7 Elements of Human-Centric IT Infographic

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7 Elements of Human-Centric IT Infographic

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Government IT leaders and knowledge workers are faced with the task to make smarter decisions at faster speeds and with fewer resources. As the government IT landscape continues to change, agencies......

Government IT leaders and knowledge workers are faced with the task to make smarter decisions at faster speeds and with fewer resources. As the government IT landscape continues to change, agencies must focus on human-centric IT solutions to improve their business functions. This means crafting IT systems that connect people to process to transform service delivery. This infographic will walk you through this new model of governance and provide best practices and benefits of a human-centric design.

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  • 1. W elcome GO DO NOT ENTER DETOUR TIP 1 DANGER WARNING DO NOT ENTER DETOUR SPEED LIMIT 80 SPEED LIMIT 15 Start Over 75 mi. R O I WARNING 3 WARNING 2 WARNING 1 Government IT leaders and knowledge workers are faced with the task to make smarter decisions at faster speeds and with fewer resources. As the government IT landscape continues to change, agencies must focus on human-centric IT solutions to improve their business functions. This means crafting IT systems that connect people to process to transform service delivery. This infographic will walk you through this new model of governance and provide best practices and benefits of a human-centric design. To move towards a human-centric IT model, there are two paths agencies can take – a transformative or a traditional approach. Human-centric IT design provides agencies with rapid results and helps meet mission goals. Today, more than ever before, government must look to emerging technology to specialize processes to meet specific agency needs, moving away from big box solutions that traditionally focus on data, and not process. Now, government must look for ways to connect people to process, and transform the way government delivers services. Agencies who choose this route are planning for and expecting change. One example is smart processes applications, which allows government to manage the flow of structured and unstructured data, providing new insights to improve service delivery. Following the Transformers path will guide you on how to become a transformative agency. At each stopping point, you’ll see a best practice and can also view case studies related to wise technology decisions. Your journey to become a transformative agency starts today. Choosing not to become an innovative agency and not exploring new ways to do business is not an option for government. The path below shows the dire consequences of failing to leverage emerging technology and make smart investment decisions. The current model of government is no longer sustainable, and a road that government simply cannot afford to travel. Dead End Ahead: Traditionalists YOUR JOURNEY BEGINS: TRANSFORMERS VS TRADITIONALISTS CURRENT STATE OF GOVERNMENT The New Frontier: Transformers Decreased Trust in Washington Growing Threat of Unplanned/Natural Disasters Rising Budgetary Concerns Increasing Retirement Trends Changing Digital Communication Preferences Think Big, Start Small TIP 4 Unify and Leverage Existing Technology TIP 5 Measure Success and ROI The Current Model Leads to Loss, Error and Duplication Hours of coding to create one new type of claim, in existing claim system Slow Processing Leads to Poor Service High Risk for Duplicative Investments Reported IT investments government-wide in 2011 Projects Sampled by GAO Potentially duplicative investments found Billion dollars spent on these (37) investments in fiscal years 2007 - 2012 Billion dollars of projected IT savings through eliminating duplicative investments over 3 years 97% 94% 37% 46% 3% 3% 3%2% 2%4% 4%7% 7% 16% 2011 2012 Percentage of internet users who access social media sites using: Computers Mobile Phone Tablet Handheld Music Player Game Console Internet Enabled TV E-Reader ONE WAY 7,200 810 37 $1.2 $2.5 22,000 HUMAN-CENTRIC ITHUMAN-CENTRIC IT DEFININGDEFINING SOURCES: http://www.pewresearch.org/key-data-points/views-of-governm ent-key-data-points/ http://www.gao.gov/special.pubs/longterm/state/ http://www.gao.gov/assets/660/650466.pdf http://www.nielsen.com/us/en/reports/2012/state-of-the-media -the-social-media-report-2012.html http://www.gao.gov/assets/660/655134.pdf http://www.fema.gov/disasters/grid/year G T H WA Y O I S DATA Invite and Welcome Change TIP 3 TIP 2 Collaborate with Peers BUILD FOR CHANGE SPONSORED BY: A human-centric IT model of governance is one that connects technology to process and people. This is the way forward for government and is rapidly changing the role of the public sector employee and leading to improved services for citizens. The emerging human-centric IT model is the next evolution for government agencies. This model allows government to be more responsive and proactive to citizen and operation needs. It all starts with smart investment decisions and adopting technology that can support specialized business needs. Here are 7 elements of a human-centric IT model: Delivers New Insights: new understanding of your business processes and operations, tailored to meet your organization’s specific needs Creates New Efficiencies: automated processes to remove errors and eliminate time-consuming tasks Improves Citizen Trust: deliver consistent customer service to clients in a timely manner Boosts Employee Morale: employees will have tasks automated, and can focus on the most mission critical operations, leaving monotony to technology Facilitates Scalable IT: prepare for future needs by integrating systems through a human-centric IT solution Promotes Responsive Government: update processes or information only once to replicate across communication channels (mobile, social, call center) and holistically measure the effectiveness of your entire business operations Leverages Current Investments: the human-centric model leverages and unifies current investments in new ways, to help connect existing tools to people and process E T A : 5 W E E K S E T A : 5 Y E A R S ROAD CLOSED DETOUR AHEAD P A Y T O L L $ $ $ STOP P A Y T O L L ( A G A I N ) $ $ $ 50% 26% 0 1960 1970 1980 1990 2000 2010 current level of voter trust in Federal Government 11,000/day 0 6 12 Thousandsperday 2000 2010 2020 2029 7,600/day Daily average of people turning 65 in 2011 Daily average of people turning 65 in 2029 Information and Technology Management Supply Chain Management Human Resource Management Financial Management Health General Science and Innovation Defense and National Security Administrative Management Planning and Budgeting Environmental Management All other functions Number of IT Investments (dollars in billions) 1,536 ($35.5) 777 ($3.3) 622 ($2.4) 580 ($2.7) 444 ($5.0) 372 ($1.6) 358 ($9.3) 301 ($0.8) 292 ($0.7) 177 ($1.2) 1,789 ($16.2) Number of Government IT Investments by Primary Function, as of July 2011 0 60% 120% 180% 1797 1847 1897 1947 1997 2047 Federal debt held by the public as a share of GDP (1797 - 2012) GAO projected federal debt as a share of GDP Historic high (109% in 1946) Spring 2013 (Human-centric IT makes for smarter technology investments) FEMA Total Disaster Declarations by year (including major disaster declarations, emergency declarations, and fire management assistance declarations) Historic high (242 in 2011) 420 40 80 120 160 200 240 1960 1970 1980 1990 2000 2010 YTD Disaster Declarations (2013) CLICK DRAG TOUCH DRAG Desktop Navigation Mobile Navigation USDA National Resource Conservation Service New South Wales/Transport Management Centre United States Air Force GSA Challenge.gov Initiative Click the boxes below for more information from real government agency case studies!