ICEGOV2009 - Tutorial 2 - part 2 - Architecting the Connected Government: Practices and Innovations in Singapore

MODULE 2/2
Architecting the Connected Government:
Practices and Innovations in Singapore

United Nations International Conference on Theory and Practice of E‐Government
ICEGOV 2009
November 10 – 13, 2009
Bogota, Colombia

Dr. Pallab Saha
National University of Singapore
Institute of Systems Science

© 2009 NUS Institute of Systems Science. The contents contained in this document may not be reproduced in any form or by any means, without the written permission of ISS, other than for the purpose for which it has been supplied.

Agenda
Linking E‐Government and EA
• Evolution of Singapore’s E‐Government
Programme
• Singapore Government EA (SGEA)
• Early Architecture
• Reference Models
• Methodology
• Differentiated EA Design
• Government Transformation with SGEA
• Further Activities Transform
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© Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.

EA Maturity Stage Model

Source: Enterprise Architecture As Strategy; Ross, Weill, Robertson; 2006

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Benefits of EA

Source: MIT CISR Research Briefing, Ross, 2005

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E‐Government and
E‐Government Stage Models
• Refers to the use by government agencies of information and
communication technologies that have the ability to transform relations
with citizens, businesses, and other arms of government.
• Several available models (like the Gartner, Deloitte & Touché, Accenture).
• The key stages of E‐Government Maturity include:
– Web Presence
• Simple, static information through websites. One‐way communication.
– Interaction
• Simple interaction which is very agency centric.
– Transaction
• Conduct of complete online transactions. Needs some of cross‐agency
communication
– Transformation
• Connected government (both vertical and horizontal).
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EA is Essential for E‐Government
Enterprise Architecture
E‐Government Maturity Stage
Explanation / Notes
Stage Application Standardized
Optimized
Business
Data and
Silos Technology Modularity
Applications

Agencies / departments still operate in
1. Web presence their silos and almost don’t need any
architecture.

Simple two‐way communication needs very
2. Interaction basic and few common technology
standards, but still largely within their silos.

Complete online transactions needs
moderate level of cross‐agency
3. Transaction collaboration and sharing at the technology
level.
Government appears and operates as ONE,
4. Transformation high degree of integration needs common
(Connected) and shared business functions and
outcomes.

Source: Advances in Government Enterprise Architecture; Saha; 2008

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Agenda
• Linking E‐Government and EA
Evolution of Singapore’s E‐Government
Programme
• Methodology
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Singapore’s Infocomm Plans

Source: Singapore E‐Gov Journey; eGL @ NUS; 2008

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Evolution of Singapore’s
E‐Government Programme
E‐Government Plan
Key Points / Evolution Stage
(Generations)
1. Civil Service 1. Build the IT infrastructure foundation
2. Automation of simple activities (paperwork elimination)
Computerization Plan 3. Encourage the use of Internet
(1980 – 1999) 4. Maps to Web Presence and Interaction stages in the E‐Government stage model

1. Consolidation of computing resources
2. E‐Government Action 2. Establishment shared data center and civil services network
Plan I (1999 – 2003) 3. Maps to Interaction stage in the E‐Government stage model

1. Delivery of accessible, integrated and value added public services
3. E‐Government Action 2. Adoption of common infrastructure, information management and technical standards
Plan II (2003 – 2006) 3. Foster cross‐agency collaboration
4. Maps to Transaction stage in the E‐Government stage model

1. Integration of government and public services
4. Integrated Government 2. Enhancement of e‐engagement, capacity and synergy
2010 (2006 – 2010) 3. Maps to Transformation stage in the E‐Government stage model

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Agenda
Programme
Singapore Government EA (SGEA)
Early Architecture
Reference Models
Methodology
Differentiated EA Design
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SGEA – Early Architecture
• As part of its E‐Government Action Plan I (E‐
GAP I), there was a need for a well‐designed,
reliable and scalable infrastructure
• Triggers for early architecture included:
– Inter‐operability
– Economies of scale
– Cross‐agency collaboration at a technical level
• This led to the development of Singapore’s
technology standard blueprint called the
“Service‐Wide Technical Architecture (SWTA)”
in 1999.
SWTA Quick Facts
Collection of nine technical domains
Consists of standards, guidelines, best practices
and recommended implementations
Meant for agencies to adapt / adopt
Mandated as part of IT Governance policy
Updated every six months
Well established
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007

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SGEA – The Next Generation
Programme is formally called
Enterprise‐Wide Architecture for
Value Enhancement (eWAVE)
Enterprise Architecture (EA) is a
New Development

blueprint which links
Business functions;
Relevant data standards;
Common systems and     services;
and
Technologies
Cross‐agency in order to achieve
enterprise level or whole‐of‐
SWTA

government (integrated) goals


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eWAVE – Reference Models
• Development of reference models which agencies can refer
to, in order to find out which agencies they can collaborate
with and what shareable data and components are available
for use
– Business Reference Model
– Data Reference Model
– Solution Reference Model
– Technical Reference Model (earlier called SWTA)
• Identify key potential areas for collaboration
• Develop methodology to help agencies develop their own EA

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eWAVE – Business Reference Model (1/2)
• Provides an organised view of the business of
Government using common terminologies
2 Business Areas.  Represent the highest level
Business Areas description of the business operations of the
INCREASING GRANULARITY AND DETAIL

Government

33 Lines of Business.  These Lines of Business
describe more specifically the services and
Lines of Business products the Government provides to its
stakeholders

Business 137 Business Functions. Describes specific
Functions activities that Agencies perform within each Line
of Business
Source: Singapore Government Enterprise Architecture; IDA; 2006
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eWAVE – Business Reference Model (2/2)
(The Business of Government)

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eWAVE – Data Reference Model
• Specifies definitions for data elements that are
commonly used across agencies, to enable more
effective data exchange
• DRM comprises:
– Key data entities (Person, Company, Business, Limited
Liability Partnership, and Land) and numerous data
elements based on the People, Business, and Land Hub
– Several sets of codifications


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eWAVE – Solution Reference Model (1/2)
• Contains a portfolio of systems and service components that can be
shared / reused across the Government
Shared Systems
Government‐Wide
Shared Systems

Corporate Planning Information Management Project & Logistics Public
Finance HR
& Development and Consulting Management Communications

BLISS MCPS PM2S eventshub@sg GeBIZ SGMS

SAS@Gov NFS@Gov PRAISE eventshub@sg

PM2S PaC@Gov TRAISI

VOG

Source: Singapore Government Enterprise Architecture; IDA; 2006 Transform
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eWAVE – Solution Reference Model (2/2)
No Attribute Description

1 Business Context <Refers to business function in Business Reference Model>

2 Name Government Electronic Business (GeBIZ)
GeBIZ is an integrated end‐to‐end System, which allows public sector
officers to perform a range of procurement and revenue tender
3 Description activities.  It also provides government suppliers access to
procurement opportunities in the public sector and the option to
trade electronically with the government
4 Owner Ministry of Finance (MOF)
5 Platform Web‐based, BEA WebLogic
6 Database Oracle
7 Status PRODUCTION

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eWAVE – Technical Reference Model


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eWAVE – MAGENTA (1/5)
Methodology for Agency Enterprise Architecture
(MAGENTA)

• Purpose:
– Build consensus and common foundation among agencies
– Fill knowledge gaps
– Encourage participation and establish commitment
– Raise levels of effectiveness, quality, efficiency,
interoperability, and return on investment for EA
capabilities
– Use of real life case study for validation

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Progress
in Time

Stakeholder
Groups

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• Methodology
– Step‐by‐step instruction oriented
– Structure
• BRIEF DESCRIPTION: An executive summary type description of the phase.
• PURPOSE: A bulleted list of four to five key points that would capture the intended outcomes and
overall expected results of the phase.
• INPUTS: These identify the critical information that should be available or collected prior to initiating
the phase execution. In many cases, inputs to a given phase can correspond to the outputs from the
preceding phase(s).
• SEQUENCE OF ACTIVITIES: A flow‐chart (or equivalent) representation of the sequence of activities
that occur in the phase.
• DETAILED ACIVITIES: Textual description of the activities (and tasks) belonging to the phase. The
description will also identify the specific inputs required in performing the activity.
• OUTPUTS / OUTCOMES: These identify the resulting architectural information produced by the
activities in the phase. The outputs can include formal architecture artifacts or business outcomes.
• GOVERNANCE: This identifies the key stakeholders in the phase and the level of their involvement
(Responsible, Accountable, Consulted and Informed) in performing the activities.
• SUMMARY CONTENT AREA OF FOCUS: The primary content areas that the phase focuses on.
• KEY PRACTICE CONSIDERATIONS: This lists the key factors / points / issues to be kept in mind when
executing the phase.
• TEMPLATES / REFERENCES / GUIDELINES: This is a generic illustration of the architecture output.
Every architecture output produced in the phase will have a template.
• SAMPLES: This is an example of the application of the template / reference / guideline.
• CASE STUDY: Demonstrates the use of the methodology with the development of EA for a Singapore
Government Agency

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Conceptual
Application
Components

Processes, Business Operating
Activities, Policies, Model
Tasks Rules

23

Business Architecture Concept Map

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Operationalizing EA with MAGENTA (4/5)

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MAGENTA Scope and Nature (5/5)

• MAGENTA is intended for application at different agencies in the following
clusters:
• Government administration
• Manufacturing and services
• Education and learning
• Healthcare and social services Transform
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• Justice and law enforcement Inspire


Design Models Across Organization Layers

Enterprise

Line of
Business

Segment

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Typical Business Concerns
• Redundant and duplicative services and • Lack of capability to manage system
investments complexity and change
• Lack of prioritization mechanisms • Fragmented business processes and
• Technology Diversity systems capabilities
• Weak business‐IT alignment • Lack of methodology to identify
approaches business opportunities by leveraging
• Absence of inter‐agency collaboration technology innovation
(WOG, cluster, ministry) • Limitations in quality aspects of
• Proliferation of numerous strategic & mission‐critical applications
operational management practices • Absence of strong integration capability
with no clear linkages • Weak vendor assessment and
• Weak IT governance capability management capability
• Weak technology acquisition discipline • Inability to manage ‘networked virtual
• Spiraling IT costs organizations’

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Typical EA Application Scenarios
• Technology Standardization
• Business Process Harmonisation
• Business Transformation / Modernization
• Application Harmonization / Modernization
• Data Standardization
• Data Center Consolidation / Infrastructure Management
• Service Consolidation / Shared Services
• Investment / Portfolio Management
• Application Landscape Planning / IT Planning
• SOA Initiation
• Virtualization Transform
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Some Facts About MAGENTA
1. Released in January 2007, it is the
world’s first national EA
methodology.
2. MAGENTA will be incorporated
into an industry leading EA tool.
3. It is being adapted and adopted in
the private sector too.
4. It has been referred to for the
development of the Integrated
Methodology for Business
Transformation (iMBT) for
MINDEF.
5. Ideas from MAGENTA are
influencing GEA programmes in
several countries.
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Agenda
Programme
• Methodology
Government Transformation with SGEA
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Connected Government
• The concept of connected government is derived from
whole‐of‐government approach which utilizes
technology as a strategic tool and as an enabler for
public service innovation and productivity growth
Moving to Connected Governance

Source: UN E‐Government Survey 2008; United Nations; 2008
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Broad and Deep in Scope

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Towards Connected Government with
eWAVE

Source: Advances in Government Enterprise Architecture; Saha; 2008 Transform
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Sight

Structuring the Business Architecture

Captured in the BRMs
and does not change very often

Collection of Business
Functions for key products
and services makes the
Value chain

Roles, Departments, Resources
performing a single value chain
are collectively called Collaborative
Practice Unit (CPU)

Focus of architectural
analysis (development of
as‐is and to‐be views) Transform
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Healthcare Stakeholders and Relationships
Hospitals, Clinics, GPs, Physicians, Surgeons, Nurses,
Medical Practices, Medical Assistants, Physio and
Laboratories, Primary Occupational Therapists, Laboratory
Health Centers Technicians, Medical
Equipment Technicians, Radiographers

Government,
Quasi-
Government and
Professional
Bodies

Healthplans,
Insurance
Companies,
Universities, NGOs / Charities
Research
Centers
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Generic Care Delivery Value Chain (CDVC)

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CDVC for Chronic Kidney Disease

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Common Business Activities
• Common activities / processes that can be extracted out and
shared across business entities
– Sharing within organization LOBs / functions
– Sharing between organizations within the cluster
– Sharing with external partners
• Can be identified from the value chains
• Facilitate identification of collaborative opportunities
• Allows taking benefit of economies of scale and supports SOA
adoption (if desired)
• Can facilitate the move to shared services

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Using BRM to Identify
Collaboration Opportunities
Organization
Function
Business
Function

A group of organization functions collaborating in the context of a
common business process is called the Collaborative Practice Unit (CPU).
Every CPU must have non‐ambiguous governance mechanism. Transform
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Using DRM to Build Agency IA

• To align agency data standards with the
Data Reference Model
• To identify source data for data reuse
(instead of collecting it again)
• As a reference for agencies to develop
their own Information Architecture

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Using SRM to Build Agency AA
Agency wants to
develop a system

SRM

Looks in SRM to see if there
are shared systems or service
components it can use

Does not find suitable Finds a suitable
shared system / system / service
service component ‐ component and
proceeds to build / proceeds to use them
collaborate


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Disintermediation of Government Agencies

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Government‐Wide Agency EA

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MAGENTA Provides Line of Sight
(Government‐Wide Agency EA)
Vertical Line‐of‐Sight

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Lateral Line‐of‐Sight Inspire


National Initiative
1 NEHRA Programme (Illustrative) (1/2)

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National Initiative
1 NEHRA Programme (Illustrative) (2/2)
Healthcare Virtual Organization

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National Initiative
2 Shared Services (Strategic Outsourcing)
• Establishment of a separate
organization to offer common
business services (non‐core for
clients)
– Previously known as the Centre for
Shared Services (CSS), VITAL.org is
the public sector’s efforts to
aggregate common corporate
services to drive economies of
scale
– A department under the Ministry
of Finance, VITAL.org serves an
impressive list of Ministries,
Departments, as well as Statutory
Boards in Singapore
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Source: www.VITAL.org; 2008
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Mapping the Progress of
EA vis‐à‐vis E‐Gov

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Architectural Challenges for
Connected Government
• Multiplicity of links and interactions
• Identify management and mapping
• Data distribution and ownership
• Level of infrastructure centralization
• Integration with back‐end services
• Flexibility and agility
• Scalability, Performance and Availability
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Agenda
Programme
• Methodology
Further Activities Transform
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EA Initiatives for Architecture Transitioning
• An EA initiative (architecture initiative) delivers a subset of the target EA
and is capable of returning value to the customer when constructed,
implemented and deployed as an independent entity.
• Examples of initiatives include:
– Business process reengineering
– Technology consolidation / decommissioning
– Database migration
– New systems development
– Current application reengineering

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A Cash & Investment Flow
Pattern of a Typical EA Initiative
• Cash flow projections form the core of all business cases
• Represents a sequence of calculations of a specific financial position over time
• Generally calculated at monthly, quarterly or yearly intervals
• For each calculation point, all costs and benefits have to be factored in as they occur
• By summing costs and benefits, a cash flow analysis allows determination of whether the project is
cash‐positive or cash‐negative over its lifecycle

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NPV Rank Chronology / Stream NPV (‘000) % Optimal NPV Loss (‘000)
1 CABD 1,804 100% 0
2 CAB 1,787 99% 17
3 CAD 1,761 98% 43
4 CADB 1,758 98% 47
5 CA 1,744 97% 60
6 ACBD 1,734 96% 70
7 ACB 1,717 95% 87
8 ACD 1,691 94% 113
9 ACDB 1,687 94% 117
10 AC 1,674 93% 131
11 CDA 1,616 90% 189
12 CDAB 1,612 89% 192
13 ABCD 1,591 88% 214
14 ABC 1,574 87% 231
15 AB 1,000 55% 804
16 CD 998 55% 806
17 C 981 54% 823
18 A 910 50% 894
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• Using the costs and revenues, cash positions for the optimal sequence
and its discounted cash flow is shown
Periods (Months)
Chronology AI
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 NET

D+EB D ‐ 20 ‐ 20 10 14 18 22 26 30 34 38 40 40 40 40 40 40 392

+

E ‐ 50 35 35 35 35 35 35 35 35 35 35 35 35 35 405

B ‐ 20 10 10 9 8 7 6 5 4 3 2 1 0 45

+

C+A C ‐ 20 ‐ 20 10 13 16 19 22 25 25 25 25 25 25 25 25 25 265

+

A ‐ 50 10 10 10 10 10 10 10 10 10 10 10 10 10 80

CASH FLOW
‐ 40 ‐ 40 ‐ 80 52 89 96 102 108 111 114 115 114 113 112 111 110 1,187
(‘000)

INVESTMENT
‐ 40 ‐ 40 ‐ 80 ‐ 160
(‘000)

ROI (%) 742

SELF FUNDING STATUS X
PV (‘000) ‐ 40 ‐ 39 ‐ 78 50 86 92 96 101 103 105 105 104 102 100 99 97 1,083

CUMULATIVE
‐ 40 ‐ 79 ‐157 ‐107 ‐ 21 70 167 268 371 477 582 686 788 888 986 1083
NPV

BREAKEVEN X 6.23

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Credits and Acknowledgments
• Primary Content Sources
– Handbook of Enterprise Systems Architecture in Practice; Pallab
Saha; 2007.
– Advances in Government Enterprise Architecture; Pallab Saha; 2008.
– Coherency Management–Architecting the Enterprise for Alignment,
Agility and Assurance; Gary Doucet, John Gotze, Pallab Saha, Scott
Bernard; 2009.
• Acknowledgments
– Ministry of Finance Singapore (MOF)
– Infocomm Development Authority of Singapore (IDA)
– Intellectual Property Office of Singapore (IPOS)
– VITAL.org (Center for Shared Services)

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Thank You
pallab@nus.edu.sg

(2007) (2008) (2009)
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