 Please give a warm open group. Welcome to Jay Sachinarayana. Thank you. Good morning to the very esteemed group that is present here. This is a very important juncture in the journey that we are undertaking in Andhra Pradesh, trying to introduce the concept of enterprise architecture. I have been working in this area of e-governance for over 25 years now and implemented several projects, designed several projects, consulted on various projects, all of them on a standalone basis. Maybe 40 plus or somewhere around 50 plus projects I would have done. But the challenge now is different. The context of the whole enterprise architecture was that in the year 2014, when I joined the new government here, the Honorable Chief Minister who is very well known for his IT saviness, he was indicating his desire to have a more integrated approach to delivering government services and also an integrated approach to what happens within the government. How can we make the delivery of services not only hassle-free but in a more holistic manner so that the citizens need not have to go from pillar to post and how can we at the same time introduce a lot of transformation in the way government functions within the four walls of the office? So how can you do these two things at the same time? So we were having a brainstorming on this and I came up with the idea, I suggested to him that there is what is called the enterprise architecture. Why not we try? Then he immediately, he was not immediately attracted, let me tell you. He is concerned and rightly so and year and a half later I look back, he was right. He said all these architectures, studies, surveys and whatever you do will eat away a lot of my time. I have to deliver results. Architectures are very nice to hear and grant in the conferences etc. But not for the real life when we have to confront the voters and people. They want results. So how do you, I am little skeptical about the whole thing and what can we do? So then I said, sir give me a week's time and I will give you a roadmap. If you are convinced then we will go forward. So in that one week I worked really very hard and digested the entire literature on enterprise architecture, literally 622 pages of Toghaff version current at that time and other international practices. And in seven days flat I produced the roadmap and showed it to him on the eighth day. So he was very much, I mean any other person would say no, no, this will still take a lot of time and I have no patience too. But I mean the person he is for a long term approach and a development of a vision and setting path for others. He said let us jump into it, let us do it. That's how the whole idea started and then we went about building this architecture here. Having said that let me spend a little bit of time on what is its relevance for the country as a whole and where do we stand. And also where do we stand? Visavi, the Yipragati program that we have designed for Andhra Pradesh. So I will talk about these four things, the principles of enterprise architecture which most of us in this room already know. But to contextualize those principles I would be restating them just to refresh the memory. And then go on to the relevance of EA for India. And then our own Yipragati experience journey which is a year and a half at this point of time from the concept to this time. And finally what are the issues we have encountered and what are the critical success factors for such an exercise to be undertaken. We will have time for discussion possibly at the end or there is anyway a panel discussion lined up later. We can choose the appropriate time to have the interaction. Now the whole thing with this slide on the 8th day when I made a presentation this is taken from that presentation only in August 2014. So what is the big question? Do we implement project by project by project, piece by piece by piece. Not knowing where that piece of the jigsaw puzzle has to be placed. And placing it somewhere somehow and producing some results. Or should we look at the big picture. Have the big picture in front of you and then you can put each piece at the right place. We all play jigsaw puzzle possibly when we have time. This jigsaw puzzle if you have a picture behind the jigsaw puzzle. If it is a plain jigsaw without any picture behind it it is very difficult to piece it together. You don't know exactly where each minar there or each tower there. It gives you an idea of where to place it. So likewise if you have the picture in front of you then it's easier to solve the jigsaw puzzle. If the picture is superimposed on that. Likewise for the enterprise architecture it is the same thing. It is the difference between working on a jigsaw puzzle without any picture on it. A plain pieces of jigsaw or a pre-determined picture, pre-printed picture scattered though on the various pieces. Then with the help of the pattern of that picture you can easily put it together. It is the difference between doing individual projects and to go for enterprise architecture. This holds for private sector enterprises and definitely to the government as well. So this is the single picture with which he said yes there is something in what you say. So that's how the kind of philosophy behind the enterprise architecture especially for governments. Now the enterprise architecture as you all know looks at that big picture which is consisting of these four components or pieces as you can call them of architecture. With the governance being at the top it is not about technology. It is about government and governance. How do you piece the functional pieces together? How do you put the functional pieces together? It is more challenging than how do you put the technology pieces together? So governance is the you should have the vision, you should have the game plan, you should have clarity on what you want to achieve at the end of years or months. As a government what do you want to forget about technology? What do you want to achieve? How do you want to deliver your services? How do you want to analyze your data? How do you want to produce decisions out of that data analysis? That is more important or the most important thing in the enterprise architecture. So these four dimensions of the enterprise architecture is a helpful way to create that picture. And of course the application architecture, data architecture and technology architecture are important pieces which enable us to reach that apex level of achieving the governance goals. So this is how we have I mean this is what Toghaf says and this is what any other enterprise architecture would say. Now just revisiting the principles of enterprise architecture on these four dimensions you need to have a set of principles in front of you without which it is likely that we lose our way in the jungle not knowing which direction to go. At some point you are bound to lose your way and then the picture is more confusing than it was in the beginning. So you need to have some solid principles around the enterprise architecture and everyone in the government and outside the government in the industry follows them like 12 commandments or 10 commandments as you would say. Here it is 12 that we have laid down. This is again extracted from Toghaf. These principles are distilled out of Toghaf and what is relevant for India and for AP. So it says that these principles are supreme, inviolable, the remaining 11 I mean because unless that rigidity is observed then we will not have a single enterprise architecture. We will have multiple enterprise architectures. It's no longer, it can no longer be called enterprise architecture. People have to speak the same language. They have to swear by the 11 principles, 11 other principles. What are those? Look at government as a whole and not in a piecemeal fashion. As much as possible think that the government is a single organization and that is the client. Government is the client, a monolithic structure that is your client and not a transport department, not a revenue department, not a registration department as such or an education department or health department. You have so many of them. You must forget that they are distinct pieces and imagine it as a single entity. It is difficult for people who have lived in the government for 30-40 years or any length of time or people and businesses which are dealing with the government on a one-on-one basis with each individual department. Forget that memory, that mental picture of the government and migrate to a situation where you are imagining government as a benign entity which is singular in nature. It is a difficult transition mentally. So that is, I was just telling Pallab who is supporting us in this and who is going to speak to you later that we need to inject this to all the key individuals who are going to matter, who are going to carry this forward in implementation tomorrow. So have a series of this change management workshops all around. Let the message go very clearly. Unless they understand the big picture, they don't know what is happening and that change of mindset won't come. It's very important. Then second is information. Third one here is information management is a collective responsibility. I can't say that as a department I'll sit on my guns and I'll go with blinkers with my own departmental requirement and not care for the requirement of other department of data from your department. It is a collective responsibility. It's not any one single monopoly of any department. So that is another important principle. These are all, you know, you have to live out of the experience. The departments and agencies which are making part or divisions in an enterprise will have to live out of their past experience and then come out of that mindset and say, no, this is a collective responsibility. Together we gain, divided we fall. Kind of mentality has to come in this. So as an organization, these are all organizational changes that are required, mindset changes that are required. And when you go to the set of three principles on the data side, data is an asset and is shared just as we have physical assets, data of the government is also an asset. That is also a principle and sharing. Sharing is something very, very, you know, difficult to achieve. People to share the data, they should I share, should I not share, that hesitation is always there. So data sharing is important. Convincing people to share data is very important first step. Then data as a single source of truth is an important principle again. How do you produce that single source of truth? Steve was mentioning in his brief remark that implementing a project in India is a different cup of tea because the numbers are so huge. It's such a huge country. Each state is also bigger than several other countries, each province. So we're talking of tens of millions of data at the state level and hundreds of millions of data at the data, records at the national level and how to maintain it clean all the time and swear by that that each record here is true. And you don't create islands of that in different places which are not consistent with each other. My name is spelled S-A-T-Y-A somewhere and S-A-T-H-Y-A in some other place. Both are, I mean, known, popularly used in this country. How is it the same everywhere? Single source of truth from which anybody wanting the data would take it from there, that single source of truth and not create islands of half-truths, I would say. And data security is very important. And privacy also, I didn't add that, but it needs to be added increasingly because there is a lot of activism around this also while it is well-known and established in the West. There is no privacy law in India as of today. Some guidelines exist here and there and so on. So the apex court of this country is currently looking at this issue. How do you ensure privacy of the individual personal data, personal information? So we brought out actually in advance of this as part of this exercise a set of principles on data security and privacy. A policy on this has been brought out, you know, taking from the very nice framework that the European Commission has had put out quite sometime back on the subject of privacy. So security, the other side, of course, is the privacy. So this is very, very important. It doesn't need more explanation. Then on the application side, application should be technology independent and so as to give us the flexibility to go with the best of breed as the time progresses. We need not be locked into a particular technology. We should not be. That is one more care we have to take. And all applications are easy to use, user-friendliness, citizen-friendliness, efficiency, performance. They matter here. And very important principle we have tried to follow as I show in the AP example, develop once, use many times so that you don't redo things and when you reuse the same component or same application several times, obviously that kind of uniformity will come. Automatically it will come to you. So I will illustrate that later. On the technology side, there are so many technologies, so many things. How do you minimize the technology diversity? You can't eliminate technology diversity in this world. You can't say that I will have a particular technology rolled across the whole of, I cannot mandate that only use this technology. Things will definitely, I'm telling you, technology point of view. If I have the same platform and roll it out all over the state, in all departments, if I just bulldoze myself into all departments and say that, no, take this technology or leave it, maybe it is easier, you know, look and feel easier, implementation easier, development coding, reuse, security, single source of tools. Several things will become easier, but in a real life it is just not doable because of the very nature of, you know, governments and enterprises. It is just not possible to steamroll. So technology diversity at best can be minimized and not totally eliminated. You can't have that absolute uniformity across the government. Then technology confirms to define standards, then the interoperability being mandatory. The very nature of the enterprise architecture demands that there is basic interoperability, which is driven by standards. So these 12 principles we distilled out of Togaf and then put it together in one chart so that, you know, this goes down. We need to preach on this now onwards. It's time for, as I was telling Pallab that we need to take a massive exercise to imbibe these principles, take them down to the implementing agencies and the key people there. Maybe there are several thousands of them in 13 districts upon the Pradesh. So that is what is the need of the hour today, the next step, logical next step to do. So it makes the implementation that much easier. Otherwise, there will be tremendous resistance. They don't understand what's happening and you won't get the optimum output as a result. Now, at the national level, what is the compulsion for us to look at EA at this point in time? Is there a case for EA at the national level in India? So Honorable Prime Minister has been advocating and campaigning for this digital India with its own set of aspirations. That makes it more compelling for us to look at, you know, enterprise architecture at the national level at this point of time. Then having to do with, more with less. It's not as if we have unlimited resources, financially or human resource-wise. There is limitation. So how do you achieve more with less? Then unity in diversity. This is a principle on which our constitution also is founded, was founded rather. How do you achieve unity in diversity? It's a need at this point of time. How do you reuse to the greater extent possible, to the greatest extent possible? How do you infuse the reusability into the architecture? And a federated architecture rather than a monolithic architecture so that despite the diversity you should be able to produce, it's an oxymoron. Unity in diversity is an oxymoron, so to say. You're saying diversity, you're saying unity in the same breath. But that is the essence of this country, unity in diversity. So we have to customize or, you know, mold the enterprise architecture in such a manner that unity in diversity is possible. Otherwise it's not workable in this country. You know, a dictatorship will not work in this country. Future proofing is another requirement for India. You can do something once, but you can't go on meddling with it, you know, throwing it out and rip and replace every often. Doing it once itself is a great job given the limited resources and time and so on. So you need to create the architecture in such a manner that future proofing is possible. And of course last but not least is the dream of one government. Again I quote the Honorable Prime Minister and he said very early after he came to power, he said less governance leads to good governance. So going by that and what he meant was compact the whole thing and government should not be seen as a massive mountain or heaps of different departments. But it should look simple and accessible to the common man with least interface or physical interface. So it is, the year concept change with that, if at all it enables to go there, reach that goal faster. So relevance for enterprise architecture for India is summed up here and very quickly this efficiency, effectiveness, productivity of employees, I have talked about earlier interoperability integration, agility in making changes and cost effectiveness. And a very noble thing to pursue is the coordinated and rapid development of entire portfolio of e-governance at close spaced manner. If you spread over several years then the entire team is lost. So you should do it in a closely spaced manner. Typically each project may take a lot of time but we cannot afford that in the enterprise architecture environment because it will wish you at the interest, the political interest support will dwindle as you go farther and farther into time. So you have to do in a rapid carpet bombing manner rather than going one at a time, one piece at a time. Now a few words about e-Pragati, where are we in this e-Pragati? We call this initially as AP State Enterprise Architecture but I must compliment Pallav for coming up with this nice word which is appreciated all over and become a very popular word today in India is this e-Pragati. So Pragati means progress and development. It's not about IT but it's about development and welfare. So this is the vision. How do you realize the digital entrepreneurship? We have a sunrise AP vision. There is a business vision, nothing to do with technology, nothing to do with IT, nothing to do with enterprise architecture. The Chief Minister came with those seven missions for development sometime back in 2014. So this is trying to support that. And we, despite EA, et cetera, you have to think in compartments. So we have created this. The whole landscape has been divided into these pieces here. I think I've run out of time but I'll take still two more minutes to complete my presentation. The timer there shows zero time left but I would request that you bear with me for another five minutes. So this is the whole landscape of the business vision of the government of Andhra Pradesh which has been grouped on the principle of similarity of function, functional similarity. Like whatever is in the primary sector, whether it is agriculture, horticulture, suriculture, whatever you may have, one place. Whatever to do with education is at one place and whatever has to do with healthcare is at one place. So that they are packaged in such a manner that the advantage of reusability, the principle of reusability, the principle of interoperability is 50% or more is taken care of through this single point. Then we have again divided into waves so that it is doable. It is closely spaced but sequenced in such a manner that there is dependencies are a little bit taken care of and so on. So there are 72 pieces here on this and we are currently in wave one and going on to the other waves, working simultaneously on the other waves as they talk. So fact sheet is that there are 745 services envisaged across 315 agencies of the government in 33 departments. 72 projects, those small boxes in the previous diagram made into 14 packages for operational convenience and also reusability and similarity of functions and made into four waves. And then this is something about the budget. We have to do it in two years time which is a pretty, several countries have taken a decade to do this kind of a work but our mandate is dictated that we should do it in two years so it is good but it puts a lot of pressure on the whole system. Then about 2047 crores which is about 350 million US dollars and about 200 million dollars coming from the government and that's through a user charge mechanism, service charge mechanism. So I will just illustrate with reference to one, how we have done the layering in such a manner in each of those packages. How did we layer it? What is the philosophy behind this? These are the pieces here in the tier. See we have the views, different views on sitting on top so that citizen centricity, user centricity comes from this layer. A farmer has the views that he or she would like to have and similarly a business person interacting with the primary sector, the field workers, the agriculture officers and so on and the agriculture, horticulture departments and the senior management like the ministers and so on, secretaries. Then we have the tier one where across the entire landscape of e-pragati these are common, everybody can use, any department can use. We put them on top tier like the finance, HR, procurement and so on which is agnostic of any department, anyone can use them. Layer two is certain components which are also common across tier two is that component and tier three is what is really material for the primary sector like the extension, entire life cycle from seed to crop to market to post market phenomena. Life cycle of the crop and livestock is taken care of here through these common modules which are used across these ten departments and similarly whatever is specific to a department and not useful to other departments kept in the tier four. So increasing reusability is observed from bottom to top as you say. This is the architecture on which we have followed in all the packages we are trying to follow the same principle. You can't simply say that reuse the same thing all over the government. There is some limit to that. So we are optimizing this way. So there are 16 modules in this particular thing and about 74 services are out of those 745, roughly 10% is arising out of primary sector. So same thing repeated for all those blocks there currently. So current status is primary sector package has been sent out, RFP has been sent out and education we are ready to send out and in this month we are also targeting the other packages which gives an advance stage in about five to six other packages. Lastly the critical success factors for such a complex, really complex exercise is strong leadership which believes in this visionary picture, big picture approach. Ownership of line departments, they have to be the owners. It should be planned centrally, centralized planning but decentralized implementation. That's a very ideal way of putting it. Then highly committed team of enterprise architects is needed because we have to really understand the whole picture so that you can write each piece correctly unless you have the holistic vision of the complete picture. So we need that enterprise architecture teams to be fully imbibing all the principles and practices. Precise documentation is very important because you are talking of interoperability, you are talking of connecting so many pieces together. As you have seen in the agriculture sector alone there are 100 dependencies. How do you take care of those dependencies unless you document precisely? Efficient procurement, you can't take months, months and years to procure. Then you are losing the essence of the whole thing. Effective management of dependencies is very, very important. Otherwise your jigsaw puzzle will never be complete. You will not be able to put all the pieces together. And lastly, but most importantly, the capacity building from top to the ground level layer is important. This is critical to success as I would say. Thank you.