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.
The balancing act of optimised value creationAnand Sheombar
The analysis revealed three high level factors that may need to be aligned in order to
ensure optimised value creation of BOP ventures. These three factors are BOP strategy,
partnerships, and products & services development. It is also confirmed that neither BOP
strategy nor partnerships nor products/service development can be synthesised
independently from the rest. There is a delicate balance and interaction between the three
where all three are interdependent and mutually influence each other.
Published in the Proceedings of the International Conference on Impact of
Base of the Pyramid Ventures, Delft, The Netherlands, 16 - 18 November, 2009.
The balancing act of optimised value creationAnand Sheombar
The analysis revealed three high level factors that may need to be aligned in order to
ensure optimised value creation of BOP ventures. These three factors are BOP strategy,
partnerships, and products & services development. It is also confirmed that neither BOP
strategy nor partnerships nor products/service development can be synthesised
independently from the rest. There is a delicate balance and interaction between the three
where all three are interdependent and mutually influence each other.
Published in the Proceedings of the International Conference on Impact of
Base of the Pyramid Ventures, Delft, The Netherlands, 16 - 18 November, 2009.
Introduction to a technique for systematic processing of textual information from the firm’s published reports. The technique focuses on data collection, data classification, and data display to enable further analysis and change pattern identification.
Publicly presented for the first time on 23 September 2014 at the Strategic Management Society's Annual Meeting in Madrid, Spain to an audience of esteemed strategic management scholars from around the globe.
Cloud computing is a major part of lives of many people already. Services such as Google Maps, Amazon Web Services, Microsoft Hotmail and Apple iTunes are taken for granted as convenient and simple ways to use sophisticated systems of computer. Services of cloud computing can be used to deliver a wide services range to users and have been in practice for many years.
This report analyzes the situation and identifies the elements of the business model that cloud computing as a new opportunity could transform, describes the concept of business that draws the vision of the strategic objectives and goals, and the principle that should direct this transformation. Further, report aims at detailing the strategy to implement the vision, and explains what is involved in business transformation model to realize an envision future by using a dynamic model of Managemnet Assignment help.
This article provides an overview of eGovernment and its role in revolutionising existing governmental systems. It argues that in order for eGovernment initiatives to truly succeed, we need to develop public trust and confidence to promote diffusion and participation. The article relates this to the recently announced UAE eGovernment Strategic Framework 2011-2013. The framework attempts to promote the electronic transformation of all government services within a period of three years. An important component of the strategic framework in question is the use of the existing national identity management infrastructure and the development of a government-owned federated identity management system to support Government-to-Citizen (G2C) eGovernment transactions and promote trust and confidence on the Internet.
A Practical GuidetoFederal Enterprise ArchitectureCh.docxevonnehoggarth79783
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.
Despite the large investments in the field of e-Government (e-Gov) around the world, little is known about the impact such investment. This is due to the lack of guidance evaluation, absence of appropriate tools to
measure the impact of e-Gov on the private sector, as well as the lack of effective management to resolve or eliminate the barriers to e-Gov services that led to the failure or delay of many projects. This paper is primarily concerned in determining the impact of e-Gov services on the private sector. A combination of Modified Technology Acceptance Model (TAM), DeLone and McLean's of IS success will be utilized as a research model and e-Gov Economics Project (eGEP) framework to measure “Efficiency, Democracy
& Effectiveness impact” for G2B services. The research result will help e-Gov decision makers to recognize the critical factors that are responsible for G2B success, specifically factors they need to pay attention to gain the highest return on their technology investment, hence enabling them to measure the impact for e-Gov on the private sector. The paper has also demonstrated the usefulness of Structural
Equation Modeling (SEM) in analysis of small data sets and in exploratory research.
Challenges for Managing Complex Application Portfolios: A Case Study of South...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios in the public sector. It takes Australian public sector organisations with the case of South Australia Police (SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The exploratory research surfaces some of the key challenges using interview as primary data collection source, along with archive records, documentation, and direct observation as secondary sources. This paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned with long term enterprise architectural stability. Integration of different mismatched technologies, along with the pressure from the business to always keep the lights on, does not provide the opportunity for the portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored at the end.
CHALLENGES FOR MANAGING COMPLEX APPLICATION PORTFOLIOS: A CASE STUDY OF SOUTH...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios
in the public sector. It takes Australian public sector organisations with the case of South Australia Police
(SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The
exploratory research surfaces some of the key challenges using interview as primary data collection
source, along with archive records, documentation, and direct observation as secondary sources. This
paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth
of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned
with long term enterprise architectural stability. Integration of different mismatched technologies, along
with the pressure from the business to always keep the lights on, does not provide the opportunity for the
portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored
at the end.
INSTRUCTIONS Please read the case first and then answer specificall.docxmaoanderton
INSTRUCTIONS: Please read the case first and then answer specifically the proper questions asked
below. PLEASE ANSWER ALL THE QUESTIONS. PLEASE USE A SEPARATE SHEET OF PAPER TO ANSWER
YOUR QUESTIONS.
Backstory: General Electric Co. decided sustainability was a business opportunity rather than a cost and
pushed into the field in 2005 with its new initiative. But the products and services weren’t only for its
customers — they first transformed GE.
Key moves: GE began looking at sustainability as part of a demographic trend, realizing that scarcity would
increase with population growth. Energy and water use, waste, carbon emissions — all would decline
among the most efficient and sustainable companies. GE saw a profitable business opportunity in helping
companies along this sustainable path to offer environmental solutions.
GE also gambled that carbon would eventually be a cost, following the implementation of previous
regulatory regimes such as limiting acid rain. Although the precise way carbon would be regulated was
unknown, as it still is, the company had little doubt that regulation would happen. Rather than wait, GE
joined a climate coalition with nongovernmental organizations to press for a cap-and-trade system to
build certainty into the future.
Within the company, GE began engaging employees to see where energy savings could be found. That
might include turning off the lights when a factory was idle or even installing a switch so that lights could
be turned off. Ecomagination sold solutions within GE, whether the project involved installing LED lights
on a factory floor, recycling water at a nuclear facility or offering combined heat and power generation
units at a plant in Australia. Within GE, managers began to be measured on how much energy savings they
had achieved.
Impact: The company so far has saved $100 million from these measures and cut its greenhouse gas
intensity — a measure of emissions against output — by 41%, according to the company’s sustainability
report. The work inside GE became a proof of concept to external customers grappling with similar issues.
Ecomagination targeted C-level executives to build this business, since most problems cut across divisions
(improving energy efficiency, for example).
So far GE has invested $4 billion in this effort, much of it in research and development. But it reaped sales
of $17 billion in 2008, up 21% from a year earlier, and is striving for $25 billion in sales in 2010.
1. Describe the 3 Strategic Management Process GE used (please use terms that we had discussed
in class).
2. Explain the need for integrating and the use of strategic management for GE (Give 3 examples).
3. Please list 5 examples of strategic management that GE either can use or already is using.
4. What is the strategy formulation, implementation, and evaluation activities that GE can
potentially use to make its innovation better than what it is now (Give 3 recommendations).
5. If .
CONCEPTUAL MODEL OF OPEN ARCHITECTURE FOR OPEN GOVERNMENTDarko Petrusic
"Open Government" is a concept where society
believes that the business of government should be
open, efficient, and exposed to public scrutiny and
monitoring. With developments of Internet
technologies and e-services Open government idea is
now a platform which promotes transparency,
participation and collaboration. Information and
data are now presented in an open, reusable format
so that users can manipulate it in an effort to create
new values. Main components of the Open
government are Open Architecture, Open data and
Open standards. This research proposes conceptual
model of the Open Architecture (OA) in the context of
the Open government. Main aim of this paper is to
provide OG system designers with general guidelines
for implementing OA with special attention on use of
semantic technologies.
Research performed by IFS North America on the increasing role of project management as an executive discipline in manufacturing. Also covers the importance of project management in returning to full productivity after the economic recovery.
EA2017 - Czech Government EA (Informační koncepce ČR)Pavel Hrabe
Currently prepared Information concept of Czech Republic will be in its major part in fact a description of Czech Government EA plan.
Here you can find (in Czech) some of key ideas and schemes.
Presentation shows my view of the structure and implementation road-map of National architecture of Czech public administration (Czech GEA).
It also brings selected result of my research in Czech public authorities how much and for what purpose they want to use shared architectural knowledge.
Presentation introduces newest version of proposed application architecture reference model for public administration.
Introduction to a technique for systematic processing of textual information from the firm’s published reports. The technique focuses on data collection, data classification, and data display to enable further analysis and change pattern identification.
Publicly presented for the first time on 23 September 2014 at the Strategic Management Society's Annual Meeting in Madrid, Spain to an audience of esteemed strategic management scholars from around the globe.
Cloud computing is a major part of lives of many people already. Services such as Google Maps, Amazon Web Services, Microsoft Hotmail and Apple iTunes are taken for granted as convenient and simple ways to use sophisticated systems of computer. Services of cloud computing can be used to deliver a wide services range to users and have been in practice for many years.
This report analyzes the situation and identifies the elements of the business model that cloud computing as a new opportunity could transform, describes the concept of business that draws the vision of the strategic objectives and goals, and the principle that should direct this transformation. Further, report aims at detailing the strategy to implement the vision, and explains what is involved in business transformation model to realize an envision future by using a dynamic model of Managemnet Assignment help.
This article provides an overview of eGovernment and its role in revolutionising existing governmental systems. It argues that in order for eGovernment initiatives to truly succeed, we need to develop public trust and confidence to promote diffusion and participation. The article relates this to the recently announced UAE eGovernment Strategic Framework 2011-2013. The framework attempts to promote the electronic transformation of all government services within a period of three years. An important component of the strategic framework in question is the use of the existing national identity management infrastructure and the development of a government-owned federated identity management system to support Government-to-Citizen (G2C) eGovernment transactions and promote trust and confidence on the Internet.
A Practical GuidetoFederal Enterprise ArchitectureCh.docxevonnehoggarth79783
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.
Despite the large investments in the field of e-Government (e-Gov) around the world, little is known about the impact such investment. This is due to the lack of guidance evaluation, absence of appropriate tools to
measure the impact of e-Gov on the private sector, as well as the lack of effective management to resolve or eliminate the barriers to e-Gov services that led to the failure or delay of many projects. This paper is primarily concerned in determining the impact of e-Gov services on the private sector. A combination of Modified Technology Acceptance Model (TAM), DeLone and McLean's of IS success will be utilized as a research model and e-Gov Economics Project (eGEP) framework to measure “Efficiency, Democracy
& Effectiveness impact” for G2B services. The research result will help e-Gov decision makers to recognize the critical factors that are responsible for G2B success, specifically factors they need to pay attention to gain the highest return on their technology investment, hence enabling them to measure the impact for e-Gov on the private sector. The paper has also demonstrated the usefulness of Structural
Equation Modeling (SEM) in analysis of small data sets and in exploratory research.
Challenges for Managing Complex Application Portfolios: A Case Study of South...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios in the public sector. It takes Australian public sector organisations with the case of South Australia Police (SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The exploratory research surfaces some of the key challenges using interview as primary data collection source, along with archive records, documentation, and direct observation as secondary sources. This paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned with long term enterprise architectural stability. Integration of different mismatched technologies, along with the pressure from the business to always keep the lights on, does not provide the opportunity for the portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored at the end.
CHALLENGES FOR MANAGING COMPLEX APPLICATION PORTFOLIOS: A CASE STUDY OF SOUTH...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios
in the public sector. It takes Australian public sector organisations with the case of South Australia Police
(SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The
exploratory research surfaces some of the key challenges using interview as primary data collection
source, along with archive records, documentation, and direct observation as secondary sources. This
paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth
of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned
with long term enterprise architectural stability. Integration of different mismatched technologies, along
with the pressure from the business to always keep the lights on, does not provide the opportunity for the
portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored
at the end.
INSTRUCTIONS Please read the case first and then answer specificall.docxmaoanderton
INSTRUCTIONS: Please read the case first and then answer specifically the proper questions asked
below. PLEASE ANSWER ALL THE QUESTIONS. PLEASE USE A SEPARATE SHEET OF PAPER TO ANSWER
YOUR QUESTIONS.
Backstory: General Electric Co. decided sustainability was a business opportunity rather than a cost and
pushed into the field in 2005 with its new initiative. But the products and services weren’t only for its
customers — they first transformed GE.
Key moves: GE began looking at sustainability as part of a demographic trend, realizing that scarcity would
increase with population growth. Energy and water use, waste, carbon emissions — all would decline
among the most efficient and sustainable companies. GE saw a profitable business opportunity in helping
companies along this sustainable path to offer environmental solutions.
GE also gambled that carbon would eventually be a cost, following the implementation of previous
regulatory regimes such as limiting acid rain. Although the precise way carbon would be regulated was
unknown, as it still is, the company had little doubt that regulation would happen. Rather than wait, GE
joined a climate coalition with nongovernmental organizations to press for a cap-and-trade system to
build certainty into the future.
Within the company, GE began engaging employees to see where energy savings could be found. That
might include turning off the lights when a factory was idle or even installing a switch so that lights could
be turned off. Ecomagination sold solutions within GE, whether the project involved installing LED lights
on a factory floor, recycling water at a nuclear facility or offering combined heat and power generation
units at a plant in Australia. Within GE, managers began to be measured on how much energy savings they
had achieved.
Impact: The company so far has saved $100 million from these measures and cut its greenhouse gas
intensity — a measure of emissions against output — by 41%, according to the company’s sustainability
report. The work inside GE became a proof of concept to external customers grappling with similar issues.
Ecomagination targeted C-level executives to build this business, since most problems cut across divisions
(improving energy efficiency, for example).
So far GE has invested $4 billion in this effort, much of it in research and development. But it reaped sales
of $17 billion in 2008, up 21% from a year earlier, and is striving for $25 billion in sales in 2010.
1. Describe the 3 Strategic Management Process GE used (please use terms that we had discussed
in class).
2. Explain the need for integrating and the use of strategic management for GE (Give 3 examples).
3. Please list 5 examples of strategic management that GE either can use or already is using.
4. What is the strategy formulation, implementation, and evaluation activities that GE can
potentially use to make its innovation better than what it is now (Give 3 recommendations).
5. If .
CONCEPTUAL MODEL OF OPEN ARCHITECTURE FOR OPEN GOVERNMENTDarko Petrusic
"Open Government" is a concept where society
believes that the business of government should be
open, efficient, and exposed to public scrutiny and
monitoring. With developments of Internet
technologies and e-services Open government idea is
now a platform which promotes transparency,
participation and collaboration. Information and
data are now presented in an open, reusable format
so that users can manipulate it in an effort to create
new values. Main components of the Open
government are Open Architecture, Open data and
Open standards. This research proposes conceptual
model of the Open Architecture (OA) in the context of
the Open government. Main aim of this paper is to
provide OG system designers with general guidelines
for implementing OA with special attention on use of
semantic technologies.
Research performed by IFS North America on the increasing role of project management as an executive discipline in manufacturing. Also covers the importance of project management in returning to full productivity after the economic recovery.
EA2017 - Czech Government EA (Informační koncepce ČR)Pavel Hrabe
Currently prepared Information concept of Czech Republic will be in its major part in fact a description of Czech Government EA plan.
Here you can find (in Czech) some of key ideas and schemes.
Presentation shows my view of the structure and implementation road-map of National architecture of Czech public administration (Czech GEA).
It also brings selected result of my research in Czech public authorities how much and for what purpose they want to use shared architectural knowledge.
Presentation introduces newest version of proposed application architecture reference model for public administration.
Enterprise Architecture as IT management methodPavel Hrabe
Brief summary in Czech about EA as an IT management method.
Stručný přehled využití podnikové architektury pro účely řízení IT.
Original at CSSI: http://www.cssi.cz/cssi/system/files/all/2014_01_17_Hrabe.pdf
Národní architektura ČR - Czech National ArchitecturePavel Hrabe
Prezentace popisuje možnosti využití architektury a architektonického myšlení při budování či reformě české veřejné správy. V závěru naznačuje, z jaký součástí se skládá tzv. Národní architektura ČR, tedy Government Enteprise Architecture pro českou veřejnou správu a jaké kroky musí obsahovat cesta k jejímu vybudování.
The presentattion shows some examples of benefits of GEA and architectural thinking to Public Administration Reform in Czech Republic.
At the end presentation is showing the structure of so called Czech National Architecture and basic steps of Roadmap of its implementation.
Principy rozvoje ICT v české státni správěPavel Hrabe
Prezentace KeyNote z Informačního dne SAP pro veřejnou správu ČR.
Shrnutí principů rozvoje ICT české veřejné správy tak, jak je lze odvodit z aktuálních vystoupení leaderů eGovernmentu, pánů Zajíčka, Koláře a Felixe.
Porovnání těchto trendů s principy Enterprise Architecture a poukázání na očekávané dopady trendů do aplikační architektury IS veřejné správy.
Controlling in Public Administration (CZ)Pavel Hrabe
Presentation is describing basic concepts of Controlling and Performance & Accountability Management recommended for use in Czech Public Administration.
The corner stone of the concept is Logical model of performance and Public Services catalog. Both are laso parts of Governmental Enterprise Architecture.
2. Motivation I work in computer science since 1989, as an analyst, implementation consultant, solution architect, business consultant and enterprise architect Trying to reap the experience in teaching and consulting in the areas where it is needed most, such as in public administration The aim of my thesis is : to verify the utilization rates of EA in selected Czech organizations identify reasons still little acceptance of the EA in organizations, to analyze and objectify them. Subsequently, the aim of the dissertation is : propose a modification TOGAF framework for use in the CR, which would facilitate its adoption, suggest accompanying changes in processes and organizational structure of companies, which would promote the effective use of EA methodologies, design content - reference models and implementation tools (accelerators) to facilitate modeling the logical application architecture for innovative processes in the organization. The focus is on public administration and small and medium enterprises, the question of increasing their competitiveness through the EA. September 9th 2011 IDIMT 2011, Pavel Hrabě 2
3.
4. One can not reform something that he do not really knows, what he has not tried (with a certain amount of humility) to understand.
5.
6. Two views on competitiveness The competitiveness of the state is the sum of the competitiveness of entities located in the country and competitiveness of Government Administration, compared with other states. Both competitiveness complementing and insisting each other: For a very comfortable state, providing public services at a high level is necessary to have high tax revenues (absolute) from the competitive businesses. For the competitive ability of enterprises is suitable a comfortable State. In early development, the State may not be comfortable, but efficient and effective to conserve entrusted resources in their own overhead and could provide this savings into services to enterprises. Then State collects increased taxes and revenue uses to improve public services. September 9th 2011 IDIMT 2011, Pavel Hrabě 5
7. The State as thetransforming business corporation The state would in the management of their architecturein order to become more competitive follow the sameprinciples and methodslike successfully innovatinglarge corporations. If the holding company hit the ceiling of itseffectiveness,it must transform. The basis of such a transformation willbe: elimination of duplicate activities, centralization andconsolidationactivities dividing of activities to commodity (Context) and unique (Core) *) strengthening the accountability of managers and staff management by objectivesand performance At present, all parts of such a transformationmustbelargelysupported by IT. September 9th 2011 IDIMT 2011, Pavel Hrabě 6 *) Geoffrey R. Moore: Dealingwith Darwin. http://www.dealingwithdarwin.com/
8. Assumptions of state reform IT support For the good design of IT support of the state (GA), it is first necessary to bring order into what has to be supported by IT (functions, processes, services) For makingorderis necessary to know and understandthe functioning of the state. To recognize e.g.: Who is the client of whom? Who brings added value to whom and who should therefore pay for what? How to measure and manage performance - (is this always a service to the citizen?) No,it is not alwaysservicefor thecitizenrequesting it, but often service for citizensforming state (the others), see differentexamples: Payment of tax, ask for building permit or driving license. Service of public servant is to be a guide ofcitizen andhelp him fulfill his obligations Protecting the safety, security and health, education, provision of social benefits. This necessary cognition and understanding and subsequent improvement proposals are part of the architecture of the state - GEA (together with their IT support) September 9th 2011 IDIMT 2011, Pavel Hrabě 7
9. Definitionof GEA - Governmental Enterprise Architecture EA definition by Gartner (Rollings, 2010): "Enterprise architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enable its evolution„. The content of EA has been developed during the time into 3 evolutionary phases. As specified by Bredemeyer and Malan (2004) these phases are following: Phase I - TA: Technology Architecture Phase II – EwITA: Scope of this phase has broadened both in (mostly IT) issues covered as well as in considering enterprise as a whole Phase III – EA: covering not only on IT, but also on business issues with an accent on this business issues. EA implementation for the government mostly corresponds with Phase III of EA evolution, but I predict next Phase when EA will be equivalent to BA and other architectures including IT will be subordinated to it. September 9th 2011 IDIMT 2011, Pavel Hrabě 8
10. Approach the States to GEA Gøtze & Christiansen (2007)found: 67% of countries established GEA program already 93,3% of countries already have or want to have GEA program in two years andfrom countries having implemented GEA , only: 45% set-up KPI’s for architectural work 18% measure cost and gains influenced by GEA Many countries built e-Government on the State EA E.g. Israel, Australia, Qatar, … Many countries use the EA as a means of transforming public administration, among other things, the higher competitiveness E.g. Canada, UK, Korea, Finland, Cyprus, … September 9th 2011 IDIMT 2011, Pavel Hrabě 9
11. Austria Austria is a federal state and the success is conditioned by the central coordination and mutual cooperation. Since 2001 Austria has a federal CIO, who reports directly to the Chancellor. It is Prof. Dr. ReinhardPosch, who since 2005 leads the central institution called the "Digital Platform Austria". According to the Austrian authorities, the core challenge of e-government is, on the one hand, simplifying and speeding up processes between citizens and administration, and on the other hand, the transformation of internal processes and organization of public administration. E-government focuses on the changing interactions between citizens / businesses and administrations and between administrations themselves. the GEA role in Austria represents the „Holistic model“, created by Marie Wimmer at University Linz (Palkovits & Wimmer, 2004) September 9th 2011 IDIMT 2011, Pavel Hrabě 10
12. Canada According to Jim Alexander, deputy CIO the Canadian government, is use of the GEA prerequisite for public administration reforms. GEA is a means at the government level to make sure that the content is correct and reform that will be executed correctly. GEA at the same time is a means to convince politics, citizens, business community and media. The basis structure of the federated architecture of the Canadian state is so-called GSRM - Governments of Canada Strategic Reference Model. model grew from municipalities across the province to the federal level In 2004 introduced GoC Program BTEP (Business Transformation Enablement Program), which is in fact a practical implementation of GEA Chief architect of Canada is Gary Doucet, employee of Treasury Board of Canada, author of several recognized books on the EA. Under his leadership Canada is goint to the state called Coherent Government, as a result of Coherent Architecture In 2008, Doucet defined ISRA(Internal Alignment Renewal Services) as a key project for the Canadian government . It is an initiative aimed at reconciling internal services, which should be a means of improving public services. September 9th 2011 IDIMT 2011, Pavel Hrabě 11
19. Cross-agency in order to achieve enterprise level or whole-of-government (integrated) goals.
20. The GEA Governance is managed in accordance to method MAGENTA (Methodology for Agency Enterprise Architecture)September 9th 2011 IDIMT 2011, Pavel Hrabě 12 Source: Handbook of Enterprise Systems Architecture in Practice, Saha, 2007
21. OurplansforCzech GEA Development of Czech methodology and architecturehas to move further from current interoperability role, which is represented e.g. by National Registers of Subjects, to full GEA, including Business and Application Architectures. It will result in developing wholeGEA concept for the Czech Republic: GEA Framework, including GEA Metamodel GEA Thesaurus, dictionary GEA Reference models & otheraccelerators GEA Governance GEA Implementation Roadmap, including pilot projects GEA knowledge & competence, includingcertifiedresources Definitelyit will be an iterative process lasting a decade September 9th 2011 IDIMT 2011, Pavel Hrabě 13
22. High level decomposition of Czech Government Enterprise Architecture September 9th 2011 14 IDIMT 2011, Pavel Hrabě Architectural Vision Business Architecture = Enterprise Architecture Strategic, Management and Governance Architecture Public Services Architecture Resource Management Architecture Segment Architectures BPM (Process Architecture) Performance Architecture IT (Data & Application) Architecture Technology Infrastructure Architecture Security Architecture Solution Architectures
24. Reference domain model of Public Sector Application Architecture Organizational units and groups of users Internal portal External portal Mobile applications Owners, State, Government Compositeprocess applications GRC Knowledge manag. Information, Knowledge and Media Strategy and performance management Reporting and analytical apps. Information manag. External publication Public Clients – Citizens and Business Content Management CRM HR apps. Self-Service Employees Industry Solutions in ERP Industry specific components (modif.Account Receivables, Billing, etc.) Learning Group Colab. Communication channels Finance Technology, Buildings Dispatch -ings Technology Control Logistics Human Resources Objects of registration Managed Registers Extended operational systems SRM APS - logistics optimization Vendors & Partners Quality, security & compliance DMS GIS ITSM ILM Data quality EDI Internet External systems Internal local systems Archiv CAD MDM EA, BPM DWH, ETL ..others Office IDM ESB EAI Real-time data platform Mobile Infr. Comm.Infr. RFID Infr. Domains& logical application components Legend: Subjects of interest of IS
25. The nearest next steps Definitionof further most important reference models, especially in Business Architecture: Decomposition of Public Administration Processes and/or Services and/or Functions Decomposition (Clasification) of Actors (Subjects) and their Roles Research (questionnaire, interviews): Prioritization of metamodel objects Search for potential stakeholder types and requested (most important) views Test of EA maturity & readiness for EA Search for adoption barriers September 9th 2011 IDIMT 2011, Pavel Hrabě 17
26. Conclusion The overall architecture of public administration GEA is one of the missing prerequisites of successful transformation in the Czech Republic PublicAdministration. I recommend to extend the existing technological architecture of the State by coherent architecture of activities of the state (business architecture) and application architecture, possibly performance architecture. For learning about own state and the formation of its overall architecture I recommend to use all the ways of cooperation (inter-governmental, academic, non-profit and business) to ensure the transfer of proven experience in the development and use of GEA for the successful transformation of public administration. September 9th 2011 IDIMT 2011, Pavel Hrabě 18
27. Thank you for your attention Contact: Pavel Hrabě pavel.hrabe@iol.cz +420 602 259 855 September 9th 2011 IDIMT 2011, Pavel Hrabě 19