10. In Technical Terms I’m a Webservice – Sitting between the Technical Teams and the Business Teams, translating and relating between them.. With Plenty of SOAP and REST.... Don’t bother me with your ideas now, I’ve got a job to do!
14. Standardisation and Sharing Leadership Change Management Business as Usual, Cultural Shift, Continuous Improvement, Responsibility and Service Mapping Measurement – Measuring the Right Things Selection, Cost Savings, Growth, Delivery Governance Managing expectations, Innovations and Supplier Push
15. 15 Kotter’s eight-stage process for change 1. Establish a sense of urgency 2. Form a powerful guiding coalition 3. Create a vision 4. Communicate the vision 5. Empower others to act on the vision 6. Plan for and create short-term wins 7. Consolidate improvements and produce more change 8. Anchor new approaches J. Kotter, “Leading Change – Why Transformation Efforts Fail”
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17. 17 1. Establish a sense of urgency The status quo Forces for change Forces for stability Burnes 2004
20. Includes HR, Finance, Telephony, Virtualisation, etc... Mail, Payroll, etc... A bit like asking Revenue is this Taxable
21. 21 1. How to create a sense of urgency? Create a crisis/rivalry Just read the papers!!!! Find/develop a “red hot” burning issue NAMA Revise existing or develop new standards Income, profitability, effectiveness, efficiency, customer satisfaction Get an outside opinion Bring in consultants, customers, shareholders
22. 22 2. Form a powerful coalition Ensure shared understanding & right attitude Ability to share vision Trustworthy Commitment to means and end Has access to necessary resources Formal position power Expertise Reputation Leadership Informal network position The small team that will lead the change But look out for people with big egos or “snakes”
23. Who has Formal / Informal power in the organisation? 23 Try it out in your org.. Very interesting... Teigland 2003
24. Community Archetypes Duelsists Fillibuster Perpetual duel. Holds the floor, monotonous hectoring Ego Big Dog and MiniMe Bully - intimidate Me-Too will join the attack. It’s all about him, fiercest of all
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27. Radical Change is happening – With or Without the Owners / Shareholders
28. 28 3. Create a vision Create the vision To direct the change effort To coordinate across and outside the organisation Develop a strategy to achieve the vision (operationalise) To engage people through participation To find their “passion” To overcome forces for stability
29. 29 4. Communicate the vision How? Use multiple channels Regularly to reconfirm What? Keep it simple Use metaphors and success stories Who? Walk the talk Identify key opinion leaders But listen as well!!
37. 33 5. Empower others to act on the vision 5.Are the organizational structure & systems aligned with the vision? 4.Do people have the authority to act? 3.Do people have the appropriate skills and training to act? 2.Do people have the necessary resources to act? 1. Does the organizational culture encourage individuals to act?
38. 34 6. Plan for and create short-term wins Communicate the wins 3. Recogniseand reward “winners” 2. Encourage & convince people that targets can be reached 1. Create obtainable targets
40. 36 7. Consolidate improvements and produce more change Change Project 3 Scope of change Change Project 2 Change Project 1 Time
41. 37 8. Anchor new approaches Physical artifacts Intangible activities and routines Underlying values, assumptions, beliefs, and expectations Company culture
56. Remote ServicesNetwork (~20,000) Telephony (~35,000) Mail (30,000) Websites (1000) 34 County Halls Many sub county halls! Availability Security Reliability 43
57. The Enterprise We have Enterprise Infrastructure We have Enterprise Software Have to think as an enterprise Standards Security Shared Services Service Delivery Quality, Test & measurement…
58. Hardware Vendors Leaders Software Engineers and Developers Software Vendors Users Internal and External Innovation Standards SOA Test SAAS Quality Web 2.0 The Ecosystem
59. EcoSystem Relationship between users, service owner , Designer and vendor Interrelated with the technology provider, the infrastructure and the transport mechanism Controlled by Standards, Quality and Testing Requires Leadership & Governance
60. Standards in Real Life -Nuts and Bolts Generally speaking, nuts and bolts come in standard sizes. If you loose a nut, you can run to the hardware store and buy another one of the same size.
61. Standards in Real Life -Connections Almost all external computing devices are now USB Eliminates questions such as “do you need a serial or PS/2 mouse?”
76. Even Security is changing Used to defend the edge of the network... Now looking at defending the middle and trusting the edges if they are trust-worthy... (Standards, Testing, Quality, Measurement)
77. Data Sharing Barriers to Sharing Not Technical People Leadership Perceived rather than actual Issues Don’t see the need or Relevance to others in using or having their data Loss of Control / Power
78. Cloud Sharing? Cloud computing is a new way of delivering computing. Instant, easy access to resources No commitment Shared Resources (Hardware, database, memory, etc..) Pay for it on demand – per use Instant scale if / when you need it
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82. Shared Identity? Single Understanding of a person? Position Paper – Central Identity Repository 5 Main Databases Simple application
83. What is Data Interoperability? The ability to exchange information between and among public bodies cross discipline, cross jurisdiction, cross sector. Assumptions: Exchanges would benefit one or more agencies Philosophy of “need to know” is replaced by “responsibility to provide” Shared Data can be critical in emergency response!
88. Key disruptive forces Digitization of everything…… and exponential growth Everything/one is getting connected…… and mobile Devices are getting smaller, smarter…… and cheaper Customer demand… and an explosion of broadband
89. Work is also changing Rapidly Collaboration Specialisation, optimisation, Just In Time Nature of Work Anytime, Anywhere, Faster?, smarter, better? Human Capital is replacing Physical Capital as the Unit of Measurement More User Input, More Spontaneous, Collaboration with (Unknown) Partners
91. Everything is changing – even the hardware Mainframe Minicomputer Electronic/electro -mechanical Workstation PC Laptop PDA Explants & Implants in everything & everyone? Platform Interface to humans & the world Networking and/or interconnect structure log (people per computer) year Based on a slide by David Culler UC/Berkeley
96. Public MapViewerApplication eReturns DataIntegrationService Database Database Mapping Database Local Authority Local Authority Local Authority Tile Server DOE iPlan Application WMS WFS
97. LA LA LA LA LA LA LA LA LA eReturns LA DOT Central Reporting Framework DOE Health SFA
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99. Define Quality? Part of the problem with Quality – it is not a single dimensional thing... Should we view quality from our own standards Or from the viewpoint of the customer
102. Black Box Theory Government continually Hit with an Open Standards v’s Black Box decision The Black Box works It solves the immediate Problem The cost is predictable We may be tied in to a proprietary standard, but the next version will be more open! The more open standards – Loosely Coupled Solution will definitely work, with some adaptation. Who will support my decision? Who can support the adaptation if the loose couples become detached? Who will share the risk of the Open solution in the same way the Black Box provider will?
103. Independence Adherence to Standards facilitates Independence from Suppliers? Can we get truly independent advice? Should Government employ independent thinkers within the Civil Service or contract with Independent Suppliers?
104. Modernisation Simple and user-oriented Participative and inclusive Transparent and accountable Joined-up and networked Efficient and innovative ICT a strategic instrument to achieve this?
105. Challenges for Public Servants Vertical institutional structures Perverse incentives Misuse of capital/labour substitution Outsourcing v. integration/reform Customer service strategies
106. Logic? Democracy, equality Security/privacy System feasibility, interoperability, adaptability, standardisation Administrative and political feasibility Agency autonomy and flexibility Economics (resources, budgeting)
107. Point of Interest The youth of today are: Are tech aware & capable Don’t care about Digital Rights Produce Content and Dynamic Applications Rise of the amateur Tomorrows Employees How do we interest the WikiGeneration? Or Employee 2.0?
108. So far ICT has not fundamentally changed government 1990s: lCT expectedto make government more transparent, efficient and user oriented 2005+: disillusion as bureaucracy still in existence Can Cloud / Web 2.0 Help? Jane E. Fountain – Gov 1.0 – Just Replicating the Silos on the Internet
109. With a change in emphasis... eGovernment 1.0 eGovernment 2.0 IT Investment Change Goal: Online Services Goal: Transparency Change Investment Automation of Public Service Augmenting of Public Service
120. Shared Infrastructure Why use Shared Cost Reduced local Security Reduced Local Management Shared Control Why not Loss of control Don't count the cost of ongoing management...
121. Active Directory Administration Authentication System Policies Directory Enabled Applications Improved Authentication Permissions applied via ACLs To Objects as whole To specific Attributes Fine-Tuning of Access Permissions / Policies AAA-- Authentication, Authorisation, Accounting Authentication-- who you are Authorization-- what you can do Accounting-- what you have done
122. Sample Site Structure LA2.lgov.ie Logical and physical Structure are totally independent of each other! Site LA2 Site LA1 LGOv.ie LA1.lgov.ie
134. Local Authority progress with Agresso Euro National Chart of Accounts design Initial applications – GL,PO,SC,AP Income Management system (RCS) Housing Loans Billing modules AR, Rents, Rates, Service Charges, Water Charges, Misc invoicing
135. Agresso modules in use at LA’s: General Ledger Accounts Payable Purchasing Budgeting Enquiries & Reports Accounts Receivable Revenue Collection & Cash Receipting Utility Invoicing – rents, rates, water, services Sales Order Processing – all misc. Invoicing Loan Management – housing loans Payroll Annual Financial Statements (AFS) Fixed Assets Cash Based Accounting (special reporting) Expenses*** (Popular now)