Transcript DATA - hrmis

Top 10 Strategic Technology
Trends for Smart Government
Alan Goon
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The Nexus of Forces Is Driving
Innovation in Government
Extreme
Networking
Rich Context,
Deep Insights
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Rampant
Access
Global Class
Delivery
The Nexus of Forces Is Driving
Innovation in Government
Extreme
Networking
Rich Context,
Deep Insights
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Rampant
Access
Global Class
Delivery
Key Issues
1. What will have the biggest potential for significant enterprise impact
over the next three years?
2. Which technologies or trends will drive significant change or
disruption?
3. Are there changes or tipping points occurring now or over the next
one to two years that make the technology newly strategic or widely
applicable to government workforce and citizens?
Gartner Global CIO Survey 2013 (398 Public Sector CIOs)
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Hype Cycle for Smart Government, 2013:
More Leverage Than Innovation?
expectations
Employee Use of Social
Media in Government
Smart Governance Operating Framework
Operational Technologies for Government
Pace-Layered Application Strategy
in Government
BPaaS for Government
Citizen Data Vaults
Gamification in Government
Video Content Management and Delivery
Systems for Government Surveillance
Citizen Developers
Application Portfolio Management
Enterprise App Stores
Big Data Information Management for Government
Bring Your Own Device
Cloud Computing in Government
Tablets in Government
Cross-Agency Case Management
Mobile Device Management
BPM for Government
Business Intelligence for
Performance Management
Open Government
Data
Government Shared Services
Advanced Analytics for Government
Blended Enterprise Architecture Approach
Location-Based Services for Government
Enterprise Use of Social Media in Government
As of July 2013
Innovation
Trigger
Peak of
Inflated
Expectations
Trough of
Disillusionment
Plateau will be reached in:
less than 2 years
2 to 5 years
From "Hype Cycle for Smart Government, 2013," 22 July 2013 (G00249302)
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Slope of Enlightenment
Plateau of
Productivity
time
5 to 10 years
more than 10 years
obsolete
before plateau
Four Phases of Technology
in Government: Toward Smart and Digital
Smart Government:
Open Government:
• Transparency,
participation, collaboration
• Community engagement
Joined-up
Government:
• Sustainability
• Affordability
• Crossing boundaries
Digital
Government
• Life events
• Back-office re-engineering
2015+
E-government:
• Online services
• Multiple websites
2000
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2010
2005
Top 10 Strategic Technology Trends for
Smart Government
Top 10 Government Technology Trends
1. Personal Mobile Workplace
2. Mobile Citizen Engagement
n
3. Big Data and Actionable Analytics
n
4. Cost-effective Open Data
n
5. Citizen-managed Data
n
6. Hybrid IT and Cloud
n
7. Internet of Things
n
8. Cross-domain Interoperability
n
9. BPM for Case Management
n
10.Gamification for Engagement
n
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Social
Mobile
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Information
Cloud
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Personal Mobile Workplace:
Employees Are in Control
S M
Mobility isn't about devices or networks.
It's about service, innovation …
… and changing the
concept of "workplace."
Bring Your Own
DATA
DEVICE
APPS
FRIENDS
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Photos
Mobile Citizen Engagement: Use Cases
Define Mobile and Social Opportunity
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Socialization
Tenant-owner
Relationships
Human interaction
Complexity
Frequency
Existing community/platform
Engagement value
Clarity of focus and time frame
Job Seeking
Traffic Mgmt.
Eligibility
Paying Fines
Land
Registration
Mobilization
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Frequency/Recurrence
Immediacy
Automation
Simplicity
Compelling use
Location-based
S M
Actionable Analytics From Big Data:
More Than More …
I
Descriptive:
Diagnostic:
Predictive:
Prescriptive:
• What happened?
• What is happening?
• Why did it happen?
• What key relationships?
• What will happen?
• What if? How risky?
• What should happen?
• How can I optimize?
Perishability
Fidelity
Public Safety:
• Situation Analysis
• Crime Detection and Prevention
Validation
Classification
Linking
Contracts
Tax and Revenue:
• Fraud Detection
• Financial Management
Transportation:
• Dynamic Road Charging
Technology
Velocity
Pervasive Use
Volume
• Fleet Management
Policymaking:
• Citizen Sentiment Analysis
• Real-time Impact Analysis
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Variety
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Complexity
C
Cost-effective Open Data:
Beyond Public Data
S
I
Value
Big Data
Open Data
Personal
Data
Web API
Social
Data
Business
Data
Web API
Web API
Operational
Data
Web API
Linked
Data
Public
Data Web API
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Any Data:
Data-centric Government
Web API
Time
Citizen-managed Data: Transferring the
Ownership of Information
New services, such as citizen data vaults, will provide
individuals with access to personal government data
outside the context of any single agency transaction.
It's MY data,
and I'll share
if I want to!
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S M
I
C
Hybrid IT and Cloud: IT Becomes a
Business Agent, Not a Service Provider
Higher
Case/Care Management
ERP/Financial Management
• Complex
• Sensitive Data
• Deep Integration
Human Resource Management
Procurement
CRM/BPM
Cost
FOIA Case Management
• Content-centric
• Process-centric
Geospatial Services
Virtual Meeting Services
Content and Document Management
Collaboration Services
Email
• Commoditized
• Consumer-centric
• Collaborative
Website Hosting
Lower
Sooner
Time to Cloud
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Later
IT Department
Roles:
• Provider
• Broker
• Advisor
Value
Proposition:
• Compliance
• Integration
• Archit. Coherence
M
C
The Internet of Things: When Objects
Anticipate and Negotiate
M
I
The Internet of things is already here:
• Connections 2020: >230 billion permanent and intermittent
• Dropping costs: Audio, video, GPR, Wi-Fi
Connected devices everywhere:
• Cameras and microphones widely deployed
• Remote sensing of objects and environment
• Building and infrastructure management
More and more applications:
• Crime detection and prevention
• Public services via connected products
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Smart
Emergency Response
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Smart Public Health Clinics
Smart Cities
C
Cross-domain Interoperability:
Scalable by Design
I
Focus on the right information, the right patterns, and the right
characteristics for information sharing.
Legal
Technologyindependent
Organizational
Semantic
Technical
Source: National Information Exchange Model (NIEM)
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European Interoperability Framework
Aligned/linked
with whom?
Open
Standards
C
Unstructured
Process
BPM for Case Management:
How Many Flavors Do You Have?
I
C
Constituent Relationship
Specialized Case Management
Management
Social Services (High Touch)
Criminal
Fraud
Detection
Appeals/Complaint Management
Vendor Management
Prior Authorization Approval
Program
Support
Investigations
Disease/Care
Management
Compliance
Budget Development
Grant Management
Customer Service
Structured
Process
Insurance Claims
Processing
Records
Request
Benefits
Administration
Peer Review
Legal Casework
Social Services (Low Touch)
Employee Onboarding
Business Process Management
Enterprise Content Management
Structured Data
Unstructured Data
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ECM/BPM Content/Process Fusion
Investigative Cases
Collaboration-intensive Cases
Gamification: Connecting Actions
to Outcomes
Gamification: The use of game mechanics
in non-game scenarios.
Engage
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Workforce Development
Health/Wellness Programs
Change Management
Skills Training
Crowdsourced Solutions
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Connect
• Coordinated Care
Management
• Education
• Public Safety and
Security Awareness
Resource
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Recruiting & Retention
Employee Onboarding
Employee Performance
Program Outcomes
Management
S M
Recommendations
 Evaluate your IT service catalog, organizational capabilities,
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application portfolio, and strategic road map relative to the top
10 technology trends.
Identify the technologies and services you will continue to
support or must acquire, and those you will divest or broker.
Define a new set of core capabilities for your IT organization.
Structure them in terms of employee productivity, constituent
experience, organizational effectiveness, and public value.
Manage internal data and leverage external data to
quantifiably increase the overall public value of
government information.
Create an IT organization, operational processes, business
relationships, and technologies that make multisourcing
options transparent, dynamic, efficient, and effective.
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Recommended Gartner Research
 Hype Cycle for Smart Government, 2013
Rick Howard and Andrea Di Maio (G00249302)
 Digital Government Is Both Different From
E-Government and More of the Same
Andrea Di Maio (G00252158)
 How the Nexus of Forces Will Impact Government
Andrea Di Maio (G00231076)
 Best Practices for Harnessing Gamification's
Potential in the Workplace
Elise Olding (G00239672)
For more information, stop by Gartner Research Zone.
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