 Good morning. Can all of you hear me? All right. It's great to be here as Steve was introducing I'm going to do it in one session. So I'm going to combine Both the presentations which is basically a case study from the one of the states in India Enterprise AP you could call it for short I've been involved in this program as chief architect over the past 15 16 months or so So what you what you're currently seeing is still work in progress and I'll also share with you how things are going to pan out over the next 15 16 months I have deliberately title my presentation from aspiration to inspiration is because AP is the first state in India that has developed a statewide enterprise Architecture and you will I'll go through the case study. You'll see how complex it is and the inspiration part is because many states have now Kind of picked it up and they're talking to us in terms of whether you know whether they could even look at a statewide enterprise Architecture, so he becomes the first state. So in this presentation, I am technically representing obviously my organization But you know because mr. Satyanarana couldn't be here. I'm also representing the state government at a certain level So some of the inputs have come from mr. Jay sat and the reason why You know why we call this e-prague is because one of the mistakes that architects do is we you know We use technical terms that people really don't understand I mean people sitting here would understand what is digital what is enterprise architecture? What is you know, what is Microsoft doing? What is Apple doing? We are not going to talk about Facebook and Apple and Google and Microsoft. It doesn't matter, right? What matters is Prague in Hindi in Indian language means development. It means progress It's a tagline for the state because this is what enterprise architecture is doing for the state You go and talk to a farmer and say I'm going to do a statewide enterprise architecture. Nobody cares. It doesn't ring a bell anywhere Right in this room. Maybe it sounds very good But to the real people it doesn't mean anything at all, you know So the entire intent of naming, you know putting that label of Prague was we wanted to ensure that when we go and talk to a villager He or she knows what he Prague can do for him or her alright, so What I will do is over the next 50 minutes or so I will take it through the presentation and then I have a five-minute short video prepared by the state government I'm going to play out so it will give you a good idea of what the whole case study is all about All right What this slide actually shows you basically the first few slides is where I said the context So this was the initial trigger so to speak for the state government This is nothing specific to the case study that we are talking about but in general in my own 15 16 years of experience have been involved in many countries not just in India many countries around the world in Terms of doing and advising on national enterprise architecture So I'm starting to see some kind of a common pattern, right? So what governments are trying to figure out is how they move from the current generation of government which Tends to be fairly hierarchical rigid, you know Services are typically single-channel or maybe a few channels to a point where the government becomes more network more collaborative more flexible Where people are participating in the delivery co-creation of the services, right? Now we know that there is no government in the world which has actually achieved, you know the second generation or the next generation of Characteristics, but most people most governments are in transition between what you see now to what you you know What you're going to see over the next five ten years And this is what actually triggered the overall journey for AP so India has been involved in You know e-governance journeys over the past 30 40 years I'm going to show you that longitudinal slide as to how India has progressed in terms of e-governance and that will Give you a good idea of the overall evolution of how government is changing Now having said that There's some certain expectations that people have from the government one is moving from departmental stuff pipe silos to becoming More citizen centering. This is easier said than done We all know the basic ideas if as long as you don't have to go into a government office You're better off, right? So that's the basic mental model that we still carry and most in most of the countries That is very common. There's nothing specific to any country To make that happen. Therefore, you need transforming and integration of back office operations of the government operations I'm not talking of IT systems alone I'm talking of the entire operation of the government both the legal function the administrative function the Judiciary so on and so forth it requires collaborative working and information sharing. This is again It's a very motherhood statement, but in the government. It's very difficult for ministries and departments to share information because the You know the I would say the system Standard answer when you look for collaborative collaboration between ministries and departments is that the information is confidential Right, so that's the standard answer. That's the standard excuse, right? I know that there are certain countries who have come up with open data initiatives UK is one of the countries which has a fairly good open data initiative In fact, we in Singapore were looking at UK at that point Having said that it would still be very primitive to expect ministries to share information You know because they still operate in the you know 18th and 19th century mindsets Citizens are therefore expecting product and service innovation in terms of what services the government provides whether it's a G to C Service or a G to B service or a G to G service. It doesn't matter I mean citizens are expecting and I'll show you one slide later on in terms of adoption of digital technologies You know comparing businesses corporate businesses governments and people right so the innovation is being expected by the people citizens obviously are looking to be engaged and part of the entire equation and What the people are expecting is that in addition to all of those major? Transformational changes they are do they do expect the countries and governments to still perform well Right in terms of economic performance and so on and so forth Right, so these are some of the key expectations that people have from the government nothing specific to any state or country But I think most of us would resonate if you worked in the public sector ever most of would resonate with these points And this is very difficult to do in the governments and there are many reasons Governments are complex systems complex ecosystems Right now what you would typically see in a large country is that most governments have a multi-layered structure So you could have a government the central level federal level You could have a government at the state level followed by some kind of a provincial or a district level and then even at the city level Right in India and large countries where you have a multi-party democracy Each at each level a different political party could be ruling who obviously don't like to talk to each other Right. I'm sure getting getting consensus in UK with a population of 65 70 million people is hard enough Think of a country which has a population of one billion Right, so that kind of consensus is very difficult to get and that's why enterprise architecture at this level is extremely complex Okay, I'll show you some data later on but I think you get the point however Having said that you still need to understand that when the government provides service some of these service could Transcend multiple levels of government Which means you have to factor in that level of complexity because there could be a service which is a mix of federal Rules provided by the state and delivered at the city level for instance So all of these complexities come in when you're dealing with government I'm sure some of you come from very large organizations, but I can tell you I mean all of you would definitely agree that the government is the largest organization in any country that you can imagine Right. Okay Now here is a survey So obviously you can see a few countries there You know, you have a few countries emerging economies large countries like India Brazil is there You have small countries like Singapore what I like to highlight given that we are going to present a case study from India So this is what citizens in India expect from government They are expecting, you know people are expecting governments do plan for the long term not just for the next few years This is critical because remember in a democracy there are elections and elections do impact every decision making Okay, it is not Facebook or Apple or Google that impacts. It's the election that will impact the decision making. That's number one So what people are saying is when you come up with some kind of an architecture It should span multiple election cycles because that continuity is extremely important Number two Understand the priorities of the citizens so involve the citizens in the decision making So many governments are starting to do that the good thing is technology now allows us to do For instance, we could easily use social media to do a sentiment analysis Many governments do that Okay, and the third one is involve the citizen in the actual decision making process itself So in some sense you can figure out what the people are expecting at the India level at the national level, right? And I leave the slides with the organizers here. So you can also see what other countries look at So as I was saying here is a survey done by the World Bank it shows you the adoption of digital technologies comparing business corporate businesses people citizens at large and Governments and you can see the graph in the center shows the adoption of digital technology By people is higher than governments and businesses at an individual level, right? We are we know that right? I'm sure each of us is probably carrying three to five digital devices at this point right now It's you can imagine That there is some level of catching up that needs to be done by governments and businesses in terms of adoption of digital technology And that me makes a lot of things very very complex for governments to think about you know So we'll get through that in the case study So I was talking about the journey so this is the journey that India has gone through from 19 mid-7 p.s All the way to you know at this point. So you can see that the initial Theme so to speak of e-governance was getting the computers into the office machine into into the offices of computerization Then slowly people realize that with computers you can become more efficient you can bring in more automation So that was the second generation me governor's journey Then the adoption of standards, you know more output focused metrics came in finally at this point You can see which is the digital India which prime minister Narendra Modi has been currently Advocating and by the way, that's the world's largest digital project at this point 70 billion dollars is being spent right This is at the national level right so you talk of digital That's the size and the whole idea is getting the government to be more collaborative We are talking of governments at the central level ministries of the central level at the state level district levels City level so on and so forth more personalized and more outcome driven So I'll show you some of the outcome driven metrics that we are you know using in the state of AP So it gives you a general sense of how e-governance as a as a whole has Evolved so to speak in the last 30 40 years in India. All right, so this is where we come in Let's see. I Hope it works So this is where we come in so this this was the this is the official definition that we have used in AP government enterprise Architecture is a mission focused approach I'll show you all of those key elements later on as I walk you through the case study and the framework to Galvanize span government ecosystem. So this is a statewide enterprise architecture by transcending boundaries departmental and ministry boundaries for delivering services in a coordinated and efficient manner Right and the whole idea is to encourage the notion of connected government connected government is not a term that we invented it was in the UN survey in 2008 and Some of you who are familiar with the UN survey what the United Nations does is it does a survey every two years Ranking the countries in terms of their e-governance maturity and one of the key success factors for countries who have done and Have efficient e-governments is because they have a good enterprise architecture, right? So all of that stuff actually comes in to the survey So that's what we have been using as a basis for our entire approach now what I Show you here Below is what are the key elements? So obviously, you know We need to understand who are the internal stakeholders who are the external stakeholders when you're delivering enterprise architecture What is the mission and vision? So I'll show you the mission and vision taking a citizen-centric approach the important point is here These are the key capabilities that any government needs to have and if you can see here It actually doesn't say technology is one of the key capability. It's all about leadership. It's all about having the resources It's all about managing the internal talent partnering networking all of the soft areas source called soft areas But what we have seen I'll show you actual numbers there what we have seen is these are the critical success factors show stoppers It doesn't matter what technology you adopt Okay, so and we are going to focus on that because this is one of the key elements of success for any government enterprise architecture because one thing that we architects don't keep in mind is that we think our role is advisory you do the Blueprint you do the design and it's over if it is not implemented. There is no ROI Right, so the whole focus in my view as architects should be on adoption if you cannot focus on adoption don't do an architecture All right, it's just a piece of paper which will become shelfware So this is the definition that we used as setting up the overall initial, you know thought process for the state Okay So some of you should be you know the basic areas that we have developed as part of the state enterprise architecture And what you see here are some of the terms. I'm definitely assure you know, you're familiar with that But what we have added to this is very important from a government or a public sector perspective is having a policy and strategy architecture because as I said if you want to implement an Architecture at in the government level you need supporting policies. It is not going to happen it on its own Right, that's the reason we added a roof so to speak on the picture obviously, there's a business architecture, which is nothing but a culmination of Capabilities and processes which I'll show you the capabilities and processes later on which gives us an inside-out view Alligned to the services and products that the government delivers and offers which provides an outside in view In most cases what you will see and obviously the alignment is symbolic here But in most cases what happens is a lot of people think doing business architecture only means modeling the business processes We all understand right just business processes is only the internal operational aspect of the enterprise architecture or the business architecture Right, we need to understand what services are provided by the government because services is how government interacts with the people It doesn't matter what your processes are. That's your internal capability Okay, so this was the overall Framework that we used in terms of developing the e-prague T which is the AP state Okay So if you don't know what we are talking about and which state we are talking about this is a state in southern India I would say southeastern India. So that's where you see here right there. All right, the state itself is 160,000 square kilometers 10 cities 10 cities with a population greater than 1 million districts 13 Subdistricts 670 villages 12,920 population 50 million. It's about the size of a country in Europe Okay, the state itself has grown At an average of about 15 percent over the last 10 years GDP growth. So it is a high growth state Okay, and it is a leader in e-governance as such So obviously these things did play a role in terms of why this was the first state which thought of enterprise architecture Okay, so that's about some Information about the state and where it is placed within the overall map of India e-prague T So that's the name that we have given and the whole vision is towards digital Entrepreneurs, so e-prague T is a new paradigm in governance based on a whole of government framework As I said earlier pan government framework Transcending departmental boundaries it adopts a mission-centric approach So I'll show you what those missions are in design and implementation that seeks to realize the vision of sunrise AP 2022 So the vision I'll show you the video later on also the vision is based on these Six pillars so to speak of focus areas for the state Right, you can see those six pillars and that's where the mission was established So so the whole idea was to get the citizen engaged to provide citizen-centric You know services make it more collaborative so on and so forth So I'll elaborate on these things But the important point here is that the state has a vision to be a developed state by UN standards by 2029 so the goal is very clearly established Number one success factor for enterprise architects don't have ambiguous goals. You will not get anywhere Set that goal which matters we have meetings with the chief minister every two months He spends one hour reviewing this project He told us very clearly the outcome earlier I told you outcomes right the outcome of this project should be it should improve the state's GDP It's already growing at 15% by 2% as a result of the enterprise architecture Right many times. I'm sure we get asked what should be the KPI to make you know measure enterprise architecture Nothing It is basically a business KPI if you look if you're converting that to a corporate You know outcome it should be impact to the top line and bottom line nothing else Everything else is detailed. It doesn't matter to the leaders How many documents you created what model you used what tool you used which notation you used irrelevant Okay Now I was talking about the mission. So this is how it started. You can see the seven missions there Primary social skills so on and so forth. Those are mission areas focus areas each has four for each of those mission areas We have developed key performance indicators Go through this list. It doesn't say building better IT systems as a mission something that we architects tend to keep doing It is all about affecting people businesses industries and citizens common people All right, so that's established the overall focus for the enterprise architecture We certain we established fundamental principles. I'm sure you're familiar with some of the ideas behind the principle So the whole idea was to look at one government Look for usability single entry multiple use disintermediation and reintermediation or e-intermediation What that means is when you talk of at the mission level you do not know which ministry and which a Department delivers the service. It is not important as a citizen You don't care which department offers me the service because the basic philosophy of Enterprise architecture where look when you're looking at it from a whole of government perspective is when a citizen approaches the government Any ministry any department the government or the department cannot say sir. You came to the wrong department There is no wrong door Okay, so this is our view of looking at citizen centric services. What do you see on this slide and The next slide is basically the business reference model of the business architecture for the entire state So what you see in the center are the same seven missions, which I showed you earlier But now we also have the departments Alright, who come together to provide a group of similar services On your left, you see the different types of stakeholders and on your right is how we have structured deep business architecture The various elements so to speak segments of business architecture now to support this Obviously, we have the details of we have come up with the capabilities We have come up with the processes so on and so forth so given the limitations of time I'm not going to go into the details of that when you see the video you will get a few more details now to support this Kind of mission which I've shown you two slides earlier and this business architecture Now we have built the data reference model of the data architecture which are the key areas that we focus on Right one of the principles of the government is to make the government data driven which means that Therefore, we have a formal structure of how data is defined There are standards being used for instance one of the key standards that being used for metadata is the Dublin core standards But an extension of the Dublin core standards. We have master data Earlier somebody was saying there is no single source of truth. Yeah, this is the single source of truth It is there right there is no concept of no architecture. The concept is emergent architecture All right, we have master data We have identified key areas of you know Fundamental areas of data so for instance data about people data about land data about business entities data about things Right IoT data hub so on and so forth That forms our core data from there. We identified domain specific data So for instance, you could be data specific to health care domain. It could be transportation domain It could be social services domain. It could be you know medical services domain so on and so forth Followed by analytical data from where you draw the insights This is happening. This is not motherhood statement. You know, I'll talk about the actual projects that we have identified Now to support this you obviously need Application this is our application reference model. So to speak What you see here, which is extremely deliberate is that we have allowed for the ministries and the agencies and the departments There to retain their autonomy. This is something again, which has to be extremely Relevant in a democratic setup you cannot because a lot of people think that when you're talking of enterprise architecture You're only talking of centralization and standardization. Yes to some extent So what do you see here in the application architecture is the way we have taken a tiered approach to standardization, right? So at the bottom you see that there are certain application capabilities Which are departmental specific because the nature of operations may be different the way a hospital works is not the way a bus company would work So you provide for that autonomy Second level we have identified certain applications which tend to be cross-cutting which means multiple departments have to be Involving the end-to-end process part of the approval review so on and so forth and therefore you need some level of orchestration These are cross-cutting applications Third level we have identified group applications. So these are applications which are specific to a group of similar ministries and departments Right, it could be transportation. It could be health care. It could be judicial so on and so forth So groups of applications and finally we have common applications right on the top These are common across the entire government. Okay, so what does it do? It provides for autonomy at the department level at the group level But also takes benefit of economies of scale because you have identified common capabilities across the government No rocket science here. Just thinking to support this We have the technology reference model which is where we get the biggest benefits of standardization it's a commodity Right the physical devices the data center is a commodity. It doesn't matter whether my laptop is a HP or a Lenovo It's a commodity right so we can standardize there so you can see the four five reference models that we have identified which establishes the Framework the entire framework for the state-wide enterprise architecture now put it to put it all together and to get the connected view Is what we have here so you can see the seven missions on top Right we have identified the group applications one thing on your left is the e-highway This is the enterprise service bus where all the 72 applications so the number of applications that we are talking about will interact and the entire Approach that we have taken is the whole of government view. However, that does not preclude Individual departments and ministries to develop their own enterprise architecture another thing which is very different in government As compared to the corporate businesses Okay, I'll talk about that later on Operating landscape the earlier speakers to what we're saying it is not an IT project absolutely This is the whole idea of e-progety. So this is e-progety in the center. It is much beyond technology We are looking at missions. We're looking at whole of government approach. So that's a vision government services There are technology building blocks Objectives we have grids and look at the grids. We are talking about power grids water road fiber and gas It is not just IT IT IT it is technology is but not IT IT Because the state wants to use enterprise architecture as a means to achieve digital government All right. Now we have identified 72 initiatives shown here Which are prioritized by waves. So we have wave 1 wave 2 wave 3 wave 4 and a few standalone projects Wave 1 is called wave 1 because these are the projects that need to be done These are the initiatives that need to be done First because these are the foundational things that need to be done for other things to work Right. So the wave 1 is wave 1 because it is definitely in sequence wave 1, right? That's the first thing to do The interesting thing is there are 72 different projects here. Now a lot of people tell us What do you do with enterprise architecture coming in and telling us now of the 72 about 44 are new initiatives And about 27 are existing initiatives. So it's a mix of new initiatives and enhancement of existing initiatives Okay, so that's another thing. We I think all of you know that as enterprise architects We would never work in a greenfield environment, right unless you're in a startup. So this is how it looks 14 departments 745 services 14 packages 72 projects. So in the previous slide I showed you those projects and packages The total implementation budget is 350 million dollars spent over the next two years The impact is 50 million people. That's the population of the state. Where are we as of yesterday? 24 RFPs have been issued. It's a public RFP. We have all the major companies in the world responding to those RFPs 14 RFPs are ready to be issued. So it'll be issued by the end of May Some of them are already going on. So depart 12 systems 12, you know, initiatives are already being implemented And there are few things which are in initial stages like 14 and some are in progress It gives you a general sense of where we are vis-a-vis those 72 different initiatives And what are the challenges are that we are facing in terms of implementation? It is not a, you know, silver bullet all through capacity building Government officers don't understand what enterprise architecture is. Neither do they care Okay, we may all sit in this room and assume that people are all going hunky-dory about enterprise architecture Nobody is so you have to change your vocabulary All right Defining requirements is extremely important because as I said government officers have never heard about this term enterprise architecture But when you present it in a proper way one of the key things that we are looking at is building capacity at the grass roots level Program management managing 72 different initiatives is not easy. It requires a massive program management capability So we have set up an office of architecture. I'll talk about that later on and aggressive timelines two years is the timeline Because in two and a half years the state will go through an election I told you right political cycles do play a role in terms of your deciding, you know cycles All right, it gives you a general idea of what e-prague is all about. I think the benefits are fairly, you know easily Understandable, I'll just you know list out all of them Okay, so there are benefits both for these state departments and of course citizens and businesses Okay, so people ask me why does it work in AP? You know other states and other countries so Brazil is interested You know being a similar country emerging country. Why does it work? I'll tell you what are the five critical success factors? So that's the approach that the state government uses. There's a strategic planning Obviously, there's a budgeting policy performance management program management so on and so forth But the five key things that really stand out is number one having a clear vision and purpose Okay, so the goal of the state is very clear. You will see in the video by 2029 by 2022 top three states in India and by 2029 a developed state Number two mission you I've shown you the mission and SDG is the sustainable development goals as defined by the United Nations So we're using that to establish our KPIs to speak the outcome centric KPIs Number three is of course the thinking process, which is where architecture comes in So once you have the vision and once you have the goals very clear Established that part the thinking process is very important the planning and the thinking, you know Obviously it needs to be followed through with execution, but I think that's an important part of the overall story funding and resources no free lunch the state has Approved the budget that I showed you earlier. So the numbers are to be shared. There's no public confidential information here, right? And finally It is being driven by the chief minister himself Okay, that makes a lot of difference in the overall Traction and overall buy-in that you get from the lawmakers other lawmakers and bureaucrats All right, so in our view what I have seen over the past 15 16 months These are the five critical success factors that any government, you know Doesn't matter whether it's India or any other country any government in the world needs to keep in view when they are looking at a Statewide or a government wide whole of government enterprise architecture What does this mean? This is what it means. So the department centric services the department will not go away They are going to be around. However, what is important is that we are that's why I use the word disintermediation Now this is scary because suddenly I've done that presentation to many John directors and senior directors in the departments, right? Basically the CEOs of the department and this is scary for them because suddenly they say the departments are no longer the critical areas Okay, it's almost like you are there But you are implicit not explicit and people say where is my department? I said it doesn't matter to the citizens Where your department is that's your internal telephone directory go through it Okay, having said that what is important is that the departments are not going away anywhere It's just that a little bit of restructuring another important aspect of enterprise architecture If you do enterprise architecture in the real sense, it does lead to restructuring Okay, that doesn't mean that the departments or the current org structure is going away anywhere But the way you design your services and part of your business capabilities It needs to be overlaid on top of the basic administrative structure that the governments have or any kind of organization has Okay, therefore to make this happen. We established a strong Governance structure as you can see it is headed by the chief minister himself right on top and Followed by a group of senior bureaucrats and other lawmakers, right? There are ministers involved in reviewing specific areas that you know that basically is their focus area This is the overall governance structure that we have established and this continues to remain and obviously you have project teams And you have it procurement department. You have other government departments so on and so forth All right earlier. I was telling you why countries have done well in certain e-government programs. That's because What you see on your left are the maturity stages as defined by the United Nations, right? On top is the maturity of your architecture and the message from this slide is very simple If a government whether it's a state government or a national government wants to improve its e-government maturity because that's what AP wants to do You have to have you know mature architecture One of the thing that you see here is once you reach that connected government level Which is if you remember is the vision of the state government is Government appears and operates as one there's high degree of integration needs between common shared business functions and outcomes and What it provides us is the line of sight Right the ability to address some of these questions. That's fine integration So whenever I make this presentation Especially this slide to the ministries and departments one thing I talk about is for you to succeed one of the sea I think as architects we understand all of this stuff. This is the easy stuff For you to succeed you need political and legal integration in many cases We know that the technology for instance in many countries digital signature is not taken as an approved authorised signature by the quotes So while the technology is available the legal guys are still playing catch-up Right. So as I said for any country if you don't have the political and legal integration if the ministers don't decide that Let's collaborate and let's look at it holistically. It's not going to happen Okay, we can all beat our heads and say this is the framework That's the notation we use as I said they are irrelevant in most cases. It doesn't matter to them Okay, what are we trying to achieve through the e-prague t is a 360 degree view? We're trying to get vertical line of sight top to bottom. We're trying to get horizontal line of sight left to right We're trying to get across Lateral line of sight because it's possible that one of the services that hits a mission area in let's say Health sector can also talk to another, you know data level entity in the education sector All right, so this is what we're trying to achieve through e-prague t and all those 72 projects that means I spoke about earlier Okay now I Know we have we are in an open group conference. So it's important for us to say How togaf works right and what did we do with togaf? Remember that I told you governments are multi-layered organizations, right? I showed you four levels that exist in India I think most countries will have multi-level organization, which means you have to extend togaf to make it work in that kind of governance structure Right, so this is what shows you right so at the whole of government level Obviously, there is a vision and mission which I showed you you need to have a whole of government strategic architecture Which is where you define the methodology the framework the reference models so on and so forth However, you also have to allow for autonomy at the ministry or department level Which is called the agency enterprise architecture by doing e-prague t for the state of ap As I said it does not exclude the individual ministries tomorrow the ministry of health and come and say can come and say Can I do my own enterprise architecture by all means? You should be able to do it. However, the important point is it should be aligned to the overall statewide architecture So the layering is built into the approach that we are using in ap With respect to adm. This is how it would work. You're familiar with adm right all of you I'm assuming what a to h means So this is the whole of government level you go through one cycle to establish the reference architectures Which is what I walked you through today However, this provides an input to form the repository of the archive To form the next level of journey the same adm but in the next cycle So if a ministry or agency wants to again adopt togaff it can do so So you see the top then the the input is coming from the previous slide from the whole of government reference architecture But the individual agencies still have to do their own enterprise architecture Now if you want to come up with solutions and systems, this is how it looks like So you can see all of the phases togaff adm phases and the key You know milestones so to speak in the solution architecture model And the third level is the agencies is developing its own solution architecture So you're moving from enterprise whole of government enterprise architecture to agency or ministry enterprise architecture to the solution level architecture And how does all of these things work? This is what we are using in ap so you have the whole of government architecture. There's a segment or individual architecture There's a repository the important point is what the individual ministries and departments do does become part of the repository Which can be used by other ministries Okay, so this is how we have extended so to speak togaff to ensure that it works in a multi level scenario Why is it important because The indian team here, you know open group team in india is is aware of it We are not talking of doing enterprise architecture for the entire country at the national level. So these issues will come up What are the goals five peas? We call it Five peas of e pragati. We are ensuring that these services are people centered The government becomes proactive Predictive lot of data is there participative and partnership based There is no need for government to deliver all of the services by itself You could always have I'll you know, you'll see that in the video of the 72 projects At least a third of them are going to be delivered and you know implemented on a ppp basis It is not necessary for government to do everything because the important point is that One of the big thing learning points from a large mega enterprise architecture initiative is that you have to think of the funding model Okay, as architects you might say no, that's not my you know, that's why the finance guys will come in no You have to think of the funding model because this is what the governments are going to ask of you Okay, I think in general I walk through the case study Right e pragati is more a reform process of the government sector for a future ready government rather than mere streamlining of the government ICT structure. I think I've kind of Alluded to that already people ask me Obviously, there is a success story here, but has it been easy? No, it's not easy because there are factors which make it very complex And I've kind of summarized them into six bullets. I'll walk you through those bullets So top top six factors that make wuka. You know what wuka is Volatility uncertainty complexity and ambiguity right earlier somebody was saying no architecture No, there is architecture enterprise architecture by definition is different Organizations are volatile. They are ambiguous. They are complex. They are uncertain You have to deal with that. I'll tell you why it is more important when you're talking of an india-centric progress approach Already mentioned this India is a multi-party democracy where diversity is a fact of life. You have to deal with diversity You cannot come and tell everything needs to be standardized. Everything needs to be centralized. It will not work It will be rejected states demand and expect autonomy in the overall federated structure So the way we have in terms of our, you know, constitutional structures states do have a lot of autonomy Even though there is a central government, the decision is typically through consensus and sometimes it's chaotic as we all know States are country-sized. I've given you some data and at the national level Which we are talking of at this point the potential is to impact 1.25 billion people Architects like to do things large, right? This is as large as it gets Digital divide coexist with urban, rural and linguistic divides. It's a reality in India. We have to deal with this Right, you go to a rural area who's, you know, talking to a farmer He has probably never used a computer before Lawmakers and bureaucrats have different motivations. I told you election is an important element They really don't care about enterprise architecture. So it's important the way you communicate the important is important The way you advocate the benefits at different levels Your audience is not going to be a bunch of architects who understand the subject Okay, and the important thing about specifically I've seen in India having worked in many countries is that you go and tell Ya, South Korea has done this Singapore has done that is a Singapore just a small tiny dot on the map What happens what works in Singapore will not work in India Right, so the examples from other countries are not convincing enough And last one I've already alluded to this political cycle elections are a major factor in planning and delivery So that's wuka and all of a culmination of all of these factors brings in these four characteristics Therefore People ask me what should we do and as I said you can come up with all the reference models beautiful pictures Great notations at the end of the day. You have to focus on adoption So the state is setting up an office of architecture Number one. It's an org structure that has been established We are doing pilot projects to try out with senior leadership oversight when I say leadership of oversight These are lawmakers and bureaucrats CEOs of different ministries and departments We are doing industry consultative sessions It is not just Vipro, but there are many other organizations who are involved in the overall ecosystem Clarity in ownership and accountability Right service level agreements. So these are alignment processes rotation of key personnel between teams You know where you come from the data architecture team you go to the application architecture so on and so forth Continual capability building with methods and tools. So that's important We are now training 500 bureaucrats on this topic of enterprise architecture So these are ground level bureaucrats. These are people who deal with people on a day-to-day basis citizens Okay, and few other things success stories multiple channels or dissemination communities of practice and important point that the state is done Very well is we are getting greater involvement from the academia because that becomes part of the equation Sometimes, you know, as you know bureaucrats are trained So if they've heard of this phrase called enterprise architecture somewhere Chances are that they are more receptive to that idea. Okay. I hope it gives you a general idea That's my last slide before I show you the video And I would have obviously like to thank mr. Satya Narayana for providing me some of the inputs All right, so he's been a champion from the state government side And he's been a great supporter of Togav and the open group also. I think there are a few people who would definitely agree to that Shall I play the video? Is that fine? Okay The privilege is undoubtedly a trailblazer and frontrunner of the Indian IT sector The government of Andhra Pradesh's singular aim to actualize Sunrise Andhra Pradesh will catapult it into the realm of the best For making the sunrise Andhra Pradesh vision a reality the government of Andhra Pradesh an association But the Wipro Limited has embarked upon Andhra Pradesh state enterprise architecture Now called Ibragati A piece Ibragati is the country's first statewide enterprise architecture initiative It will drive public sector transformation and will help realize the dream of a one government That is fully oriented towards Improving the quality of life of its citizens Ibragati focuses on guiding and accelerating AP's journey to that for transformed government It enables collaboration among departments to deliver personalized services Which will lead to an accountable outcome driven government Elevating the effectiveness and quality of government services is not merely a matter Of deploying leading edge technologies It demands visionary leadership, strategic wisdom, foresight, clear direction and sound execution mechanisms Connected governments have deeper engagement, encourage participation and collaboration And exhibit greater openness and transparency As a result they can deliver services that are more personalized and choice based Being anchored in the whole of government paradigm Enterprise architecture framework is used to ensure the IT infrastructure and services are always in sync This leads to better implementation of goals Ibragati places special emphasis upon the agricultural sector This will bring back the lost sheen of agriculture and its allied activities Rendering them profitable once more Apart from the agriculture sector Ibragati also strives to provide a wide range of services to citizens, business entities and employees The agricultural marketplace is also undergoing a sea change E-Mundi provides facilities for online sale and purchase of agricultural commodities Certificate-less governance is a revolutionary idea, with the goal to make all government-related ideas Electronic and accessible Certificate-less governance is a revolutionary idea, with the goal to make all government-related ideas Electronic and accessible in real time E-Learning makes access to the curriculum of top universities easy for students anytime, anywhere Quality education is now just a click away The E-Highway is envisaged as a passageway of information between consumers and provider applications Across the entire government The entire government of Andhra Pradesh is putting its might behind making Ibragati a reality sooner rather than later Welcome to a citizen-centric connected government Welcome to Sunrise Andhra Pradesh, the new land of opportunities I'm through with my presentation, do we on time? Perfect, thank you, Zahar I told you it was interesting, didn't I? One of the things that always strikes me about whenever I hear about programs like this or in India is the sheer volume involved, the numbers involved of people I remember hearing about an E-Passport project with a pilot sample was half a million people for this project How do you go about getting to the vision? The idea that there's no wrong door for a citizen to go to is so alien to just about all of us in our experiences with government, wherever it may be in the world, and major companies too How do you go about getting to that vision? Where does that come from? So in case of Andhra Pradesh, the good thing was because the leadership was involved right from the beginning So I'm talking to the chief minister and his council of ministers and the senior bureaucrats It was easier for them to establish the vision One thing that the state government did is that they do a two-year, every two years they do a smart pulse survey to understand what the people want So it was a culmination of inputs coming in from the people which was taken and factored in establishing that vision for the state government So the interesting thing here is the vision was for the state government It was not for enterprise architecture per se Enterprise architecture is a way, the means to achieve that vision Absolutely, they were part of that and the survey happens every two years so the next one is due very soon Okay, I know I'm sure we have some questions from the audience Asking them will be somebody you know well, James DeRaeff is our vice president and general manager in India for the open group Thank you Palab, that was an inspiration as usual, not one I hear you speak And I think flowing directly from what you were just talking about, the first question is How has the citizen, the stakeholder been involved? Yeah, so that's what I said, right? So there is a survey being done every two years So that's the smart pulse survey where the citizen feedback is collected on a very regular basis In a day to day basis what happens is for instance when my team goes and meets the departments The key thing is the department officials actually engage with the citizens and include us as part of the process So on an ongoing basis there is involvement from the citizen Plus there's a formal survey which is happening every two years And that survey goes out to the villages? Absolutely, absolutely, in fact in some of the villages as I said the people may not have seen a computer Or they may have just gone to a government kiosk so the state government has distributed Something like 80,000 tabs to government officials, grassroots people who go and collect data And then upload that data to the central database So here's one here, how does the enterprise architecture ensure that it lives across the changes of government through the political? So the important point here is that the state government is definitely trying to involve the other political parties As part of the decision making process that's obviously a given there So that would in my view would ensure that this would transcend elections so to speak How many people are involved in the project on the business side and the IT side? From the government side if you ask me the core team size is at any point not less than a dozen I showed you the governance structure so those people are involved at different stages But at a working group level from the government side which is the business side so to speak is definitely not less than 10 But then there is already an extended team so as and when there is a requirement you go to a department Understand what their processes are, interact with the citizens so for instance to give you an example we were talking to the police department And the inspector general of police said let's go to a place where crime happens so you guys can see how crime actually happens And our team was you know understandably so was a little scared They said the IGP actually said I'll send you a Scott send you with a Scott so don't worry about it So yes it does happen right but there is direct involvement from the state departments from all the 34 departments that the state has on a day to day basis And how many on the IT side? On the IT side the team is almost similar so there is an IT department another 8 to 10 on a day to day basis And then there is all the subcontractors who are doing it? Yes absolutely so those are additional Essentially countless Yeah Or uncountable Right how difficult was it to create the single point of contact for the citizens? Did you have to create a new team to implement that? Pardon me creating The question is how difficult was it to create the single point of contact for the citizens? For the citizens Create something new to provide that single point of contact or are you transforming all of the portals to become single points of contact? So what happens is every department has a nodal officer who becomes the single point of contact The good thing was that structure already existed before this program started So we just leveraged on that structure already So for the citizens? Yes The citizens window Absolutely Yeah You talked about data driven government Can you give us some input on what principles should be followed in making that data open and available to enterprises and to the public? So the state government as such is not looking to open data in that sense yet Because the important point for government data is that earlier somebody was talking about data scientists In most cases what you will see is in developing countries data does not exist in a form that is analysable First that cleaning has to take place, that transformation has to take place Which is what is happening in Andhra Having said that the other thing which is on record you may have heard J. Satyanarana in Hyderabad is that The other part is the state is definitely not looking to monetise the data it has At least that's not its goal, given goal It will at some point make available the data, open data So that it can encourage SMEs to deliver and design and deliver services using government data But that is probably the second generation It is in the pipeline but not yet in the formal sense yet there Has this approach, the architect approach enabled access to any development bank funding? World Bank funding or similar? Bank funding as in World Development Bank or similar funding, aid funding Yeah I mean I don't see that as a showstopper But because I think what the state government is doing is it is also looking to talk to the central government Looking to fund some of the projects because the interesting thing is some of these initiatives and projects can be very well applied to other states So there are 28 other states in India who could also look at that So the World Bank funding and the central funding will come in at some point J. Satyanarana is on record, he is talking to the Planning Commission of India And to me that is a very important point because a lot of people think that when you are talking about enterprise architecture Just limit yourself to the Ministry of IT or Department of IT He is talking to the people who actually do the 5 year plan for the country I mean this is the plan for the country itself, not for the IT part of it And so the interaction is going on and as you know yourself and a few others here may be aware The Department of Information Technology has taken note of this project And now there is something going to be done even at the national level So we will see how that pans out, but the sizes are humongous So there is no example for us to follow, we just have to discover as we go along And one for me, I am conscious that as we go through that description of ePragati and what the state of AP is doing As you have just mentioned, it has applicability to other states All the different levels of development, different stages in their progress And there is clearly building blocks, ideas, principles that are reusable across other states within India But also within other governments throughout the world So are there any ideas or plans to make some of this material publicly available Possibly through the open group or maybe through other means Yes, so one thing which I can confidently say is that the state government Both the Chief Minister, Honourable Chief Minister and the senior bureaucrats Are very open to sharing the learnings from the state Not just to other states, but even other countries around the world So if there is a scope for us to document some of this, let's say as an open group white paper Some best practices, the state would be very happy to provide information And we would be more than happy to do that In fact, there has been some conversation around that Because as James was saying, many countries even would be interested to learn about what has been happening And what are the things to avoid, so to speak We will talk further Absolutely, yeah So there is a lot of scope to do that, yes Okay Well, thank you Halab for your presentation