 Dr. Palap Saha is a distinguished member of technical staff at PIPRO's global enterprise architecture consulting group where he meets the government and public sector practices. Dr. Saha is the chief architect to the Andhra Pradesh State Enterprise Architecture, and Bhutan E-Governs Interoperability Framework. He worked, has cited by the United Nations, World Health Organization, U.S. Department of Defense, Open Technology Foundation, Infotech Research Group, and the Open Group, and has contributed to the World Bank A guidelines for Mongolia, Vietnam, and Bangladesh. Dr. Saha. Thank you. Am I audible at the back? Yes. Usually I'm loud enough. All right. And I must say, it's a very humbling experience for me to see how the entropy has taken off. I mean, I still remember that day when we were sitting in a room, and this used to be called Andhra Pradesh State Enterprise Architecture. That's the official name. But the label E-Pragiti has become very famous. I suppose it is almost a phenomenon now. Right? I'm very happy to hear that. I think that's Palap Saha here today. Yeah. And I'm very pleased to hear that the state is going to announce 2017 as the year of E-Pragiti. So that is great. What is very interesting as a result of E-Pragiti is that the awareness and the curiosity about Enterprise architecture has grown. That's the reason we have more than 200 people here. And I'm sure some of you may have heard about E-Pragiti already. As he said, there are a few documents already available on the portal. But E-Pragiti is actually not about the portal or not about the system. Because one of the common misconceptions about Enterprise architecture is when you build an enterprise scale application, people think that that's Enterprise architecture. So for instance, if you have an ERP which touches every part of the enterprise and the architecture of that ERP system becomes the Enterprise architecture, then that's absolutely wrong. That's not what Enterprise architecture is. Between today and tomorrow, you're going to hear many case studies. I think Mr. JS has already walked into what E-Pragiti is. And there's many more information available about that case study. And later on, I think tomorrow, second half, we have national case studies. And I've been involved, privileged to be involved in some of those engagements. So when I was asked to speak on this, I was trying to figure out what should I be presenting. Because I've been involved in the National Enterprise Architecture initiative in many countries, directly doing projects or also as advisor to multilateral institutions like the World Bank and the U.N. Because some of the developing countries' efforts are funded by multilateral agencies. So I thought let me kind of synthesize the findings that I have observed over the year and present to you as to how the overall framework of National Enterprise architecture actually plays out as the countries start adopting E-Pragiti. I think in the previous presentation, we already spoke about what are the lessons learned. So it kind of takes up from that, what are the lessons learned, what are the impediments that organizations or I would say countries face in terms of doing National Enterprise Architecture. All right, so these are some of the key questions that typically government leaders ask or should be asking. The whole idea of can we provide and deliver services in an effectively integrated manner, that's important because services are how government interacts with people and that's how it should be starting. It is not about building systems, building IT systems because I understand that most of us here do have an IT background in some way and that's not something that you need to be apologetic about. That's actually a strength because today every business is a technology business. So keeping that aside, if you really see the way governments interact and converts with the people, with the citizens, basically it is through the services. So how can we deliver services in an efficient manner? The second question that the government leaders should be asking is how do we therefore direct our resources and investments to the right services. We were analyzing the 3,000 odd services. There is actually a portal, some of you may be familiar with that. There is a portal called ITAL. It actually gives a number of services provided by each state. It's amazing that if you go through the list of services, there are about 3,000 services now. If you're online, you can actually check it out there by state and different types of services. If you analyze the services, 60% are replicated as Laura was alluding to. Every state is reinventing the wheel. And therefore for a country like ours, we shouldn't be wasting resources coming up with the same kind of services. But this is not a technical problem. This is actually more of people trying to protect their turf, not sharing information, using confidentiality as an excuse to hold back information. All of the human factors that come into play when you're talking of enterprise architectures, especially at the national level. The third question is, do we have a common platform? I think E-Precuity 4 is one example of a common platform. And I think state and even at the national level, we should be treating it as a common platform. We've not gotten to that point yet, but there are certain things that need to be taken into consideration when you come up with a common platform. For instance, we're going to use open source as an example. These are certain decisions we need to take into consideration when you're coming up with a common platform. And then a few other things, right? You know, one thing I get calls from many states and they actually tell me when you're speaking to the chief minister, he's basically talking about the cohesive 10x political value, right? Absolutely true. If you don't have the political will, the chief minister of the state doesn't have political will or who doesn't come from the prime minister, this is not going to happen, period. It is as simple as that, right? It is not about frameworks, it is not about reference architectures, it is not about notation, it is not about technology. It is all about getting the right political will and that push is extremely important because the inertia of not doing it is very, very high. Because we have been brought up in a situation where we need to be kind of almost by habit, we keep fragmented, we never think holistic, right? Earlier in the morning break, somebody was telling me, you know, and this actually came up in our, one of the national committee meetings that Jaisat was mentioning about and you know, we have colleagues from STQC here, somebody said, why aren't two departments of the government actually coordinate so that the vote didn't does not happen after the new vote is made? Right? It's a, you know, general thing which is common across all cities, all because the different departments are not interacting, they are not thinking holistically. The road lane department decides that I need to lay the road, my work is done. It doesn't matter to me if the telephone guy comes and starts digging the road, because the telephone guy is thinking, my job is to lay the road, lay the wire or whatever it is, or fix the wire. So this is something that is very important from a government leadership perspective, which kind of, you know, triggers the journey into national enterprise architecture or board of government enterprise architecture. So this is a survey done by the World Bank. It shows you what citizens are expecting from these government initiatives. India is listed there, not all the countries are listed there, but if you see the top three priority from an India-centric perspective, what the, this is citizens' expectations or what the citizens are saying is, hey government, you need to plan for the long term. I think somebody also kind of mentioned that in the question, saying that when you come up with the national enterprise architecture, it should transcend multiple elections, so to speak. Like what happens if a different political party comes into power and this is a pragmatic problem that we need to tackle at the national level. The important point is, with respect to e-government, we need to have a national aspiration, right? I'll talk about a UN survey later on. The second important priority is from an India-centric perspective is citizens are telling you, include us in the actual service design and delivery. You need to understand what services we need. Earlier he was speaking about certificates, for instance. Nearly 40% of government services are basically providing some certificates and licenses. It is not providing a service, providing a piece of paper so that it can be deposited to another government department and to deliver another service is not what government service is all about. But that is happening, that's quite rampant. We have all been experiencing that. You apply for a passport, imagine the number of documents we need. Today, of course, things have improved, but it should be even better. So these are some of the priorities, highlights from the survey and there are a few other countries mentioned here. So I'll leave the slides here so you can actually have a look. The intent here is not to go through every bullet point there. Okay, I will not go into the definition of enterprise architecture. We have seen that and what are the different building blocks of here. I think we have already been introduced to the concept of here. What I'd like to highlight here are two layers or the two blocks here, security architecture. Given that a lot of the information is going online, having a common framework for security architecture is an imperative. I suppose we have a couple of people from the Ministry of Defense here. Future wars are not going to be physical wars, they're going to be cyber wars. I think we all understand that. If a terrorist brings down the reserve back of India or the Bombay stock exchange, imagine the impact at the national level. So what I would suggest is that when we come up with a national framework, it's important that we give new importance to security architecture. I think that is kind of addressed in this conference because tomorrow we have a couple of sessions on security and cyber security. So that should be an important part. Now another thing, why I would like to highlight the security architecture is today we are all talking about cloud. How many of you know that every local cloud provider, cloud service provider is an American company? What does it do to the national security context? Ask yourself this question. I'm not saying that I'm anti-American or anything, but I'm telling you these are the questions that people ask you. Where is that data going? We all go to Gaga about all our office working on office 365 and working on the cloud, but it actually could go to a single vendor and that's something that is actually happening and people are not realizing that this is happening. Sending emails to Gmail, for instance, to government officials. That was the practice in many countries. I'm not saying that you need to keep in mind from a security perspective. I'm highlighting some of the things that actually come up, not just in India, but multiple countries. So what is government enterprise architecture? So it's a mission focused approach and a favor to galvanize the government ecosystem. So that's the official definition that we have used for equality also by transcending boundaries for designing and developing services in a coordinated, efficient and equitable manner. That's very important because when you're dealing with governments, when you're dealing with government services, it's important that the citizens are impacted. In some sense, their quality of life improves. Now, what are we looking at? I think this has already been explained. So in one picture, I'll put it, this is what governments typically tend to be. They have a very department or agency-centric, but what we're trying to do is get here. What you see here is from your current to the target while we're not removing the departments, that would be too politically sensitive to do, right? We're not removing the departments. We're trying to figure out, can we come up with a common platform or shared platforms which can integrate those different departments so that to the citizen, government appears as one? That is important. So the department administrative structure still continues to exist, but through these series of common and shared services, when I'm talking about shared services, these are business services, these are government to citizen services, government to government services, and government to business services, you get to a point where the citizen gets a feeling that I'm talking to one enterprise, the government. And the whole idea is when the citizen approaches the government department, whether it's through a portal or through a physical office, maybe in the rural area, the government does not say, sir, you have come to the wrong department. There is no wrong door, right? Now that is very easy to say, imagine the realization of it takes a lot of political will, a lot of technology and a lot of process range where you do achieve that. So this is basically in a picture, in a nutshell, what team product is also trying to achieve. In fact, that was the whole essence of the state enterprise architecture. Okay, so I was talking about the UN survey. So this is the latest survey. I don't know how many of you actually follow this. UN does a survey every two years. It's a 2016 survey. And this is a publicly available document, and there it ranks all the countries in the world in terms of their e-government maturity. And India doesn't rank very high, I think it's somewhere around 106 or 107, which is nothing to be proud of. I think one of the goals of digital India should be we should be ranked within top 20 in the next 10 years, unless we have the national aspiration it is not going to happen. Now what you see here on the left of the picture are the different maturity levels as defined in the survey. So I'm not going to go into the details. But the whole idea is can we move to a point where different government entities actually interact with one another. So that's been inter-governmental. So the collaboration is happening within the government entities to a point where you have inter-governmental, which is let's say two state governments are collaborating. Maybe it's a health issue or it's a criminal issue because criminals actually transcend different states. So can we have that? To a point where it is extra-governmental, which means that now the government is interacting with the private sector when to provide certain services. It is not necessary that every service needs to be provided in full by the government agency themselves. Finally to a point which is ubiquitous, which is where government becomes a platform. No country in the world has reached the ubiquitous, but at this point, if you Google it up, the country that is trying to get there is South Korea, which is actually seen as one of the pioneers of enterprise architecture. And that's the reason this is more than digital government. This is digital economy. Digital government is only digitizing the government's part of the country, of the nation. Digital economy is when a private sector organization, for instance, encourages cashless payment. That is digital economy. And that's what countries are trying to achieve. Can we use digital government as a trigger to build our digital economy? In the 21st century, that is how it is going to be. So I'm not going into the details of the survey, but this is something that is very essential for us to actually improve, for a country to improve its own economy, government mature. So let me now walk you through. Some of these pictures may be a little bit busy, but I think what I've done here is I've synthesized my findings to about five or six slides in terms of certain system models. So this technique was invented at the MIT School of Management. This is called systems thinking or system dynamics. And the whole idea is to understand how digital government through enterprise architecture plays out at the national level. Because it's important for you to understand what are the enablers and what are the impediments you are likely to face. Should you, in your country, or a new organization should embark on an enterprise architecture journey? So typically, now at this point, the context is government, I'm focusing on the public sector. So typically what happens is the trigger for e-government or digital government starts with propensity to build a future government. So basically if you see the vision 2029, the whole idea was can we have a long-term vision as to how the state should be directed? How the state should be moving towards a specific target? Now that leads to a certain, and that is obviously a culmination of many factors. It could be economic factors, it could be demographic factors, social factors, digital technologies, making it available, so on and so forth. But eventually what happens is when you look at future government, it becomes very complex. I think the concept of complexity has been mentioned many times. I think you understand that. So it becomes very complex. And citizens' expectations of governments are rising. I've shown you the slide on that. That leads to use of technology in terms of transformations. That's the reason you saw in the previous presentation. E-government is a framework for transformation. It's not just automating the government. Now, why do we need, you know, take-enabled transformation? Because at the citizen level, it affects corruption. And the reason I've highlighted the box there in the NOS corruption or perception is because that is one of the factors taken into consideration by the UN session. Did technology, adoption of technology in the government reduce corruption? Right? One thing that is very important from a digital government and a digital economy perspective is that we, any country, you know, any country needs to start to consume technology. The reason why we are not ranked very high in the UN survey is why we have a very big IT service industry servicing, supplying technology to other countries. We as a country, let's say, India as an example, India as a country are not very mature in consuming technology, right? Yes, there have been few, you know, impacts here and there, but as a country, we're not very high in consuming technology, and that's precisely how digital government gets triggered. You know, the idea is from a citizen perspective, this is going to reduce corruption, because one of the key points in the definition is equitable services. All right, so that becomes the trigger and you'll see some arrows there. Now, we've spoken about complexity, so there are few ways to deal with complexity. First one is enterprise architecture. I think all of you have already talked about. Gaurav was already talking about roles, because India has a multilayered government and many large countries will have a multilayered government. Therefore, it's important to understand what is the role of the central government, state government, urban, you know, local bodies, panchayats, and so on and so forth, right? And then we need to have good metrics and incentives, and that's why the whole idea of the SDG, sustainable development goals, right? So it has to impact citizen at the ground level so that his or her quality of life is improved. And obviously at this point, it's important for any government, any country to understand what are the services, what are the overlaps and redundancies between the services, which is on your left there, bullet number one, so that the difficulties the citizens are having in terms of consuming the services are removed and therefore that leads to improvement in government performance. So this is not about building IT systems. Yes, that's one of the key elements of digital government or e-government, but this is about improving government performance itself and that's why managing context is one of the key, the reason is why enterprise architecture is done. Okay? All right. Now, what happens is, let's assume that the country has already triggered some kind of a key government or a digital government. And as he rightly mentioned, the previous speaker rightly mentioned, for a country to adopt enterprise architecture, you have to get to a level of maturity of technology adoption. There are certain pay points you have to face to appreciate why enterprise architecture is required. Right? It is highly unlikely that immature organization will actually need enterprise architecture because they will not be convinced as to what the benefits are. So that is extremely important. Now what happens is as a result of the trigger of the digital economy, one thing that happens is the ICP industry goes big. So the ICP industry is on the lower end which actually becomes some way to ensure that the public sector and the private sector come together to provide some of the architecture services. And that's one of the reasons why we are doing so many industry consultative sessions, respect, let's say, within the context of each property. So basically it is taking the industry into the fold and saying that, guys, this is all about not about government alone, this is about the digital economy and therefore the industry itself moves forward. So that's the second enabler, so to speak, in terms of digital government which is at the bottom of the picture that you see here. Okay, now look at the services. This is global nothing specific to India. Look at the types of services that get impacted by digital technologies. So on your left are the services and the clusters of services that get automated first and on your right are the ones that don't get automated or they are automated last. All right, so if you can see here all the revenue generated activities for instance tax collection and all of that stuff gets automated first which is obvious, right? But once the tax is collected how that money is allocated to different schemes and social programs is something that gets automated last. So it gives you a flavor of how it happens. In fact in e-government body of knowledge, paying tax, if that is a service, paying tax is not even considered a service it's actually an obligation to be a citizen. The service is when the government comes and says let's do the road here or let's provide internet services to the local media, that's a service an obligation is something that we as citizens we have to fulfill as being part of the citizenry. Okay. Then what happens? So now it's playing out, see how it plays out. So the country has embarked so to speak on some kind of a digital government part. It has kind of brought in the industry the ICT or IALT industry into the fold. But what happens is once you're starting to come up with common platforms and you know shared services typically what happens is there is a pressure to maintain autonomy. Remember that as Bob was saying to earlier when you look at it from a holistic perspective obviously there are a lot of redundancies. Remember these services are being delivered I gave you the example of ETA if you actually go and see that. If I can't say that he did actually mention this as you mentioned but when we started we did 1200 services 1200. What they bought was 745 so that the number of the other services were eliminated because they were redundant in some sense. What typically happens is that once you start looking at it from a holistic perspective there is always an element of people trying to protect their jobs and that creates friction within the system. That will become an impediment to be digital government is going to be adopted so that's your move here on this. And the second box the yellow box is the online service index. This is another metric that is used by the USP government service. I'm highlighting this through certain metrics that are taken into consideration. And while this is important as I mentioned earlier in India we have a specially large metric we have multi-level government so we may have a national government a state or a provincial government we may have a district but we may have a city government and even at the rural areas. What is likely to happen is that these governments can belong to different political parties who will not like to talk to each other. If that is not there you can imagine why you mentioned 10x political parties. So when you are trying to connect the pictures to how it is going to play out when you come up with something like a full of government enterprise activities. So now what we see here on the left this side here once the digital services are coming on the portal there is a chance that citizens are trying to consume those services. I mean let's assume that the question that came up was in addition to English can we provide local language support and let's assume that the answer is yes. So now even in the rural India the citizens are trying to consume services to the portal. So that improves e-participation. People the citizens are not participating in the whole cuts of digital government. And why is that worse again because e-participation is the third factor that is to take into consideration the UN Government Survey. So other than the agendas here I'm sure we can't beat it but the whole idea other than maintaining their own I would say privacy in terms of whether my department is going to share information to the other departments other than all of the other arrows and loops what you see here are positive loops. Typically what we see is those are the things that are going to push the adoption of digital government. Now this is another survey, same type of survey what it shows is satisfaction with online services. We are talking about the online service index. So what you see here is on your y-axis is how important the service is low to high and on the x-axis is the satisfaction with the service. Again on your c-plot right here the kind of services firing tax assessments or submission, applying for renewal and private licenses, applying for renewing a passport and something like that. So obviously people are generally satisfied with those kind of services because governments tend to spend a lot of money on automating those services. Because in general they have a limited generation of services. Whereas some of the more subjective type of services for instance here, lower left here you can see there are a lot of bundle of services here we actually satisfied with the government provides those services. So it gives you a sense of how services are being looked at from a citizen-centered perspective. Now, now comes the story right, we have all the plus points of digital government now what happens is a lot of people think that enterprise architecture therefore is about centralization. Everybody must follow a specific standard and once you start dictating that there are people within the government entities who will try to maintain their own job. So they will come up with their own empires whether it is technology empire, a business empire, usual the usual reason given is the way you guys are doing is not how you work. We would have to build our own thing because the whole idea is it is not invented pure simple. So if one state comes up with a reference argument which is the other state will say this cannot work for me. I can tell you what is happening in the experience what is happening in the ea, 70% of it can be replicated across any other state at the business level I am not even talking about the technology at the technology level standardization is very easy. You take it for granted it will work. Even at the business level the kinds of services that different states provide are very very similar here you go to another state they will say this is very different this is what AP has done I will not follow that for reasons. And therefore what happens is people start replicating that becomes an impediment in the overall digital government at the national level. So that becomes an impediment now. So now all the braids are coming into play. Now this is something that I would like to highlight here. Now enterprise architecture can be spoked out at different levels you can do it at the national level or at the entire organization level you can segment it out for instance I might say can I do an enterprise architecture for the entire health sector health sector across the country maybe I can do it can I do an enterprise architecture for the transportation sector as an example can I do it for the social empowerment sector so that's the segment architecture followed by solution architecture is something that we all understand quite well because that's why the solutions and the systems will come but the important point here is to maintain that hierarchy why? because as I showed you once like that we have a multi-level government many countries, large countries have a multi-level government and therefore that means to meet the deadline tomorrow after 80 is done with e-projecting and all of the systems are in place the department of health can come and tell me I want to build my own enterprise architecture as long as it is compliant with any overall e-projecting absolutely you should be able to allow that because department of health in its own right is an enterprise they should be able to do it as long as they follow the overall principles and guidelines and standard that we put in the statewide framework so federated approach is something that tends to work well when you want to balance centralization with autonomy our constitution actually gives a lot of autonomy to the states which means that for us to and we have to respect that and that's extremely important we also have to follow a centralized model and to maintain that autonomy therefore there needs to be some change in terms of the way in which some structure of shift is required okay now enterprise architecture is hard and something that is important is that therefore there has to be some embracing of federation which means that what federation means is that at the central level you define the methodology you define the frameworks you define the best practices and leave it at that don't get into the brass tacks of actually operationalizing give the states the autonomy to operationalize it as long as you qualify, as long as you comply to the big picture, you are okay because the whole idea is if you try to centralize and push everything from the central entity it is not going to work they have seen that in case of demonetization also at some point surface states start opposing it whether it is relevant or not that's a different issue states do start opposing it at certain level okay having said that you have seen this in an e-property context earlier what it provides you once you have a federated approach is something called very important in the architecture domain is called line of sight you need vertical line of sight you need horizontal line of sight and you need lateral line of sight all the three dimensions because it is possible that a person who is collecting ration was an example of that person who is collecting ration probably belongs to the you know below poverty line category of the group of citizens therefore he also qualifies for free education for his kids okay and maybe some free passes in rainways and city first corporations so what is happening is one service one rule can actually trigger multiple different sections therefore that visibility needs to be maintained and that can be maintained when you have a land hub you have IOT hub and so on and so on but the whole idea is to provide a 360 degree view from a citizen-centered perspective because the citizen is approaching the government that's all nothing more than that alright so I have spoken about the multi layers so I will not go into the details so that is the same thing so you have enterprise architecture, agency architecture and the solution architecture now I am seeing this playing out right here in India that once AP is done in other states they can be joined the bandwagon of course they don't use the word bandwagon the idea is can we become the second or third state to do a statewide enterprise architecture that is good from a national perspective because you can have all the reference architectures, frameworks and guidelines what you also need is success stories you know imagine AP is a success story after that you have two other states who are also success stories and you shared that success story with other states the remaining 26 or 25 states the critical mass is created it's almost like a big wheel the wheel starts rotating but for that you have to figure out who are those friends that you have in the organization who can actually support you in your mission and you create your alliance and alliances that's a plus point so that's the model available already now look at the top barriers for digital government nothing specific to India but this is global the top most barrier is insufficient funding okay but let's assume that money is available look at the number 2 too many competing priorities somebody is doing 6 sigma somebody is doing BPR open source, cloud, big data if all of that jargon is coming and suddenly nobody is thinking let's do that holistically somewhere it has to connect right and number 3 as I said security concerns you can digitize whatever you like in the end it actually makes you more vulnerable if you don't tackle the security aspect and that's the reason I was kind of emphasizing why security architecture is a must for any enterprise architecture framework okay so this is the full model what you see here is once you have the full system model it is at this point that countries and organizations start taking benefit of enterprise architecture this is where the value comes in remember on its own enterprise architecture is not any value you can create all of the documents and all of the models and frameworks what is important is whether it is adopted do you use enterprise architecture for decision making do you use enterprise architecture to identify which are your high priority services that's where the ROI comes alright so this is how it plays out now you must be wondering what is the value of having this model because you need to understand as from a strategic perspective when you are doing enterprise architecture for any large organization government you know whole of government even at the national level you need to understand what are the enablers and what are the inspectors I have shown you these three yellow boxes so those are the parameters that are taken into consideration in the UNE government so if you were to design an enterprise architecture framework we have to understand that we need to do well in that service as I said we need to act in aspiration okay so this is the entire model right the model is probably not readable but the picture is actually very clear with the projector which is not very clear now what you do here is from this model you can identify what are the things to be done to push the adoption of enterprise architecture I told you right any journey transformation journey is a mix of enablers and individuals impediments plus points, minus points your journey will be successful as long as the combined impact of enablers is more than the combined impact of impediments it's as simple as that no matter what you do realistically you cannot get rid of the inhibitors what you can do at best is minimize their impact on the overall implementation even in AP all of those inhibitors actually exist impediments so that was precisely what I was trying to come to you will have to face all of these things if you were to do enterprise architecture it's a mix, it's actually a journey it's almost like it's a balance of things that can help you and balance of things that will stop you so what you're seeing here is through the synthesis of multiple case studies there are certain interventions that have been brought in for you to drive the adoption of enterprise architecture for the state level and also at the national level how do we use enterprise architecture four different ways one way to use enterprise architecture is to support strategies so you have the grand vision vision 2029 and use enterprise architecture to realize that's right that's one way of using enterprise architecture the other way is to use enterprise architecture to manage your portfolio you have 72 projects so what you do is in multiple environments that have been brought in typically there are multiple initiatives that are derived out of your architecture you can manage it as a portfolio you know what portfolio is you manage your portfolio so that you can manage your risk somebody had a question on risk that is not equal in risk some are more some are less can you manage it from a portfolio perspective usually the whole idea of portfolio is financial it's economic third is you can use enterprise architecture to support your projects individual projects to support your vendors and the fourth way of using enterprise architecture is to guide your solution delivery I'm building a system and I have common usable services directly and use those services and assemble my system so there are many ways architecture can be used and this is important because if your blueprint is not being used in any part of the organization then you are finished your blueprint may be a beautiful document it has to be used it has to be put to use somebody has to use it so there are various ways of using enterprise architecture basically to highlight the fact that it should be adopted to get the out of it okay so OECD is the organization for economic cooperation and development there are obviously principles engage research and open up governments to maintain public trust so trust and corruption we have spoken about that adopt cohesive approaches to deliver awareness to governments and strengthen government capability to ensure return on ICD investors so if you go into a single framework this is what governments need from a digital government perspective having an architecture is important driving governance is equally important that's the second layer then you have the different segments of architecture so to speak so there's a performance part there's a business part there's a information application technology but not all governments think that once they are done with the enterprise architecture that is not going to happen because there are many other supporting activities that need to be tackled so for instance governments of IT service delivery performance, IT risk management security is spoken about security insurance, investment management, open data these are all the things that are important so those third layer boxes are equally important then you have certain enablers procurement management, the real government procures information technology systems is equally important change management project management, communication so on and so forth so what I am trying to tell you here is on this slide enterprise architecture no doubt is an important element success factor but there are many other things that need to be put in place to have a full digital government framework people ask me how we build the architecture why did we succeed I said we've not taken care of the other things plus the impediments that we need to develop I think there is a methodology here which is very similar so what we are doing is here I will show you how the light so this is the light but there are only 5 phases here on your left so these are the 5 phases currently it is still working progress but I am showing you what is currently working progress so on your left there are 5 phases they have simplified it number promise, direction and your strategy, your vision that's your vision 20 to 29 as an example and there are multiple steps of direction and vision so that what you see there and the outcome of that is your architecture scope and vision this is here so that's the milestone that you get from phase 1 the second layer there is business architecture the entire layer is the different steps of business architecture I will skip the steps but the direction is once the strategy and the vision is set we need to define the businesses in case of government it should be services products in service prioritization, rationalization we want to eliminate certain services we want to re-engineer certain services so on and so forth so that's the second layer and the output of that is business architecture that's your second policy on your left the third is blueprint which is where once you know the business now you need to come up with the data the application, the technology and the spirit combine all of this together there is one document called the architecture blueprint that's your third policy on the right having the blueprint is not enough you need money right, you saw the money every country needs money right so the fourth layer is investments you have to identify those architecture initiatives and figure out what are you going to invest the money in you know you may have 72 projects why do we focus only on the four projects there will be some thinking around that you need to prioritize that's your fourth layer and the idea here and the output from there is the roadmap now the government has come up with the roadmap it needs to put in place procurement okay vendors have to come in and probably build those you know implement those initiatives that's your fifth layer and that's your outcome which is your transformation outcome those are the five key outcomes that we're looking from an E-9 perspective that's all how do we address every aspect of architecture the first layer is why second layer second layer is what third layer is how fourth layer is when and with what timeline and resources and fifth layer is how well that's it five fundamental questions that are getting answered through the process so this should be available sometime in England I'm assuming it will go to be so this is actually a maturity model I'll state the maturity part of it because actually no state needs to face most states even the most advanced state is probably between phase three and four because the idea is not to let the blueprint the idea is to use it for certain decision making so that's where phase four and then phase five is taking benefit of it so you're not yet anywhere close to phase one and most states are actually in phase one so they go to phase zero okay this is fine some benefits so I also did a survey we did a survey in collaboration with the UN I'm going to show you some data here so there are certain benefits listed there and there are certain parameters criteria of enterprise architecture you can see how the countries actually rank up and I was talking about South Korea many of the things in fact of the seven in four they are completely institutionalized it means they have reached phase five okay so in other countries you know Australia, Jordan, New Zealand so Australia, New Zealand as well because New Zealand is actually institutionalized in two areas and localizing they could have a mature enterprise architecture but that's not government but it may be for one department as an example so that's localize but it gives you an idea of what is happening across the world in terms of enterprise architecture okay and the reason why I'm showing you this is some in fact all of these countries some of the major countries like South Korea Australia and New Zealand they rank very high in the human circle so there is a reason there is a direct impact if a country has adopted enterprise architecture it is directly on which to be matured in the world units are more or less but clear by now there is limited awareness most countries, most states don't know what kind of enterprise architecture is so that has been built up governance becomes the biggest issue because you know every department every ministry is trying to protect themselves there is no sharing of information some of that has been made there is no concept of integrated approaches as I said we kind of think fragmented maybe it's cultural or whatever it is right lack of connection to national priorities right nothing specific to any country but the whole idea is going to link it to certain goals which are more visionary in that sense right so that's important most ICP funding is actually very agency centric and in many cases especially in India what I've seen is very vendor ICP funding is very vendor CIOs are not a common position in the government in India there is no concept of a government CIO so it continues for five years let me qualify that so I hope you know what that means because from a dictionary perspective it's important and then of course one thing that happens is given that it becomes very IT centric it does not get the amount of visibility when I say it I mean enterprise architecture does not get the amount of visibility and attention it requires right for me the best place to talk about enterprise architecture would be with the planning commission really kind of because you have the five year plan somebody has to implement it that's where enterprise architecture comes so that's the execution of the strategy so that's the strategy for the country you have five year plans and then you have the execution of it so it's important that and certain countries have achieved that one of the reasons why South Korea is successful is because it is driven by their department of government administration okay I think more or less done so this is something that I've already covered I would like to finish my session this is my last slide one thing that you have to remember especially the government sector