GOVERNMENT INFORMATION SHARING - CTG Home … · architecture for the information-sharing ... DSDDSIMENSIONS SASSAA AANNND DDD SDSSDSKD DKDDKK EEEEEVIDENCE HLHHL, M, L ... reference

GOVERNMENT INFORMATION SHARING:DIMENSION WORKSHEETS

1. Business Model & Architecture

This dimension deals with the degree of modeling andarchitecture development that is already in place to support theinformation-sharing objectives. Planning and design of effectiveinformation sharing and interoperability depend to a significant degreeon a clear and detailed analysis of the entire enterprise involved. Byenterprise we mean all the organizations that participate in the servicesand business processes in which the information sharing takes place.That analysis typically takes the form of a description of the businessmodel and possibly also of the enterprise architecture. Such adescription identifies the service and operational components of theenterprise and describes how they are connected to each other andwhat technologies are used to implement them. These models mayalso include detailed analyses of business processes within which theinformation sharing takes place.

Settings with high capability on this dimension base theirinformation-sharing strategies on detailed and comprehensive businessmodels and an overall enterprise architecture. The strategic objectivesof the information sharing are clearly described and linked to theunderlying business model. The enterprise architecture guidesdecisions on technology design and procurements, and coordinateschanges in business processes.

Settings with low capability on this dimension have neitherdetailed models nor an understanding of the overall businessprocesses within which the information sharing is to occur. Projectdesign and technology decisions are made without knowledge ofinteractions in the business process or within the enterprise. Staffmembers have only limited understanding of process analysis andmodeling skills.

Business Model & Architecture

Absence ofbusiness modelsand enterprisethinking; ad hocand isolateddecision making

Design andtechnologydecisions guidedby businessmodels andenterpriseperspectives

1. Business Model & Architecture Dimension Page 1

Please follow the instructions on the next page.

Instructions:

Step 1 – For each statement below, please check the box that best represents how much you agree or disagree. As you think about eachstatement, please use the space next to that statement to describe the evidence or experience that supports your response.

Step 2 – To help analyze these answers it is useful to know how confident you are in your response. Please go back over each statement and markyour level of confidence in each answer, using H for high, M for medium, and L for low. Put the letter in the far right-hand box at the end of eachrow, in the confidence box.

SNOISNEMID SNOISNEMID SNOISNEMID SNOISNEMID SNOISNEMID

SSSSSTTTTTRRRRROOOOONNNNNGGGGGLLLLLYYYYY

AAAAAGGGGGRRRRREEEEEEEEEE


NNNNNEEEEEUUUUUTTTTTRRRRRAAAAALLLLL

DDDDDIIIIISSSSSAAAAAGGGGGRRRRREEEEEEEEEE



DDDDDOOOOONNNNN'''''TTTTT

KKKKKNNNNNOOOOOWWWWW

ECNEDIVE ECNEDIVE ECNEDIVE ECNEDIVE ECNEDIVE

CCCCCOOOOONNNNNFFFFFIIIIIDDDDDEEEEENNNNNCCCCCEEEEE

ASASASASAS AAAAA NNNNN DDDDD DSDSDSDSDS KDKDKDKDKD L,M,H L,M,H L,M,H L,M,H L,M,H

1.1ssenisubevisneherpmocaevaheW

gnirahs-noitamrofniehtfoledom.evitaitini

2.1cigetartsehtdeifitnedievaheW

gnirahs-noitamrofnihcaerofsevitcejbo.ytivitca

3.1

ledomesirpretnenadeifitnedievaheWro

gnirahs-noitamrofniehtroferutcetihcra.evitaitini

4.1

foegnarllufehtdezylanaevaheWssenisub

noitamrofninidevlovnisessecorp.gnirahs

5.1ssecorpssenisublladeifitnedievaheW

htiwerefretniyamtahtseicnapercsid.gnirahsnoitamrofni

6.1ssecorpssenisublladetanimileevaheW

htiwerefretniyamtahtseicnapercsid.gnirahsnoitamrofni

7.1tnemerucorpdnangisedygolonhceT

decnereferdnaybdediugerasnoisiced.erutcetihcraesirpretnenaot

1. Business Model & Architecture Dimension Page 2

2. Collaboration Readiness

partnering across organizational boundaries. They have allocationmodels that respond to the need for cross-boundary assignment ofresources including money, people, technology, and information.They also have leadership support for working across organizationalboundaries, and they reward such activities.

Organizations with low readiness for collaboration view theopen dialog and compromise necessary for collaboration as threatsto their interests and power bases. They see collaboration as a formof compromising or loss rather than as an opportunity to enhancetheir ability to respond to challenges. This could be a result of badexperiences with previous collaborative efforts. Such organizationsmay avoid or resist initiatives requiring collaboration.

This dimension deals with readiness for collaboration withinand across organizations. Collaboration is essential to establishingand maintaining information-sharing relationships and structures.Evidence of readiness for collaboration can include specific policiesand procedures to support collaboration. It can also be shown in thequality and effectiveness of relationships with stakeholders, suchas advisory committees. Collaboration readiness is reflected inrelationships between information users and the organizationalleadership, and in the provision of resources to support collaboration,including staff, budget, training, and technology. Successes or failuresin past collaborative activities can be significant indicators of readinessfor future collaboration.

Organizations ready for collaboration have a track record ofsuccessful collaboration and actively seek out new opportunities for

Threatened bycollaboration

Lack of resources andsupport forcollaboration

No experience withcross-boundarycollaboration

Actively seekcollaboration

Readily availableresources forcollaboration (money,people, technology, etc.)

Policies and practices tosupport collaboration

Collaboration Readiness

2. Collaboration Readiness Dimension Page 3


Instructions:

















1.2rofseitinutroppokeesylevitcaeW

.noitaroballoc

2.2lufsseccusfodrocerlaitnatsbusaevaheW

lanoitazinagrossorcanoitaroballoc.seiradnuob

3.2troppusylevitceffetahtseicilopevaheW

.noitaroballoc

4.2tahtsecitcarptnemeganamevaheW

.noitaroballoctroppusylevitceffe

5.2tahtserudecorpgnitarepodradnatsevaheW

.noitaroballoctroppusylevitceffe

6.2,ffats(secruosertimmocotgnilliweraeW

ssorca).cte,ygolonhcet,secnanif.seiradnuob

7.2timmocotsmsinahcemevitceffeevaheW

.seiradnuobssorcasecruoser

Continued on next page 5

2. Collaboration Readiness:(Continued)









SNOISNEMID SNOISNEMID SNOISNEMID SNOISNEMID SNOISNEMID ASASASASAS AAAAA NNNNN DDDDD DSDSDSDSDS KDKDKDKDKD ECNEDIVE ECNEDIVE ECNEDIVE ECNEDIVE ECNEDIVE L,M,H L,M,H L,M,H L,M,H L,M,H

8.2fonoipmahclevel-evitucexenaevaheW

.seitivitcaevitaroballoc

9.2troppusredlohekatsfoslevelhgihevaheW

.noitaroballocrof

01.2roftnemeergaevitceffenaevaheW

.gnirahserawdrah

11.2krowtennotnemeergaevitceffenaevaheW

.gnirahsecruoser

21.2roftnemeergaevitceffenaevaheW

.gnirahsnoitacilppadnaerawtfos

31.2gnirahsroftnemeergaevitceffenasierehT

.ffatslacinhcet

41.2secruoserffatslacinhcet,dedeenrevenehW

.derahsylisaeera










2. Collaboration Readiness:(Continued)


51.2erasecruoserkrowten,dedeenrevenehW

.derahsylisae

61.2erasecruosererawdrah,dedeenrevenehW

.derahsylisae

71.2noitacilppadnaerawtfos,dedeenrevenehW

.derahsylisaeerasecruoser

81.2stroppusylluferutcurtsarfnikrowtenruO

.gnirahsnoitamrofnidnanoitaroballoc

This dimension deals with the degree to which data-relatedresources, policies, and practices reflect a high capability for sharingand using data across organizations. Evidence of this capability canbe found in formal policies for data use, storage, and handling and indocumentation of databases and record systems as well as in dataquality standards and data dictionaries. Evidence can also be found inthe procedures for and results of data requirement analyses as well asin data models and modeling techniques. These elements form anessential part of the description and understanding of data necessaryfor establishing sharing processes and relationships.

Organizations with high capability on this dimension invest inthe creation of comprehensive data assets and the modeling ofrequirements. They know what data they need to have available.

3. Data Assets & Requirements

They invest in the creation and maintenance of a comprehensiveset of metadata. There are well-developed and standardized datadefinitions and quality standards. Standard procedures for acquisition,storage, maintenance, and disposal of data are specified, clearlycommunicated, and fully implemented.

Organizations with low capability on this dimension do not investin or use standards that are relevant beyond their own immediate andnarrow data needs. Descriptions and analysis of data assets andrequirements are neither comprehensive nor systematically maintained.They have little experience with data modeling and have difficultydescribing and communicating about their data resources andrequirements and thus make information sharing difficult.

Lack of qualitymetadata

Lack of uniform datapolicies and standards

Lack of experience indata sharing

High quality metadata

Uniform data policies

Experience in datasharing

Established andagreed-upon datastandards

Data Assets &Requirements

3. Data Assets & Requirements Dimension Page 7


Instructions:








NNNNNUUUUUEEEEETTTTTRRRRRAAAAALLLLL









1.3llarofelbaliavasiatadatemytilauqhgiH

.dedeenatad

2.3llarofseirotnevniatadetaruccaniatniameW

.dedeenatad

3.3atadevisneherpmocdnatnerrucevaheW

.sledomecnerefer

4.3.sseccaatadrofseicilopmrofinueraerehT

5.3atadrofseicilopmrofinueraerehT

.pihsrenwo

6.3atadrofseicilopmrofinueraerehT

.ecnanetniam

7.3.ytilibailatadrofseicilopmrofinueraerehT


3. Data Assets & Requirements:(Continued)

Lack of qualitymetadata

Lack of uniform datapolicies and standards

Lack of experience indata sharing

High quality metadata

Uniform data policies

Experience in datasharing

Established andagreed-upon datastandards

Data Assets &Requirements



8.3gnirahsniecneirepxeevisnetxeevahffatS

.atad

9.3neebevahatadllarofsnoitinifeddradnatS

.detpoda

01.3neebevahatadllarofsdradnatsytilauQ

.detpoda

11.3neebevahatadllarofsdradnatsnoitisiuqcA

.detpoda

21.3stnemeriuqeratadresuticilpxefosteslluF

.depolevedneebevah

31.3llewerastnemeriuqeratad'sresU

.dootsrednu

41.3niseicnapercsiddeifitnediyllufevaheW

.stnemeriuqeratad

51.3niseicnapercsidelicnocerotgnilliweraeW

.stnemeriuqeratad


Dimension #4 Governance, on next page.Dimension #4 Governance, on next page.Dimension #4 Governance, on next page.Dimension #4 Governance, on next page.Dimension #4 Governance, on next page.

This dimension deals with the mechanisms to set policy anddirect and oversee the information-sharing initiatives planned orunderway. Evidence of the effectiveness of governance mechanismswill be found in the scope and clarity of policies and other sources ofauthority as well as in the procedures and organizational arrangementsfor making decisions and allocating resources. There will also beevidence of the means to ensure that policies are implemented anddecisions are carried out.

Settings with high capability on this dimension have governancemechanisms that have a clear, ample, and viable charter or othersources of authority to move the information-sharing initiatives forward.

4. Governance

Organizations with an effective governance structure operatesmoothly and purposefully. Governance policies and procedures areclearly defined and agreed upon and involve all relevant parties. Thegovernance structure has the appropriate authority to make decisionsacross disciplines, levels of government, and agencies. Methods forconflict resolution and consensus are well established.

Settings with low capability on this dimension lack a clear orauthoritative charter to operate and have poor policy-making andcontrol mechanisms. Decisions and actions are delayed or inhibitedby slow decision making, uncertainty, and unresolved conflicts.

Limited or nogovernancemechanism

Clearlydefined,empowered,and activegovernancemechanism

Governance

4. Governance Dimension Page 11















1.4ytirohtuagnidivorpretrahclamrofaevaheW

dna,selor,slaoggniyficepsrof.deecorpotseitilibisnopser

2.4ehtsahtahtydobecnanrevogaevaheW

.lufsseccusebotsdeentiytirohtua

3.4llaotraelcsideecorpotytirohtuaruO

.sredlohekatsdnastnapicitrap

4.4ybdetpeccayllufsideecorpotytirohtuaruO

.sredlohekatsdnastnapicitraplla

5.4degagneylevitceffeeraseitraptnavelerllA

.ecnanrevogni

6.4troppusehtllasahydobecnanrevogruO

stierusneotdedeensecruoserdna.ssenevitceffe

Instructions:



4. Governance Dimension Page 12

This dimension deals with information policies that can affect thecapability for information sharing. These policies deal with collection,use, access, dissemination, and storage of information as well asprivacy, confidentiality, and security. Evidence about these policiesand how they affect information-sharing capability can be found in thepolicies themselves (written laws, rules, regulations, and other formalpolicies) and in how they are documented, implemented, and enforced.

Settings with high capability on this dimension have wide-ranging,clear, and precise information policies that encourage and supportthe desired information sharing. These policies are systematicallyimplemented and enforced to facilitate information sharing within and

5. Information Policies

across organizational boundaries. Within these settings, policies areseen as supporting and facilitating information sharing.

Settings with low capability on this dimension are characterizedby the absence of policies or by poorly implemented policies guidinginformation sharing. There may be confusing or conflicting informationpolicies that demonstrate a lack of adequate knowledge aboutinformation needs or uses. Low capability settings may also havepolicies that cover only one aspect of information use but do notincorporate all of the other aspects required for information sharing.These settings lack policies to support sharing of sensitive orhigh-stakes information. Settings with low capability on this dimensionmay also have policies that interfere with successful informationsharing.

No protocols orpolicies guidingdecision makingconcerninginformationsharing and use

Clear and preciseinformation policiesthat govern use anddecision makingthroughout theorganization

Information Policies

5. Information Policies Dimension Page 13















1.5ylevitceffetahtseicilopnoitamrofnievaheW.gnirahsnoitamrofniegaruocnednatroppus

2.5eraevitaitinisihtotylppatahtseicilopnoitamrofnI

.denifedllew

3.5elbisseccaylluferaseicilopnoitamrofnI

.gnittesgnirahs-noitamrofniehttuohguorht

4.5dnadetnemelpmiylluferaseicilopnoitamrofnI

.decrofne

5.5rotibihniseicilopnoitamrofniruofoenoN

.gnirahsnoitamrofnihtiwerefretni

6.5llassorcatnetsisnoceraseicilopnoitamrofniruO

.snoitazinagrognirahs-noitamrofni

7.5ralugerottcejbuseraseicilopnoitamrofniruO

.noisiverdnaweiver

Instructions:



5. Information Policies Dimension Page 14

This dimension deals with two roles that are critical to thesuccess of information-sharing initiatives: leaders and champions.Effective leaders motivate and build commitment, guide and coordinateactivities, encourage creativity and innovation, and mobilize resources.They see the goal clearly and are able to craft plans for achievingthese goals. Champions communicate a clear and persuasive visionfor an initiative, provide the authority and legitimacy for action, andbuild support in the environment. In some cases the same personcan perform both roles. Evidence for this dimension can be seen informal leadership or championing roles, consensus on who acts inthese roles, documents or formal records of activity, and levels ofpublic support, publicity, or other recognition.

6. Leaders & Champions

Settings with high capability on this dimension have leadersand champions who are clearly identified and accepted. Leadersare engaged in all aspects of the initiative and support it withresources, guidance, timely decisions, and effective motivation. Thechampion is highly visible and energetically promotes the initiative toall stakeholders, articulates a clear and compelling vision, and providesauthority and legitimacy to the effort.

Settings with low capability on this dimension lack an active andeffective leader or have disruptive competition for the leadership role.They also lack a visible, active champion, resulting in inadequateauthority, visibility, or legitimacy in the stakeholders' environment.

Absence ofpersons vigorouslypromotingintegration andprovidingleadership

Strong, effectiveleadership andchampioning

Leaders & Champions

6. Leaders & Champions Dimension Page 15


Instructions:



6. Leaders & Champions Dimension Page 16














1.6ylevitceffeevitaitinisihtnipihsredaeL

rofycamitigeldnaytirohtuaehtsehsilbatse.deecorpotkrow


.stnapicitrapsetavitom

3.6sdliubylevitceffeevitaitinisihtnipihsredaeL

.stnapicitrapgnomatnemtimmoc

4.6sediugylevitceffeevitaitinisihtnipihsredaeL

.seitivitcasetanidroocdna


.noitavonnidnaytivitaercsetomorp

6.6sihtrofpihsredaeltnellecxeevahewllarevO

.evitaitini


.troffeehtrofnoisivasetalucitra

8.6ohwnoipmahcasahevitaitinisihT

ehtgnomatroppussetarenegylevitceffe.sredlohekats

This dimension deals with identifying and accounting forsimilarities and differences in practices and culture among theorganizations involved in information sharing. Evidence ofcompatibility will be found in work styles and interpersonalrelationships, participation in decision making, levels of competitionand collaboration, and styles of conflict resolution. Organizationalculture may also be expressed in the degree of centralization, thedegree of conformity, deference to authority, strict adherence torules, and symbols of status and power. Basic characteristics oforganizations, such as size, professional makeup of the staff, andmission, may also affect compatibility.

Settings with high capability on this dimension have strongalignment and consistency in their beliefs, work styles, authority

7. Organizational Compatibility

relationships, and preferred levels of collaboration and knowledgesharing. Participants share similar attitudes and beliefs about howto make decisions, exercise authority, and resolve conflicts.Organizational staff may also have additional similarities inprofessional training and orientation.

In settings with low capability on this dimension participatingorganizations diverge widely in their beliefs on how work should bedone and how organizational relationships should be managed.Differences in these beliefs and styles of operation causemisunderstanding and conflict and thus present barriers tocollaboration.

Highly conflictualorganizationalcultures andpractices

Well-alignedcultures andpractices

Organizational Compatibility

7. Organizational Compatibility Dimension Page 17


Instructions:

















1.7dnaserutluclanoitazinagroralimisevaheW

.gnittesruonisecitcarp

2.7tnuoccaotniekatewseigetartsdnasnalpruonI

.snoitazinagrognomanoitazilartnecnisecnereffid

3.7tnuoccaotniekatewseigetartsdnasnalpruonI

.gnikamnoisicedninoitapicitrapnisecnereffid

4.7ralimisevahgnittesruonisnoitazinagrO

.selytskrowevitaroballoc

5.7fossenesolcnisecnereffidtnuoccaotniekateW

.snoitazinagrognomanoisivrepus

6.7ralimiswohsgnittesruonisnoitazinagrO

.snoitcadnaselytsevititepmoc

7.7foselytsralimisevahgnittesruonisnoitazinagrO

.noitulosertcilfnoc


Highly conflictualorganizationalcultures andpractices

Well-alignedcultures andpractices

Organizational Compatibility


7. Organizational Compatibility:(Continued)

SNOISNEMID AS A N D DS KD ECNEDIVE L,M,H

8.7nisecnereffidtnuoccaotniekateW

.snoitazinagrognomaytirohtuaotecnerefed

9.7otniekatewseigetartsdnasnalpruonI

gnomasecnereffidezistnuocca.snoitazinagro

01.7otniekatewseigetartsdnasnalpruonIlanoisseforpehtnisecnereffidtnuocca

.ffatsfonoitatneiro


Dimension #8 Performance Evaluation, on next page.Dimension #8 Performance Evaluation, on next page.Dimension #8 Performance Evaluation, on next page.Dimension #8 Performance Evaluation, on next page.Dimension #8 Performance Evaluation, on next page.

This dimension deals with the capability to evaluate theperformance of the information-sharing enterprise or initiative.Performance evaluation capability has multiple, related components.They consist of the skills, resources, and authority to observe,document, and where appropriate, measure: (1) how well the initiativeitself is developed and implemented (often referred to as input andprocess measures); (2) how well information-sharing goals are beingachieved (initiative or system output evaluation); and (3) how muchinformation sharing improves the performance of the justice enterprise(institutional or public safety outcomes). Evidence of performanceevaluation capability can be found in the documentation of clearlyarticulated and accepted goals, evaluation policies and procedures,resources devoted to evaluation activities, evaluation results, andmechanisms to integrate performance evaluation with managementand governance.

In settings with high capability on this dimension performanceevaluation is regarded as a critical element in implementing effective

information sharing. Consequently, these settings invest adequateresources in performance evaluation. Performance goals are agreedupon and measurable or documentable. Evaluation results areavailable regarding the performance of initiative management andimplementation, information-sharing performance, public safety,and other business outcomes. Evaluation is used for the continuousimprovement of processes as well as for the overall assessmentof outcomes. Evaluation methods support efforts to optimizeperformance.

Settings with low capability on this dimension are characterizedby poorly implemented evaluation procedures and policies or theabsence of such procedures and polices. Little or no investmentis made in conducting or using performance evaluations to improveprocesses or outcomes. Some policies and practices may inhibit orinterfere with conducting or using evaluations.

No evaluationmechanisms orpolicies in place

Systematic, rigorous,ongoing evaluation ofsharing and its impacts,integrated withmanagement and policymaking

Performance Evaluation

8. Performance Evaluation Dimension Page 21

8. Performance Evaluation


Instructions:

















1.8slaoglanoitarepodenifedylraelcevaheW

.evitaitinignirahs-noitamrofniehtrof

2.8sessecorpehtetaulaveylevitceffenaceW

gnirahs-noitamrofniehtgnitnemelpmirof.evitaitini

3.8devorpmirofslaogdenifedylraelcevaheW

.ecnamrofrepgnirahs-noitamrofni

4.8nistnemevorpmietaulaveylevitceffenaceW

.ecnamrofrepgnirahs-noitamrofni

5.8rettebwohrofslaogdenifedylraelcevaheW

ecitsujsevorpmignirahsnoitamrofni.semoctuo

6.8hcaerofsrotacidnidenifedylraelcevaheW

.slaogehtfo

7.8ehtotevitalerecnamrofreprotinomeW

.sisabgniog-nonanosrotacidni


8. Performance Evaluation:(Continued)

No evaluationmechanisms orpolicies in place

Systematic, rigorous,ongoing evaluation ofsharing and its impacts,integrated withmanagement and policymaking

Performance Evaluation



8.8rettebwohetaulaveylevitceffenaceW

.semoctuoecitsujsevorpmignirahsnoitamrofni

9.8tuobasusnesnocfolevelhgihasierehT

.slaogecnamrofrep

01.8ecnamrofreprofsecruoserelpmaevaheW

.noitaulave

11.8otylevitceffenoitaulaveecnamrofrepesueW

.sessecorpgnirahs-noitamrofnievorpmi

21.8stcapmiesirpretneecitsujfonoitaulaveesueW

ehtfoecnamrofrepehtevorpmiotylevitceffe.evitaitini


Dimension #9 Project Management, on next page.Dimension #9 Project Management, on next page.Dimension #9 Project Management, on next page.Dimension #9 Project Management, on next page.Dimension #9 Project Management, on next page.

This dimension deals with the capability to manage projectswithin and across organizations. Evidence of this capability caninclude technical tools and procedures as well as broader policiesand the integration of project management concerns into overallgovernance and management practices. Evidence of operationalproject management capacity appears in methods for goal setting,scheduling development and production activities, analysis of resourceneeds, management of interdependencies among activities and goals,and provisions to anticipate and respond to contingencies. Projectmanagement capacity is evident in provision for mitigatingerrors or failures, methods for resolving resource or process conflicts,and recording and reporting practices and policies. This also includesthe ability to collaborate and the ability to actively and effectivelyengage stakeholders (such as advisory committees, users, andorganizational leadership) in project management. Projectmanagement across organizations also involves coordinatingthe cross-boundary issues and requirements for planning andcollaboration.

9. Project Management

Settings with high project management capability have thetechnical skills, the tools, and the organizational structures to directand assess project performance. They view project managementbroadly, from the daily details of tracking activities to overall strategymaking and planning. Their project management methods includetechnical analysis of process and resource requirements, riskassessment, and contingency planning as well as managing issuesof collaboration and coordination across organizations and functions.Project management is thoroughly integrated with overall managementand governance.

Organizations with low project management capability viewproject management as a task management function rather than asa strategic organizational function. They see project managementas a series of to-do lists and PERT charts rather than as a strategicor communication function. They lack technical skills and tools forresource tracking, process analysis, and reporting of project activities,or for managing the complexity of cross-boundary work.

9. Project Management Dimension Page 25


Methods limited to a series of to-dolists, timelines, and PERT charts

Limited view of the strategic natureof project management as it relatesto organizational strategy andcollaboration

Utilizes sophisticated tools and techniquesfor planning and analysis of projectresources and activities

Project management is integrated withoverall perspective on governance, policygoals, and objectives

Project management methodology isimplemented and supported by allstakeholders

Project Management

Instructions:

















1.9tcejorplamrofhtiwffatsevaheW

.ytilibisnopsertnemeganam

2.9laitnatsbusevahsreganamtcejorP

.sksatriehtrofgniniartlacinhcet

3.9tnemeganamtcejorpaesueW

.ygolodohtem

4.9.ygolonhcettnemeganamtcejorpesueW

5.9otdeknilylesolcsitnemeganamtcejorP

,gnikamycilop,tnemeganamllarevo.noisivdna,sevitcejbo

6.9tnemeganamtcejorpralugeresueW

.seitivitcatceriddnassessaotstroper



9. Project Management:(Continued)


7.9derahssiytilibisnopsertnemeganamtcejorP

.noitazinagrognitaroballocssorca

8.9ksiredulcnisdohtemtnemeganamtcejorpruO

.gninnalpycnegnitnocdnatnemssessa

9.9tnemeganamtcejorpelpmaevahew,llarevO

.secruoser

Methods limited to a series of to-dolists, timelines, and PERT charts

Limited view of the strategic natureof project management as it relatesto organizational strategy andcollaboration

Utilizes sophisticated tools and techniquesfor planning and analysis of projectresources and activities

Project management is integrated withoverall perspective on governance, policygoals, and objectives

Project management methodology isimplemented and supported by allstakeholders

Project Management


Dimension #10 Resource Management, on next page.Dimension #10 Resource Management, on next page.Dimension #10 Resource Management, on next page.Dimension #10 Resource Management, on next page.Dimension #10 Resource Management, on next page.

This dimension deals with the capability to identify, acquire, andmanage the resources necessary for an information-sharing initiative.The term resources includes financial, human, and technical assets.Evidence of this capability can be found in budget documents, strategicplans, financial analyses, financial management procedures andpractices, and qualifications of staff.

Settings with high resource management capability have bothadequate resources and the capacity to manage them effectively. Staffhave a high level of financial analysis and management skills and theauthority to use these skills to the full. Financial plans, resource

10. Resource Management

allocations, budgets, and analyses are sophisticated andcomprehensive. Financial control and evaluation mechanismsare thorough and effectively implemented in the organization.

Settings with low resource management capability lack adequateresources and are unable to effectively plan or manage existingresources. Financial data and analyses may be incomplete or missing.Staff lack the authority to acquire and allocate resources where needed.Staff lack skills and analysis tools for this management responsibility.Financial control mechanisms are weak and ineffective.

Superficial orincomplete planning,inadequate acquisitionauthority andexperience

Comprehensive anddetailed financial plans,full authority, andmanagement experience

Resource Management

10. Resource Management Dimension Page 29


Instructions:

















1.01ehtfosisylanaetelpmocaevaheW

sihtrofsecruoserlaicnanifyrassecen.evitaitini

2.01ehtfosisylanaetelpmocaevaheW

sihtrofsecruoserlacinhcetyrassecen.evitaitini

3.01ehtfosisylanaetelpmocaevaheWsihtrofsecruosernamuhyrassecen

.evitaitini

4.01eriuqcaotytirohtuaetauqedaevaheW

.evitaitinisihtrofsecruoserlaicnanif


.evitaitinisihtrofsecruosernamuh


sihtrofderiuqersecruoserlacinhcet.evitaitini

7.01lortnoclaicnanifevitceffeevaheW

.evitaitiniehtrofsmsinahcem


10. Resource Management(Continued)

Superficial orincomplete planning,inadequate acquisitionauthority andexperience

Comprehensive anddetailed financial plans,full authority, andmanagement experience

Resource Management



8.01ehtesuotytirohtuaetauqedaevaheW

.evitaitiniehtotelbaliavasecruoserlanretni

9.01noitisiuqcaecruoserllarevonaevaheW

.evitaitinisihtrofnalp

01.01etauqedayllufsissecorptnemerucorpruO

.evitaitinisihtrofevitceffedna

11.01dnagnicruostuoehtrofnalpaevaheW

.evitaitinisihtrofyrassecengnitcartnocbus

21.01ehtgniyolpmerofnalpaevaheW

.evitaitinisihtrofyrassecenstnatlusnoc

31.01htiwecneirepxeetauqedaevaheW

dnagnicruostuofotnemeganam.gnitcartnocbus

41.01htiwecneirepxeetauqedaevaheW

.stnatlusnocfotnemeganam

51.01tnemtsevni-no-nruteradetelpmocevaheW

.evitaitinisihtrofsisylana


Dimension #11 Secure Environment, on next page.Dimension #11 Secure Environment, on next page.Dimension #11 Secure Environment, on next page.Dimension #11 Secure Environment, on next page.Dimension #11 Secure Environment, on next page.

This dimension deals with the degree to which the organizationpossesses the resources, technologies, practices, and policies thatensure security. Evidence of a secure environment is found inthe presence of appropriate security protocols for data, systems,applications, and networks. Further evidence would be found insystems, policies, training, and management practices.

Settings with high capability for providing security continuallyreview and evaluate the requirements for the creation of a secureenvironment. They also possess detailed and up-to-date knowledgeof what a secure environment entails, and they strive to achieve it.They have identified the necessary building blocks and have a planto achieve clear and realistic security goals. Security plans andprocedures recognize the distinctions among the various componentsof security, such as secure networks, secure systems, secure data and

11. Secure Environment

secure applications. They have implemented appropriate andinterdependent strategies for addressing each of these building blocksof a secure environment. They invest in testing, management, training,and other activities that cultivate a secure information technologyculture.

Settings with low capability for providing security lack securityprovisions that reflect the interdependent nature of threats and risks.They focus primarily on physical security issues, such as buildingsafety or firewalls. They lack adequate organizational strategiesand resources to promote a secure environment. There are noclear guidelines governing access across boundaries or decisionsconcerning such access. They are indifferent to, or poorly informedabout, risks to their security operations.

Secure Environment

Inadequate strategies

Inadequate resources

Indifference to risks

No policies, practices, ortechnologies that define asecure environmentespecially concerningsystem access and datatransfer

Rigorous policies,practices, andtechnology thatdefines the securityenvironment

Rigorous testing ofthe environment forthreats and breachesof security

11. Secure Environment Dimension Page 33


Instructions:

















1.11fosisylanahguorohtasahnoitazinagroyM

.sdeenytirucesllarevosti

2.11ytirucesfosisylanahguorohtaevaheWgnirahs-noitamrofnillarevoehtrofsdeen

.gnittes

3.11slocotorpytirucesevitceffeylhgihevaheW

.ecalpni

4.11ruofonoitaulavecitametsystcudnoceW

.seitilibarenluvytiruces

5.11krowtenevitceffeylhgihevaheW

.seiciloptnemeganam

6.11otstroffesuoiressetovedtnemeganaM

.ytiruceskrowtenerusne

7.11ytirucesevitceffeylhgihevahew,llarevO

.secitcarp

8.11ruoroftroppusgnortsswohsffatS

.sreciffoytirucesnoitamrofni


11. Secure Environment:(Continued)

Secure Environment









9.11ytilibatnuoccaevitceffeylhgihevaheW

.ytiruceskrowtenerusneotsmsinahcem

01.11tnemssessaksirevitceffeylhgihyolpmeeW

.seigetarts

11.11ruoneewtebtiftnellecxenasierehTdnastnemtsevniygolonhcetytiruces

.sksirytiruces

21.11noitatnemelpmilufsseccusylhgihaevaheW

.seigolonhcetytirucesfo

31.11otgnidnopserfobojtnellecxenaseodffatS

.sehcaerbytiruces

41.11eraserudecorpdnaseicilopytiruceS

.devlovnillaotdetacinummocylevitceffe

51.11ytirucesataddenifedylraelcevaheW

.serudecorpdnaseicilop

61.11eraserudecorpdnaseicilopytirucesataD

dnaytivitisneslautcaotdehctamylesolc.sdeenytilaitnedifnoc


11. Secure Environment:(Continued)

Secure Environment









71.11.snalpytirucesatadevisneherpmocevaheW

81.11fosweiverlamrofevitceffeyolpmeeW

.ecnailpmocytiruces

91.11erusneotylevitceffeygolonhcetyolpmeeW

.seicilopytiruceshtiwecnailpmoc

02.11ytirucesotdehctamllewsiygolonhceT

.sdeen

12.11etagitsevniotssengnilliwgnortsasierehT

.seigolonhcetytiruceswen

22.11etagitsevniotssengnilliwgnortsasierehT

.staerhtytiruceswen

This dimension deals with how well stakeholders and theirinterests have been identified and analyzed. Stakeholders are personsor groups that have an interest in the information-sharing initiative andsome capacity to influence it. Evidence of stakeholder awareness isfound in documents produced in formal stakeholder analysis and inthe experience and knowledge of staff. Evidence of stakeholderidentification and engagement is found in records or reports ofparticipants in policy making and other decisions, and in theirmembership in advisory or constituent groups.

Settings with high capability on this dimension have clear andcomprehensive knowledge of their stakeholder environment and haveconducted formal stakeholder analysis. These settings have

12. Stakeholder Identification & Engagement

implemented mechanisms for monitoring their political environment.They maintain regular contact with key stakeholders. They use theinformation gathered in these ways to inform decisions and maintainstakeholders' support for their initiatives.

Settings with low capability on this dimension are inattentive toor not fully aware of the stakeholders in their environments. They mayhave a cursory awareness of their stakeholders but lack accurate andtimely knowledge of stakeholder interests and power resources. Often,this is due to the absence of mechanisms to engage with stakeholdersand build support.

Stakeholder Identification & Engagement

Thorough identificationof stakeholderindividuals and groups,goals, interests, andcapacity to exertinfluence

Incomplete or deeplyflawed awareness ofstakeholders, theirinterests, and capacityto influence events

12. Stakeholder Identification & Engagement Dimension Page 37


Instructions:

















1.21.sredlohekatstnavelerlladeifitnedievaheW

2.21ehtdezylanayllufdnayletaruccaevaheW

.stseretni'sredlohekats

3.21ehtdezylanayllufdnayletaruccaevaheW

.stneveecneulfniotytiliba'sredlohekats

4.21sredlohekatsruodemrofniyllufevaheW

.evitaitinisihttuoba

5.21eragnikamnoisiceddnagninnalpruOredlohekatsafostluserehtybdediug

.sisylana

6.21'sredlohekatsezilibomylevitceffenaceW

.evitaitiniehtroftroppus



Stakeholder Identification & Engagement

Thorough identificationof stakeholderindividuals and groups,goals, interests, andcapacity to exertinfluence

Incomplete or deeplyflawed awareness ofstakeholders, theirinterests, and capacityto influence events

12. Stakeholder Identification & Engagement:(Continued)


7.21folevelhgihaevahsredlohekatsruOgnirahs-noitamrofniehtnitnemegagne

.evitaitini

8.21tsurtfolevelhgihaevahsredlohekatsruO

.evitaitinignirahs-noitamrofniehtni

9.21troppusredlohekatsfoslevelhgihevaheW

.gnirahsnoitamrofnidnanoitaroballocrof


Dimension #13 Strategic Planning, on next page.Dimension #13 Strategic Planning, on next page.Dimension #13 Strategic Planning, on next page.Dimension #13 Strategic Planning, on next page.Dimension #13 Strategic Planning, on next page.

This dimension deals with the extent and quality of strategicplanning for information sharing. Assessing this capability takesinto account the quality and comprehensiveness of strategic plansthemselves along with the characteristics of strategic planningprocesses and resources, and the integration of strategic planningwith other elements of governance and management. Evidence forthis capability can be found in the content of strategic planningdocuments, descriptions of strategic planning processes, andrelated organizational arrangements and decision-making processes.Evidence may also include resources and policies devoted to strategicplanning as well as staff skills and experience in this area.

Settings with high strategic planning capability have a cleardescription of the vision and strategic objectives for the initiative basedon a strong consensus among the participants. Planning documentsare thorough and detailed and include clear goals, risk and threat

13. Strategic Planning

assessments, identification and sequencing of activities, and analysesof contingencies and environmental factors. There is a high level ofparticipation by all relevant stakeholders in the planning processes,which are ongoing and systematic. Staff members possess high levelsof skills in constructing plans, managing the planning process, andguiding implementation. Strategic thinking and planning is thoroughlyintegrated with governance and management.

Settings with low strategic planning capability lack a clear, sharedvision for the initiative. They have no or only incomplete descriptionsof strategic objectives, risks, and contingencies. Planning processesare vague, poorly organized, and infrequent. Participation by relevantstakeholders in the planning process is inconsistent and incomplete.Staff skills and other resources to develop and manage planningprocesses are weak or absent. Plans are more for display than toguide decisions and actions.

Strategic Planning

Lack of strategicplans or incompleteor infrequentstrategic plans

Clear, well-structuredstrategic plans thataddress the goals andvisions

Action plans tied tospecific goals andvisions outlined in theplanning document

13. Strategic Planning Dimension Page 41


Instructions:


















1.31gninnalpcigetartsdehsilbatsenaevaheW

.ssecorp

2.31llasegagnessecorpgninnalpcigetartsruO

.sredlohekatstnaveler

3.31ksirhguorohtedulcnisnalpcigetartsruO

.stnemssessa

4.31hguorohtedulcnisnalpcigetartsruO

.seicnegnitnocdnastaerhtfosesylana

5.31cigetartsdepoleved-llewevahstnapicitraP

.slliksgninnalp

6.31dnaylraelcslaogcigetartsyfitnedisnalpruO

.liatedni


Strategic Planning

Lack of strategicplans or incompleteor infrequentstrategic plans

Clear, well-structuredstrategic plans thataddress the goals andvisions

Action plans tied tospecific goals andvisions outlined in theplanning document

13. Strategic Planning:(Continued)


7.31secruoserdnaseitivitcaebircsedsnalpruO

.liatednidnaylraelc

8.31troppusotsecruoserelpmaevaheW

.gninnalpcigetarts

9.31eraseitivitcagninnalpcigetartsruO

dnaecnanrevoghtiwdetargetniylhguoroht.tnemeganam


Dimension #14 Technology Acceptance, on next page.Dimension #14 Technology Acceptance, on next page.Dimension #14 Technology Acceptance, on next page.Dimension #14 Technology Acceptance, on next page.Dimension #14 Technology Acceptance, on next page.

This dimension addresses the technology culture and staff attitudes toward technology and technological innovations in theorganizations participating in the initiative. Evidence of technologyacceptance can be found in talk and actions that express positive ornegative attitudes toward workplace changes, distrust of new toolsand techniques, success or failure stories that are widely sharedand believed, or enthusiasm for innovations. The record of pastexperiences with technology innovation is a good indication of staffmembers' attitudes toward new initiatives. Their level of acceptanceand comfort can be an important indicator of preparedness forchanges and adaptation to new technologies and practices that maybe required by enhanced information-sharing opportunities.

Staff in settings with high capability for technology acceptanceare comfortable with and open to new technology and technologicalinnovations. Workers in such settings have extensive experience with

14. Technology Acceptance

innovation and are enthusiastic about the possibilities of new tools andtechniques. They express active support for change and help fosterpositive attitudes toward technology among their colleagues. Theycommunicate the importance of an innovation to encourage itsacceptance. They embrace new ways of doing routine tasks andcelebrate novelty and successful past innovations.

Staff in settings with low capability for technology acceptanceare hostile toward or resistant to changes in technology and workprocesses. Workers in these settings prefer unchanging workenvironments and may openly and actively oppose or avoidtechnological changes introduced in their work environment. Often,they feel threatened by technology and the changes it brings. Theyregard innovation as possibly dangerous and disruptive to their jobsor status.

Opposition orresistance tochanges intechnology

Technology Acceptance

Acceptance andenthusiasm towardinnovations andtechnology

High level of comfortwith changes intechnology

14. Technology Acceptance Dimension Page 45


Instructions:


















1.41raelcahtiwffatssedivorptnemeganaM

wenfoesuehtrofslaogdnanoisiv.ygolonhcet

2.41sdrawerdnastroppustnemeganaM

.noitavonniygolonhcet

3.41doogasiegnahcTIeveilebsrebmemffatS

.gniht

4.41gnisutuobacitsaisuhtnednaneposiffatS

.TIwen

5.41gnirahsnoitamrofnieveilebsrebmemffatS

.ytilauqkrowdnaycneicifferiehtevorpmilliw

6.41htiwecneirepxeevisnetxeevahffatS.sretupmocdnasnoitacilppatnereffid

7.41roftroppuscitsaisuhtneetartsnomedffatS

.evitaitiniehtfostcepsaygolonhceteht

14. Technology Acceptance:(Continued)

Opposition orresistance tochanges intechnology

Technology Acceptance

Acceptance andenthusiasm towardinnovations andtechnology

High level of comfortwith changes intechnology



8.41latigideveilebylgnortssrebmemffatS

dnaycneicifferiehtevorpmilliwnoitavreserp.ytilauqkrow

9.41tnereffidhtiwecneirepxeevisnetxesahffatS

.sretupmocdnasnoitacilppa

01.41roftroppuscitsaisuhtnesetartsnomedffatS

rofygolonhcetwengnisuro/dnagnitpoda.evitaitininoitavreserplatigideht

11.41

detartsnomedevahsrebmemffatswefyreVwengnisuro/dnagnitpodaotnoitisoppo

noitavreserplatigidehtrofygolonhcet.evitaitini

21.41foesuehtnigniniartsedivorptnemeganaM

.ygolonhcetwen

31.41leveltrofmocwolaevahsrebmemffatsweF

latigidgnitroppusygolonhcetwenehthtiw.evitaitininoitavreserp


Dimension #15 Technology Compatibility, on next page.Dimension #15 Technology Compatibility, on next page.Dimension #15 Technology Compatibility, on next page.Dimension #15 Technology Compatibility, on next page.Dimension #15 Technology Compatibility, on next page.

This dimension deals with the degree of compatibility forinformation sharing among the technology resources of theparticipating organizations. Evidence of this capability can befound in existing standards for and the technical descriptions anddocumentation of computer system hardware and software, networkhardware and protocols, applications, and data repositories. Evidencecan also be found in the descriptions of and the extent of connectivityamong the persons and organizations that seek to share information.Staff experience in information-sharing activities can also provideuseful evidence of compatibility issues, achievements, and problems.

Settings with high capability on this dimension have highlystandardized, compatible, and interoperable platforms, infrastructure,

15. Technology Compatibility

and applications. The participants in information sharing have highbandwidth connectivity extending to all potential users. These settingshave the necessary technical resources to establish information-sharinglinkages among all participating organizations. These technologyresources are well integrated with staff experience and practices.

Settings with low capability on this dimension have highly diverseplatforms and a diverse infrastructure. There are few if any standardsto support compatibility. Connectivity is inadequate due to bothlimited bandwidth and gaps in access. The design and operation ofapplications and data repositories are inconsistent and interfere withdata sharing and with establishing interoperable linkages.

Technology Compatibility

Lack of technologystandards andresources

Diverse andconflictingplatforms,infrastructure, andapplications

Poor connectivity

Highly standardizedand consistentplatforms,infrastructure, andapplications

High connectivity

Well resourced

15. Technology Compatibility Dimension Page 49


Instructions:



15. Technology Compatibility Dimension Page 50














1.51rofdengisederasmroftalpgnitupmocruO

dnanoitaroballoctroppusyllufdna.gnirahsnoitamrofni

2.51rofdetiusllewerasnoitacilppaerawtfosruO

.gnirahsnoitamrofnidnanoitaroballoc

3.51sdradnatsdnaslocotorpkrowtenruO

.ytivitcennocgnirahs-noitamrofnitroppus

4.51troppusyllufsmroftalpgnitupmocruO

rofsnoitacilppafoytilibareporetni.gnirahsnoitamrofni

5.51etauqedasaherutcurtsarfnikrowtenruO

gnirahs-noitamrofniruorofhtdiwdnab.evitaitini

6.51llaotsdnetxeerutcurtsarfnikrowtenruO

.evitaitiniehtnistnapicitraplaitnetop

7.51evahstnapicitrapgnirahs-noitamrofnillA

krowtenrofsecruoserlacoletauqeda.ytivitcennoc

8.51lacoletauqedaevahstnapicitrapllA

evitcefferofsecruoserygolonhcet.gnirahsnoitamrofni

This dimension deals with levels and sharing of knowledgeabout current and emerging technology for information sharing.Evidence of this capability can be found in documentation of technicalstaff qualifications and experience, records and documentation oftechnology assets useful for information sharing (i.e., computersystems, software, network infrastructure), and in the actions ofstaff in compiling, storing, and sharing such knowledge. Technicalknowledge about information sharing may often be acquired andshared informally and thus be well known among some staff but notwell documented.

Settings with high capability regarding technology knowledge haveadequate numbers of staff with high levels of training and experience

16. Technology Knowledge

with information-sharing technologies. They maintain accurate anddetailed inventories and documentation of such technology assets.Staff, documentation, and other knowledge resources are actively andfreely shared within and across organizations and are used to guideinvestment decisions.

Settings with low capability regarding technology knowledgehave an inadequate number of staff members with the needed trainingand experience with information-sharing technologies. These settingsmaintain only incomplete and out-of-date records of these technologyassets. Knowledge about technology assets is not readily available orshared. Decisions about technology assets are not based on accurateor extensive knowledge.

16. Technology Knowledge Dimension Page 51


Technology Knowledge

Inadequate staff technologyknowledge, poor recordsand inventories of technicalassets, few knowledge-based decisions

Highly knowledgeablestaff, systematictechnical inventoriesand record-keeping,well-informeddecisions

Instructions:

















1.61otdeenyehtllawonksrebmemffatsruO

.evitaitinisihtroferawdrahtuobawonk

2.61foseirotnevnietaruccaniatniameW

.gnirahsnoitamrofniroferawdrah

3.61derahssierawdrahtuobaegdelwonK

.ylevitceffe

4.61

otdeenyehtllawonksrebmemffatsruOsihtroferutcurtsarfnikrowtentuobawonk

.evitaitini

5.61gnirahs-noitamrofnituobaegdelwonK

.ylevitceffederahssiskrowten

6.61dnaseirotnevnietaruccaniatniameWroflufesuerawtfosfonoitatnemucod

.gnirahsnoitamrofni

7.61otdeenyehtllawonksrebmemffatsruO

snoitacilppaerawtfosderiuqertuobawonk.evitaitinisihtrof


15. Technology Knowledge(Continued)

Technology Knowledge

Inadequate stafftechnologyknowledge, poorrecords andinventories oftechnical assets, fewknowledge-baseddecisions

Highly knowledgeablestaff, systematictechnical inventoriesand record-keeping,well-informeddecisions



8.61noitamrofniroferawtfostuobaegdelwonK

.ylevitceffederahssignirahs

9.61ffatsfoseirotnevnietaruccaniatniameW

egdelwonkdnasllikslacinhcet'srebmem.gnirahsnoitamrofnituoba

01.61secruoserffatslacinhcettuobaegdelwonK

.ylevitceffederahssi

11.61dnaseirotnevnietaruccaniatniameW

roflufesusnoitacilpparuofonoitatnemucod.gnirahsnoitamrofni

21.61derahssisnoitacilppatuobaegdelwonK

.ylevitceffe

31.61dnaseirotnevnietaruccaniatniameW

.erutcurtsarfnikrowtenfonoitatnemucod

41.61ylhgihasiygolonhcettuobaegdelwonK

gnikamnoisicedTIfotraptnatropmi.gnirahsnoitamrofnignidrager

Documents

GOVERNMENT INFORMATION SHARING - CTG Home … · architecture for the information-sharing ... DSDDSIMENSIONS SASSAA AANNND DDD SDSSDSKD DKDDKK EEEEEVIDENCE HLHHL, M, L ... reference