Architecting E Governance Space Npc Lecture Feb 2009

ARCHITECTING EGOVERNANCE SPACE

Prof. K. SubramanianProfessor & Director

Advanced Center for Informatics & Innovative Learning, IGNOUConsulting IT Adviser to CAG of IndiaEX. DDG(NIC), Ministry of Comm. & IT

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PRINCIPLES OF GOOD GOVERNANCE

Leadership Selflessness Integrity Objectivity Accountability Openness Honesty

Humane Governance Should be Creative Uses Knowledge for

National Wealth and Health creation

Understands the economics of Knowledge

High Morality

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E-GOVERNMENT IS EVOLUTIONARY NAMING IS EVOLUTIONARY, E-GOVERNANCE IS YET TO TAKE OFF

fficient Government …

Effective Government … Open Government … Joined-up Government.. Connected Government

e-Government is evolutionary, Naming is evolutionary,

e-Governance is yet to Take off

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FOUR MANTRAS OF GOOD DIGITAL GOVERNANCE

From Vision Mission Implementation-->Impact study->Improvisation- Leadership & Alignment

Projects Formulate, Architect, Design & Construct, Comprehensive Multi-tier Review, Monitoring & Feedback control

Collaborate, Communicate, Cooperate, Co-work & co-exist Logical Process Integration (ERP) superimposed with BI

makes the Enterprise a creative and Innovative A mature accountable, transparent and Open Government

UNDERLYING FOUNDATIONS OF ARCHITECTING EGOV

SPACE Undertake a Structured eGovernment Strategy Exercise Ensure Your eGov Strategy has a Sound Underlying Architecture Create a Single High-Level Strategic Body (create synergy and

convergence of vision & mission in inter & intra departments of govt. for Development)

Don't Let Strategy Become Detached From Local Realities(participation of constituents in the system design requirements)

Advocate & Implement Project Governance & Management Principles.

Make Your eGovernment Vision Clear, Collective, Challenging and Customised

The Objectives of eGovernment Strategy Should be Better SMART(simple, moral, accountable, responsive and transparent) Government

Vision-Mission-Implementation-Feedback & Correction- Sustenance with One Nation(INDIA ONE) & One Government

For the People-By the People- Of the People

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FOUR DIMENSIONS OF EGOV The information dimension : the system design assumed that its

creation of formal strategic information would be of value to Ministry functioning. In reality, informal information and gut feelings were what decision makers valued and used.

The process dimension : the system design assumed that a rational model of structured decision-making held sway within the Ministry. This mismatched the dominant reality of personalised, even politicised, unstructured decision-making.

The objectives and values dimension : the system was designed within, and reflecting, a scientific environment which had a 'role culture' that valued rules and logic. In reality, it was to be used in a political environment which had a 'power culture' that valued self-interest and hidden agendas.

The management systems and structures dimension : the system was designed for an organisation that had both structures and systems to support strategic decision making. In reality, such structures and systems did not exist within the Ministry.

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FIVER TIER ARCHITECTURE FOR EGOV SPACE

Data Architecture: an overall plan for the data items (and their relationships) necessary to

deliver e-government. Process Architecture:

a plan of the key activities that e-government will support and undertake. Technology Architecture:

how computers will be sized and connected for e-government, and an outline of the software to be used.

Data Management Architecture: how data input, processing, storage and output functions will be divided

across the information technology architecture. Management Architecture:

the policies, standards, human resource systems, management structures, financial systems, etc. necessary to support e-government.

To create a building, you need a sound underlying architecture for that building, based on an architect's plan. The same is true for e-government.

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COMPETENCES REQUIRED FOR EGOV PROJECTS PLANNING

Skills, Knowledge Attitudes. All three of these must be in Planning the e-government project.

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NEEDED COMPETENCIES

Systems Development Competencies

Project/Change Management Competencies

Intelligent Customer Competencies

Operational Competencies .

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Emerging Technologies -Competitive Environments&

Integration Catering through ICE

Technologies

1. IT2. BT3. CT4. ET5. NT6. ST

1. Operational Integration2. Professional Integration (HR)3. Emotional/Cultural Integration ICE is the sole integrator & IT/Cyber Governance is Important

Selection of Technologies

•Affordable•Acceptable•Sustainable•Reliable

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TECHNOLOGY SELECTION FOR EGOV PROJECTS

Should not be the Leading Edge(Bleeding edge as it is vendor driven)

Should not be Outdated( e dumping, difficult to maintain and sustain)

Based on the connectivity levels and technological standards available right now.

Work with & connect directly to all end users rather than intermediaries. 1. Prototype And / Or Pilot Your Project Making the

design match real user needs, and by making users more realistic in their expectations of the system.

2. Stakeholder Involvement Is A Must general staff, including administrators and other lower-/middle-level system users, were involved with the project. Their ideas were incorporated into the design, ensuring that the design did meet the real - rather than imagined - needs of these key stakeholders.

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TECHNIQUES & REQUIREMENT ENGINEERING/ARCHITECTING THE EGOV

SOLUTION SPACE An Overall Vision/Strategy for eGovernment Project Management for eGovernment Change Management for eGovernment Politics/Self-Interest in eGovernment Design of eGovernment Applications Competencies (Skills, etc.) for eGovernment Technological Infrastructure for eGovernment External and Internal Drive for eGovernment

eGovernment projects need managers, but they also need leaders as well

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GOOD GOVERNANCESTRENGTHENING

INTEGRATION OF MULTI-STAKEHOLDERS

Operational Integration Professional Integration (HR)‏ Emotional/Cultural Integration ICT & Government Business & Services Integration Multi Technology co- existence and seamless integration Information Assurance Quality, Currency, Customization/Personalization

IDEA 1: UNDERTAKE A STRUCTURED EGOVERNMENT STRATEGY EXERCISE

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IDEA 2: ENSURE YOUR EGOV STRATEGY HAS A SOUND UNDERLYING ARCHITECTURE

Data architecture: an overall plan for the data items (and their relationships) necessary to deliver e-government.

Process architecture: a plan of the key activities that e-government will support and undertake.

Technology architecture: how computers will be sized and connected for e-government, and an outline of the software to be used.

Data management architecture: how data input, processing, storage and output functions will be divided across the information technology architecture.

·Management architecture: the policies, standards, human resource systems, management structures, financial systems, etc. necessary to support e-government.

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IDEA 3: CREATE A SINGLE HIGH-LEVEL STRATEGIC BODY

This body - of senior staff and other powerful stakeholders - can take responsibility for functions such as scoping and commissioning an e-government strategy; prioritising particular e-government projects; ensuring necessary resources are in place to deliver projects; and monitoring progress in e-government.

Where such a body is set up with a view across the whole of government, it can also have a coordination function - ensuring some degree of inter-operability between independently-developed e-government applications, assisting reusability of solutions to avoid 'reinventing the wheel', and generally facilitating learning across e-government projects

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IDEA 4: DON'T LET STRATEGY BECOME DETACHED FROM LOCAL REALITIES

In an overall sense, e-government strategy asks three questions: "Where are we now?" (Here) "Where do we want to get to?" (There) "How do we get from here to there?"

The danger is that asking such questions ignores local realities, creating a hypothetical vision of "There" that can never be achieved. Government is only one player: rather than thinking it can design its environment, it should instead design TO its environment. This means infusing question 1 with a sense of where clients (e.g. local citizens, local businesses, local communities, local NGOs, local agencies) currently are: their current rates of ICT access and use; their current needs; their current priorities. It means infusing question 2 with a true sense of where those clients are headed: forecast trends in ICTs, needs, priorities, etc. By doing this, you create a realistic rather than idealistic e-government strategy.

Where e-government strategy does not take the local environment into account, problems will arise. e-government strategy designs must take good account of existing realities An ambitious strategy for e-government in Central Africa failed to take account of local realities: funding

limitations, infrastructural constraints, mismatch with objectives of key players, problems of theft of equipment. The result was a failed strategy.

In some Indian states, too, e-government strategy has been a top-down, techno-centric exercise that neglects the social, economic and cultural realities of intended client groups. Such strategies are self-defeating disasters.

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IDEA 5: SET CLEAR "GO/NO GO" CRITERIA

Thinking in a high-level, strategic manner, work out a set of criteria for decision-making about e-government projects.

What criteria will you use to decide whether or not an e-government project should be supported and funded?

What criteria will you use to decide that a project - once funded - will be abandoned?

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IDEA 6: MAKE YOUR EGOVERNMENT VISION CLEAR, COLLECTIVE, CHALLENGING AND CUSTOMISED

A good e-government strategy will have the following features. It will be clear: ordinary citizens will understand what it seeks to achieve. It will be collective: shared by the key stakeholders involved (and probably developed collectively in order to meet that criterion). It will be challenging: not so optimistic as to be unrealistic, not so pessimistic as to be uninspiring: one watchword is

"Think Big, Start Small, Scale Fast". It will be customised: matched to

specific local conditions.

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IDEA 7: THE OBJECTIVES OF EGOVERNMENT STRATEGY SHOULD BE BETTER GOVERNMENT

In one or two states in India, for example, e-government is seen as the servant of broader good governance objectives. Put another way, e-government is seen as a means, not as an end in itself. The end specified in some cases is SMART government: government that is simple, moral, accountable, responsive and transparent.

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IDEA 8: DO SOMETHING Don't become so wrapped up in visions and strategies

that you never actually do anything. And don't let strategy-making be an excuse for inaction. Small, useful e-government projects can proceed alongside strategy, and can create knowledge that feeds into strategy-making.

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THE FACTOR MODEL The Factor Model identifies a set of ten key factors:

external pressure, internal political desire, overall vision/strategy, project management, change management, politics/self-interest, design, competencies, technological infrastructure, Presence or absence of these factors will determine success or

failure

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DESIGN-REALITY GAP MODEL

identifies a gap that exists for all e-government projects between the design assumptions/requirements and the reality of the client public agency. The larger this gap between design and reality, the greater the risk that the project will fail. The smaller the gap, the greater the chance of success.

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http://www.egov4dev.org/success/evaluation/index.shtml

IDEA 3: EGOVERNMENT IS A CHESS GAME

Picture the e-government project as a chess game. Ask yourself - what piece am I? Are you the all-powerful queen, a middle-ranking bishop, or just a lowly pawn? If you are one of the lesser pieces in the game, you will face problems unless you can find a powerful ally: the equivalent of a rook or queen in chess. If you have trouble from middle-ranking stakeholders, ask yourself if there's a more powerful player that you can bring in - a senior official, a politician, an external agency, a donor organisation, etc. –Richard Heeks

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AVOIDING EGOV FAILURE: IDEAS ABOUT EXTERNAL & INTERNAL DRIVERS Idea 1: Balance External And Internal Drivers

Without external encouragement, e-government projects may never be contemplated or started. Without internal ownership, e-government projects may never be developed. Without external facilitation, e-government projects may never be successfully implemented. eGovernment proposals must grapple with the difficult business of balancing and integrating these three forces.

eGovernment projects risk being too external: many initiatives in developing countries are donor- or vendor-led. The latter is particularly problematic given often conflicting objectives between vendors and governance, and the poor quality of some vendors. Care must be taken that both initiatives and institutions relating to e-government do not become vendor-dominated.

But e-government projects also risk being too internal: for some ruling elites in developing countries, 'it seems that governance is seen as a tool for serving personal, then ethnic, then social affiliation and last the national interest. All state machinery, institutions and mechanisms are viewed and used in this light.' eGovernment projects can be just the same: if senior public officials do come to see e-government as being in their interests and are able to take control of those initiatives, they may steer projects away from broader goals.

It is very difficult, but a balance must be struck between external and internal drivers. One lesson from a Zambian e-government initiative was that an independent project team was required 'so that government cannot intimidate team members and that donor countries cannot hijack the project for their own benefit.'

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ENABLING TO RAPIDLY MOVE UP THE E-GOVERNANCE EVOLUTION STAIRCASE

Strategy/PolicyPeopleProcessTechnology

3. TransactionCompetition

Confidentiality/privacyFee for transactionE-authentication

Self-servicesSkill set changesPortfolio mgmt.Sourcing Inc. business staff

BPRRelationship mgmt.Online interfacesChannel mgmt.

Legacy sys. linksSecurityInformation access

24x7 infrastructureSourcing

Funding stream allocationsAgency identity“Big Browser”

Job structuresRelocation/telecommuting

OrganizationPerformance accountability Multiple-programs skills

Privacy reduces

Integrated servicesChange value chainNew processes/services

Change relationships(G2G, G2B, G2C, G2E)

New applicationsNew data structures

Time

2. InteractionSearchable

DatabasePublic response/

email

Content mgmt.Increased support staff

Governance

Knowledge mgmt.E-mail best prac.Content mgmt.MetadataData synch.

Search engineE-mail

1. Presence

Publish

Existing

Streamlineprocesses

Web siteMarkup

Trigger

4. Transformation

Cost/Complexity

Define policy and outsource execution

Retain monitoring and control

Outsource service delivery staff

Outsource process execution staff

Outsource customer facing processes

Outsource backend processes

ApplicationsInfrastructure

Value

5. Outsourcing

Constituent

Evolve PPP model

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06/29/06 28NPC Sikkim May 2006

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FOR FURTHER INFORMATION PLEASE CONTACT :-E-MAIL: [email protected]@[email protected]:91-11-23217004Office of the CAG,10, B.Z. Marg,New Delhi-110002

Let all of us work together to make our country a Developed And Good Governed Nation

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mailto:[email protected]

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