Blueprint for 1Government Enterprise Architecture …...Modernisation and Management Planning Unit or MAMPU. Since then, countless initiatives have been successfully implemented in

Blueprint for 1Government Enterprise Architecture(1GovEA)

A Quick Guide to

Introduction 3

• EA Maturity in the Public Sector

What is Enterprise Architecture? 5

• Defining an Enterprise Architecture

• Importance of EA for the Public Sector

About 1GovEA 7

The 1GovEA Framework 8

1GovEA Framework Components 9

• 1GovEA Vision

• Principles

• Architecture Domains

• Governance

• Methodology

• Tools & Repository

Expected Value of 1GovEA in the Malaysian Public Sector 31

Implementation Plan 33

Table of Contents

3

Intro

duct

ion

“In providing excellent services, civil servants must adopt a culture of productivity, creativity and innovation… that will trigger a new paradigm and improve the rakyat’s confidence in a more effective, efficient and responsive public service”

YAB DATO’ SRI MOHD. NAJIB BIN TUN ABDUL RAZAK PERDANA MENTERI MALAYSIA

Efficient public service delivery has alwaysbeen the Government’s focus. This efforthas taken place since 1966 with theestablishment of the DevelopmentAdministrative Unit (DAU), the precursor ofthe current Malaysian AdministrativeModernisation and Management PlanningUnit or MAMPU. Since then, countlessinitiatives have been successfullyimplemented in an effort to cope with theincreasing demands from both the publicand private sector in the country. Theagenda towards establishing a world classpublic service delivery has continued in theMalaysian Economic TransformationProgramme (ETP) initiated in 2010.

Key Drivers of Public Sector Transformation Agenda

Under the Entry Point Project (EPP) for E-Government (EPP8) of the National KeyEconomic Area (NKEA) in the MalaysianETP, building Enterprise Architecture (EA)practices in the public sector agencies hasbeen identified as one of the prime initiativeto drive the establishment of connectedgovernment in the country.

The agenda to institute EA practices in thepublic sector has also been established asone of the terms of reference for theformation of the Chief Information Officer(CIO) in the public sector. EA elementswere further embedded in the Public SectorICT Strategic Plan 2011-2015 as one of the7 ICT strategies for the public sector.

Introduction

4

Intro

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ionFindings of EA Capability Maturity Assessment

The EA Capability Maturity Assessmentconducted on selected public sectoragencies reveals that in general theMalaysian public sector is moving towardsLevel 2 (Formalised Stage) with regards tothe adoption of EA practices.

The public sector agencies scoredrespectfully (above 2.0 point) in four (4)areas of EA practices, namely ArchitectureVision, Architecture Domains (Business,Data, Application and Technologyarchitecture), Opportunities and Solution aswell as Implementation Governance. Thiswas partly due to the fact that most publicsector agencies have embarked ondeveloping an IT Strategic Plan in theirorganisation where the above elementswere formally documented.

There have also been efforts by severalpublic sector agencies in Malaysiaembarking on developing EA capabilities andpractices as an initiative identified in theirpresent ISP.

Realising the growing trends within the publicsector agencies in embarking on building EApractices, MAMPU has initiated a study todevelop a common blueprint to guide publicsector agencies on EA practices. Branded as1Government Enterprise Architecture or1GovEA, it is envisioned to deliver acommon framework and methodology to beadopted by public sector agencies inMalaysia.

EA Maturity in the Public Sector

5

Wha

t is

Ent

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Arc

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EA is essentially an approach to define an organisation or enterprise across different domainsusing a structured method. The structured method defined by EA will allow an organisation todescribe the following aspects of the organisation:

Ø The organisation’s mission, objectives and strategies.

Ø The business processes that achieve the mission and strategies.

Ø The associates or people that perform the business processes.

Ø The technologies that enable and support the processes.

Ø The interconnections between the systems.

EA is primarily driven by acontinuously increasing adoption oftechnology in the organisation;resulting in greater integration andcollaboration amongst businessentities. EA is adopted as a practiceto strategically define and alignorganisation’s business and ITcapabilities through understanding,reconciling and planning activities.By understanding the strategies andalignment, an organisation can focuson architecting detailed solution todescribe specific application andtechnology implementation tosupport specific business needs. Bydeveloping EA practices, anorganisation will be able to takestock the strengths and limitations oftheir existing business andtechnology landscape.

“Enterprise Architecture is about understanding all of

the different elements that go to

make up the enterprise and how

those elements interrelate.”

– Institute for EA Development

“Enterprise Architecture is the capture of all behaviour that goes on in an organisation; the data that is processed, who

does what, where everything is, and why everything is done. In a sentence, the who, what, why, when, where, and how of the business at every level from high-level corporate goals to the code of low-level programs that implement

business processes used to achieve those goals."– The Open Group

What is Enterprise Architecture?

Defining an Enterprise

Architecture

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In building EA practices in the public sector, the common objectives forembarking on this initiative are as follows:

Ø Reduce the fragmentation of ICT development in the public sectoragencies.

Ø Improve the ability of government agencies to share information.

Ø Improve the ability of external users (e.g. public) to accessinformation held by government agencies.

Ø Identify opportunities for future end-to-end service integration toachieve connected government.

Ø Attain better technology planning and policy development byhaving a consolidated view of technology adoption in the publicsector agencies.

Values of EA in the Public Sector

Reducing the fragmentation of ICT development

Identify future connected government opportunities

Enhance technology

planning and policy

development

Enhance sharing of information

Improve public access to

information

Enterprise Architecture

Importance of EA for the Public Sector

What is Enterprise Architecture?

1GovEA will define a new way for publicsector agencies to approach business andtechnology challenges. With the adoption ofEA practices, agencies will establish asingle view of the current business andtechnical environment of the organisation.The single view will describe the inter-connectivity between businesses of theagency, processes to deliver thebusinesses, resources (people) responsiblefor performing the processes, informationgathered and used/re-used, and the existingtechnology and infrastructure to support thedelivery of the services. This view will assistagencies in various operational areas suchas:

Ø Identifying and designing newbusiness services.

Ø Consolidating or improving currentservices.

Ø Analysing and solving currentoperational and technicalchallenges/issues.

Ø Identifying new technology needs; and

Ø Analysing and designing how toembed the new technology.

1GovEA is a framework and methodologyfor guiding the public sector agencies inMalaysia in building EA practices. Theprimary aim of 1GovEA is to provide acommon approach, steps and templates toensure consistent method of EAdevelopment in the public sector. Byestablishing EA capabilities and adoptingthe common EA practices, 1GovEA will helpagencies to deliver the following keybusiness values:

Ø Providing consistent and timelydelivery of services in the most cost-effective manner while meeting thepublic expectations.

Ø Enhancing the business capabilities inthe public sector through strategic andholistic consolidation of ICTcapabilities.

Ø Delivering citizen-centric services thatpromote public participations.

Ø Establishing greater cross agenciescollaboration on data sharing; and

Ø Consolidating duplicate services andenabling re-usable and sharedservices across the agencies.

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About 1GovEA

1GovEA Logo

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1GovEA is guided by the architectural framework developed to define the core architectureelements in building and operating EA practices. The framework provides a set of functionalguides describing key components of 1GovEA. An agency will need to develop thesecomponents as it embarks on building its EA practice.

1GovEA Framework

The 1GovEA Framework

The 1GovEA Framework as seen above comprises six (6) key components, namely:

Ø 1GovEA Vision.

Ø Principles.

Ø Architecture Domains.

Ø Governance.

Ø Methodology.

Ø Tools and Repository.

Each of these components are expanded in the following sub-sections.

a. 1GovEA Vision -

The vision is a statement of intentthat promotes the ultimate aimbehind the establishment of1GovEA initiative in the publicsector.

b. Architecture Principles -

Architecture Principles describesthe overarching architecturestandards to guide public sectoragencies in the development ofthe business and technicalarchitecture.

c. Architecture Domains -

Architecture Domains define thefour (4) areas of architecturenamely business, data,application and technology thatneeds to be developed andmaintained as the public sectoragencies embark on building theEA practices.

d. Governance -

The Governance componentdescribes the recommendedstructure and operating modelthat needs to be put in place tosupport the implementation andoperationalisation of EA practices.

e. Methodology -

The Methodology outlines thestructured approach (e.g. stagesand steps) to be adopted by thepublic sector agencies whendeveloping their EA practices.

f. Tools and Repository -

The Tools and Repositorycomponents describes therecommended tools and thecommon repository structureadopted by public sector agenciesfor documenting artefacts.

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1GovEA Vision

Vision defining the long term goal of 1GovEA

Principles

Overarching principles to guide agencies develop the EA practice

Architecture Domains

A broad view of architecture components; Business, Data, Application & Technology

Governance

A structure to be established to support the EA practices in the public sector

Tools & Repository

A set of tools and structure for documenting and maintaining EA artefacts

Methodology

Defined approach to be adopted by the public sector agencies to embark on building EA practices

The Core

Components

1GovEA Framework Components

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The Vision forms one of six components in the 1GovEA Framework andillustrates the ultimate aim of the Malaysian Government’s intention ofembarking on developing EA practices in the public sector.

Vision of 1GovEA

The 1GovEA Vision supports the EA development as it:

Ø Acts as a reference point for guidance on all architectural work

Ø Relays EA objectives to all stakeholders

The Vision is supported by three (3) strategic enablers that define thestrategy for the roll-out of the 1GovEA initiative across the publicsector.

MAMPU as the central agency tasked with overseeing the adoption of1GovEA practices in the public sector will play an active role to drivethe execution of the strategic enablers.

1GovEA Vision and Strategic Enablers

1GovEA Vision1GovEA will establish unified architecture to

accelerate public sector service delivery transformation

Strategic Enabler 1

Top-down mandate for the institutionalisation

of 1GovEA in the public sector

Strategic Enabler 2

Capability development of EA practitioners in the

public sector

Strategic Enabler 3

1GovEA adoption driven by agency’s Chief Information

Officer

Strategic Enablers


1GovEA Vision

Vision defining the long term goal of

1GovEA

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Top-down Mandate for the Institutionalisation of 1GovEA in the Public Sector1

Capability Development of 1GovEA Practitioners 2

A mandate should be established and communicated toprovide public sector agencies with a clear directive on thegovernment’s objectives and expected benefits forimplementing 1GovEA in the public sector.

Having a mandate as such helps to expedite certainprocesses such as securing commitment from themanagement level and obtaining the necessary budget tosupport the implementation of 1GovEA initiative.

Public sector agencies embarking on 1GovEA will requireskilled and competent 1GovEA practitioners who will drivethe EA practices in their respective agency.

MAMPU has begun collaborating with Institut TadbiranAwam Negara (INTAN) to develop a structured programmefor training and developing competencies to drive thedevelopment of 1GovEA practices.

1GovEA Adoption Driven by Public Sector CIOs3

Strategic Enablers Driving the 1GovEA Initiative

The CIO in a public sector agency will play a significant rolein promoting the adoption of EA practices based on the1GovEA Framework and Methodology at their respectiveagencies.

The Government Chief Information Officer (GCIO) inMAMPU will be responsible for spearheading the 1GovEAadoption in future CIO programmes and activities with thesupport of the Central Office of the Architect acting as the1GovEA secretariat. The 1GovEA champion role will befurther cascaded to the agency’s CIO who will lead the1GovEA implementation process throughout all phases.

1GovEA Vision

Vision defining the long term goal of

1GovEA


Architecture Principles are a fundamental set of overarching architecturalstandards that support the development of standardised and consistentarchitecture across the organisation. They are often used to guide anorganisation to implement future initiatives in the public sector agenciesand should be adopted when agencies begin to develop their businessand technical architectures.

The 1GovEA Architecture Principles comprises of two (2) primarycomponents as follows:

1. Design GuidesDesign guides are three (3) values adopted when formulating the1GovEA Architecture Principles, namely:

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a. FlexibleAgencies should have theoption to adopt principles thatsuit their agency’s overallmission and vision. Theyshould also be able to expandon the set of principles withinthe confines of the DesignGuides and ArchitecturePrinciples domains.

b. ScalableAgencies should be able to

add new architectureprinciples or re-defineexisting ones as necessaryto suit the needs of thegovernment agency.

c. PracticalAll 1GovEA architectureprinciples should containpractical values that can beadopted by any agenciesembarking on EA practicesbased on the 1GovEAmethodology.

1GovEA Architecture Principles

Principles

Overarching principles to guide

agencies develop the EA practice


2. 1GovEA Architecture PrinciplesThe 1GovEA Architecture Principles comprises of twelve (12) principlesthat can be divided into five (5) main categories, namely:

a. General

b. Business

c. Data

d. Application

e. Technology

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No Category 1GovEA Principle

1General

Principles

1.1 Interoperability

1.2 Common Language

1.3 Maximise Benefits in

Organisation

2 Business

Principles

2.1 Information Management is

Everybody’s Responsibility

2.2 Business-led Change

3Data

Principles

3.1 Data is an Asset

3.2 Embedded Security Standards

3.3 Data is both Shared and

Accessible unless Confidential

4Application

Principles

4.1 Application are Easy to Use

4.2 Common-use Application

5Technology

Principles

5.1 Technology is Independent

from Application

5.2 Business Resiliency &

Continuity

1GovEA Architecture Principles


Principles

Overarching principles to guide

agencies develop the EA practice

Architecture Domains form the primary component within the 1GovEAFramework that allows organisation to define the conceptual, logicaland physical elements of the organisation across four architecturedomains. The Architecture Domains detail the structured breakdown offunctional system capabilities within four domains.

The four (4) architecture domains in an EA are:

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a. Business Architecture

Describes the overallbusiness landscape of anorganisation in terms of thestructure of an organisationand the interaction betweenbusiness strategy, goals,functions, processes andinformation needs.

b. Data Architecture

Illustrates how data is stored,arranged,integrated, retrievedand used by applications tosupport an organisation’sbusiness operations.

c. Application Architecture

Describes the set of systemsand applications used by anorganisation to support itsbusiness operations.

d. Technology Architecture

Specifies the technicalinfrastructure used to hostapplications and data insupport of the businessprocesses of the organisation.

EA Domain Overview


A broad view of architecture components;

Business, Data, Application & Technology


Understanding and documenting the Business, Data, Application andTechnology Architecture Domains is important for the following reasons:

a. Provides the enterprise with a consolidated view of the current andtarget EA across the Business, Data, Application and TechnologyDomains.

b. Allows the relationship between business and technology to becommunicated to stakeholders.

c. Illustrates the link and interdependencies between the Business,Data, Application and Technology Architecture Domains.

d. Allows for the definition of the future Business, Data, Applicationand Technology Architecture required to support the enterprise’sbusiness strategy.

e. Allows for the identification of dependencies and gaps betweenthe current and target state Architectures, and how the Business,Data, Application and Technology Architectures need to evolveover time to align to the organisation’s business strategy.

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Objectives of the Architecture Domains

Artefacts in the Context of EAArchitecture content produced when implementing the 1GovEAMethodology are known as artefacts. These describe a particular aspectof the architecture.

Architectural artefacts can be categorised into three (3) categories;

a. Catalogues

These are generally the lists ofitems and are documented inthe form of tables orspreadsheets.

Examples of catalogues thatmay be produced include theRole Catalogue, ApplicationPortfolio Catalogue andTechnology PortfolioCatalogue.

b. Matrices

A form of visualisation methodto depict the relationshipbetween items and are

normally documented in theform of tables. Examples ofmatrices that may beproduced include the Role/Actor Matrix and Application/Technology Matrix.

c. Diagrams

Pictorial representation ofitems and their inter-relationships

Examples of diagrams thatmay be produced include theEvent Diagram, BusinessUse-Case Diagram andOrganisation DecompositionDiagram.





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These artefacts produced can be further classified into three (3) majordimensions. These dimensions are:

a. Conceptual Dimension

This is the highest, most abstract level of architectural detailswhich include the agency’s high-level business or technologystrategy business case or ideas.

b. Logical Dimension

This is the mid-range level of architectural details providing morecomprehensive description of a subject. An example of a logicaldimension is business process information.

c. Physical Dimension

This is the lowest, most detailed level of architectural details andgenerally includes real-world or physical components of anartefact.





The 1GovEA governancestructure will be established inMAMPU leveraging on its currentorganisation structure as shown inthe figure below to champion thedevelopment of EA practices inthe public sector.

The 1GovEA GovernanceStructure responsible foroverseeing the adoption of EApractices in the public sector will

be known as the Central Officeof the Architect which willprimarily be under theresponsibility of the Strategic andICT Architecture DevelopmentDivision.

The Central Office of the Architectwill consist of three (3) distinctunits, namely the EA Section, theCentre of Excellence and theArchitecture Team.

1GovEA Interim Central Governance Structure

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Governance


MAMPU Director General

ICT Sector (MAMPU)

Office of GCIO

ICT Advisory Division

Application Development

Division

Strategic & ICT Architecture Development

Division

Shared Services Infrastructure

Development & Security

Centre of ExcellenceEA Section

TMM Sector (MAMPU)

Advisory 1 Advisory 2

Business Architect

Data Architect

Application Architect

Technology Architect

Architecture Team

Central Office of the Architect


The establishment of 1GovEA governance will take place in two (2)stages; the interim and the envisioned 1GovEA Governance Structure.

a. Interim 1GovEA Governance Structure

The envisioned 1GovEAgovernance structure (as depicted)will see the elevation of the CentralOffice of the Architect in MAMPUto a division within the ICT Sectorin MAMPU.

The envisioned 1GovEAgovernance structure willemphasize the importance of1GovEA initiative for MAMPU in

driving EA as an importantinitiative and the enabler forimproving the public sectorservice delivery. Positioning theCentral Office of the Architectas a dedicated division inMAMPU will allow the divisionto establish dedicated pool ofresources to oversee thisinitiative.

The Envisioned 1GovEA Governance Structure in MAMPU

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Governance(MAMPU)


Central Office of the Architect

Project Management Office (PMO)

Change Management Office (CMO)

Business Architecture

Team

Data Architecture

Team

Application Architecture

Team

Technology Architecture

Team

Architecture Team


b. Envisioned 1GovEA Governance Structure

While the Central Office of theArchitect and the Public SectorArchitecture Team in MAMPUprovides the overarchinggovernance of 1GovEA practicesof the public sector as whole, thereis a need for any agencyembarking on building EApractices to establish its owngovernance structure.

Agencies embarking on buildingEA practices are recommended to

establish its Office of theArchitect or Architect Team asthe custodian of EA practices inthe agency. The composition ofthe agency’s Office of theArchitect will includeexperienced personnel withinthe agency who have deepknowledge on the business andtechnology domains of theagency.

Potential Office of the Architect Establishment in Public Sector Agencies

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Governance(Agencies)


IT Department / Division / Unit

Application Development

Network & Security

Business Architecture

Team

Data Architecture

Team

Application Architecture

Team

Technology Architecture

Team

Office of the Architect IT Operation


1GovEA Methodology describes an important component of theframework focussing on providing a comprehensive step-by-step guideto be followed by agencies embarking on building EA practices.

The methodology comprises of five (5) development stages; each stageconsists of defined objectives and outcome and supported by templatesand tools to assist the agency to accomplish the stage.

The following sub-sections will describe each stage in further detail.

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1GovEA Methodology

Methodology

Defined approach to be adopted by the

public sector agencies to embark

on building EA practices


Stage 1: Initiate

The first stage of this methodology focusses on guiding agencies to kickoff the exercise. Among the key activities include defining a clear scopeof work, establishing the governance structure (the agency’s Office ofthe Architect), confirming the project stakeholders and agreeing on thehigh level architecture requirements.

The significance of this stage is to ensure the agency has a definitivescope in terms of the entities (department/units) to be covered as wellas the level of details that need to be covered when the agency startsembarking on the initiative.

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Stage 1: Initiate


Stage 2: Assess

The second stage of the 1GovEA Methodology guides the agency onthe tasks to be undertaken to develop the agency’s baselinearchitecture across the four (4) architecture domains; business, data,application and technology.

At this stage the focus will be on capturing and understanding thecurrent business landscape of the organisation (such as the servicesoffered, the information gathered and shared by the agency and theprocesses defined to deliver the services) as well as the underlyingapplication and technology infrastructure to support the agency indelivering its services.

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Stage 3: Define

The third stage of the 1GovEA Methodology focusses on guiding theagency to define the target architecture (future business landscape ofthe agency and the identification of new applications and technologyrequired) to support the agency’s vision and mission. At this stage, theagency will also develop the migration plan to outline the timelinerequired for the agency to implement and achieve its target architecture.

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Stage 3: Define


Stage 4: Build/

Operate

The fourth stage of the 1GovEA Methodology guides the agency toadopt the good practices of EA in managing the implementation ofidentified initiatives in the target architecture.

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Stage 4: Build/ Operate


Stage 5: Monitor

The fifth stage of the 1GovEA Methodology is a continuous process ofmanaging any architecture changes in the agency until the agencyachieves its desired target architecture. This stage is a continuousprocess to be undertaken by the agency as it operates the businessbased on the agreed architecture.

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Stage 5: Monitor

Ongoing Requirements Management

The Ongoing Requirements Management is another integral part of the1GovEA Methodology. The component guides architecture team tomanage the process of capturing and changing of requirements. TheOngoing Requirements Management starts in the 2nd stage of themethodology where architecture team will establish a baselinerequirement of the architecture work.


The third operational component of the 1GovEA framework describesrecommend EA tools to support the agencies when embarking onbuilding EA practices. The EA tools comprises of three key elements,namely:

a. Repository

b. Modelling tools

c. Templates

1GovEARepository

The purpose of the 1GovEA EA Repository is to provide a centralised storage for all architecture contents developed based on the 1GovEA Methodology.

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Central EA Repository

Tools & Repository

A set of tools and structure for

documenting and maintaining

EA artefacts


c. 1GovEA Principles

Details the 1GovEA Principlesthat new architectures mustcomply. Any new principlesshould be reflected in any newarchitecture work modelled in the1GovEA Architecture Domains.Adherence to the 1GovEAPrinciples should be monitored bythe Central Office of the Architect/Office of the Architect.

d. 1GovEA Reference Library

Provides templates, guidelines,and other forms of referencematerial that can be used whenexecuting the 1GovEAMethodology. Any new ReferenceModels created either internally orexternally should be stored withinthe 1GovEA Reference Library forre-use and sharing within theagency. The 1GovEA ReferenceLibrary should also be closelygoverned by the Central Office ofthe Architect/ Office of theArchitect which is documentedwithin the 1GovEA Repository toensure all material is compliantwith the relevant principles.

1GovEA Repository

a. 1GovEA Architecture Metamodel

Describes the 1GovEAFramework, 1GovEAMethodology and a structure forany architectural content topopulate the repository.

b. 1GovEA Architecture Domains

Describes the four (4) areas ofarchitecture namely business,data, application and technologythat needs to be developed andmaintained as the public sectoragencies embark on building theEA practices.

The 1GovEA ArchitectureDomains are updated through theexecution of the 1GovEAMethodology. Any best practicescreate standards and principleswhich govern the 1GovEAArchitecture Domains and in turncreate Reference Architectures tobe stored in the 1GovEAReference Library for re-useelsewhere. The 1GovEAArchitecture Domains are alsoclosely governed by the 1GovEAGovernance Model which isdocumented within the 1GovEARepository.

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1GovEA Repository

e. 1GovEA Governance

Documents the Governance structure and operating model across the Government. The Central Office of the Architect/ Office of the Architect should also review and approve any architecture principles or reference models and ensure that any architectural modelling work performed is compliant with such principles and reference models.

f. 1GovEA Architecture Capability

Documents the capability forArchitecture, throughorganisational structures, roles,responsibilities, skills, andprocesses that support the overall1GovEA. The Central Office of theArchitect/ Office of the Architectshould drive and manage newarchitecture capability and skillswithin the public sector /agencies.

ArchitectureModelling

Tools

EA tools are the tools used by an organisation to visually model thevarious components of their EA framework generally in terms of thefollowing architecture domains:

a. Business Architecture

b. Data Architecture

c. Application Architecture

d. Technology Architecture

The EA modelling tools will assist the public sector agencies with thedocumentation and visualisation of the artefacts (an architectural workproduct that describes aspects of the architecture).

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1GovEA Templates

The 1GovEA methodology provides the agencies embarking ondeveloping EA practices with templates to assist the agencies. Thereare two categories of templates; the Artefact Templates and theDeliverable Templates, each designed to capture and documentdifferent types of information and outcome.

The artefact templates assist the agencies to capture and record thebusiness and technical information (artefacts) that describe theagency’s operational environment. The artefact templates provide aconsistent format and layout for the documentation of variousMatrices, Catalogues or Diagrams.

Examples of 1GovEA Artefact Templates

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a. Artefact templates

1GovEA Templates

The deliverable templates are pre-defined document format that assistthe public sector agencies to document the outcome of key activities inthe 1GovEA Methodology. Agencies will use the deliverable templatesto document the final outcome of each stage in the methodology as aformal report to signify the completion of the stage.

Examples of 1GovEA Deliverable Templates

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b. Deliverable templates

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1GovEA is positioned as the framework thepublic sector agencies could adopt to ensurethe alignment between the business andtechnology strategy of the organisation. AsEA provides the tools for agencies to defineboth their business and ICT segments of theorganisation, it is the perfect method foragencies to outline the business and ICTstrategies of the organisation. This is tocorrespond with their roles in contributingtowards achieving the agency’s businessvision and mission.

Agencies adopting 1GovEA framework andmethodology shall be able to leverage on theEA practices to shape and drive not

Cross-agency collaboration initiatives aremeant to further improve the governmentservice delivery. Cross-agency collaborationallows agencies to streamline processesacross the agency boundaries and exploreopportunities for information sharing tosupport decision making processes. 1GovEAis the perfect tool for agencies to further thecross-agency collaboration agenda. Forinstance, as agencies begin developing theEA practices, each agency will gain anoverarching view of its businessescapabilities.

just future business and ICT planninginitiatives but be able to leverage on EApractices to approach and solve businesschallenges as well.

Through the adoption of 1GovEA, agencieswill be able to embark on developing thebusiness and technical strategy as a singleinitiative. A joint business and technicalstrategy will allow agencies to develop aconsolidated future business and technicaldirection by understanding the currentarchitecture and defining the future orenvisioned architecture of the organisation.

MAMPU as the central agency coordinatingand maintaining 1GovEA shall be able toleverage on this information to form a moreholistic view of the present business and ICTlandscape in terms of supporting thebusiness capabilities of the public sectoragencies. This holistic view will allowMAMPU to identify potential opportunities forfuture cross-agency collaboration initiatives inareas such as information sharing, datamining and analysis, application andinfrastructure consolidation, and sharedservices.

1. Convergence of Business and Technology Strategy

2. Strengthening Cross-agency Collaborations

1GovEA is a significant agenda initiated by MAMPU as the catalyst to drive the currentgovernment’s transformation agenda and the way government agencies will approach thedevelopment of business and ICT strategies in the future.

Expected Values of 1GovEA in the Malaysian Public Sector

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3. Re-enforcing Capability Development in the Public Sector

The adoption of EA practices will furtherdrive the knowledge and capabilitydevelopment of both the business and ICTcommunities in the public sector. 1GovEAwill require agencies to have a pool ofresources (the enterprise architects) who areable to appreciate the complexity of both thebusiness and technical environment of theirorganisation and in turn be able to approachany architecture-related initiatives.

Hence, among the first step in the journeytowards establishing EA practices in thepublic sector is to develop programmes forenriching identified resources in the publicsector agencies with knowledge and skills onenterprise architecture, 1GovEA and projectmanagement. In this respect, theestablishment of the Central Office of the

Architect in MAMPU is the first step toformalize the role of enterprise architects inthe public sector. The Central Office of theArchitect is formed to act as the public sectorenterprise architect team where one if its roleis to assist other public sector agencies todevelop enterprise architects in theirorganisation.

The plan to develop EA capabilities in thepublic sector will be a collaborative initiative.For a start, MAMPU is working together withINTAN to identify and develop courses andprogrammes to build skills and capabilities forpublic sector agencies to embark on buildingtheir EA practices based on 1GovEA.

Expected Values of 1GovEA in the Malaysian Public Sector

4. Realigning 1GovEA in the Public Sector with ISP

ICT Strategic Planning (ISP) is an initiativeundertaken by the public sector agencies tochart the strategic direction of the agency interms of its ICT development. The initiativecovers four (4) main elements namely:

a. Assess current business environment(Business “As-Is” study).

b. Assess current ICT environment (ICT“As-Is” study).

c. Develop ICT strategy (“To-Be” ICTenvironment).

d. Develop implementation plan.

With the introduction of 1GovEA, there is aneed for MAMPU to re-align both initiatives.Both EA and ISP are similar in the wayorganisation approach its implementation.

For instance, in both initiatives, agencies willconduct current state assessment, define itstarget state and develop the implementationroadmap.

Nevertheless both EA and the present ISPmethodology in the public sector also differfrom the perspective of the scope and thelevel of details captured when agenciesembark on either of the initiative. ISP willtypically deals with developing a strategy andoperating model of an ICT Department whileEA is about defining the holistic landscape ofthe organisation (business, data, applicationand technology environment). Hence thelevel of details gathered when developing anISP will be less compared to when agencybuilds an EA practice

1GovEA will be implemented in several phases across all agencies, beginning with MAMPU in Phase 1, followed by selected agencies in Phase 2 and after that, other public sector agencies in subsequent phases.

The implementation approach is divided into 3 different stages and is supported by Project Management Office and Change Management Office work streams that run across the implementation plan.

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The Implementation Roadmap

Pre - Implementation Implementation of 1GovEA Post - Implementation

Build EA Practice

Set Up EA Repository

Initiate

Assess

Define

Build/ Operate

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Change Management Office

1GovEA Methodology

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Pre-Implementation

Prior to embarking on an EAimplementation, public sectoragencies should establish asustainable EA practice within theagency.

Agencies should also set up adedicated EA repository to enablethe storing of information in astructured manner.

ImplementationOf 1GovEA

To implement the EA practice,public sector agencies should usethe 1GovEA Methodology whichprovides a comprehensive step-by-step guide for implementing EA.

Post Implementation

Once EA is implemented, agenciesshould ensure that all aspects ofthe project is addressed andmanaged prior to formally closingthe initiative.

Project Delivery Office

Project Delivery Office isresponsible to oversee the EAinitiative implementation, assistand collaborate in cross agencycollaboration efforts.

Change Management

Office

Change Management Office willexecute the change managementplan that serves as a guide to thechange management processthroughout the planning to theimplementation stage for 1GovEAmodel.

Project Delivery Office

Change Management Office

Monitor

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Implementation Plan

Malaysia Administrative Modernisation and Management Planning Unit (MAMPU)

Aras 6, Blok B2Kompleks Jabatan Perdana Menteri

Pusat Pentadbiran Kerajaan Persekutuan, 62502 Putrajaya, Malaysia

Phone: 03 - 8872 3000Fax: 03 - 8888 3721

Website: www.mampu.gov.my