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- 1. Project Management to Project Governance , Knowledge Management & Productivity as Integral part of IT Governance " Prof. K. Subramanian IT Adviser to CAG of India & Prof. & Director, Advanced center for Informatics & Innovative Learning, IGNOU 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture
- 2. PM Governance: Enables to rapidly move up the e-Governance Evolution Staircase 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Strategy/Policy People Process Technology 3. Transaction Competition Confidentiality/privacy Fee for transaction E-authentication Self-services Skill set changes Portfolio mgmt. Sourcing Inc. business staff BPR Relationship mgmt. Online interfaces Channel mgmt. Legacy sys. links Security Information access 24x7 infrastructure Sourcing Funding stream allocations Agency identity “ Big Browser” Job structures Relocation/telecommuting Organization Performance accountability Multiple-programs skills Privacy reduces Integrated services Change value chain New processes/services Change relationships (G2G, G2B, G2C, G2E) New applications New data structures Time 2. Interaction Searchable Database Public response/ email Content mgmt. Increased support staff Governance Knowledge mgmt. E-mail best prac. Content mgmt. Metadata Data synch. Search engine E-mail 1. Presence Publish Existing Streamline processes Web site Markup Trigger 4. Transformation Cost/ Complexity Define policy and outsource execution Retain monitoring and control Outsource service delivery staff Outsource process execution staff Outsource customer facing processes Outsource backend processes Applications Infrastructure Value 5. Outsourcing Constituent Evolve PPP model
- 14. 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Organization’s measures of success A seamless transition It to be easier to access information Better quality of information Centre to be responsive Managerial importance to be recognized in service levels The regions still own the results They know and understand how the process works Notice how limited the project’s measures of success are! Focusing on meeting all of these measures of success is an important project governance team role. Governance team measures of success Delivering lower costs and efficiency savings so that the business sees the outcomes as valuable Improving the quality of reporting in terms of accessibility, integrity, consistency and ease of use Being seen to have delivered a consistent or enhanced service Being a silent contributor to process improvement — reducing costs and providing a more effective overlay function Receiving strong management support across the business Standardizing nationally, ETC Project measures of success Establishment of a working national centre for accounting services Decommissioning regional accounting positions and roles Meeting the set SLAs within three months of the takeover of each state Standardizing the reporting formats and accounting treatments nationwide Eliminating duplicate tasks and processes ETC
- 16. ORGANIZATIONS & ICT 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture MEDIATING FACTORS: Environment Culture Structure Standard Procedures Politics Management Decisions Chance ORGANIZATIONS INFORMATION TECHNOLOGY
- 26. 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture Assurance Framework Model for PPP
- 35. 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture 06/29/06 NPC Sikkim May 2006
- 37. Innovation, Knowledge Management & Productivity 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture
- 38. 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture GLOBAL SHIFT World is moving towards Economy of Knowledge from Economy of Goods
- 41. 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture e-zones x-SPs u-Nets Dev-Reg Value e-Innovation Netizenship Demand Cycle Reform Agenda: QoL Scorecards Productivity, Competition Gov Outcomes
- 50. Evaluating KM Strategies 10th January 2009 Prof. KS@2009 ISACA Delhi Chapter lecture
Notas do Editor
- Segway to this slide: These trends point to a future where the business or functional owners in Government start to get creative as to how they can transform their interactions with the citizenry; how they can satisfy their increasingly more vocal constituents. Once they have seen how technology can be used to make it easier for government agencies to collaborate, they will be able to come up with more innovative and value-added services not possible in a brick and mortar world. They will no longer be constrained to simply putting online what is being offered in the offline world. The question one may ask is: will this lead to escalating investments in IT? Fortunately, the answer is: Not necessarily. The key to containing the cost lies in the design of the solution and the choices made up front to minimise the capital cost and the cost to operate the system. There are many proven ways to do this. Including …… ------------------------------------------------------------------------------------------------------------------------------------------------------------------------ Optional talking points: ( Speaker : depending on remaining time available, cite specific examples of some of these techniques in use.) Reengineer to reduce inefficiencies The first stage of the Singapore OASIS project involved an extensive review of more than 250 business licences to validate the need for each of them. Irrelevant and obsolete business licences were removed, reducing the compliance costs on businesses. In addition, other licences were merged or converted into once-off lifetime licences. In the second stage of the project, the licence application processes were then simplified or streamlined to provide greater convenience to businesses. The average processing time for licences was also reduced from 21 days to 8 days, allowing applicants to obtain the necessary approvals earlier. Share infrastructure and services Share insights on our Western Australia Shared Services project. (have also requested from Jaijit notable Indian example to use here. Awaiting response).
- 06/29/06 Prof. KS@may 2006--NPC Sikkim Program eGOV Project Management
- The old rules of business won’t no longer apply. Even the old distinctions that define what a company does are becoming more difficult to outline.
- 06/29/06 Prof. KS@may 2006--NPC Sikkim Program eGOV Project Management