The Whole of Government Approach: Models and Tools for EGOV Strategy & Alignment

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1 The Whle f Gvernment Apprach: Mdels and Tls fr EGOV & Alignment Adegbyega Oj (in cllabratin with T. Janwski and E. Estevez) United Natins University

2 OVERVIEW 1. THE WG APPROACH 2. APPLICATION OF THE WG APPROACH TO IT STRATEGY MANAGEMENT (WG-ITSM) 3. TOOLS FOR WG-ITSM 4. APPLICATION OF WG-ITMS TOOLSET IN MACAO MACAO, 20 MARCH

3 WHAT IS WG APPROACH? Whle-f-Gvernment dentes public services agencies wrking acrss prtfli bundaries t achieve a shared gal and an integrated gvernment respnse t particular issues [Christensen et al 2007]. 1) They can fcus n plicy develpment, prgram management, and service delivery. 2) WG prcesses may be bradly and cmprehensively applied, r may be highly specific, r targeted. 3) WG prcesses may be infrmal r frmal. That is, they may either carry authrity r cnsist f nthing mre than a gentlemen s agreement. MACAO, 20 MARCH

4 RATIONALE FOR WG The ratinale fr WG apprach include: 1) delivery f hlistic respnses t plicy issues, particularly the prblems that transcend agency bundaries (s-called Wicked prblems); 2) prviding administrative slutins t the prblem f departmentalism; 3) prviding incentives fr departments t lk beynd their narrw interests; 4) enabling seamless services; and 5) reducing duplicatin acrss departments [Mseley 2009] MACAO, 20 MARCH

5 EXAMPLE 1 AUSTRALIA Defines WG strategies t entail deliberate actin, usually, but nt always, n the part f gvernment, t facilitate crss-departmental and inter-rganizatinal cperatin in the develpment and implementatin f a particular public plicy and/r the delivery f services. Presents ratinale fr WG apprach t include: In Australia, fragmentatin and lack f crdinatin acrss agencies (and levels f gvernment) respnsible fr delivering gvernment services, has been identified as a majr prblem. There is a belief that certain practices designed t increase integratin, can be emplyed in the plicy develpment and implementatin cycle that will increase the likelihd f natinally cnsistent and mre hlistic and effective plicy utcmes. Parties invlved - divisins under Health and Ageing department. [Hunt 2005, Whle f Gvernment - Des Wrking Tgether Wrk?] MACAO, 20 MARCH

6 EXAMPLE 2 PUBLIC SECTOR REFORM 1. Addressing the negative side effects f New Public Management: s-called pillarizatin f the public sectr t much fcus n perfrmance management single-purpse rganizatin structural devlutin at the expense f hrizntal integratin. 2. Respnding t the need fr infrmatin sharing due t: security risks crisis and disaster management MACAO, 20 MARCH

7 WG NETWORK - EXAMPLE Cnsider a typical view f gvernment - different administrative levels and sectrs/lines f business. Netwrks can be frmed at different levels [Hunt 2005] Intradepartmental Interdepartmental Intergvernmental Inter-sectral It results in a functinal rather than rganizatinal view f gvernment. MACAO, 20 MARCH

8 OVERVIEW 1. THE WG APPROACH 2. APPLICATION OF THE WG APPROACH TO IT STRATEGY MANAGEMENT (WG-ITSM) 3. TOOLS FOR WG-ITSM 4. APPLICATION OF WG-ITMS TOOLSET IN MACAO MACAO, 20 MARCH

9 DEFINING IT STRATEGY MANAGEMENT ITSM is an integral part f the strategic management system f any rganizatin invlving: develpment f IT strategies t meet perfrmance targets, develpment f IT-related capabilities t enable IT strategy implementatin and IT perfrmance management t mnitr and cntrl the implementatin. Typically, the gvernment s IT management functin is cncerned with making sure that IT: delivers value t citizens, businesses and the public at large supprts business and administrative prcesses twards peratinal excellence enables cllabratin in gvernment and cmpliance with gvernment regulatins; and supprts rganizatinal grwth and the acquisitin f IT skills and cmpetences. MACAO, 20 MARCH

10 CONCEPTUAL MODEL FOR ITSM MACAO, 20 MARCH

11 DEFINING WG-ITSM When we cmbine ITSM with the WG cncept, there are tw pssible interpretatins: 1) Applying WG principles and prcesses t imprve the ITSM practice in gvernment, r The invlves develping a virtual IT rganizatin acrss the gvernment, with n specific applicatin gal. This definitin makes any develped WG IT capability latent until applied. 2) Develping the ITSM practice that inherently supprts WG initiatives in gvernment. This requires the supprt frm a virtual IT rganizatin indicated in the first definitin. Therefre we cnsider WG-ITSM t include bth the creatin f a virtual IT rganizatin in gvernment and the strategic applicatin f this rganizatin in furthering WG initiatives. MACAO, 20 MARCH

12 WG-ITSM MODEL MACAO, 20 MARCH

13 EXAMPLES OF WG-ITSM PROGRAMS Gvernments are searching fr better crdinatin, cntrl and regulatins mechanisms fr technlgyrelated plicies and strategies: Tw ntable prgrams US Perfrmance and Results Act (GPRA, 93) and Clinger-Chen Act (96) requiring perfrmance-based and result-riented decisin-making in IT by all federal agencies. AGIMO cmprehensive refrm prcess n the Australian Gvernment s use f Infrmatin and Cmmunicatin Technlgy (ICT). Substance f these prgrams GPRA requires cnnecting IT investments t stakehlders and mandates cperatin between agencies n IT investments AGIMO stipulates greater crdinatin and hrizntal gvernment apprach t ICT plicies There are sme evidence that abut ne-third f OECD cuntries are attempting t centralize ICTrelated plicies. MACAO, 20 MARCH

14 OVERVIEW 1. THE WG APPROACH 2. APPLICATION OF THE WG APPROACH TO IT STRATEGY MANAGEMENT (WG-ITSM) 3. TOOLS FOR WG-ITSM 4. APPLICATION OF WG-ITMS TOOLSET IN MACAO MACAO, 20 MARCH

15 WG-ITSM TOOLSET The framewrk cnsists f mdels and tls: 1) Mdels prescribing the adpted apprach: strategy management activity IT strategy develpment prcess crdinatin and integratin f IT strategies 2) A tlset supprting the use f the mdels: A tlkit and a set f templates t supprt the IT strategy prcess A markup language t describe strategies A web-based applicatin fr integrated strategy management MACAO, 20 MARCH

16 TOOLSET COMPONENTS MACAO, 20 MARCH

17 TOOLSET COMPONENTS DESCRIPTION ID ELEMENT DESCRIPTION C1 Management Mdel Specifies the cre elements f an IT strategy and the relatinship amng them. C2 Prcess Mdel Prescribes the majr steps in an IT develpment prcess C3 Integratin and Alignment Mdel Prvides mechanisms fr integrating elements f different strategies and techniques fr aligning them C4 Tlkit and Templates A detailed guideline n hw t implement the strategy prcess in practice C5 Markup Language (smxml, StratML) An XML language fr representing, exchanging and integrating strategic plans C6 Management System A sftware tl fr dcumenting, analyzing, integrating and reprting strategic plans MACAO, 20 MARCH

18 COMPONENT 1 STRATEGY MODEL The Management Mdel: Applies the Balanced Screcard System Perspectives define majr areas f cncerns Organizes IT strategies arund IT gals, assciated with perspectives stemming frm the visin statement Prescribes linkages between IT strategies assciated with different perspectives t achieve alignment Prvides the bject mdel fr the design f the smxml Language (C5) MACAO, 20 MARCH

19 COMPONENT 2 STRATEGY PROCESS ID Step Descriptin S1 Planning Apprve, cmmit, identify stakehlders, mbilize resurces, schedule activities S2 S3 S4 S5 S6 S7 Strategic Framewrk Capability Assessment Develpment Implementatin Cntrl Dcumentatin Revisit rganizatinal visin, IT visin and gals, revisit IT missin Evaluate technical, rganizatinal and managerial aspects f IT Discuss, learn, and decide n strategies thrugh SWOT using S2, and S3 Determine actins frm strategies, priritize them fr time and resurces Develp and mnitr strategy perfrmance measures Dcument, cmmunicate and disseminate strategies MACAO, 20 MARCH

20 COMPONENT 3 INTEGRATION MODEL The integratin mdel wrks as fllws: Perspectives are used as a basis fr integrating strategies acrss agencies High-level perspectives (as upper-level ntlgies) are agreed by agencies High-level perspectives are assciated with agency-level perspectives Cnslidatin acrss agencies is carried ut based n high-level perspectives This integratin mdel is being extended t supprt the use f semantic tags MACAO, 20 MARCH

21 COMPONENT 3 ALIGNMENT MODEL The alignment mdel: PAR External EGOV External PAR External EGOV External Adapts the Strategic Alignment Mdel f [Hendersn and Venkatraman, 1990] t suit alignment prblems in gvernment EGOV Ptential Maps alignment dmains t pairs f 1) strategic r external issues and 2) internal supprting prcesses and infrastructures PAR Internal PAR Executin EGOV Internal PAR Internal EGOV Internal Prvides an alignment prcess PAR External EGOV External PAR External EGOV External Supprted by Tlkit and Extensin t the Management System EGOV Driven PAR PAR Internal EGOV Internal PAR Internal EGOV Supprt EGOV Internal MACAO, 20 MARCH

22 COMPONENT 4 TOOLKIT AND TEMPLATES The tlkit supprts: 1) Develpment f IT Prcesses 2) IT practice t satisfy COBIT cntrl bjectives 3) The IT Balanced Screcard (IT-BSC) methd The Templates prvides instruments fr: Stakehlders analysis, Capability assessment, IT visining and gal setting, develpment, Elabratin f bjectives and mapping MACAO, 20 MARCH

23 COMPONENT 5 MARKUP LANGUAGES Prvides XML Language fr ITSM (smxml): Underlying bject mdel is based n the Management Mdel (C1) Develped t enable integratin f strategies acrss gvernment Prvides representatins fr strategic plans and screcards Cvers the main elements f StratML Elements include: Organizatin, Missin, Visin, Perspective, Gal,, Objective, Initiative, Prject, Measures Als supprts StratML as alternative frmat MACAO, 20 MARCH

24 COMPONENT 6 STRATEGY MANAGEMENT SYSTEM SMS is a sftware tl that supprts: Centralized management f IT strategies including integratin and alignment Develpment, analysis and reprting f strategies by individual agencies Specific features: 1) dcumenting IT strategy elements and maintaining IT strategy database 2) generating frmatted IT strategies and screcard dcuments 3) representing agency IT strategies in smxml and StratML 4) analyzing vertical and hrizntal alignment between strategies MACAO, 20 MARCH

25 OVERVIEW 1. THE WG APPROACH 2. APPLICATION OF THE WG APPROACH TO IT STRATEGY MANAGEMENT (WG-ITSM) 3. TOOLS FOR WG-ITSM 4. APPLICATION OF WG-ITMS TOOLSET IN MACAO MACAO, 20 MARCH

26 USE OF TOOLSET IN MACAO MSARG has since 1999 pursued tw majr prgrams fr administrative imprvement: Public Administratin Refrm Prgram aimed at imprvements in internal gvernment management and public service delivery. Technlgy-enabled Transfrmatin f Gvernment thrugh E-Gvernment Bth prgrams include: Restructuring administrative prcesses and eliminating infrmatin islands thrugh better crdinatin, rganizatinal interperability and gvernance framewrks; and Streamlining and integrating gvernment infrmatin infrastructure fr instance thrugh technical and managerial standards and the use f shared cmpnents in the develpment f agency prtals and electrnic public services. MACAO, 20 MARCH

27 PROJECT CONTEXT The applicatin f the WG-ITSM framewrk was carried ut within the cntext f the 2 nd Phase f the e- Maca Prgram frm 2006 t 2008, under the Strategic IT Planning Prject. The bjectives f the prject include: t facilitate the prvisin f the necessary leadership and guidance framewrk fr crdinating IT strategic management practices in Maca; and t develp the ITSM capacity in gvernment agencies in supprt f their individual missins and f the verall sci-ecnmic gals f the gvernment. MACAO, 20 MARCH

28 TOOLSET APPLICATIONS OUTPUTS FOR MACAO MACAO, 20 MARCH

29 EXAMPLE GENERATING STRATEGY FROM SMS MACAO, 20 MARCH

30 EXAMPLE STRATEGY DOC GENERATED FROM SMS MACAO, 20 MARCH

31 EXAMPLE GENERATED STRATEGY IN SMXML MACAO, 20 MARCH

32 EXAMPLE GENERATED STRATEGY IN STRATML MACAO, 20 MARCH

33 CONCLUDING REMARKS Implementatin f SMS still in pilt phase in Maca, hwever a few cuntries have indicated in interest in using the applicatin. We hpe t further develp the analytical aspects f the SMS applicatin t suggest cmmn themes in strategies beynd cnslidatin thrugh perspectives. MACAO, 20 MARCH

34 Thanks fr listening! Questins? Adegbyega OJO

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