Presentation GEA-NZ v3.0

Department of Internal Affairs

Government Enterprise Architecture

for New Zealand

GEA-NZ v3.0


• One of the primary goals of Enterprise Architecture

Ensure investments are cost-effective, sustainable and aligned with the organisation’s strategic goals

• Government ICT Strategy and Action Plan to 2017 sets out strategic goals for transformation of Government ICT.

“Extend the Government Enterprise Architecture Framework to support transactional system interoperability, enterprise security, and business-enabling elements such as data services and processes”

• GEA-NZ v3.0 supports the delivery of outcomes defined in the Government ICT Strategy and Action Plan 2017 and Better Public Services Results

The focus is on how ICT can enable system transformation across government, efficiently and effectively

• Actions 9.1/9.2 of the Government ICT Strategy and Action Plan to 2017

“9.1: Continually evolve GEA-NZ, leveraging collaborative networks, to share maturity frameworks, architectures, patterns and standards” 9.2: Agencies to adopt GEA-NZ as the framework for Enterprise Architecture and capability planning

• The GCIO’s guidance for four year planning

Each agency’s business plans, investment plans, IS strategic plans and enterprise architecture should all be consistent and aligned with GEA-NZ v3.0

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GEA-NZ v3.0 – Goals and Objectives


GEA-NZ v3.0 - Purpose

• Designed to be applied at agency, sector and all-of-government level

• All-of-government level

High-level model of Government services and supporting business capabilities and information and technology assets

Inform system-wide transformation and as a means of identifying new potential common capabilities.

Maintained by the Government Enterprise Architecture team

• Agency and sector level

“Starter framework" to help agencies that redeveloping their Enterprise Architectures

Outlines the major components and relationships that agencies and sectors should model

Set of reference models and patterns, focussing on common elements

ICT standards base

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GEA-NZ v3.0 – Primary Outcomes

• Success of Government Goals and Objectives

Provide a consistent view and accurate information within and across agencies to support planning and decision making

• Functional Integration

Facilitate and encourage interoperability within and across agencies and between programs and enhanced services by the use of Enterprise Architecture standards

• Authoritative Reference

Provide an integrated, consistent view of strategic goals, business services and enabling technologies across the entire organisation, including programs, services, and systems

• Resource Optimisation

Provide a harmonised and consistent view of all types of resources in each functional area, program, and system area



GEA-NZ v3.0 – Structure



GEA-NZ v3.0 - Context and Relationship

Standards

Measu

res

Cate

go

rizes

Security

Business

Data and Information

Data and Information Assets

Business Capabilities

Government Services

Technology Assets

Sta

nd

ard

ises &

Gu

ides

Categorizes

Hosts

Hosts

Citizen/Organisation

Uses

Strategy and Policy

Performance

Governance

Uses

Info

rms &

Secu

res

In

flu

en

ces

Domain Subject Topic

Strategic Goal

Objective

Roadmap

Ownership

Measurements

Infrastructure

Domain Area Category

Application and ICT Services

Domain Area Category

Purpose

Risk

Control

Standards

Policies

Guidelines

Business Area

Line of Business

Business Function


Government Enterprise Architecture for New Zealand



GEA-NZ v3.0 - Strategy and Policy Provides linkage between architecture and strategic goals, policies and investments.

Page 8

Stra

tegy

an

d P

olic

y

sets the strategic objectives that drives the performance framework

Performance

sets the objectives and roadmaps for business improvement and transformation

Business

sets goals for data and information quality, governance and sharing


sets strategic context for the evolution of the business application portfolio, including efficiencies through sharing, reuse and the adoption of common capabilities


defines the guidelines for infrastructure asset management and efficiency through sharing, reuse and the adoption of common capabilities

Infrastructure

sets the expectations for security and privacy

Security and Privacy

sets the expectations for standards use and adoption across government

Standards

Agency level

Sets out the agency’s goals and objectives

Drive change initiatives within agency

Identify where to adopt capabilities & share services

Drives collaboration between agencies to improve customer experience, services and reduce costs.

All-of-Government level

Sets out government goals, objectives & roadmaps

Identify new opportunities to improve & share

Drive efficiency, effectiveness, & system transformation

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GEA-NZ v3.0 - Performance

Page 9

Pe

rfo

rman

ce

describes the framework for measuring strategic performance and programme benefit realisation

Strategy and Policy

provides measurements and controls for business services, processes, capabilities, and business change

Business

provides measurements and controls for data and information quality, governance and sharing


provides measurements and controls for application cost benefits, sharing, reuse and effectiveness


provides measurements and controls for infrastructure cost benefits, sharing, reuse and effectiveness

Infrastructure

provides measurements and controls to determine effectiveness of security and privacy


provides measurements for standards effectiveness and adoption across government

Standards

Describes performance frameworks and related metrics that apply across GEA-NZ v3.0 and investments Agency level

Sets out the improvement plan and performance measurements

Optimise services towards internal and external customers

Improve collaboration with other agencies and 3rd parties

Improve information and technology assets.


Provides targets and performance measures that quantify the performance benefits

Includes capability maturity models to measure and improve their performance

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GEA-NZ v3.0 - Standards Description The GEA-NZ Standards Reference Model sets out and categorises the information and technology standards base for the NZ government. The existing standards base incorporating the eGovernment Interoperability Framework (eGIF) standards is structured according to GEA-NZ v2.0. Government enterprise architecture will restructure the standards base mapped to the GEA-NZ v3.0 dimensions i.e. Business, Data and Information, Application and ICT Service, Infrastructure, and Security and Privacy.

Page 10

Stan

dar

ds

identifies standards for compliance and improved collaboration

Strategy and Policy

provides standards inputs for setting performance measurement and control

Performance

provides standards that guide business services, processes, capabilities, information sharing, and reuse

Business

provides standards that guide data and information


provides standards that guide application and ICT services


provides standards that guide infrastructure

Infrastructure

defines standards and implementation guidelines


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Secu

rity

an

d P

riva

cy

identifies security and privacy risk considerations for strategy and policy development

Strategy and Policy

provides security and privacy inputs and constraints for performance measurement and control

Performance

provides security and privacy information, tools and standards that secure customer interests, channels, business services, and processes

Business

provides security and privacy input and constraints for collection, storage and exchange of information


provides security and privacy information, tools and standards that secure applications and ICT services


provides security and privacy information, tools and standards that secure infrastructure

Infrastructure

defines security and privacy standards and implementation guidelines

Standards

Security and Privacy Context and Relationship



GEA-NZ v3.0 - Business



Bu

sin

ess

describes the business services, processes, and capabilities to support the strategic goals and objectives

Strategy and Policy

sets out the business capabilities required to support effective business performance management

Performance

sets the business requirements for data and information, and identifies redundancy, duplication and gaps


sets the business requirements for application and ICT services, and identify redundancies and opportunities for reuse and sharing


sets the business requirements for infrastructure, and identify redundancies and opportunities for reuse and sharing

Infrastructure

identifies the business elements that need security and privacy protection, and the business requirements for identity and access management


sets the business requirements that drive development and scope of corresponding standards

Standards

GEA-NZ v3.0 - Business

Page 13

Generic representation of business processes, products and services. It emphasises the customer centricity and channel shift

Agency level

Describes customer personas and customer experiences

How customers interacts with the agency

What products and services the agency provides


Describes the customers and the different channels they use

Common products and services provided to the citizens, the different roles, skills and processes needed

Promotes cross-government collaboration

Enables business and IT leaders to discover opportunities for cost savings and new business capabilities.

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New Zealand Society

Individuals and

Communities Businesses Civic

Infrastructure Government Administration

Five Business Areas



GEA-NZ v3.0 – Data and Information



GEA-NZ v3.0 - Data and Information

Page 16

Dat

a an

d In

form

atio

n

provides a framework for trusted data and information that can be used for strategic decision making

Strategy and Policy

provides a framework for trusted data and information that can be used for business performance management

Performance

provides the data and information structures that support business services, processes, capabilities, information sharing, and reuse

Business

provides the authoritative data and information structures to be used by application and ICT services


provides the data and information requirements for technology and infrastructure services

Infrastructure

provides the data and information requirements and models needed for security and privacy


sets the data and information requirements that drive development and scope of corresponding standards

Standards

Discover, describe, manage, protect, share and reuse information within and across agencies and their business partners

Describes best practices and artefacts that can be generated from the data architectures

Provides data and information governance framework, and maturity assessment

Provides a standard means by which data may be described, categorised, and shared, and it facilitates discovery and exchange of core information across organisational boundaries

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Data and Information - Categorisation


Motivators

Entities Activities

Controls

Plans

Contracts

Parties

Places Items

Cases

Events Services


GEA-NZ v3.0 – Application and ICT Services



GEA-NZ v3.0 - Application and ICT Services

Page 19

Ap

plic

atio

n a

nd

ICT

Serv

ice

s

represents a key mechanism for realising strategic goals, through adoption of agile core business applications and industry standard corporate support functions

Strategy and Policy

provides the ICT services that enables performance measurement and control, and offers opportunities to improve business efficiency through sharing and reuse

Performance

provides the application and ICT services that support business services, processes, capabilities, information sharing, and reuse

Business

sets requirements and provides the tools to manage, model, structure, share, and exchange data and information


provides the application and ICT service requirements for technology and infrastructure services, and supporting applications for infrastructure management (e.g. CMDB)

Infrastructure

provides the application and ICT service requirements needed for security and privacy, and the implementation of security and privacy controls


sets the application and ICT service requirements that drive development and scope of corresponding standards

Standards

Describes applications that support business processes Core business applications, COTS, software components (websites, databases, email…) and end user computing

Agency level

Describes applications and ICT services

Helps application portfolio management

Helps identify opportunities for sharing, reuse, and consolidation or renegotiation of licenses.


Facilitates common understanding of application assets and ICT services

Identifies opportunities for sharing, reuse, and consolidation or renegotiation of licenses

Identifies application assets that will require maintenance or renewal within the business planning

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Corporate Applications

Common Line of Business

Applications

Specialist Line of Business

Applications

End User Computing Identity and Access

Management Services

Security Services


Management Services

ICT Components, Services and Tools

Interfaces and Integration

Nine Application and ICT Services Domains



GEA-NZ v3.0 – Infrastructure



GEA-NZ v3.0 - Infrastructure

Page 22

Infr

astr

uct

ure

helps policy compliance through the adoption of common capabilities

Strategy and Policy

provides the infrastructure that enables performance measurement and control, and offers opportunities to improve business efficiency through sharing and reuse

Performance

provides the infrastructure that support business services, processes, capabilities, information sharing, and reuse

Business

provides the infrastructure to support storage and exchange of data


provides the internal or external infrastructure for hosting applications and ICT services


provides the infrastructure requirements needed for security and privacy, and the implementation of security and privacy controls


sets the infrastructure requirements that drive development and scope of corresponding standards

Standards

Describes the technology infrastructures that support the application and business processes of the organisation. It may include insourced, outsourced or cloud capabilities

Agency level

Describes the infrastructure assets of the agency

Helps agencies plan their migrations

Provides the basis for categorising infrastructure assets


Guides development of common capabilities and sharing and reuse of infrastructure to reduce costs

Increase interoperability across agencies

Support efficient acquisition and deployment

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Platform

Network

End User Equipment

Facility

Four Infrastructure Domains

Document v1.1


Accelerate Delivery Methodology (ADM)



ADM – High Level Model


Find out what customers

need, identify constraints &

measures

Discovery

• Customer needs (inc.

assisted digital)

• Measures

• Constraints

• Stakeholder impact &

input

• Issue identification impact

• Scoping & planning

• Team & capability

requirements

• High level architecture

Build prototype, test & learn

from it

Alpha

• Finalise customer needs

• Confirm authorising

environment

• Impact legacy systems

• Prototype

• Test

• Learn

• Change/refine

• Change management

plan

Scaling up & going public

Beta

• Metrics & measurements for

KPIs

• Customer testing plan

• Integration tests

• Performance Test

• Showcasing

• Scale up

• Communicating with

stakeholders

• Go public


Implementation

Live

• Review business case

• Operations support

• Security & performance standards

• Deploy test

• Production handover

• Implement production

• Deploy ‘Go Live’

• Cabinet papers

• Performance monitoring

• Communications & publicity

• New business cases (inc. BBC)


2-3 weeks – High

level business

case + scenarios

2-3 iterations of

2-3 weeks – High

level design

3-5 iterations of

2-3 weeks 1-2 weeks 1-2 weeks

Continuous improvement, retire obsolete

channels

BAU

• Maintain service / operations

support

• Customer feedback

• Decommission obsolete

channels & legacy system

• Monitoring & Control

• Performance monitoring &

ongoing evaluation

• Continuous improvement

• Stakeholder engagement, inc.

central agencies

• Benefits realisation


Legislation

Stakeholders Business Cases Governance

Policy

DELIVERY ENVIRONMENT

(PROJECT)

SYSTEM ENVIRONMENT

(PROGRAMME)

Business Initiative

Pre

Project

• Create a high level

business case

• Identify the strategic

and business sponsor

• Request for approval

from the …

1-2 weeks


ADM – Discovery Phase


“Pro

per

ty E

xch

ange

”

Initiative

“Buying a vehicle”

Split up into

Scenarios

“Charter a boat”

“Buy firearms”

“Selling a house”

Workshops with customer

representatives & SME’s involved agencies and 3rd

parties

Analyse

Requirements

Business Analysis and Enterprise & Solution Architects

from each agency work together to design the Business

processes, common business services and high level Solution

architecture

Business Analysis & Architecture

High level Design

2-3 hour stand up review where all

invited stakeholders

can give there comments, ask questions and

potentially sign-off the

artefacts

Expo

showcase

2-3 iterations

1 iteration 2 if there is a major change in goals and objectives

Sam

e p

roce

ss f

or

each

sce

na

rio

Integrate the artefacts of

each scenario of

the initiative into a single

solution architecture

Integration

with other

scenarios

Strategic

Initiative sponsor Business

Initiative Sponsor

User reps., Agency

& 3rd Party SMEs

Impacted Agency

Stakeholders

Key Agency BAs

& Architects

Write high

level

Business

Case

Key Agency BAs

& Architects 26


ADM – Alpha Phase


Write high

level

Business

Case

“Property Exchange” Solution

Architecture

Product

Creation

Create Product backlog

Product

Backlog

Sprint Planning +

Sprint Goals

Sprint

Planning Sprint Sprint

Demo

Sprint

Retro

Architects

+

product owner

Split up the

architecture

into

consumable

sprints

Showcase sprint results

to stakeholders (Customers,

Business, Architects,

Product Owners)

Sprint retrospective and lessons

learned

Product owner

+

scrum master

Daily

Stand-up

2-3 Week

Sprint

Scrum master

+

development

team

Scrum master

+

development

team

Product owner

+

Scrum master

+

development

team

2-5 iterations


Tim

elin

e

Bu

siness A

s Usu

al

Business as Usual

Project

Wo

rk s

trea

m A

DISCOVERY ALPHA BETA LIVE

Bundle of tasks

Scenario(s) W

ork

str

eam

B


Bundle of tasks

Scenario(s)

Wo

rk s

trea

m E


Bundle of tasks

Scenario(s)

Wo

rk s

trea

m D


Bundle of tasks

Scenario(s)

Wo

rk s

trea

m C


Bundle of tasks

Scenario(s)

T1 T2 T3 T4 T5 T6 T7 T8 T9 T1 T2 T3 T4 T5 T6 T9

T1 T2 T3 T6 T7 T9 T10 T12 T13

T1 T2 T3 T4 T5 T6 T7 T8 T9

T1 T2 T3 T4 T5 T6 T7 T8 T9

T4 T5 T8 T11

Initial Stage Stage 2

Stage 3

Stage 5

Stage 4

ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS Business Case – Project Overview - Example

Pre

par

e H

igh

Lev

el B

usi

nes

s C

ase

Business Initiative

Diagram showing a schema for a sample project. It is useful to assist understanding of the glossary and the relationship between different elements within a project which is crucial for the business case process.


Diagram showing a provides a sample overview of the Business Case and Request for Funding process.

Tim

elin

e Project

Wo

rk s

trea

m A


Wo

rk s

trea

m B


Wo

rk s

trea

m E


Wo

rk s

trea

m D


Wo

rk s

trea

m C


Initial Stage Stage 2

Stage 3

Stage 5

Stage 4

Approval Project

Business Case

&

Initial Stage Request for

Funding

Go/No Go Gate Stage 2

Request for Funding


Request for Funding


Request for Funding


Request for Funding

Bu

siness A

s Usu

al Business as

Usual P

rep

are

Hig

h L

evel

Bu

sin

ess

Cas

e

Business Initiative


Stage 2 dd/mm/yy - dd/mm/yy




Initial Stage dd/mm/yy - dd/mm/yy

•[Text]

•[Text] RfF •[Text]




•[Text] RfF

ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS High Level Business Case - Name of the business case - Request for Funding Initial Stage

Strategic Case Strategic fit, need to invest & case for change

Economic Case Determine potential value for money

Financial Case Assess affordability & funding

Define the problem & the need for change.

Include organisational overview, operating environment & how investment proposal aligns to relevant Government, sector & organisational strategies.

Need to Invest

Strategic Context

Project assessment

Overall Objectives

Current State

Customer Needs

Business Needs

Scope

Benefits

Risks & Issues

Constraints & Dependen-cies

Case for change

1 2 3

Stakeholder Engagement How top 5 stakeholders have been engaged

Viability Project viability from a

delivery, policy & technology perspective

Work streams Description of the work

streams that make up the project. These form options for a phased delivery.

Schedule High level schedule and break down of the whole project into stages (RfF = Request for Funding)

# Name Description

A

B

C

D

E

DELIVERY xxx

POLICY xxx

Describe how project meets the short-list criteria to be selected as an accelerated better services for New Zealanders project.

R

A

G

Overall project benefits

Benefit type Description

New Zealanders

New Zealand Government

New Zealand Economy

Project Benefit Analysis compared benefits with Financial costing

Management Case Plan for successful accelerated delivery 4

# Name & Role

Engagement to Date

1

2

3

4

5

TECHNOLOGY xxx

# Work stream rationalE Organisations & % involvement

A

B

C

D

E

Costs

Capex Opex Total Revenue

$ $ $

Summarise the ability to meet the capital and operating costs of the business case.

Financial Costing

Affordability

Request for Funding (RfF) Initial Stage

Capital Operational

$ $

Funding

Commercial Case Sourcing & procurement

4 Delete sentences which are not applicable.

The sourcing strategy is……………………… Specific contract terms include…………………… The procurement strategy is …................................ The required services are…………………… The service risks could be apportioned between the organisation and supplier as follows…….. The proposed payment approach is to……………………………………….

Initial Stage






Initial Stage dd/mm/yy - dd/mm/yy

•[Text]

•[Text] DONE •[Text]

•[Text]

On-going

•[Text]


•[Text] YtS •[Text]

•[Text] YtS

ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS Name of the business case - Request for Funding

Strategic Case Strategic fit, need to invest & case for change

Economic Case Determine potential value for money

Financial Case Assess affordability & funding

Define the problem & the need for change.

Include organisational overview, operating environment & how investment proposal aligns to relevant Government, sector & organisational strategies.

Need to Invest

Strategic Context

Project assessment

Overall Objectives

Current State

Customer Needs

Business Needs

Scope

Benefits

Risks & Issues

Constraints & Dependen-cies

Case for change

1 2 3

Stakeholder Engagement How top 5 stakeholders have been engaged

Work streams status an overview of the each work stream status

Schedule and break down of the whole project into stages (RfF = Request for Funding, YtS = Yet to Start)

#

Discovery Alpha Beta Live

A Done Done Ongoing dd/mm/yy

B Done RfF - -

C Ongoing - - -

D RfF - - -

E - - - -

Describe how project meets the short-list criteria to be selected as an accelerated better services for New Zealanders project.

Cost-benefits work stream x (Alpha – Live)

Option 1 Option 2 Option 3

Net % Value of benefits

Net % costs

Benefit cost ratio

BAU

Project Stage Cost Benefit Analysis

Management Case Plan for successful accelerated delivery 5

# Name & Role

Engagement to Date

1

2

3

4

5

Request for Funding (RfF) Stage n

Capital Operational

$ $

Funding

G A

# Next work stream rationalE Organisations & % involvement

D

E

Summarise the ability to meet the capital and operating costs of the business case.

Affordability

Options description in supporting signed-off discovery phase documentation.

Not to be changed from original High Level

Business Case

Commercial Case Sourcing & procurement

4 Delete sentences which are not applicable.

The sourcing strategy is……………………… Specific contract terms include…………………… The procurement strategy is …................................ The required services are…………………… The service risks could be apportioned between the organisation and supplier as follows…….. The proposed payment approach is to……………………………………….

Go/No Go Gate Stage n

Costs

Capex Opex

Initial estimates

$ $

Spent to date

$ $

Financial Costing


Data and Information Governance Maturity Assessment

Page 32

Executive Sponsorship Data Training Data

Accountabilities Data Performance

Measures

Is there an Information Management / Data Governance policy active within the agency?

Note: The policy should be concerned about the importance of the correct use of data within the agency, not just about Information Security.

Data policy and standards are defined and approved,

though not socialised or fully understood at the

business unit level.

Gap analysis is completed and operational risks are

raised for areas of non-compliance.

All data and processes mapped, agreed and

approved. Requirements and solution design

timescales reduced by > 50%

Data policy knowledge and compliance a core skill for

all roles within the agency.

Levels

No agency wide data policy and standards,

and few (if any) data rules or processes exist.

Data policy and standards exists but are not

embedded. A gap analysis has been

undertaken to assess policy compliance.

The policy and standards are embedded and

leveraged by all business units. Management

oversight and periodic testing are in place to

embed policy and assure compliance.

Data policy and standards are integrated into

design and operation of business processes,

as well as well as attended to project gates.

Data policy and standards are integrated into

business processes. Data and process

documentation are a valuable source for

continual improvement and development of

data practices and controls.

Typical Behaviours Typical Steps

- Confirm the value drivers for better data management.

- Define guiding principles for data management.

- Create the data policy and standards document.

- Perform gap analysis between ‘as is’ and data policy compliance.

- These documents need to be signed off by Data Steering Group.

- The signed off data policy and standards are communicated to all

business units.

- Each business unit needs to embed the data policy and standards

in to their business unit processes.

- Data Steering Group conducts periodic audits to assure

compliance.

- Every role and process description has the data policy and

standard behaviors embedded.

- Date Steering Group reviews the data policy and standards

periodically to improve data practices and controls for the agency.

- Data policy and standards rules need to be in place for all new

designs.

- New designs can only be signed off by the Data Steering Group if

compliance is reached with the data policy and standards.

- Project control points including data readiness check lists.

Data Policy & Standards

Agency Internal Governance Structure

Information and Data Governance Structure

Data Definition Forum

Agency Information and

Data Steering Group

Data Quality Forum

Knowledge Management

Forum

Agency Enterprise

Design Authority

Agency Investment

Board

Agency EPMO

Provides

sign-off

authority for

data

Ensures data

governance

in projects

Proposes

investment

priorities to

Authorises

&

Mandates

Education & Communication

Forum

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•Quality is difficult to measure:

•Standard rules are needed to assess data completeness, accuracy and currency.

•Make key decisions with high quality information

•Business processes are complex, poorly understood and fragmented -> multiple versions of the truth:

•Simplify business processes will simplify data processes

•Simplify data processes gives us a clear view on our data and data flows -> higher quality and higher confidence

We Document and Control our Information, Data and Processes

•Terms have different meanings within and across agencies:

•Shared understanding with a common data language

•Common data definition terminology gives a higher confidence in our data

•Data needs to be viewed as a critical business asset – not just an ICT concern:

•Clarity on rights and accountabilities

•Clarity on custodianship

•Training will ensure that data governance is used throughout the agency

•Business decisions and reporting are at risk from unreliable data:

•Confidence in data used to make important decisions

•The right reports to the right people -> consistent and trusted reporting

•Data management practice reduce risk of inappropriate disclosure

•Exploit the value of data to improve services effectiveness

We Embed Our Data Responsibilities

We Use Our Data Wisely

We Share a Data Language

We Assure Our Data Quality


Data and Information – 5 Focus Areas

Department of Internal Affairs Page 34 Document v1.1

Data and Information – Assessment Method

Data & Process Management Information and Data Landscape

Does the agency has a centralised approach for describing there information and data which are stored in core record systems and in excel sheets, documents, statistics…?

IT Systems landscape documented but the end user tools

which handle information and data are not documented or

understood.

IT Systems and critical end user tools are understood and

documented into an information and data landscape.

Information and data flows across the landscape is

understood.

There is a single metadata repository implemented and

core to all business unit data definition and design

processes. The repository is exposed agency-wide to all

stakeholders via wiki interface.

Full end-to-end lifecycle for information and data known

and documented - this covers all IT systems and major

end user tools. The end user tools are markedly smaller

than was originally and is critically appraised for whether

they should still be in use.

Levels There are incomplete or inconsistent data

dictionaries and there is data redundancy across

systems. There is no process in place to ensure

that data models are designed and developed in

a consistent way.

Data architecture models, data dictionaries and

data structures are documented, base lined and

subject to change control.

A comprehensive agency data architecture has

been approved and processes are embedded to

reconcile the data architecture with changes to

the information and data landscape.

The agency has documentation of the complete

information and data landscape which is under

change control.

Typical Behaviours

• Agree and document approach for an initial stock take.

• Create a central repository for the validated data definitions, create an

inventory of data sources and repositories and data models.

• Map flows between repositories and sources .

• Undertake gap analysis between the validated data definitions, data

structure and meta date and the data architecture.

• Identify processes and implement a method for changes to the

information and data landscape using the data architecture.

• Extend the stock take to complete the information and data landscape

including the landscape of the end user tools.

• Extend repository to incorporate all data entities meta data.

• Implement governance over the central repository for change control.

• Implement a method to continually modify, refine and simplify the

information and data landscape.

• Reduce the net number of data movements and rationalize duplicate

repositories.

L1

L2

L3

L4

L5

Typical Steps

The agency continually monitors, refines and

simplifies their high level information and data

landscape


This is an example of the output from a maturity assessment. Looking at the Initial marks and combining it with the typical behaviours it shows progress across each area. With the typical steps the agency can build a plan of action for the short and mid-term future.


Data and Information – Result Evaluation Example


An annual evaluation of the Information Management and Data Governance maturity will show the progress that has been made and the focus points for the coming year.


Data and Information – Annual Result Evaluation Example


Data and Information - Categorisation


Motivators

Entities Activities

Controls

Plans

Contracts

Parties

Places Items

Cases

Events Services

Department of Internal Affairs Page 38 Document v1.1

Information Discovery


Q&A ICT.govt.nz - Guidance and Resources - Government Enterprise Architecture for New Zealand [GEA-NZ] Regine Deleu – [email protected]

https://www.ict.govt.nz/guidance-and-resources/architecture/enterprise-architecture/










Documents

Presentation GEA-NZ v3.0