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Department of Internal Affairs
• One of the primary goals of Enterprise Architecture
Ensure investments are cost-effective, sustainable and aligned with the organisation’s strategic goals
• Government ICT Strategy and Action Plan to 2017 sets out strategic goals for transformation of Government ICT.
“Extend the Government Enterprise Architecture Framework to support transactional system interoperability, enterprise security, and business-enabling elements such as data services and processes”
• GEA-NZ v3.0 supports the delivery of outcomes defined in the Government ICT Strategy and Action Plan 2017 and Better Public Services Results
The focus is on how ICT can enable system transformation across government, efficiently and effectively
• Actions 9.1/9.2 of the Government ICT Strategy and Action Plan to 2017
“9.1: Continually evolve GEA-NZ, leveraging collaborative networks, to share maturity frameworks, architectures, patterns and standards” 9.2: Agencies to adopt GEA-NZ as the framework for Enterprise Architecture and capability planning
• The GCIO’s guidance for four year planning
Each agency’s business plans, investment plans, IS strategic plans and enterprise architecture should all be consistent and aligned with GEA-NZ v3.0
Document v1.1 Page 2
GEA-NZ v3.0 – Goals and Objectives
Department of Internal Affairs
GEA-NZ v3.0 - Purpose
• Designed to be applied at agency, sector and all-of-government level
• All-of-government level
High-level model of Government services and supporting business capabilities and information and technology assets
Inform system-wide transformation and as a means of identifying new potential common capabilities.
Maintained by the Government Enterprise Architecture team
• Agency and sector level
“Starter framework" to help agencies that redeveloping their Enterprise Architectures
Outlines the major components and relationships that agencies and sectors should model
Set of reference models and patterns, focussing on common elements
ICT standards base
Page 3 Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 – Primary Outcomes
• Success of Government Goals and Objectives
Provide a consistent view and accurate information within and across agencies to support planning and decision making
• Functional Integration
Facilitate and encourage interoperability within and across agencies and between programs and enhanced services by the use of Enterprise Architecture standards
• Authoritative Reference
Provide an integrated, consistent view of strategic goals, business services and enabling technologies across the entire organisation, including programs, services, and systems
• Resource Optimisation
Provide a harmonised and consistent view of all types of resources in each functional area, program, and system area
Page 4 Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Context and Relationship
Standards
Measu
res
Cate
go
rizes
Security
Business
Data and Information
Data and Information Assets
Business Capabilities
Government Services
Technology Assets
Sta
nd
ard
ises &
Gu
ides
Categorizes
Hosts
Hosts
Citizen/Organisation
Uses
Strategy and Policy
Performance
Governance
Uses
Info
rms &
Secu
res
In
flu
en
ces
Domain Subject Topic
Strategic Goal
Objective
Roadmap
Ownership
Measurements
Infrastructure
Domain Area Category
Application and ICT Services
Domain Area Category
Purpose
Risk
Control
Standards
Policies
Guidelines
Business Area
Line of Business
Business Function
Department of Internal Affairs
Government Enterprise Architecture for New Zealand
Page 7 Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Strategy and Policy Provides linkage between architecture and strategic goals, policies and investments.
Page 8
Stra
tegy
an
d P
olic
y
sets the strategic objectives that drives the performance framework
Performance
sets the objectives and roadmaps for business improvement and transformation
Business
sets goals for data and information quality, governance and sharing
Data and Information
sets strategic context for the evolution of the business application portfolio, including efficiencies through sharing, reuse and the adoption of common capabilities
Application and ICT Services
defines the guidelines for infrastructure asset management and efficiency through sharing, reuse and the adoption of common capabilities
Infrastructure
sets the expectations for security and privacy
Security and Privacy
sets the expectations for standards use and adoption across government
Standards
Agency level
Sets out the agency’s goals and objectives
Drive change initiatives within agency
Identify where to adopt capabilities & share services
Drives collaboration between agencies to improve customer experience, services and reduce costs.
All-of-Government level
Sets out government goals, objectives & roadmaps
Identify new opportunities to improve & share
Drive efficiency, effectiveness, & system transformation
Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Performance
Page 9
Pe
rfo
rman
ce
describes the framework for measuring strategic performance and programme benefit realisation
Strategy and Policy
provides measurements and controls for business services, processes, capabilities, and business change
Business
provides measurements and controls for data and information quality, governance and sharing
Data and Information
provides measurements and controls for application cost benefits, sharing, reuse and effectiveness
Application and ICT Services
provides measurements and controls for infrastructure cost benefits, sharing, reuse and effectiveness
Infrastructure
provides measurements and controls to determine effectiveness of security and privacy
Security and Privacy
provides measurements for standards effectiveness and adoption across government
Standards
Describes performance frameworks and related metrics that apply across GEA-NZ v3.0 and investments Agency level
Sets out the improvement plan and performance measurements
Optimise services towards internal and external customers
Improve collaboration with other agencies and 3rd parties
Improve information and technology assets.
All-of-Government level
Provides targets and performance measures that quantify the performance benefits
Includes capability maturity models to measure and improve their performance
Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Standards Description The GEA-NZ Standards Reference Model sets out and categorises the information and technology standards base for the NZ government. The existing standards base incorporating the eGovernment Interoperability Framework (eGIF) standards is structured according to GEA-NZ v2.0. Government enterprise architecture will restructure the standards base mapped to the GEA-NZ v3.0 dimensions i.e. Business, Data and Information, Application and ICT Service, Infrastructure, and Security and Privacy.
Page 10
Stan
dar
ds
identifies standards for compliance and improved collaboration
Strategy and Policy
provides standards inputs for setting performance measurement and control
Performance
provides standards that guide business services, processes, capabilities, information sharing, and reuse
Business
provides standards that guide data and information
Data and Information
provides standards that guide application and ICT services
Application and ICT Services
provides standards that guide infrastructure
Infrastructure
defines standards and implementation guidelines
Security and Privacy
Document v1.1
Department of Internal Affairs
Secu
rity
an
d P
riva
cy
identifies security and privacy risk considerations for strategy and policy development
Strategy and Policy
provides security and privacy inputs and constraints for performance measurement and control
Performance
provides security and privacy information, tools and standards that secure customer interests, channels, business services, and processes
Business
provides security and privacy input and constraints for collection, storage and exchange of information
Data and Information
provides security and privacy information, tools and standards that secure applications and ICT services
Application and ICT Services
provides security and privacy information, tools and standards that secure infrastructure
Infrastructure
defines security and privacy standards and implementation guidelines
Standards
Security and Privacy Context and Relationship
Page 11 Document v1.1
Department of Internal Affairs
Bu
sin
ess
describes the business services, processes, and capabilities to support the strategic goals and objectives
Strategy and Policy
sets out the business capabilities required to support effective business performance management
Performance
sets the business requirements for data and information, and identifies redundancy, duplication and gaps
Data and Information
sets the business requirements for application and ICT services, and identify redundancies and opportunities for reuse and sharing
Application and ICT Services
sets the business requirements for infrastructure, and identify redundancies and opportunities for reuse and sharing
Infrastructure
identifies the business elements that need security and privacy protection, and the business requirements for identity and access management
Security and Privacy
sets the business requirements that drive development and scope of corresponding standards
Standards
GEA-NZ v3.0 - Business
Page 13
Generic representation of business processes, products and services. It emphasises the customer centricity and channel shift
Agency level
Describes customer personas and customer experiences
How customers interacts with the agency
What products and services the agency provides
All-of-Government level
Describes the customers and the different channels they use
Common products and services provided to the citizens, the different roles, skills and processes needed
Promotes cross-government collaboration
Enables business and IT leaders to discover opportunities for cost savings and new business capabilities.
Document v1.1
Department of Internal Affairs
New Zealand Society
Individuals and
Communities Businesses Civic
Infrastructure Government Administration
Five Business Areas
Page 14 Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Data and Information
Page 16
Dat
a an
d In
form
atio
n
provides a framework for trusted data and information that can be used for strategic decision making
Strategy and Policy
provides a framework for trusted data and information that can be used for business performance management
Performance
provides the data and information structures that support business services, processes, capabilities, information sharing, and reuse
Business
provides the authoritative data and information structures to be used by application and ICT services
Application and ICT Services
provides the data and information requirements for technology and infrastructure services
Infrastructure
provides the data and information requirements and models needed for security and privacy
Security and Privacy
sets the data and information requirements that drive development and scope of corresponding standards
Standards
Discover, describe, manage, protect, share and reuse information within and across agencies and their business partners
Describes best practices and artefacts that can be generated from the data architectures
Provides data and information governance framework, and maturity assessment
Provides a standard means by which data may be described, categorised, and shared, and it facilitates discovery and exchange of core information across organisational boundaries
Document v1.1
Department of Internal Affairs
Data and Information - Categorisation
Page 17 Document v1.1
Motivators
Entities Activities
Controls
Plans
Contracts
Parties
Places Items
Cases
Events Services
Department of Internal Affairs
GEA-NZ v3.0 - Application and ICT Services
Page 19
Ap
plic
atio
n a
nd
ICT
Serv
ice
s
represents a key mechanism for realising strategic goals, through adoption of agile core business applications and industry standard corporate support functions
Strategy and Policy
provides the ICT services that enables performance measurement and control, and offers opportunities to improve business efficiency through sharing and reuse
Performance
provides the application and ICT services that support business services, processes, capabilities, information sharing, and reuse
Business
sets requirements and provides the tools to manage, model, structure, share, and exchange data and information
Data and Information
provides the application and ICT service requirements for technology and infrastructure services, and supporting applications for infrastructure management (e.g. CMDB)
Infrastructure
provides the application and ICT service requirements needed for security and privacy, and the implementation of security and privacy controls
Security and Privacy
sets the application and ICT service requirements that drive development and scope of corresponding standards
Standards
Describes applications that support business processes Core business applications, COTS, software components (websites, databases, email…) and end user computing
Agency level
Describes applications and ICT services
Helps application portfolio management
Helps identify opportunities for sharing, reuse, and consolidation or renegotiation of licenses.
All-of-Government level
Facilitates common understanding of application assets and ICT services
Identifies opportunities for sharing, reuse, and consolidation or renegotiation of licenses
Identifies application assets that will require maintenance or renewal within the business planning
Document v1.1
Department of Internal Affairs
Corporate Applications
Common Line of Business
Applications
Specialist Line of Business
Applications
End User Computing Identity and Access
Management Services
Security Services
Data and Information
Management Services
ICT Components, Services and Tools
Interfaces and Integration
Nine Application and ICT Services Domains
Page 20 Document v1.1
Department of Internal Affairs
GEA-NZ v3.0 - Infrastructure
Page 22
Infr
astr
uct
ure
helps policy compliance through the adoption of common capabilities
Strategy and Policy
provides the infrastructure that enables performance measurement and control, and offers opportunities to improve business efficiency through sharing and reuse
Performance
provides the infrastructure that support business services, processes, capabilities, information sharing, and reuse
Business
provides the infrastructure to support storage and exchange of data
Data and Information
provides the internal or external infrastructure for hosting applications and ICT services
Application and ICT Services
provides the infrastructure requirements needed for security and privacy, and the implementation of security and privacy controls
Security and Privacy
sets the infrastructure requirements that drive development and scope of corresponding standards
Standards
Describes the technology infrastructures that support the application and business processes of the organisation. It may include insourced, outsourced or cloud capabilities
Agency level
Describes the infrastructure assets of the agency
Helps agencies plan their migrations
Provides the basis for categorising infrastructure assets
All-of-Government level
Guides development of common capabilities and sharing and reuse of infrastructure to reduce costs
Increase interoperability across agencies
Support efficient acquisition and deployment
Document v1.1
Department of Internal Affairs
ADM – High Level Model
Page 25 Document v1.1
Find out what customers
need, identify constraints &
measures
Discovery
• Customer needs (inc.
assisted digital)
• Measures
• Constraints
• Stakeholder impact &
input
• Issue identification impact
• Scoping & planning
• Team & capability
requirements
• High level architecture
Build prototype, test & learn
from it
Alpha
• Finalise customer needs
• Confirm authorising
environment
• Impact legacy systems
• Prototype
• Test
• Learn
• Change/refine
• Change management
plan
Scaling up & going public
Beta
• Metrics & measurements for
KPIs
• Customer testing plan
• Integration tests
• Performance Test
• Showcasing
• Scale up
• Communicating with
stakeholders
• Go public
• Change management
Implementation
Live
• Review business case
• Operations support
• Security & performance standards
• Deploy test
• Production handover
• Implement production
• Deploy ‘Go Live’
• Cabinet papers
• Performance monitoring
• Communications & publicity
• New business cases (inc. BBC)
• Change management
2-3 weeks – High
level business
case + scenarios
2-3 iterations of
2-3 weeks – High
level design
3-5 iterations of
2-3 weeks 1-2 weeks 1-2 weeks
Continuous improvement, retire obsolete
channels
BAU
• Maintain service / operations
support
• Customer feedback
• Decommission obsolete
channels & legacy system
• Monitoring & Control
• Performance monitoring &
ongoing evaluation
• Continuous improvement
• Stakeholder engagement, inc.
central agencies
• Benefits realisation
• Change management
Legislation
Stakeholders Business Cases Governance
Policy
DELIVERY ENVIRONMENT
(PROJECT)
SYSTEM ENVIRONMENT
(PROGRAMME)
Business Initiative
Pre
Project
• Create a high level
business case
• Identify the strategic
and business sponsor
• Request for approval
from the …
1-2 weeks
Department of Internal Affairs
ADM – Discovery Phase
Page 26 Document v1.1
“Pro
per
ty E
xch
ange
”
Initiative
“Buying a vehicle”
Split up into
Scenarios
“Charter a boat”
“Buy firearms”
“Selling a house”
Workshops with customer
representatives & SME’s involved agencies and 3rd
parties
Analyse
Requirements
Business Analysis and Enterprise & Solution Architects
from each agency work together to design the Business
processes, common business services and high level Solution
architecture
Business Analysis & Architecture
High level Design
2-3 hour stand up review where all
invited stakeholders
can give there comments, ask questions and
potentially sign-off the
artefacts
Expo
showcase
2-3 iterations
1 iteration 2 if there is a major change in goals and objectives
Sam
e p
roce
ss f
or
each
sce
na
rio
Integrate the artefacts of
each scenario of
the initiative into a single
solution architecture
Integration
with other
scenarios
Strategic
Initiative sponsor Business
Initiative Sponsor
User reps., Agency
& 3rd Party SMEs
Impacted Agency
Stakeholders
Key Agency BAs
& Architects
Write high
level
Business
Case
Key Agency BAs
& Architects 26
Department of Internal Affairs
ADM – Alpha Phase
Page 27 Document v1.1
Write high
level
Business
Case
“Property Exchange” Solution
Architecture
Product
Creation
Create Product backlog
Product
Backlog
Sprint Planning +
Sprint Goals
Sprint
Planning Sprint Sprint
Demo
Sprint
Retro
Architects
+
product owner
Split up the
architecture
into
consumable
sprints
Showcase sprint results
to stakeholders (Customers,
Business, Architects,
Product Owners)
Sprint retrospective and lessons
learned
Product owner
+
scrum master
Daily
Stand-up
2-3 Week
Sprint
Scrum master
+
development
team
Scrum master
+
development
team
Product owner
+
Scrum master
+
development
team
2-5 iterations
Department of Internal Affairs
Tim
elin
e
Bu
siness A
s Usu
al
Business as Usual
Project
Wo
rk s
trea
m A
DISCOVERY ALPHA BETA LIVE
Bundle of tasks
Scenario(s) W
ork
str
eam
B
DISCOVERY ALPHA BETA LIVE
Bundle of tasks
Scenario(s)
Wo
rk s
trea
m E
DISCOVERY ALPHA BETA LIVE
Bundle of tasks
Scenario(s)
Wo
rk s
trea
m D
DISCOVERY ALPHA BETA LIVE
Bundle of tasks
Scenario(s)
Wo
rk s
trea
m C
DISCOVERY ALPHA BETA LIVE
Bundle of tasks
Scenario(s)
T1 T2 T3 T4 T5 T6 T7 T8 T9 T1 T2 T3 T4 T5 T6 T9
T1 T2 T3 T6 T7 T9 T10 T12 T13
T1 T2 T3 T4 T5 T6 T7 T8 T9
T1 T2 T3 T4 T5 T6 T7 T8 T9
T4 T5 T8 T11
Initial Stage Stage 2
Stage 3
Stage 5
Stage 4
ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS Business Case – Project Overview - Example
Pre
par
e H
igh
Lev
el B
usi
nes
s C
ase
Business Initiative
Diagram showing a schema for a sample project. It is useful to assist understanding of the glossary and the relationship between different elements within a project which is crucial for the business case process.
Department of Internal Affairs
Diagram showing a provides a sample overview of the Business Case and Request for Funding process.
Tim
elin
e Project
Wo
rk s
trea
m A
DISCOVERY ALPHA BETA LIVE
Wo
rk s
trea
m B
DISCOVERY ALPHA BETA LIVE
Wo
rk s
trea
m E
DISCOVERY ALPHA BETA LIVE
Wo
rk s
trea
m D
DISCOVERY ALPHA BETA LIVE
Wo
rk s
trea
m C
DISCOVERY ALPHA BETA LIVE
Initial Stage Stage 2
Stage 3
Stage 5
Stage 4
Approval Project
Business Case
&
Initial Stage Request for
Funding
Go/No Go Gate Stage 2
Request for Funding
Go/No Go Gate Stage 3
Request for Funding
Go/No Go Gate Stage 4
Request for Funding
Go/No Go Gate Stage 5
Request for Funding
Bu
siness A
s Usu
al Business as
Usual P
rep
are
Hig
h L
evel
Bu
sin
ess
Cas
e
Business Initiative
Department of Internal Affairs
Stage 2 dd/mm/yy - dd/mm/yy
Stage 3 dd/mm/yy - dd/mm/yy
Stage 4 dd/mm/yy - dd/mm/yy
Stage 5 dd/mm/yy - dd/mm/yy
Initial Stage dd/mm/yy - dd/mm/yy
•[Text]
•[Text] RfF •[Text]
•[Text] RfF •[Text]
•[Text] RfF •[Text]
•[Text] RfF •[Text]
•[Text] RfF
ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS High Level Business Case - Name of the business case - Request for Funding Initial Stage
Strategic Case Strategic fit, need to invest & case for change
Economic Case Determine potential value for money
Financial Case Assess affordability & funding
Define the problem & the need for change.
Include organisational overview, operating environment & how investment proposal aligns to relevant Government, sector & organisational strategies.
Need to Invest
Strategic Context
Project assessment
Overall Objectives
Current State
Customer Needs
Business Needs
Scope
Benefits
Risks & Issues
Constraints & Dependen-cies
Case for change
1 2 3
Stakeholder Engagement How top 5 stakeholders have been engaged
Viability Project viability from a
delivery, policy & technology perspective
Work streams Description of the work
streams that make up the project. These form options for a phased delivery.
Schedule High level schedule and break down of the whole project into stages (RfF = Request for Funding)
# Name Description
A
B
C
D
E
DELIVERY xxx
POLICY xxx
Describe how project meets the short-list criteria to be selected as an accelerated better services for New Zealanders project.
R
A
G
Overall project benefits
Benefit type Description
New Zealanders
New Zealand Government
New Zealand Economy
Project Benefit Analysis compared benefits with Financial costing
Management Case Plan for successful accelerated delivery 4
# Name & Role
Engagement to Date
1
2
3
4
5
TECHNOLOGY xxx
# Work stream rationalE Organisations & % involvement
A
B
C
D
E
Costs
Capex Opex Total Revenue
$ $ $
Summarise the ability to meet the capital and operating costs of the business case.
Financial Costing
Affordability
Request for Funding (RfF) Initial Stage
Capital Operational
$ $
Funding
Commercial Case Sourcing & procurement
4 Delete sentences which are not applicable.
The sourcing strategy is……………………… Specific contract terms include…………………… The procurement strategy is …................................ The required services are…………………… The service risks could be apportioned between the organisation and supplier as follows…….. The proposed payment approach is to……………………………………….
Initial Stage
Department of Internal Affairs
Stage 2 dd/mm/yy - dd/mm/yy
Stage 3 dd/mm/yy - dd/mm/yy
Stage 4 dd/mm/yy - dd/mm/yy
Stage 5 dd/mm/yy - dd/mm/yy
Initial Stage dd/mm/yy - dd/mm/yy
•[Text]
•[Text] DONE •[Text]
•[Text]
On-going
•[Text]
•[Text] RfF •[Text]
•[Text] YtS •[Text]
•[Text] YtS
ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS Name of the business case - Request for Funding
Strategic Case Strategic fit, need to invest & case for change
Economic Case Determine potential value for money
Financial Case Assess affordability & funding
Define the problem & the need for change.
Include organisational overview, operating environment & how investment proposal aligns to relevant Government, sector & organisational strategies.
Need to Invest
Strategic Context
Project assessment
Overall Objectives
Current State
Customer Needs
Business Needs
Scope
Benefits
Risks & Issues
Constraints & Dependen-cies
Case for change
1 2 3
Stakeholder Engagement How top 5 stakeholders have been engaged
Work streams status an overview of the each work stream status
Schedule and break down of the whole project into stages (RfF = Request for Funding, YtS = Yet to Start)
#
Discovery Alpha Beta Live
A Done Done Ongoing dd/mm/yy
B Done RfF - -
C Ongoing - - -
D RfF - - -
E - - - -
Describe how project meets the short-list criteria to be selected as an accelerated better services for New Zealanders project.
Cost-benefits work stream x (Alpha – Live)
Option 1 Option 2 Option 3
Net % Value of benefits
Net % costs
Benefit cost ratio
BAU
Project Stage Cost Benefit Analysis
Management Case Plan for successful accelerated delivery 5
# Name & Role
Engagement to Date
1
2
3
4
5
Request for Funding (RfF) Stage n
Capital Operational
$ $
Funding
G A
# Next work stream rationalE Organisations & % involvement
D
E
Summarise the ability to meet the capital and operating costs of the business case.
Affordability
Options description in supporting signed-off discovery phase documentation.
Not to be changed from original High Level
Business Case
Commercial Case Sourcing & procurement
4 Delete sentences which are not applicable.
The sourcing strategy is……………………… Specific contract terms include…………………… The procurement strategy is …................................ The required services are…………………… The service risks could be apportioned between the organisation and supplier as follows…….. The proposed payment approach is to……………………………………….
Go/No Go Gate Stage n
Costs
Capex Opex
Initial estimates
$ $
Spent to date
$ $
Financial Costing
Department of Internal Affairs
Data and Information Governance Maturity Assessment
Page 32
Executive Sponsorship Data Training Data
Accountabilities Data Performance
Measures
Is there an Information Management / Data Governance policy active within the agency?
Note: The policy should be concerned about the importance of the correct use of data within the agency, not just about Information Security.
Data policy and standards are defined and approved,
though not socialised or fully understood at the
business unit level.
Gap analysis is completed and operational risks are
raised for areas of non-compliance.
All data and processes mapped, agreed and
approved. Requirements and solution design
timescales reduced by > 50%
Data policy knowledge and compliance a core skill for
all roles within the agency.
Levels
No agency wide data policy and standards,
and few (if any) data rules or processes exist.
Data policy and standards exists but are not
embedded. A gap analysis has been
undertaken to assess policy compliance.
The policy and standards are embedded and
leveraged by all business units. Management
oversight and periodic testing are in place to
embed policy and assure compliance.
Data policy and standards are integrated into
design and operation of business processes,
as well as well as attended to project gates.
Data policy and standards are integrated into
business processes. Data and process
documentation are a valuable source for
continual improvement and development of
data practices and controls.
Typical Behaviours Typical Steps
- Confirm the value drivers for better data management.
- Define guiding principles for data management.
- Create the data policy and standards document.
- Perform gap analysis between ‘as is’ and data policy compliance.
- These documents need to be signed off by Data Steering Group.
- The signed off data policy and standards are communicated to all
business units.
- Each business unit needs to embed the data policy and standards
in to their business unit processes.
- Data Steering Group conducts periodic audits to assure
compliance.
- Every role and process description has the data policy and
standard behaviors embedded.
- Date Steering Group reviews the data policy and standards
periodically to improve data practices and controls for the agency.
- Data policy and standards rules need to be in place for all new
designs.
- New designs can only be signed off by the Data Steering Group if
compliance is reached with the data policy and standards.
- Project control points including data readiness check lists.
Data Policy & Standards
Agency Internal Governance Structure
Information and Data Governance Structure
Data Definition Forum
Agency Information and
Data Steering Group
Data Quality Forum
Knowledge Management
Forum
Agency Enterprise
Design Authority
Agency Investment
Board
Agency EPMO
Provides
sign-off
authority for
data
Ensures data
governance
in projects
Proposes
investment
priorities to
Authorises
&
Mandates
Education & Communication
Forum
Document v1.1
Department of Internal Affairs
•Quality is difficult to measure:
•Standard rules are needed to assess data completeness, accuracy and currency.
•Make key decisions with high quality information
•Business processes are complex, poorly understood and fragmented -> multiple versions of the truth:
•Simplify business processes will simplify data processes
•Simplify data processes gives us a clear view on our data and data flows -> higher quality and higher confidence
We Document and Control our Information, Data and Processes
•Terms have different meanings within and across agencies:
•Shared understanding with a common data language
•Common data definition terminology gives a higher confidence in our data
•Data needs to be viewed as a critical business asset – not just an ICT concern:
•Clarity on rights and accountabilities
•Clarity on custodianship
•Training will ensure that data governance is used throughout the agency
•Business decisions and reporting are at risk from unreliable data:
•Confidence in data used to make important decisions
•The right reports to the right people -> consistent and trusted reporting
•Data management practice reduce risk of inappropriate disclosure
•Exploit the value of data to improve services effectiveness
We Embed Our Data Responsibilities
We Use Our Data Wisely
We Share a Data Language
We Assure Our Data Quality
Page 33 Document v1.1
Data and Information – 5 Focus Areas
Department of Internal Affairs Page 34 Document v1.1
Data and Information – Assessment Method
Data & Process Management Information and Data Landscape
Does the agency has a centralised approach for describing there information and data which are stored in core record systems and in excel sheets, documents, statistics…?
IT Systems landscape documented but the end user tools
which handle information and data are not documented or
understood.
IT Systems and critical end user tools are understood and
documented into an information and data landscape.
Information and data flows across the landscape is
understood.
There is a single metadata repository implemented and
core to all business unit data definition and design
processes. The repository is exposed agency-wide to all
stakeholders via wiki interface.
Full end-to-end lifecycle for information and data known
and documented - this covers all IT systems and major
end user tools. The end user tools are markedly smaller
than was originally and is critically appraised for whether
they should still be in use.
Levels There are incomplete or inconsistent data
dictionaries and there is data redundancy across
systems. There is no process in place to ensure
that data models are designed and developed in
a consistent way.
Data architecture models, data dictionaries and
data structures are documented, base lined and
subject to change control.
A comprehensive agency data architecture has
been approved and processes are embedded to
reconcile the data architecture with changes to
the information and data landscape.
The agency has documentation of the complete
information and data landscape which is under
change control.
Typical Behaviours
• Agree and document approach for an initial stock take.
• Create a central repository for the validated data definitions, create an
inventory of data sources and repositories and data models.
• Map flows between repositories and sources .
• Undertake gap analysis between the validated data definitions, data
structure and meta date and the data architecture.
• Identify processes and implement a method for changes to the
information and data landscape using the data architecture.
• Extend the stock take to complete the information and data landscape
including the landscape of the end user tools.
• Extend repository to incorporate all data entities meta data.
• Implement governance over the central repository for change control.
• Implement a method to continually modify, refine and simplify the
information and data landscape.
• Reduce the net number of data movements and rationalize duplicate
repositories.
L1
L2
L3
L4
L5
Typical Steps
The agency continually monitors, refines and
simplifies their high level information and data
landscape
Department of Internal Affairs
This is an example of the output from a maturity assessment. Looking at the Initial marks and combining it with the typical behaviours it shows progress across each area. With the typical steps the agency can build a plan of action for the short and mid-term future.
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Data and Information – Result Evaluation Example
Department of Internal Affairs
An annual evaluation of the Information Management and Data Governance maturity will show the progress that has been made and the focus points for the coming year.
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Data and Information – Annual Result Evaluation Example
Department of Internal Affairs
Data and Information - Categorisation
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Motivators
Entities Activities
Controls
Plans
Contracts
Parties
Places Items
Cases
Events Services
Department of Internal Affairs
Q&A ICT.govt.nz - Guidance and Resources - Government Enterprise Architecture for New Zealand [GEA-NZ] Regine Deleu – [email protected]