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World e-Parliament Conference 2016
#eParliament
28-30 June 2016 // Chamber of Deputies of Chile // Valparaiso
The ICT Stra...
Agenda
 Elements of an ICT strategic plan
 Processes and roles needed to deliver on
an ICT strategic plan
 Tools to sup...
Traditional system implementation
approaches typically lead
to costly infrastructure spaghetti
Corporate network & infrast...
 Definition: the use of existing IT and business process
capabilities to rapidly generate new business value while
limiti...
© 2008 MIT Sloan CISR – Ross
Center for Information Systems Research
Architecture Planning and Design
 Senior executive o...
© 2008 MIT Sloan CISR – Ross
Center for Information Systems Research
Building ICT execution Competencies in Stages
Busines...
 Senior executive accountable for the
definition, design, implementation, and, in
some cases, use of a firm’s digitized
p...
 IT as an Enabler offering IT Capabilities
 IT as a Leader offering a platform for
innovation
Digitized process platform
The Role of the SEO
Enterprise IT &
Process
Governance
Project Design &
Implementation
Ongoing
Operations/
Continuous
Impr...
 Ensure clarity among senior executives about platform
design.
 Establish a clear ICT governance structure
– Coordinate ...
Effective ICT Governance
• ICT governance is specifying the decision rights and
accountability framework to encourage desi...
ICT Governance Must Address …
 What decisions to make
 Who should make the decisions
 How to make and monitor the decis...
Tools and roles needed
 Senior executive oversight
 Enterprise guiding principles
 Process owners
 Business cases
 IC...
ICT Governance Structure Models
 Model 1: For small organizations where a single tiered
central steering committee, chair...
ICT Governance Structure: Model 2
Administrative
Steering
Committee
Services to
Members
Steering
Committee
Procedural
Stee...
Important ICT Governance Factors
 Ideally, your highest level governance
committee should be chaired by the
Secretary Gen...
Important Governance Factors
cont…
• Committees should be organized around
key business operations or divisions
rather tha...
ICT Governance Practices
Example: Project Priority Matrix
Priority
Business Drivers
WT A B C D Score
Return on Investment
...
 Ensure disciplined, effective project
methodology.
 Engage all key stakeholders early and often.
 Provide expertise on...
Project methodology
Post-implementation assessment
IT program managers role
Business leadership of project teams
Arch...
Project methodology
22
Project success factors
 Stakeholder involvement
 Executive management support
 Clear statement of requirements
 Prope...
Architecture exception process
Formal compliance process
Centralized funding of enterprise apps
Infrastructure renewal...
 At the Business level:
– ICT strategic plans
– Shared ICT business services
 Information:
– Common information structur...
Enterprise guiding principles
Business cases
ICT Steering Committee model and structures
Technology research & adoptio...
Soufiane Ben Moussa
Chief Technical Officer
House of Commons Canada
Soufiane.BenMoussa@parl.gc.ca
Questions
Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons, Canada
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Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons, Canada

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The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.

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Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons, Canada

  1. 1. World e-Parliament Conference 2016 #eParliament 28-30 June 2016 // Chamber of Deputies of Chile // Valparaiso The ICT Strategic plan execution toolbox
  2. 2. Agenda  Elements of an ICT strategic plan  Processes and roles needed to deliver on an ICT strategic plan  Tools to support the effort needed to deliver on an ICT strategic plan  Questions
  3. 3. Traditional system implementation approaches typically lead to costly infrastructure spaghetti Corporate network & infrastructure services Data Application Technology • IT costs that exceed the benefit they deliver • Rising IT costs without increasing benefits • One or more major project failures • Long delays in the delivery of new systems • Fractious relationships between IT and business leaders • System disasters • Difficulty recruiting and retaining top IT talent Source
  4. 4.  Definition: the use of existing IT and business process capabilities to rapidly generate new business value while limiting costs and risks.  The key to agility is reuse.  Agility leads to profitable growth.  The Agility Paradox: more digitized and standardized business processes and platforms tend to make a parliament more agile.  A platform for agility simultaneously enhances parliament’s ability to launch new products, increase efficiency, redesign a business model, and span boundaries.  ICT Strategic plan must drive to ICT-Enabled business Agility ICT-Enabled Business Agility
  5. 5. © 2008 MIT Sloan CISR – Ross Center for Information Systems Research Architecture Planning and Design  Senior executive oversight  Enterprise architecture guiding principles  Enterprise architecture artifacts  Process owners  Full-time enterprise architecture team Standards Management  Architects on project teams  Technology research & adoption process  Architecture exception process  Formal compliance process  Centralized standards team IT Funding  Business cases  Centralized funding of enterprise apps  Infrastructure renewal process  IT Steering Committee Project Management  Project methodology  Post-implementation assessment  IT program managers  Business leadership of project teams Key Elements for an ICT strategic plan execution Management practices within each practice set are statistically significantly correlated with each other. All four competencies are significantly correlated with architecture benefits.
  6. 6. © 2008 MIT Sloan CISR – Ross Center for Information Systems Research Building ICT execution Competencies in Stages Business Silos Standardized Technology Optimized Core Business Modularity  Business Cases  Project Methodology  Architects on Project Teams  IT Steering Committee  Architecture Exception Process*  Formal Compliance Process*  Infrastructure Renewal Process*  Centralized Funding of Enterprise Applications*  Centralized Standards Team  Process Owners*  Enterprise Architecture Guiding Principles*  Business Leadership of Project Teams*  Senior Executive Oversight*  IT Program Managers  Enterprise Architecture Graphic*  Post-Implementation Assessment*  Technology Research and Adoption Process*  Full-time Enterprise Architecture Team Evolution Legend Architecture Planning & Design Project Management IT Funding Standards Management * Items are statistically significantly related to architecture maturity—they are associated with greater value in later stages. Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.
  7. 7.  Senior executive accountable for the definition, design, implementation, and, in some cases, use of a firm’s digitized process platform.  In most organizations, the CIO is assuming this role, shifting the IT organization from enabler to leader. An ICT Strategy Execution Officer
  8. 8.  IT as an Enabler offering IT Capabilities  IT as a Leader offering a platform for innovation Digitized process platform
  9. 9. The Role of the SEO Enterprise IT & Process Governance Project Design & Implementation Ongoing Operations/ Continuous Improvement Designs Platform Builds Platform Components Leverages Platform
  10. 10.  Ensure clarity among senior executives about platform design.  Establish a clear ICT governance structure – Coordinate demands for enterprise change projects, most of which involve IT implementations. – Establish priorities for change projects based on multiple criteria: • Organizational readiness • Contribution to platform • Ability to use platform • Expected benefits – Work with senior executive team which either makes investment decisions or approves SEO recommendations. Responsibility 1: ICT and Process Governance
  11. 11. Effective ICT Governance • ICT governance is specifying the decision rights and accountability framework to encourage desirable behaviors in the use of ICT • Effective ICT governance requires a significant amount of management time and attention • Well-designed ICT governance arrangements distribute ICT decision making to those responsible for outcomes • Research shows that organizations implementing effective ICT governance to support their business strategies realize superior results Source: IT Governance: How Top Performers Manage I/T Decision Rights for Superior Results By: Peter Weill and Jeanne W. Ross
  12. 12. ICT Governance Must Address …  What decisions to make  Who should make the decisions  How to make and monitor the decisions Source: IT Governance: How Top Performers Manage I/T Decision Rights for Superior Results By: Peter Weill and Jeanne W. Ross
  13. 13. Tools and roles needed  Senior executive oversight  Enterprise guiding principles  Process owners  Business cases  ICT Steering Committee  Technology research & adoption process  Formal compliance process  Centralized standards team
  14. 14. ICT Governance Structure Models  Model 1: For small organizations where a single tiered central steering committee, chaired by highest level executive, can effectively govern IT deployment for entire organization  Model 2: For medium size organizations that have two to four operational divisions that are highly dependent on IT resources
  15. 15. ICT Governance Structure: Model 2 Administrative Steering Committee Services to Members Steering Committee Procedural Steering Committee eServices Inter/Intranet • Chaired by Secretary or appointed official • Meets bi-monthly or quarterly • Defines IT governance structure • Sets decision parameters for committees • Approval board for IT business policies • Includes steering committee chairs • Includes senior IT executive • IT Steering Committees (ITSC) • Chaired by appointed official • Meets bi-weekly or monthly • Plan/prioritize division projects • Management level participants Governance Committee (ITGC)
  16. 16. Important ICT Governance Factors  Ideally, your highest level governance committee should be chaired by the Secretary General/Clerk  Active involvement by the highest level of organization management  Committees should be chaired by business executives
  17. 17. Important Governance Factors cont… • Committees should be organized around key business operations or divisions rather than IT operations • Formalized business based methodology for prioritizing IT projects
  18. 18. ICT Governance Practices Example: Project Priority Matrix Priority Business Drivers WT A B C D Score Return on Investment 6.0 > 30 % ( ) 6.0 > 20 % ( ) 4.5 > 15 % ( ) 3.0 > 10 % ( ) 1.0 Efficiency Gains - One-Time Savings - Annual Savings 4.0 6.0 > $500K ( ) ( ) 6.0 > $250K ( ) ( ) 4.0 > $100K ( ) ( ) 2.0 < $100K ( ) ( ) 0.0 Marketing Impact - Improves Customer Service - Provides New Service 3.0 4.0 High ( ) ( ) 5.0 Medium ( ) ( ) 4.0 Low ( ) ( ) 2.0 Indirect ( ) ( ) 1.0 Scope of Impact - Multi-Department - Single Department 4.0 2.0 > or = 6 ( ) ( ) 6.0 > or = 4 ( ) ( ) 4.0 > or = 2 ( ) ( ) 2.0 = 1 ( ) ( ) 1.0 Business Risk: - Key IT Resources - Implementation Timeline -2.0 -1.5 Hi/Long ( ) ( ) 5.0 Lo/Long ( ) ( ) 4.0 Hi/Short ( ) ( ) 3.0 Lo/Short ( ) ( ) 1.0
  19. 19.  Ensure disciplined, effective project methodology.  Engage all key stakeholders early and often.  Provide expertise on process design.  Provide oversight and/or support of change management. Responsibility 2: Project Design/Implementation
  20. 20. Project methodology Post-implementation assessment IT program managers role Business leadership of project teams Architects on project teams Architecture exception process Senior executive oversight Process owners involvement Key tools, processes and roles
  21. 21. Project methodology 22
  22. 22. Project success factors  Stakeholder involvement  Executive management support  Clear statement of requirements  Proper planning  Realistic expectations  Smaller project milestones  Competent staff (internal and external)  Ownership  Clear vision and objectives  Hard working and focused staff
  23. 23. Architecture exception process Formal compliance process Centralized funding of enterprise apps Infrastructure renewal process Enterprise architecture artifacts Full-time enterprise architecture team Key Tools, processes and roles
  24. 24.  At the Business level: – ICT strategic plans – Shared ICT business services  Information: – Common information structure standards • Debates, Bills, Motions, Questions, Petitions,… – Information management policies and practices  Technology platforms: – A parliamentary shared private cloud  Application platform: – Shared Record keeping applications Where parliaments can collaborate
  25. 25. Enterprise guiding principles Business cases ICT Steering Committee model and structures Technology research & adoption process Formal compliance process Centralized standards team Project methodology Post-implementation assessment Infrastructure renewal process Where parliaments can collaborate and share.
  26. 26. Soufiane Ben Moussa Chief Technical Officer House of Commons Canada Soufiane.BenMoussa@parl.gc.ca Questions

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