the core digital competencies development in...
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THE CORE DIGITAL COMPETENCIES DEVELOPMENT IN DRIVING CONTINUOUS
TRANSFORMATION AND INNOVATIONS
Dr.Norlida RamlySenior Principal Assistant Director
MAMPU, PRIME MINISTER’S DEPARTMENT
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TRANSFORMATION & INNOVATION
DIGITAL COMPETENCY
ENTERPRISE ARCHITECTURE
AND DIGITAL TRANSFORMATION
CONTENTS
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TRANSFORMATION & INNOVATION
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TRANSFORMATION & INNOVATION
New Priorities and Emphases, 2018 - 2020
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TRANSFORMATION & INNOVATION
Source: Mid-Term Review of the Eleventh Malaysia Plan 2016-2020
Source: Public Sector ICT Strategic Plan (2016 – 2020)
PUBLIC SECTOR ICT FRAMEWORK
Expanding Digitalisation Agenda (including
intensifying EA implementation)
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The Malaysian Public Sector ICT Strategic Plan 2016 – 2020
5 ICT Strategic Thrusts and their objectives
were identified to ensure optimum usage of
ICT to achieve maximum benefits and results
INTEGRATED DIGITAL SERVICES
DATA DRIVEN GOVERNMENT
ICT Strategic Thrusts
5 | Hala Tuju Strategik ICT Sektor Awam
Manage and realise the value of data in a holistic and efficient manner
Strengthen cross agency data sharing
Provide quality end to end digital services
Provide inclusive and citizen centric digital services
OPTIMISE SHARED SERVICES AND STRENGTHEN
CYBER SECURITY Increase sharing of ICT resources through a centralised and structured
initiative
Ensure secure and trusted digital services
COLLABORATIVE AND DYNAMIC ICT GOVERNANCE
Strengthen leadership and governance for planning and coordination
of digital initiatives
Strengthen ICT Management and organisation functionality to be more
dynamic and efficient
PROFESSIONAL AND CAPABLE WORK FORCE
Strengthen the capabilitiies of Public Sector ICT personnel
T1
T2
T3
T4
T5
3 | Public Sector ICT Strategic Directions
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The Malaysian Public Sector ICT Strategic Plan 2016 – 2020
T
OBJECTIVE:
I. Strengthen the capabilities of
Public Sector ICT personnel
Strengthen Management of Public Sector ICT Personnel
Develop and Retain ICT Talent in Public Sector
P1
P2
P1
P2
S1
S2
P3
5 PROFESSIONAL
AND CAPABLE
WORKFORCE
Strengthen ICT personnel placement process
Strengthen ICT Scheme job profile management
Enhance Public Sector ICT career advancement
program
Enhance Public Sector ICT competency program
Strengthen Public Sector ICT expertise and
professionalism
4 | Public Sector ICT Strategies and Programs
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The Malaysian Public Sector ICT Strategic Plan 2016 – 2020
Strategic Thrust 5: Professional And Capable Work Force
S1 Strengthen Management of Public Sector ICT Personnel LEAD AGENCY
P1. Strengthen ICT personnel
placement process i. Develop ICT placement mechanism in line with areas of
expertisePSD
MAMPU
ii. Develop Succession Plan for strategic ICT posts PSD
MAMPU
P2. Strengthen ICT Scheme job
profile management
i. Develop ICT Competency Profile repository PSD
MAMPU
ii. Develop ICT Job Profile repository PSD
MAMPU
AGENCIES
5 | Action Plan
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The Malaysian Public Sector ICT Strategic Plan 2016 – 2020
S2 Develop and Retain ICT Talent in Public Sector LEAD
AGENCY
P1. Enhance Public Sector ICT
career advancement program i. Develop ICT Career Advancement Plan PSD
MAMPU
ii. Review circular that describes the work/job scope of ICT
Service
PSD
MAMPU
P2. Enhance Public Sector ICT
competency program
i. Develop ICT Competency Development Roadmap PSD
MAMPU
INTAN
ii. Implement the ICT Competency Development Roadmap PSD
INTAN
iii. Engage strategic collaboration with public and private
institutions of higher learning as well as the industryPSD
MAMPU
INTAN
iv. Develop and implement Excellent ICT Personnel program PSD
MAMPU
INTAN
P3. Strengthen Public Sector ICT
expertise and professionalism
i. Review the governance structure and mechanism for
recognition of ICT expertise in Public SectorPSD
MAMPU
ii. Study requirements for new areas of ICT expertise PSD
MAMPU
iii. Obtain professional recognition for all ICT personnel INTAN
PSD
MAMPU
iv. Establish policies and guidelines as well as mechanism for
the provision of incentives for ICT experts in the Public
Sector
PSD
MAMPU
Strategic Thrust 5 (Cont..)5 | Action Plan
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DIGITAL COMPETENCIES
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Source: MIGHT – MyForesight 8 Tech Value 2016https://www.might.org.my/publications/
TOP 8 TECHNOLOGY VALUES
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COMPETENCYRequired set of skills (individual)
CAPABILITIESAvailable set of skills
(organizational) &
Capability is defined as the level of knowledge, skills and process abilities available within each competency of the organization to build its product or deliver its services.
Source: Public Sector DGCCR (Digital Government Competency and Capability Readiness) 2009
DIGITAL GOVERNMENT COMPETENCY AND CAPABILITY SKILL SETS
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TrainingExperiential
LearningAcculturation
Experiental learning is the process of learning
through experience, and ia more specifically defined as “learning
through reflection on doing”
Organized activity aimed at imparting information
and/or instructions to improve recipient’s
performance or to help him or her attain a required level of
knowledge or skill.
Assimilation to a different (target) culture
DIGITAL GOVERNMENT COMPETENCY
Source: Public Sector DGCCR (Digital Government Competency and Capability Readiness) 2009
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Source: Gartner-Leadrship Vision for 2019: EA & Technology Innovation Leader 2009
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ENTERPRISE ARCHITECTURE &
DIGITAL TRANSFORMATIONMalaysia Government Enterprise Architecture
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Source: Gartner-Leadrship Vision for 2019: EA & Technology Innovation Leader 2009
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EA team must:
Take into account the impact of EA on different parts of the organization.
Identify where and when interaction need to happen, and engage the relevant stakeholders.
EA need to build their management consulting skills, including relationship building, problem solving, coaching and negotiation.
Each EA service will require specific skills and competencies e.g, supporting digital innovation will require product management and design thinking skills.
TRANSFORMATION & INNOVATION
Source: Gartner, Predicts 2019: EA Evolves Into an Internal Management Consultancy (Dec, 2018)
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Source:Digital/McKinsey – 2018 Results from EA Survey
Companies embarking on a digital transformation need to face and manage a much more complex IT landscape.EA as Digital Transformation Facilitator. EA is able to manage this IT and business complexity.
DIGITAL TRANSFORMATION
Problem solving Technical software and tools (e.g. cloud, EA tools) Managerial skills (e.g. feedback, coaching)
Most Important Personal Development Areas for People Working on EA
Interpersonal skills (e.g. communication, teamwork) Professional competence Business Topics (e.g. finance)
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ROLE OF EA IN RUNNING THE DIGITAL TRANSFORMATION
Source:Digital/McKinsey – 2018 Results from EA Survey
Digital transformation operating model becomes a virtuous circle
Value
GovernanceProcess
Capabilities
People
Development
Technology
Architecture
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MyGovEA METHODOLOGY
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0102
03TRANSFER OF TECHNOLOGY
CUSTOMISED TRAINING
TRAINING
Coaching
• Understanding MYGovEAMethodology
• Hands On
MyGovEA Training
• Customised MyGovEA (Basic)• Customised MyGovEA
(Advanced)
(Without Certification)
A. Business IT SkillsetBusiness IT Architecture Fundamental (BITAF)
B. EA ModellingArchimate 3.0
C. Specialization• Business Architecture• Application Architecture• Data Architecture• Technology Architecture
24 MINISTRY
12 AGENCIES
617 PARTICIPANT
247 (40%) BUSINESS
370 (60%) ICT
381 PARTICIPANT
130 (34%) BUSINESS
251 (66%) ICT
475 PARTICIPANT
152 (32%) BUSINESS
323 (68%) ICT
MyGovEA CAPABILITY DEVELOPMENT (2018)
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COURSE OUTLINE
LOGISTICCOURSE SCHEDULE
INVITATION & CONFIRMATION
PREPARATION OF PRE & POST
EVALUATION FORM
IMPLEMENTATIONASSESSMENTREPORT
MyGovEA TRAINING IMPLEMENTATION
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COURSE
ASSESSMENT
2.04
1.43
2.09
2.14
1.89
2.03
4.66
4.48
4.84
4.80
4.73
4.78
Business-IT ArchitectureLandscape
Five (5) IT Architecture Bodyof Knowledge (ITABoK)
IT Architecture EngagementStrategy
Business Architecture
Business RequirementArchitecture
IT Governance
AVERAGE EFFECTIVENESS OF BEFORE AND AFTER ATTENDING BITAF (WITHOUT EXAM)
Sebelum Selepas
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Bil. Sesi Purata Sebelum Kursus
Purata Selepas Kursus
Peratus Peningkatan
1. Sesi 1 1.97 4.33 24%2. Sesi 2 2.03 4.77 27%3. Sesi 3 1.70 3.79 21%4. Sesi 4 1.84 4.44 26%
MyGovEA
TRAINING
IMPLEMENTATION
(CUSTOMISED)
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Source: Gartner , Five EA practices that add value to digital transformations (Nov, 2018)
Engage top executives in key decisions.
Emphasize strategic planning
Focus on business outcomes.
Use capabilities to connect business and IT.
Develop and retain high-caliber talent.
FIVE EA PRACTICES THAT ADD VALUE TO DIGITAL TRANSFORMATION
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Source: Gartner, Five EA practices that add value to digital transformations (Nov, 2018)
EA teams can build stronger working relationships with senior executives and managers—and thereby position themselves as strategic partners in their companies’ digital transformations.
4 MOVES TO HELP EA TEAMS ADVANCE THEIR COMPANIES’ DIGITAL TRANSFORMATIONS
Translate architecture issues into terms that senior executives will understand (explain technology matters in terms that business leaders can relate to).
Draw capability maps to link IT priorities with business needs.
Start with a clear target architecture and strategy.
Provide training that helps enterprise architects to succeed (provide similar skills to those of his/her colleagues on the business side: communication, coaching, problem solving to bridge business and IT perspectives).
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TRANSFORMATION & INNOVATION
DIGITAL COMPETENCY
ENTERPRISE ARCHITECTURE
AND DIGITAL TRANSFORMATION
SUMMARY
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Maklumat yang dipaparkan dalam slaid ini adalah hakmilik Unit Pemodenan Tadbiran
Dan Perancangan Pengurusan Malaysia (MAMPU)
Jabatan Perdana Menteri
Sebarang salinan hendaklah mendapat persetujuan dan kelulusan MAMPU
TERIMA KASIH