ICEGOV2009 - Tutorial 2 - part 1 - Architecting the Connected Government: Practices and Innovations in Singapore

MODULE 1/2Architecting the Connected Government: Practices and Innovations in Singapore [Foundations of Enterprise Architecture]

United Nations International Conference on Theory and Practice of E‐GovernmentICEGOV 2009

November 10 – 13, 2009Bogota, Colombia

Dr. Pallab SahaNational University of SingaporeInstitute of Systems Science

© 2009 NUS Institute of Systems Science. The contents contained in this document may not be reproduced in any form or by any means, without the written permission of ISS, other than for the purpose for which it has been supplied.

Enterprise Architecture Concepts

Defining EA

Benefits of EA

Need for an Architecture Driven Approach

EA frameworks

• Elements of Enterprise Architecture

• Architecture Viewpoints

• Business, Information, Solution & Technology Architectures

• Architecture Governance Overview

• Designing the EA

• Imperatives for Adoption and Sustenance

Agenda

InspireLead

Transform

© Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.

Describing Enterprise Architecture

• An organization’s enterprise architecture is the organizing logic for its core business processes and IT capabilitiescaptured in a set of principles, policies and technical choices reflecting the standardization and integration needs of its operating model

(MIT Center for Information Systems Research 2004)

• A strategic information asset base, which defines the mission, the information necessary to perform the mission and technologies needed to execute the mission, and the transitional processesfor implementing new technologies in response to the changing mission needs

(U.S. Federal Enterprise Architecture & E‐Government Act 2002) Security PrivacyAccessibility Other

ApplicationThe software that supports the business mission.

InformationHow we treat our data, information, knowledge

and wisdom.

TechnologyThe physical infrastructure that enables and/or

constricts our ability to take action.

BusinessThe reason we do what we do, the people we

serve and the outcomes we seek.

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Common Themes in EA

• Clear mission

• Customer value proposition (strategy formulation)

• Core business processes (strategy execution)

• Information needs (key assets)

• Technology needs (IT enablement)

• Strategic alignment (Biz‐IT alignment)

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Benefits of Architecture Driven Approach1. Captures organizational mission and business processes in an understandable

manner to facilitate better planning and decision making2. Improves communication and enriches engagement between business and IT

groups3. Facilitates economies of scale by providing for sharing common services

across the enterprise4. Enhances consistency, accuracy, and timeliness of IT‐managed information

shared collaboratively across the enterprise5. Provides high‐level views to help communicate the complexity of large

systems6. Highlights opportunities for building greater quality and flexibility into

applications without increasing costs7. Supports analysis of alternatives, risks, and trade‐offs for the investment

management process, which reduces the risks of:• Building systems that do not meet business needs

• Expending resources on developing duplicative functionalityInspire

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Whom Does EA Concern?Business planners and managers contribute

to EA and use it for key activities like:• Strategic planning • Business process engineering and

redesign• Coordinating operations across the

organization• Consolidating or standardizing similar

functions• Introducing automation to improve upon

manual processes• Taking advantage of major new enabling

technologies (e.g., wireless communications, RFID)

• Reallocation of resources, including reorganization

IT planners and managers contribute to an EA and use it for major activities:

• Managing and prioritizing IT investments• Determining the impact of changes to

systems and infrastructure• Modernizing legacy systems and

infrastructure• Protecting critical infrastructure• Assessing proposed technology solutions• Dealing with declining vendor support and

skill base for IT components• Establishing key properties of systems early

in the design process when the cost of making changes or fixing problems is smallest

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Elements of Enterprise Architecture

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Architecture Description Conceptual Model

Source: IEEE 1471‐2000, 2000

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Architecture Blueprint

• Formal description of an Architecture• Organized to support reasoning about the structural properties of the system

• Defines the components or building blocks that make up the overall information system

• Provides a plan from which products can be procured, and systems developed, that will work together to implement the overall system

• Enables the management of overall IT investment in a way that meets the needs of the business

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Source: A Comparative Study of Enterprise Architecture Framework, Institute For Enterprise Architecture Development

Architecture Frameworks

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Without an EA …

Source: Enterprise Architecture As Strategy, Weill, Ross & Robertson, 2006

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• Enterprise Architecture Concepts

• Defining EA

• Benefits of EA

• Need for an Architecture Driven Approach

• EA frameworks

Elements of Enterprise Architecture

Architecture Viewpoints

Business, Information, Solution & Technology Architectures




Agenda

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Business Architecture (1/2)

• An enterprise business architecture specifies the core business processesthat the enterprise must deploy and practice in order to satisfy its customers, compete in the market, partner with suppliers, care for its employees and meet regulatory requirements

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Security PrivacyAccessibility Other



and wisdom.





Business Architecture (2/2)

• Specifies core business processes which execute organization’s strategy

• Identifies key goal and key performance indicators that drive performance

• Forms the foundation for IT Architecture

• (Usually) uses the following reference models:

– Business Reference Model

• An organized and structured construct of enterprise wide end‐to‐end business processes

– Performance Reference Model

• A framework for performance management that provides common measures throughout the enterprise

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Information Architecture (1/3)

• Is a compilation of the business requirements of the enterprise, the information, process entities and integration that drives the business, and rules for selecting, building and maintaining that information

• Information is data that can be utilized, and can exist in both structured and unstructured form (65% of all organizational information do not reside in DBs!)

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and wisdom.





• Addresses issues like:– What information is needed

– When the information is needed

– Where the information is needed

– In what form is the information needed

– How is the information used

– Who needs the information and how often


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• Typically development of information architecture involves creation of:– Conceptual model

• This defines the information in the language of business. It is the most abstract model and the main intent is to define the functional / business view of the data

– Logical model• This depicts business information including business relationships and business semantics adopted within the enterprise. Logical models are developed independent of technical / implementation details


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Application Architecture (1/2)

• Facilitates development of ‘architectural solutions’ for the enterprise

• An architectural solution follows the development of the EA blueprint

• A solution architecture process (SDLC) guides the organization in specifying requirements and design for enabling the migration to the new EA

• Is linked to implementation planning for the EA blueprint

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and wisdom.





Application Architecture (2/2)

Comprises of solution set which usually is a mix of:• In‐house developed applications• Purchased applications• In‐house technical capabilities / services• Shared / utility technical capabilities / services• Integration capabilities

Characterized by:• Specification of both functional and non‐functional (quality) requirements• Functional requirements are derived from Business Architecture (business

services)• Non‐functional (quality) requirements include:

– Availability– Modifiability– Performance

– Security– Testability– Usability

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Technology Architecture (1/2)

• Is a disciplined approach for specifying the enterprise’s current, emerging and retiring technologies

• The key goal is to leverage the investments in technology capabilities and maximize their potential as solutions to business problems

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and wisdom.





• Examines the underlying technologies (technical infrastructure) that is required to run the business (to enable delivery of enterprise services as identified in the Business Architecture)

• Assumes technical capabilities as a set of servicesthat business users (applications and systems) can request for

• Usually specified using a technical reference model

Technology Architecture (2/2)

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• Defining EA

• Benefits of EA


• EA frameworks




Architecture Governance Overview



Agenda

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Architecture Governance

• The practice and approach by which organizations manage and control their architectures

• Involves specifying the decision rights and accountabilityframework needed to encourage the desirable use of the architecture

• Entails:– What architecture decisions are to be taken? (governance decisions)– Who takes those decisions? (governance structures)– How are those decisions taken, (governance mechanisms)

communicated, enforced and monitored for compliance enterprise‐wide?

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What Does Architecture Governance Involve?

• Architecture governance encompasses:– Implementing system of controls over creation and monitoring of all

architectural components and activities, to ensure effective introduction, implementation and evolution of the architecture

– Implementing a system to ensure compliance with internal and external standards and regulatory obligations

– Developing practices that ensure accountability to a clearly identified stakeholder community

• Key architectural decision domains:– Architectural principles– Enabling implementation infrastructure– Business application needs– Investment management– Architectural compliance– Architecture lifecycle

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Centralised Governance Mode

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Decentralised Governance Mode

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Federated Governance Mode

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Source: Singapore Government Enterprise Architecture, iDA, 2006

Singapore Government Agency (1/3)

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Committee/ Group

Terms of Reference

EA Review Committee

• Oversee & steer overall development & maintenance of the EA

• Approve EA development strategy & deliverables such as architecture blueprints & models

• Approve EA policies, standards, procedures, & deviations to ensure congruence & alignment

• Resolve cross‐boundary architectural issues

EA Management

Group

• Develop EA components & building blocks

• Harmonise, communicate, maintain, coordinate, implement the EA

• Manage the EA development, compliance & deviation processes


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Committee/ Group

Terms of Reference

Data Governance Board

• Provide leadership, direction & supervision on data governance & management matters

• Approve data policies, standards & procedures, and deviations

• Resolve cross‐boundary data issues & escalate to EA Review Committee where necessary

Data Administration & Management Committee

• Establish implementation of deliverables & schedule arising from defined roadmap for data admin & mgt

• Formulate, maintain, communicate, & enforce data policies, standards & procedures

• Identify & recommend authorised users, sources & data owners of data resources

• Propose resolution of cross‐boundary data issues for Data Governance Board's approval


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(Example) Organizational Structure

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Suggested Compliance Outcomes

Source: TOGAF Version 8.1, 2004, (The Open Group)

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• Defining EA

• Benefits of EA


• EA frameworks





Designing the EA


Agenda

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EA Design Model

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Source: Advances in Government Enterprise Architecture; Saha; 2008

Classical IT Planning Based Approach


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EA Based Approach


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Enterprise Architecture: Describing Coherence

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Key Questions Addressed by EA (1/2)Enterprise Level:• Is my IT aligned to business?• How much should we spend on IT?• What is our current IT spending profile?

• Who is accountable for all IT programs?

• How good should our IT services really be?

• Which IT capabilities need to be enterprise‐wide?

• What is our criteria to retire technologies, applications and information?

Business Level:• Which business processes should receive our IT investments?• Which business processes are used by most organization units?• Which business processes are distributed / fragmented most across multiple applications?

• Which business processes have no applications supporting them?

• Which business processes use the highest number of technologies?

• Which business processes need to be managed and are candidates for redesign?

• Which business processes are used (or have touch‐points) by most roles?

Organization Level:• Which organizational units are based at most locations (most dispersed)?

• Which organizational units are involved in most processes?

• Which organizational units use most applications / technologies (technical & application diversity)?

Technology Level:• Which technologies / technical services are used by most applications?

• Which technologies are supported by multiple vendors?• Which technologies are used by most business processes?• Which technologies are used enterprise‐wide versus those used by specific organizational units?

• Have we categorized our technologies into emerging, current and sunset?

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Application Level:• Which applications have multiple technologies for enablement and how many?

• What is the intensity of usage of different applications?• Which applications are enterprise‐wide versus those that are specific to organizational units?

• Which applications support the maximum number of business processes?

• Which applications have no vendor support?• Which applications need integration capabilities, within and outside the boundaries of the organization?

• Do we have relevant scenarios for quality attributes (e.g. security, performance and scalability, availability and resilience, evolution)?

Information / Data Level:• What are our key information requirements and how do we derive them?

• How many applications share a common database?

• How many business rules are explicitly documented?

• Can we trace back our business rules to organization policies?

• Which business rules govern our business processes?

• Which business rules are used by our applications?

Key Questions Addressed by EA (2/2)

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Segmenting the EA Effort

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• Defining EA

• Benefits of EA


• EA frameworks






Imperatives for Adoption and Sustenance

Agenda

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Greatest Myths about EA

• We don’t have an architecture.

• There are several EA tools available in the market.

• The architects do all the ‘architecting’.

• It is a project.

• All architects must be excellent analysts.

• The primary purpose of EA is business‐IT alignment for building better systems.

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Imperatives to Establish & Sustain EA

1. Realize that EA isn’t a fad.2. Position EA as a management practice3. Clearly understand and communicate the reasons

to do EA4. Avoid misplaced priorities and investments5. Set up an EA programme management office6. Assess and communicate enterprise architecture

effectiveness

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Imperative 1: Realize that EA isn’t a Fad

• Architecture is the very essence of good design (good enterprise)

• Most architecture artifacts already exist– The important thing is to get them to be formal, consistent,

structured and connected

• Architects build the rules, policies, semantics models, structuring mechanisms and align them

• Architecture is important for ‘what you do with it’, rather than ‘what it is’

• Architects’ role is to ensure coherency– Designed, Organized, Consistent, Connected and Institutionalized

Why Enterprise Architecture isn’t a Fad?

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Imperative 2: Position EA as a Management PracticeEA provides a mechanism to instill discipline and control (governance) to business processes and their enabling IT infrastructures


Enterprise

Line of Business

SegmentInspire

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• An enterprise should be ‘doing EA’ if it suspects its:– External stakeholders are:

• Not happy with the enterprise’s performance• Not receiving what they expect from the enterprise

– Business processes are:• Unnecessarily complex• Under leverage enterprise’s IT investments• Poorly define roles and responsibilities• Break down at integration points

– Employees and customers have difficulty finding the information they need and when found they are often incomplete, fragmented, and out of date

– IT infrastructure is not sufficient to scale up– Project portfolio is not aligned with enterprise strategic intent and is not actively

monitored and evaluated– Expenditure on IT is always seen as ‘costs’ and seldom as ‘investments’, and IT

always works to a budget and not to value

Imperative 3: Communicate the Reasons

Reasons to do EA

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Imperative 4: Misplaced Priorities and Investments

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• Developing and administering the EA• Enforcement of EA governance• Developing the overall EA roadmap and adoption plan• Managing the EA review committees • Assessing technology trends and studying their impact on the EA• Communicating and promoting the EA• Identifying ‘gaps’ between business and IT architectures• Assisting with budget and IT investment management activities• Participating as architecture advisors in projects• Ensuring architectural compliance• Providing updates in architectural best practices and advancements

Key EA PMO Responsibilities

Imperative 5: Set‐up EA PMO

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Imperative 6: Assess & Communicate GEA Effectiveness

• Connected government leads to improved coordination of processes and systems within and across government agencies and organizations

Source: UN E‐Government Survey 2008; United Nations; 2008

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In Conclusion,

Enterprise Architecture has:

good value when it ensures IT has a good view of the business.

great value when it ensures business has a good view of business.

the most value when it ensures business is well architected.

EA is not done to build better systems, but to build better enterprises

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Thank [email protected]

(2007) (2008) (2009)

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Education

ICEGOV2009 - Tutorial 2 - part 1 - Architecting the Connected Government: Practices and Innovations in Singapore