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1<br />The process of change<br />Supporting Policy Crafted<br />In order to lay the foundation, policy is crafted to support the program. Policy writers, however, do not always have a clear view of operational issues.<br />New Program Announced<br />A new program is announced, with requirements for joint service delivery with partners and internal collaboration across departments.<br />One-way Policy<br />Policy is sent for implementation with little recourse for change, meaning gaps in requirements can be difficult to address with revisions to policy.<br />Bridging Partner Relationships<br />Having a clear view of partners and the requirements of joint service delivery is critical. Trying to bridge these gaps during or after implementation can be difficult and time consuming.<br />Implementation Planning<br />Implementation planning requires an even greater degree of detail in understanding the connections and requirements of the organization’s many units.<br />Inclusive Requirements<br />A good deal of requirements are identified in implementation; units whose involvement wasn’t predicted, or whose requirements weren’t properly captured slow the rollout. <br />IT Requirements Catch-up<br />Without a clear view of the supporting systems, it’s difficult to identify support requirements and ensure that systems are in place.<br />
2<br />Typical organizational challenges<br />Impact analysis by new initiatives limited to participant knowledge<br />PLANNING & EXECUTION<br />Inconsistencies in program and project context<br />Duplicated effort when creating program and project context<br />GETTING THE BIG PICTURE<br />Difficult to understand aggregated impacts of programs and policies<br />Limited documentation on the “business” of MOE<br />Difficulty in producing integrated, enterprise level reports<br />Increasing cost of maintaining overlapping or duplicated systems<br />Missed opportunites to leverage existing infrastructure<br />Information duplication and inconsistencies in multiple systems<br />LEVERAGING TECHNOLOGY<br />
3<br />What is an enterprise business architecture?<br />“Business architecture (BA) is a business driven disciplined process that decomposes the enterprise’s business goals and strategies, the assets and processes required to execute them, as well asidentify their impact on business goals.”<br />(EA Glossary V1.0)<br />
4<br />How EBA can help<br /><ul><li>Leading strategic best practice for business design
Enables generation of program/project metrics at a strategic, enterprise level
Alignment with modernization efforts at the OPS level
Enables view of Ministry wide impacts for decision makers
Consolidated operational view of how we deliver services
Enables a client centric services viewSingle point access to services</li></ul>Strategic<br />Clients<br /><ul><li>Accelerates program and service design
Informs connections between policy & operations
Standard definitions</li></ul>Operational<br />
How do we use an enterprise business architecture?<br />5<br />Designing a new program/ operationalizing a new policy or regulation<br />Who else in the organization is doing something similar?<br />Who is going to be affected by the change?<br />Determining the scope of a new policy or regulation<br />Who are my stakeholders?<br />Do I need to flag someone for the program design?<br />Who else is interfacing with the same target group?<br />At the start of a project<br />How can I create an aggregated report for this regulated body?<br />Can I leverage work already done elsewhere?<br />What data are we already collecting?<br />Deciding where to pull information from for a report<br />Who is collecting the information already?<br />Writing requirements for a new system<br />Can we leverage existing systems?<br />
What is an enterprise business architecture?<br />6<br />Strategies<br />Enterprise wide mandate<br />Program goals<br />Information required to operate<br />Program mandate<br />Accountabilities to and from stakeholders<br />Business rules<br />Enterprise wide objectives<br />Client needs<br />Clients<br />Business processes<br />Services<br />Key stakeholders, relationships and accountabilities<br />An inventory of programs<br />The context for why your business exists<br />How your business works<br />An inventory of services<br />The accountabilities for each service<br />Performance measures<br />Clients<br />Inventory of SLAs, MOUs<br />Performance measures for service providers<br />Players<br />Processes to deliver programs<br />Accountabilities to and from clients<br />Delivery model<br />