 He is a software engineer and works as a senior ICD officer for the Department of Information Technology in Telecom 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 TOGAP 911 certified. Currently, his linear project to develop a whole of government data hub systems. The initiative will develop a common data exchange platform for the government and if 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 we were just after the lunch and then I hope my presentation won't become very sedative that you all always say. But nevertheless, I'll just try to keep it lightly. Just to crack a small joke. This morning, all of us we talked about cloud, right? So I work for a government organization and then every time we talk about cloud to the senior level expertise and all who are from a non-IT background. So because we have a Google Collaborative Suite which is a public cloud adopted as a government human system and we had some of our team, they went to one of the secondaries and then they talked about cloud, cloud and cloud and one of our secondaries mentioned what happened if it rains. So with this, just to give a quick outline of my presentation, I'll 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 enterprise architecture work plus the initiatives that we are currently undertaking based on those. 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 EGIF 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 through 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 EGIF 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 schools 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. Once again, my team, made by my director here, we would like to hand over the group for giving us this opportunity to present our initiative. And with this, let me just... So, just a brief introduction on Bhutan. Just a very clean one. Bhutan on 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 also as a key leader in the region. Sorry. Sorry. In picture, this is how you see people in the summer. That's from one day view. Just a general profile. We have the area of coverage approximately close to Switzerland and Europe. The population approximately 800,000, 211 million. At ministry of units, 20 districts and 205 blocks compared to 2,000 or 3,000 punch line in India. National development philosophy, interesting to all the audience here, gross national happiness. GDP per capita is 2,656. 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 state and the private state is the head of 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. Mobile penetration is approximately 28% of the population. All the districts, 205 blocks, they have access to internet. Number of community centers. So basically, for those rule groups who are not accessed directly to internet, we have a service queue, 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 ITO information society measurement report, 2016. So here clearly shows that the ones with those star patches are the ones, those countries which are really doing well. But Bhutan, 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. Bhutan's network readiness index. So from the enterprise architecture perspective, I think it's all about getting the, I mean, aligning the ICT initiatives to economy and 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 growth, I mean, best of the average thing, we are comparatively doing better than most of them. So typical challenges for our government. So I think when it comes to challenges for the government, we have lots of case studies from the government, like the State Government of Andhra Pradesh. We have a presentation from them. So the critical issues is that silence 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 we 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 a thing, then we will have that sort of a repeated overlapping execution of those services. I think that's why this communication is a typical challenge for 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 is delivered differently in 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 generally 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 interface architecture standards So for every government agencies who are procuring 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 embedding as a standard information base within the information, the enterprise architecture, which I will be showing later. With the execution of strategy, the government have 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 why through a tool such as enterprise architecture, we will be able to execute those plans. Often very slow or no reaction to changes to government business involvement. Across the globe, the governments are facing budget constraints and that will be very prevalent especially for people like ours who are 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 IG4, the Royal Government of Qatar, so it's basically a tool for shaping government IST to support the government business outcomes with key or foreign key objectives. So here we have the alignment of our human initiatives to its business goals and objectives, improve coordination and increased reuses and sharing of assets and resources among the government agencies which could mean 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. Renews departmental status and move to integrated and 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. But if you don't have those enabling integration layers, everything in between, then we will not be able to realize those opportunities. Identification and prioritization of IST programs and projects. So yesterday we mentioned that some of them, all Dr. Palak here, representation states the typical challenge for government is that every organization, every political leader, they will have their own agenda. So based on a tool such as enterprise architecture and application, we need to prioritize those projects rather than directly listing to all the things. So that's why identification and prioritization of IST projects is critical. Standardization and integration. So similarly we had a discussion this morning on the cloud infrastructure integration and standards which lead to future opportunity. So that is applicable whether it's an IST infrastructure, whether it's related to infrastructure, whether it's related to the 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 IST level. So they have sent 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 to learn about 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 it's basically it is about organizing enterprise resources. So our resources is processes, information, technology, technology. So basically we may have all those resources. We need to organize, put it together and make it a very critical one. So that's the definition of things. So without the Egypt, typically, all the governments across the globe, they will have policies and strategies. They will have government functions and services. These are government... Every government will have this sort of setup. Government applications and information systems, is there? Government data 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 optograph methodology. So we have all the species around the whole common setting. But what we need is... So basically we also have a program in project control and management from the planning commissions, but we didn't 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 we 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 the 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, I believe, has to come from optograph. So basically, we have identified the policy and strategy architecture. I'll go into detail right now. I'm going to dig further here. Then we have the business architecture. We have the data architecture here, an application architecture, which is supporting those business architecture and the overall goals and the visions of the government. Then we have the architecture governance and management, basically a decision-making body. It keeps track of the works that we are executing so basically for dashboarding for purpose. So from an architectural perspective, as you can see it here, the tool's left-hand side is mostly the architectural development methodologies we call it. So here, the top ones, based on the strategic directions and the visions, machines and all, so what we do is that we identify programs and projects. So to get sort of a thing, we have this standard information base and the programs and projects identified from the left-hand side. And the tools on the right-hand side, these are the initiatives that we need to carry on. So I think, I'm sorry, these slides are not very eligible from the back end. So just to get 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 start with the region, the Bhutan Vision 2020 is the document. And followed by, for the 11th five-day plan, our cycle of development is on the 11th five-day plan basis and an old project in this environment. So we have the Bhutan Vision 2020 document, which main aim is to achieve peace, prosperity and happiness in the country. It's very abstract, but we have those indicators which are the presenting. And we have the UN MTG before the STGs. So now with this 12-day plan starting from 2019 onwards, so the planning commission, we call it the Grass National Happiness Commission within the government. They are referring, they will be further upgrading the Vision 2020 into something similar to the STG leg, Vision 2030, plus they will refer to 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 the government. So these are four key pillars for the GNH. And 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-specific, it's about bringing all of government and sectoral perspective to the government. Effective quality of operation and participation, I mentioned earlier that for a small country like ours, we can't afford to talk differently. We'll have to come together and discuss architecture domain-specific principles, which I'll go into details for all those blocks, we have the varying principles. Our programs, projects and activities related to the government, the policy and strategy, the whole of government plan. So basically what we're saying is that these are not done as a part of the year, 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 year was actually aligned 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 N care areas, and as care is around 250. So all those key-reason areas will have the individual KPIs based on a baseline and a target. So that's the measurement thing. ICT sector-specific, we have the Eagle Master Plan done by our department. The sector-specific ICT, like the Ministry of Education, we have the ICT plan plan, Ministry of Health, similarly we have some other agencies. ICT roadmap, the whole of government Eagle policy, so that's still in the process of drafting. So one of the happiness that encompasses the principles coming out of the IG 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 XS we do that. Organization. Typically if you go across the government agencies, the service patterns in terms of service registry, applying for service, registration, approval, then tracking the status, all the sort of a service pattern seems to be common across all the government. So what we do is that we come out with those service patterns, 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 operation. So the eGift 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 chatter. So as a part of that, the G2C office under the Prime Minister's office they also have crafted a profit service chatter. 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. 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, sorry. Hello, sorry. All of us, we have a lunch, but before we charge the back fee, so as we're done. So here, from the service perspective, as I mentioned, it's for the farmers and the service. So this is just an example I'm giving. So here is another typical example. Human resources is a line of business. In addition to that, pay and conditions is a business function. In addition to 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 in services. Data architecture, as a part of an easy framework, for those critical criminal 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 them, 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 and we have the data dictionaries in terms of data management conventions and design best practices, how you design a database and all those best practices can be available. Data ownership, data access model, agency data owners, roles, 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. 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 scripts in the government, 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 will make there will be several issues with this thing. Data data is a data involved data, so we come back to this between core standards. We come over data. Through this Egypt exercise, what we have identified is that the people data, the vehicle data, 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 priorities for us. Based on that, what we're doing is that we're programming a data service provider and data consumer matrix. So basically, later on, 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 term. Data Hub Project is 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 an infrastructure so that all the government agencies will be able to talk to each other, sharing their data. So we have here the SOEA 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 with 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 we're embarking on. In fact, we have started the development for the Data Hub. Application architecture-wise, government application system portfolio. So we had a lot of discussion on those areas as well. For government agencies, they should rationalize all the information systems within the government, whether the information systems are really contributing to your agencies' 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 the department, whether they catch to a positive requirement or whether these are government systems that are safe across all the government agencies. Application architecture principles and building blocks. So basically, when we develop very auspicious architecture, very auspicious for tendering, then we let the vendors apply 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. Common application capabilities. This, we haven't started anything on that, but still, the whole idea is that we will have a reusable architectural component, the application components, and then, when an agency develops an application, they will be able to reuse those capabilities. So from the initiative perspective, we have a goal 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. It's a common system which is deployed for that. Electronic government procurement. We have started 6 months back and it will 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, it's the horizontal expense alone. So the government performance management system, only expenditure, multi-year-old budget rolling, government venues and single systems for the whole country. G2C portal. Under the premises 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. In future, 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 are either in some sort of open source 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, girls, AMS based websites for the whole agencies. That's why you'll achieve a normal scale in terms of maintaining, in terms of budget, in terms of security. So that's critical. That's plans for future. These are all operational. So I think most of you are from a technological background, so girls, I think. So the technology architected governments, we have identified around seven governments there. Technology standards and specifications. Since agencies of all of government in the overarching framework will not be able to do much on that, but we set a broad standard and specifications for other agencies to comply with. So similarly, the security architecture. So I need to rush a little bit because the timer is popping up in five minutes to finish. Government hardware infrastructure clearance. So basically, every time a government agency buys infrastructure, they need to come to, they need to refer the EGIF standards and then our departments will start the compliance. Government data center. Now, we have started a government data center in huge ways. Initially, all the governments 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 when, 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, tough turn. So we write our backward networks of power line transmission. So we have around 2,000 fiber optic going across the whole country and connecting the government centers. So, and all those government agencies and government departments, they are connected through this government network. That's what I'm saying, the nationwide fiber network. The disaster recovery site, we have settled the government data center and the GR site is in process. So, as part of a security architect we also have a small research team started, mostly looking into, right now, mostly reactive services, but future will even begin to work practically with these services. So, I think I'll just speak this technology architecture aspect. So that's the target technology architecture based on the performance. And we have the technology building blocks. I think there's a lot very visual from the architecture governance and management. This is very critical for the architecture work to work. So it's a decision taking volume for the implementation of year programs and projects. We have the eager project management office within our department who takes talks of all the projects and then push through our review body. So that's why we have this eager PMI in government structure. In terms of governance structure, we have the eager review committee and after that we have the eager executive committee and then the eager council. The dashboarding, the KPIs to end carries and as carries that's the thing that I mentioned earlier. Cross storming views and analysis for government matrices. We have service to data related matrix, service to application, data application, application to that level. So EG portal is an ear repository system. So it's an custom built system. We're a poor country so we're able to buy tools such as i-server or systems architect that that sort of thing. But we have our own rationale for using a custom ear repository because ear is a life document. If you brilliant 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 catering to that. So projects, programs, review of all ICT projects like e-mail payment which I mentioned at that time. ICT project proposal review. Every ICT project proposal has to be sent through our e-mail review process. We review those things and then approve it. Government performance management system, it's basically initiated by the prime minister's office and then it aligns all those departments and all performance contracts and takes whether they have APIs which are set as a part of the target. So this is my last slide. Lessons to learn basically when we talk about EAPs package the E-initiative as business initiative rather than ICT or technological initiative. We get a buy-in from the highest level of government so basically from an e-programmed 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. So basically in case of hour that's our learning business. 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 government. Almost all of the tools. So as an ICT department we initiate but then what it goes into operational involved. So we recommend a planning commission or a prime minister's office to adjourn those things. Enhance EAP competency along with support from extra expertise. I think that's very critical. So as a part of an EAP department and EAP implementation it's also important that we have a team internal ability. So talk more about business values. Pick up the low hanging food so that you can show our quick ways. Don't start being as prepared to give your architecture what Sheldon picked us. 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 the government. So I think these are some key lessons which we have learned as part of our initiative. So with this, thank you for your attention. Let's just squeeze in two questions. One is what input or impact does the happiness index metric have on implementing digital transformation? Excuse me. What is the impact of the gross natural happiness metric? What does that mean? What is it? So basically I think all the ICT initiatives that we carried directly contributes to the good governance of the gross national happiness. So basically in terms of the happiness index ranking across the globe, Bhutan is somewhere just between 50 and 100. What I'm trying to say there is that as I presented in the beginning we align all our programs to those four pillars. So good governance is one of the critical pillars. All the ICT initiatives align to those good governance which means the happiness index will definitely come off. Next one. What architectural decisions have you taken while in centralizing EGAP? Yes that means that's referring back to the key decisions. Centralizing the EGAP. So in terms of centralization initially what happened was every agency seems to be having their own ICT initiatives. So with the local agencies such as the department of IT and telecom, with this sort of an EA practice we learned that centralizing the ICT initiatives will have lots of advantages. So that's why through a governance sort of mechanism, we bring all those ICT projects together to a central department to track those initiatives. So I think the decision is that it's always based on those architectural governance it's always good to for a small country like ours, it's always good to centralize the ICT decision making. To answer those. If I haven't answered it properly let's have maybe a bilateral discussion after the presentation. Thank you.