Business Transformation Through Enterprise Architecture and Innovation Dave Wallace Corporate Chief Technology Officer Man...
Agenda  <ul><li>Business Transformation in the Ontario Government </li></ul><ul><ul><li>Brief Tour From Past to Present an...
Political Pressures: Government Priorities are Causing Change <ul><li>Strong sense of accountability to 12 million “shareh...
Government Transformation <ul><li>From… </li></ul><ul><li>Bureaucratic </li></ul><ul><li>One-channel service </li></ul><ul...
Service Delivery Depends on  Information & Information Technology <ul><li>Driver/Vehicle/Carrier Systems: </li></ul><ul><l...
The E-Government Context Electronic Service Delivery (ESD)   Providing services electronically to our clients Common I&IT ...
Moving Forward… e-Government in Ontario Public Transactions  -  Electronic Services  -  Internal Transformation Government...
e-Government to e-Ontario e-Public Sector e-Ontario Go e-2003 Position Ontario as a leader in electronic service delivery ...
  SYNERGY COMPLEXITY TECHNOLOGY The Public Receiving Seamless Service Public Policy Issues are Increasing Complex & Multi-...
Meeting the Challenges <ul><li>S </li></ul><ul><li>M </li></ul><ul><li>A </li></ul><ul><li>R </li></ul><ul><li>T </li></ul...
Ontario’s I&IT Organization Cluster Chief Information Officers Dave Wallace  Corporate Chief Technology Officer Greg Georg...
Corporate Chief Technology Officer   Organizational Structure, Mandates, & Functions DIVISIONAL MANDATE:  To effectively i...
Enterprise Architecture Vision Having an Enterprise Architecture results in an organization where there is clarity of visi...
A Clear Role for Enterprise Architecture  <ul><li>Like a city, a master plan to describe the parts and functions of govern...
Semantic Model for Enterprise Architecture
Evolution of Architecture in the OPS I&IT Strategy EIA Project Ph. 2 Centre of Excellence Projects 1998 1998-1999 1999-200...
Putting the “Business” In Architecture <ul><li>The primary purpose of business architecture is to accurately capture the b...
Generic Public Sector Enterprise Model Client Organizations Individual Clients Outputs Provider Organizations Authority Ac...
Enterprise Business Context Model ENTERPRISE ARCHITECTURE Clients Governors Partners/ Agents Suppliers Accountability Coll...
Architecture Governance Today in the Ontario Government Deputy Ministers’ Committee on Transformation of the OPS I & IT Ex...
View Forward: OPS Architecture Directions <ul><li>Growing maturity with iterative development </li></ul><ul><li>Reducing t...
Innovations That Expand Business Opportunities Current Level Of Opportunity For  Business Expanded Opportunities For  Busi...
Managing Change By Balancing  Benefits and Risk New Business Models New Processes Improved Processes Investigations or Pro...
The Technology Future Series
 
Inter-Jurisdictional Opportunities <ul><li>As a combined voice, governments have a significant voice </li></ul><ul><li>Wor...
Summary <ul><li>Ontario’s transformation agenda is ambitious  </li></ul><ul><li>Architecture and open standards are key to...
Thank You! Dave Wallace Corporate Chief Technology Officer 416-327-4108 [email_address]
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  • We were faced with the limitations of silo approaches to strategy, operations and business driven almost entirely within individual ministries and often by individual business lines. What was needed was a comprehensive approach to renewing the organization. And this is what was done.
  • But we know we must work together because the benefits of connecting are significant for the organization. There are the natural synergies that happen when people work together on common problems The complexities of the issues we deal with demand that we work outside of the vertical silos of our branches, divisions and ministries. Technology enables us to connect services across ministries and jurisdictional boundaries. … But, most importantly we must work in connected ways to meet rising public expectations of citizens for seamless, more efficient service.
  • Chart reflects the draft organizational structure and mandates of each section It is a helpful slide when trying to explain some of the mandates and responsibilities of the cluster to clients and others
  • OK – so we have an Enterprise Architecture and we have some tools – what’s that mean to me – especially if I am a business/program person… isn’t architecture just for I&amp;IT staff? No! In fact, as I noted earlier, one of the greatest areas of achievement has been with business architecture – that being the structured way to capture and document business requirements, which leads to what information is needed and how it needs to be processed This model is from our Business Architecture – it is a generic model that has proven to have been very useful in drilling down on business requirements… Essentially, anything can be put in the middle as the analytical topic The basic relationships are shown – let me walk you through them…
  • While all technology trends need to be assessed, only those technologies that can expand the business opportunities of the Ontario Government will be implemented The Need for a Technology Direction The need to recognize and leverage emerging technologies that can: Provide significant business benefits Facilitate business transformation The need to assess opportunities and threats to existing technology environment The necessity to improve the ability to understand new technologies and to provide a planned transition from legacy or inefficient technologies Drivers of the Direction GOe2003 and beyond Updated OPS technology directions to make Ontario the best place to live and work, supported by a customer-centric, relevant public service New business improvement opportunities presented by the application of new technologies Need to incorporate technology directions in the business and I&amp;IT planning to optimize the investment in I&amp;IT for the business The Business Opportunities can determined by assessing each trend in four broad areas: Lower the cost of government by sharing assets across different governments and through enabled re-engineered business processes Improve service delivery by giving the public and industry a choice of how they engage their government Promote economic well-being by strategic investments of technology as infrastructure (not just bricks and mortar) Make the government more responsive, through citizen involvement in defining policies and the direction of its agenda through enabled e-democracy processes Goal To accelerate the integration of appropriate and useful new technologies through effective technology assessment and intelligent technology investment planning
  • Over the last few years, the telephone began moving to the mobile phone with wireless connectivity. People wanted to communicate wherever they were and at any time. Data communications is evolving in much the same manner and for the same reasons. Data communications is moving from a wired desktop device to mobile devices with wireless connectivity. These mobile devices are also providing a convergence of data, voice and video communications. Not only do people wish to communicate from anywhere at anytime, they would also like to carry as few mobile devices as possible (However the single mobile device that does everything is not yet here). The convergence of these various types of communication and the move to mobile phones was driven by business and personal needs and was adopted in an ad-hoc manner. The government recognizes that: Technology adoption happens with or without technology planning, but enterprises that choose the ad-hoc approach will suffer from tactical, personality-driven decisions rather than decisions that align with the strategic direction of the enterprise. In order to ensure a maximized return on investment, a planned and communicated approach is required Business and I &amp; IT initiatives have the greatest chance for success if the potential, risk and value of the emerging technology and the enterprise’s internal environment are reviewed and understood. Each new technology advancement or addition to the enterprise’s infrastructure requires careful determination to quantify and justify the impact of the technology on the overall enterprise. The government also recognizes the need to formulate a Technology Direction within the context of its business goals, which: Track technology trends and explain the available options; Purposefully select the technologies that are most likely to have a major positive effect; Grasp the strategic possibilities of technologies; Facilitate opportunity identification and assessment; Leverage emerging technology activities across the enterprise to leverage success and avoid redundancy; Coordinate activities (to avoid redundant activities and leverage successes) and Manage the risks
  • We recognize that Technology adoption happens with or without technology planning , but enterprises that choose the ad-hoc approach will suffer from tactical, personality-driven decisions rather than decisions that align with the strategic direction of the enterprise. Business and I &amp; IT initiatives have the greatest chance for success if the potential, risk and value of the emerging technology and the enterprise’s internal environment are reviewed and understood. Each new technology advancement or addition to the enterprise’s infrastructure requires careful determination to quantify and justify the impact of the technology on the overall enterprise. In response, a structured and informed approach to emerging technology adoption is required that: Tracks technology trends and explain the available options; Purposefully selects the technologies that are most likely to have a major positive effect; Grasps the strategic possibilities of technologies; Facilitates opportunity identification and assessment; Leverages emerging technology activities across the enterprise to leverage success and avoid redundancy; Coordinates activities (to avoid redundant activities and leverage successes) and Manages the risks This approach will work towards identifying which technologies warrant further investigation and the type of attention (e.g. review, prototype etc.). We need a practical way of differentiating the hype from the strategic to inform the decision-making process. The Technology Futures Series is both about business intelligence (knowing what is out there) and smart technology investments Its value is derived from technology adoption grounded by business need and driven by business strategies and goals - a disciplined / systematic approach to technology assessment that encourages appropriate levels of innovation Annual series consists of: Technology Futures Outlook Technology Futures Directions Technology Profiles Work with clusters to ensure value and linkage to business needs Technology adoption grounded by business need and driven by business strategies and goals A disciplined and systematic approach to technology assessment that encourages appropriate levels of innovation The view that a proactive approach to technology planning is critical in an environment of rapid change and fiscal constraint
  • www.cio.gov.on.ca

    1. 1. Business Transformation Through Enterprise Architecture and Innovation Dave Wallace Corporate Chief Technology Officer Management Board Secretariat Office of the Corporate Chief Information Officer October 2004
    2. 2. Agenda <ul><li>Business Transformation in the Ontario Government </li></ul><ul><ul><li>Brief Tour From Past to Present and Beyond </li></ul></ul><ul><li>Meeting the Challenges </li></ul><ul><ul><li>I&IT Vision and the Office of Corporate Chief Technology Officer (OCCTO)’s Role </li></ul></ul><ul><li>Role for Enterprise Architecture </li></ul><ul><ul><li>Evolution </li></ul></ul><ul><ul><li>Look to the Future: Enabling Innovation </li></ul></ul>
    3. 3. Political Pressures: Government Priorities are Causing Change <ul><li>Strong sense of accountability to 12 million “shareholders.” </li></ul><ul><li>Focus on reforming programs and delivering change with real, tangible, measurable results in such priority areas as health and education. </li></ul><ul><li>Moving to a balanced budget on 2007/08 </li></ul><ul><li>Greater intergovernmental cooperation and collaboration required: </li></ul><ul><ul><li>Sharing solutions is cost-effective & avoids duplication across organizations </li></ul></ul><ul><ul><li>People working together create better solutions </li></ul></ul><ul><ul><li>Public policy issues are increasingly complex & multi-jurisdictional </li></ul></ul><ul><ul><li>Today, technology provides opportunities to connect organizations </li></ul></ul><ul><ul><li>The public expects seamless service </li></ul></ul>
    4. 4. Government Transformation <ul><li>From… </li></ul><ul><li>Bureaucratic </li></ul><ul><li>One-channel service </li></ul><ul><li>Vertical silo thinking </li></ul><ul><li>Duplicating cost </li></ul><ul><li>Invisibility </li></ul><ul><li>To… </li></ul><ul><li>Citizen-centred </li></ul><ul><li>Multi-channel service </li></ul><ul><li>Cross-boundary thinking </li></ul><ul><li>Reusing successes </li></ul><ul><li>Transparency </li></ul>Changing expectations from the public Globalization Fiscal Pressures Technology Advances
    5. 5. Service Delivery Depends on Information & Information Technology <ul><li>Driver/Vehicle/Carrier Systems: </li></ul><ul><li>$1B in revenue </li></ul><ul><li>Affects 9.1M people </li></ul><ul><li>27M business transactions annually </li></ul><ul><li>60+ kiosks </li></ul><ul><li>Social Assistance </li></ul><ul><li>$3.7B payment </li></ul><ul><li>700,000 beneficiaries </li></ul><ul><li>200,000 Ontario Works & 200,000 Ontario Disability Support cases processed annually </li></ul><ul><li>Health Insurance </li></ul><ul><li>$6.5B payment </li></ul><ul><li>Affects 23,000 doctors </li></ul><ul><li>170M services paid annually </li></ul><ul><li>SSH Agency will connect heath care sector facilities and partners </li></ul><ul><li>Personal & Business Registration </li></ul><ul><li>$137M revenue </li></ul><ul><li>Affects 11.9M people; all businesses </li></ul><ul><li>>3.6M transactions annually </li></ul><ul><li>Connected to CCRA </li></ul><ul><li>Police (OPP & Municipal Co-op): </li></ul><ul><li>Affects 11.9M people; 25,000 police </li></ul><ul><li>>1M calls monthly </li></ul><ul><li>Major Case Mgmt System connects to other policing agencies </li></ul><ul><li>Tax Revenue </li></ul><ul><li>$48.7B revenue </li></ul><ul><li>Affects 11.9M people; all vendors </li></ul><ul><li>5.1M returns & payments; 2.4M assessments/reassessments annually </li></ul><ul><li>Connected to banks & CCRA </li></ul><ul><li>e-filing </li></ul><ul><li>Education </li></ul><ul><li>Affects 3.1 M students annually, and 120,000 teachers in 4,700 schools </li></ul><ul><li>1M active OSAP accounts, 1,500 Financial Aid Officers </li></ul><ul><li>$2.4 B in loans </li></ul><ul><li>>100 million transactions </li></ul><ul><li>17 fed/prov. programs </li></ul>
    6. 6. The E-Government Context Electronic Service Delivery (ESD) Providing services electronically to our clients Common I&IT Infrastructure Underlying technology to support both enterprise-wide and business specific applications Integrated Service Delivery (ISD) Providing Ontario services over the counter and electronically to individuals and businesses Sectoral Reform Using I&IT to drive and enable sectoral reform Enterprise Resource (HR and Financial) Systems and e-commerce processes Corporate Systems and Enablers Citizen Engagement Enabling two-way public interaction Enterprise Architecture and Standards
    7. 7. Moving Forward… e-Government in Ontario Public Transactions - Electronic Services - Internal Transformation Government and cross-jurisdictional collaboration to drive social development, economic competitiveness and regulatory harmonization Integrated, cross-jurisdictional service delivery through multiple channels that is customer-focused, seamless and convenient Connecting government and citizens through increased transparency and citizen engagement opportunities Develop enterprise management systems and approaches that drive more value from investments
    8. 8. e-Government to e-Ontario e-Public Sector e-Ontario Go e-2003 Position Ontario as a leader in electronic service delivery Ontario as a global leader in the creation of social and economic benefits through I&IT Consolidate, standardize, utility infrastructure, asset management Collaborate, provide seamless service … 2005… 2006… 2007… 2008… e-OPS … 2008… 2007… 2006… 2005…
    9. 9. SYNERGY COMPLEXITY TECHNOLOGY The Public Receiving Seamless Service Public Policy Issues are Increasing Complex & Multi-jurisdictional are addressed effectively and on a timely basis Technology Providing Opportunities to Transform Organizations to Connected Entities PUBLIC EXPECTATION People Working Together Create Better Solutions What This Means for the Ontario Public Service
    10. 10. Meeting the Challenges <ul><li>S </li></ul><ul><li>M </li></ul><ul><li>A </li></ul><ul><li>R </li></ul><ul><li>T </li></ul> imple by being Seamless anageable by being Measurable ccountable by being Accessible elevant by being Responsive rusted by being Transparent
    11. 11. Ontario’s I&IT Organization Cluster Chief Information Officers Dave Wallace Corporate Chief Technology Officer Greg Georgeff Corporate Chief Information Officer Joan McCalla Corporate Chief Strategist Blair Smith Corporate Chief Service Delivery Economics/Business Chris Renaud Central Agencies Marty Gallas (A) Community Services Jim Hamilton (A) Land/Resources Des McKee Justice John DiMarco Human Services Lorelle Taylor Transportation David Nicholl Lisa Sherin HR & Stakeholder Education Branch Peter Macaulay Corporate Security
    12. 12. Corporate Chief Technology Officer Organizational Structure, Mandates, & Functions DIVISIONAL MANDATE: To effectively identify and assess the strategic future value of information and information technology (I&IT) in order to influence its adoption in support of the business agenda of the government. Focus Areas: Enterprise architecture and standards; Advanced/enabling and transforming technologies; Architecture and change management governance; IT Service Management strategies and processes; Horizontal opportunities and initiatives Corporate Chief Technology Officer Mandate: To provide effective leadership and support functions to ensure that the Ontario Government’s Enterprise Architecture, Architecture Planning/Directions Setting, and Technical Standards fully meet client requirements and Quality Assurance standards Mandate: To identify emerging technology and initiate opportunities for accelerating or enhancing the delivery/quality/ effectiveness of the IM/IT for the business of government. Planning, Admin Finance and Technology Secretariat Functions ITSM Strategies and Change Management Innovation and Applied Technology Mandate: To lead the strategic planning for the evolution of an enterprise IT Service Management (ITSM) model (standards, best practices, processes, technology) across the OPS and to manage the enterprise change management discipline and function Corporate Architecture and Standards
    13. 13. Enterprise Architecture Vision Having an Enterprise Architecture results in an organization where there is clarity of vision, mission and outcomes. Future strategies are known, risks are mitigated and common values and terminology allow for easy communication. Clients and the services that meet their needs are explicitly defined. Information technology is tightly aligned and seamlessly integrated with both current and future business design
    14. 14. A Clear Role for Enterprise Architecture <ul><li>Like a city, a master plan to describe the parts and functions of government </li></ul><ul><li>For the Ontario government, their master plan for I&IT is enterprise architecture </li></ul><ul><li>It is the blueprint that provides the framework for quality and timely I&IT solutions that are business-driven </li></ul><ul><li>… now more than ever, enterprise architecture is needed for government </li></ul>
    15. 15. Semantic Model for Enterprise Architecture
    16. 16. Evolution of Architecture in the OPS I&IT Strategy EIA Project Ph. 2 Centre of Excellence Projects 1998 1998-1999 1999-2000 2000-present 2001-2002 Architecture Assessment 2002-2003 2003-2004 Enterprise I&IT Architecture (EIA) Project Ph. 1 Programs & Services, Information Modeling, Adaptive Infrastructure Checklist & Guidebook E-Ontario & BTEP Alignment 2004-2005
    17. 17. Putting the “Business” In Architecture <ul><li>The primary purpose of business architecture is to accurately capture the business requirements </li></ul><ul><li>In this way, resulting I&IT solutions meet the needs of the end-user </li></ul><ul><li>Business architecture accomplishes this by:  </li></ul><ul><ul><li>Gaining a clear understanding of service needs from a client point of view </li></ul></ul><ul><ul><li>Optimizing the service value chain </li></ul></ul><ul><ul><li>Providing the right level of infrastructure and solutions </li></ul></ul>
    18. 18. Generic Public Sector Enterprise Model Client Organizations Individual Clients Outputs Provider Organizations Authority Accountability Roles Responsibility Used in Deliver Accomplish Governance Outcomes & Impacts Jurisdictions Programs Services Processes Resources
    19. 19. Enterprise Business Context Model ENTERPRISE ARCHITECTURE Clients Governors Partners/ Agents Suppliers Accountability Collaboration Services Procurement
    20. 20. Architecture Governance Today in the Ontario Government Deputy Ministers’ Committee on Transformation of the OPS I & IT Executive Leadership Council Transformation Leadership Council Architecture Review Board Architecture Core Team Cluster Architecture Review Board Cluster Architecture Core Team Cluster Domain Architecture Teams IT Standards Council Cluster CIO Cluster Projects (Change Initiatives) Information Technology Application Security Business Domain Architecture Team Leads Corporate Architecture & Infrastructure Projects
    21. 21. View Forward: OPS Architecture Directions <ul><li>Growing maturity with iterative development </li></ul><ul><li>Reducing the many variations of development methodologies - the common thread: UML </li></ul><ul><li>Repository and collaboration tools </li></ul><ul><li>Collaborative inter-governmental development of key reference models and methodologies </li></ul><ul><li>Community of practice – improving skills in government and in industry to strengthen partnerships </li></ul><ul><li>Need for Inter-governmental governance </li></ul>
    22. 22. Innovations That Expand Business Opportunities Current Level Of Opportunity For Business Expanded Opportunities For Business Short-Term Trends To Watch and Key Ones to Act On 2 + Years Technology “ Triggers” Widens Horizon 3 - 5 Years Technology “ Signposts” Widens Horizon 5 + Years
    23. 23. Managing Change By Balancing Benefits and Risk New Business Models New Processes Improved Processes Investigations or Proof-Of-Concepts Work Underway or Pilots 2+ Years Overall Technology Direction: The use of technology will become pervasive, secure and transparent wherever you are, whatever you are doing, and at any time. 3 - 5 Years 5 - 10 Years Risks Benefits Long –range Tracking 10+ Years Stages of Maturity
    24. 24. The Technology Future Series
    25. 26. Inter-Jurisdictional Opportunities <ul><li>As a combined voice, governments have a significant voice </li></ul><ul><li>Working together can save time and money </li></ul><ul><li>More consistent solutions will drive “horizontal government” </li></ul><ul><ul><li>Enterprise Architecture and specifically business architecture alignment </li></ul></ul><ul><ul><li>Open software and standards are changing – technology directions can be driven by government… </li></ul></ul><ul><ul><li>Leveraging technology innovations </li></ul></ul>
    26. 27. Summary <ul><li>Ontario’s transformation agenda is ambitious </li></ul><ul><li>Architecture and open standards are key to this agenda </li></ul><ul><li>We have implemented enterprise architecture in an evolutionary and federated manner </li></ul><ul><li>We see collaboration with the federal, municipal governments and private industry is crucial </li></ul><ul><li>Effective collaboration will require the degree of flexibility with technology innovation </li></ul><ul><li>Enterprise Architecture IS the means to the end! </li></ul>
    27. 28. Thank You! Dave Wallace Corporate Chief Technology Officer 416-327-4108 [email_address]

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