Document
Transcript of Document
www.cio.gov.on.ca
Business Transformation Business Transformation Through Enterprise Through Enterprise
Architecture and InnovationArchitecture and Innovation
Dave WallaceCorporate Chief Technology Officer
Management Board SecretariatOffice of the Corporate Chief Information Officer
October 2004
Queen’s Printer for Ontario 2
Agenda
• Business Transformation in the Ontario Government– Brief Tour From Past to Present and Beyond
• Meeting the Challenges– I&IT Vision and the Office of Corporate Chief
Technology Officer (OCCTO)’s Role• Role for Enterprise Architecture
– Evolution– Look to the Future: Enabling Innovation
Queen’s Printer for Ontario 3
Political Pressures: Government Priorities are Causing Change
• Strong sense of accountability to 12 million “shareholders.”• Focus on reforming programs and delivering change with real,
tangible, measurable results in such priority areas as health and education.
• Moving to a balanced budget on 2007/08• Greater intergovernmental cooperation and collaboration required:
– Sharing solutions is cost-effective & avoids duplication across organizations
– People working together create better solutions– Public policy issues are increasingly complex & multi-
jurisdictional– Today, technology provides opportunities to connect
organizations– The public expects seamless service
Queen’s Printer for Ontario 4
Government Transformation
From…Bureaucratic
One-channel service
Vertical silo thinking
Duplicating cost
Invisibility
To…Citizen-centred
Multi-channel service
Cross-boundary thinking
Reusing successes
Transparency
Changing expectations from the public
Globalization
Fiscal PressuresTechnology Advances
Queen’s Printer for Ontario 5
Driver/Vehicle/Carrier Systems:• $1B in revenue• Affects 9.1M people• 27M business transactions
annually• 60+ kiosks
Social Assistance• $3.7B payment• 700,000 beneficiaries• 200,000 Ontario Works &
200,000 Ontario Disability Support cases processed annually
Health Insurance• $6.5B payment• Affects 23,000 doctors• 170M services paid annually• SSH Agency will connect heath
care sector facilities and partners
Personal & Business Registration• $137M revenue• Affects 11.9M people; all
businesses• >3.6M transactions annually• Connected to CCRA
Police (OPP & Municipal Co-op):• Affects 11.9M people; 25,000 police• >1M calls monthly• Major Case Mgmt System connects to
other policing agencies
Tax Revenue• $48.7B revenue• Affects 11.9M people; all vendors• 5.1M returns & payments; 2.4M
assessments/reassessments annually• Connected to banks & CCRA• e-filing
Service Delivery Depends on Information & Information Technology
Education• Affects 3.1 M students annually, and
120,000 teachers in 4,700 schools• 1M active OSAP accounts, 1,500
Financial Aid Officers• $2.4 B in loans• >100 million transactions• 17 fed/prov. programs
Queen’s Printer for Ontario 6
Electronic Service Delivery (ESD)
Providing services electronically to our clients
Common I&IT Infrastructure
Underlying technology to support both enterprise-wide and business specific applications
Integrated Service Delivery (ISD)
Providing Ontario services over the counter and electronically to individuals and businesses
Sectoral ReformUsing I&IT to drive and enable
sectoral reform
Enterprise Resource (HR and Financial) Systems and e-commerce processes
Corporate Systems and Enablers
Citizen Engagement
Enabling two-way publicinteraction
The E-Government Context
Enterprise Architecture and Standards
Queen’s Printer for Ontario 7
Moving Forward… e-Government in OntarioPublic Transactions - Electronic Services - Internal Transformation
Government and cross-jurisdictional collaboration to drive social development, economic competitiveness and regulatory harmonization
Integrated, cross-jurisdictional service
delivery through multiple channels that is customer-
focused, seamless and convenient
Connecting government and citizens through
increased transparency and citizen engagement
opportunities
Develop enterprise management systems and approaches that drive more value from investments
Queen’s Printer for Ontario 8
e-Government to e-Ontario
e-Public Sector
e-Ontario
Go e-2003Position Ontario as a leaderin electronic service delivery
Ontario as a global leader in the creation of social and economic benefits
through I&IT
Consolidate, standardize,
utility infrastructure,
asset management
Collaborate, provide
seamless service
…2005…2006…2007…2008…e-OPS
…2008…2007…2006…2005…
Queen’s Printer for Ontario 99
SYNERGY
COMPLEXITY
TECHNOLOGY
The Public Receiving Seamless Service
Public Policy Issues are Increasing Complex & Multi-jurisdictionalare addressed effectively and on a timely basis
Technology Providing Opportunities to Transform Organizations to Connected Entities
PUBLIC EXPECTATION
People Working Together Create Better Solutions
What This Means for the Ontario Public Service
Queen’s Printer for Ontario 1010
Meeting the Challenges
• S
• M
• A
• R
• T
imple by being Seamless
anageable by being Measurable
ccountable by being Accessible
elevant by being Responsive
rusted by being Transparent
Queen’s Printer for Ontario 11
Dave Wallace Corporate Chief
Technology Officer
Greg Georgeff Corporate Chief
Information Officer
Joan McCalla Corporate
Chief Strategist
Blair Smith Corporate
Chief Service Delivery
Ontario’s I&IT Organization
Cluster Chief Information Officers
Economics/BusinessChris Renaud
Central AgenciesMarty Gallas (A)
Community ServicesJim Hamilton (A)
Land/ResourcesDes McKee
JusticeJohn DiMarco
Human Services Lorelle Taylor
TransportationDavid Nicholl
Lisa SherinHR & Stakeholder Education Branch
Peter Macaulay Corporate Security
Queen’s Printer for Ontario 12
DIVISIONAL MANDATE: To effectively identify and assess the strategic future value of information and information technology To effectively identify and assess the strategic future value of information and information technology (I&IT) in order to influence its adoption in support of the business agenda of the government.(I&IT) in order to influence its adoption in support of the business agenda of the government.
Focus Areas: Enterprise architecture and standards; Advanced/enabling and transforming technologies; Architecture and change management governance; IT Service Management strategies and processes; Horizontal opportunities and initiatives
DIVISIONAL MANDATE: To effectively identify and assess the strategic future value of information and information technology To effectively identify and assess the strategic future value of information and information technology (I&IT) in order to influence its adoption in support of the business agenda of the government.(I&IT) in order to influence its adoption in support of the business agenda of the government.
Focus Areas: Enterprise architecture and standards; Advanced/enabling and transforming technologies; Architecture and change management governance; IT Service Management strategies and processes; Horizontal opportunities and initiatives
Corporate Chief Technology Officer
Corporate Chief Technology Officer
Mandate: To provide effective leadership and support functions to ensure that the Ontario Government’s Enterprise Architecture, Architecture Planning/Directions Setting, and Technical Standards fully meet client requirements and Quality Assurance standards
Mandate: To identify emerging technology and initiate opportunities for accelerating or enhancing the delivery/quality/ effectiveness of the IM/IT for the business of government.
Corporate Chief Technology Officer Organizational Structure, Mandates, & Functions
Planning, Admin Finance and
Technology SecretariatFunctions
Planning, Admin Finance and
Technology SecretariatFunctions
ITSM Strategies and ChangeManagement
ITSM Strategies and ChangeManagement
Innovation and Applied
Technology
Innovation and Applied
Technology
Mandate: To lead the strategic planning for the evolution of an enterprise IT Service Management (ITSM) model (standards, best practices, processes, technology) across the OPS and to manage the enterprise change management discipline and function
CorporateArchitecture and
Standards
CorporateArchitecture and
Standards
Queen’s Printer for Ontario 13
Enterprise Architecture Vision
Having an Enterprise Architecture results in an organization where there is clarity of vision, mission
and outcomes.
Future strategies are known, risks are mitigated and common values and terminology allow for easy
communication.
Clients and the services that meet their needs are explicitly defined.
Information technology is tightly aligned and seamlessly integrated with both current and future
business design
Queen’s Printer for Ontario 14
A Clear Role for EnterpriseArchitecture
• Like a city, a master plan to describe the parts and functions of government
• For the Ontario government, their master plan for I&IT is enterprise architecture
• It is the blueprint that provides the framework for quality and timely I&IT solutions that are business-driven
• …now more than ever, enterprise architecture is needed for government
Queen’s Printer for Ontario 15
Design
ComplexEntity
Has a
Architecture Enterprise
EnterpriseComponent
Is a type ofHas an
Environment
Exists in
Influences
Mission
fulfills
Model
optimizes
Describes
Describesrelationships &interactions of
Describesrelationshipof complex
entity to
Describesprinciples for
Describes fundamentalstructure, function & behavior of
Exhibits
Semantic Model for Enterprise Architecture
Queen’s Printer for Ontario 16
Evolution of Architecture in the OPS
I&IT Strategy
EIA Project Ph. 2
Centre of ExcellenceProjects
1998
1998-1999
1999-2000
2000-present
2001-2002
ArchitectureAssessment
2002-2003
2003-2004
Enterprise I&IT Architecture (EIA)
Project Ph. 1
Programs & Services, InformationModeling, Adaptive Infrastructure
Checklist & Guidebook
E-Ontario & BTEP Alignment
2004-2005
Queen’s Printer for Ontario 17
Putting the “Business” In Architecture
• The primary purpose of business architecture is to accurately capture the business requirements
• In this way, resulting I&IT solutions meet the needs of the end-user
• Business architecture accomplishes this by: – Gaining a clear understanding of service needs
from a client point of view– Optimizing the service value chain– Providing the right level of infrastructure and
solutions
Queen’s Printer for Ontario 18
Generic Public Sector Enterprise Model
ClientOrganizations
IndividualClientsOutputs
ProviderOrganizations
Authority
AccountabilityRoles
Responsibility
Used in
Deliver
Accomplish
Governance Outcomes& Impacts
Jurisdictions
Programs
Services
Processes
Resources
Queen’s Printer for Ontario 19
Enterprise Business Context Model
ENTERPRISEARCHITECTURE
Clients
Governors
Partners/Agents
Suppliers
Accountability
Collaboration
Ser
vice
sP
rocurement
Architecture Governance Today in the Ontario Government
Deputy Ministers’ Committee on
Transformation of the OPS
I & IT Executive Leadership Council
Transformation
Leadership
Council
Architecture Review Board
Architecture Core Team
Cluster Architecture Review Board
Cluster Architecture Core Team
Cluster Domain Architecture Teams
IT Standards Council
Cluster CIO
Cluster Projects (Change Initiatives)
Info
rmati
on
Tech
nolo
gy
Applic
ati
on
Secu
rity
Busi
ness
Domain Architecture Team Leads
Corporate Architecture & Infrastructure
Projects
Queen’s Printer for Ontario 21
View Forward: OPS Architecture Directions
• Growing maturity with iterative development
• Reducing the many variations of development methodologies - the common thread: UML
• Repository and collaboration tools
• Collaborative inter-governmental development of key reference models and methodologies
• Community of practice – improving skills in government and in industry to strengthen partnerships
• Need for Inter-governmental governance
Queen’s Printer for Ontario 22
Current Level OfOpportunity For
Business
Exp
and
edO
pp
ortu
nitie
s Fo
r B
usin
ess
Short-Term Trends
To Watch and Key Ones to
Act On
2 + Years Technology“Triggers”
WidensHorizon
3 - 5 Years Technology“Signposts”
WidensHorizon
5 + Years
Innovations That Expand Business Opportunities
Queen’s Printer for Ontario 23
Managing Change By Balancing Benefits and Risk
New Business
Models
New Processes
Improved Processes
Investigations or Proof-Of-Concepts
Work Underway or
Pilots
2+ Years
Overall Technology Direction:
The use of technology will become pervasive, secure and transparent wherever you are, whatever you are doing, and at any time.
Overall Technology Direction:
The use of technology will become pervasive, secure and transparent wherever you are, whatever you are doing, and at any time.
3 - 5 Years 5 - 10 Years
Risks
Ben
efit
s
Long –range Tracking
10+ Years
Stages of Matu
rity
Stages of Matu
rity
Stages of Matu
rity
Stages of Matu
rity
Queen’s Printer for Ontario 24
The Technology Future Series
Queen’s Printer for Ontario 25
2004/05 Information Technology Themes2004/05 Information Technology Themes
Pervasive Computing Knowledge
Management
Deep Computing
Ease of Use Real-Time Computing
Wireless Connectivity
Mobile Devices
Open Standards
Identity Management
Personalization
Intelligent Agents
Search Engines
Collaborative Filtering
Social Network Analysis
Instant Messaging
Utility Computing
Visualization
Data Mining
Pattern Recognition
Queen’s Printer for Ontario 26
Inter-Jurisdictional Opportunities
• As a combined voice, governments have a significant voice
• Working together can save time and money• More consistent solutions will drive “horizontal
government”– Enterprise Architecture and specifically
business architecture alignment– Open software and standards are changing –
technology directions can be driven by government…
– Leveraging technology innovations
Queen’s Printer for Ontario 27
Summary
• Ontario’s transformation agenda is ambitious • Architecture and open standards are key to this
agenda• We have implemented enterprise architecture in
an evolutionary and federated manner• We see collaboration with the federal, municipal
governments and private industry is crucial• Effective collaboration will require the degree of
flexibility with technology innovation• Enterprise Architecture IS the means to the end!
Queen’s Printer for Ontario 28
Thank You!
Dave WallaceCorporate Chief Technology Officer