1. The document presents a reference model for a service-oriented government in the Netherlands. It outlines 12 developments towards modernizing government and making it more customer-focused.
2. The model divides the developments into primary processes like policymaking and revenue collection, and secondary supporting processes. It discusses the current state of IT systems and the impact of changes.
3. Examples are given of government agencies implementing new ERP systems from SAP to improve their primary processes and replace outdated customized systems, as the Netherlands transitions towards a more integrated, digital government.
This document discusses creating a government-wide enterprise architecture to better integrate business and technology across departments. Currently, most departments operate independently with duplicate processes and systems. The goals of an enterprise architecture are to streamline processes, increase consistency, reduce costs through reuse, and improve services for citizens. It will be a significant challenge to implement due to the large, complex nature of government and need for inter-departmental collaboration.
The Business of IT - Managing Performance by Setting StrategyPaul Wohlleben
The above article was published in the September 2004 edition of FEDTECH Magazine. It provides my thoughts on the use of strategy to establish performance goals and measures that are aligned to mission. The article is one in the series I write entitled "The Business of IT."
The document summarizes research on cloud adoption trends in the UK. Some key findings:
- Cloud service adoption increased 10% over the past 9 months, with public sector showing the most growth at 11%.
- Flexibility is the primary driver of initial cloud adoption, outstripping cost savings 3 to 1.
- Web services and new technologies see higher uptake as cloud services, while traditional IT shows greater growth as cloud services.
- All organization sizes show equivalent adoption rates, showing cloud levels the playing field for small and large businesses.
Opening up government for outcomes (14DEC11 webcast)Lynn Reyes
The document discusses opening up government data and initiatives to spur economic growth. It provides an agenda for a briefing on how open government can unleash the power of information, including a panel discussion on perspectives from government. The briefing covers how open government has evolved to focus on greater engagement for shared outcomes like new economic growth. Panelists from Kenya, the US, and the World Wide Web Foundation discuss lessons learned from open data projects and the need for sustainable models to realize benefits and manage complexity.
Artikel Dominique C Brack January February 2011 Issue Of It ProfessionalReputelligence
The document discusses key performance indicators (KPIs) for green IT initiatives. It provides examples of potential KPIs such as reducing the percentage of cathode ray tube (CRT) monitors used over time. The document also discusses how to define KPIs that are specific, measurable, aligned with organizational goals, realistic and timely. It provides Google as an example company that uses KPIs to track its progress towards carbon neutrality through initiatives like installing solar panels and increasing energy efficiency.
This document describes a webinar series on federal IT challenges in 2010 and beyond. The webinars will cover topics such as cloud computing, virtualization, cyber security, acquisition practices, and challenges facing the new federal IT workforce. Attendees include IT managers, directors, and specialists who want to learn how to implement new technologies, improve processes, and address IT challenges in support of the administration's goals of a more open and transparent government.
This document discusses the emerging trend of context-based services, which use contextual data from various sources combined with analytics to provide more immersive and valuable experiences for users. Context includes location data, online activities, social media, and other inputs. Over the next year, CIOs should link with business functions influencing customer experience, compile a list of potential context-based services, form a pilot team to experiment, and establish an environment to rapidly develop and deploy new services. Examples discussed include services that use travel mentions on Twitter to contact hotels, and mobile services that deactivate phones while driving for safety and fraud prevention. However, context-based services are still in early stages.
It’s up to the CIO and chief information security
officer to make security a board-level concern.
Breaches will happen, and organizations need
to start thinking beyond prevention alone. The
CIO and CISO will need to align with business
leaders to assume a vigilant monitoring
mindset. Data will provide the clues, but both
IT and the business are needed to effectively
detect and respond to attacks that slip past
the gates. Within the next four quarters, the
CIO and CISO had better have good answers
to the CEO’s questions about the myriad
new risks to data security. They should also
be able to display a detailed roadmap for
how they plan to aggregate the data needed
to monitor the breaches that do occur.
This document discusses creating a government-wide enterprise architecture to better integrate business and technology across departments. Currently, most departments operate independently with duplicate processes and systems. The goals of an enterprise architecture are to streamline processes, increase consistency, reduce costs through reuse, and improve services for citizens. It will be a significant challenge to implement due to the large, complex nature of government and need for inter-departmental collaboration.
The Business of IT - Managing Performance by Setting StrategyPaul Wohlleben
The above article was published in the September 2004 edition of FEDTECH Magazine. It provides my thoughts on the use of strategy to establish performance goals and measures that are aligned to mission. The article is one in the series I write entitled "The Business of IT."
The document summarizes research on cloud adoption trends in the UK. Some key findings:
- Cloud service adoption increased 10% over the past 9 months, with public sector showing the most growth at 11%.
- Flexibility is the primary driver of initial cloud adoption, outstripping cost savings 3 to 1.
- Web services and new technologies see higher uptake as cloud services, while traditional IT shows greater growth as cloud services.
- All organization sizes show equivalent adoption rates, showing cloud levels the playing field for small and large businesses.
Opening up government for outcomes (14DEC11 webcast)Lynn Reyes
The document discusses opening up government data and initiatives to spur economic growth. It provides an agenda for a briefing on how open government can unleash the power of information, including a panel discussion on perspectives from government. The briefing covers how open government has evolved to focus on greater engagement for shared outcomes like new economic growth. Panelists from Kenya, the US, and the World Wide Web Foundation discuss lessons learned from open data projects and the need for sustainable models to realize benefits and manage complexity.
Artikel Dominique C Brack January February 2011 Issue Of It ProfessionalReputelligence
The document discusses key performance indicators (KPIs) for green IT initiatives. It provides examples of potential KPIs such as reducing the percentage of cathode ray tube (CRT) monitors used over time. The document also discusses how to define KPIs that are specific, measurable, aligned with organizational goals, realistic and timely. It provides Google as an example company that uses KPIs to track its progress towards carbon neutrality through initiatives like installing solar panels and increasing energy efficiency.
This document describes a webinar series on federal IT challenges in 2010 and beyond. The webinars will cover topics such as cloud computing, virtualization, cyber security, acquisition practices, and challenges facing the new federal IT workforce. Attendees include IT managers, directors, and specialists who want to learn how to implement new technologies, improve processes, and address IT challenges in support of the administration's goals of a more open and transparent government.
This document discusses the emerging trend of context-based services, which use contextual data from various sources combined with analytics to provide more immersive and valuable experiences for users. Context includes location data, online activities, social media, and other inputs. Over the next year, CIOs should link with business functions influencing customer experience, compile a list of potential context-based services, form a pilot team to experiment, and establish an environment to rapidly develop and deploy new services. Examples discussed include services that use travel mentions on Twitter to contact hotels, and mobile services that deactivate phones while driving for safety and fraud prevention. However, context-based services are still in early stages.
It’s up to the CIO and chief information security
officer to make security a board-level concern.
Breaches will happen, and organizations need
to start thinking beyond prevention alone. The
CIO and CISO will need to align with business
leaders to assume a vigilant monitoring
mindset. Data will provide the clues, but both
IT and the business are needed to effectively
detect and respond to attacks that slip past
the gates. Within the next four quarters, the
CIO and CISO had better have good answers
to the CEO’s questions about the myriad
new risks to data security. They should also
be able to display a detailed roadmap for
how they plan to aggregate the data needed
to monitor the breaches that do occur.
Extending Enterprise Architecture Modeling Languages: Application to Telecomm...Vanea Chiprianov
This document discusses extending enterprise architecture modeling languages to add domain specificity. It proposes extending existing EAMLs, like ArchiMate, through profiles that introduce concepts specific to particular domains like telecommunications. The document applies this approach by defining a telecommunications extension of ArchiMate's technical layer. It then uses the extended EAML to model parts of a telecommunications conferencing service at different layers. The extension aims to better support modeling complex domains while maintaining interoperability through a meta-modeling approach.
How to Model and Develop new Software & Hardware based Product & SolutionApu Chandra Saha
Generate a Business requirement and develop the underpinning technology elements and functions, for automation, integrity , fulfillment and Assurance of New Business process delivery.
Make the modeling be first time right, help avoid costly iteration, sunk cost and re engineering post launch.
Service Oriented & Model Driven ArchitecturesPankaj Saharan
The document discusses a seminar on combining Service-Oriented Architectures (SOA) and Model Driven Architectures (MDA). It first provides an overview of SOA and MDA individually, including their goals and characteristics. It then analyzes the similarities and differences between the two approaches when combining them. Some benefits are improved productivity and lower costs, while challenges include defining models and transformations between levels of abstraction. Overall, the document concludes that combining SOA with MDA's model-driven approach can provide benefits like business agility if key issues like semantics and metadata modeling are adequately addressed.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining methods to measure results for each. The document outlines common mistakes to avoid when creating KPIs, such as having too many or not tailoring them to change over time. It also describes different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative. Throughout, it recommends resources for additional KPI materials.
3G & Beyond: What Lies Ahead for Performance Management?TTI Telecom
This document summarizes a presentation on performance management challenges for 3G and 4G mobile networks. It discusses the need to correlate performance issues across radio and IP domains to better understand customer experience issues. It also highlights the importance of defining and monitoring key performance indicators (KPIs) specified for LTE networks to track metrics like accessibility, mobility, throughput and latency. The presentation provides examples of using tracking area optimization and multi-service monitoring to improve quality of experience for customers.
Software Modeling and the Future of Engineering (ICMT/STAF Keynote at York)Jean Bézivin
This document discusses software modeling and the future of engineering. It argues that modeling will become increasingly important across many engineering domains as computers and software continue to permeate those fields. The document outlines two main engineering spaces: domain engineering, which deals with problem domains; and support engineering, which provides tools and techniques to solve problems. It gives examples of fields within each space and notes trends like the growth of new domains and increasing use of models. The document also discusses the history and evolution of modeling, including how modeling has progressed from implicit to explicit models and transformations. It envisions modeling becoming a general calculus that can be applied across multiple domains.
Customer-Centric Service Quality ManagementTTI Telecom
The document discusses improving customer-centric service quality management. It emphasizes integrating a variety of network and customer data to create a unified service management system. This allows monitoring key performance indicators and identifying issues to proactively alert of service irregularities. Taking a customer-focused approach to service quality monitoring and maintaining it as an ongoing process can help close the gap between customer needs and operator service quality.
The document describes Accenture's API Maturity Model, which provides a framework to help organizations develop and manage their APIs from an initial "ad hoc" stage to a fully "industrialized" stage. The model outlines five stages of maturity - ad hoc, organize, tactical, mission critical, and industrial. For each stage, it describes key characteristics and capabilities an organization should develop in areas like strategy, architecture, development process, community management, and optimization. The goal of the model is to help organizations assess their current API maturity and identify steps to progress along the maturity curve to better enable and manage their APIs and digital ecosystems.
The document discusses the concept of joined-up government. It explains that joined-up government seeks to enhance coordination and integration within public sectors that have become too disjointed. It also aims to align incentives, structures, and cultures of authority to address critical tasks that cross organizational boundaries. The document provides background on the origins of joined-up government and its objectives. It also summarizes international developments in joined-up government initiatives in several countries. Finally, it discusses factors for success and common barriers to achieving joined-up government.
The document discusses the concept of joined-up government. It explains that joined-up government seeks to enhance coordination and integration within public sectors that have become too fragmented. It aims to align structures, cultures and incentives to address issues that cross organizational boundaries. The document outlines the origins and objectives of joined-up government, and provides examples of initiatives taken in several countries to promote more joined-up approaches to policymaking and service delivery.
The document discusses joined-up government, which aims to improve coordination between government departments and agencies to more effectively address complex issues. It outlines the benefits of joined-up government, such as improved outcomes, more efficient service delivery, and better problem solving. The document then reviews examples of joined-up government initiatives in several countries, including the UK, New Zealand, Canada, Australia, Finland, Ireland, and Singapore. These initiatives focused on areas like e-government, inter-agency collaboration, and citizen-centered services. Finally, the document discusses lessons learned on making joined-up government work and common barriers to its implementation.
BCG-Agile-as-the-Next-Government-Revolution-Aug-2018_tcm9-200197 (1).pdfOuheb Group
The document discusses how agile practices can help transform government organizations to better meet citizen expectations. It argues that adopting agile approaches can help governments implement policies and deliver digital services more quickly and efficiently. The key aspects of transitioning to an agile model in government include establishing clear priorities and strategies, restructuring organizations into cross-functional teams, changing funding approaches, developing new leadership and cultural norms, and implementing measurement frameworks to track progress. While challenging, governments must adopt agile to better serve citizens who now expect seamless, on-demand digital services from the public sector.
The aim of this paper is presentation of Government Enterprise Architecture (GEA) conceptual model as well as important steps of GEA provisioning in the Czech Republic, as a means of support of state competitiveness, taken as further development of ideas presented in DCP and NERV.
AN APPROACH FOR A BUSINESS-DRIVEN CLOUDCOMPLIANCE ANALYSIS COVERING PUBLIC SE...ijmpict
The need for process improvement is an important target that does affect as well the government processes. Specifically in the public sector there are specific challenges to face .New technology approaches within government processes such as cloud services are necessary to address these challenges. Following the current discussion of „cloudification“of business processes all processes are considered similar in regards to their usability within the cloud. The truth is, that neither all processes have the same usability for cloud services not do they have the same importance for a specific company.
AN APPROACH FOR A BUSINESS-DRIVEN CLOUDCOMPLIANCE ANALYSIS COVERING PUBLIC SE...ijmpict
The need for process improvement is an important target that does affect as well the government processes.
Specifically in the public sector there are specific challenges to face .New technology approaches within
government processes such as cloud services are necessary to address these challenges. Following the
current discussion of „cloudification“of business processes all processes are considered similar in regards
to their usability within the cloud. The truth is, that neither all processes have the same usability for cloud
services not do they have the same importance for a specific company.
The most comprehensive process within a company is the corporate value chain. In this article one key
proposition is to use the corporate value chain as the fundamental structuring backbone for all business
process analysis and improvement activities. It is a pre-requisite to identify the core elements of the value
chain that are essential for the individual company’s business and the root cause for any company success.
In this paper we propose to use the company-specific value-creation for the “cloud-affinity” and the
“cloud-usability” of a business process in public sector considering the specific challenges of addressing
processes in cloud services. Therefor it is necessary to formalize the way the processes with its
interdependencies are documented in context of their company-specific value chain (as part of the various
deployment- and governance alternatives (e.g. security, compliance, quality, adaptability)). Moreover, it is
essential in the public sector to describe in detail the environmental / external restrictions of processes..
With the use of this proposed methodology it becomes relatively easy to identify cloud-suitable processes
within the public sector and thus optimize the public companies value generation tightly focused with the
use of this new technology.
The document discusses the limitations of existing technology stacks for services-centric organizations. It describes how these organizations initially relied on ERP systems that were not well-suited to their needs, leading to the emergence of specialized PSA tools. However, PSA tools also fell short by not facilitating enough collaboration. As a result, organizations have accumulated a tangled web of different applications for tasks like project management, collaboration, and productivity. This "hairball infrastructure" decreases efficiency and makes it difficult for management to oversee operations. Spreadsheets are often used to fill gaps, but this is an inefficient and limiting approach. The document argues a new technology model is needed to address these challenges.
Delivering stakeholder centric services: from strategy to executionIBM Rational software
Initial moves to deliver ‘e-government’ have had mixed success, and citizens have not benefited overall. A move to stakeholder-centric service delivery represents a new phase of e-government which is truly transformational, and as a result it requires deep commitment and coordination between agencies to ensure information is shared effectively. Some key capabilities are required to support stakeholder-centric service transformation: Business Process Management (BPM), supported by business analytics, and Enterprise Architecture and Business Planning. All need to be open and collaborative.
A New Framework For Managing IT-Enabled Business ChangeJulie Davis
This document proposes a new framework for managing IT-enabled business change projects. It begins by discussing limitations of traditional IT project management approaches when applied to significant business change initiatives. A new framework was developed based on principles of managing benefits and organizational change. It was tested on real projects and aims to better address the management challenges across the entire lifecycle of complex IT-change projects. The framework brings a change management perspective rather than just focusing on the IT components. It also seeks to integrate existing management methods and address gaps between them.
This document summarizes a white paper on shared services in the public sector. The key points are:
1. While shared services offer benefits like lower costs, improved expertise, and focus on core business, large implementations in the public sector have often faced problems like cost overruns, delays, and doubts about achieving promised savings.
2. This is likely due to behavioral factors like optimism bias among proponents and fear of loss of control among individual agencies not being adequately considered. Future initiatives need to explicitly account for these behavioral issues.
3. A case study of the ACT Government's shared services arrangement, which is widely seen as successful, found that political support, articulated agency benefits, and tailored services helped encourage
This white paper discusses the concept of visibility in business and the need for total visibility. It argues that total visibility, having all necessary information in real time to control problems and inefficiencies, is essential for companies to be agile and competitive. The paper also states that individual tools only provide partial visibility and that an integral, multi-platform solution is needed to provide visibility across an entire organization. Such a solution would monitor events, applications, and processes to help with proactive decision making and aligning different business areas and sectors.
Digital transformation report sweden july 2017Ola Reppling
Digital Transformation Report 2017
@Qvartz and Microsoft have interviewed leading Swedish companies in many industries about Digital Transformation and the practical aspects of it. Understanding the What, Why and How of Digital Transformation. There are many commonalities across industries and between companies, but my key take-away is that there is no silver bullet. You can’t use the cookie cutter and use the same solution over and over again. Each company and situation is different and therefor each company approach needs to be different, both in What, How and timing. This report strengthens my view that Microsoft is in a unique position to support our customers as we continue to invest in both our platform, but more importantly, in our customer relationships.
When we are in a strategic partnership with our customers we can really support them in all stages of the Digital Transformation Maturity Curve. Many of our larger customers have different units/divisions that are in different stages of the maturity curve and Microsoft’s flexible, scalable and versatile platform and way of working allows us to support the customer as needed in throughout the company.
The report also reinforces the validity and importance of Microsoft’s four pillars of Digital Transformation: Engage your customer, Empower your employees, Optimize your operations and Transform your products.
The report will give you a benchmark of where Swedish customers are on their Digital Transformation journey and some insights into the What, Why and How.
The document discusses the Next Generation Controlling project at Deutsche Post World Net. The project aims to transform the company's Controlling organization into an "Advanced Navigator" that better supports management. Phase 1 involved a thorough analysis of the current performance of Controlling through interviews and a survey. While Controlling has adapted successfully to changes, the analysis found room for improvement. Phase 2 will implement the IMPACT program using 11 initiatives to address opportunities identified across 6 levels, including Controlling's mission, key processes, systems, and organization. The goal is to clearly improve efficiency and effectiveness.
Extending Enterprise Architecture Modeling Languages: Application to Telecomm...Vanea Chiprianov
This document discusses extending enterprise architecture modeling languages to add domain specificity. It proposes extending existing EAMLs, like ArchiMate, through profiles that introduce concepts specific to particular domains like telecommunications. The document applies this approach by defining a telecommunications extension of ArchiMate's technical layer. It then uses the extended EAML to model parts of a telecommunications conferencing service at different layers. The extension aims to better support modeling complex domains while maintaining interoperability through a meta-modeling approach.
How to Model and Develop new Software & Hardware based Product & SolutionApu Chandra Saha
Generate a Business requirement and develop the underpinning technology elements and functions, for automation, integrity , fulfillment and Assurance of New Business process delivery.
Make the modeling be first time right, help avoid costly iteration, sunk cost and re engineering post launch.
Service Oriented & Model Driven ArchitecturesPankaj Saharan
The document discusses a seminar on combining Service-Oriented Architectures (SOA) and Model Driven Architectures (MDA). It first provides an overview of SOA and MDA individually, including their goals and characteristics. It then analyzes the similarities and differences between the two approaches when combining them. Some benefits are improved productivity and lower costs, while challenges include defining models and transformations between levels of abstraction. Overall, the document concludes that combining SOA with MDA's model-driven approach can provide benefits like business agility if key issues like semantics and metadata modeling are adequately addressed.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining methods to measure results for each. The document outlines common mistakes to avoid when creating KPIs, such as having too many or not tailoring them to change over time. It also describes different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative. Throughout, it recommends resources for additional KPI materials.
3G & Beyond: What Lies Ahead for Performance Management?TTI Telecom
This document summarizes a presentation on performance management challenges for 3G and 4G mobile networks. It discusses the need to correlate performance issues across radio and IP domains to better understand customer experience issues. It also highlights the importance of defining and monitoring key performance indicators (KPIs) specified for LTE networks to track metrics like accessibility, mobility, throughput and latency. The presentation provides examples of using tracking area optimization and multi-service monitoring to improve quality of experience for customers.
Software Modeling and the Future of Engineering (ICMT/STAF Keynote at York)Jean Bézivin
This document discusses software modeling and the future of engineering. It argues that modeling will become increasingly important across many engineering domains as computers and software continue to permeate those fields. The document outlines two main engineering spaces: domain engineering, which deals with problem domains; and support engineering, which provides tools and techniques to solve problems. It gives examples of fields within each space and notes trends like the growth of new domains and increasing use of models. The document also discusses the history and evolution of modeling, including how modeling has progressed from implicit to explicit models and transformations. It envisions modeling becoming a general calculus that can be applied across multiple domains.
Customer-Centric Service Quality ManagementTTI Telecom
The document discusses improving customer-centric service quality management. It emphasizes integrating a variety of network and customer data to create a unified service management system. This allows monitoring key performance indicators and identifying issues to proactively alert of service irregularities. Taking a customer-focused approach to service quality monitoring and maintaining it as an ongoing process can help close the gap between customer needs and operator service quality.
The document describes Accenture's API Maturity Model, which provides a framework to help organizations develop and manage their APIs from an initial "ad hoc" stage to a fully "industrialized" stage. The model outlines five stages of maturity - ad hoc, organize, tactical, mission critical, and industrial. For each stage, it describes key characteristics and capabilities an organization should develop in areas like strategy, architecture, development process, community management, and optimization. The goal of the model is to help organizations assess their current API maturity and identify steps to progress along the maturity curve to better enable and manage their APIs and digital ecosystems.
The document discusses the concept of joined-up government. It explains that joined-up government seeks to enhance coordination and integration within public sectors that have become too disjointed. It also aims to align incentives, structures, and cultures of authority to address critical tasks that cross organizational boundaries. The document provides background on the origins of joined-up government and its objectives. It also summarizes international developments in joined-up government initiatives in several countries. Finally, it discusses factors for success and common barriers to achieving joined-up government.
The document discusses the concept of joined-up government. It explains that joined-up government seeks to enhance coordination and integration within public sectors that have become too fragmented. It aims to align structures, cultures and incentives to address issues that cross organizational boundaries. The document outlines the origins and objectives of joined-up government, and provides examples of initiatives taken in several countries to promote more joined-up approaches to policymaking and service delivery.
The document discusses joined-up government, which aims to improve coordination between government departments and agencies to more effectively address complex issues. It outlines the benefits of joined-up government, such as improved outcomes, more efficient service delivery, and better problem solving. The document then reviews examples of joined-up government initiatives in several countries, including the UK, New Zealand, Canada, Australia, Finland, Ireland, and Singapore. These initiatives focused on areas like e-government, inter-agency collaboration, and citizen-centered services. Finally, the document discusses lessons learned on making joined-up government work and common barriers to its implementation.
BCG-Agile-as-the-Next-Government-Revolution-Aug-2018_tcm9-200197 (1).pdfOuheb Group
The document discusses how agile practices can help transform government organizations to better meet citizen expectations. It argues that adopting agile approaches can help governments implement policies and deliver digital services more quickly and efficiently. The key aspects of transitioning to an agile model in government include establishing clear priorities and strategies, restructuring organizations into cross-functional teams, changing funding approaches, developing new leadership and cultural norms, and implementing measurement frameworks to track progress. While challenging, governments must adopt agile to better serve citizens who now expect seamless, on-demand digital services from the public sector.
The aim of this paper is presentation of Government Enterprise Architecture (GEA) conceptual model as well as important steps of GEA provisioning in the Czech Republic, as a means of support of state competitiveness, taken as further development of ideas presented in DCP and NERV.
AN APPROACH FOR A BUSINESS-DRIVEN CLOUDCOMPLIANCE ANALYSIS COVERING PUBLIC SE...ijmpict
The need for process improvement is an important target that does affect as well the government processes. Specifically in the public sector there are specific challenges to face .New technology approaches within government processes such as cloud services are necessary to address these challenges. Following the current discussion of „cloudification“of business processes all processes are considered similar in regards to their usability within the cloud. The truth is, that neither all processes have the same usability for cloud services not do they have the same importance for a specific company.
AN APPROACH FOR A BUSINESS-DRIVEN CLOUDCOMPLIANCE ANALYSIS COVERING PUBLIC SE...ijmpict
The need for process improvement is an important target that does affect as well the government processes.
Specifically in the public sector there are specific challenges to face .New technology approaches within
government processes such as cloud services are necessary to address these challenges. Following the
current discussion of „cloudification“of business processes all processes are considered similar in regards
to their usability within the cloud. The truth is, that neither all processes have the same usability for cloud
services not do they have the same importance for a specific company.
The most comprehensive process within a company is the corporate value chain. In this article one key
proposition is to use the corporate value chain as the fundamental structuring backbone for all business
process analysis and improvement activities. It is a pre-requisite to identify the core elements of the value
chain that are essential for the individual company’s business and the root cause for any company success.
In this paper we propose to use the company-specific value-creation for the “cloud-affinity” and the
“cloud-usability” of a business process in public sector considering the specific challenges of addressing
processes in cloud services. Therefor it is necessary to formalize the way the processes with its
interdependencies are documented in context of their company-specific value chain (as part of the various
deployment- and governance alternatives (e.g. security, compliance, quality, adaptability)). Moreover, it is
essential in the public sector to describe in detail the environmental / external restrictions of processes..
With the use of this proposed methodology it becomes relatively easy to identify cloud-suitable processes
within the public sector and thus optimize the public companies value generation tightly focused with the
use of this new technology.
The document discusses the limitations of existing technology stacks for services-centric organizations. It describes how these organizations initially relied on ERP systems that were not well-suited to their needs, leading to the emergence of specialized PSA tools. However, PSA tools also fell short by not facilitating enough collaboration. As a result, organizations have accumulated a tangled web of different applications for tasks like project management, collaboration, and productivity. This "hairball infrastructure" decreases efficiency and makes it difficult for management to oversee operations. Spreadsheets are often used to fill gaps, but this is an inefficient and limiting approach. The document argues a new technology model is needed to address these challenges.
Delivering stakeholder centric services: from strategy to executionIBM Rational software
Initial moves to deliver ‘e-government’ have had mixed success, and citizens have not benefited overall. A move to stakeholder-centric service delivery represents a new phase of e-government which is truly transformational, and as a result it requires deep commitment and coordination between agencies to ensure information is shared effectively. Some key capabilities are required to support stakeholder-centric service transformation: Business Process Management (BPM), supported by business analytics, and Enterprise Architecture and Business Planning. All need to be open and collaborative.
A New Framework For Managing IT-Enabled Business ChangeJulie Davis
This document proposes a new framework for managing IT-enabled business change projects. It begins by discussing limitations of traditional IT project management approaches when applied to significant business change initiatives. A new framework was developed based on principles of managing benefits and organizational change. It was tested on real projects and aims to better address the management challenges across the entire lifecycle of complex IT-change projects. The framework brings a change management perspective rather than just focusing on the IT components. It also seeks to integrate existing management methods and address gaps between them.
This document summarizes a white paper on shared services in the public sector. The key points are:
1. While shared services offer benefits like lower costs, improved expertise, and focus on core business, large implementations in the public sector have often faced problems like cost overruns, delays, and doubts about achieving promised savings.
2. This is likely due to behavioral factors like optimism bias among proponents and fear of loss of control among individual agencies not being adequately considered. Future initiatives need to explicitly account for these behavioral issues.
3. A case study of the ACT Government's shared services arrangement, which is widely seen as successful, found that political support, articulated agency benefits, and tailored services helped encourage
This white paper discusses the concept of visibility in business and the need for total visibility. It argues that total visibility, having all necessary information in real time to control problems and inefficiencies, is essential for companies to be agile and competitive. The paper also states that individual tools only provide partial visibility and that an integral, multi-platform solution is needed to provide visibility across an entire organization. Such a solution would monitor events, applications, and processes to help with proactive decision making and aligning different business areas and sectors.
Digital transformation report sweden july 2017Ola Reppling
Digital Transformation Report 2017
@Qvartz and Microsoft have interviewed leading Swedish companies in many industries about Digital Transformation and the practical aspects of it. Understanding the What, Why and How of Digital Transformation. There are many commonalities across industries and between companies, but my key take-away is that there is no silver bullet. You can’t use the cookie cutter and use the same solution over and over again. Each company and situation is different and therefor each company approach needs to be different, both in What, How and timing. This report strengthens my view that Microsoft is in a unique position to support our customers as we continue to invest in both our platform, but more importantly, in our customer relationships.
When we are in a strategic partnership with our customers we can really support them in all stages of the Digital Transformation Maturity Curve. Many of our larger customers have different units/divisions that are in different stages of the maturity curve and Microsoft’s flexible, scalable and versatile platform and way of working allows us to support the customer as needed in throughout the company.
The report also reinforces the validity and importance of Microsoft’s four pillars of Digital Transformation: Engage your customer, Empower your employees, Optimize your operations and Transform your products.
The report will give you a benchmark of where Swedish customers are on their Digital Transformation journey and some insights into the What, Why and How.
The document discusses the Next Generation Controlling project at Deutsche Post World Net. The project aims to transform the company's Controlling organization into an "Advanced Navigator" that better supports management. Phase 1 involved a thorough analysis of the current performance of Controlling through interviews and a survey. While Controlling has adapted successfully to changes, the analysis found room for improvement. Phase 2 will implement the IMPACT program using 11 initiatives to address opportunities identified across 6 levels, including Controlling's mission, key processes, systems, and organization. The goal is to clearly improve efficiency and effectiveness.
Social Service Administrative Strategies: Seven Steps to Thrive in a Weak Eco...IBM Government
Improving social services in a down economy is a true challenge. Here, IBM provides strategies and solutions to help social service organizations improve efficiency and minimize fraud with limited resources and staff to ensure that citizen needs always come first.
This document provides an overview of four potential future scenarios for the TIME (Telecom, IT, Media & Entertainment) industry by 2020, along with the business models that would be suited for each scenario.
The scenarios were developed using a scenario planning methodology that identified likely trends and uncertainties. The four scenarios are: 1) Brands & Pipes, 2) User's Choice, 3) Green Shift, and 4) All-Inclusive. Each scenario describes a different potential future for the industry in terms of user and market perspectives.
Accompanying each scenario are descriptions of sample business models that companies could adopt to be successful in that particular future environment. Common strategies across the scenarios include implementing activity-based costing
By digitizing processes and making organizational changes, governments can
enhance services,
save money, and
improve citizens’ quality of life.
As companies have transformed themselves with digital technologies, people are calling on governments to follow suit.
By digitizing, governments can provide services that meet the evolving expectations of citizens and businesses, even in a period of tight budgets and increasingly complex challenges.
Estimates suggest that government digitization, using current technology, could generate over $1 trillion annually worldwide.
Digitizing a government requires attention to two major considerations:
the core capabilities for engaging citizens and businesses, and
the organizational enablers that support those capabilities (exhibit).
These make up a framework for setting digital priorities.
We look at the capabilities and enablers in this framework, along with guidelines and real-world examples to help governments seize the opportunities that digitization offers.
RegTech refers to the use of new technologies to help firms address increasing regulatory requirements and challenges. RegTech solutions can provide benefits like agility, speed, integration, and analytics capabilities to help firms better understand and manage their compliance risks. Examples of RegTech solutions that are becoming more prominent include tools for regulatory gap analysis, compliance universe mapping, health checks, management information, and transaction reporting. Firms can leverage RegTech solutions to automate mundane compliance tasks and reduce operational risks, while also gaining insights into their compliance risks through data and analytics capabilities.
GCE Implementing Federal Enterprise Solution in Cloudacraig595
The document discusses the federal government's initiatives to modernize financial systems using cloud-based solutions. It outlines how the cloud model addresses issues like long implementation times and scalability, and how federal agencies are now establishing cloud standards. The SaaS model delivers pre-configured financial solutions that simplify tasks and eliminate much implementation risk. Cloud solutions also offer immediate benefits through reduced costs and faster deployment times.
Similar to A Reference Model For A Service Oriented Government (20)
GCE Implementing Federal Enterprise Solution in Cloud
A Reference Model For A Service Oriented Government
1. Public the way we see it
A reference model for
a service-oriented
government
2. Contents
Introduction 01
Overview of the model
1. The primary processes (Developments 1 to 5) 02
2. The secondary processes (Development 6) 02
3. Digital files and folders (Policy principle 7) 03
4. Chain integration (Policy principle 8) 03
5. Core registrations (Policy principle 9) 04
6. Governement desktop (Policy principle 10) 05
7. Political and management information (Policy principle 11) 06
8. Customer-friendly access (Policy principle 12) 07
Present state of affairs 09
3. Public the way we see it
Introduction
The much-debated topic of New putting the Netherlands on the map policy principles of Different
Government* requires governmental in global terms. Not for us to brag Government. It offers a way of think-
innovation and reform. The challenges about in Holland, but an opportunity ing for going step by step towards
are abound. Some examples: do more to analyze how this success has been service-oriented government.
with fewer people. Provide transpar- achieved. And by doing this, to in-
ency. Respond faster to new legisla- spire others. It contains a handle for making the
tion and regulations (time to market). developments manageable.
To be able to work in a results-orient- Since the route to New Government
ed and customer-focused manner. was first taken in 2004 a great many The Government Reference Model
Deliver measurable services. Offer changes have been set in motion in that we elaborate on below is built up
more and more services online. To the public sector. The developments into the final model section by sec-
put the citizen service number to best appear to be following on from one tion. We start with the primary and
possible use. Manage file handling another ever faster. At the end of secondary processes of the govern-
with often distributed entry of data, 2005 this resulted in the implementa- ment before moving on to the discus-
and yet to have consistent, reliable tion of eight major changes to the law, sion of the implications for policy. For
management information available. To including the Social Insurance each section a general indication is
say nothing of the integration of chain (Reduction of Administrative Burden given of what the development entails,
partners within government and the and Simplification) Act, the Work and what the current state of the IT struc-
ability to extract politico-governmen- Income according to Labour Capacity ture is and what impact the develop-
tal information from such a chain Act, the Health Care Insurance Act ment has on IT.
quickly. and the Life Course Scheme.
All these changes had a major impact
In order to make a clear response to on the administration of government
all these issues, the government needs and its IT. They are as it were all
useful tools. Tools that make it possi- based on the new capabilities: they
ble to build the new government edi- encourage the breaking down of the
fice of the future, step by step and in walls between institutes, with subse-
a targeted fashion. What is most quent integration of the administrative
important is that close cooperation chain and we see they depend on new
and optimum knowledge transfer be- capabilities of accessing basic records
tween government and the corporate in a national landscape.
sector is crucial if this process is to
succeed. To gain an insight into the develop- Capgemini Nederland B.V.
ment of New Government and to Public Sector
The Dutch government has invested a make the interdependence of the
great deal of energy in this area in changes clear, Capgemini has devel- Nick van Rossum
recent years. We are now beginning to oped the ‘Government Reference VP Practiceleader SAP Public and
reap the benefits of that effort. Take Model’ in collaboration with SAP Finance
the Land Registry. This organization Netherlands. Albert Kuiper
has won the most important European This model contains the primary and Business Architect
prize for E-government of the year. secondary processes of government Mario Halfhide
No small achievement. And there are together with a framework containing VP Business Development and Sales
many more such initiatives that are a number of the most important Public Sector
* New Government is the translation of the term ‘Moderne Overheid’ which is the name of the initiative of the Dutch government in 2006.
Introduction 1
4. Overview of the model
In this model we distinguish twelve ERP too is increasingly being imple-
1. The primary processes
developments. Reflections and views mented to put the primary processes
(Developments 1 to 5)
on these developments can be found into effect. At the Ministry for Social
in this book. We outline the develop- Affairs and Employment the Hermes
ments briefly for you as follows. system is being set up. This budgeting
system with work-flow, authorizations
1. The primary processes and management information looks
1
(Developments 1 to 5) after the determination and allocation This box is for the placement
Each government organization is re- of the budgets to the various benefits 2
sponsible for the execution of one or agencies. of a graphic.
3
more of the five primary processes: Right-click on this box and
making policy, raising taxes and col- At the Ministry of Defense the diffe- 4
lecting revenues, assigning funds and rent logistics and financial systems are change content
disbursements of grants, executing being replaced during the reorganiza- to
5 picture and place the
laws (a wide range of different proces- tion of the branches of military serv-
ses) and control of the execution of ice. The privatization of the housing appropriate artwork.
laws. corporations leads to the replacement
of their current bespoke and package
Looking at these primary processes solutions. The whole handling of New
and the way in which they are put Citizen Integration (including the
into practice from the IT viewpoint, attendance of courses and the conclu-
one thing immediately catches the sion of loans) is going to be adminis-
eye. In the field of primary processes tered at the IB-Groep. These exam-
the government, with just a few ples, solutions are based on a SAP
exceptions, is using bespoke systems. platform. We also see that municipal-
These customized systems are at the ities have started to use package solu-
end of their life cycle, are difficult to tions in recent years.
adapt to the new legislation and regu-
lations and are very expensive to 2. The secondary processes
maintain. They were never designed (Development 6)
2. The secondary processes
for cooperation in (supply) chains. If we look at the secondary processes,
(Development 6)
Any attempts at decompartmentaliza- the administration or support services
tion would consequently be futile and as they are also called, then we see
merely be cosmetic. that in recent years there has been a
major switch to application packages.
A shift to application packages SAP clearly has the leading edge in
1
The replacement of some of these this area. At various Ministries appli- This box is for the placement
customized systems with application cation packages have now been intro- 2
packages was only started two years duced for financial accounting and of a graphic.
3
ago. In terms of the primary process personnel processes. At the same time Right-click on this box and
of levying taxes and collecting reve- the purchasing process at a great 4
nues the Tax Department for example many government organizations is change content
is having its current customized currently under scrutiny and work is to picture and place the
5
system for the collection process under way on replacement of the cus-
6 appropriate artwork.
replaced by a best-of-breed solution. tomized systems with an application
package. To take two examples: the
Land Registry and the Tax Depart-
2
5. Public the way we see it
ment. At a number of government of submissions for building construc-
3. Digital files and folders (Policy
organizations the IT management of tion electronically over the internet.
principle 7)
the secondary processes is also being Construction application forms, draw-
accommodated in Shared Service ings and calculations are submitted
Centers with a view to standardization and processed digitally. The applicant
and cost savings. can follow the decision-making in the
process on the internet too.
1 7
This box is for the placement 3. Digital files and folders
Digital files & folders
2 (Policy principle 7) 4. Chain integration (Policy prin-
of a graphic. Under the New Government style of ciple 8)
3 thinking, the citizen and the corporate Government organizations however
Right-click on this box and
4
sector take centre stage in the services do not stand alone in the execution of
change content of government. As a result it is no the tasks assigned to them. They are
to
5 picture and place the longer the individual processes that dependent on cooperation with
are guiding, but rather the file of the ministries, independent authorities,
6 appropriate artwork.
citizen or the business approaching municipalities, provinces and some-
the government. A 360-degree under- times even the corporate sector. The
standing of all contact-moments in policy of New Government is aimed at
connection with the file (the case) is giving simpler and clearer shape to
the consequence. This means that all this cooperation in the chains. This
the relevant information concerning means that apart from the develop-
the government’s customers must be ments within the organization itself,
available in digital form and that new the developments of the organizations
work flow processes must be set up. in their own chain are also important.
Alls processes must be redeveloped to Think for example of the social chain
make the sharing of digital files part of Social Affairs and Employment,
of the workflows. Social Security Agency and Munici-
palities for the payment of benefits
As an example, from 2008 a digital or the education chain with Finance,
customer file will have to be created Education Departments, Culture and
for the application for a social benefit Science, the IB-Groep and the educa-
in which all the customer data and tional institutes.
documentary evidence about the
unemployment are collected electroni- In these processes the various parties
cally. This file will be created at the are dependent on (the correctness of)
intake interview by the front-office of the data of their predecessors. Time
the Ministry for Labour and will be saving, cost saving and more error-
available for use by various organiza- free information transfer are the main
tions such as the Social Security gains that can be achieved by govern-
Agency and municipal Social Services ment.
who are responsible for timely reinte-
gration. Currently the majority of the informa-
tion exchange within the chains takes
Another example is the constructions place on paper by means of (extracts
applications project that is currently from) files. In the Health Care chain
in the process of implementation. This the form and contents of the Elec-
is a project that involves the handling tronic Patient File are now being
Overview of the model 3
6. 4. Chain integration (Policy principle 8)
This box is for the placement of a graphic.
1 7
Right-click on 1this box and change8 content
8 7 1 7
Digital files & folders
Digital files & folders
Digital files & folders
2 2 2
to picture and place the appropriate artwork.
View chain
3 3
View chain 3
4 4 4
5 5 5
6 6 6
developed. Soon medical data will 5. Core registrations (Policy
be exchanged between the different principle 9)
health care providers. In addition The idea behind core registrations is
to the security aspect the technical that citizens, business and other orga-
implementation is a key issue. This nizations only have to have their
is precisely where the problems are details registered at one place and one
in the development of the Electronic time and these are subsequently used
Patient File as that it appears that in all their interaction with govern-
there are major differences in the ment. In all contacts thereafter the
levels of the degree of automation of core registrations are used as a start-
the various organizations in the chain. ing point. The main consequences are
that the basic records must be mana-
By focusing on the chain there obvi- ged centrally and that all government
ously are also opportunities to reduce organizations must be connected. The
complexity of architecture and reduc- government organizations are obliged
ing costs. Shared Service Centers to use these core registrations by law.
across various different organizations
of the chain are the solution to this. Originally this Act would have come
into force for six basic records from
The Ministry of Defense is currently January 2007. Problems with the
seeing the introduction of a central implementation (how can this be
service for electronic payment of achieved with the present IT infra-
invoices for procurement. The structure?) have led to the postpone-
Ministry of Defense is leading the ment of the start date of the Act.
way in this functional area. Of these six basic records the
Registration of Persons of the munici-
4
7. Public the way we see it
5. Core registrations (Policy principle 9)
1 7 This box is for the placement of a 8
8 1 7 graphic. 1 7
Digital files & folders
Digital files & folders
Digital files & folders
2
Right-click on this box and change content
2 2
View chain
View chain
3 3 3
4
to picture and place the appropriate artwork.
4 4
5 5 5
6 6 6
9 Core registrations
pal personal records database, the 1. The public servant who can do his
Register of Businesses (basic address work anywhere and at any time. In
and buildings record) of the Chamber the near future new public servants
of Commerce and the Property will be knowledge workers;
Registration of the Land Registry are 2. To be an attractive employer for
the three best known. The country’s new recruits;
citizens are currently being urged to 3. One-off entry of data;
apply for their Citizen Service 4. Portals and personalized access
Number (for the identification of the (for the customer as well as the public
Registration of Persons) and their servant).
DigiD (type of pin code for authoriza-
tion). These are all activities on the The first objective means that the
registration side: i.e. availability of the public servant must be able to work
data, a unique identification and a from any government organization he
security code. The actual implementa- wants or from home. The public serv-
tion within the New Government ant has access via a screen layout and
organizations has yet to start. requisite systems tailored specifically
to the performance of his duties
6. Government desktop (Policy (objective 4). What we already stated
principle 10) is that the public servant will be a
Another policy principle that is affect- knowledge worker. All processes mus
ing every government organization is be executed automatically (electroni-
the central government desktop. The cally) with minimal human interven-
objectives of the introduction of the tion.
one format for the government desk-
top are:
Overview of the model 5
8. 6. Government desktop (Policy principle 10)
10 Government desktop
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Digital files & folders
Digital files & folders
Digital files & folders
2
to picture and place the appropriate artwork.
2 2
View chain
View chain
3 3 3
4 4 4
5 5 5
6 6 6
9 Core registrations
The one-off entry (objective 3) must have a low learning-threshold and be
ensure that data is recorded clearly, recognizable in their operation.
fewer errors are made and greater
efficiency occurs. As an example of 7. Political and management
one-off entry consider diary manage- information (Policy principle 11)
ment. A request for a holiday via Political and management information
Outlook immediately triggers a work- refers to the retrieval of unstructured
flow for approval, leading to the debi- ad hoc information from government
ting of the days in the time records of systems in support of decision-making
the personnel system and the inclu- processes or accountability.
sion of the request as a document in
the personnel file. This does not mean the structured
At the outset all this seems easy to information about for example the
arrange. However, at the back-end a costs of a construction project, but
great amount of effort has to be digitized information that is obtaina-
invested in the current customized ble now that more and more informa-
systems and application packages. tion is becoming available electroni-
There is even talk of a potential cally in files and can be accessed now
‘implementation bottleneck’. that the systems can be linked to one
another more easily.
The purpose of the second objective is Information is politically indispensa-
that the government remains an at- ble. An example of this unstructured
tractive employer for the new genera- information is the information that
tion, which is growing up working the Dutch Ministry of Finance needed
with the latest technology, in the futu- on Property Tax at the beginning of
re too. Systems must be user friendly, 2006. Part of the national property tax
6
9. Public the way we see it
7. Political and management information (Policy principle 11)
10 Government desktop
11
This boxPolitical and management information
is for the placement of a graphic.
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Digital files & folders
Digital files & folders
Digital files & folders
2
to picture and place the appropriate artwork.
2 2
View chain
View chain
3 3 3
4 4 4
5 5 5
6 6 6
9 Core registrations
was abolished, and the other part was form of the ad hoc establishment of
allowed to rise only by a maximum of connections between this data has yet
2%. The municipalities became more to be determined.
autonomous in the taxation and could
set the height of the tax. The provinc- 8. Customer-friendly access
es had the task to overview the height (Policy principle 12)
of the municipal taxes and agree Key to customer-friendly accessibility
exemptions. On a request in Parlia- is a government that offers the citizen
ment, how many municipalities had and the corporate sector the opportu-
increased the property taxes above the nity to use the services of government
allowed percentage and had obtained over the internet. This means that all
this exemption from their provinces, the processes that we currently still
the Ministry could not provide a have to access to by going to the
direct answer and the provinces were municipality or the province for
only able to give him information example in person, are also handled
about the situation two months later. over the internet. Examples of services
that can be availed over the Internet
Having political and management include applying for permits or subsi-
information available to its fullest dies. This customer-friendly accessibi-
extent is something for the future. lity makes deep inroads into the cur-
Only a small part of these links be- rent processes, not only at the front
tween the government systems exists (the applications), but also during the
in the current IT infrastructure. At the process (feedback of status and decisi-
same time a lot of government infor- on-making on the application) and at
mation still has to be recorded elec- the end of the process (the final deci-
tronically first and also the technical sion and the follow-up activities).
Overview of the model 7
10. 8. Customer-friendly access (Policy principle 12)
10 Government desktop
11 Political and management information
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Digital files & folders
Digital files & folders
Digital files & folders
2 2 2
to picture and place the appropriate artwork.
View chain
3 3 View chain 3
4 4 4
5 5 5
6 6 6
9 Core registrations
12 Customer-friendly access
At the front for example this implies The municipalities are now concentra-
the use of easy to complete forms pro- ting on providing an electronic provi-
vided electronically. For the public sion for the variety of information that
sector worker this represents a far currently appears in brochures.
more direct and faster (for example
email) contact with the citizen or the In addition, they are providing the
business. The whole process becomes application-forms electronically, but
more transparent and easier to follow. which then have to be printed out,
In the back office standard handling completed and returned. The munici-
will then be set up that can perform palities and provinces will then go
the standard test on the content and through the process as of old. The
route the difficult cases to a real electronic catalogues with application
knowledge worker. This public sector forms of services are not therefore
worker can also work in a different genuinely integrated, there is hardly
organization in the chain. In this way any question of a government work-
the creation of a one-stop virtual shop ing differently as part of a new digital
for government information is also era. The core issue lies precisely in
genuinely linked to a virtual delivery integration, in which the processes
organization. really are transformed from front to
back into an interactive sequence of
By the mid 2008 the municipalities steps that starts with access over the
and provinces must provide digital internet. This is where the true value
access to at least 65% of services. It’s lies. Only then can we move on to the
likely that they will be able to achieve actual reorganization of the chains for
this target with ease. However, this example with a more local presence:
figure is highly distorting. the municipalities as front office.
8
11. Public the way we see it
Present state of affairs
The Government Reference Model The bottleneck lies in the actual crea-
shows clearly that all these develop- tion of the link from the front office to
ments are closely related. At the same the back office, usually also across the
time it appears that none of the deve- boundaries of the organization. In the
lopments is anything more than barely IT architecture one of the main causes
out of the starting blocks. The designs of this bottleneck lies in the fact that
are on the drawing boards (at the the back office still consists entirely of
likes of EGEM and ICTU). a setup with bespoke applications and
closed application packages. If the
Key to these designs of ICTU and objectives (cost savings, flexibility,
EGEM is the idea that the intercon- transparency, the citizen centre stage,
nection within government (across all quality) are to be achieved, then a real
layers) can be achieved with a frame- drive for openness still has to be
work of mutual ‘services’. An example made. There are already the first mur-
of a service is the provision of the murs of an implementation bottle-
basic details of a citizen (to authorized neck: there is too little capacity, direc-
enquirers). Another service can be the tion and budget to realize the full
collection of levies imposed. We see transformation.
here that the architecture based on
services can also actually cause a spe- It is impossible to realize these
cialization within government. We changes with a big-bang approach.
already know the shared service cen- Firstly, because it involves too many
ters from the secondary processes, but risks and secondly because it means
we are going to encounter them in the that much that is good would be dis-
primary process too in the years carded: a disinvestment that no orga-
ahead. Municipalities will for example nization can afford. An evolutionary
act more and more as a front office by process is required, a process con-
forming an ‘access service’ to citizens sisting of the setting up of a future
and businesses for government tasks. architecture on the basis of the ex-
The government is occupied with an isting architecture and then slowly
accelerated development to a networ- migrating to the new architecture.
ked form of organization. Behind
these services that the organizations A handsome and practical way to get
deliver to one another is a layer of to grips is to develop a SOA-Roadmap
applications that actually make the that covers all implementation issues.
services possible. In fact, such a Roadmap can be seen
as a combination of classical
To bring the new and desired service- IT-Strategy and Business Strategy.
oriented government to fruition not
only must the service processes be
adapted, but also the IT architecture
(Service Oriented Architecture). The
underlying principles that have been
set out so beautifully in the vision of
a New Government must also be put
into practice.
Present state of affairs 9