boundary less information flow2
TRANSCRIPT
Boundaryless information flow in the public sector through EAA COMPARISON IN SUCCESSFUL EVOLUTION
Agenda The objective of the governance and IT – Global perspectives
Evolution of e-Governance from 2001-2015 – UN observations
Quality, Change and architecture in public sector
Steps and deficiencies identified in e-Governance implementation
Information flow and technology management in public sector
Enterprise Architecture – Conceptual clarity for information organization and alignment
Factors influencing implementation of EA in public sector
Some ideas for improving e-Governance implementations
The Objective of public governance – global perspective
The United Nations General Assembly resolution entitled ”The Future We Want” has reaffirmed the strong need to achieve sustainable development sustained, inclusive and equitable economic growth, creating greater opportunities for all, reducing inequalities, raising basic standards of living, fostering equitable social development and inclusion and promoting the integrated and sustainable management of natural resources and ecosystems
Role of IT in public sector management
The United Nations in 2012 pronounced the role of Information Technology as – Engine of development for the people.
Public services are designed to be responsive, citizen centric and socially inclusive.
Governments also engage citizens through participatory service delivery processes”.
E-government in this Survey is considered to be the means to an end,
IT is considered to be a powerful tool at the disposal of governments, which, if applied effectively, can contribute substantially in eradicating extreme poverty, protecting the environment and promoting social inclusion and economic opportunity for all.
2001 – UN e-Government survey findings Government institutions and their functions are –Still largely shaped by early 20th century models of public administration in which Ministries and their leaders work in “silos” and
Issues are tackled through a sectoral rather than a collaborative perspective.
At the same time, citizens and businesses are demanding more open, transparent, accountable and effective governance”
2001 UN e-Government survey … global trends in e-governance
“National E-government program development remains desultory and unsynchronized.
A compelling lack of coordination exists across administrative and policy boundaries.
Ultimately this may compromise program effectiveness and performance.”
With all the due credit to the evolution of E-Governance, the state of affairs continued till date in many of the emerging economies.
It is noted that funding e-government is tied directly to the level of commitment on the part of the political leadership.
Factors influencing e-Governance - 2001Institutional weakness - Insufficient Planning (unclear objectives - Inadequately Designed Systems ),
Human Resources (Shortage of Qualified Personnel),
Lack or Professional Training (Insufficient Support, Isolation from sources of technology),
Funding Arrangements (Underestimated Project Costs, Lack of recurring expenditure, Lack of back-up systems / parts - Lack of qualified technical support, Implementation),
Technology and Information Changes (Limited Hardware / Software),
Inappropriate software (System Incompatibility Over-reliance on Customer Applications).
The above causes that influenced e-Governance in 2001 are still at large in developing economies compared to developed economies
2014 – UN – e-Government survey and report on e-government index
Surveyed on telecommunications index, online service index, human capital index, whole of government development and e-participation index and found the results below on various countries -
The Republic of Korea has retained the top spot
Australia (2nd) and Singapore (3rd) have both increased considerably over their 2012 global rankings.
Europe continues to lead with the highest regional E-Government Development Index (EGDI)
followed by the Americas led by the United States of America (ranked 7th globally);
Asia led by the Republic of Korea; Oceania led by Australia; and
Africa led by Tunisia (ranked 75th globally).
Further, the survey report that the reason for this is the level of economic, social and political development of the countries concerned, and
one of the primary factors contributing to a high level of e-government development is past and current investment in telecommunication, human capital and provision of online services.”
E-Government Survey 2014 concluded that -
There is a critical need for new forms of collaborative leadership and
Shared organizational culture, including re-shaping values, mindsets, attitudes and behaviors in the public sector
Through visible guiding principles and leadership.
New forms of institutional frameworks for effective coordination, cooperation and accountability need to be put in place across government
Innovative coordination processes and mechanisms for service delivery, and citizen engagement and empowerment
Collaborative mechanisms are required to engage citizens in service delivery and decision-making processes which are citizen- and user-centric
Relevant, user-driven via co-creation and crowdsourcing through decentralized governance systems.
Appropriate ICT management strategies for enhanced collaboration.
Quality and change thinking in public sector
Quality thinking has evolved from 13th century in private as guilds or inspection committees of the craftsmen
19th Century - Japan’s strategies ( 1970-1980) represented the new “total quality” approach
Focused on improving all organizational processes through the people who used them
Quality has moved beyond the manufacturing sector into GovernmentAmerica, very early practiced the quality improvement in Health care and continued its practice
The public sector management in the developing economies are still under the practice of inspection and supervision
Quality and change thinking…
Walter A Shewhart, W. Edwards Deming and Joseph M. Juran advocated - For streamlining the production processes,
Minimizing human error,
Standardizing work processes,
Data driven decision making and
Commitment from workers and managers to improve work practices.”
Resulted in the advent of process management and maturity through ISO, CMMi, Six Sigma
Private sector was quick to grab the concepts and practices but public sector lagged behind due to their inherent weaknesses – let’s identify and confirm the UN findings
Process inefficiencies and reasons in public sector Monolithic organizations with little or nil competitive spirit in the employees
There is no incremental progression of career through knowledge, skill and application
Continuance of the age old processes for service delivery
Heavy dependence on manual intervention leading to corruption and lethargy in some developing countries
Diminished transparency and trust in the public administration
Failed to meet the growing demand on the quality of citizen services
Corruption in manual intervention – need for process reform
The reasons cited for payment of bribes are: Expediting the process of service delivery influence the functionaries to manipulate record in favor of citizen. Process reform makes the system more efficient and Takes away discretion to delay or deny service from the functionaries, bribery can be reduced.”
Impact Assessment of JNNURMRM’s e-Governance Reforms 2010 report para 7.2.4
The process improvement efforts across the sectors has felt the need of right information as part of reengineering the processes
The state of Information in public sectorGovernments, in particular developing economies are yet to -
Identify and organize the structured and unstructured information as per the ontology visualized by Zachman 1987
even if some data is collected it is not used in proper information storage, analysis and sharing or continued or improved
Understand the requirement of information and its seamless flow across to the required destination Analytics, in particular Big Data Analytics that has become the part of Information processing in private
sector has not become the practice in the GovernmentUnderstand that information and information technology is for the process of citizen service delivery –
most of the effort is department oriented in support processes than in core process of citizen delivery
A Public sector agency IT evolution for the last 18 yearsAn example of information and technology management in a typical public sector agency - Welfare and Education Services are common for several social groups and there should be common system
or process or information or technology evolution.The services include – Education Support, Economic well being schemes, Social integration Each has developed its own data, application and acquired technology infrastructureThe legacy processes are rigid with variations in each of the departments delivering same servicesEvolved through diversity and complexity in terms of processes, information and technology changes Built isolated islands of information and processes which did not improve service delivery
Without proper organization of information, technology was acquired as per its changing dimensions led to the cumulative complexity
Course of IT evolution in public sectorLack of mandating uniform standards ( process, data, application, technology) across the
departments/agencies IT is partially aligned to the information and process and never connected to vision and
its achievementTechnology adoption without the purpose of information integration and standardization
across the Governance The transition and continuance of technology investment has become a difficult task and
resulted in wastage of resources
There is a need to understand that the information, technology, process and capacity building around the outcomes in an integrated and sequential development
The advent of Enterprise Architecture with shared Vision Public sector across the world have started identifying the need for -
Shared vision to drive the change from the present to the desired future Concentrating on the outcome of the process than the process itself ( which is common in Government
Service delivery Standardization and consolidation of technology for information integration and sustainable
investments Application of Enterprise Architecture ( big picture) concepts in transforming the Governance Enabling people for the new technology adoption with an awareness on purpose of the implementation Learn the best practices in implementation across governments
There is a need for the governments across the world to think and act in uniform way as there are inherent similarities of Service delivery in public sector
The Enterprise Architecture in public sector agencies – the present state
US Government through Clinger – Cohen Act (1996) mandated the design improvement in information technology application through Information Technology Architecture has triggered the interest in enterprise wide architecture.
OMB mandated the alignment.Federal CIO council (1999) has initiated Federal Enterprise Architecture and after a decade
of implementation across the Government departmentsAdoption of the Enterprise Architecture in many countries across the globe with few inspiring
stories and many to followThe implementation of EA is still seen as a technology intervention in public
administration
Federal Enterprise Architecture (1999) has - Ignited the spirit of Enterprise Architecture in both private and sector organizations
Established the position of the Chief Information Officer for developing , maintaining and facilitating the sound integrated information technology infrastructure
Federal CIO council in 1999 has initiated Federal Enterprise Architecture and OMB created the Enterprise Architecture Assessment FrameworkThe purpose is to identify processes and unify work across the agencies and within the lines of business of the Federal government”
Maximizes technology investments to better achieve mission outcomes
Government Accountability Office ( GAO ) an independent agency working for Congress has published 221 EA reports between 1998-2007
GAO report’son the EA completion, use and results criteria through an assessment framework: The framework, titled, the Enterprise Architecture Management Maturity Framework (EAMMF) rated agencies through a management rating from 1 to 5
GAO found that only 4 percent of organizations had effective EA management
Found that “Only 20 of 96 agencies examined had established at least the foundation for effective architecture management” (p.1)
In its 2006 report, the GAO found that only four of the 27 assessed organizations had advanced to Stage 3 on the EAMMF and no organizations had matured beyond Stage 3
Enterprise Architecture concepts in public sector
Study of the Context and baseline
Development and implementation of shared vision with a roadmap Gap analysis of service, process, information and technology
Data and information organization as per content framework Standardization and integration for an agile organization
Procurement methodology for technology acquisition
Capability increment orienting around motivation and service outcomes
Mapping modern management methodologies with the government function
Creating value and quick wins in the process
Study of the context and readiness for change Most of the Governments are using the age old practices to deliver the services
Modern management methodologies are either not mapped or accepted much
performance outcomes are either not realistically planned or monitored in true spirit through the implementation
Corrective measures are taken in sporadic manner than a systemic focus
Cumulative complexity or primitive nature of information management
Budgets are allocated to services with less prioritization
A shared vision for the change into future
Vision is locked in the documents and rarely shared and visited
There is no stakeholder participation in the development and implementation
Vision is not developed through the process of gap analysis The impractical milestones and performance metrics are developed and not followed stringently
The change is not visualized for adaptation and growth
There is partial connectivity between technology and vision Technology is viewed as fancy than a need
Gap analysis of service, process, information and technology
The vision and roadmap for the development should be developed through proper gap analysis
Budgets are rushed through the approval without proper study on previous implementations
There is no focus on budgets for specific improvement areas in process of service delivery
process is never studied and documented for its efficiencies
Information is not visualized or organized for specific requirement of the process
Technology is acquired without standard policies on information management
Data and information organization as per content framework Data is not considered as an asset which is considered to be a principle
Incomplete data visualization, for the process and service performance and there is no structure as recommended by TOGAF
Inefficient and incomplete data collection due to the lack of required internet connectivity
Data standards and information life cycle is not implemented
Data is not analyzed to convert into the meaningful information
Data is not secured for its lifecycle with proper policies
Standardization and integration to create an agile organization Technology acquisition is haphazard without a plan on process redesign and
data standardization Diverse technology for the similar purposes and lack of uniform policy Creates Inter-application, inter-departmental interoperability in terms of data,
information and technology for seamless information flow Numerous custom applications are developed and implemented with individual
needs in mind Storage systems are isolated without a way for integration
The government cloud networks
The data and information in the Government can effectively be organized and archived in cloud environment which is just the beginning in the public sector
The Government cloud environment is yet to be matured to meet the demands of citizen and employee use
The government cloud should be developed with the practices like Big Data analytics for information processing
The Information cloud of the governments need to apply the stringent security standards as per the latest trends
It is necessary to bring in the government cloud network across the world that can store and disseminate information as a Virtual Government Network
Open Standards in application and technology implementation
The time and again it is understood that only open standards can bring in the Interoperability and integration
The Public sector is in the intense need of evolving and standardizing its technology through open standards due to the constraint in resources and interoperability requirements
Wherever there is a need of commercial standards need an uniform adoption in acquisition.The Governments across the world should enforce the standards compliance for the
commercial applicationsThe Governments should encourage and mandate the private sector in IT services for the
development and application of Open Standards and open source in information projects
Policy oriented sustainable Technology Infrastructure The present problem is the explosion of hardware, network and mobile devicesNeeds to evolve a common requirement and process of procurement in public sectorSince the beginning it has become the norm to buy the cart before the horse – hardware
is procured before thinking of information and its management There is a need to think in terms of vision, service delivery, data, application and
Infrastructure in acquisition and application than the reversePrioritization of procurement should be the norm as per the resources and need of
the service deliveryTechnology procurement should be sustainable and permit upgradability
Procurement methodology for technology acquisition Standardization of technology products, services and vendors for common requirement
Standardizing procurement across government agencies for cost effective application of technology
Policy based procurement depending on the stage of the project
Clear procurement frameworks for easy and quick procurement reducing procurement cycle
Technical consultancy practices for assessment of technology requirement based on level of implementation
Procurement should be linked to the general budget, audit and vision of the government
Capability framework and management The Capability development in the Government is not of a serious effort due to the lack
of resources and persistence The goal of the capability improvement should be the need of the service delivery
and should be focused around outcomes The capacity building programs are not goal oriented or work oriented Half of global execs rate capability building as a top 3 priority - 2015 McKinsey & Co survey; More than 70% of organizations cite capabilities gaps as one of their top five challenges - Bersin by Deloitte, 2014.
A consistent policy for employee participation with performance orientation should be evolved and practiced consistently
Value creation across the process
The sustainability of EA adoption primarily depends on Value creation at each stepFill the gaps through the resolution of small pain points and quick wins The evolution should start from the top to the bottom and from the center to the peripheryPeople and the system should be able to perceive and appreciate the value of change
while doing itTraceability of business benefits and return on investment should be visible to
increase the interest levelsIncremental model of implementation based on resources taking on prioritized services,
processes
Mapping management methodologies to public sector functioning
Private sector is apt in the adoption of new management insights and methodologies in running the organizations
Governments are yet to adopt to the new developments in the management The sporadic training programs to few of the officers and employees may not support
the need of service delivery Adoption of People Capability Maturity Model is a requirement rather than a fancy
in capacity building The implementation methodologies like project management, ITIL, COBIT, ISO, EA
should form a regular practice in Government in the management of technology
Benchmarking and sharing best practicesCreating benchmarks for the service delivery in each of the subjects of GovernanceConcentrating more on the core of the Governance processes like citizen service
delivery than on the support services like HR and FinancePrioritizing the services based on the resources and quantum of impactAssessing the existing infrastructure for reuse and easy upgradation and transitionCollection, publication and adoption of the best practices in e-Governance
should be the regular practice in public sectorAll the Governments to share and implement the best of the practices in terms to
avoid the duplication of effort
Problems of EA adoption in public Sector
Multiple variants in Enterprise Architectures increase confusion from Zachman to TOGAF Need of developing a generic architecture for the government practiceRandom and partial successes in the adoption of Enterprise Architecture than predictable
implementation across countriesRequire a dynamic Uniform Enterprise Architecture Framework for Governments to
absorb the changes in process and technologyLack of clear methodology in partition, process, practice and performance
measurement Difficulty in achieving shared vision and its achievement for realization
Leadership persistence on performance and implementation Standards
Leadership commitment on improving the service delivery and thinking in terms of the entire state
Continuance of Standards irrespective of the change of guard Motivational leadershipIdentifying and appreciating the need of EA and IT intervention in the process of
service delivery People motivation to be developed with leadership by example Persistent follow up through the structure of administration for shared vision
implementation
Solutions for future of e-Governance with EA – A Snapshot
Shared vision for change from the present to the future with bottom up feedback and top down implementation
Comprehensive ICT policy guidelines for implementation and maintenance
Creating institutional capacities with effective use – project and performance linked capacity building and Skill upgradation
Data standardization, storage, analytics and sharing for boundaryless flow
Streamline the governance processes of each service as per priority
Policy based acquisition of hardware and software, network, mobile, social networks and internet policies
Persistent follow up in the adoption with feedback from the end user
ReferencesA Framework for evaluation of Enterprise Architecture implementation methodologies: by Babak Darvish Rouhani, Mohd Naz’ri Mahrin, Fatemeh Nikpay, Maryam Khanian Najafabadi, Pourya Nikfard
The Criticality of Transformational Leadership to Advancing United States Government Enterprise Architecture Adoption: by William S. Boddie National Defense University, USA
A Comparison of the Top Four Enterprise-Architecture Methodologies: Roger Sessions, ObjectWatch, Inc.May 2007
Benchmarking E-Government: A Global Perspective: Assessing the progress of the UN member States: United Nations, Division of Public economics and public administration: American Society for Public Administration
United Nations E-Government Survey 2012 E-Government for the People; Department of Economic and Social Affairs
United Nations E-Government Survey 2014; E-Government for the future we want; Department of Economic and Social Affairs
