Transcript www.moh.gov.my

www.pwc.com
Programme Pembudayaan
EA & ISP KKM
Successful Implementation of EA
December
2014
PwC
AGENDA
• A Quick Definition
• Overview of EA Implementation in Malaysia
• Where Do we Start
• Learning from Other Agencies
• Benefit Realisation
2
A quick recap on Definition of EA
3
A quick recap
We are careful about our use of the term “Enterprise
Architecture” in order to avoid ambiguity
As a Discipline - Enterprise Architecture is a discipline for systematically
understanding, planning, aligning and enabling relationships among strategy,
business capabilities, information and technology.
As a set of Deliverables – Enterprise Architecture documents direction and
standards on how the organization should be designed and transformed to achieve
a desired outcome. These deliverables are then used to govern enterprise
transformation.
As a Depiction – Enterprise architecture is a set of integrated models at
appropriate levels of abstraction that represent the current and/or future
functioning of the organization.
PwC
Key conversations to identify issues where
Enterprise Architecture would need to considered
Is there a
clear vision
and strategy
for
technology
in the
Enterprise?
PwC
Are
investments
in
technology
realising
their
potential?
Are projects
delivering
technology
solutions
successfully?
Is
technology
cost
effective, or
can more be
done for a
lot less?
Is business
value being
harnessed
from new and
emerging
technologies?
How do you
integrate the
IT in a
merger or
acquisition?
5
What EA means to an Organisation
A more efficient business operation:
• Lower business operation costs
• Business capabilities shared across the organization
• Lower change management costs
• More flexible workforce
• Improved business productivity
A more efficient IT operation:
• Lower software development, support, and maintenance costs
• Improved interoperability and easier system management
• Improved ability to address enterprise-wide issues like security
• Easier upgrade and exchange of system components
Better return on existing investment, reduced risk for future investment:
• Reduced complexity in the business and IT
• Maximum return on investment in existing business and IT infrastructure
• The flexibility to make, buy, or out-source business and IT solutions
PwC
6
A quick recap
Why Isn't EA more prominent in the eyes of Health
Leaders ?
One reason is the current preoccupation with operational
issues both people and funding are so heavily tied to EMRs and
quality metrics that organizations are struggling to find capacity for
much else.
Another reason is the industry's general preference for buying
as opposed to building (except real estate). Unlike many other
technology-related areas, EA is not a commodity, and it can only be
matured through internal investment. It's also not just a technology
issue.
Let's be honest -- EA is not broadly understood yet.
PwC
Positioning of Technology Strategy vs. EA
Enterprise Strategy
Strategy
Plan
Business Goals ,
Needs etc
Business Strategy
Technology BusinessEnablement Strategy
Technology
Supply,
Availability etc
Enterprise Architecture
Design
Business Architecture
• Structure
• Process
• People
•…
Technology Architecture
• Applications
• Data
• Network
•…
Transition Plan & Governance
Execution
PwC
Delivery
Project/Portfolio Management, IT Solutions,
Individual Projects etc
March 2014
8
Key Benefits of EA Implementation
9
Benefit realisation
The typical benefits realized from mature EA
organizations have been significant
Value Drivers
1
Alignment
• Governance and delivery assurance
• Improved compliance, disaster
recovery, and security
2
Innovation
• 60-70%
improvement in delivering
business value of projects
• 30-40%
of IT budget re-allocated to
strategic investments
• Richer customer experience,
satisfaction, and retention
• 10-15%
• Shared business data and platforms
• 7-10% increase in sales revenue
• 45-60% improvement in product
• Accelerated adoption of pioneering
technologies
PwC
Typical Benefits*
*Source: PwC Engagement results, across multiple industries
improvement in customer
conversion rates
design to launch cycle time
10
Benefit realisation
The typical benefits realized from mature EA
organizations have been significant
Value Drivers
3
• Re-use through repeatable, scalable
solutions
Agility
• Reduced complexity and operating
cost
• Accelerated acquisition integration
• Disciplined execution with reduced
delivery time and cost
PwC
*Source: PwC Engagement results, across multiple industries
Typical Benefits*
• 15-25%
reduction in operating costs
• 20-25%
reduction in system support
and maintenance costs
• 20-30%
improvement in service levels
11
A quick overview of EA
in Malaysian
Public Sector
12
How mature is EA in the Malaysian Public Sector?
#1
#9
Architecture
Frameworks,
Principles &
Processes
5
Performance
Metrics
4
Architecture Vision
3
1.62
1.54
Requirements
Management
Objectives
1
1.69
2.01
0
1.67
Architecture
Change
Management
2.46
2
Business, Data,
Application &
Technology
Architecture
1.95
Implementation
Governance
5 out of 9 of the EA areas assessed are only in an
Initial or limited ad-hoc state.
4 out of 9
The remaining
EA areas are in a
Formalised state but are not widely adopted or measured.
2.12
2.16
As expected, EA in the Malaysian Public
Sector is still very much in its infancy
with the Public Sector just starting to
embark on formalising EA practices
Opportunities &
Solutions
#1 Architecture Vision is the most
mature EA area, most likely resulting from the mature
Migration Planning
ICT Strategy Planning across the Government
#9 Performance Metrics or KPIs was the
weakest EA area which is unsurprising given the
infancy of the other EA areas
Average
(1.91)
0–
None
1–
Initial
2–
Formalised
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
3–
Used
4–
Measured
5–
Optimised
13
Adoption of an EA Framework is in its infancy
across the Public Sector
2%
•
4%
US National
Health Institute
(NHI) Model
Unrecognised
80%
2%
None
84% of Ministries/Agencies surveyed have
no formal recognised EA Framework:
•
80% of Ministries/Agencies surveyed
have no formal EA Framework at
all and are conducting Architecture on
an ad-hoc or unstructured basis
•
4% of the respondents stated that they
used a non-recognised EA Framework
such as ISO/IEC 270001: 2007
Information Security Management
System (ISMS)
Zachman
6%
Proprietary
6%
TOGAF
3
2
11
3
Enterprise
Architecture
Frameworks
•
41
16% of Ministries/Agencies surveyed have a
recognised EA Framework
A standard Government-wide EA Framework is required to
ensure a common Architecture dialogue and Methodology
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
14
Standardised EA Tools are not widely adopted yet
2%
2% SAP Sybase
Sparx Systems Enterprise Architect
PowerDesigner
2%
31%
QPR Enterprise Architect
5%
None
IBM Rational
System Architect
2%
CA Gen EA
1
3
1 1 1
17
EA Tools
56%
Microsoft Visio
31
• 31% of respondents have no EA
Tools at all with a further 56%
only currently having access to
Microsoft Visio for basic
Architecture modelling.
• EA Tool adoption is very
sporadic with each
Ministry/Agency choosing its own
distinct tool set
• Of the 69% who do use an EA
Tool, only 18% with EA Tools
actually use them
A standard set of EA Tools provides for compatible, re-usable
Architecture Designs and understanding
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
15
There’s a lack of EA Certified individuals across
the Public Sector
2%
2%
•
EA Certification is
important in understanding
and helping drive the
development of EA however
80% of Ministries/Agencies
responding have no EA
Certified Employees
•
Only 20% currently have
employees with EA Certification
with the majority having between
1 and 5 Certified EA
employees
>20 Certified
10<Certified<=20
80%
16%
No Certified
11
0<Certified<=5
8
EA Certified
Employees at
Ministries/
Agencies
39
EA Certified resources are needed to steer the implementation of
the 1GovEA initiative and to assist with future development
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
16
Our overall view on EA Maturity in the Public Sector
EA Frameworks
Tools
•
Only 16% Ministries/Agencies have a
defined EA Framework
•
EA Tools are not widespread or
standardised
•
There is no Government-wide EA
Framework standard with many Agencies
having proprietary Frameworks
•
Only 18% of Agencies which have EA Tools
actually use them
Governance
•
•
Only 17% of Agencies have an Architecture
Governance structure
There is very little Enterprise
Architecture Governance and no
Government-wide Governance Structure
Standards
•
There are too many Technical Standards
defined at Agency-only level
Skills
•
Only 20% of Agencies have EA certified
Architects with the vast majority of those
having less than 5 Certified Architects.
Overall, there is no standardised approach to EA across
the Public Sector – Each Ministry/Agency has developed
their own practices and processes or not at all
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
17
To success, you must know where to you
start ??
18
Where to start ?
Launching EA project starts with having the right
focus
PwC
1
2
Define
Right Focus
Start
Small
3
4
Apply
Use Tool and
Organisational
Manage
Change
Knowledge
Management
Gaps
Throughout
19
1
Where to start ?
Focus should be demand and opportunity
driven
Boil the Ocean
“Focus”
Demand-Driven
Focus
.vs
1
Create services without clear
linkage to business problem
1
Aligns with business needs and
is of material significance
2
Create set of processes that are
not used
2
Is practical and able to be
achieved
3
Burns out resources due to
focusing on too many things at
once
3
4
4
Causes analysis paralysis
5
5
Exhausts EA budget rapidly
PwC
Demonstrates value quickly
Builds early commitment and
momentum for EA
Limits investment exposure
20
2
Start small, pilot, iterate, learn & expand
LongTerm
EA Capability Rollout Model
1
Starts small and selects a
program / project with EA
challenges to rapidly put
new model into action
2
Iterates EA capabilities
during piloting efforts before
rolling out to next layer of IT
3
Near Term
4
Pilot
(1 prj )
Project
Enterprise
Builds early credibility by
demonstrating quick results
Establishes platform and
allows for incorporation of
key lessons learned to
facilitate rollout to other
areas
Organizational Reach
PwC
21
3
Use a Tool and define knowledge Gap
1
2
3
PwC
It is true, “a fool with a tool is still a fool.” In our teaching and consulting
practice we have found; however, that adoption of a flexible and easy to use
tool can be a strong driver in pushing the EA initiative forward.
EA brings together valuable information that greatly enhances
decision making, whether on a strategic or more operational level. This
knowledge not only needs to be efficiently managed and maintained, it also
needs to be communicated to the right stakeholder at the right time, and
even more importantly, in the right format.
EA has a diverse audience that has business and technical backgrounds, and
each of the stakeholders needs to be addressed in a language that is
understood by all.
22
4
Change is necessary
• Ensuring the continuity of programme management through
a dedicated change management office upon the completion of
projects.
• Continuous involvement of leadership level, execution and
monitoring of change management activities to maximise
benefits realisation.
1.
Create awareness and understanding on EA
2.
Ensure continuity and consistency of the change
programme
3.
Ensure smooth and uninterrupted delivery of the EA
implementation
4.
Establish a model for Change Management
implementation in your Agency
Early engagement with Business Users is important
PwC
23
For success you must know what are your
Critical Success Factors ….
PwC
24
Critical Success Factors for successful
implementation of EA project
Firm and
continuous topdown support
and
commitment
Strong
Governance and
methodology
Tools
PwC
Skilled Team
Training and
Education are
key
Clearly defined,
agreed and
communicated
project scope and
the expected
deliverables
Availability of the
identified
resources from IT
and Business in
undertaking EA
related work
Close monitoring
and tracking of
project progress
including the
project issues and
risks
25
What can we learn from EA implementation at
other Agencies ?
26
Key Lessons Leant from the EA implementation of 5
Agencies in Malaysia
Reasons for
embarking on
EA
EA
Framework
EA
Governance
EA Tools
Training
•
Agencies are clear on the reasons for
embarking on EA (e.g. the need to streamline and
align business process with IT)
•
A defined framework have been used to
develop the EA Blueprint (e.g TOGAF, Zachman,
proprietary framework)
•
Elements of EA governance exist in the blueprint.
However, in few instances, the governance have not
been able to be implemented
•
Most agencies have not defined/implemented
EA tools to support the EA operation
•
Agencies have few personnel with EA knowledge
when they embark on the EA blueprint development.
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
27
Key Lessons Leant from the EA implementation of 5
Agencies
•
Common
issues &
challenges
•
•
Follow up programmes (after EA Blueprint has been
established)
Establishing and maintaining continuous awareness on EA to
the business users
Essential knowledge on EA among the project team members
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
28
What can we learn from EA implementation at
other Countries ?
PwC
29
Overview of EA implementation at Other Countries
United Kingdom
Cross Government EA (xGEA )
•
•
•
Tagline: “Transformational Government-Enabled by
Technology”
Key focus areas:
 IT services designed around citizens and businesses
 Shared services approach
 Broadening Government’s professionalism
Developed in 2005, updated in 2012
South Korea
Korean Government EA (KGEA)
•
•
•
Singapore
•
Singapore EA (SGEA)
•
United States
•
Federal EA Framework (FEAF)
•
•
•
•
EA framework for US Federal
Agencies
An initiative established due to
Clinger-Cohen Act 1996.
Developed in 1996, updated in 2012
Key enabler in realising Singapore’s eGOV2015
Master Plan
Aims at establishing an effective and innovative
workforce and inter-agency collaboration
Developed in 2002, updated in 2010
Australia
Australian Government Architecture (AGA)
•
•
New Zealand
Mandated public entities to adopt
EA in 2005
15,000 information systems have
been registered in the
Government’s EA portal (GEAP)
84% Koreans used eGovernment
services in 2012
Developed in 2005, updated in
2010
•
Aims to assist in the delivery of more consistent and cohesive
services to citizens; and
Support cost-effective delivery of ICT services by
Government.
Developed in 2007, updated in 2011
Government EA – New Zealand (GEA-NZ)
Framework to describe common business processes, ICT capabilities and solution to optimise
Government’s service delivery
• Uses a “Just Enough” approach towards establishing an EA framework
• Developed
in 2003,
updated
in 2013
Kajian Pembangunan Enterprise
Architecture
Sektor
Awam
(1GovEA)
PwC
•
30
Common Issues & Challenges faced by the Countries
Business
Processes
• Business processes are agency/system centric hampering integration efforts.
• Too focused on building & operating infrastructure neglecting management and strategy
ICT
portion;
Organisation • Services are too agency-centric discouraging reuse; and
& Workforce • Similar system capabilities are still found duplicated across Agencies.
Investment
Information
Management
Security &
Privacy
• ICT initiatives & investments are agency-centric driven; and
• Short term investment planning & heavy towards infrastructure and purchase &
maintenance of capital assets.
• Fragmented & inconsistent accountability & responsibilities;
• Information & data is stuck to specific applications; and
• Information management legislation, policy & practices have not been designed for non-digital
formats.
• Slow adoption rate of information security standards.
Technology
Platforms
• Difficulty in standardising technology implemented across Agencies.
Projects
• Projects are too large, expensive & high-risk for a single Agency; and
• Common issues of overspending & delays.
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
31
Lessons Learnt that is Shared by the Countries
Countries
Lessons Learnt
SK
Implementation & advancement of EA
framework was not completed in a single
stage
UK
Address all political issues at the start
of the EA initiative
US
Additional attention required for the
evaluation model on maturity and cost
SG
Increased outsourcing have drained
architecting/design expertise maturity
within the Agencies/Ministries
AU
• Assignment of accountability to the
right party is key; and
• Sharing mechanism cross-agency is
important
NZ
• Realistic approach to achieve ICT goals
• Development of a Maturity
Assessment Model
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
• A strong governance
mechanism builds the
foundation;
• Revision of components
within the implemented EA
Framework is necessary to keep
up with advancement;
• Focus on key areas of
interest or is most beneficial;
• EA should be driven by the
entire organisation
(Business & IT); and
• EA programmes should not be
disconnected / isolated from
the organisation.
32
Standard Principles & Guidelines of EA
N/A – Not Apparent
Principles /
Guidelines
SK
UK
US
SG
AU
NZ
TOGAF
Common
Vocabulary & Data
Dictionary
√
√
√
√
√
√
√
Data is Accessible
√
√
√
√
√
√
√
Data is Shared
√
√
√
√
√
√
√
Interoperability
√
√
√
√
√
√
√
Maximise Benefits
√
√
√
√
√
√
√
Common Use Apps
√
√
√
√
N/A
N/A
√
Ease-of-Use
√
√
√
√
N/A
N/A
√
Information
Management is
Everyone’s
Business
√
N/A
N/A
√
√
√
√
Data is an Asset
N/A
N/A
√
N/A
√
√
√
Data Security
N/A
N/A
√
N/A
√
N/A
√
Business
Continuity
N/A
N/A
√
N/A
N/A
N/A
√
Kajian Pembangunan Enterprise Architecture Sektor Awam (1GovEA)
PwC
33
Success story of South Korea
PwC
34
South Korea’s EA Vision
•
Customer-centric citizen services and enhanced public participation;
•
Intelligent administrative services through digital government network;
•
Real-time public safety information network; and
•
Strengthened e-Government infrastructure through enhanced privacy and
security.
“South Korea’s Vision for Enterprise Architecture is to have an
integration of e-Government systems for seamless delivery to
the public [1]”
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35
Successful Implementation of EA in South Korea?
South Korea had an impressive e-Government journey in the past decade. It leaped from 13th place on
the UN E-Government Study to 1st place in a gap of 8 years. Its stunning development phase was
divided into 3 phases; e-Govt Infrastructure development (1987 – 2002), full-fledge implementation of
e-Govt (2003-2007) and further advancement of e-Government (2008-2012).
•
•
•
Ranking
 South Korea ranks 1st in the world e-Government
ranking
Strengths/Best Practices
 Took a staggered approach in building towards a
unified solution;
 The stunning development on SK’s e-Govt is a result
of years of planning and execution without losing
sight of the big picture
Similarities to Malaysia
 Just like Malaysia, SK started with a similar
economic size back in the 60s and 70s[2]
Rank
Country
E-Government
Development Index
1
Republic of
Korea
0.9283
2
Netherlands
0.9125
3
United Kingdom
0.8960
4
Denmark
0.8889
5
United States
0.8687
6
France
0.8635
7
Sweden
0.8599
8
Norway
0.8593
9
Finland
0.8505
10
Singapore
0.8474
11
Canada
0.8430
12
Australia
0.8390
13
South Korea
0.8381
40
Malaysia
0.6703
[1] – United Nationals E-Government Survey 2012 – World e-Government rankings
[2] – World Development Indicators, http://databank.worldbank.org/data/views/reports/tableview.aspx#, 2014 (accessed 19 February 2014)
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36
[1]
EA Benefits Observed for South Korea
• Benefits Planned[1]
 Citizen-centered Govt Service: Addressing inconvenient processes & enhancing
satisfaction levels;
 Market-based e-Govt for the Private Sector;
 Achieving a Transparent & Efficient Govt; and
 Cost Saving from an e-Govt System.
• Benefits Realised[2]
 $ 88.8 million saved by reviewing the 2010 national IT investments based on EA;
 EA-based IT management established;
 A commanding view on the government’s IT resources (4,214 systems, 10,854
hardware, 5,393 software, etc); and
 413 data redundancies detected using 1,569 standard data defined in DRM.
[1] – Korea’s e-Government Completion of e-Government Framework, South Korea, Special Committee for e-Government Republic of Korea, 2003, pp. 28-40
[2] - Korea e-Gov’t : Government EA(Enterprise Architecture) & e-Gov’t standard Framework, South Korea, National Information Society Agency, 2011, p. 14
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37
Thank You
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