Boundary less information flow2

Boundaryless
information flow in the
public sector through EA
A 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 - 2001
Institutional 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 Government
America, 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 sector
Governments, 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 Government
Understand 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 years
An 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 infrastructure
The legacy processes are rigid with variations in each of the departments delivering same services
Evolved 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 sector
Lack 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 achievement
Technology 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 departments
Adoption of the Enterprise Architecture in many countries across the globe with few
inspiring stories and many to follow
The 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 Framework
The 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’s
on 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 applications
The 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 devices
Needs to evolve a common requirement and process of procurement in public sector
Since 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 reverse
Prioritization of procurement should be the norm as per the resources and need of
the service delivery
Technology 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 step
Fill 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 periphery
People and the system should be able to perceive and appreciate the value of
change while doing it
Traceability of business benefits and return on investment should be visible to
increase the interest levels
Incremental 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 practices
Creating benchmarks for the service delivery in each of the subjects of Governance
Concentrating more on the core of the Governance processes like citizen service
delivery than on the support services like HR and Finance
Prioritizing the services based on the resources and quantum of impact
Assessing the existing infrastructure for reuse and easy upgradation and transition
Collection, publication and adoption of the best practices in e-Governance
should be the regular practice in public sector
All 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 practice
Random and partial successes in the adoption of Enterprise Architecture than
predictable implementation across countries
Require a dynamic Uniform Enterprise Architecture Framework for Governments
to absorb the changes in process and technology
Lack 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 leadership
Identifying 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

References
A 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

Contact
Twitter: @psunchu
Email: psunchu@hotmail.com
LinkedIn: https://in.linkedin.com/in/psunchu

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