1. Prof. K. Subramanian
IT ADVISER TO CAG of India
Professor & Director
Advanced Center for Informatics & Innovative Learning, IGNOU
Ex-DDG(NIC), Ministry of Communications & Information Technology

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

3. IT & Government
Business
Alignment 7 Ps
 IT-business alignment as a function of understanding
and properly managing the quot;seven Psquot; –
 people,
 process,
 platforms,
 products (and services),
 projects,
 planning, and
 Portfolios.
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

4. ICT & Close Coupling
What Architecture can do? Attributes: & MEDIATING FACTORS
 Environment
 Culture
 Structure
 Standard Procedures
 Politics
 Management Decisions
 Chance
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

5. 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 quot;build-
to-lastquot; approach toward designing business processes that are
built for change. When it comes to business processes quot;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 . quot;Is it something
new or is it just a repackaging of existing disciplines?quot; – a
debatable issue.
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

6. 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 quot; assetsquot; vs. short term quot;quick & dirtyquot; gain
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

7. 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
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

8. 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
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

9. Cyber Governance  Need for catering to
Multi-located multi-stakeholder Integration
Operational Integration

Professional Integration (HR)

Emotional Integration

Cultural Integration

How & Why architecture shape Gov It Projects
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10. 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
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

11. 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
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

12. 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)
How & Why architecture shape Gov It Projects
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13. CEO-CTO-CIO-CSO Responsibility
• quot;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
organizationquot;
How & Why architecture shape Gov It Projects
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2/26/2009 Prof. ks@2009

14. Importance of Group Standards -no one standard meets all requirements
ISO 27001/BS7799 Vs COBIT Vs CMM & PCMM Vs ITIL
Mission
Business Objectives
Business Risks
Applicable Risks
Internal Controls
Review
How & Why architecture shape Gov It
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2/26/2009 Projects Prof. ks@2009

15. Let all of us Architect the Good Governance
THANK YOU
For Interaction:
Prof. K. Subramanian
ksmanian@ignou.ac.in
ksdir@nic.in
ksmanian48@gmail.com
ksmanian20032004@yahoo.com
Tele: 23219857