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BENGKEL PENGURUSAN PERUBAHAN SEKTOR AWAM SIRI KE 3BAGI PEMBANGUNAN ENTERPRISE ARCHITECTURE (1GovEA) FASA 1
“Pengukuran Prestasi & Impak Pelaksanaan EA bagi Sektor Awam”
Dr. Fazidah Abu BakarTimbalan Pengarah
Bahagian Pembangunan Strategik dan Arkitektur ICT, MAMPU24hb Okt 2016
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OBJECTIVE
BACKGROUND
(1GoVEA) PHASE 1 STATUS & IMPACT AREAS
ROLES OF AGENCY IN 1GovEA IMPLEMENTATION
CONTENT
1
2
3
4
2
3
OBJECTIVE -
To share on the Malaysian Public Sector Enterprise Architecture(1GoVEA) Phase 1 implementation status and the potentialimpact areas to ministries and agencies for preparation for thecoming Phase 2 and Phase 3 implementation (2017 – 2020).
BACKGROUND –
Realizing Service Delivery and Digital Government Transformation Through Enterprise Architecture
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TOWARDS AN ADVANCED AND INCLUSIVE NATION BY 2020
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Source: MDEC (2014)
eGov 1.0
INFORMATIONUsing government website
to get information
STATIC
eGov 2.0
DIGITAL GOVERNMENT
eGov 3.0
TRANSACTIONUsing online services to do
transaction
FLUID
TRANSFORMATIONUsing online services to create opportunities via
public participation
DYNAMIC
1995 20072015 & 11th Malaysia Plan (2016-2020)
E-GOVERNMENT EVOLUTION
Developed Nation
Citizen-Centric
Digital government is government designed and operated to take advantage of digital data in optimizing, transforming, and creating government services.
Source: Digital Government Is a Journey Toward Digital Business (Gartner 2014)
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DIGITAL DEFINITION
Digital Data Everywhere
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Digital refers to "all electronically tractable forms and uses of
information and technology” . It includes technology within
the organisation and also outside of the organisation's
control such as:
• smart mobile devices (in the hands of customers, citizens
and employees),
• social media (such as facebook, twitter, instagram)
• technology embedded in products (such as cars, airplanes),
• the integration of IT and operational technologies (such as
telecom networks, factory networks and energy grids), and
• the Internet of Things (physical objects becoming
electronically tractable)
Source: Gartner (2013)
DIGITAL GOVERNMENT TRANSFORMATION
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Encompasses everything from the core digitalisation of public services to the digital infrastructure, governance & processes, including both front- and back-office transformation needed to deliver services to Citizens, Businesses and Government.
Uses the optimal mix of technologies, electronic channels of communication and engagement to improve citizen satisfaction in service delivery, enhance economic competitiveness, forge new levels of engagement and trust, and increase productivity of public services
Source: Accenture (2014)
CITIZEN CENTRIC SERVICE DELIVERY
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10th MP 11th MP
Source : EPU(2015)
Citizen centric approach focusing on sustained &
inclusive economic growth, social development &
environmental protection
GOVERNMENT AS A SERVICE PROVIDER &
CHALLENGES FACED
Most of the services are based on request
There is little collaboration among government functions
Project basis approach consumes high amount of resources
Existence of duplication of efforts across multiple government agencies
MIN
ISTR
Y O
F H
UM
AN
R
ESO
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CE
MIN
ISTR
Y O
F I’
TNL
TRA
DE
&
IND
UST
RY
MIN
ISTR
Y O
F D
OM
ESTI
C T
RA
DE
MIN
STR
Y O
F TR
AN
SPO
RT
MIN
ISTR
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F FI
NA
NC
E
Re
acti
ve
GOVERNMENT AGENCIES
CITIZEN BUSINESS
COMMUNITIES CITIZEN
10
MIN
ISTR
Y O
F U
RB
AN
W
ELLB
EIN
G,
HO
USI
NG
& L
OC
AL
GO
VER
NM
ENT
GOVERNMENT AS A SERVICE FACILITATOR
Proactive services offered for G2G, G2B & G2C
Promotes close collaboration among government ministries and agencies.
Solutions are based on reusable approach to deliver citizen-centric services
Government functions are autonomous with no redundancy and clear responsibilities
Digital Government Transformation Services
MIN
ISTR
Y O
F H
UM
AN
R
ESO
UR
CE
MIN
ISTR
Y O
F I’
TNL
TRA
DE
&
IND
UST
RY
MIN
ISTR
Y O
F D
OM
ESTI
C T
RA
DE
MIN
STR
Y O
F TR
AN
SPO
RT
MIN
ISTR
Y O
F U
RB
AN
W
ELLB
EIN
G,
HO
USI
NG
& L
OC
AL
GO
VER
NM
ENT
MIN
ISTR
Y O
F FI
NA
NC
E
Pro
acti
ve
GOVERNMENT AGENCIES
CITIZEN BUSINESS
COMMUNITIES CITIZEN
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GOVERNMENT AS A SINGLE PLATFORM SERVICE
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Unified Service Platform
Government Services Information Services
Citizen BusinessInternal & External
GovernmentOpen Data
1GovEA
Government- wide
Standards
Blueprint
Business Data Application Technology
Government Service Delivery Transformation Roadmap
Cross-Agency Shared Data
Gov Private Data
Government- wide
Governance
Key Elements :
DRIVING FORCE - LEAP FROGGING TOWARDS
DIGITAL GOVERNMENT
Connected Government : eServices to Value of Services
Government to function as A Platform : Government-Wide Governance & Government-Wide Standards
Establishing Digital Principles : Digital by Default
Establishing EA as part of the Environmental Culture : Incorporate EA as part of Enterprise Life Cycle Management, evolving over time
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2
3
4
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BASIC PRINCIPLES
ENABLING ECOSYSTEM
ICT STRATEGIC THRUSTS
PROFESSIONAL & CAPABLE HUMAN CAPITAL
CONSOLIDATED DIGITALSERVICES
OPTIMIZATION OF SHARED SERVICES AND CYBER SECURITY
DYNAMIC & COLLABORATIVE ICT GOVERNANCE
DATADRIVEN GOVERNMENT
1
2
3
4
5
DIGITALGOVERNMENT
PUBLIC SECTOR ISP FRAMEWORK : 2016 - 2020
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Blueprint primary aim is to guide government agencies in Malaysia to embark on building EA capabilities and practices based on common EA framework and methodology
3 core areas :
Structured Framework Methodology Implementation Strategy
1 GOVERNMENT ENTERPRISE ARCHITECTURE
www.mampu.gov.my
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1GoVEA Phase 1 Status
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PUBLIC SECTOR EA IMPLEMENTATION ROADMAP
(2016 -2020)
YEAR 2015 2016 2017 2018 2019 2020
Phase 1(Nov 2015 – June
2017) Development for MAMPU & KPKT
Phase 2EA Implementation for
24 Ministries(July 2017 – July 2019)
Phase 3EA development for 24
Agencies(June 2019 – Nov 2020)
2014
Development of 1GovEA Blueprint
Continuous 1GovEA Practices
Launching of 1GovEA
Blueprint -Oct 2015
Public Sector EA Repository
Public Sector EA Reference Model
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Change Management, Technology Knowledge Transfer Program & Communication Plan
Implementation USING 1GovEA METHODOLOGY
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KEMAJUAN PROJEK - MAMPU 1GovEA Fasa 1
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Nov-Dis’15 Jan-Mac’16 Apr-Jun’16 Jul-Sep’16 Oct-Dis’16 Jan-Mac’17 Apr-Mei’17
Permulaan Projek & Kick-OffPembangunan Portal dan Repositori EA (Sistem 1GovEA)
Pembangunan EA (Roadmap) untuk MAMPU
Pembangunan EA (Roadmap) untuk KPKT
Program Pengurusan Perubahandan Pelan Komunikasi
Kajian Pra Pelaksanaan EA
Transisi1
Program Latihandan TOT
Stage 2 Stage 3 Stage 4 Stage 5
Transisi 2
Stage 3 Stage 4 Stage 5Stage 1
Stage 1
Stage 2
Ikut Jadual
Selesai
Dirancang
Kemajuan Keseluruhan
73%
Model Rujukan EA Sektor Awam
PROGRAM LATIHAN & TOT
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EA Tools and Repository
Supporting Capabilities
EA Modeling Business IT Skillsets
Architecture Specialization
Latihan Asas
389 tempat bagi Kursus Asas dan Kursus EA• 149 tempat bagi kursus dengan pensijilan• 240 tempat bagi kursus tanpa pensijilan
Latihan Khusus
50 peserta
3 kursus
165 peserta
4 kursus
57 peserta
2 kursus
83 peserta
4 kursus
34 peserta
5 kursus
Transfer of Technology
(Knowledge)
48 peserta
Ongoing
Coaching, Mentoring &Joint Development
Kemajuan Keseluruhan
95%
1GoVEA Phase 1 Impact Areas
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IMPACT OF ALIGNING BUSINESS AND TECHNOLOGY
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Common Language& 1GovEA Framework
CREATING VALUES – PROCESS & PRACTICES
1 Structured Framework
1 Methodology & Standards
1 Repository AGRESSIVE AND
CONTINUOUS CHANGE MANAGEMENT
LEADERSHIP COMMITMENT
CAPACITY AND CAPABILITY BUILDING
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Benefit Realisation, Cost Optimisation, Resource Optimisation
Reducing the
fragmentation
of ICT
development
Identify future
connected
government
opportunities
Enhance
business
planning and
policy
development
Enhance
sharing of
information
Improve public
access to
information
Enterprise
Architecture
Financial Improvement
Remove Redundancy and Reduce Complexity
Economic Development
Constituent Improvement
Fostering Democracy
BUSINESS CAPABILITY INCREMENT
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Stage 1
Stage 2
Stage 3
Stage 4 & 5
STAGE 1 - INITIATE
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Key activities:
• Documents gathering• Establish architecture
team• Deploy EA Capability
Maturity Assessment
Principal outcomes:• Statement of Work /
Project Charter• EA Maturity Assessment
Report
Stage 1
Initiate
1.1 Define Architecture
Scope
1.2 Confirm Governance & Stakeholders
1.3 Define Architecture Vision and
Requirements
IMPACT
Scope of Core Business Services with high strategy value andsignificant impact to stakeholders / customers.
Various Stakeholder within the scope is identified and engagedthroughout the project duration. Governance structure tosupport and has high impact for the project team to realizebusiness value.
Motivation or concerns of various Stakeholder has significantimpact to the scope identified and architecture vision guidesthe definition of the target architecture and project portfolios.
EA awareness, related training and knowledge is crucial for theteam and stakeholder to understand the terminology andmethodology in developing the architectures. People andhuman dynamic skills has significant impact to the success ofthe project implementation.
STAGE 2 - ASSESS
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IMPACT
Business ownership and engagement is important tounderstand the core business services and other domainarchitectures for data, application and technology withinthe scope.
Accurate and readily available information is crucialbecause it has direct impact to ensure timelyimplementation and completeness of the scope ofbusiness services identified.
Gaps and opportunities are based on reliable andaccurate current architecture information. Goodengagement with core team members are crucial duringthis stage in order to be involved in defining the targetarchitecture for the agencies.
Key activities:• Gather / document
existing artefacts (diagrams, matrices, documents) across architecture domains
Principal outcomes:• Current Architecture
Definition Document
Stage 2
Assess
2.1 Assess Current
Architecture
Business Architecture
Data Architecture
ApplicationArchitecture
Technology Architecture
2.2 Gap and Opportunities
STAGE 3 - DEFINE
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IMPACT
Stakeholder engagement and EA Core Team engagementis important in brainstorming and defining the targetarchitecture starting from the business architecture.
Skills in notation language (Archimate) has significantimpact in understanding and developing the targetarchitectures.
Agency’s Subject Matter Expertise (SME) and keystakeholder’s input will have high impact on the proposedtarget architecture.
Highly engaged core team, business and stakeholdersprovides opportunities to define the implementationroadmap and migration plan.
Key activities:• Develop target
architecture• Identify gaps• Define project
prioritisation
Principal outcomes:• Target Architecture
Definition Document• Architecture Roadmap• Migration Plan
Stage 3
Define
3.1 Define Target Architecture
Business Architecture
Data Architecture
ApplicationArchitecture
Technology Architecture
3.2 Develop Solutions
3.3 Plan Migration
STAGE 4 – BUILD/OPERATE
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IMPACT
Project Management (PMO) and Change Management(CMO) setup with implementation Governancestructure has high impact in delivering theprojects/initiatives identified in stage 3.
Clear Roles & Responsibilities, project resourceplanning and project management methodology hashigher impact of success with business owner leadingand sponsoring the initiatives.
EA core team plays the roles of gate reviews and initialcompliance assessment. The size and significance of theproject will determine whether core team are involvedas full time or governance member.
Key activities:• Gate reviews of EA
initiatives• Manage and update
transition architecture
Principal outcomes:• Initial Compliance
Assessment Report• Change Request
Document
Stage 4
Build/Operate
4.1 Govern Implementation
Implementation Delivery
Methodology
STAGE 5 – MONITOR
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IMPACT
Architecture Change Management process and governing bodyto address the impact of changes and risks are reported andmanaged appropriately.
EA skills and competency are continuously enhanced and plannedto expand EA skills for all the domain architectures.
Knowledge of the EA implementation experience are capture toprovide insights and lesson learned for future transition cycles.
Business capabilities are continuously monitored and measured toensure business value of the impacted areas are realized andreporting to the relevant stakeholders. Once stabilized, themonitoring is handed-over / embedded within the agenciesoperational and management functions, and the EA core teammoves on to innovate and expand coverage to otherservices/capabilities.
Key activities:• Change request
management• Post Implementation
Review
Principal outcomes:• Final Compliance
Assessment Report• Change Request
Document• Post Implementation
Review Report
Stage 5
Monitor
5.1 Manage Architecture
Change
5.3 Conduct Post Implementation
Review
5.2 Undertake Knowledge
Transfer
5.4 Continuously Monitor
Performance
ROLES OF AGENCY IN 1GovEA IMPLEMENTATION
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ROLES OF AGENCY IN 1GovEA IMPLEMENTATION
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Lead and coordinate mInistries/agencies for Public Sector EA enabling ecosystem toward digital government transformation services
Establish mechanisms and programs for strengthening the personnel capabilities via joint development with the agencies
Establish business and ICT transformation plan for identifying core businesses that need to be transformed
Strengthen the internal competency and expertise for EA development in order to facilitate the agencies under the Ministry by coaching
Utilise the central Public Sector EA Repository facility in MAMPU for storing all EA artifacts
Provide central Public Sector EA Repository facility for agency’s EA development
Provide Public Sector EA Reference Model as a reference for identifying similarities of the 4 architecture domains
Identify potential cross agencies services, data integration, application sharing, technology consolidations through the usage of Public Sector EA Reference Model
Conduct change management programs, communication plans and technology knowledge transfer program with the agencies
Participate in the change management and technology knowledge transfer programs in order to ensure continuous EA practice
WAY FORWARD
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Identify potential core team members, PMO and CMO ;
Take stock at the Supporting document preparation (i.e. ISO, Manual ProsedurKerja, Fail Meja and dan SOP);
Determine scope of EA for Fasa 2 and Fasa 3 implementation;
Start engagement with Stakeholder and MAMPU;
Be open and prepared for transformation.
Plan for Training and Change Management programs;
THANK YOUAll information incorporated within this slide is created for
Malaysian Administrative Management and Planning Unit (MAMPU), Prime Minister’s Department, Malaysia.
All information is the property of MAMPU and any unauthorisedreproduction is prohibited.
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