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National Conference on e-Governance 8-9 August 2019, Shillong Meghalaya
khublei
HEARTFELT THANKS
DARPG , MeitY, State Govt of MEGHALAYA & MATI ( ATI-Shillong)
&
DR. J. SATYANARAYANA
India Enterprise Architecture
National Conference on e-Governance
8-9th August 2019, Shillong Meghalaya
Charru Malhotra, PhD MCA, DCA, MCSD
Associate Professor (e-Governance and ICT) Coordinator (Centre of e-Governance)
INDIAN INSTITUTE OF PUBLIC ADMINISTRATION, New-Delhi
-From MIS/IT/ICT realm (MCA ,MCSD )
to the ‘real world’ (IIT-Delhi) of 600
villages of India
(2005-2009)
-NE (Sikkim, Shillong, Mizoram)
-South (TN, Kerala, K’tka)
-North (Punjab, Haryana, Rajasthan)
-Centre (MP, 36garh,UP)
IT Consultancies with
International agencies
WTO, WCO, GENEVA (2018), UNCTAD (United
Nations Conference on Trade and Development),
GENEVA ( 2018)
The Swiss Embassy-India ( 2017)
The World Bank (2000 – till Now)
The Economist Intelligence Unit , HK-2017)
IIMD- International Institute for Management
Development (Lausanne, Switzerland) (2016)
ADB - Asian Development Bank (2014)
Panthéon Sorbonne, PARIS (2016,2014)
Wollongong University, AUSTRALIA ( 2011)
The Winrock International (1999)
Generated
Almost 70.5 millions
for IIPA in last 5
years
Guided
20
Mphils/PhD
28 years of
IT Journey
- 30 Papers/ chapters/
articles
- 6 handbooks
- 5 reports
- Winner of ITU Best paper
award
Central Universities - JNU,DU,
BHU,IIT-D, Rajasthan University
Central Ministries-
meity,DoPT,MHA,MEA,DST,CPW
D, DARP&G
STATE GOVTS – KARNATAKA,
HARAYANA, DELHI
INDUSTRY ASSOCIATIONS –
NASSCOM, ASSOCHAM
MEDIA/ Civil Society – The
LokSabha, DEF
National Agencies
About the Speaker
ITU Best Paper Award- 2019 at
Argentina “Ethical F/w for AI”
Demystifying EA
An enterprise
business, company, firm, or group (of any size)
provides consumers with goods and/or services.
Requires collaboration to achieve its goal or strategy
while providing the good or service as best as it can
to ensure customer satisfaction.
Any organized
Unit
Eg: Industry
Consortium
Eg: Non-Profit
Group
TRACING GENESIS OF EA
PRE EA
EARLY EA
MODERN EA
“The Open Group Architecture Framework”
plan and design IT architecture But…
Timeline of TOGAF
Early
1990s
First initiated in the 1990s as methodology for the
development of technical architecture.
TOGAF 1.0 based onTAFIM
(Technical Architecture Framework for Info Mgmt )
And then developed by The Open Group into an extensive Enterprise architecture framework.
TOGAF 7 – Technical Edition
TOGAF 8 - Enterprise Ed. ( Dec 2002)
TOGAF 8.1 (Dec 2003).
TOGAF 9 (2009)
TOGAF 9.1 (2011)
TOGAF 9.2 (2018)
A bit
later
1995
2001
2002-
03
2009
2018
TOGAF Structure
TOGAF
Introduction Architecture Development
ADM ( Architecture Development
Method ---open group Library) Guidelines and
Techniques
Architecture Content
Framework
Enterprise Continuum and Tools
TOGAF Reference
Models
Architecture Capability
Framework
EA -WorldWide
Bangladesh --National Enterprise Architecture
New Zealand Government Enterprise Architecture for (GEA-NZ) Framework
Royal Government of Bhutan---Architecture driven e-Govt
Development
MALAYSIA--GovEA Framework, Malaysian Administrative Modernization
and Management Planning Unit (MAMPU)
New Brunswick, Canada--Government Enterprise Architecture for this
Canadian Province
SINGAPORE: WOG Approach in eGovernance - 4
National Portals and about 400 Agency websites.
UNITED KINGDOM: Modernizing Government program works
across organizational boundaries
SCOTLAND: Public Value Management for seamless
and citizen-led services through partnership
CANADA: Government On-Line Initiative, aimed to bring together 170 different Government
websites
INTEGRATE ----Enterprise must collaborate across disciplines , all layers
Storing and collecting data, to provide Services GO BEYOND Tech
Requires robust technology to function properly & yet it’s principles must stay technology-agnostic. A practice of organizing logic that promotes a
robust IT infrastructure. IDENTIFY BUSINESS NEEDS- The architecture should also incorporate 21st century practices of business process management and data analytics.
REFURBISH OVERALL STRATEGY-- The goal of the comprehensive approach is to strategize with efficiency, efficacy, security, durability, and agility.
Revisiting EA’s CornerStones
OUR GOAL in INDIA
UNITY IN DIVERSITY
All to adopt a structured
and formalized approach
in developing their EA - for
ONE Govt
Experience
InDEA Principles
InDEA Reference Models
ONE Govt. EXPERIENCE
ADOPT IndEA
Documenting and sharing explicit and implicit
architecture best practices.
Providing guidance in the development of enterprise
architectures.
Capturing key elements of architecture and inter-
relationships between them.
Providing the means for architecture governance by enabling an audit process.
Enabling adoption of standards based on common
understanding.
Govt. EA Implementation in India
National Level
State Level
Panchayat Level
Organizational Level
Domain (Reusable) Level
State Bank of India
ePragati, Andhra Pradesh
Panchayat Enterprise Architecture Framework (PEAF)
GSTN, NIC, Passport Seva Kendra, UIDAI, GeM
University Enterprise Architecture Framework at NIC
State Public Service Commission Architecture Framework at NIC
Land Hub Enterprise Architecture at NIC
Not followed even in the
organizations included in
the list of TOGAF-users
provided by The Open Group.
Critical Scrutiny of TOGAF
EA practitioners report
that TOGAF can hardly
be followed step-by-step.
“TOGAF has gained
traction simply because
it’s better than doing
nothing” – Jason
Bloomberg
TOGAF's prescriptions
are vague and inarticulate
since it "states that the
ADM should be adapted
without specifying how“.
The changes in TOGAF
v9.2 does not address the
fundamental problems of
the mechanistic planning
approach advocated by
TOGAF.
TOGAF's astonishing
popularity can be
considered as purely
accidental and attributed
solely to its effective
promotion at the right
time period.
Most TOGAF
recommendations are found inapplicable.
Real examples
demonstrating the actual
practical usage of TOGAF's
recommendations are
missing.
Issues and Challenges •Differences in political ideology
•As ruling political party differs between states and nation. So some states (those belong to different ruling party)are reluctant to implement nation level schemes. • Ex: WB government reluctant to national level
scheme in the state.
•Budget and fund allocation in states
INDIA :A REALITY CHECK
Issues and Challenges • State diversity
• Different states having different challenges • Rural and Tribal regions ,Scheduled areas • low resource geographical regions (Tribal regions, cold and
hot desert regions – Ladakh & Thar region, island region - A &N, North East region)
• Lack of Basic infrastructure & e-Readiness
• Variation in Human capital in states • Lack of literacy/digital literacy (Education) • Lack of health services
INDIA :A REALITY CHECK
Integration of services • Integration of related services within each state (intrastate services)
•Integration of Inter state services
•Integration of nation and state government services
•Common Services at local level ( Municipality and Panchayat ) • Issuance of certificates (ex: birth and death certificates )
•Local level bill and taxes ( ex: water,property tax etc.)
We NEED to…
Integration of services • Integration of related services within each state (intrastate services)
• Need to Redefine measurement parameters for services as per international standards. • Waste management system being implemented in Kerala's coastal town of Alappuzha has been
recognized by the United Nations Environment Programme (UNEP) as one of the five models across the world. However Swachh Survekshan Survey 2017 India listed Alappuzha among the worst cities in Kerala.
[http://www.firstpost.com/india/keralas-zero-waste-alappuzha-among-top-five-cities-in-un-list-to-successfully-manage-solid-waste-4236667.html ]
• Similarly cities in Sikkim state not well rated in swaach survey though it is the first 100% organic state of the country.
• Common Dashboard portal nationwide can be provided. Common services can be delivered to local area just by choosing specific state and city on the portal.
• Common digital services can be brought under concurrent list topics.
• Integration of services in Inter-state council and Zonal Councils meeting ( CMs/ Governors participate)
We NEED to…
• BEST PRACTICES- LEARN FROM EACH OTHER
• Kerala performs better in education and health sector • TN can learn from Punjab in agriculture sector
• Selection of e-Services & Development Indices used for measuring the development in states. Based on this we can determine improvement areas and need of digital services in the particular state( Raghuram Rajan Committee Report of 2013 )
https://www.mapsofindia.com/my-india/india/backward-states-in-india-in-need-of-development
• Need to adopt different agenda for backward states ( bihar, odissha,UP, jharkhand)
• Goa, Tamil Nadu and Kerala to be the most well-developed states
We Need to…
• E-Service categorization shud b as per Subject list - nation, state and
local basis.(DeCentralisation at Local level wud help more)
• Standardization of digital services required
• data protection/w implementation wud also demand more synergisation
• Initiatives
• Union Home Ministry is planning to set up an Apex coordination Centre ( for CyberSecurity) and has asked states to establish a similar mechanism in every district.
We Need to…
KEY CONCERNS
READINESS of individual government department and
agencies.
Technological Independence: creating a uniformed language for
the COLLABORATION of each department.
UPGRADING the already existing individual tools in alignment
of IndEA vision. Ex: UMANG, OpenGov, NIC
DATA SECURITY and PRIVACY of the information from cyber
threats and challenges.
We Need to Particularly for EA
Let’s RESOLVE THEM AVAILABILITY AND
ACCESSIBILITY to the users.
“Last Mile Connectivity”
ADAPTABILITY of the tools for the
government and citizen.
AFFORDABILITY – High Opex and
Capex.
ADOPTING 3-Pronged APPROACH
AFFORDABILITY
ADAPTABILITY ACCESSIBILITY
High CAPEX and OPEX
Discord of people,
processes
& technology
Last mile connectivity
One nation one platform
• Digital service standard (DSS) for interoperability.
• India Enterprise Architecture. (IndEA)
• Awareness and sensitization
• Lure VCs
• Industry incubate innovation.
• ‘Make in India’, ‘Made of India’ and ‘Made by Indians’.
• Agile policy making
• Newer collaborations.
• Partner’s willingness.
• Open government, open data.
• Cyber resilient communities.
• Digital comfort to citizens. (Citizen centric, Citizen inclusive)
AVAILABILITY
Awareness and sensitization
Agile policy making and makers
Digital comfort to citizens: Citizen centric and citizen inclusive.
Lure VCs
Digital service standard (DSS) for interoperability.
Demystifying EA
SYNERGISING ROLE OF
NATIONAL
& STATE GOVERNMENT
DEMYSTIFYING EA
Centre
Building Architectures
Designing Digital Standard
Fostering
EcoSystem
Establishing
Best Practices
Testing Pilots
Nurturing
Enablers
LET CENTRE ENSURE…
State
Contextualisation
Replication
Senstisation
Institutionalisation
Adherence
Co-Creation
Let State Undertake…
LET STATES UNDERTAKE
Developing Goals: long
term and short-term.
Country Dashboard: index-
wise, scheme wise and
portfolio wise.
Developing Tools in
alignment of IndEA vision.
Implementing domain
specific application.
Standardization of
already existing
tools.
WAY FORWARD
Let’s
Celebrate Diversity but
Usher in “ Unity in Diversity”
37
Charru Malhotra Ph.D. (IIT-Delhi,MCA, DCA, MCSD
Associate Professor (e-Governance and ICT) Coordinator (Centre of e-Governance)
INDIAN INSTITUTE OF PUBLIC ADMINISTRATION New-Delhi
Landline: +91-11-23468393, (R) +91-11-23468593; Fax: +11-23702440 Mobile: +91-9818529298; 9318489364
Email:charrumalhotra.iipa[at]gov.in; charrumalhotra[at]gmail.com Skype: Charru.malhotra1; Web-link - http://iipa.org.in/malhotra.html
LinkedIn : https://www.linkedin.com/in/dr-charru-malhotra-5894a917/ Twitter : @IIPADigiIndia
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