Building and Sustaining EA Capability in Public Sector (non defense)
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The document provides a comprehensive guide on enterprise architecture (EA) capabilities in the government sector, focusing on building and sustaining architecture practices tailored to e-government initiatives. It outlines the roles and responsibilities of key stakeholders, success paths for chief architects, and emphasizes the importance of considering diverse stakeholder concerns and triggers for change. Furthermore, it discusses governance, stakeholder analysis, and public-private partnerships while advocating for a citizen-centric approach to decision-making and service delivery.
Building and Sustaining EA Capability in Public Sector (non defense)
- 1. Copyright © The Open Group 2016 EA Capability in Government Sector (non-defense) Sriram Sabesan Dave Hornford October 2018
- 2. Copyright © The Open Group 2016 Agenda » About Us » Outline Of the Guide » Starting with “You” in mind » EA Capability Reference Model » How can you be successful? 2
- 3. Copyright © The Open Group 2016 3 About Us & the Guide
- 4. Copyright © The Open Group 2016 About Conexiam » A specialist Management Consulting firm using EA & Open Standards as the basis of our work » Regular guidance contributors » Clients include Govt. of California, Kingdom of Saudi Arabia, Province of Alberta, Province of British Columbia
- 5. Copyright © The Open Group 2016 Structure of the Guide » Part 1: Functions and Structure of an Architecture Practice – Output is focused on developing the architecture and solutions for eGovernment and eGovernance » Part 2: Key Considerations that motivate & trigger creation and sustainment of Architecture Practice – Guiding the Architecture team to support the Decision Makers » Part 3: Key guidance for the Chief Architect – Success paths for the Chief Architect 5
- 6. Copyright © The Open Group 2016 6 Ways to be Successful Tricky Stakeholders Concerns not explicitly stated Models & Repository
- 7. Copyright © The Open Group 2016 Stakeholder Types » Distinction between these groups is important – Service Recipients: travelers on a newly constructed highway – Benefit Recipients: newly constructed highway resulting in access to goods or upward mobility – Impact Recipients: citizens who had to be relocated to make room for the new highway – Risk Owners: future tax paying citizens or lenders like WB, IMF, ADB » Many project run into delivery issues, when concerns of these stakeholders are not taken into account early » As Architects in public sector, our job is to define acceptance criteria of the solution on behalf of the stakeholders. – Incomplete analysis or specifications results in failed initiatives. 7
- 8. Copyright © The Open Group 2016 Kinds of Concerns » Moral right to govern – Initiatives created and successfully completed (ability to get re-elected) – Non-duplication of initiatives / spend – Avoidance of “nepotism” and “financial misdirection” » Health and Wealth – Focus on upward economic movement – Balance of Ethic & Global Diversity – Life Expectancy at different age groups – Competing interests (regional, rural/urban, minorities) » Be the Service Provider vs Work with a Service Provider (PPP) 8
- 9. Copyright © The Open Group 2016 Other Triggers for Change » Innovate – includes service-level enhancement » Stay current and modernize – includes reducing time to sense and respond » Resource optimization – addresses both government and citizen » Third party Mandate or Public Mandate 9
- 10. Copyright © The Open Group 2016 Do’s and Don’ts » A good architect – Focuses more on context and triggers than final architecture • Satisfy common concerns rather than local optimization – Documents the basis for architecture, then the architecture – Documents impacts and implication of choices and revisions to the architecture » Find a tool that supports the modeling needs, like: – Budget Planning & Forecasting – Investment Prioritization – Procurement Controls & Communication – Validation, Acceptance & Operations – Spend Controls » Enabling decision continuity across these needs
- 11. Copyright © The Open Group 2016 11 Purpose based Architecture Delivering Before Decision
- 12. Copyright © The Open Group 2016 12 General Business Capabilities Purpose Capabilities Architecture to Support Strategy Architecture to Support Portfolio Architecture to Support Projects Architecture to Support Solution Delivery (Value Chain, Outsource, Cloud) Foundational Capabilities EA Capability Reference Model
- 13. Copyright © The Open Group 2016 13 EA Capability Alignment to Budget Decisions Easily adapted to Agile (All architecture to support an Agile team is on the far right. Moving left things outside the scope of a dev team are decided)
- 14. Copyright © The Open Group 2016 EA Capability – Execution Concerns » Accountability » Swiftness in Decision Making » Controlled / Planned Transparency » Alignment to Annual Budget Cycle » Non-Duplication and Spend Control – This is tricky with overlapping mandates & multiple levels of Government Many Governments are deliberately designed to be duplicative to ensure focused service – Rarely is efficiency politically sustainable » Interoperability » Citizen-Centricity 14
- 15. Copyright © The Open Group 2016 EA Operating Model » Initiation – Find a leader • If you are a decision maker – stay in the role. Find a qualified architect. – Create Advisory Group – Onboard Strategy & Roadmap team » Formation Stage 1 – Find the right partner/supplier for Strategy & Roadmap team » Announcement – Make the idea of the initiative public • There will be an urge to get to this stage without identifying the Chief Architect – refrain – Set a tone of “statesmanship” and “transformation” • NOT run-of-the-mill “transaction or administrative control” – you don’t need a EA for this » Formation Stage 2 – Streamline and finalize the bootstrapping stage – alignment to planning horizons » Formal Launch – Public announcement of the team – Remember that in many scenarios, the EA team is enabling complex partnerships (Public-Private- Partnership or when an internal supplier is in another “financially independent hierarchy) 15
- 16. Copyright © The Open Group 2016 16 The Decisioning Authority Audit and Governance Value Realization Team Strategy and Roadmap Definition Planning and Projections PMO Practice Maturity Ministries & Departments (as applicable) Delivery Team(s) PMO per Ministry/Agency Delivery team per Ministry/Agency Solution Architecture Solution Construction Solution Operations Subject Matter Experts and Value Tracking Supplier or External Team Existing or in-house Team New in-house team Ad hoc or Permanent New Team Composition TBDAs Needed – New Team
- 17. Copyright © The Open Group 2016 17 Chief Architect Cross Ministry / Agency Coordinator Legal and Policy Specialist Technology Specialist(s) Beneficiary’s Proxy Agency Advisor / Industry Expert Value Realization Team Never get lost value Never get lost in the Architecture and loose track of all stakeholders’ value
- 18. Copyright © The Open Group 2016 Characteristics of the Chief Architect » Understands that the role has one agenda - realization of the mandate and expected benefits » Understands the lifecycle of “purpose based architectures” and kind of partners needed » is passionate about the outcome, value, and need for this initiative » the guardian of value and entirely committed to the target
- 19. Copyright © The Open Group 2016 Do’s and Don’ts » Deliver Architecture Before Decision, not document the decision » Have a strategic partner to develop Architecture to Support Strategy & Portfolio – The partner should have delivered using UN / WB / ADB mandates and using standards like TOGAF®, IT4ITTM, ISO – Follow regimented process like PRINCE 2 or PMI, yet be contemporary – Should enable in-house architecture team » Have long term partners to deliver architecture & solution, by area of focus and specialty » Understand the boundary between “revocable and irrevocable” permissions. 19
- 20. Copyright © The Open Group 2016 20 How do you accomplish? Understand the Mandate Form the Structure Form the Team Deliver the Platform, not the solution
- 21. Copyright © The Open Group 2016 Delivering to the Mandate » Irrespective of the form of Government, the focus is to serve every citizen & resident » Government decides by itself or is forced to follow a certain approach due to the “assistance” it has taken from external entity » Balance electoral platform promises, previous commitments & overall citizen needs 21
- 22. Copyright © The Open Group 2016 It is Prioritization – not what not to do! » Stakeholder analysis is challenging for the EA team. Elected officials rotate faster than the EA team » New law (or an amendment) is often passed without deep considerations or conflicts with existing laws » New priority often created to deal with the consequences of previous priority » Automation to Support Governance vs Guiding the Mandate or Strategy! 22
- 23. Copyright © The Open Group 2016 Time Function » Planning Horizon and Cycle – Multi-year Planning – Annual Cash Flow Planning – Investment Controls » Balancing Multiple Cycles – Elections – Long-term commitment vs Visible leadership – Recovering from “not well thought-out decisions” » Managing cascading decision & time – Election -> Budget -> Work is 3+ years 23
- 24. Copyright © The Open Group 2016 Role of the Government » Primary role is to do what other’s won’t – Build the Infrastructure – Build the Platform » Not only current economic value, but enabling amplification of future value » Be aware of areas of public fear & regulate » Manage Intellectual Property Ownership – specifically that that threaten the physical & food security of the nation 24
- 25. Copyright © The Open Group 2016 25 Architecture to build the Infrastructure and Platform Infrastructure and Platform Architecture to Build and Connect Solutions (Eliminate Unintended Loops) Ministry 1 Infrastructure Ministry n Infrastructure Ministry .. Infrastructure Solutio n 1 Solutio n n Solutio n .. Define Guide & Govern Define Define, Guide & Govern Guide & Govern
- 26. Copyright © The Open Group 2016 Boundaries of Public-Private-Partnership » Ethical limits of Profiling vs Privacy – Government needs to know detailed demography to target benefits or to protect the “weaker” section of the citizenry – Private sector should not be profiling (racial, economic or political) & targeting » Executing to contract vs Executing for outcome – Social change vs economic value » Fit for “Some” vs Fit for “All” – Public sector cannot choose its user segment. Private sector operates to focus on one segment… Balancing the need and availability is tough. 26
- 27. Copyright © The Open Group 2016 Architecture Practice Maturity » Create useful architecture in a timely manner » Use the provided architecture to support decision-making » Use the architecture to govern change and future architecture development » Making the citizen not feel that a solution is imposed upon them, but embrace and promote them – Balance all stakeholder class preferences (Service Recipients - Benefit Recipients - Impact Recipients - Risk Owners) 27
- 28. Copyright © The Open Group 2016 Governance » The role of the elected officials and administrative professionals is to – Govern • The architecture & Design • Implementation efficiency of the change initiative • The spend on implementation & operation – Measure & Report Value of • The implemented change • The inter- and intra- agency collaboration efficiency 28
- 29. Copyright © The Open Group 2016 What Next? » Put this guide to use, stress test it & let us know how / what to improve » Change your mindset by starting with the Citizen in mind » Be cognizant of the nuances between stakeholder types » Participate in our Public Sector EA Work Group 29
- 30. Copyright © The Open Group 2016 Final Thought “You have a choice: you can either create your own future, or you can become the victim of a future that someone else creates for you.” Vice Admiral (ret.) Arthur K. Cebrowski 30
- 31. Copyright © The Open Group 2016 31 Q & A
- 32. Copyright © The Open Group 2016 The Open Group 32 » Enable all organizations that use information technology to do things better, faster, and cheaper » Enable all suppliers of information technology products and services to gain business benefit » Enable every individual that we meet to develop their skills and capabilities Everything we do, is intended to …
- 33. Copyright © The Open Group 2016 33 Thank you for your attention I hope you have a great event with us …