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BENGKEL PENGURUSAN PERUBAHAN SEKTOR AWAM SIRI KE 3BAGI PEMBANGUNAN ENTERPRISE ARCHITECTURE (1GovEA) FASA 1
RUMUSAN
Dr. Fazidah Abu BakarTimbalan Pengarah
Bahagian Pembangunan Strategik dan Arkitektur ICT, MAMPU24hb Okt 2016
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ENTERPRISE ARCHITECTURE
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• WHAT• To translate broader principles, capabilities, goals defined in the
strategies into systems and processes that enable organization to realise the goals
• HOW• 1GovEA Blueprint (Framework, Methodology, Implementation
Strategy)
Blueprint primary aim is to guide government agencies in Malaysia to embark on building EA capabilities and practices based on common EA framework and methodology
3 core areas :
Structured Framework Methodology Implementation Strategy
1 GOVERNMENT ENTERPRISE ARCHITECTURE
www.mampu.gov.my
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ENTERPRISE ARCHITECTURE
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• WHYBenefit Enabler Related Concept Related Outcome/Benefit
OrganisationalAlignment
Integrated view of the enterprise, Business-IT alignment, Bridge between the business andtechnical domains
Identify and resolve conflicts; consensus, Reduced rework, Encourage organisational cooperation, More customer intimacy
Information Availability
Standardised and shared referenceinformation; better access to information;improved understanding ofresources/processes, more manageable IT environment, improved risk management; higher, system reliability
Better and faster decisions, Prioritization of systems; businessReengineering, Improved information flow, More customer intimacy
Resource Portfolio Optimisation
Discovery and elimination of redundancy, Fewer costly and complex interfaces;Standardisation; reduction oftechnologies
Reduced resource duplication, fewer people in a process; reduced costs
Resource Complementarity
Improved resource integration, enhancedInteroperability, Integrated systems
Increased IT responsiveness; strategic agility, Re-use of technology and expertise
Tamm, Toomas; Seddon, Peter B.; Shanks, Graeme; and Reynolds, Peter (2011) "How Does Enterprise Architecture Add Value to Organisations?," Communications of the Association for Information Systems: Vol. 28, Article 10.
CREATING VALUES – PROCESS & PRACTICES
1 Structured Framework
1 Methodology & Standards
1 Repository AGRESSIVE AND
CONTINUOUS CHANGE MANAGEMENT
LEADERSHIP COMMITMENT
CAPACITY AND CAPABILITY BUILDING
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Benefit Realisation, Cost Optimisation, Resource Optimisation
Reducing the
fragmentation
of ICT
development
Identify future
connected
government
opportunities
Enhance
business
planning and
policy
development
Enhance
sharing of
information
Improve public
access to
information
Enterprise
Architecture
Financial Improvement
Remove Redundancy and Reduce Complexity
Economic Development
Constituent Improvement
Fostering Democracy
ICT STRATEGIC PLAN VS ENTERPRISE ARCHITECTURE
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Business Model
Data Model
ApplicationModel
Technology Model
Business Principles and Strategies
ICT Principles and Strategies
Strategy
Architecture
Organisational Process and
Design
Database Design
Software Design/
Configuration
Infrastructure DesignDesign
Operation
Level of D
etails
Physical/Design Implementation
Business Operation(Physical)
Infrastru
cture
Arch
itectu
re
Data A
rchite
cture
Bu
sine
ssA
rchite
cture
Ap
plicatio
n A
rchite
cture
ENTERPRISE ARCHITECTURE
EA defines holistic landscape of the organization from business, data, application and technology domain whereas ISP deals with developing a strategy and operating model for ICT Department
ROLES OF AGENCY IN 1GovEA IMPLEMENTATION
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Lead and coordinate mInistries/agencies for Public Sector EA enabling ecosystem toward digital government transformation services
Establish mechanisms and programs for strengthening the personnel capabilities via joint development with the agencies
Establish business and ICT transformation plan for identifying core businesses that need to be transformed
Strengthen the internal competency and expertise for EA development in order to facilitate the agencies under the Ministry by coaching
Utilise the central Public Sector EA Repository facility in MAMPU for storing all EA artifacts
Provide central Public Sector EA Repository facility for agency’s EA development
Provide Public Sector EA Reference Model as a reference for identifying similarities of the 4 architecture domains
Identify potential cross agencies services, data integration, application sharing, technology consolidations through the usage of Public Sector EA Reference Model
Conduct change management programs, communication plans and technology knowledge transfer program with the agencies
Participate in the change management and technology knowledge transfer programs in order to ensure continuous EA practice
WAY FORWARD
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Identify potential core team members, PMO and CMO ;
Take stock at the Supporting document preparation (i.e. ISO, Manual ProsedurKerja, Fail Meja and dan SOP);
Determine scope of EA for Fasa 2 and Fasa 3 implementation;
Start engagement with Stakeholder and MAMPU;
Be open and prepared for transformation.
Plan for Training and Change Management programs;
THANK YOUAll information incorporated within this slide is created for
Malaysian Administrative Management and Planning Unit (MAMPU), Prime Minister’s Department, Malaysia.
All information is the property of MAMPU and any unauthorisedreproduction is prohibited.
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IMPACT OF ALIGNING BUSINESS AND TECHNOLOGY
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Common Language& 1GovEA Framework