Leadership, Governance and Leadership, Governance and E-Transformation E-Transformation

John Anthony, Associate DirectorJohn Anthony, Associate DirectorGartner ConsultingGartner Consulting

Seattle, WashingtonSeattle, Washington206 374 9756206 374 9756

IPMA Executive SeminarIPMA Executive Seminar

Skamania, WashingtonSkamania, Washington

September 17, 2001September 17, 2001

Conclusions

Focused and committed senior leadership is the critical factor for successful implementation of e-government strategies.

Leadership for e-government must be selected based on enterprise characteristics and transformational goals.

The e-government leader is a catalyst for focused organizational, business process, and technological change. E-Government Readiness Assessment determines how and where to begin this transformation.

As it matures within the agency, e-government will be moved into core business functions.

Conclusions

Governance is a process that crosses internal and external organizational boundaries. It is responsible to Executive leadership team and all impacted must participate in order for it to succeed.

Enterprise Architecture is a corporate asset that requires Executive level planning, funding and commitment.

Information technology is comprised of people, processes and technology, that must be repositioned to support e-government service delivery and organizational transformation.

E-Government transformation and Information Technology is everyone's responsibility.

Graveyard of nonaction

Hurricanes of change mgmt.

Shortcut of executive involvement

Off-course destination

of no/low BUbuy-in

Storms of buy-in

Start

Shortcut of balanced metrics

New worlds to exploreShortcut of

e-businesseconomics

Political icebergs

Cost- cutters’

reef

U.S.A.

S O U T H A M E R I C A

Hispaniola

St.Thomas

Aruba

NETHER ANTILLES

FLORIDA KEYS

CAYMAN ISLANDS

LEEWARDISLANDS

WINDWARDISLANDSLESSER

ANTILLES

G R E A T E R A N T I L L E S

VIRGIN IS.(U.S.)

Guadeloupe(Fr.)

B A H A M A S

J A M A I C A

HA

ITI

DOMINICANREPUBLIC

C U B A

PUERTORICO BARBUDA

ANTIGUA NEVIS

DOMINICA

ST.LUCIABARBADOS

ST.VINCENT

GRENADA

TOBAGO

TRINIDAD

A T L A N T I C O C E A N

C A R I B B E A N S E A

GULF OFMEXICO

Santa Clara

Nassau

Havana

Port-au-Prince

SantoDomingo

SantiagoSan Juan

St.Johns

Roseau

Castries

KingstownBridgetown

St.George

Port of Spain

Basseterre

Holguín

Kingston

N

0 200 KM.100

0 100 200 MI.

THE WEST INDIES

50,000 to 500,000

Capital

CitiesandTowns

Desert island of poor

planningTech-onlyfalse promises

Guiding beaconof businessleadership

Finish?

Doldrums ofrudderless leadership

Proactive e-Government Leadership:Less Time, More Returns

Four Phases of E-GovernmentFour Phases of E-Government

Strategy/PolicyPeopleProcessTechnology

3. TransactionCompetitionConfidentiality/ privacyFee for transactionE-authentication

Self servicesSkill set changesPortfolio mgmt.Sourcing Increase business staff

BPRRelationship mgmt.Online interfacesChannel mgmt.

Legacy sys. linksSecurityInformation access24x7 infrastructureSourcing

Funding stream allocationsAgency identityBig browser

Job structuresRelocation/telecommutingOrganizationPerformance accountability Multiple-program skillsPrivacy reduction

Integrated servicesChange value chainNew processes/servicesChange relationships(G2G, G2B, G2C, G2E)

Some new applicationsNew data structures

Cost/Complexity

Time

Constituent Value

2. Interaction

SearchableDatabase

Public response/ e-mail

Content mgmt.Increased

support staffGovernance

Knowledge mgmt.E-mail best practicesContent mgmt.MetadataData synch.

Search engineE-mail

1. Presence

Approval Public

Existing

Streamlineprocesses

Web siteMarkup

4. Transformation

How much is enough?

Constituent demand Political climate Agency identity Maturity Trust

E-Government Strategic E-Government Strategic PlanningPlanning

ProvideLeadership

Leadership and guidance from the Leadership and guidance from the Executive teamExecutive team

Strategizing for e-Government/IT linkagesStrategizing for e-Government/IT linkages Demonstrating business value of ITDemonstrating business value of IT E-government process management E-government process management

capabilitiescapabilities E-enabling IT architecturesE-enabling IT architectures Attracting and retaining quality peopleAttracting and retaining quality people Nurturing and sustaining IT competenciesNurturing and sustaining IT competencies Developing IT as a professional services Developing IT as a professional services

business business Professional project/program Professional project/program

managementmanagement Project prioritizationProject prioritization

Build Capabilities

Develop IT Professionalism

Delivering e-business

E-Government Leadership PrioritiesE-Government Leadership Priorities

Advocate for e-GovernmentAdvocate for e-Government Executive sponsorshipExecutive sponsorship Fuse business and ITFuse business and IT Evaluate IT investmentsEvaluate IT investments

from an “enterprise”from an “enterprise”

perspectiveperspective Prioritize e-Gov. and IT projectsPrioritize e-Gov. and IT projects Monitor progress and spendingMonitor progress and spending Appoint e-government leadershipAppoint e-government leadership

View IT worker shortage as an View IT worker shortage as an enterprise issueenterprise issue

Champion the development of a Champion the development of a compelling & adaptive workplacecompelling & adaptive workplace

Leadership planning is a must!Leadership planning is a must!

Clowdermeister: Cat Herder

Clowder (def): A herd of cats

Planning for ResultsPlanning for Results

STRATEGIC DIRECTIONSSTRATEGIC DIRECTIONSWhat do we want to be? What is our Vision?What do we want to be? What is our Vision?

RESOURCE MANAGEMENTRESOURCE MANAGEMENT

Enterprise Initiatives

Business UnitInitiatives

Strategic Planning Tactical Planning

Operational Planning • Project Schedules for:

• Enterprise Initiatives• BU Initiatives

Define Strategic Foundation

• Mission• Vision• Operating Principles

Conduct Workshop #2

• Select Measures• Set Targets

Determine Measures & Targets

• Propose Measures

Conduct Workshop #4

• Present Plan

Plan for Implementation

•Implementation Roadmap

Conduct Workshop #1

• Confirm Strategy and Objectives

Identify Initiatives

• Conduct Gap Analysis

Conduct Workshop #3

• Select and define Initiatives

Gather Data Through Team Interviews

• Develop Strategy

Conduct Workshop #1

• Confirm Strategy and Objectives

Complete BU BSC

• BSC• Implementation Roadmap

Determine Measures & Target

•Proposed Measures

Plan for Implementation• Identify Initiative Resources for both BU and the Enterprise

OutcomesDrivers

Operational

EffectivenessProcess Improvements

Conduct Workshop #2

• Validate Measures and Targets

Present BU BSC and Plan for Implementation

Only 5 percent of the work force understands

the strategy

Only 5 percent of the work force understands

the strategy

Only 25 percent of managers have incentives

linked to strategy

Only 25 percent of managers have incentives

linked to strategy

85 percent of executive teams spend less than

one hour per month discussing strategy

85 percent of executive teams spend less than

one hour per month discussing strategy

60 percent of organizations do not

link budgets to strategy

60 percent of organizations do not

link budgets to strategy

9 of 10 Companies

Fail to Execute Strategy

9 of 10 Companies

Fail to Execute Strategy

The Balanced Scorecard Addresses Barriers to The Balanced Scorecard Addresses Barriers to Strategy Deployment and ExecutionStrategy Deployment and Execution

Balanced Scorecard Process OverviewBalanced Scorecard Process Overview

Define Foundation• Vision• Mission• Operating Principles

Define Strategy

• 3 - 5 Key Strategic Directions

Identify Objectives• Customer• Financial• Internal Process• Learning & Growth

Identify Measures• Outcome• Driver

Establish Targets• Baseline• Stretch

Identify Key Strategic Initiatives

Development of a Balanced Scorecard (BSC) involves the following steps:

BSC Development Success FactorsBSC Development Success Factors

Ensure Executive InvolvementEnsure Executive Involvement

– SponsorshipSponsorship

– CommunicationCommunication

– Active and continuous participationActive and continuous participation Manage People’s ExpectationsManage People’s Expectations

– Plan does not go to the tactical levelPlan does not go to the tactical level

– Not a “metrics” project, but a “change” processNot a “metrics” project, but a “change” process Use Directed FacilitationUse Directed Facilitation

– Keep people from thinking in silosKeep people from thinking in silos

– Help participants focus on strategyHelp participants focus on strategy

– Work from examples, not a blank pageWork from examples, not a blank page Understand and Incorporate Leadership PassionsUnderstand and Incorporate Leadership Passions

BSC Development Success Factors (cont.)BSC Development Success Factors (cont.)

Ensure Consistent ParticipationEnsure Consistent Participation– WorkshopsWorkshops– Sub-teamsSub-teams

Avoid “Group Think”Avoid “Group Think”– Ensure someone challenges ideasEnsure someone challenges ideas

Link Process to People’s Daily LivesLink Process to People’s Daily Lives– Measures and targetsMeasures and targets– Division and individual BSCsDivision and individual BSCs

Build a BSC Support SystemBuild a BSC Support System– Permanent team structurePermanent team structure– Dedicated staff (“BSC Advocate”)Dedicated staff (“BSC Advocate”)– Continuous evaluation and communication processesContinuous evaluation and communication processes

Collaborative Development Ensures Alignment Collaborative Development Ensures Alignment with Business’ Prioritieswith Business’ Priorities

Shared effort for transforming IT performanceShared effort for transforming IT performanceand capabilitiesand capabilities

Forum for making IT relevant to the managementForum for making IT relevant to the managementof the businessof the business

Directly tackle how IT enables business objectives; IT and Directly tackle how IT enables business objectives; IT and business units wrestle with linking, demonstrating, correlating business units wrestle with linking, demonstrating, correlating return on IT in business termsreturn on IT in business terms

– Enabling the business’ transformational objectivesEnabling the business’ transformational objectives

– Implementing mission-critical technology solutionsImplementing mission-critical technology solutions

Benefits for the OrganizationBenefits for the Organization

Provides leadership with a common framework for making Provides leadership with a common framework for making strategic decisions and implementing changestrategic decisions and implementing change

Staff clearly see how their work contributes to the organization’s Staff clearly see how their work contributes to the organization’s strategy and benefits the wholestrategy and benefits the whole

Provides the organization with a vehicle for sharing progress Provides the organization with a vehicle for sharing progress with citizens and key stakeholderswith citizens and key stakeholders

Measurement tracking serves as a communication tool to Measurement tracking serves as a communication tool to determine effectiveness of strategy development and determine effectiveness of strategy development and implementation (vs. mechanism for control)implementation (vs. mechanism for control)

Strategic PerspectivesStrategic Perspectives

CustomerCustomer

– ““What needs to be done to exceed customer expectations?”What needs to be done to exceed customer expectations?” FinancialFinancial

– ““How will we maximize the return on tax payer dollars?”How will we maximize the return on tax payer dollars?” Internal Business ProcessesInternal Business Processes

– ““Where do we need to excel and what processes should we Where do we need to excel and what processes should we streamline to satisfy customers, business partners and streamline to satisfy customers, business partners and other governmental agencies?”other governmental agencies?”

Learning and GrowthLearning and Growth

– ““What will we do to provide employees with an environment What will we do to provide employees with an environment that supports innovation, learning and growth?”that supports innovation, learning and growth?”

Sample Balanced ScorecardSample Balanced Scorecard

Cu

stom

erF

inan

cial

Inte

rnal

Pro

cess

Lea

rnin

g &

Gro

wth

Direction:

Improve Operating Efficiency

Measured Objectives

Measures Targets

1. Establish competitive costs

2. Provide

quality service

1. Attract new business

1. Project mgt methodology

1. Develop Managers & staff

1. Customer perception (O)

2. Customer perception (O)

85%

85%

1. Percent of overall business (O)

1. New Accounts (D)

20%

10 per week

1. Customer expectations met (O)

1. Achievement of project milestones (D)

75%

95%

70% of staff improve

100%

1. Rate and billing reform

2. Project management office

2. Customer relations unit

1. Customer relations unit

1. Project management office

1. Staff excellence

1. Project management office

Initiatives

Establish competitive costs

Provide quality service

Eliminate waste

Improve business processes, communication and workflow

Implement performance measurement processes

Define Core Competencies

Develop Managers & staff

1. Staff performance (O)

1. Managers in training (D)

Attract new business

Implement standard project mgt methodology

Target Setting MethodologyTarget Setting Methodology

Define Targets that Motivate the OrganizationDefine Targets that Motivate the Organization

– Define baseline targetsDefine baseline targets

– Define stretch targetsDefine stretch targets Define Targets Based On Existing DataDefine Targets Based On Existing Data

– An overall business goalAn overall business goal

– Industry benchmarksIndustry benchmarks

– Incremental improvements based on past Incremental improvements based on past performanceperformance

Define Targets Over TimeDefine Targets Over Time

– When data is not available, establish a When data is not available, establish a baseline firstbaseline first

Outcome vs. Driver MeasuresOutcome vs. Driver Measures

Outcome MeasuresOutcome Measures PurposePurpose

– Focus on the Focus on the performance performance resultsresults

StrengthsStrengths– Objective and Objective and

easily capturedeasily captured IssuesIssues

– Reflect success of Reflect success of the pastthe past

Driver MeasuresDriver Measures PurposePurpose

– Measure Measure intermediate intermediate processes and processes and activitiesactivities

StrengthsStrengths– More predictiveMore predictive– Allows for Allows for

adjustmentadjustment IssuesIssues

– Based on Based on hypotheses of hypotheses of cause and effectcause and effect

– Difficult to trackDifficult to track

Technology Infrastructure

Governance

Customer Service

1

Strategic Planning Program

1 2

Strategic Direction

1

S-1 - Strategic Planning• Service Delivery Objectives• Mix of Applications (G-C, G-B, G-C)

S-2 -Measurement and Target Setting

T-1 - Enterprise Architecture

T-2 - IT Security Program

T-3 - Network Strategy

T-4 - Shared Services Strategy

C-1 - Readiness Strategy• Organizational Readiness• Client Readiness• Technology Readiness

C-2 -Launch Community of Interest Council(s)

C-3 -Launch Quick Win Applications

C-4 - Business Process Review for Transformation

C-5 -Client Outreach Program

O-1 - Resource Allocation Management Program

O-2 - Staff Excellence Program

O-3 - Sourcing Strategy

e-Business

Implementation

Roadmap

1

TODAY FUTURE

Organization Efficiency and Effectiveness

G-1 - Set up Governance Structure (Internal & with Partners)

G-2 - Perform Legal Review

G-3 - Develop Policy Framework3

2

2

3 4

1

2

3

2

3

4

5

Page 27

E-Government Readiness E-Government Readiness Assessment Assessment

e-D igital Society

e-Politics (e-dem ocracy)Business Governance

e-Service Delivery

Business GovernanceI nterfaces

Service DeliveryO rganizations

Business Partners/Suppliers

Action T rigger

Service Requirem ents &

Opinions

e-BusinessProcesses

Custom er ServiceI nterfaces

Service Requests Action

T rigger

Business

Need

Goods/ Service Deliverede-Service Created

e-Service Delivered

Citizens/ Public (B2C)

Visitors (B2V)

Businesses (B2B)O ther Governm ents

(B2G)

Em ployees (B2E)

Customers

Change

M andate

e-D igital SocietyProm otion

e-Procurem ente-CR M / Channel M gm t/ Portal

e-Education

e-T elecom m unications

e-Econom icDevelopm ent

Digital Society

Service Requirem ents &

Opinions

DigitalD ivide

Step 1 – Organizational ReadinessStep 1 – Organizational Readiness– Legal readiness Legal readiness – Leadership readinessLeadership readiness– Governance readiness Governance readiness – Competency readiness Competency readiness – Technology readinessTechnology readiness

Step 2 – Customer ReadinessStep 2 – Customer Readiness– Accessibility concerns (“Digital Divide”)Accessibility concerns (“Digital Divide”)

- Social issues Social issues - Cultural issues Cultural issues - Disability issues Disability issues - Economic issuesEconomic issues

e-Government Readiness Planninge-Government Readiness Planning

Step 2 – Customer Readiness (Security Step 2 – Customer Readiness (Security ConcernsConcerns))

– Confidentiality concernsConfidentiality concerns

– Privacy concerns Privacy concerns

– Authentication concerns Authentication concerns

Step 3 – Business Processes ReadinessStep 3 – Business Processes Readiness Step 4 -- Technology ReadinessStep 4 -- Technology Readiness

– Technology readiness for accessibility issuesTechnology readiness for accessibility issues

– Technology readiness for security issuesTechnology readiness for security issues

Step 5 -- Staff Readiness Step 5 -- Staff Readiness

e-Government Readiness Planninge-Government Readiness Planning

e-Gov Summary of Assessment Resultse-Gov Summary of Assessment Results

KNOWLEDGE AREA ASSESSMENT RATINGS

Organizational Vision Planning Governance Culture Change Management

Customer Service Delivery Customer Support Outreach

Business Process Service Integration Information/Data Alignment Partnership Relationships

Technology Architecture Application Shared Services Data Security Infrastructure

ProficientProficient ReadyReady Somewhat ReadySomewhat Ready Not ReadyNot Ready No ActionNo Action

e-Gov Summary of Assessment Resultse-Gov Summary of Assessment Results

KNOWLEDGE AREA ASSESSMENTRATINGS

Staff Skills Technical Procurement and Contract

Administration Business Process Analysis Project Management

Knowledge Retention Staff Retention Training

Administration Organizational Alignment Funding Strategy Sourcing Strategy Policies Legal

Access Content Management Record Management

ProficientProficient ReadyReady Somewhat ReadySomewhat Ready Not ReadyNot Ready No ActionNo Action

Organizational Assessment - ManagementOrganizational Assessment - Management

VisionVision

- Clarity - it clearly articulates broad plans of action to Clarity - it clearly articulates broad plans of action to be achievedbe achieved

- Breadth - covers all key issues (Customer, Breadth - covers all key issues (Customer, Financial, Internal Processes and Learning and Financial, Internal Processes and Learning and Growth)Growth)

- Unity - strong unifying theme that extends to all Unity - strong unifying theme that extends to all stakeholdersstakeholders

- Boldness and Innovation - features the best ideas Boldness and Innovation - features the best ideas from elsewhere in the worldfrom elsewhere in the world

- Credibility - must be realistic Credibility - must be realistic

Organizational Assessment - ManagementOrganizational Assessment - Management

PlanningPlanning

- XXX has a documented e-Government Strategic XXX has a documented e-Government Strategic Plan Plan

- XXX e-Government Strategic Plan is integrated into XXX e-Government Strategic Plan is integrated into the Business Strategic Planthe Business Strategic Plan

- XXX has an e-Government Tactical or XXX has an e-Government Tactical or Implementation PlanImplementation Plan

- XXX has e-Government outcome metrics to XXX has e-Government outcome metrics to measure their plans successmeasure their plans success

- XXX e-Government plan supports the stated XXX e-Government plan supports the stated directiondirection

Organizational Assessment - ManagementOrganizational Assessment - Management GovernanceGovernance

- XXX has a governance structure established XXX has a governance structure established

- XXX governance process has a defined set of XXX governance process has a defined set of operating principles operating principles

- XXX understand the role of management in making XXX understand the role of management in making decisions and providing guidance for e-governmentdecisions and providing guidance for e-government

- XXX has a strategy for prioritizing and funding e-XXX has a strategy for prioritizing and funding e-government projectsgovernment projects

- XXX has a mechanism for updating and for XXX has a mechanism for updating and for providing exceptions to their technical architecture providing exceptions to their technical architecture and standardsand standards

Organizational Assessment - ManagementOrganizational Assessment - Management

CultureCulture

- The Board understands and supports e-Government The Board understands and supports e-Government directiondirection

- The management team understands and supports The management team understands and supports e-Government directione-Government direction

- The organization understands and supports e-The organization understands and supports e-Government direction Government direction

- The organization understands and embraces the The organization understands and embraces the implications of the planimplications of the plan

Organizational Assessment - ManagementOrganizational Assessment - Management

Change ManagementChange Management

- XXX has a communication strategyXXX has a communication strategy

- XXX communication strategy address XXX communication strategy address communication across, down, and out of the communication across, down, and out of the organizationorganization

- XXX has a communication strategy for quickly XXX has a communication strategy for quickly sharing organizational learning about e-government sharing organizational learning about e-government throughout the organizationthroughout the organization

- XXX has a an organization change management XXX has a an organization change management strategy/plan that is funded strategy/plan that is funded

Governance for E-Government Governance for E-Government

GovernanceGovernance

Governance is the inter-agency Governance is the inter-agency organizational structure that provides a organizational structure that provides a

decision making process to determine the decision making process to determine the services, architecture, policies and standards services, architecture, policies and standards

for the enterprise information technology.for the enterprise information technology.

Through 2003, less than 10% of agencies will participate Through 2003, less than 10% of agencies will participate

in a governance structure needed to enable customer-in a governance structure needed to enable customer-

centric transformation necessary for E-Government centric transformation necessary for E-Government

success.success.

(0.8 probability)(0.8 probability)

e-Government Governancee-Government Governance

• e-Business Executive• Finance• Legal• IT• HR• Members from Each Dept.

• e-Business Executive• Finance• Legal• IT• HR• Members from Each Dept.

e-Gov Program Office

Executive BoardCommitment

Purchasinge-Procurement

On-line Selling

Collectionse-Commerce

On-Line Revenue e-Commerce

Human Resourcese-Commerce

On-line Service Requests

On-line Licensing

Legal/Compliance

On-line Geographic Information

Executive Branch

Contract Admin Vendors

GovernmentAssociations

Departments and Divisions

• Services• Architecture• Policies• Standards• Project • Approval • Measurement

Gartner ConsultingWeb Masters &

Data Guardians

Action Items:Action Items:

Build extra-agency Build extra-agency view of governanceview of governance

Include constituents, Include constituents, partners, advocacy partners, advocacy groupsgroups

Develop cooperative Develop cooperative architecturearchitecture

TimeTime

Mature Mature Governance Governance

IT GovernanceIT Governance(Single Agency)(Single Agency)

Global GovernanceGlobal Governance(Multiagency)(Multiagency)

GoverningGoverning(Policy/(Policy/

Regulations)Regulations)

Governance: The Next GenerationGovernance: The Next Generation

E-Government Policy FrameworkE-Government Policy Framework

Staffing and HR

Website

TechnicalManagement

Management:• Privacy & Confidentiality• Collaboration• Economic Development• Measurement• Impact Assessment• Customer Support• Access to Services

Staffing and HR• Employees• Retention• Change Management

Technical:• Architecture and Standards• Shared Services• Security• Electronic Records• User and Client ID’s

Web:• Single Portal• Availability• Content Management• Convenience Fees• Commercial Advertising

E-GovernanceE-Governance

e-Gov cuts across organizational boundariese-Gov cuts across organizational boundaries Business processes must be re-engineered to deliver Business processes must be re-engineered to deliver

services involving multiple departments/jurisdictions, services involving multiple departments/jurisdictions, business partners and customersbusiness partners and customers

Accountability must be ensured despite inter-jurisdictional Accountability must be ensured despite inter-jurisdictional applicationsapplications

Governance over process, architecture, standards and Governance over process, architecture, standards and policies must be determinedpolicies must be determined

Manage expectations of constituents to avoid Manage expectations of constituents to avoid disappointmentdisappointment

Partnerships require innovative governance modelsPartnerships require innovative governance models

E-Government Enterprise E-Government Enterprise Architecture Architecture

Enterprise Architectural Design PrinciplesEnterprise Architectural Design Principles The government IT customer has shifted from staff

(internal) to the customer of the government (external). System (business processes and organization structure)

must be customer-centric. System must accommodate a user population that is

diverse in abilities and interests. System must accommodate usage that fluctuates widely

depending on community events (scalability). System must be available at any time (availability). Multiple channels are required but must consolidate into

a uniform processing flow.

Conceptual ArchitectureConceptual Architecture

Ma

na

ge

me

nt

Ma

na

ge

me

nt

InfrastructureInfrastructure

Shared ServicesShared Services DataData

IntegrationIntegration

Business ApplicationsBusiness Applications

Interface Interface

Customers Customers

e-Government Conceptual Architecture e-Government Conceptual Architecture ComponentsComponents

Management LayerManagement Layer– e-Marketinge-Marketing

– e-Governancee-Governance

– PolicyPolicy

– ArchitectureArchitecture

– StandardsStandards

– Security ManagementSecurity Management

Interface LayerInterface Layer– Customer Relationship ManagementCustomer Relationship Management

– Channel ManagementChannel Management

– Supply Chain ManagementSupply Chain Management

– Intelligent Agents (Event Life Cycles)Intelligent Agents (Event Life Cycles)

Application LayerApplication Layer– Community of Interest (COI)AppsCommunity of Interest (COI)Apps

– Legacy AppsLegacy Apps

Interface LayerInterface Layer– Application MiddlewareApplication Middleware

– Data MiddlewareData Middleware

Shared Services LayerShared Services Layer Data LayerData Layer

– e-Data Basese-Data Bases

– External & Historical Data BasesExternal & Historical Data Bases

– Legacy Data BasesLegacy Data Bases

Infrastructure LayerInfrastructure Layer– Platforms/ ServersPlatforms/ Servers

– User DevicesUser Devices

– NetworksNetworks

– System ManagementSystem Management

Typical Un-architected e-GovernmentTypical Un-architected e-Government Customers (B2C)

Information Providers (B2B & B2G)

In-PersonUS Mail Payments

W eb/PortalFax

Department A Department B

In-PersonUS Mail

W eb/PortalFax

PaymentsIn-Person

US MailW eb/Portal

Fax

Department C

Payments

In-PersonUS Mail

W eb/PortalFax

Department D

Payments

Computer System Computer System Computer System Computer System

W eb Page A W eb Page B W eb Page C W eb Page D

Business Portal

FORMS MANAGEMENT

W ORKFLOW MANAGEMENT

CUSTOMER RELATIONSHIP MANAGEMENT

IMAGE STORAGE

ReturnsCorrespondence

AudioMicrofilm

ENTERPRISE DATA W AREHOUSE

Historical DataExternal Data Sources

Training Data

Citizens

INTERFACE MANAGEMENT

OPERATIONAL DATABASE

ACTIVITIES/CONTACTS

CUSTOMER

ACCOUNTS

CASES

HISTORYLOG

FINANCIALTRANS.

FILINGS

AP

PL

ICA

TIO

N L

AY

ER

INT

ER

FA

CE

LA

YE

R

ENTERPRISE OPERATIONS MANAGEMENT

Integrated Tax Operations Compliance Operations

Taxpayer Accounting Financial Reporting

Revenue AccountingAuditing Selection & Audit

ProcessingCompliance Management

Return and PaymentProcessing

Information ProvidersFinancial Institutions, Employers,

Employees,Merchants, Government Agencies

In-Person

SUPPLY CHAIN MANAGEMENT

On-line B2B

Bulk Data Transfers

US Mail E-FilingCash

E-Forms WebFax On-Line

DECISION SUPPORT SYSTEMS

Know ledgeManagement

Apportionment

DA

TA

LA

YE

R

Diskette/Tape

Collections Managem ent Nonfiler Discovery

Customer Assistance

Return Filing andRemittance Transmittal

Document Management

Taxpayer Registration Billing and Notices

CorrespondenceManagement

BusinessIntelligence

Check Credit Cards EFTDirect Deposit Kiosks

Ph

as

e I

Ph

as

e I

IP

ha

se

III

Architecture - Integrated Government SystemArchitecture - Integrated Government System

E-Transformation E-Transformation

Management Systems

Organization Structure

Culture

Processes

Discernable Change

Significant Change

Transform-ation

Enable online exchange of goods and services

Set initial market landscape and

competitive positioning

Re-envision the market, adopt new business models

E-Government Plan for Intensity of Change

E-government leaders must leave a leadership team well-prepared with the competencies required to succeed in the e-government world.

Original Leadership Competencies

E-Government Acumen

Partnership/AllianceValue Creation

Technical Know-How

E-Government Leadership

CompetenciesBorrow Build Refine

18-36 months

E-Government Leadership Succession Planning

Recommendations

Recognize that focused leadership will decrease time-to-market and maximize success of e-government initiatives.

Recruit an e-government leader who will fit in politically, as the e-business leader must drive change at the executive leadership level.

Evolve governance processes and structures as business goals and the external environment changes.

Consider Enterprise Architecture as a corporate asset, with management process and funding that keep it ever greened.

Organization, people, process and technological transformations are the enablers of the e-government goals and strategies.

Measure e-government success in terms of the enterprise’s transformation progress.

Customer focused e-government service delivery strategies require integration of business processes across existing governmental organizational boundaries.

Customer Focused Strategies

• e-Government initiatives must be based on sound business strategies and desires of citizens to inteact with government differently.

• If your strategy aims for high customer focus, then your organization, processes, people, and technology will need to be re-engineered

Technology Strategies

• Build competencies in the key areas of Enterprise Application Integration and Collaborative Architectures

IT Management Strategies

• Align your organizational, people, and technology to support current and future service delivery channels

• Manage expectations, “under promise and over deliver”

RecommendationsRecommendations

QUESTIONS ? QUESTIONS ?