Presentation GEA-NZ v3 0 [Read-Only] focus is on how ICT can enable system transformation across...

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

Document v1.1

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

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GEA-NZ v3.0 – Structure

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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

Infl

uen

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

Document v1.1


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

Str

ate

gy

an

d P

oli

cy

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 Data and Information

sets strategic context for the evolution of the business application portfolio, including efficiencies

through sharing, reuse and the adoption of common capabilitiesApplication and ICT Services

defines the guidelines for infrastructure asset management and efficiency through sharing, reuse and

the adoption of common capabilitiesInfrastructure

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

Pe

rfo

rma

nce

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

changeBusiness

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

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

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

provides measurements and controls to determine effectiveness of security and privacy 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 - StandardsDescriptionThe 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.

Sta

nd

ard

s

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 reuseBusiness

provides standards that guide data and information Data and Information

provides standards that guide application and ICT services Application and ICT Services

provides standards that guide infrastructure Infrastructure

defines standards and implementation guidelines Security and Privacy

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Se

curi

ty a

nd

Pri

va

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 processesBusiness

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

informationData and Information

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

servicesApplication 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 PrivacyContext and Relationship

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GEA-NZ v3.0 - Business

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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 Data and Information

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

opportunities for reuse and sharing

Application and ICT

Services

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 managementSecurity and Privacy

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

GEA-NZ v3.0 - Business

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

BusinessesCivic

Infrastructure

Government Administration

Five Business Areas

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GEA-NZ v3.0 – Data and Information

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GEA-NZ v3.0 - Data and Information

Da

ta a

nd

In

form

ati

on

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

makingStrategy and Policy

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

performance managementPerformance

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

capabilities, information sharing, and reuseBusiness

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

services 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 Security and Privacy

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

standardsStandards

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

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Motivators

Entities Activities

Controls

Plans

Contracts

Parties

Places Items

Cases

Events Services


GEA-NZ v3.0 – Application and ICT Services

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GEA-NZ v3.0 - Application and ICT Services

Ap

pli

cati

on

an

d I

CT

Se

rvic

es

represents a key mechanism for realising strategic goals, through adoption of agile core business

applications and industry standard corporate support functionsStrategy and Policy

provides the ICT services that enables performance measurement and control, and offers opportunities to

improve business efficiency through sharing and reusePerformance

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

information sharing, and reuseBusiness

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

informationData 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 controlsSecurity and Privacy

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

standardsStandards

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

Data and

Information

Management

Services

ICT Components,

Services and Tools

Interfaces and

Integration

Nine Application and ICT Services Domains

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GEA-NZ v3.0 – Infrastructure

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GEA-NZ v3.0 - Infrastructure

Infr

ast

ruct

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 reusePerformance

provides the infrastructure that support business services, processes, capabilities, information

sharing, and reuseBusiness

provides the infrastructure to support storage and exchange of data Data and Information

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

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

of security and privacy controlsSecurity and Privacy

sets the infrastructure requirements that drive development and scope of corresponding

standardsStandards

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

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Accelerate Delivery Methodology (ADM)

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ADM – High Level Model

Document v1.1

Find out what

customers

need, identify

constraints &

measures

DiscoveryDiscoveryDiscoveryDiscovery

• 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

AlphaAlphaAlphaAlpha

• Finalise customer needs

• Confirm authorising

environment

• Impact legacy systems

• Prototype

• Test

• Learn

• Change/refine

• Change management

plan

Scaling up &

going public

BetaBetaBetaBeta

• Metrics & measurements for

KPIs

• Customer testing plan

• Integration tests

• Performance Test

• Showcasing

• Scale up

• Communicating with

stakeholders

• Go public


Implementation

LiveLiveLiveLive

• 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)


2222----3 weeks 3 weeks 3 weeks 3 weeks – High

level business

case + scenarios

2222----3 iterations of 3 iterations of 3 iterations of 3 iterations of

2222----3 weeks 3 weeks 3 weeks 3 weeks – High

level design

3333----5 iterations of 5 iterations of 5 iterations of 5 iterations of

2222----3 weeks3 weeks3 weeks3 weeks1111----2 weeks2 weeks2 weeks2 weeks 1111----2 weeks2 weeks2 weeks2 weeks

Continuous

improvement,

retire obsolete

channels

BAUBAUBAUBAU

• 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


LegislationLegislationLegislationLegislation

StakeholdersStakeholdersStakeholdersStakeholdersBusiness CasesBusiness CasesBusiness CasesBusiness Cases GovernanceGovernanceGovernanceGovernance

PolicyPolicyPolicyPolicy

DELIVERY ENVIRONMENT

(PROJECT)

SYSTEM ENVIRONMENT

(PROGRAMME)

Business

Initiative

PrePrePrePre

ProjectProjectProjectProject

• Create a high level

business case

• Identify the strategic

and business sponsor

• Request for approval

from the …

1111----2 weeks2 weeks2 weeks2 weeks


ADM – Discovery Phase

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“Pro

pe

rty

Exc

ha

ng

e”

InitiativeInitiativeInitiativeInitiative

“Buying a

vehicle”

Split up into Split up into Split up into Split up into

ScenariosScenariosScenariosScenarios

“Charter a

boat”

“Buy

firearms”

“Selling a

house”

Workshops with

customer

representatives

& SME’s involved

agencies and 3rd

parties

AnalyseAnalyseAnalyseAnalyse

RequirementsRequirementsRequirementsRequirements

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 Expo Expo Expo

showcaseshowcaseshowcaseshowcase

2-3 iterations

1 iteration2 if there is a major change in goals and objectives

Sa

me

pro

cess

fo

r e

ach

sce

na

rio Integrate the

artefacts of

each

scenario of

the initiative

into a single

solution

architecture

Integration Integration Integration Integration

with other with other with other with other

scenariosscenariosscenariosscenarios

Strategic Strategic Strategic Strategic

Initiative sponsorInitiative sponsorInitiative sponsorInitiative sponsorBusiness Business Business Business

Initiative SponsorInitiative SponsorInitiative SponsorInitiative SponsorUser reps., Agency User reps., Agency User reps., Agency User reps., Agency

& 3& 3& 3& 3rdrdrdrd Party SMEsParty SMEsParty SMEsParty SMEsImpacted Agency Impacted Agency Impacted Agency Impacted Agency

StakeholdersStakeholdersStakeholdersStakeholders

KKKKeeeeyyyy AAAAggggeeeennnnccccyyyy BBBBAAAAssss

& Architects& Architects& Architects& Architects

Write high

level

Business

Case

Key Agency BAs Key Agency BAs Key Agency BAs Key Agency BAs

& Architects& Architects& Architects& Architects 26


ADM – Alpha Phase

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Write high

level

Business

Case

“Property

Exchange”

Solution

Architecture

Product Product Product Product

CreationCreationCreationCreation

Create

Product

backlog

Product Product Product Product

BacklogBacklogBacklogBacklog

Sprint

Planning +

Sprint Goals

Sprint Sprint Sprint Sprint

PlanningPlanningPlanningPlanningSprintSprintSprintSprint Sprint Sprint Sprint Sprint

DemoDemoDemoDemo

Sprint Sprint Sprint Sprint

RetroRetroRetroRetro

Architects Architects Architects Architects

++++

product ownerproduct ownerproduct ownerproduct 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 Product owner Product owner Product owner

+ + + +

scrum masterscrum masterscrum masterscrum master

Daily Daily Daily Daily

StandStandStandStand----upupupup

2222----3 Week 3 Week 3 Week 3 Week

SprintSprintSprintSprint

Scrum master Scrum master Scrum master Scrum master

+ + + +

development development development development

teamteamteamteam

Scrum master Scrum master Scrum master Scrum master

+ + + +

development development development development

teamteamteamteam

PPPPrrrroooodddduuuucccctttt oooowwwwnnnneeeerrrr

++++

SSSSccccrrrruuuummmm mmmmaaaasssstttteeeerrrr

+ + + +

ddddeeeevvvveeeellllooooppppmmmmeeeennnntttt

teamteamteamteam

2222----5 iterations5 iterations5 iterations5 iterations

Department of Internal AffairsTim

eli

ne

Bu

sine

ss As U

sua

l

Usual

Business as

UsualProject

Wo

rk s

tre

am

A DISCOVERY ALPHA BETA LIVE

Bundle of tasks

Scenario(s)W

ork

str

ea

m B DISCOVERY ALPHA BETA LIVE

Bundle of tasks

Scenario(s)

Wo

rk s

tre

am

E DISCOVERY ALPHA BETA LIVE

Bundle of tasks

Scenario(s)

Wo

rk s

tre

am

D

DISCOVERY ALPHA BETA LIVE

Bundle of tasks

Scenario(s)

Wo

rk s

tre

am

C DISCOVERY ALPHA BETA LIVE

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

pa

re H

igh

Le

vel B

usi

ne

ss 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.T

ime

lin

e

Project

Wo

rk s

tre

am

A DISCOVERY ALPHA BETA LIVE

Wo

rk s

tre

am

B DISCOVERY ALPHA BETA LIVE

Wo

rk s

tre

am

E DISCOVERY ALPHA BETA LIVE

Wo

rk s

tre

am

D

DISCOVERY ALPHA BETA LIVE

Wo

rk s

tre

am

C DISCOVERY ALPHA BETA LIVE

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

Go/No Go Gate

Stage 3

Request for

Funding

Go/No Go Gate

Stage 4

Request for

Funding

Go/No Go Gate

Stage 5

Request for

Funding

Bu

sine

ss As U

sua

lUsual

Business as

Usual

Pre

pa

re H

igh

Le

vel B

usi

ne

ss C

ase

Initiative

Business

Initiative


Stage 2

dd/mm/yy - dd/mm/yy

Stage 3

dd/mm/yy - dd/mm/yy

Stage 4

dd/mm/yy - dd/mm/yy

Stage 5

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 CaseDetermine potential value for money

Financial CaseAssess 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 CasePlan 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

CaseSourcing & procurement

4Delete 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


Stage 2

dd/mm/yy - dd/mm/yy

Stage 3

dd/mm/yy - dd/mm/yy

Stage 4

dd/mm/yy - dd/mm/yy

Stage 5

dd/mm/yy - dd/mm/yy

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 CaseDetermine potential value for money

Financial CaseAssess 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 CasePlan 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

CaseSourcing & procurement

4Delete 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

Executive Sponsorship Data TrainingData

AccountabilitiesData 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 StructureInformation and Data Governance Structure

Data Definition

Forum

AgencyInformation 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

Document v1.1


•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

Document v1.1

Data and Information – 5 Focus Areas

Department of Internal AffairsDocument v1.1

Data and Information – Assessment Method

Data & Process ManagementInformation 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.

LevelsThere 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.

Document v1.1

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.

Document v1.1

Data and Information – Annual Result Evaluation Example


Data and Information - Categorisation

Document v1.1

Motivators

Entities Activities

Controls

Plans

Contracts

Parties

Places Items

Cases

Events Services

Department of Internal AffairsDocument v1.1

Information Discovery


Q&A

ICT.govt.nz - Guidance and Resources -

Government Enterprise Architecture for New Zealand [GEA-NZ]

Regine Deleu – [email protected]

Presentation GEA-NZ v3 0 [Read-Only] focus is on how ICT can enable system transformation across...

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