icegov2009 - tutorial 2 - part 2 - architecting the connected government: practices and innovations...

MODULE 2/2Architecting the Connected Government: Practices and Innovations in Singapore

United Nations International Conference on Theory and Practice of E‐GovernmentICEGOV 2009

November 10 – 13, 2009Bogota, Colombia

Dr. Pallab SahaNational University of SingaporeInstitute of Systems Science

© 2009 NUS Institute of Systems Science. The contents contained in this document may not be reproduced in any form or by any means, without the written permission of ISS, other than for the purpose for which it has been supplied.

Agenda

Linking E‐Government and EA• Evolution of Singapore’s E‐Government Programme

• Singapore Government EA (SGEA)• Early Architecture• Reference Models• Methodology• Differentiated EA Design

• Government Transformation with SGEA• Further Activities

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© Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.

Source: Enterprise Architecture As Strategy; Ross, Weill, Robertson; 2006

EA Maturity Stage Model

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Benefits of EA

Source: MIT CISR Research Briefing, Ross, 2005

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E‐Government and E‐Government Stage Models

• Refers to the use by government agencies of information and communication technologies that have the ability to transform relations with citizens, businesses, and other arms of government.

• Several available models (like the Gartner, Deloitte & Touché, Accenture).

• The key stages of E‐Government Maturity include:– Web Presence

• Simple, static information through websites. One‐way communication.

– Interaction• Simple interaction which is very agency centric.

– Transaction• Conduct of complete online transactions. Needs some of cross‐agency

communication

– Transformation• Connected government (both vertical and horizontal).

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EA is Essential for E‐Government

E‐Government Stage

Enterprise Architecture

Maturity StageExplanation / Notes

Application Silos

Standardized Technology

Optimized Data and

Applications

Business Modularity

1. Web presenceAgencies / departments still operate in their silos and almost don’t need any architecture.

2. InteractionSimple two‐way communication needs very basic and few common technology standards, but still largely within their silos.

3. TransactionComplete online transactions needs moderate level of cross‐agency collaboration and sharing at the technology level.

4. Transformation (Connected)

Government appears and operates as ONE, high degree of integration needs common and shared business functions and outcomes.

Source: Advances in Government Enterprise Architecture; Saha; 2008

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Agenda

• Linking E‐Government and EAEvolution of Singapore’s E‐Government Programme



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Singapore’s Infocomm Plans

Source: Singapore E‐Gov Journey; eGL @ NUS; 2008

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Evolution of Singapore’s E‐Government Programme

E‐Government Plan

(Generations)Key Points / Evolution Stage

1. Civil Service Computerization Plan (1980 – 1999)

1. Build the IT infrastructure foundation

2. Automation of simple activities (paperwork elimination)

3. Encourage the use of Internet

4. Maps to Web Presence and Interaction stages in the E‐Government stage model

2. E‐Government Action Plan I (1999 – 2003)

1. Consolidation of computing resources

2. Establishment shared data center and civil services network

3. Maps to Interaction stage in the E‐Government stage model

3. E‐Government Action Plan II (2003 – 2006)

1. Delivery of accessible, integrated and value added public services

2. Adoption of common infrastructure, information management and technical standards

3. Foster cross‐agency collaboration

4. Maps to Transaction stage in the E‐Government stage model

4. Integrated Government 2010 (2006 – 2010)

1. Integration of government and public services

2. Enhancement of e‐engagement, capacity and synergy

3. Maps to Transformation stage in the E‐Government stage model


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Agenda

• Linking E‐Government and EA• Evolution of Singapore’s E‐Government ProgrammeSingapore Government EA (SGEA)

Early ArchitectureReference ModelsMethodologyDifferentiated EA Design


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SGEA – Early Architecture

• As part of its E‐Government Action Plan I (E‐GAP I), there was a need for a well‐designed, reliable and scalable infrastructure

• Triggers for early architecture included:– Inter‐operability– Economies of scale– Cross‐agency collaboration at a technical level

• This led to the development of Singapore’s technology standard blueprint called the “Service‐Wide Technical Architecture (SWTA)” in 1999.SWTA Quick Facts

Collection of nine technical domainsConsists of standards, guidelines, best practices and recommended implementationsMeant for agencies to adapt / adoptMandated as part of IT Governance policyUpdated every six monthsWell established

Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007

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SGEA – The Next GenerationProgramme is formally called Enterprise‐Wide Architecture for Value Enhancement (eWAVE)Enterprise Architecture (EA) is a blueprint which links

Business functions; Relevant data standards;Common systems and services; and Technologies

Cross‐agency in order to achieve enterprise level or whole‐of‐government (integrated) goalsSW

TANew

Develop

men

t


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eWAVE – Reference Models

• Development of reference models which agencies can refer to, in order to find out which agencies they can collaborate with and what shareable data and components are available for use– Business Reference Model

– Data Reference Model

– Solution Reference Model

– Technical Reference Model (earlier called SWTA)

• Identify key potential areas for collaboration

• Develop methodology to help agencies develop their own EASource: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007

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eWAVE – Business Reference Model (1/2)• Provides an organised view of the business of Government using common terminologies

2 Business Areas. Represent the highest level description of the business operations of the Government

33 Lines of Business. These Lines of Business describe more specifically the services and products the Government provides to its stakeholders

137 Business Functions. Describes specific activities that Agencies perform within each Line of Business

INCR

EASING GRA

NULA

RITY

AND DETAIL Business Areas

Business Functions

Lines of Business

Source: Singapore Government Enterprise Architecture; IDA; 2006

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eWAVE – Business Reference Model (2/2)(The Business of Government)


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eWAVE – Data Reference Model

• Specifies definitions for data elements that are commonly used across agencies, to enable more effective data exchange

• DRM comprises:– Key data entities (Person, Company, Business, Limited Liability Partnership, and Land) and numerous data elements based on the People, Business, and Land Hub

– Several sets of codifications


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eWAVE – Solution Reference Model (1/2)

Government‐WideShared Systems

Corporate Planning & Development

Finance HRInformation Management

and Consulting

BLISS

SAS@Gov

PM2S

MCPS

NFS@Gov

PaC@Gov

PM2S

PRAISE

TRAISI

VOG

eventshub@sg

Project & Logistics Management

GeBIZ

Public Communications

SGMS

eventshub@sg

Shared Systems


• Contains a portfolio of systems and service components that can be shared / reused across the Government

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eWAVE – Solution Reference Model (2/2)

No Attribute Description

1 Business Context <Refers to business function in Business Reference Model>

2 Name Government Electronic Business (GeBIZ)

3 Description

GeBIZ is an integrated end‐to‐end System, which allows public sector officers to perform a range of procurement and revenue tender activities. It also provides government suppliers access to procurement opportunities in the public sector and the option to trade electronically with the government

4 Owner Ministry of Finance (MOF)

5 Platform Web‐based, BEA WebLogic

6 Database Oracle

7 Status PRODUCTION Source: Singapore Government Enterprise Architecture; IDA; 2006

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eWAVE – Technical Reference Model


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eWAVE – MAGENTA (1/5)

• Purpose:– Build consensus and common foundation among agencies– Fill knowledge gaps– Encourage participation and establish commitment– Raise levels of effectiveness, quality, efficiency, interoperability, and return on investment for EA capabilities

– Use of real life case study for validation

Methodology for Agency Enterprise Architecture(MAGENTA)


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Stakeholder Groups

Progress in Time

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• Methodology– Step‐by‐step instruction oriented– Structure

• BRIEF DESCRIPTION: An executive summary type description of the phase. • PURPOSE: A bulleted list of four to five key points that would capture the intended outcomes and

overall expected results of the phase. • INPUTS: These identify the critical information that should be available or collected prior to initiating

the phase execution. In many cases, inputs to a given phase can correspond to the outputs from the preceding phase(s).

• SEQUENCE OF ACTIVITIES: A flow‐chart (or equivalent) representation of the sequence of activities that occur in the phase.

• DETAILED ACIVITIES: Textual description of the activities (and tasks) belonging to the phase. The description will also identify the specific inputs required in performing the activity.

• OUTPUTS / OUTCOMES: These identify the resulting architectural information produced by the activities in the phase. The outputs can include formal architecture artifacts or business outcomes.

• GOVERNANCE: This identifies the key stakeholders in the phase and the level of their involvement (Responsible, Accountable, Consulted and Informed) in performing the activities.

• SUMMARY CONTENT AREA OF FOCUS: The primary content areas that the phase focuses on.• KEY PRACTICE CONSIDERATIONS: This lists the key factors / points / issues to be kept in mind when

executing the phase. • TEMPLATES / REFERENCES / GUIDELINES: This is a generic illustration of the architecture output.

Every architecture output produced in the phase will have a template.• SAMPLES: This is an example of the application of the template / reference / guideline. • CASE STUDY: Demonstrates the use of the methodology with the development of EA for a Singapore

Government Agency


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23

Processes, Activities,

Tasks

Business Policies,

Rules

Operating Model

ConceptualApplication

Components

Business Architecture Concept Map

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Operationalizing EA with MAGENTA (4/5)

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MAGENTA Scope and Nature (5/5)

• MAGENTA is intended for application at different agencies in the following clusters:

• Government administration

• Manufacturing and services

• Education and learning

• Healthcare and social services

• Justice and law enforcement InspireLead

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Design Models Across Organization Layers

Enterprise

Line of Business

Segment

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Typical Business Concerns• Redundant and duplicative services and

investments

• Lack of prioritization mechanisms

• Technology Diversity

• Weak business‐IT alignment approaches

• Absence of inter‐agency collaboration (WOG, cluster, ministry)

• Proliferation of numerous strategic & operational management practices with no clear linkages

• Weak IT governance capability

• Weak technology acquisition discipline

• Spiraling IT costs

• Lack of capability to manage system complexity and change

• Fragmented business processes and systems capabilities

• Lack of methodology to identify business opportunities by leveraging technology innovation

• Limitations in quality aspects of mission‐critical applications

• Absence of strong integration capability

• Weak vendor assessment and management capability

• Inability to manage ‘networked virtual organizations’

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Typical EA Application Scenarios• Technology Standardization

• Business Process Harmonisation

• Business Transformation / Modernization

• Application Harmonization / Modernization

• Data Standardization

• Data Center Consolidation / Infrastructure Management

• Service Consolidation / Shared Services

• Investment / Portfolio Management

• Application Landscape Planning / IT Planning

• SOA Initiation

• VirtualizationInspire

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Some Facts About MAGENTA

1. Released in January 2007, it is the world’s first national EA methodology.

2. MAGENTA will be incorporated into an industry leading EA tool.

3. It is being adapted and adopted in the private sector too.

4. It has been referred to for the development of the Integrated Methodology for Business Transformation (iMBT) for MINDEF.

5. Ideas from MAGENTA are influencing GEA programmes in several countries.

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Agenda

• Linking E‐Government and EA• Evolution of Singapore’s E‐Government Programme

• Singapore Government EA (SGEA)• Early Architecture• Reference Models• Methodology• Differentiated EA DesignGovernment Transformation with SGEA

• Further ActivitiesInspire

LeadTransform


Connected Government

• The concept of connected government is derived from whole‐of‐government approach which utilizes technology as a strategic tool and as an enabler for public service innovation and productivity growth

Moving to Connected Governance

Source: UN E‐Government Survey 2008; United Nations; 2008

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Broad and Deep in Scope

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Towards Connected Government with eWAVE


Line ofSight

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Captured in the BRMs and does not change very often

Collection of Business Functions for key products and services makes the Value chain

Focus of architectural analysis (development of as‐is and to‐be views)

Structuring the Business Architecture

Roles, Departments, Resourcesperforming a single value chainare collectively called CollaborativePractice Unit (CPU)

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Healthcare Stakeholders and Relationships

Government, Quasi-

Government and Professional

Bodies

GPs, Physicians, Surgeons, Nurses, Medical Assistants, Physio and

Occupational Therapists, Laboratory Technicians, Medical

Equipment Technicians, Radiographers

Hospitals, Clinics, Medical Practices,

Laboratories, Primary Health Centers

Healthplans, Insurance

Companies, NGOs / Charities Universities,

Research Centers

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Generic Care Delivery Value Chain (CDVC)

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CDVC for Chronic Kidney Disease

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Common Business Activities• Common activities / processes that can be extracted out and

shared across business entities– Sharing within organization LOBs / functions

– Sharing between organizations within the cluster

– Sharing with external partners

• Can be identified from the value chains

• Facilitate identification of collaborative opportunities

• Allows taking benefit of economies of scale and supports SOA adoption (if desired)

• Can facilitate the move to shared services

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Using BRM to Identify Collaboration Opportunities

A group of organization functions collaborating in the context of a common business process is called the Collaborative Practice Unit (CPU).

Every CPU must have non‐ambiguous governance mechanism.

Busine

ss

Function

OrganizationFunction

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Using DRM to Build Agency IA

• To align agency data standards with the Data Reference Model

• To identify source data for data reuse (instead of collecting it again)

• As a reference for agencies to develop their own Information Architecture


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Using SRM to Build Agency AA

Looks in SRM to see if there are shared systems or service

components it can use

Agency wants to develop a system

Does not find suitable shared system /

service component ‐proceeds to build /

collaborate

Finds a suitable system / service component and

proceeds to use them

SRM


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Disintermediation of Government Agencies

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Government‐Wide Agency EA

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MAGENTA Provides Line of Sight(Government‐Wide Agency EA)

Vertical Line‐of‐Sight

Lateral Line‐of‐Sight InspireLead

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National Initiative1 NEHRA Programme (Illustrative) (1/2)

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National Initiative1 NEHRA Programme (Illustrative) (2/2)

Healthcare Virtual Organization

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National Initiative2 Shared Services (Strategic Outsourcing)

• Establishment of a separate organization to offer common business services (non‐core for clients)– Previously known as the Centre for

Shared Services (CSS), VITAL.org is the public sector’s efforts to aggregate common corporate services to drive economies of scale

– A department under the Ministry of Finance, VITAL.org serves an impressive list of Ministries, Departments, as well as Statutory Boards in Singapore

Source: www.VITAL.org; 2008

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Mapping the Progress of EA vis‐à‐vis E‐Gov

Source: Advances in Government Enterprise Architecture; Saha; 2008 InspireLead

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Architectural Challenges for Connected Government

• Multiplicity of links and interactions

• Identify management and mapping

• Data distribution and ownership

• Level of infrastructure centralization

• Integration with back‐end services

• Flexibility and agility

• Scalability, Performance and AvailabilityInspire

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Agenda

• Linking E‐Government and EA• Evolution of Singapore’s E‐Government Programme


• Government Transformation with SGEAFurther Activities

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EA Initiatives for Architecture Transitioning

• An EA initiative (architecture initiative) delivers a subset of the target EAand is capable of returning value to the customer when constructed, implemented and deployed as an independent entity.

• Examples of initiatives include:– Business process reengineering– Technology consolidation / decommissioning – Database migration– New systems development– Current application reengineering

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A Cash & Investment Flow Pattern of a Typical EA Initiative

• Cash flow projections form the core of all business cases• Represents a sequence of calculations of a specific financial position over time• Generally calculated at monthly, quarterly or yearly intervals• For each calculation point, all costs and benefits have to be factored in as they occur• By summing costs and benefits, a cash flow analysis allows determination of whether the project is

cash‐positive or cash‐negative over its lifecycle

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NPV Rank Chronology / Stream NPV (‘000) % Optimal NPV Loss (‘000)

1 CABD 1,804 100% 0

2 CAB 1,787 99% 17

3 CAD 1,761 98% 43

4 CADB 1,758 98% 47

5 CA 1,744 97% 60

6 ACBD 1,734 96% 70

7 ACB 1,717 95% 87

8 ACD 1,691 94% 113

9 ACDB 1,687 94% 117

10 AC 1,674 93% 131

11 CDA 1,616 90% 189

12 CDAB 1,612 89% 192

13 ABCD 1,591 88% 214

14 ABC 1,574 87% 231

15 AB 1,000 55% 804

16 CD 998 55% 806

17 C 981 54% 823

18 A 910 50% 894

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• Using the costs and revenues, cash positions for the optimal sequence and its discounted cash flow is shown

Chronology AIPeriods (Months)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 NET

D+EB D ‐ 20 ‐ 20 10 14 18 22 26 30 34 38 40 40 40 40 40 40 392

+

E ‐ 50 35 35 35 35 35 35 35 35 35 35 35 35 35 405

B ‐ 20 10 10 9 8 7 6 5 4 3 2 1 0 45

+

C+A C ‐ 20 ‐ 20 10 13 16 19 22 25 25 25 25 25 25 25 25 25 265

+

A ‐ 50 10 10 10 10 10 10 10 10 10 10 10 10 10 80

CASH FLOW (‘000)

‐ 40 ‐ 40 ‐ 80 52 89 96 102 108 111 114 115 114 113 112 111 110 1,187

INVESTMENT

(‘000)‐ 40 ‐ 40 ‐ 80 ‐ 160

ROI (%) 742

SELF FUNDING STATUS X

PV (‘000) ‐ 40 ‐ 39 ‐ 78 50 86 92 96 101 103 105 105 104 102 100 99 97 1,083

CUMULATIVE NPV

‐ 40 ‐ 79 ‐157 ‐107 ‐ 21 70 167 268 371 477 582 686 788 888 986 1083

BREAKEVEN X 6.23

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Credits and Acknowledgments

• Primary Content Sources– Handbook of Enterprise Systems Architecture in Practice; Pallab

Saha; 2007. – Advances in Government Enterprise Architecture; Pallab Saha; 2008.– Coherency Management–Architecting the Enterprise for Alignment,

Agility and Assurance; Gary Doucet, John Gotze, Pallab Saha, Scott Bernard; 2009.

• Acknowledgments– Ministry of Finance Singapore (MOF)– Infocomm Development Authority of Singapore (IDA)– Intellectual Property Office of Singapore (IPOS)– VITAL.org (Center for Shared Services)

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Thank [email protected]

(2007) (2008) (2009)

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icegov2009 - tutorial 2 - part 2 - architecting the connected government: practices and innovations...

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