • 3. IT & Government Business Alignment 7 Ps  IT-business alignment as a function of understanding and properly managing the quot;seven Psquot; –  people,  process,  platforms,  products (and services),  projects,  planning, and  Portfolios. How & Why architecture shape Gov It Projects 3 2/26/2009 Prof. ks@2009
  • 4. ICT & Close Coupling What Architecture can do? Attributes: & MEDIATING FACTORS  Environment  Culture  Structure  Standard Procedures  Politics  Management Decisions  Chance How & Why architecture shape Gov It Projects 4 2/26/2009 Prof. ks@2009
  • 5. BPM Vs Six Sigma, TQM e..:- A new dimension of Human Visibility From Built to Last  Built to Change A new economic reality is forcing Governments/enterprises to look more broadly at their business processes and move from a quot;build- to-lastquot; approach toward designing business processes that are built for change. When it comes to business processes quot;People are again taking center stage. Modern software miracles often have involved taking humans out of the equation and in doing so improving the accuracy and efficiency of rote chores. Today BPM initiatives need to look at enhancing human activity not eliminating it. In knowledge economy people are the power and more than ever as they affect business outcomes. BPM and how it differs from other management disciplines such as Total Quality Management, Six Sigma or lean manufacturing . quot;Is it something new or is it just a repackaging of existing disciplines?quot; – a debatable issue. How & Why architecture shape Gov It Projects 5 2/26/2009 Prof. ks@2009
  • 6. Business Vs Government IN BPM & ROI on Investments Vs ROI on Creating Assets  Business want quick return on Investment and human assets.  Govt. wants to create long terms assets and carefully view BPM in a holistic fashion.  PPP Business wants Government to subsidise  EGOV projects should pay for itself. where sustainability of assets and services is becoming an issue? ex. CIC centres in North east, Friends and Akshaya Projects etc Architecture related investments as one resulting in long term quot; assetsquot; vs. short term quot;quick & dirtyquot; gain How & Why architecture shape Gov It Projects 6 2/26/2009 Prof. ks@2009
  • 7. Towards Cyber-Business Assurance Framework  What are the typical IT architecture related investments? Some of the key areas of investment would include training, tools, creating architecture artefacts, refining process, repository, management & governance, metrics & compliance.  Additional investments are required for transformations between views of the enterprise architecture, the solution architecture and the technical architecture of the system ensuring traceability of architecture constraints and requirements to implementations How & Why architecture shape Gov It Projects 7 2/26/2009 Prof. ks@2009
  • 8. Towards Cyber-Business Assurance Framework  Management Assurance (RISK & Sustainability )  Operational Assurance ( ROI)  Technical Assurance (Availability, Serviceability & Maintainability)  Revenue Assurance (Leakage & Fraud)  Legal Compliance & Assurance (Governance)  Assurance How & Why architecture shape Gov It Projects 8 2/26/2009 Prof. ks@2009
  • 9. Cyber Governance  Need for catering to Multi-located multi-stakeholder Integration Operational Integration  Professional Integration (HR)  Emotional Integration  Cultural Integration  How & Why architecture shape Gov It Projects 9 2/26/2009 Prof. ks@2009
  • 10. CXO~CEO Internal Strategic Alliances  CIO & CEO Business Led Info. strategy  CIO & CMO Competitive Edge & CVP  CIO & CTO Cost-Benefit Optimization  CIO & CFO Shareholder Value Max  CIO & CHRO Employee Performance and Rewards  CIO & Business Partners Virtual Extended Enterprise How & Why architecture shape Gov It Projects 10 2/26/2009 Prof. ks@2009
  • 11. The Productivity Promise  Capital Productivity (ROI, EVA, MVA)  Material Productivity (60% of Cost)  Managerial Productivity (Information Worker)  Labour Productivity (Enabled by IW)  Company Productivity Micro  Factor Productivity Macro How & Why architecture shape Gov It Projects 11 2/26/2009 Prof. ks@2009
  • 12. Managing Interdependencies— Critical issues  Infrastructure characteristics (Organizational, operational, temporal, spatial) Environment (economic, legal /regulatory, technical,  social/political) Coupling and response behaviour (adaptive, inflexible,  loose/tight, linear/complex) Type of failure (common cause, cascading, escalating)  Types of interdependencies (Physical, cyber, logical,  geographic) State of operations (normal, stressed /disrupted,  repair/restoration) How & Why architecture shape Gov It Projects 12 2/26/2009 Prof. ks@2009
  • 13. CEO-CTO-CIO-CSO Responsibility • quot;These systems should ensure that both business and technology managers are properly engaged in identifying compliance requirements and planning compliance initiatives which typically involve complementary adjustments in systems, practices, training, human ethics and organizationquot; How & Why architecture shape Gov It Projects 13 2/26/2009 Prof. ks@2009
  • 14. Importance of Group Standards -no one standard meets all requirements ISO 27001/BS7799 Vs COBIT Vs CMM & PCMM Vs ITIL Mission Business Objectives Business Risks Applicable Risks Internal Controls Review How & Why architecture shape Gov It 14 2/26/2009 Projects Prof. ks@2009
  • 15. Let all of us Architect the Good Governance THANK YOU For Interaction: Prof. K. Subramanian ksmanian@ignou.ac.in ksdir@nic.in ksmanian48@gmail.com ksmanian20032004@yahoo.com Tele: 23219857

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