Department of Internal Affairs
Government Enterprise
Architecture
for
New Zealand
GEA-NZ v3.0
Department of Internal Affairs
• One of the primary goals of Enterprise Architecture
Ensure investments are cost-effective...
Department of Internal Affairs
GEA-NZ v3.0 - Purpose
• Designed to be applied at agency, sector and all-of-government leve...
Department of Internal Affairs
GEA-NZ v3.0 – Primary Outcomes
• Success of Government Goals and Objectives
Provide a consi...
Department of Internal Affairs
GEA-NZ v3.0 – Structure
Page 5Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Context and Relationship
Standards
Measures
Categorizes
Security
Business
Dat...
Department of Internal Affairs
Government Enterprise Architecture for New Zealand
Page 7Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Strategy and Policy
Provides linkage between architecture and strategic goals...
Department of Internal Affairs
GEA-NZ v3.0 - Performance
Page 9
Performance
describes the framework for measuring strategi...
Department of Internal Affairs
GEA-NZ v3.0 - Standards
Description
The GEA-NZ Standards Reference Model sets out and categ...
Department of Internal Affairs
SecurityandPrivacy
identifies security and privacy risk considerations for strategy and pol...
Department of Internal Affairs
GEA-NZ v3.0 - Business
Page 12Document v1.1
Department of Internal Affairs
Business
describes the business services, processes, and capabilities to support the strate...
Department of Internal Affairs
New
Zealand
Society
Individuals
and
Communities
Businesses Civic
Infrastructure
Government
...
Department of Internal Affairs
GEA-NZ v3.0 – Data and Information
Page 15Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Data and Information
Page 16
DataandInformation
provides a framework for trus...
Department of Internal Affairs
Data and Information - Categorisation
Page 17Document v1.1
Motivators
Entities Activities
C...
Department of Internal Affairs
GEA-NZ v3.0 – Application and ICT Services
Page 18Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Application and ICT Services
Page 19
ApplicationandICTServices
represents a k...
Department of Internal Affairs
Corporate
Applications
Common Line of
Business
Applications
Specialist Line of
Business
App...
Department of Internal Affairs
GEA-NZ v3.0 – Infrastructure
Page 21Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Infrastructure
Page 22
Infrastructure
helps policy compliance through the ado...
Platform
Network
End User Equipment
Facility
Four Infrastructure Domains
Document v1.1
Department of Internal Affairs
Accelerate Delivery Methodology (ADM)
Page 24Document v1.1
Department of Internal Affairs
ADM – High Level Model
Page 25Document v1.1
Find out what
customers
need, identify
constrai...
Department of Internal Affairs
ADM – Discovery Phase
Page 26Document v1.1
“PropertyExchange”
Initiative
“Buying a
vehicle”...
Department of Internal Affairs
ADM – Alpha Phase
Page 27Document v1.1
Write high
level
Business
Case
“Property
Exchange”
S...
Department of Internal Affairs
Timeline
BusinessAsUsual
Business as
Usual
Project
WorkstreamA
DISCOVERY ALPHA BETA LIVE
Bu...
Department of Internal Affairs
Diagram showing a provides a sample overview of the Business Case and Request for Funding p...
Department of Internal Affairs
Stage 2
dd/mm/yy - dd/mm/yy
Stage 3
dd/mm/yy - dd/mm/yy
Stage 4
dd/mm/yy - dd/mm/yy
Stage 5...
Department of Internal Affairs
Stage 2
dd/mm/yy - dd/mm/yy
Stage 3
dd/mm/yy - dd/mm/yy
Stage 4
dd/mm/yy - dd/mm/yy
Stage 5...
Department of Internal Affairs
Data and Information
Governance Maturity Assessment
Page 32
Executive Sponsorship Data Trai...
Department of Internal Affairs
•Quality is difficult to measure:
•Standard rules are needed to assess data completeness, a...
Department of Internal AffairsPage 34Document v1.1
Data and Information – Assessment Method
Data & Process ManagementInfor...
Department of Internal Affairs
This is an example of the
output from a maturity
assessment. Looking at the
Initial marks a...
Department of Internal Affairs
An annual evaluation of the
Information Management
and Data Governance
maturity will show t...
Department of Internal Affairs
Data and Information - Categorisation
Page 37Document v1.1
Motivators
Entities Activities
C...
Department of Internal AffairsPage 38Document v1.1
Information Discovery
Department of Internal Affairs
Q&A
ICT.govt.nz - Guidance and Resources -
Government Enterprise Architecture for New Zeala...
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Presentation GEA-NZ v3.0

  1. 1. Department of Internal Affairs Government Enterprise Architecture for New Zealand GEA-NZ v3.0
  2. 2. Department of Internal Affairs • One of the primary goals of Enterprise Architecture Ensure investments are cost-effective, sustainable and aligned with the organisation’s strategic goals • Government ICT Strategy and Action Plan to 2017 sets out strategic goals for transformation of Government ICT. “Extend the Government Enterprise Architecture Framework to support transactional system interoperability, enterprise security, and business-enabling elements such as data services and processes” • GEA-NZ v3.0 supports the delivery of outcomes defined in the Government ICT Strategy and Action Plan 2017 and Better Public Services Results The focus is on how ICT can enable system transformation across government, efficiently and effectively • Actions 9.1/9.2 of the Government ICT Strategy and Action Plan to 2017 “9.1: Continually evolve GEA-NZ, leveraging collaborative networks, to share maturity frameworks, architectures, patterns and standards” 9.2: Agencies to adopt GEA-NZ as the framework for Enterprise Architecture and capability planning • The GCIO’s guidance for four year planning Each agency’s business plans, investment plans, IS strategic plans and enterprise architecture should all be consistent and aligned with GEA-NZ v3.0 Document v1.1 Page 2 GEA-NZ v3.0 – Goals and Objectives
  3. 3. Department of Internal Affairs GEA-NZ v3.0 - Purpose • Designed to be applied at agency, sector and all-of-government level • All-of-government level High-level model of Government services and supporting business capabilities and information and technology assets Inform system-wide transformation and as a means of identifying new potential common capabilities. Maintained by the Government Enterprise Architecture team • Agency and sector level “Starter framework" to help agencies that redeveloping their Enterprise Architectures Outlines the major components and relationships that agencies and sectors should model Set of reference models and patterns, focussing on common elements ICT standards base Page 3Document v1.1
  4. 4. Department of Internal Affairs GEA-NZ v3.0 – Primary Outcomes • Success of Government Goals and Objectives Provide a consistent view and accurate information within and across agencies to support planning and decision making • Functional Integration Facilitate and encourage interoperability within and across agencies and between programs and enhanced services by the use of Enterprise Architecture standards • Authoritative Reference Provide an integrated, consistent view of strategic goals, business services and enabling technologies across the entire organisation, including programs, services, and systems • Resource Optimisation Provide a harmonised and consistent view of all types of resources in each functional area, program, and system area Page 4Document v1.1
  5. 5. Department of Internal Affairs GEA-NZ v3.0 – Structure Page 5Document v1.1
  6. 6. Department of Internal Affairs GEA-NZ v3.0 - Context and Relationship Standards Measures Categorizes Security Business Data and Information Data and Information Assets Business Capabilities Government Services Technology Assets Standardises&Guides Categorizes Hosts Hosts Citizen/Organisation Uses Strategy and Policy Performance Governance Uses Informs&Secures Influences Domain Subject Topic Strategic Goal Objective Roadmap Ownership Measurements Infrastructure Domain Area Category Application and ICT Services Domain Area Category Purpose Risk Control Standards Policies Guidelines Business Area Line of Business Business Function
  7. 7. Department of Internal Affairs Government Enterprise Architecture for New Zealand Page 7Document v1.1
  8. 8. Department of Internal Affairs GEA-NZ v3.0 - Strategy and Policy Provides linkage between architecture and strategic goals, policies and investments. Page 8 StrategyandPolicy sets the strategic objectives that drives the performance framework Performance sets the objectives and roadmaps for business improvement and transformation Business sets goals for data and information quality, governance and sharing Data and Information sets strategic context for the evolution of the business application portfolio, including efficiencies through sharing, reuse and the adoption of common capabilities Application and ICT Services defines the guidelines for infrastructure asset management and efficiency through sharing, reuse and the adoption of common capabilities Infrastructure sets the expectations for security and privacy Security and Privacy sets the expectations for standards use and adoption across government Standards Agency level Sets out the agency’s goals and objectives Drive change initiatives within agency Identify where to adopt capabilities & share services Drives collaboration between agencies to improve customer experience, services and reduce costs. All-of-Government level Sets out government goals, objectives & roadmaps Identify new opportunities to improve & share Drive efficiency, effectiveness, & system transformation Document v1.1
  9. 9. Department of Internal Affairs GEA-NZ v3.0 - Performance Page 9 Performance describes the framework for measuring strategic performance and programme benefit realisation Strategy and Policy provides measurements and controls for business services, processes, capabilities, and business change Business provides measurements and controls for data and information quality, governance and sharing Data and Information provides measurements and controls for application cost benefits, sharing, reuse and effectiveness Application and ICT Services provides measurements and controls for infrastructure cost benefits, sharing, reuse and effectiveness Infrastructure provides measurements and controls to determine effectiveness of security and privacy Security and Privacy provides measurements for standards effectiveness and adoption across government Standards Describes performance frameworks and related metrics that apply across GEA-NZ v3.0 and investments Agency level Sets out the improvement plan and performance measurements Optimise services towards internal and external customers Improve collaboration with other agencies and 3rd parties Improve information and technology assets. All-of-Government level Provides targets and performance measures that quantify the performance benefits Includes capability maturity models to measure and improve their performance Document v1.1
  10. 10. Department of Internal Affairs GEA-NZ v3.0 - Standards Description The GEA-NZ Standards Reference Model sets out and categorises the information and technology standards base for the NZ government. The existing standards base incorporating the eGovernment Interoperability Framework (eGIF) standards is structured according to GEA-NZ v2.0. Government enterprise architecture will restructure the standards base mapped to the GEA-NZ v3.0 dimensions i.e. Business, Data and Information, Application and ICT Service, Infrastructure, and Security and Privacy. Page 10 Standards identifies standards for compliance and improved collaboration Strategy and Policy provides standards inputs for setting performance measurement and control Performance provides standards that guide business services, processes, capabilities, information sharing, and reuse Business provides standards that guide data and information Data and Information provides standards that guide application and ICT services Application and ICT Services provides standards that guide infrastructure Infrastructure defines standards and implementation guidelines Security and Privacy Document v1.1
  11. 11. Department of Internal Affairs SecurityandPrivacy identifies security and privacy risk considerations for strategy and policy development Strategy and Policy provides security and privacy inputs and constraints for performance measurement and control Performance provides security and privacy information, tools and standards that secure customer interests, channels, business services, and processes Business provides security and privacy input and constraints for collection, storage and exchange of information Data and Information provides security and privacy information, tools and standards that secure applications and ICT services Application and ICT Services provides security and privacy information, tools and standards that secure infrastructure Infrastructure defines security and privacy standards and implementation guidelines Standards Security and Privacy Context and Relationship Page 11Document v1.1
  12. 12. Department of Internal Affairs GEA-NZ v3.0 - Business Page 12Document v1.1
  13. 13. Department of Internal Affairs Business describes the business services, processes, and capabilities to support the strategic goals and objectives Strategy and Policy sets out the business capabilities required to support effective business performance management Performance sets the business requirements for data and information, and identifies redundancy, duplication and gaps Data and Information sets the business requirements for application and ICT services, and identify redundancies and opportunities for reuse and sharing Application and ICT Services sets the business requirements for infrastructure, and identify redundancies and opportunities for reuse and sharing Infrastructure identifies the business elements that need security and privacy protection, and the business requirements for identity and access management Security and Privacy sets the business requirements that drive development and scope of corresponding standards Standards GEA-NZ v3.0 - Business Page 13 Generic representation of business processes, products and services. It emphasises the customer centricity and channel shift Agency level Describes customer personas and customer experiences How customers interacts with the agency What products and services the agency provides All-of-Government level Describes the customers and the different channels they use Common products and services provided to the citizens, the different roles, skills and processes needed Promotes cross-government collaboration Enables business and IT leaders to discover opportunities for cost savings and new business capabilities. Document v1.1
  14. 14. Department of Internal Affairs New Zealand Society Individuals and Communities Businesses Civic Infrastructure Government Administration Five Business Areas Page 14Document v1.1
  15. 15. Department of Internal Affairs GEA-NZ v3.0 – Data and Information Page 15Document v1.1
  16. 16. Department of Internal Affairs GEA-NZ v3.0 - Data and Information Page 16 DataandInformation provides a framework for trusted data and information that can be used for strategic decision making Strategy and Policy provides a framework for trusted data and information that can be used for business performance management Performance provides the data and information structures that support business services, processes, capabilities, information sharing, and reuse Business provides the authoritative data and information structures to be used by application and ICT services Application and ICT Services provides the data and information requirements for technology and infrastructure services Infrastructure provides the data and information requirements and models needed for security and privacy Security and Privacy sets the data and information requirements that drive development and scope of corresponding standards Standards Discover, describe, manage, protect, share and reuse information within and across agencies and their business partners Describes best practices and artefacts that can be generated from the data architectures Provides data and information governance framework, and maturity assessment Provides a standard means by which data may be described, categorised, and shared, and it facilitates discovery and exchange of core information across organisational boundaries Document v1.1
  17. 17. Department of Internal Affairs Data and Information - Categorisation Page 17Document v1.1 Motivators Entities Activities Controls Plans Contracts Parties Places Items Cases Events Services
  18. 18. Department of Internal Affairs GEA-NZ v3.0 – Application and ICT Services Page 18Document v1.1
  19. 19. Department of Internal Affairs GEA-NZ v3.0 - Application and ICT Services Page 19 ApplicationandICTServices represents a key mechanism for realising strategic goals, through adoption of agile core business applications and industry standard corporate support functions Strategy and Policy provides the ICT services that enables performance measurement and control, and offers opportunities to improve business efficiency through sharing and reuse Performance provides the application and ICT services that support business services, processes, capabilities, information sharing, and reuse Business sets requirements and provides the tools to manage, model, structure, share, and exchange data and information Data and Information provides the application and ICT service requirements for technology and infrastructure services, and supporting applications for infrastructure management (e.g. CMDB) Infrastructure provides the application and ICT service requirements needed for security and privacy, and the implementation of security and privacy controls Security and Privacy sets the application and ICT service requirements that drive development and scope of corresponding standards Standards Describes applications that support business processes Core business applications, COTS, software components (websites, databases, email…) and end user computing Agency level Describes applications and ICT services Helps application portfolio management Helps identify opportunities for sharing, reuse, and consolidation or renegotiation of licenses. All-of-Government level Facilitates common understanding of application assets and ICT services Identifies opportunities for sharing, reuse, and consolidation or renegotiation of licenses Identifies application assets that will require maintenance or renewal within the business planning Document v1.1
  20. 20. Department of Internal Affairs Corporate Applications Common Line of Business Applications Specialist Line of Business Applications End User Computing Identity and Access Management Services Security Services Data and Information Management Services ICT Components, Services and Tools Interfaces and Integration Nine Application and ICT Services Domains Page 20Document v1.1
  21. 21. Department of Internal Affairs GEA-NZ v3.0 – Infrastructure Page 21Document v1.1
  22. 22. Department of Internal Affairs GEA-NZ v3.0 - Infrastructure Page 22 Infrastructure helps policy compliance through the adoption of common capabilities Strategy and Policy provides the infrastructure that enables performance measurement and control, and offers opportunities to improve business efficiency through sharing and reuse Performance provides the infrastructure that support business services, processes, capabilities, information sharing, and reuse Business provides the infrastructure to support storage and exchange of data Data and Information provides the internal or external infrastructure for hosting applications and ICT services Application and ICT Services provides the infrastructure requirements needed for security and privacy, and the implementation of security and privacy controls Security and Privacy sets the infrastructure requirements that drive development and scope of corresponding standards Standards Describes the technology infrastructures that support the application and business processes of the organisation. It may include insourced, outsourced or cloud capabilities Agency level Describes the infrastructure assets of the agency Helps agencies plan their migrations Provides the basis for categorising infrastructure assets All-of-Government level Guides development of common capabilities and sharing and reuse of infrastructure to reduce costs Increase interoperability across agencies Support efficient acquisition and deployment Document v1.1
  23. 23. Platform Network End User Equipment Facility Four Infrastructure Domains Document v1.1
  24. 24. Department of Internal Affairs Accelerate Delivery Methodology (ADM) Page 24Document v1.1
  25. 25. Department of Internal Affairs ADM – High Level Model Page 25Document v1.1 Find out what customers need, identify constraints & measures Discovery • Customer needs (inc. assisted digital) • Measures • Constraints • Stakeholder impact & input • Issue identification impact • Scoping & planning • Team & capability requirements • High level architecture Build prototype, test & learn from it Alpha • Finalise customer needs • Confirm authorising environment • Impact legacy systems • Prototype • Test • Learn • Change/refine • Change management plan Scaling up & going public Beta • Metrics & measurements for KPIs • Customer testing plan • Integration tests • Performance Test • Showcasing • Scale up • Communicating with stakeholders • Go public • Change management Implementation Live • Review business case • Operations support • Security & performance standards • Deploy test • Production handover • Implement production • Deploy ‘Go Live’ • Cabinet papers • Performance monitoring • Communications & publicity • New business cases (inc. BBC) • Change management 2-3 weeks – High level business case + scenarios 2-3 iterations of 2-3 weeks – High level design 3-5 iterations of 2-3 weeks 1-2 weeks 1-2 weeks Continuous improvement, retire obsolete channels BAU • Maintain service / operations support • Customer feedback • Decommission obsolete channels & legacy system • Monitoring & Control • Performance monitoring & ongoing evaluation • Continuous improvement • Stakeholder engagement, inc. central agencies • Benefits realisation • Change management Legislation StakeholdersBusiness Cases Governance Policy DELIVERY ENVIRONMENT (PROJECT) SYSTEM ENVIRONMENT (PROGRAMME) Business Initiative Pre Project • Create a high level business case • Identify the strategic and business sponsor • Request for approval from the … 1-2 weeks
  26. 26. Department of Internal Affairs ADM – Discovery Phase Page 26Document v1.1 “PropertyExchange” Initiative “Buying a vehicle” Split up into Scenarios “Charter a boat” “Buy firearms” “Selling a house” Workshops with customer representatives & SME’s involved agencies and 3rd parties Analyse Requirements Business Analysis and Enterprise & Solution Architects from each agency work together to design the Business processes, common business services and high level Solution architecture Business Analysis & Architecture High level Design 2-3 hour stand up review where all invited stakeholders can give there comments, ask questions and potentially sign-off the artefacts Expo showcase 2-3 iterations 1 iteration 2 if there is a major change in goals and objectives Sameprocessforeachscenario Integrate the artefacts of each scenario of the initiative into a single solution architecture Integration with other scenarios Strategic Initiative sponsor Business Initiative Sponsor User reps., Agency & 3rd Party SMEs Impacted Agency Stakeholders Key Agency BAs & Architects Write high level Business Case Key Agency BAs & Architects 26
  27. 27. Department of Internal Affairs ADM – Alpha Phase Page 27Document v1.1 Write high level Business Case “Property Exchange” Solution Architecture Product Creation Create Product backlog Product Backlog Sprint Planning + Sprint Goals Sprint Planning Sprint Sprint Demo Sprint Retro Architects + product owner Split up the architecture into consumable sprints Showcase sprint results to stakeholders (Customers, Business, Architects, Product Owners) Sprint retrospective and lessons learned Product owner + scrum master Daily Stand-up 2-3 Week Sprint Scrum master + development team Scrum master + development team Product owner + Scrum master + development team 2-5 iterations
  28. 28. Department of Internal Affairs Timeline BusinessAsUsual Business as Usual Project WorkstreamA DISCOVERY ALPHA BETA LIVE Bundle of tasks Scenario(s) WorkstreamB DISCOVERY ALPHA BETA LIVE Bundle of tasks Scenario(s) WorkstreamE DISCOVERY ALPHA BETA LIVE Bundle of tasks Scenario(s) WorkstreamD DISCOVERY ALPHA BETA LIVE Bundle of tasks Scenario(s) WorkstreamC DISCOVERY ALPHA BETA LIVE Bundle of tasks Scenario(s) T1 T2 T3 T4 T5 T6 T7 T8 T9 T1 T2 T3 T4 T5 T6 T9 T1 T2 T3 T6 T7 T9 T10 T12 T13 T1 T2 T3 T4 T5 T6 T7 T8 T9 T1 T2 T3 T4 T5 T6 T7 T8 T9 T4 T5 T8 T11 Initial Stage Stage 2 Stage 3 Stage 5 Stage 4 ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS Business Case – Project Overview - Example PrepareHighLevelBusinessCase Business Initiative Diagram showing a schema for a sample project. It is useful to assist understanding of the glossary and the relationship between different elements within a project which is crucial for the business case process.
  29. 29. Department of Internal Affairs Diagram showing a provides a sample overview of the Business Case and Request for Funding process. Timeline Project WorkstreamA DISCOVERY ALPHA BETA LIVE WorkstreamB DISCOVERY ALPHA BETA LIVE WorkstreamE DISCOVERY ALPHA BETA LIVE WorkstreamD DISCOVERY ALPHA BETA LIVE WorkstreamC DISCOVERY ALPHA BETA LIVE Initial Stage Stage 2 Stage 3 Stage 5 Stage 4 Approval Project Business Case & Initial Stage Request for Funding Go/No Go Gate Stage 2 Request for Funding Go/No Go Gate Stage 3 Request for Funding Go/No Go Gate Stage 4 Request for Funding Go/No Go Gate Stage 5 Request for Funding BusinessAsUsual Business as Usual PrepareHighLevelBusinessCaseBusiness Initiative
  30. 30. Department of Internal Affairs Stage 2 dd/mm/yy - dd/mm/yy Stage 3 dd/mm/yy - dd/mm/yy Stage 4 dd/mm/yy - dd/mm/yy Stage 5 dd/mm/yy - dd/mm/yy Initial Stage dd/mm/yy - dd/mm/yy •[Text] •[Text] RfF •[Text] •[Text] RfF •[Text] •[Text] RfF •[Text] •[Text] RfF •[Text] •[Text] RfF ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS High Level Business Case - Name of the business case - Request for Funding Initial Stage Strategic Case Strategic fit, need to invest & case for change Economic Case Determine potential value for money Financial Case Assess affordability & funding Define the problem & the need for change. Include organisational overview, operating environment & how investment proposal aligns to relevant Government, sector & organisational strategies. Need to Invest Strategic Context Project assessment Overall Objectives Current State Customer Needs Business Needs Scope Benefits Risks & Issues Constraints & Dependen- cies Case for change 1 2 3 Stakeholder Engagement How top 5 stakeholders have been engaged Viability Project viability from a delivery, policy & technology perspective Work streams Description of the work streams that make up the project. These form options for a phased delivery. Schedule High level schedule and break down of the whole project into stages (RfF = Request for Funding) # Name Description A B C D E DELIVERY xxx POLICY xxx Describe how project meets the short-list criteria to be selected as an accelerated better services for New Zealanders project. R A G Overall project benefits Benefit type Description New Zealanders New Zealand Government New Zealand Economy Project Benefit Analysis compared benefits with Financial costing Management Case Plan for successful accelerated delivery4 # Name & Role Engagement to Date 1 2 3 4 5 TECHNOLOGY xxx # Work stream rationalE Organisations & % involvement A B C D E Costs Capex Opex Total Revenue $ $ $ Summarise the ability to meet the capital and operating costs of the business case. Financial Costing Affordability Request for Funding (RfF) Initial Stage Capital Operational $ $ Funding Commercial Case Sourcing & procurement 4 Delete sentences which are not applicable. The sourcing strategy is……………………… Specific contract terms include…………………… The procurement strategy is …................................ The required services are…………………… The service risks could be apportioned between the organisation and supplier as follows…….. The proposed payment approach is to………………………………………. Initial Stage
  31. 31. Department of Internal Affairs Stage 2 dd/mm/yy - dd/mm/yy Stage 3 dd/mm/yy - dd/mm/yy Stage 4 dd/mm/yy - dd/mm/yy Stage 5 dd/mm/yy - dd/mm/yy Initial Stage dd/mm/yy - dd/mm/yy •[Text] •[Text] DONE •[Text] •[Text] On- going •[Text] •[Text] RfF •[Text] •[Text] YtS •[Text] •[Text] YtS ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS Name of the business case - Request for Funding Strategic Case Strategic fit, need to invest & case for change Economic Case Determine potential value for money Financial Case Assess affordability & funding Define the problem & the need for change. Include organisational overview, operating environment & how investment proposal aligns to relevant Government, sector & organisational strategies. Need to Invest Strategic Context Project assessment Overall Objectives Current State Customer Needs Business Needs Scope Benefits Risks & Issues Constraints & Dependen- cies Case for change 1 2 3 Stakeholder Engagement How top 5 stakeholders have been engaged Work streams status an overview of the each work stream status Schedule and break down of the whole project into stages (RfF = Request for Funding, YtS = Yet to Start) # Discovery Alpha Beta Live A Done Done Ongoing dd/mm/yy B Done RfF - - C Ongoing - - - D RfF - - - E - - - - Describe how project meets the short-list criteria to be selected as an accelerated better services for New Zealanders project. Cost-benefits work stream x (Alpha – Live) Option 1 Option 2 Option 3 Net % Value of benefits Net % costs Benefit cost ratio BAU Project Stage Cost Benefit Analysis Management Case Plan for successful accelerated delivery5 # Name & Role Engagement to Date 1 2 3 4 5 Request for Funding (RfF) Stage n Capital Operational $ $ Funding G A # Next work stream rationalE Organisations & % involvement D E Summarise the ability to meet the capital and operating costs of the business case. Affordability Options description in supporting signed-off discovery phase documentation. Not to be changed from original High Level Business Case Commercial Case Sourcing & procurement 4 Delete sentences which are not applicable. The sourcing strategy is……………………… Specific contract terms include…………………… The procurement strategy is …................................ The required services are…………………… The service risks could be apportioned between the organisation and supplier as follows…….. The proposed payment approach is to………………………………………. Go/No Go Gate Stage n Costs Capex Opex Initial estimates $ $ Spent to date $ $ Financial Costing
  32. 32. Department of Internal Affairs Data and Information Governance Maturity Assessment Page 32 Executive Sponsorship Data Training Data Accountabilities Data Performance Measures Is there an Information Management / Data Governance policy active within the agency? Note: The policy should be concerned about the importance of the correct use of data within the agency, not just about Information Security. Data policy and standards are defined and approved, though not socialised or fully understood at the business unit level. Gap analysis is completed and operational risks are raised for areas of non-compliance. All data and processes mapped, agreed and approved. Requirements and solution design timescales reduced by > 50% Data policy knowledge and compliance a core skill for all roles within the agency. Levels No agency wide data policy and standards, and few (if any) data rules or processes exist. Data policy and standards exists but are not embedded. A gap analysis has been undertaken to assess policy compliance. The policy and standards are embedded and leveraged by all business units. Management oversight and periodic testing are in place to embed policy and assure compliance. Data policy and standards are integrated into design and operation of business processes, as well as well as attended to project gates. Data policy and standards are integrated into business processes. Data and process documentation are a valuable source for continual improvement and development of data practices and controls. Typical Behaviours Typical Steps - Confirm the value drivers for better data management. - Define guiding principles for data management. - Create the data policy and standards document. - Perform gap analysis between ‘as is’ and data policy compliance. - These documents need to be signed off by Data Steering Group. - The signed off data policy and standards are communicated to all business units. - Each business unit needs to embed the data policy and standards in to their business unit processes. - Data Steering Group conducts periodic audits to assure compliance. - Every role and process description has the data policy and standard behaviors embedded. - Date Steering Group reviews the data policy and standards periodically to improve data practices and controls for the agency. - Data policy and standards rules need to be in place for all new designs. - New designs can only be signed off by the Data Steering Group if compliance is reached with the data policy and standards. - Project control points including data readiness check lists. Data Policy & Standards Agency Internal Governance Structure Information and Data Governance Structure Data Definition Forum Agency Information and Data Steering Group Data Quality Forum Knowledge Management Forum Agency Enterprise Design Authority Agency Investment Board Agency EPMO Provides sign-off authority for data Ensures data governance in projects Proposes investment priorities to Authorises & Mandates Education & Communication Forum Document v1.1
  33. 33. Department of Internal Affairs •Quality is difficult to measure: •Standard rules are needed to assess data completeness, accuracy and currency. •Make key decisions with high quality information •Business processes are complex, poorly understood and fragmented -> multiple versions of the truth: •Simplify business processes will simplify data processes •Simplify data processes gives us a clear view on our data and data flows -> higher quality and higher confidence We Document and Control our Information, Data and Processes •Terms have different meanings within and across agencies: •Shared understanding with a common data language •Common data definition terminology gives a higher confidence in our data •Data needs to be viewed as a critical business asset – not just an ICT concern: •Clarity on rights and accountabilities •Clarity on custodianship •Training will ensure that data governance is used throughout the agency •Business decisions and reporting are at risk from unreliable data: •Confidence in data used to make important decisions •The right reports to the right people -> consistent and trusted reporting •Data management practice reduce risk of inappropriate disclosure •Exploit the value of data to improve services effectiveness We Embed Our Data Responsibilities We Use Our Data Wisely We Share a Data Language We Assure Our Data Quality Page 33Document v1.1 Data and Information – 5 Focus Areas
  34. 34. Department of Internal AffairsPage 34Document v1.1 Data and Information – Assessment Method Data & Process ManagementInformation and Data Landscape Does the agency has a centralised approach for describing there information and data which are stored in core record systems and in excel sheets, documents, statistics…? IT Systems landscape documented but the end user tools which handle information and data are not documented or understood. IT Systems and critical end user tools are understood and documented into an information and data landscape. Information and data flows across the landscape is understood. There is a single metadata repository implemented and core to all business unit data definition and design processes. The repository is exposed agency-wide to all stakeholders via wiki interface. Full end-to-end lifecycle for information and data known and documented - this covers all IT systems and major end user tools. The end user tools are markedly smaller than was originally and is critically appraised for whether they should still be in use. Levels There are incomplete or inconsistent data dictionaries and there is data redundancy across systems. There is no process in place to ensure that data models are designed and developed in a consistent way. Data architecture models, data dictionaries and data structures are documented, base lined and subject to change control. A comprehensive agency data architecture has been approved and processes are embedded to reconcile the data architecture with changes to the information and data landscape. The agency has documentation of the complete information and data landscape which is under change control. Typical Behaviours • Agree and document approach for an initial stock take. • Create a central repository for the validated data definitions, create an inventory of data sources and repositories and data models. • Map flows between repositories and sources . • Undertake gap analysis between the validated data definitions, data structure and meta date and the data architecture. • Identify processes and implement a method for changes to the information and data landscape using the data architecture. • Extend the stock take to complete the information and data landscape including the landscape of the end user tools. • Extend repository to incorporate all data entities meta data. • Implement governance over the central repository for change control. • Implement a method to continually modify, refine and simplify the information and data landscape. • Reduce the net number of data movements and rationalize duplicate repositories. L1 L2 L3 L4 L5 Typical Steps The agency continually monitors, refines and simplifies their high level information and data landscape
  35. 35. Department of Internal Affairs This is an example of the output from a maturity assessment. Looking at the Initial marks and combining it with the typical behaviours it shows progress across each area. With the typical steps the agency can build a plan of action for the short and mid-term future. Page 35Document v1.1 Data and Information – Result Evaluation Example
  36. 36. Department of Internal Affairs An annual evaluation of the Information Management and Data Governance maturity will show the progress that has been made and the focus points for the coming year. Page 36Document v1.1 Data and Information – Annual Result Evaluation Example
  37. 37. Department of Internal Affairs Data and Information - Categorisation Page 37Document v1.1 Motivators Entities Activities Controls Plans Contracts Parties Places Items Cases Events Services
  38. 38. Department of Internal AffairsPage 38Document v1.1 Information Discovery
  39. 39. Department of Internal Affairs Q&A ICT.govt.nz - Guidance and Resources - Government Enterprise Architecture for New Zealand [GEA-NZ] Regine Deleu – regine.deleu@dia.govt.nz

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