2. 2
ICC Phase III Implementation, Cycle I
City project manager
Fredrik SJÖLIN
Prepared by:
Supported by
Per-Olav GRAMSTAD
City lead expert
Mattias WIKNER
3. 3
Part A
Reporting: Mid-
term initiatives
(“big moves”)
• Synthesis of Phase III
Implementation Cycle
I key messages
• 4th city lab peer review
material
Insert city picture
[optional]
4. 4
Roadmap summary
1
It is crucial for us to have a high ability to create value, business development
and innovation with the help of modern technology to achieve “A leading
edge experience efficiently delivered”.
To succeed, we develop four abilities that we believe are needed as well as a
structure for management and support
Aligned and empowered
Workforce
“Empowered employees, inspired
leaders and a culture that embraces
change with an organization truly
aligned to the value it brings to
citizens and stakeholders.”
Demand driven development
“Award a central role to people’
needs, be convenient in the shaping
of processes, services and policies
and adopting inclusive mechanisms
for this to happen.”
City as a platform
“Provide clear and transparent
guidelines, tools, data & software
that equip teams to deliver user-
driven, consistent, seamless,
integrated, proactive and cross-
sectoral service delivery.”
The safe and secure city
“Building trust in the real and digital
society – technical trust”
Karlskrona 2.0
First focus in ICC
6. 6
Initiative charter for City as a platform
Coordination Competence Tools Data
Link to vision Efficiently Experience Leading edge Delivered
Link to ambition statement … seamless, integrated, proactive and
cross-sectoral …
End-to-end perspective avoids suboptimization
Provide clear and
transparent guidelines
New tools and data requires new
approach
… tools … that equip teams …
New opportunities in new tooling
… data … that equip
teams …
Requires a different approach to
i/o
Description Reduce waste: re-engineer processes or develop a
lean whole system
Effective organisation: appropriate grouping and
sharing of activities and services, organisational
structures, role and task clarity.
Shape and manage demand:
Effect behavioural change, reduce
failure demand.
Optimise procurement: procure
volume, shape the market, reduce
or standardise specification or
achieve multyplying effects, share
services, social value.
Create flow: match capacity, capability,
contact points to demand.
Optimise the use of resources:
buildings, ICT, vehicles other
assets, people (scheduling,
downtime, contracts and
management), income
generation.
Estimated cost and source of funding
Initiative lead HELLMAN/GRAMSTAD HASSAN/GRAMSTAD STRANDBERG/GRAMSTAD NILSSON/GRAMSTAD
Initiative working team (core team) HELLMAN/GRAMSTAD HASSAN/GRAMSTAD STRANDBERG/GRAMSTAD NILSSON/GRAMSTAD
Contributors (stakeholders contributing)
Ultimate goal and scope of this initiative Process re-engineering, Resource pool Citizen Developer City Development Platform City Data Model
Major milestones Lean whole system development City Developer Lower Code Once Only Principle
Dependencies Service Delivery Model/Platform Demand Driven
Development/Platform
Config first (Lower
Code)/Platform
Platform/Connectivity
Key stakeholders City Developers City Developers Platform providers National agencies
Impact and timing 2022 2023 Now 2022
Risks
Support needed
2
7. 7
Initiative charter City as a platform: Tools
Contributors: Platform Providers
City Infrastructure Company
City Network Company
Solution
working team:
City ICT Unit
City Communications Office
Solution lead: City Digitalisation Unit
Description Create flow: match capacity, capability, contact p
oints to demand.
Solution
maturity
outputs
Risks and
mitigation
Re-used/shared tools
City As A Platform as a testbed for completely new
ways to focus on entire end-to-end flows, to reuse
data/code and skill forward.
Proprietary libraries with hidden
vulnerabilities, proprietary language,
proprietary libraries and proprietary
frameworks, making securing them a bit
opaque. API integrations, the platform
could be exposing sensitive data.
Perform static code analysis, Audit
proprietary libraries, Verify partners,
Secure the API layer, Compartmentalize,
Security training for citizen developers and
Apply the least-privilege-as-possible rule
Strategy Stakeholders involved Inputs, outputs, outcomes and impacts
Source of
funding and
estimated
cost
City budget
Link to ambition
statement
Link to
vision
Expected impact
and timing
City Development Platform
Lower Code
Now
… tools … that equip teams …
New opportunities in new tooling
Leading edge
City
performance
outcomes and
impacts
A Public Service Delivery Framework
Ongoing work on Public Services through pilots who
are scaled up after validation
Domain Applications
1
8. 8
Initiative charter City as a platform: Data
Contributors: Swedish Companies Registration
Office, CR, (Bolagsverket)
Swedish Agency for Economic and
Regional Growth,
ERG, (Tillväxtverket)
Swedish Tax Agency,
TAX, (Skatteverket)
Solution
working team:
City ICT Unit
Solution lead: City Digitalisation Unit
Description Optimise the use of resources: buildings,ICT, vehicles
other assets, people (scheduling, downtime, contracts
and management), income generation.
Solution
maturity
outputs
Risks and
mitigation
Re-used/shared data
All data won’t be able to be
translated and transformed into the
domain model’s generic language.
Data could be provided using non-
compatible businessmodels.
Extensive work and challenges to
transform data
City/Citizen Developers have little
Data Minimisation knowledge.
Training mitigates
Strategy Stakeholders involved Inputs, outputs, outcomes and impacts
Source of
funding and
estimated
cost
City budget
Link to ambition
statement
Link to
vision
Expected impact
and timing
City Data Model
Once Only Principle
2022
… data … that equip teams …
Requires a different approach to i/o
Delivered
City
performance
outcomes and
impacts
Increased reuse and higher quality of data
Domain Data Transformations
1
9. 9
Initiative charter City as a platform: Competence
Contributors: City/Citizen Developers
City Cybersecurity Advisors
Solution
working team:
City HR
Solution lead: City Digitalisation Unit
Description Shape and manage demand: Effect behavioural
change, reduce failure demand.
Optimise procurement: procure volume, shape the
market, reduce or standardise specification or achi
eve multyplying effects, share services,
social value.
Solution
maturity
outputs
Risks and
mitigation
Re-used/shared competence
A Tight City - city domain experts and developers
working well together.
Lack of city/citizen developer process
model/build/run training, MBR,
city/citizen developers have little
MBR knowledge.Lack of city/citizen
developer security training,
city/citizen developers have little
technical knowledge.Lack of
city/citizen developer data
minimization knowledge, city/citizen
developers have little Data
Minimisation knowledge.
MBR and security training for
city/citizen developers. Apply the
least-privilege-as-possible rule
Strategy Stakeholders involved Inputs, outputs, outcomes and impacts
Source of
funding and
estimated
cost
City budget
Link to ambition
statement
Link to
vision
Expected impact
and timing
Citizen Developer
City Developer
2023
Provide clear and transparent guidelines
New tools and data requires new approach
Experience
City
performance
outcomes and
impacts
How well a city is using new technological solutions
(e.g., increase in broadband coverage, establishment
of open data platform and datasets, etc.)
Domain Training
1
10. 10
Initiative charter City as a platform: Coordination
Contributors: Chief Administrative Office
Quality Management Network
(Domain Experts)
Solution
working team:
City Process Modelers (Domain
Developers)
Solution lead: City Digitalisation Unit
Description Reduce waste: re-engineer processes or develop a
lean whole system
Effective organisation: appropriate grouping and
sharing of activities and services, organisational
structures, role and task clarity.
Solution
maturity
outputs
Risks and
mitigation
Re-used/shared coordination
Ubiquitous Language - the practice of continuously
improving a common, rigorous language between
domain experts and developers.
Domain experts should object to
terms or structures that are awkward
or inadequate to convey domain
understanding.
Domain developers should watch for
ambiguity or inconsistency that will
trip up design.
The domain language (and model)
should evolve as the team's
understanding of the domain grows.
Strategy Stakeholders involved Inputs, outputs, outcomes and impacts
Source of
funding and
estimated
cost
City budget
Link to ambition
statement
Link to
vision
Expected impact
and timing
Process re-engineering, Resource pool
Lean whole system development
2022
… seamless, integrated, proactive and cross-
sectoral …
End-to-end perspective avoids suboptimization
Efficiently
City
performance
outcomes and
impacts
Phase 1 off the education in process management,
Visio and BPMN 2.0 has started and phase 2 is
planned for the autumn.
Implementation of two process platforms, integration
has been completed and coordination has been
introduced.
Domain Coordination Models
1
11. 11
Assessment of city progress
2
What has worked well
during this cycle? What is
the impact you are proud
of?
The proposed initiative
quadruple seems to be
mutually reinforcing.
Innovation Policy identified
and agreed.
Proposal on constraints for
coordination enables
selection of tools, data and
training.
Great vision completeness
and ability to execute.
What are the main lessons
you learnt?
All deliverables dependent on
multi-stakeholder buy-in.
Keep an open-mind on the
development of the
Ubiquitous Language in
general and in automation in
specific.
Room for Domain Expert and
Developer Comments,
Questions, Objections and
Proposals.
What will you focus on in
the next cycle?
Introduce an agenda for
automation.
Support identification of City
Automation Use-Cases,
CAUCs
Support provision of flow and
information identified in
CAUCs enabling city agencies
to specialize in driving their
line of service automation.
What are the key areas you
would be keen to learn from
the experience of other cities?
Re-use/share of CAUCs
Re-use/share of process.
Re-use/share of tools.
Re-use/share of data.
Re-use/share of training.
