Building and Sustaining EA Capability in Public Sector (non defense)

Copyright © The Open Group 2016
EA Capability in
Government Sector
(non-defense)
Sriram Sabesan
Dave Hornford
October 2018

Agenda
» About Us
» Outline Of the Guide
» Starting with “You” in mind
» EA Capability Reference Model
» How can you be successful?
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About Us & the Guide

About Conexiam
» A specialist Management
Consulting firm using EA &
Open Standards as the basis
of our work
» Regular guidance contributors
» Clients include Govt. of
California, Kingdom of Saudi
Arabia, Province of Alberta,
Province of British Columbia

Structure of the Guide
» Part 1: Functions and Structure of an Architecture
Practice
– Output is focused on developing the architecture and solutions
for eGovernment and eGovernance
» Part 2: Key Considerations that motivate & trigger
creation and sustainment of Architecture Practice
– Guiding the Architecture team to support the Decision Makers
» Part 3: Key guidance for the Chief Architect
– Success paths for the Chief Architect
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Ways to be Successful
Tricky Stakeholders
Concerns not explicitly stated
Models & Repository

Stakeholder Types
» Distinction between these groups is important
– Service Recipients: travelers on a newly constructed highway
– Benefit Recipients: newly constructed highway resulting in access to goods or upward mobility
– Impact Recipients: citizens who had to be relocated to make room for the new highway
– Risk Owners: future tax paying citizens or lenders like WB, IMF, ADB
» Many project run into delivery issues, when concerns of these stakeholders are not taken
into account early
» As Architects in public sector, our job is to define acceptance criteria of the solution on
behalf of the stakeholders.
– Incomplete analysis or specifications results in failed initiatives.
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Kinds of Concerns
» Moral right to govern
– Initiatives created and successfully completed (ability to get re-elected)
– Non-duplication of initiatives / spend
– Avoidance of “nepotism” and “financial misdirection”
» Health and Wealth
– Focus on upward economic movement
– Balance of Ethic & Global Diversity
– Life Expectancy at different age groups
– Competing interests (regional, rural/urban, minorities)
» Be the Service Provider vs Work with a Service Provider (PPP)
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Other Triggers for Change
» Innovate
– includes service-level enhancement
» Stay current and modernize
– includes reducing time to sense and respond
» Resource optimization
– addresses both government and citizen
» Third party Mandate or Public Mandate
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Do’s and Don’ts
» A good architect
– Focuses more on context and triggers than final architecture
• Satisfy common concerns rather than local optimization
– Documents the basis for architecture, then the architecture
– Documents impacts and implication of choices and revisions to the architecture
» Find a tool that supports the modeling needs, like:
– Budget Planning & Forecasting
– Investment Prioritization
– Procurement Controls & Communication
– Validation, Acceptance & Operations
– Spend Controls
» Enabling decision continuity across these needs

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Purpose based Architecture
Delivering Before Decision

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General Business Capabilities
Purpose Capabilities
Architecture to
Support Strategy
Architecture to
Support Portfolio
Architecture to
Support Projects
Architecture to
Support Solution
Delivery
(Value Chain, Outsource, Cloud)
Foundational Capabilities
EA Capability Reference Model

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EA Capability Alignment to Budget Decisions
Easily adapted to Agile (All architecture to support an Agile team is on the
far right. Moving left things outside the scope of a dev team are decided)

EA Capability – Execution Concerns
» Accountability
» Swiftness in Decision Making
» Controlled / Planned Transparency
» Alignment to Annual Budget Cycle
» Non-Duplication and Spend Control
– This is tricky with overlapping mandates & multiple levels of Government
Many Governments are deliberately designed to be duplicative to ensure
focused service
– Rarely is efficiency politically sustainable
» Interoperability
» Citizen-Centricity
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EA Operating Model
» Initiation
– Find a leader
• If you are a decision maker – stay in the role. Find a qualified architect.
– Create Advisory Group
– Onboard Strategy & Roadmap team
» Formation Stage 1
– Find the right partner/supplier for Strategy & Roadmap team
» Announcement
– Make the idea of the initiative public
• There will be an urge to get to this stage without identifying the Chief Architect – refrain
– Set a tone of “statesmanship” and “transformation”
• NOT run-of-the-mill “transaction or administrative control” – you don’t need a EA for this
» Formation Stage 2
– Streamline and finalize the bootstrapping stage – alignment to planning horizons
» Formal Launch
– Public announcement of the team
– Remember that in many scenarios, the EA team is enabling complex partnerships (Public-Private-
Partnership or when an internal supplier is in another “financially independent hierarchy)
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The Decisioning
Authority
Audit and
Governance
Value Realization
Team
Strategy and
Roadmap Definition
Planning and
Projections
PMO Practice Maturity
Ministries &
Departments
(as applicable)
Delivery Team(s)
PMO per
Ministry/Agency
Delivery team per
Ministry/Agency
Solution
Architecture
Solution
Construction
Solution Operations
Subject Matter
Experts and Value
Tracking
Supplier or External
Team
Existing or in-house
Team
New in-house team
Ad hoc or Permanent
New Team
Composition TBDAs Needed – New Team

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Chief Architect
Cross Ministry /
Agency
Coordinator
Legal and Policy
Specialist
Technology
Specialist(s)
Beneficiary’s
Proxy
Agency Advisor
/ Industry
Expert
Value Realization Team
Never get lost
value
Never get lost
in the
Architecture
and loose
track of all
stakeholders’
value

Characteristics of the Chief Architect
» Understands that the role has one agenda - realization of
the mandate and expected benefits
» Understands the lifecycle of “purpose based
architectures” and kind of partners needed
» is passionate about the outcome, value, and need for
this initiative
» the guardian of value and entirely committed to the
target

Do’s and Don’ts
» Deliver Architecture Before Decision, not document the decision
» Have a strategic partner to develop Architecture to Support Strategy
& Portfolio
– The partner should have delivered using UN / WB / ADB mandates and
using standards like TOGAF®, IT4ITTM, ISO
– Follow regimented process like PRINCE 2 or PMI, yet be contemporary
– Should enable in-house architecture team
» Have long term partners to deliver architecture & solution, by area of
focus and specialty
» Understand the boundary between “revocable and irrevocable”
permissions.
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How do you accomplish?
Understand the Mandate
Form the Structure
Form the Team
Deliver the Platform, not the solution

Delivering to the Mandate
» Irrespective of the form of Government, the focus is to
serve every citizen & resident
» Government decides by itself or is forced to follow a
certain approach due to the “assistance” it has taken
from external entity
» Balance electoral platform promises, previous
commitments & overall citizen needs
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It is Prioritization – not what not to do!
» Stakeholder analysis is challenging for the EA team. Elected
officials rotate faster than the EA team
» New law (or an amendment) is often passed without deep
considerations or conflicts with existing laws
» New priority often created to deal with the consequences of previous
priority
» Automation to Support Governance vs Guiding the Mandate or
Strategy!
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Time Function
» Planning Horizon and Cycle
– Multi-year Planning
– Annual Cash Flow Planning
– Investment Controls
» Balancing Multiple Cycles
– Elections
– Long-term commitment vs Visible leadership
– Recovering from “not well thought-out decisions”
» Managing cascading decision & time
– Election -> Budget -> Work is 3+ years
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Role of the Government
» Primary role is to do what other’s won’t
– Build the Infrastructure
– Build the Platform
» Not only current economic value, but enabling
amplification of future value
» Be aware of areas of public fear & regulate
» Manage Intellectual Property Ownership – specifically
that that threaten the physical & food security of the
nation
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Architecture to build the Infrastructure and Platform
Infrastructure and Platform
Architecture to Build and Connect Solutions
(Eliminate Unintended Loops)
Ministry 1
Infrastructure
Ministry n
Infrastructure
Ministry ..
Infrastructure
Solutio
n 1
Solutio
n n
Solutio
n ..
Define
Guide &
Govern
Define
Define,
Guide &
Govern
Guide &
Govern

Boundaries of Public-Private-Partnership
» Ethical limits of Profiling vs Privacy
– Government needs to know detailed demography to target benefits
or to protect the “weaker” section of the citizenry
– Private sector should not be profiling (racial, economic or political) &
targeting
» Executing to contract vs Executing for outcome
– Social change vs economic value
» Fit for “Some” vs Fit for “All”
– Public sector cannot choose its user segment. Private sector
operates to focus on one segment… Balancing the need and
availability is tough.
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Architecture Practice Maturity
» Create useful architecture in a timely manner
» Use the provided architecture to support decision-making
» Use the architecture to govern change and future architecture
development
» Making the citizen not feel that a solution is imposed upon
them, but embrace and promote them
– Balance all stakeholder class preferences
(Service Recipients - Benefit Recipients - Impact Recipients - Risk Owners)
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Governance
» The role of the elected officials and administrative
professionals is to
– Govern
• The architecture & Design
• Implementation efficiency of the change initiative
• The spend on implementation & operation
– Measure & Report Value of
• The implemented change
• The inter- and intra- agency collaboration efficiency
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What Next?
» Put this guide to use, stress test it & let us know how /
what to improve
» Change your mindset by starting with the Citizen in mind
» Be cognizant of the nuances between stakeholder types
» Participate in our Public Sector EA Work Group
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Final Thought
“You have a choice: you can either create your own
future, or you can become the victim of a future that
someone else creates for you.”
Vice Admiral (ret.) Arthur K. Cebrowski
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Q & A

The Open Group
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» Enable all organizations that use information technology to do things better, faster, and cheaper
» Enable all suppliers of information technology products and services to gain business benefit
» Enable every individual that we meet to develop their skills and capabilities
Everything we do, is intended to …

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Thank you for your attention
I hope you have a great event with us …

Building and Sustaining EA Capability in Public Sector (non defense)

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