how & why architecture & standards shape gov

Prof. K. SubramanianIT ADVISER TO CAG of India

Professor & DirectorAdvanced Center for Informatics & Innovative Learning, IGNOU

Ex-DDG(NIC), Ministry of Communications & Information Technology

Governance & Architecture The Missing & the Weakest Bond in Government ICT Projects

Beginning to realize that there is a need to extend governance to information technology as well, and

provide the leadership, organizational structures and processes that ensure that the Government

enterprise’s IT sustains and extends the Government enterprise’s strategies and objectives

2/26/2009 2How & Why architecture shape Gov It Projects Prof. ks@2009

IT & Government Business Alignment 7 Ps IT-business alignment as a function of understanding

and properly managing the "seven Ps" – people, process, platforms, products (and services), projects, planning, and Portfolios.


ICT & Close Coupling

What Architecture can do? Attributes: & MEDIATING FACTORS Environment Culture Structure Standard Procedures Politics Management Decisions Chance


BPM Vs Six Sigma, TQM e..:- A new dimension of Human Visibility From Built to Last Built to Change A new economic reality is forcing Governments/enterprises to look

more broadly at their business processes and move from a "build-to-last" approach toward designing business processes that are built for change. When it comes to business processes "People are again taking center stage. Modern software miracles often have involved taking humans out of the equation and in doing so improving the accuracy and efficiency of rote chores. Today BPM initiatives need to look at enhancing human activity not eliminating it. In knowledge economy people are the power and more than ever as they affect business outcomes. BPM and how it differs from other management disciplines such as Total Quality Management, Six Sigma or lean manufacturing . "Is it something new or is it just a repackaging of existing disciplines?" – a debatable issue.


Business Vs Government IN BPM & ROI on Investments Vs ROI on Creating Assets Business want quick return on Investment and human

assets. Govt. wants to create long terms assets and carefully

view BPM in a holistic fashion. PPP Business wants Government to subsidise EGOV projects should pay for itself. where

sustainability of assets and services is becoming an issue? ex. CIC centres in North east, Friends and Akshaya Projects etc

Architecture related investments as one resulting in long term " assets" vs. short term "quick & dirty" gain


Towards Cyber-Business Assurance Framework What are the typical IT architecture related

investments? Some of the key areas of investment would include training, tools, creating architecture artefacts, refining process, repository, management & governance, metrics & compliance.

Additional investments are required for transformations between views of the enterprise architecture, the solution architecture and the technical architecture of the system ensuring traceability of architecture constraints and requirements to implementations


Towards Cyber-Business Assurance Framework Management Assurance (RISK & Sustainability ) Operational Assurance ( ROI) Technical Assurance (Availability, Serviceability &

Maintainability) Revenue Assurance (Leakage & Fraud) Legal Compliance & Assurance (Governance) Assurance


Cyber Governance Need for catering to Multi-located multi-stakeholder Integration

Operational Integration Professional Integration (HR) Emotional Integration Cultural Integration


CXO~CEO Internal Strategic Alliances

CIO & CEO Business Led Info. strategy CIO & CMO Competitive Edge & CVP CIO & CTO Cost-Benefit Optimization CIO & CFO Shareholder Value Max CIO & CHRO Employee Performance and Rewards CIO & Business Partners Virtual Extended Enterprise


The Productivity Promise

Capital Productivity (ROI, EVA, MVA) Material Productivity (60% of Cost) Managerial Productivity (Information Worker) Labour Productivity (Enabled by IW) Company Productivity Micro Factor Productivity Macro


Managing Interdependencies—Critical issues

Infrastructure characteristics (Organizational, operational, temporal, spatial)

Environment (economic, legal /regulatory, technical, social/political)

Coupling and response behaviour (adaptive, inflexible, loose/tight, linear/complex)

Type of failure (common cause, cascading, escalating) Types of interdependencies (Physical, cyber, logical,

geographic) State of operations (normal, stressed /disrupted,

repair/restoration)


CEO-CTO-CIO-CSO Responsibility

• "These systems should ensure that both business and technology managers are properly engaged in identifying compliance requirements and planning compliance initiatives which typically involve complementary adjustments in systems, practices, training, human ethics and organization"


Importance of Group Standards -no one standard meets all requirementsISO 27001/BS7799 Vs COBIT Vs CMM & PCMM Vs ITIL

Mission

Business Objectives

Business Risks

Applicable Risks

Internal Controls

Review


THANK YOUFor Interaction:

Prof. K. [email protected]

[email protected]@gmail.com

[email protected]: 23219857

Let all of us Architect the Good Governance

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how & why architecture & standards shape gov

Technology

architecture shape gov

governance architecture

thetechnical architecture

solution architecture

assets business

business vs government

ppp business

business outcomes