 He is a software engineer and works as a senior ICT officer for the Department of Information Technology in Telugu and the Ministry of Information and Communication of the Royal Government of Bhutan. He is one of the core team members for developing an electronic government interoperability framework. A government enterprise architecture initiative for the Royal Government of Bhutan. He graduated from the University of Western Australia with a master's degree in computer science and also he is a DOGAF 9.175. Currently his leading project to develop a core of government data hub system. The initiative will develop a common data action plan for the government and enabling seamless exchange of information among government information systems and apps. Over to you. Thank you. Thank you for the introduction. Good afternoon to all. I think I have a huge challenge right now. So you are just after the lunch and then I hope the presentation won't become a very sedative so that you all fall asleep. But nevertheless, I'll just try to give it a like please. Just to crack a small joke, this morning all of us were talking about cloud, right? So I work for a government organization and then every time we talk about cloud to be seen on the next meetings and all, we are from a non-IT background. So because we have a group called which is a public cloud adopted as a government system and we have some of our team, we went to one of the secretaries and then they talked about cloud, cloud, cloud. And one of our secretary mentioned, what happened if it rains? So with this, just to give a quick outline of my presentation, I will be playing a video message from my honorable minister on the initiative. After that, I'll give a brief introduction of my country and then followed by the overall government-interpreter work plus the initiatives that we are currently undertaking based on those GAE. Good afternoon, ladies and gentlemen. On behalf of the Royal Government of Bhutan and on my own behalf, I'd like to convey my hurtiest appreciation to the open group for letting me share my thoughts on our EJV initiative. Also, I'd like to take this opportunity to congratulate all the award winners of the Open Group Award 2017. This award will specially help government organizations design and implement effective e-government solutions supported by enterprise architecture to tackle challenges in good governance. With more citizens becoming aware about the rights and responsibilities, their expectations and demand for better government services is ever increasing. In order to increase competitiveness and meet the demands of their citizens or businesses, governments across the globe are striving to break silos and achieve better connectedness among government agencies, businesses and citizens to use of ICT. A highly connected and networked government allows seamless exchange of information and services among government agencies, businesses and citizens. It is through the EJV framework that we derive insights and identify key focus areas for the ICT sector that need to be strengthened or developed in support of the business goals and objectives of the Royal Government of Bhutan. We are confident that this initiative will guide successfully in achieving our objective of a connected government which will set another foundation towards good governance and ultimately our national goal of gross national happiness. Today, on this special occasion, I convey to you all my best wishes. Thank you and trust in it. Thank you. Thank you for your applause. Once again, my team, made by my director here, we would like to have Open Group for giving us so much to present our initiative. And with this, just a very quick one. The town of Math is situated between the two global giants. We have China in the north, India in the south, so we need to really come out of our south as a, I mean, as a kidney in the region. In picture, this is how you will see people in summer. That's from what they do. Just a general profile. We have the area of coverage approximately close to Switzerland and Europe, population approximately 800,000, not even 1 million. Epidestinal units, 20 districts and 205 blocks, compared to 2000 or 3000 punch lines in India. National development philosophy, interesting to all the audience here, gross national happiness. GDP per capita is 2656. The major source of income is the energy sector, mainly through hydropower and tourism. And political, we are a democratic, constitutional monarchy. Our king is the head of the state and the prime minister is the head of the government. Just a few profile on the ICT. Internet subscribers, we have around 62% of the population who are currently accessing internet. Fixed line across the global trade, same everywhere, it's declining. Oval penetration is approximately 28% of the population. All internet districts, 205 blocks, they have access to internet. Number of community centers, so basically for those who are not access to internet, we have service queues. We call it community centers, so we have around 195 community centers out of which 188 are connected to the internet. ICT development progress, so this is basically an ICT ITU information society measurement report 2016. So here it clearly shows that the ones with those star patches are the ones, those countries which are really doing well. But without you can see it's being listed as one of the countries where significantly improved its ranking over the year. So that was done in 2016. Putals Network Readiness Index, so from the enterprise architecture perspective, I think it's all about getting the, I mean, aligning the ICT initiatives to economic, social economic development and then how well your organization, how well your government enterprises are connected. So this ranking, basically this measurement makes a sense. So here, as for that, we are ranked 87 out of 139 countries. So among the low, you can see here, among the low-middle income group, I mean, best of the average thing, we are concurrently doing better than most of them. So typical challenges for our government, so I think when it comes to challenges for the government, yesterday we have lots of case studies from the government like the State Government of underprivileged. We have a presentation from them. So the critical issues is that silos of information, all the agencies take to guard their own information, then they don't share. So typically we're known for guarding our own information. Repeating and overlapping government functions. So when you talk about government functions such as you will have an HR as a government function, HR related services as a government function. So that human resource related functions, it repeats across all the government agencies. So if you don't do a sort of an EA sort of thing, then we will have that sort of a repeated overlapping execution of those services. I think that's why this implication is a typical challenge for a government. Once we have the government functions repeated, the services related to those government functions tend to repeat as well. And the worst case is that a same service when it's done differently or when it's delivered differently to two organizations, that's a huge cost for the government. So we can't afford to have multiple different standards, different way of doing things. We need to synergize and then for a small country like ours, it's very critical. Different standards are usually leading to interoperabilities. So when my department started, the first thing that we do is technical specification for ICD Acumen that was 15 years before. So that's the way for this enterprise architecture standards and interoperability. So for every government agencies who are preparing ICD related acumen, they come to our department and then show it to us whether their ICD acumen are compliant to our national standards and all of them. So that one we are still evaluating as a standard information based within the information of the enterprise architecture which I will be showing you later. With the execution of strategy, a government has a very good plan but then it has to be executed. And whether we like it or not, the future is digital. So we have to comply with digital by default principles. So every initiative in the government has to be supported by a thing. So that's right. So tools such as enterprise architecture will be able to execute those plans. Often very slow or more reaction to changes to government business involvement. Across the globe, the governments are facing budget constraints and that will be very prevalent especially for better like ours who is still in the low middle income country. So we need to innovate and enterprise architecture is a tool which will lead us to do all these sort of things. So that's why the typical scenario is that we call it the strategy architecture. If we don't do it well, then we land up in this mess. So EG4, the Royal Women of the Town. So it's basically a tool for shaping government ICD to support the government business outcomes with following key objectives. So here we have the alignment of our human initiatives to its business goals and objectives. Improved coordination and increased reuses and sharing of assets and resources among the government agencies which could be sharing data, sharing best practices, sharing information and all. Minimize duplications and maximize savings through economy of scale. For a very small country like ours, if each agency starts doing things differently, then we don't have that economy of scale. We need to come together and then maximize our savings through that coordination and all of this. Reduced departmental silos and move to integrated citizen-centric service delivery. So the key here is that all the government across the globe, they talk about one-stop shop. They talk about integrated service delivery. So if you don't have those enabling integration layers, everything in between, then we will not be able to realize those opportunities. Identification and prioritizing the vast programs and projects. So yesterday we mentioned that some of them, all Dr. Palak here, representation, which says the typical challenge for government is that every organization, every political leader, they will have their own agenda. So based on our tools such as enterprise architecture and all, we need to prioritize those projects rather than directly listening to all the things. So that's why identification and prioritization of ICT projects is critical. Standardization and integration. So we have similarly, we had a discussion this morning on the cloud infrastructure integration and standards, which will lead to future opportunity. So that is applicable whether it's an ICT infrastructure, whether it's related to infrastructure, whether it's related to application, they need to be able to talk to each other. So that's why that's very critical. In the Egypt timeline, so basically to realize all those objectives, we started our journey in early 2003 with a very small engagement with IDSE level. So they have set us on that track basically. So after that, as part of that engagement, we're just able to do some identification of key architectural domains and some survey. Followed by that, we have a major architecture work done in January and June 2016 in collaboration with Vipro India. Egypt architecture implementation work, the programs and projects which we have tried out of those architecture work is continuing. So basically I like this definition of a government enterprise architecture. So it comes from the Queensland State's government enterprise architecture. So what it's saying is that basically it is about organizing enterprises resources. So resources is processes, information, applications, technology, technology. So basically we may have all those resources. We need to organize, put it together and make it a very complicated one. So that's the definition of thinking. So without the Egypt, typically all the governments across the globe, they will have policies and strategies. They will have government functions and services. Every government will have this sort of setup. Government applications and information systems is there. Government data and information technologies which are supporting all those government applications and things. These are all there. So without an architectural sort of an approach, so in this Egypt what we have used is that we have used the adaptive form of the Trogat methodology. So we have all the species around the whole government setting. But what we need is, so basically we also have a program and project control and management from the planning commissions. But we need to put it in a very structured way. So here the analogy that I'm bringing is that in the other slides, it's like a Lego block for kids to play around. It's all about synthesizing. So now here you have this one in the corner. It looks like a kids play, but it's a well-structured Lego block with a very meaningful for the kids. So similarly, we have the government policies and strategy architecture on the top. The difference between a structural architecture and an enterprise architecture is that the enterprise architecture construction starts from the bottom up. The EA actually has to come from top down. So basically we have identified the policy and strategy architecture. I'm going to detail that right now. I'm going to dig further here. Then we have the business architecture. We have the data architecture here. The application architecture, technology architecture, which are supporting most business architecture and overall goals and visions of the government. Then we have the architecture governance and management, basically a decision-making body. It keeps track of the work that we are executing. So basically for a dashboarding purpose. So from an architectural perspective, you can see it here. The tool selection side is mostly the architecture development methodologies we call it. So here the top works based on the strategic directions and the visions, machines and all. So what we do is that we identify programs and projects. So through this, to get sort of a thing, we have this standard information base and the programs and projects identified from the left-hand side. And towards the right-hand side, these are the initiatives that we need to carry out. So I think, I'm sorry, these slides are not very legible from the back end. So just to dig further details into individual blocks, we have the policy and strategy architecture. So as a part of our architecture work, we have a review of a Bhutan Vision 2020 document. And this document is due for sort of renewal. But still when we started with the DG, the Bhutan Vision 2020 is the document. And for the 11th by the plant, our cycle of development is on a five-year plant basis and annual opportunity. So we have the Bhutan Vision 2020 document, which aims to achieve this prosperity and happiness recovery. Which is very abstract, but we have those indicators which I will be presenting. And we have the UN MDG before the STGs. So now with this 12th by the plant starting from 2019 onwards. So the planning commission, we call it the Gross National Happiness Commission within the government. They are referring, they will be further upgrading the Vision 2020 into something similar to the STG like Vision 2030. Plus they will refer the UN's STG goals. We have the GNH pillars here. The four key pillars is sustainable and equitable socio-economic development, preservation and promotion of culture, conservation and sustainable utilization of environment and promotion of good government. So these are four key pillars for the GNH. At architecture principles, I mean the same across all the things. Citizen-centric approach, all of government and sectoral perspective. Rather than agency's perspective or organization's perspective, it's about bringing all of government and sectoral perspective to the government. Effective collaboration and coordination. I mentioned earlier that for a small country like ours, we can't afford to talk differently. We will have to come together and discuss architecture domain-specific principles, which I will not go into details for all those blocks we have regarding principles. Program's projects and activities related to the construction, the policy and strategy. The whole of government plan. So basically what we are saying is that these are not done as a part of the age, but basically what it does is that the planning commission, the GNH commission, is an apex body for having a government strategy thing. But the EA world has to align with those government business objectives. So we have here, for the 11th five-year plan documents, based on the GNH pillars, we have the national key-reason areas and the sector key-reason areas. So for the 11th five-year plan, we have around 16-in-care areas and as care is around 250. So all those key-reason areas will have their individual KPIs based on a baseline and a target. So that's the measurement thing. ICT sector-specific, we have the ego of master plan done by our department. The sector-specific ICT like the Ministry of Education, we have the ICT plan plan which will help. Similarly, we have some other agencies. ICT roadmap, the whole of government and ego policy. So that's still in the process of crafting. So one of the happiness that encompasses the principles coming out of the ICT framework. Business architecture. So we have the identification of business areas, the line of business and the government functions and the services which are aligned to those policies and strategies. So here we have two business areas, government to government, government to citizens are the two business areas. We have the line of business around 23.20 cents. Human resources is one vertical line of business. And we have the ICT as a horizontal line of business. So similarly, the government functions, we have around 55 services, 850 services delivered to the citizens. Government services, so as a part of this business architecture, what we do is that the government services, we start cataloging the government services. The process of cataloging itself puts the organization into a rationalization sort of an exercise. So that's critical. Organization and prioritization. All of those 850 services, based on the government's priority, we need to prioritize those services. So that's why as a part of the EA excess, we do that. Organization. Typically, if you go across the government agencies, the service patents in terms of service registry, applying for service, registration, approval, then tracking the status, all the sort of service patents seems to be common across all the government. So what we do is that we come out with those service patents, classifications, whether the service is common, whether the service is specific to our agency or not. So that's critical. Programs, projects, similarly, the whole of government agency service catalog preparation. So the EG team, we have set up a workshop for the whole of government agencies to come together and then we have run through, I mean, we have explained to them how they have to prepare service catalog for their agencies. Public sector channel. So as a part of that, the G2C office under the Prime Minister's office, they also have crafted a profit service channel. So those are key initiatives under the business architecture. Just to give an example here, the line of business, business functions, and the service example. Here you can see the top one is, as I mentioned earlier, we have two business areas. So here the example is service reporting is one business here. And the line of business, we have around 23 line of business. Agriculture could be one line of business. And here we have government functions, approximately 15 government functions. Agriculture development is one function. Agriculture research is one. All of us, we have a lunch, but before we charge the back fee, so that's $3,000. So here, from the service perspective, as I mentioned, we have the supply of seeds for the farmers and the service. So these are just an example I'm giving. So here is another typical example. Human resources is a line of business. The thing that pay and conditions is a business function. The thing that payroll processing, performance management, leave, managing HR, these are all services under that business function. So that's been an example of how we categorize, how we do rationalization of our business services. Data architecture, as a part of an easy framework, for those critical common data sets such as the people data, for the vehicle data, for the land-related data, GIS-related data, we have covered the conceptual data models for that and identified the key data elements in the relationships. So basically the conceptual data model from the architecture perspective, it's how you link the data architecture to the business architecture. And we have the data dictionaries in terms of data management dimensions and design best practices, how you need to design a database and all those best practices can be available. Data ownership, data access model, agency data owners, rules, data governing, we have all those best practices and what we do is that nowadays we talk about open data, we talk about APIs and all. So before making the data open, we should have all those things done. So that's why we have this data security classification. Before the data is released to the public, we have to categorize all those critical data systems, whether it's at a confidential level or not, whether it's for internal use or whether it's for public consumption. So that thing has to be linked. That's all we can talk about open data. Otherwise we'll make some issues with this thing. Metadata is a data-involved data, so we come back to this domain code status. Common code data. So through this Egypt exercise, what we have identified is that the people data, the vehicle data, the business, basically the business entity data, the land and the GIs, are those critical data that need to be, those are most commonly available to data services across the government. That's why those five domains are key priority for us. Based on that, what we're doing is that based on the data architecture, we have the development of full of government data service provider and data consumer metrics. So basically, let's say when we move to a service-oriented architecture, if you want to expose your data as a services, then we should know who are the data owners, who are the data consumers. That's why we have this matrix here. Data Hub Project. It's a very critical project. We have started that four months back, and what's happening is that the Data Hub Project will basically look into creating a middleware infrastructure so that all the government agencies will be able to talk to each other, basically sharing their data. So we have here the SOA infrastructure, the service-oriented architecture infrastructure. So the data service and the web service creation, the web service routing through in the form of enterprise service bus, then we have the analytics and the signal sign-off, which will come operational by the end of this tour. We have center for GIS coordination under the land commission. What that commission does is that as a part of them, they are building GIS portal for the government agencies to share GIS related data. So these are some of the critical things which were embarking on. In fact, we have started the development for the Data Hub. Application architecture-wise, government application systems portfolio. So we had a lot of discussion on those areas as well for the government agencies, they should be able to know, they should rationalize all the information systems within the government, whether the information systems are really contributing to those, your agency's goals and objectives. So that's why as a part of that exercise, as of now we rationalized around 160 plus activation systems and we have classified those systems in the form of, whether those systems are specific to department, whether they catch to a positive requirement or whether these are government systems which improve our goal, same across all the government agencies. Application architecture principles and building blocks. So basically when we develop very outsourced and depressed architecture, very outsourced for tendering, then we leave the vendors applied to those architectural principles, architecture building blocks, both in terms of functional and technical. A critical goal of government command system. So I will just explain that in the initiative. Government application capabilities, this, we haven't started anything on that but still, the whole idea is that we will have a usable architectural component, the application components and then that's wrong. When an agency A develops an application, they will be able to reuse those capabilities. So from the initiative perspective, we have the whole of government application portfolio management term. The common systems, the civil service information system is an HR system which is common across all the government agencies. The government email and collaborative suit, which I mentioned in the beginning, we have right now adopted the Google Enterprise Collaborative Suit. So it's a common email system for all the government agencies. Asset and inventory management system, we have a centralized department which looks after the asset and inventory aspect of the government. So we call it the Department of National Properties. So they have a common systems deployed for that. Electronic government procurement, we have started six months back and it will be soon roll out. So we are having a whole of government e-procurement system. These are other common systems. We have the GPMS, FAMS, and MYIB. I'm not going to go into details because when you talk about government, the horizontal aspect expands a lot. So the government performance management system, all the expenditure, multi-year-old budget rolling is all of the whole of government. We use the single systems for the whole country. G2C Portal, under the Prime Minister's office, we have a G2C Portal which is a citizen facing portal. So that will look into the transactional and e-service aspect. National Portal is mostly information perspective and the GOP CMS. What we are looking into is that for a small country like ours, every department seems to be developing different websites. And all of those websites, they're either in some sort of console's country management system. So in terms of security, in terms of management, it's a huge bottleneck. So that's why we want to move to a centralized, GURPS CMS-based websites for the whole agencies. That's why you'll achieve an economy of scale in terms of maintaining, in terms of budget, in terms of security. So that's critical. That's a plan for future. These are all operational. Technology architecture. So I think most of you are from a technological background. So here is, I think, so the technology-architected domains, we have identified around seven domains there. Technology standards and specifications. Since EGV is a whole of government interface in overarching framework, we'll not be able to do much on that. We set a broad standard and specifications for other agencies to comply with. Similarly, the security architecture. Sorry, I need to rush a little bit because the timer is popping up in five minutes to finish. Government hardware and infrastructure clearance. So basically, every time a government agency buys infrastructure, they need to come to, they need to refer the EGV standards and then our department looks after the complex. Government data center. Now, we have started a government data center in huge ways, initiating all the agencies to having their own server rooms for hosting the application. Now, we have, we're slowly, we're moving into a centralized government, a dedicated government center, which is initiated by Microsoft. Government van. Basically, we have a huge fiber optic network going across the whole country around 3,000 kilometers of fiber optic, which runs over the power line. So, we have a challenge of geographical landscape features and a huge traffic barrier. So, we write our backward networks over power line transmission. So, we have around 3,000 fiber optic going across the whole country and connecting the community centers. So, and all those government agencies and government departments, they are connected to through this government van. National one, that's what I'm saying, the national fiber network. The disaster recovery site, we have set up the government data center and the GR site is in process. So, we just said, as a part of a security architecture thing, we also have a small data center started, mostly looking into, right now, mostly reactive services, but in the future, we'll even begin to work directly with the services. The optical governance and management is very critical for the optical world to work. So, it's a decision-making body for the implementation of key and progressive projects. We have the ego project management office within our department who takes stocks of all the asset projects and then puts through a review body. So, that's why we have this ego PM and the governance structure. In terms of governance structure, we have the ego review committee and after that, we have the ego executive committee, the ego council and then the ego council. The dashboarding, the KPIs tends to encourage and scare us. That's the thing that I mentioned earlier. Cross-domain views and analysis for dominant matrices. We have service to data related matrix, service to application data for application to that work. So, EG Portal is a peer repository system. So, it's a custom-built system. We are four countries who are available to buy tools such as i-server or some faculty and that sort of thing. But we have our own rationale for using a custom EA repository. Because EA is a live document. If you print it, then it's a one-time document. If there are some changes, it's not very dynamic. So, that's why we have a centralized EG Portal that's linked to that. So, projects, programs all of government review are all ICT projects by ego PM which I mentioned at that time. ICT project proposal review. Every ICT project proposal has to be sent through a review process. We review those things and then we approve it. Government performance management system is basically initiated by the Prime Minister's office and then it aligns all those departments and all performance contracts and takes with it whether they have made their KPIs which are set as a part of the target. So, this is my last slide. Lessons to learn. Basically, when you talk about EA package to E-Initiative as a business initiative rather than high-city or technological initiative we get a buy-in from the highest level of government so basically from a reproductive perspective, we have seen that political development is very important. So, that's why it's very critical that we get a buy-in from the ground up and let the agencies like Planning Commission or the Prime Minister's office be in the front. That's how well it is but we have a rationale that before the Planning Commission and the Prime Minister's office they are not aware about government enterprise architecture they are not aware about easy development almost all of the truth. So, as an IT department, we initiate but then once it goes into operational involved so we recommend the Planning Commission or the Prime Minister's office to turn those things enhanced EA competency along with support from external experts. I think that's very critical. So, as a part of the EA gentlemen and EA it's also important that we have the team in general. So, talk more about business values pick up the low-hanging foot so that you can show our quick wins don't start picking us to give you architecture world shelf and pictures so basically that's similar to any other things. Don't portray the initiative as an ICT or a technical initiative. So, don't reinvent them on existing initiatives and organizations within development. So, I think these are key lessons which we have learned as a part of our initiative. So, with this, thank you for your attention.