Government Enterprise Architecture for New Zealand GEA-NZ v3.0. Department of Internal Affairs

Transcription

1 Government Enterprise Architecture for New Zealand GEA-NZ v3.0

2 GEA-NZ v3.0 Goals and Objectives 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 : 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 Page 2

3 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 Page 3

4 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 Page 4

5 GEA-NZ v3.0 Structure Page 5

6 GEA-NZ v3.0 - Context and Relationship Strategy and Policy Strategic Goal Performance Influences Citizen/Organisation Government Services Uses Capabilities Categorizes Area Line of Standardises & Guides Standards Security Standards Governance Uses Purpose Objective Ownership Measures Data and Information Assets Categorizes Function Risk Policies Roadmap Data and Information Guidelines Measurements Domain Subject Topic Hosts Application and ICT Services Informs & Secures Control Domain Area Category Hosts Technology Assets Infrastructure Domain Area Category

7 Government Enterprise Architecture for New Zealand Page 7

8 GEA-NZ v3.0 -Strategy and Policy Provides linkage between architecture and strategic goals, policies and investments. All-of-Government level Sets out government goals, objectives & roadmaps Identify new opportunities to improve & share Drive efficiency, effectiveness, & system transformation 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. sets the strategic objectives that drives the performance framework Performance sets the objectives and roadmaps for business improvement and transformation Strategy and Policy 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 Data and Information Application and ICT Services Infrastructure sets the expectations for security and privacy sets the expectations for standards use and adoption across government Security and Privacy Standards Page 8

9 GEA-NZ v3.0 -Performance Describes performance frameworks and related metrics that apply across GEA-NZ v3.0 and investments Agency level All-of-Government level Provides targets and performance measures that quantify the performance benefits Includes capability maturity models to measure and improve their performance 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. describes the framework for measuring strategic performance and programme benefit realisation provides measurements and controls for business services, processes, capabilities, and business change Strategy and Policy Performance 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 Data and Information Application and ICT Services 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 Page 9

10 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 egovernmentinteroperability 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., Data and Information, Application and ICT Service, Infrastructure, and Security and Privacy. 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 Standards 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 Page 10

11 Security and Privacy Context and Relationship 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 Security and Privacy provides security and privacy information, tools and standards that secure customer interests, channels, business services, and processes 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 Data and Information Application and ICT Services provides security and privacy information, tools and standards that secure infrastructure Infrastructure defines security and privacy standards and implementation guidelines Standards Page 11

12 GEA-NZ v3.0 - Page 12

13 GEA-NZ v3.0 - Generic representation of business processes, products and services. It emphasises the customer centricity and channel shift Agency level All-of-Government level 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 Describes customer personas and customer experiences How customers interacts with the agency What products and services the agency provides Enables business and IT leaders to discover opportunities for cost savings and new business capabilities. describes the business services, processes, and capabilities to support the strategic goals and objectives sets out the business capabilities required to support effective business performance management sets the business requirements for data and information, and identifies redundancy, duplication and gaps Strategy and Policy Performance Data and Information 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 Application and ICT Services 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 Security and Privacy Standards Page 13

14 Five Areas New Zealand Society Individuals and Communities es Civic Infrastructure Government Administration Page 14

15 GEA-NZ v3.0 Data and Information Page 15

16 GEA-NZ v3.0 -Data and Information 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 provides a framework for trusted data and information that can be used for strategic decision making provides a framework for trusted data and information that can be used for business performance management Strategy and Policy Performance Data and Information provides the data and information structures that support business services, processes, capabilities, information sharing, and reuse 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 Application and ICT 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 Security and Privacy Standards Page 16

17 Data and Information -Categorisation Motivators Plans Controls Contracts Parties Cases Places Items Events Services Entities Activities Page 17

18 GEA-NZ v3.0 Application and ICT Services Page 18

19 GEA-NZ v3.0 -Application and ICT Services Describes applications that support business processes Core business applications, COTS, software components (websites, databases, ) and end user computing All-of-Government level 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 Agency level Describes applications and ICT services Helps application portfolio management Helps identify opportunities for sharing, reuse, and consolidation or renegotiation of licenses. Application and ICT Services represents a key mechanism for realising strategic goals, through adoption of agile core business applications and industry standard corporate support functions provides the ICT services that enables performance measurement and control, and offers opportunities to improve business efficiency through sharing and reuse provides the application and ICT services that support business services, processes, capabilities, information sharing, and reuse 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) 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 Strategy and Policy Performance Data and Information Infrastructure Security and Privacy Standards Page 19

20 Nine Application and ICT Services Domains Corporate Applications Common Line of Applications Specialist Line of Applications End User Computing Identity and Access Management Services Security Services Data and Information Management Services ICT Components, Services and Tools Interfaces and Integration Page 20

21 GEA-NZ v3.0 Infrastructure Page 21

22 GEA-NZ v3.0 -Infrastructure Describes the technology infrastructures that support the application and business processes of the organisation. It may include insourced, outsourced or cloud capabilities All-of-Government level Guides development of common capabilities and sharing and reuse of infrastructure to reduce costs Increase interoperability across agencies Support efficient acquisition and deployment Agency level Describes the infrastructure assets of the agency Helps agencies plan their migrations Provides the basis for categorising infrastructure assets helps policy compliance through the adoption of common capabilities Strategy and Policy Infrastructure provides the infrastructure that enables performance measurement and control, and offers opportunities to improve business efficiency through sharing and reuse provides the infrastructure that support business services, processes, capabilities, information sharing, and reuse provides the infrastructure to support storage and exchange of data provides the internal or external infrastructure for hosting applications and ICT services Performance Data and Information Application 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 Security and Privacy Standards Page 22

23 Four Infrastructure Domains Platform Facility Network End User Equipment

24 Accelerate Delivery Methodology (ADM) Page 24

25 Legislation ADM High Level Model SYSTEM ENVIRONMENT (PROGRAMME) Policy Pre Project Discovery Alpha DELIVERY ENVIRONMENT (PROJECT) Beta Live BAU Initiative Find out what customers need, identify constraints & measures Build prototype, test & learn from it Scaling up & going public Implementation Continuous improvement, retire obsolete channels Create a high level business case Identify the strategic and business sponsor Request for approval from the Customer needs (inc. assisted digital) Measures Constraints Stakeholder impact & input Issue identification impact Scoping & planning Team & capability requirements High level architecture Finalise customer needs Confirm authorising environment Impact legacy systems Prototype Test Learn Change/refine Change management plan Metrics & measurements for KPIs Customer testing plan Integration tests Performance Test Showcasing Scale up Communicating with stakeholders Go public Change management 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) Change management 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 Change management 1-2 weeks 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 Cases Governance Page 25 Stakeholders

26 ADM Discovery Phase Initiative Split up into Scenarios Analyse Requirements Analysis & Architecture High level Design Expo showcase Integration with other scenarios Property Exchange Write high level Case Strategic Initiative sponsor Buying a vehicle Selling a house Buy firearms Charter a boat Initiative Sponsor Same process for each scenario Workshops with customer representatives & SME s involved agencies and 3 rd parties User reps., Agency & 3 rd Party SMEs Analysis and Enterprise & Solution Architects from each agency work together to design the processes, common business services and high level Solution architecture Page iterations 1 iteration 2 if there is a major change in goals and objectives 2-3 hour stand up review where all invited stakeholders can give there comments, ask questions and potentially sign-off the artefacts Integrate the artefacts of each scenario of the initiative into a single solution architecture Key Agency BAs Impacted Department Agency of Internal Key Agency AffairsBAs & Architects 26 Stakeholders & Architects

27 ADM Alpha Phase Product Creation Product Backlog Sprint Planning Sprint Sprint Demo Sprint Retro Property Exchange Solution Architecture Split up the architecture into consumable sprints Create Product backlog Sprint Planning + Sprint Goals Daily Stand-up 2-3 Week Sprint Showcase sprint results to stakeholders (Customers,, Architects, Product Owners) Sprint retrospective and lessons learned Architects + product owner Product owner + scrum master Scrum master + development team 2-5 iterations Scrum master + development team Product owner + Scrum master + development team Write high level Case Page 27

28 Project Work stream A DISCOVERY ALPHA BETA LIVE Bundle of tasks Scenario(s) ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS Case Project Overview - Example Diagram showing a schema for a sample project. It is useful to assist understanding of the glossary and the relationship betweendifferent elements within a project which is crucial for the business case process. Initiative Work stream E DISCOVERY ALPHA BETA LIVE Bundle of tasks T1 T2 T3 T4 T5 T6 T7 T8 T9 T1 T2 T3 T4 T5 T6 T9 Scenario(s) as Usual Prepare High Level Case Work stream B DISCOVERY ALPHA BETA LIVE Work stream D Bundle of tasks T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 T13 Scenario(s) DISCOVERY ALPHA BETA LIVE Bundle of tasks T1 T2 T3 T4 T5 T6 T7 T8 T9 Scenario(s) As Usual Work stream C DISCOVERY ALPHA BETA LIVE Bundle of tasks T1 T2 T3 T4 T5 T6 T7 T8 T9 Scenario(s) Timeline Initial Stage Stage 2 Stage 3 Stage 4 Stage 5

29 Initiative Diagram showing a provides a sample overview of the Case and Request for Funding process. Project as Usual Work stream A DISCOVERY ALPHA BETA LIVE Work stream E DISCOVERY ALPHA BETA LIVE Prepare High Level Case Work stream B DISCOVERY ALPHA BETA LIVE Work stream D DISCOVERY ALPHA BETA LIVE As Usual Approval Project Case Work stream C DISCOVERY ALPHA BETA LIVE & 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 Timeline Initial Stage Stage 2 Stage 3 Stage 4 Stage 5

30 ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS High Level Case -Name of the business case -Request for Funding Initial Stage Initial Stage Strategic Case Strategic fit, need to invest & case for change Economic Case Need to Invest Define the problem & the need for change. Case for change Overall Objectives Current State Customer Needs Needs Scope Determine potential value for money Project Benefit Analysis compared benefits with Financial costing Overall project benefits Benefit type New Zealanders New Zealand Government New Zealand Economy Description Financial Costing Costs Financial Case Assess affordability & funding Capex Opex Total Revenue $ $ $ Affordability Summarise the ability to meet the capital and operating costs of the business case. Strategic Context Include organisational overview, operating environment & how investment proposal aligns to relevant Government, sector & organisational strategies. Benefits Risks & Issues # Work streamrationale Organisations & % involvement A B Funding Constraints & Dependencies C D Request for Funding (RfF) Initial Stage Capital Operational Project assessment E $ $ Describe how project meets the short-list criteria to be selected as an accelerated better services for New Zealanders project. 4 Commercial Case Sourcing & procurement 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. 4 Management Case Plan for successful accelerated delivery Stakeholder Engagement How top 5 stakeholders have been engaged # Name & Role 1 Engagement to Date Viability Project viability from a delivery, policy & technology perspective DELIVERY xxx R Work streams Description of the work streams that make up the project. These form options for a phased delivery. # Name Description A Schedule High level schedule and break down of the whole project into stages (RfF = Request for Funding) Initial Stage dd/mm/yy - dd/mm/yy 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 2 3 POLICY xxx A B C RfF RfF RfF RfF RfF 4 5 TECHNOLOGY xxx G D E

31 ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS Name of the business case -Request for Funding Go/No Go Gate Stage n Strategic Case Strategic fit, need to invest & case for change Economic Case Not to be changed from original High Level Need to Invest Define the problem & the need for change. Case for change Overall Objectives Current State Case Project Stage Cost Benefit Analysis Cost-benefits work stream x (Alpha Live) Determine potential value for money Option 1 Option 2 Option 3 Financial Costing Costs Financial Case Assess affordability & funding Capex Opex Customer Needs Needs Net % Value of benefits Net % costs Benefit cost ratio Initial estimates Spent to date Affordability $ $ $ $ Strategic Context Scope Benefits BAU Summarise the ability to meet the capital and operating costs of the business case. Include organisational overview, operating environment & how investment proposal aligns to relevant Government, sector & organisational strategies. Risks & Issues Options description in supporting signed-off discovery phase documentation. # Next work stream rationale Organisations & % involvement Funding Request for Funding (RfF) Stage n Constraints & Dependencies D E Capital $ $ Operational Project assessment Describe how project meets the short-list criteria to be selected as an accelerated better services for New Zealanders project. 4 Commercial Case Sourcing & procurement 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. 5 Stakeholder Engagement How top 5 stakeholders have been engaged # Name & Role 1 2 Engagement to Date Work streams status an overview of the each work stream status # Discovery Alpha Beta Live A Done Done Ongoing dd/mm/yy B Done RfF - - Management Case Plan for successful accelerated delivery Schedule and break down of the whole project into stages (RfF= Request for Funding, YtS= Yet to Start) Initial Stage dd/mm/yy - dd/mm/yy G Stage 2 dd/mm/yy - dd/mm/yy A Stage 3 dd/mm/yy - dd/mm/yy Stage 4 dd/mm/yy - dd/mm/yy Stage 5 dd/mm/yy - dd/mm/yy 3 C Ongoing DONE Ongoing RfF YtS YtS 4 5 D RfF E

32 Data and Information Governance Maturity Assessment Executive Sponsorship Data Accountabilities Data Training Is there an Information Management / Data Governance policy active within the agency? Data Performance Measures Note: The policy should be concerned about the importance of the correct use of data within the agency, not just about Information Security. 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. Data Policy & Standards Typical Behaviours 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. 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. - 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. - 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. Information and Data Governance Structure Data Definition Forum Data Quality Forum Knowledge Management Forum Authorises & Mandates Agency Information and Data Steering Group Provides sign-off authority for data Proposes investment priorities to Agency Internal Governance Structure Agency Enterprise Design Authority Agency Investment Board Education & Communication Forum Ensures data governance in projects Agency EPMO Page 32

33 Data and Information 5 Focus Areas We Document and Control our Information, Data and Processes 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 Embed Our Data Responsibilities 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 We Share a Data Language 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 We Assure Our Data Quality Quality is difficult to measure: Standard rules are needed to assess data completeness, accuracy and currency. Make key decisions with high quality information We Use Our Data Wisely 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 Page 33

34 Data and Information Assessment Method Information and Data Landscape Data & Process Management L1 L2 L3 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? 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. Typical Behaviours 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. Typical Steps 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. L4 L5 The agency has documentation of the complete information and data landscape which is under change control. The agency continually monitors, refines and simplifies their high level information and data landscape 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. 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. Page 34

35 Data and Information Result Evaluation Example This is an example of the output from a maturity assessment. Looking at the Initialmarks and combining it with the typical behaviours it shows progress across each area. With the typical stepsthe agency can build a plan of action for the short and mid-term future. Page 35

36 Data and Information Annual 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. Page 36

37 Data and Information -Categorisation Motivators Plans Controls Contracts Parties Cases Places Items Events Services Entities Activities Page 37

38 Information Discovery Page 38

39 Q&A ICT.govt.nz - Guidance and Resources - Government Enterprise Architecture for New Zealand [GEA-NZ] Regine Deleu regine.deleu@dia.govt.nz