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Report by Dr. Scott Overmyer describing how 4 federal agencies pioneered the use of telework, and how they overcame various challenges, including managerial reluctance to use it.
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![Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],This report offers practical advice on implementing the Telework Enhancement Act of 2010 . . . It describes the technological, social, operational, and management risks that face managers and recommends ways to overcome them.](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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A Practical GuidetoFederal Enterprise ArchitectureCh.docx
A Practical Guide
to
Federal Enterprise Architecture
Chief Information Officer Council
Version 1.0
February 2001
iii
February 2001
Preface
An enterprise architecture (EA) establishes the Agency-wide roadmap to achieve an Agency�s mission
through optimal performance of its core business processes within an efficient information technology
(IT) environment. Simply stated, enterprise architectures are �blueprints� for systematically and
completely defining an organization�s current (baseline) or desired (target) environment. Enterprise
architectures are essential for evolving information systems and developing new systems that optimize
their mission value. This is accomplished in logical or business terms (e.g., mission, business functions,
information flows, and systems environments) and technical terms (e.g., software, hardware,
communications), and includes a Sequencing Plan for transitioning from the baseline environment to the
target environment.
If defined, maintained, and implemented effectively, these institutional blueprints assist in optimizing the
interdependencies and interrelationships among an organization�s business operations and the underlying
IT that support operations. The experience of the Office of Management and Budget (OMB) and General
Accounting Office (GAO) has shown that without a complete and enforced EA, federal agencies run the
risk of buying and building systems that are duplicative, incompatible, and unnecessarily costly to
maintain and integrate.
For EAs to be useful and provide business value, their development, maintenance, and implementation
should be managed effectively. This step-by-step process guide is intended to assist agencies in defining,
maintaining, and implementing EAs by providing a disciplined and rigorous approach to EA life cycle
management. It describes major EA program management areas, beginning with suggested
organizational structure and management controls, a process for development of a baseline and target
architecture, and development of a sequencing plan. The guide also describes EA maintenance and
implementation, as well as oversight and control. Collectively, these areas provide a recommended
model for effective EA management.
Background
Reflecting the general consensus in industry that large, complex systems development and acquisition
efforts should be guided by explicit EAs, Congress required Federal Agency Chief Information Officers
to develop, maintain, and facilitate integrated systems architectures with the passage of the Clinger-Cohen
Act1in 1996. Additionally, OMB has issued guidance that requires agency information systems
investments to be consistent with Federal, Agency, and bureau architectures. Other OMB guidance
provides for the content of Agency enterprise architectures.2 Similarly, the Chief Information Officer
Council, the Department of the Treasury, the National Institute of Standards Technology (NIST), and
GAO, have developed architecture fram.
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Choose three of the scenarios that you have outlined and discuss them in a short paper. Also discuss the impact of technology on the communication system. Does technology improve or confuse the system?
4.1 Practice 1: Hire, Develop, and Retain Effective Communicators
In a 1998 survey of 480 companies and public organizations by the National Associ- ation of Colleges and Employers, communication abilities are ranked number one among personal qualities of college graduates sought by employers. Work experi- ence and motivation are second and third.[21] Clearly, one of the reasons why com- munication skills are so important is that these skills are essential for facilitating or- ganizational change. A less obvious reason why good communicators are essential is that these individuals understand how to design and enhance the communication systems within an organization so that information flows more effectively. For example, Rob Goffee and Gareth Jones argue that effective leaders “communicate with care.” Communicating with care means that the leaders choose their channels of communication strategically, tailor their message to the aims of the change initiative, authentically disclose intimate details when appropriate, and are very sensitive to the pace and timing of their communications.[22] Clearly, any employee with this subtle set of skills is a rare and valuable human resource, and the organization does well to enhance this skill set in as many individuals as pos- sible, since their skill can be leveraged into improved communication systems for the entire organization.
4.2 Practice 2: Invest in Information Technologies and Experiment With New Formats
The number one capital investment for most organizations is in information tech- nologies; the primary new means of communicating within organizations. By some accounts, information technologies account for 35% to 50% of all business capital investment in the United States.[23] There are several obvious reasons for this high level of investment—the clear benefits of productivity gains due to improved in- formation, the transition from an industrial to an information-based economy, and the declining cost of information technologies coupled with increasing capabilities. However, information sharing is the essence of communication, and so effect- ive information technologies are an essential ingredient to making an organization change capable. Information is being shared more extensively with not only senior executives but also with the entire organization. Examining trends in information sharing in trying to understand organizations that were “built to change,” Ed Lawl- er and Chris.
E-governance.pptx
The document discusses the central e-governance initiative in the USA that was initiated in July 2001 as part of the President's Management Agenda. It established an e-government task force to oversee 23 cross-agency initiatives aimed at making government more citizen-centric, results-oriented, and market-based. The task force identified five key areas needing attention: agency participation, lack of architecture decisions, security/privacy concerns, resource availability, and stakeholder resistance. Agencies then began implementing recommendations through governance structures to improve government services to citizens, businesses, and other government agencies.
A Practical GuidetoFederal Enterprise ArchitectureCh.docx
A Practical Guide
to
Federal Enterprise Architecture
Chief Information Officer Council
Version 1.0
February 2001
iii
February 2001
Preface
An enterprise architecture (EA) establishes the Agency-wide roadmap to achieve an Agency�s mission
through optimal performance of its core business processes within an efficient information technology
(IT) environment. Simply stated, enterprise architectures are �blueprints� for systematically and
completely defining an organization�s current (baseline) or desired (target) environment. Enterprise
architectures are essential for evolving information systems and developing new systems that optimize
their mission value. This is accomplished in logical or business terms (e.g., mission, business functions,
information flows, and systems environments) and technical terms (e.g., software, hardware,
communications), and includes a Sequencing Plan for transitioning from the baseline environment to the
target environment.
If defined, maintained, and implemented effectively, these institutional blueprints assist in optimizing the
interdependencies and interrelationships among an organization�s business operations and the underlying
IT that support operations. The experience of the Office of Management and Budget (OMB) and General
Accounting Office (GAO) has shown that without a complete and enforced EA, federal agencies run the
risk of buying and building systems that are duplicative, incompatible, and unnecessarily costly to
maintain and integrate.
For EAs to be useful and provide business value, their development, maintenance, and implementation
should be managed effectively. This step-by-step process guide is intended to assist agencies in defining,
maintaining, and implementing EAs by providing a disciplined and rigorous approach to EA life cycle
management. It describes major EA program management areas, beginning with suggested
organizational structure and management controls, a process for development of a baseline and target
architecture, and development of a sequencing plan. The guide also describes EA maintenance and
implementation, as well as oversight and control. Collectively, these areas provide a recommended
model for effective EA management.
Background
Reflecting the general consensus in industry that large, complex systems development and acquisition
efforts should be guided by explicit EAs, Congress required Federal Agency Chief Information Officers
to develop, maintain, and facilitate integrated systems architectures with the passage of the Clinger-Cohen
Act1in 1996. Additionally, OMB has issued guidance that requires agency information systems
investments to be consistent with Federal, Agency, and bureau architectures. Other OMB guidance
provides for the content of Agency enterprise architectures.2 Similarly, the Chief Information Officer
Council, the Department of the Treasury, the National Institute of Standards Technology (NIST), and
GAO, have developed architecture fram.
2 Ct1apter 1 Anne Roberts, the Ilirector of the Projec.docx
1) Anne Roberts, Director of Project Management at a large retail chain, explained new strategies to employees via a live webcast. The company had implemented new IT systems but stock was down.
2) Project management has grown significantly, with over $10 trillion spent annually on projects worldwide. IT projects involve using technology to create products and services.
3) A project has a unique purpose, is temporary, uses progressive elaboration, requires various resources, and has uncertainty. The project manager balances scope, time and cost to meet goals.
TechniClick - GWEA & EA Governance
The document discusses enterprise architecture (EA) frameworks and governance in the South African government. It introduces the Government Wide Enterprise Architecture (GWEA) framework, which provides standards for developing interoperable ICT plans across government departments. The GWEA framework aims to address challenges like disconnected government systems and information sharing limitations. It also discusses EA governance models and standards like TOGAF, COBIT and MIOS that can help align ICT with business objectives and ensure compliance, security, and interoperability across government.
Aim research-shared-services-public-sector
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
THE EFFECT OF INTERNAL FACTORS WITHIN THE GOVERNMENT ENTITIES ON THE IMPLEMEN...
The building of e-government has become a priority issue as well as a challenge for many local, state, and
federal government agencies worldwide. Information and Communication Technology (ICT) is now widely
employed to help the governments transformation toward smart governments. Many critical success factors
(CSF) are there to determine the chance a transformation project can go-live. It has been noticed that the
implementation journey for IT solutions in the public sector has lots of barriers and challenges which lead
to low success rate of projects. This study examines the effect of the Ease of Delivery of the implementation
journey on the Success of Delivery. The result shows that the Ease of Delivery is positively related to the
Success of Delivery. The result of this study has the potential to increase the success rate of IT projects in
government sector by shedding the light on the most important factors affecting the delivery journey for egovernment projects
Pre and Post Privatization of PTCL
The document discusses business ethics at PTCL before and after its privatization. PTCL was Pakistan's largest telecom company providing nationwide services. In 2004, 26% of PTCL shares and management control were privatized. Etisalat acquired the shares and reduced PTCL's workforce from 64,000 to 26,000 employees through voluntary separation schemes. The document examines how privatization impacted employee relations in terms of ethics, justice, management capabilities, labor relations, and employee safety. A survey found that employee relations were stronger in areas like ethics, management skills, and unionization before privatization.
Impact of e government services on
This document summarizes a research paper that aims to develop an empirical assessment model to measure the impact of e-government services on the private sector. It begins by reviewing previous literature on e-government evaluation frameworks. It then proposes a new assessment model that combines the Technology Acceptance Model, DeLone and McLean's IS Success Model, and the e-Government Economics Project framework. The document describes the methodology, including a survey to private sector organizations. It presents preliminary results from analyzing 174 survey responses, including descriptive statistics of respondents. The goal is to help governments better understand how to maximize returns on e-government investments and their impact on the private sector.
The secrets of learning, training and assessments in regulatory compliance
This white paper discusses learning, training and assessments for regulatory compliance. It outlines eight factors driving increased focus on compliance training, including more regulations and higher fines. It defines three categories of compliance training and discusses how learning management systems, content authoring tools, and assessment systems can support compliance efforts. SAP offers solutions including Enterprise Learning, SuccessFactors Learning, Assessment Management by Questionmark and Workforce Performance Builder to help organizations effectively manage compliance training and reduce risk.
Challenges to the Implementation of It Governace in Zimbabwean Parastatals
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Proyek Management E-Book- (3 Constraint)
buku yang memberikan penjelasan terkait project management, dari scope atau bisa dibilang 3 kontrain dalam project
Compile a four page report to answer the following five questions..docx
Compile a four page report to answer the following five questions. Any sources used, including your textbook, should be cited appropriately. Upload as one word document.
1. In a report to your client, discuss the current status of Chinese environmental programs: (air, rivers, groundwater, wastewater, drinking water, soils, solid wastes, regulations, and enforcement).
2. Your client is going to manufacture active pharmaceutical ingredients for the generic pharmaceutical markets. Using the 15 research areas, discuss in your report what you would expect the key changes to the Chinese environmental regulations to be that the U.S. company can anticipate when entering into force in the next five years. Project how this may impact Chinese suppliers and the manufacturing operations of the U.S. company that will be relocated to China.
3. Under research program number 13, it is clear that China plans to develop programs and regulatory requirements that will regulate the production and use of hazardous and toxic chemicals in commerce. Up to now, China has traditionally lagged behind other countries in the development of world class environmental programs. They watch western countries (U.S. and Europe) to learn from their experiences with the intent to pick out program elements that work and can be adapted to China. In your report, discuss what you see to be the benefits and penalties to Chinese environmental programs for taking this approach
– where does this approach help them, where does this approach hurt them?
4. The U.S. has an adversarial approach with industry to managing and enforcing their environmental programs. The U.S. uses a heavy hand when dealing with non-compliant industries and they are experts in the use of permits and fines to drive behavior and the structure of compliance programs of manufacturing operations. The Chinese have an enforcement division, but it is lightly used unless it aversely impacts reputation or the brand of China itself. For example, during the Olympics, some companies had to shut down their operations for two months without government compensation. The air was breathable, the haze was gone, and workers were not paid during the shutdown. In your report, discuss for your client how the Chinese enforcement strategy may impact his manufacturing operations. Include a discussion on how workers at the site will view EHS and the programs in place that are designed to protect workers and the environment from harm.
5. In conclusion, based on your assessment here of environmental factors, present in your report your recommendation. Should the U.S. company relocate to China or remain in the U.S.? State your top three reasons for making your recommendation.
Course Text:
Kutz, M. (2009).
Environmentally conscious materials handling. Hoboken, NJ: Wiley.
Amy Fjeld
HRM345-1404B-02
Building Effective Teams
Instructor: Jamie Boyd
Phase 4 Individual Project
IT in Amazon
1
Introduction
IT exp.
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