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ICEGOV2009 - Tutorial 2 - part 2 - Architecting the Connected Government: Practices and Innovations in Singapore
1.
MODULE 2/2
Architecting the Connected Government: Practices and Innovations in Singapore United Nations International Conference on Theory and Practice of E‐Government ICEGOV 2009 November 10 – 13, 2009 Bogota, Colombia Dr. Pallab Saha National University of Singapore Institute of Systems Science © 2009 NUS Institute of Systems Science. The contents contained in this document may not be reproduced in any form or by any means, without the written permission of ISS, other than for the purpose for which it has been supplied.
2.
Agenda
Linking E‐Government and EA • Evolution of Singapore’s E‐Government Programme • Singapore Government EA (SGEA) • Early Architecture • Reference Models • Methodology • Differentiated EA Design • Government Transformation with SGEA • Further Activities Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
3.
EA Maturity Stage Model
Source: Enterprise Architecture As Strategy; Ross, Weill, Robertson; 2006 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
4.
Benefits of EA
Source: MIT CISR Research Briefing, Ross, 2005 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
5.
E‐Government and
E‐Government Stage Models • Refers to the use by government agencies of information and communication technologies that have the ability to transform relations with citizens, businesses, and other arms of government. • Several available models (like the Gartner, Deloitte & Touché, Accenture). • The key stages of E‐Government Maturity include: – Web Presence • Simple, static information through websites. One‐way communication. – Interaction • Simple interaction which is very agency centric. – Transaction • Conduct of complete online transactions. Needs some of cross‐agency communication – Transformation • Connected government (both vertical and horizontal). Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
6.
EA is Essential for E‐Government
Enterprise Architecture E‐Government Maturity Stage Explanation / Notes Stage Application Standardized Optimized Business Data and Silos Technology Modularity Applications Agencies / departments still operate in 1. Web presence their silos and almost don’t need any architecture. Simple two‐way communication needs very 2. Interaction basic and few common technology standards, but still largely within their silos. Complete online transactions needs moderate level of cross‐agency 3. Transaction collaboration and sharing at the technology level. Government appears and operates as ONE, 4. Transformation high degree of integration needs common (Connected) and shared business functions and outcomes. Source: Advances in Government Enterprise Architecture; Saha; 2008 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
7.
Agenda
• Linking E‐Government and EA Evolution of Singapore’s E‐Government Programme • Singapore Government EA (SGEA) • Early Architecture • Reference Models • Methodology • Differentiated EA Design • Government Transformation with SGEA • Further Activities Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
8.
Singapore’s Infocomm Plans
Source: Singapore E‐Gov Journey; eGL @ NUS; 2008 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
9.
Evolution of Singapore’s
E‐Government Programme E‐Government Plan Key Points / Evolution Stage (Generations) 1. Civil Service 1. Build the IT infrastructure foundation 2. Automation of simple activities (paperwork elimination) Computerization Plan 3. Encourage the use of Internet (1980 – 1999) 4. Maps to Web Presence and Interaction stages in the E‐Government stage model 1. Consolidation of computing resources 2. E‐Government Action 2. Establishment shared data center and civil services network Plan I (1999 – 2003) 3. Maps to Interaction stage in the E‐Government stage model 1. Delivery of accessible, integrated and value added public services 3. E‐Government Action 2. Adoption of common infrastructure, information management and technical standards Plan II (2003 – 2006) 3. Foster cross‐agency collaboration 4. Maps to Transaction stage in the E‐Government stage model 1. Integration of government and public services 4. Integrated Government 2. Enhancement of e‐engagement, capacity and synergy 2010 (2006 – 2010) 3. Maps to Transformation stage in the E‐Government stage model Source: Advances in Government Enterprise Architecture; Saha; 2008 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
10.
Agenda
• Linking E‐Government and EA • Evolution of Singapore’s E‐Government Programme Singapore Government EA (SGEA) Early Architecture Reference Models Methodology Differentiated EA Design • Government Transformation with SGEA • Further Activities Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
11.
SGEA – Early Architecture
• As part of its E‐Government Action Plan I (E‐ GAP I), there was a need for a well‐designed, reliable and scalable infrastructure • Triggers for early architecture included: – Inter‐operability – Economies of scale – Cross‐agency collaboration at a technical level • This led to the development of Singapore’s technology standard blueprint called the “Service‐Wide Technical Architecture (SWTA)” in 1999. SWTA Quick Facts Collection of nine technical domains Consists of standards, guidelines, best practices and recommended implementations Meant for agencies to adapt / adopt Mandated as part of IT Governance policy Updated every six months Well established Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
12.
SGEA – The Next Generation
Programme is formally called Enterprise‐Wide Architecture for Value Enhancement (eWAVE) Enterprise Architecture (EA) is a New Development blueprint which links Business functions; Relevant data standards; Common systems and services; and Technologies Cross‐agency in order to achieve enterprise level or whole‐of‐ SWTA government (integrated) goals Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
13.
eWAVE – Reference Models
• Development of reference models which agencies can refer to, in order to find out which agencies they can collaborate with and what shareable data and components are available for use – Business Reference Model – Data Reference Model – Solution Reference Model – Technical Reference Model (earlier called SWTA) • Identify key potential areas for collaboration • Develop methodology to help agencies develop their own EA Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
14.
eWAVE – Business Reference Model (1/2)
• Provides an organised view of the business of Government using common terminologies 2 Business Areas. Represent the highest level Business Areas description of the business operations of the INCREASING GRANULARITY AND DETAIL Government 33 Lines of Business. These Lines of Business describe more specifically the services and Lines of Business products the Government provides to its stakeholders Business 137 Business Functions. Describes specific Functions activities that Agencies perform within each Line of Business Source: Singapore Government Enterprise Architecture; IDA; 2006 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
15.
eWAVE – Business Reference Model (2/2)
(The Business of Government) Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
16.
eWAVE – Data Reference Model
• Specifies definitions for data elements that are commonly used across agencies, to enable more effective data exchange • DRM comprises: – Key data entities (Person, Company, Business, Limited Liability Partnership, and Land) and numerous data elements based on the People, Business, and Land Hub – Several sets of codifications Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
17.
eWAVE – Solution Reference Model (1/2)
• Contains a portfolio of systems and service components that can be shared / reused across the Government Shared Systems Government‐Wide Shared Systems Corporate Planning Information Management Project & Logistics Public Finance HR & Development and Consulting Management Communications BLISS MCPS PM2S eventshub@sg GeBIZ SGMS SAS@Gov NFS@Gov PRAISE eventshub@sg PM2S PaC@Gov TRAISI VOG Source: Singapore Government Enterprise Architecture; IDA; 2006 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
18.
eWAVE – Solution Reference Model (2/2)
No Attribute Description 1 Business Context <Refers to business function in Business Reference Model> 2 Name Government Electronic Business (GeBIZ) GeBIZ is an integrated end‐to‐end System, which allows public sector officers to perform a range of procurement and revenue tender 3 Description activities. It also provides government suppliers access to procurement opportunities in the public sector and the option to trade electronically with the government 4 Owner Ministry of Finance (MOF) 5 Platform Web‐based, BEA WebLogic 6 Database Oracle 7 Status PRODUCTION Source: Singapore Government Enterprise Architecture; IDA; 2006 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
19.
eWAVE – Technical Reference Model
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
20.
eWAVE – MAGENTA (1/5)
Methodology for Agency Enterprise Architecture (MAGENTA) • Purpose: – Build consensus and common foundation among agencies – Fill knowledge gaps – Encourage participation and establish commitment – Raise levels of effectiveness, quality, efficiency, interoperability, and return on investment for EA capabilities – Use of real life case study for validation Source: Advances in Government Enterprise Architecture; Saha; 2008 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
21.
eWAVE – MAGENTA (2/5)
Progress in Time Stakeholder Groups Source: Advances in Government Enterprise Architecture; Saha; 2008 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
22.
eWAVE – MAGENTA (3/5)
• Methodology – Step‐by‐step instruction oriented – Structure • BRIEF DESCRIPTION: An executive summary type description of the phase. • PURPOSE: A bulleted list of four to five key points that would capture the intended outcomes and overall expected results of the phase. • INPUTS: These identify the critical information that should be available or collected prior to initiating the phase execution. In many cases, inputs to a given phase can correspond to the outputs from the preceding phase(s). • SEQUENCE OF ACTIVITIES: A flow‐chart (or equivalent) representation of the sequence of activities that occur in the phase. • DETAILED ACIVITIES: Textual description of the activities (and tasks) belonging to the phase. The description will also identify the specific inputs required in performing the activity. • OUTPUTS / OUTCOMES: These identify the resulting architectural information produced by the activities in the phase. The outputs can include formal architecture artifacts or business outcomes. • GOVERNANCE: This identifies the key stakeholders in the phase and the level of their involvement (Responsible, Accountable, Consulted and Informed) in performing the activities. • SUMMARY CONTENT AREA OF FOCUS: The primary content areas that the phase focuses on. • KEY PRACTICE CONSIDERATIONS: This lists the key factors / points / issues to be kept in mind when executing the phase. • TEMPLATES / REFERENCES / GUIDELINES: This is a generic illustration of the architecture output. Every architecture output produced in the phase will have a template. • SAMPLES: This is an example of the application of the template / reference / guideline. • CASE STUDY: Demonstrates the use of the methodology with the development of EA for a Singapore Government Agency Source: Advances in Government Enterprise Architecture; Saha; 2008 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Conceptual
Application Components Processes, Business Operating Activities, Policies, Model Tasks Rules 23
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Business Architecture Concept Map
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Operationalizing EA with MAGENTA (4/5)
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MAGENTA Scope and Nature (5/5)
• MAGENTA is intended for application at different agencies in the following clusters: • Government administration • Manufacturing and services • Education and learning • Healthcare and social services Transform Lead • Justice and law enforcement Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Design Models Across Organization Layers Enterprise
Line of Business Segment Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Typical Business Concerns
• Redundant and duplicative services and • Lack of capability to manage system investments complexity and change • Lack of prioritization mechanisms • Fragmented business processes and • Technology Diversity systems capabilities • Weak business‐IT alignment • Lack of methodology to identify approaches business opportunities by leveraging • Absence of inter‐agency collaboration technology innovation (WOG, cluster, ministry) • Limitations in quality aspects of • Proliferation of numerous strategic & mission‐critical applications operational management practices • Absence of strong integration capability with no clear linkages • Weak vendor assessment and • Weak IT governance capability management capability • Weak technology acquisition discipline • Inability to manage ‘networked virtual • Spiraling IT costs organizations’ Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Typical EA Application Scenarios
• Technology Standardization • Business Process Harmonisation • Business Transformation / Modernization • Application Harmonization / Modernization • Data Standardization • Data Center Consolidation / Infrastructure Management • Service Consolidation / Shared Services • Investment / Portfolio Management • Application Landscape Planning / IT Planning • SOA Initiation • Virtualization Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Some Facts About MAGENTA
1. Released in January 2007, it is the world’s first national EA methodology. 2. MAGENTA will be incorporated into an industry leading EA tool. 3. It is being adapted and adopted in the private sector too. 4. It has been referred to for the development of the Integrated Methodology for Business Transformation (iMBT) for MINDEF. 5. Ideas from MAGENTA are influencing GEA programmes in several countries. Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Agenda
• Linking E‐Government and EA • Evolution of Singapore’s E‐Government Programme • Singapore Government EA (SGEA) • Early Architecture • Reference Models • Methodology • Differentiated EA Design Government Transformation with SGEA • Further Activities Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Connected Government
• The concept of connected government is derived from whole‐of‐government approach which utilizes technology as a strategic tool and as an enabler for public service innovation and productivity growth Moving to Connected Governance Source: UN E‐Government Survey 2008; United Nations; 2008 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Broad and Deep in Scope
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Towards Connected Government with
eWAVE Source: Advances in Government Enterprise Architecture; Saha; 2008 Transform Line of Lead Inspire Sight © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Structuring the Business Architecture
Captured in the BRMs and does not change very often Collection of Business Functions for key products and services makes the Value chain Roles, Departments, Resources performing a single value chain are collectively called Collaborative Practice Unit (CPU) Focus of architectural analysis (development of as‐is and to‐be views) Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Healthcare Stakeholders and Relationships
Hospitals, Clinics, GPs, Physicians, Surgeons, Nurses, Medical Practices, Medical Assistants, Physio and Laboratories, Primary Occupational Therapists, Laboratory Health Centers Technicians, Medical Equipment Technicians, Radiographers Government, Quasi- Government and Professional Bodies Healthplans, Insurance Companies, Universities, NGOs / Charities Research Centers Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Generic Care Delivery Value Chain (CDVC)
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CDVC for Chronic Kidney Disease
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Common Business Activities
• Common activities / processes that can be extracted out and shared across business entities – Sharing within organization LOBs / functions – Sharing between organizations within the cluster – Sharing with external partners • Can be identified from the value chains • Facilitate identification of collaborative opportunities • Allows taking benefit of economies of scale and supports SOA adoption (if desired) • Can facilitate the move to shared services Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Using BRM to Identify
Collaboration Opportunities Organization Function Business Function A group of organization functions collaborating in the context of a common business process is called the Collaborative Practice Unit (CPU). Every CPU must have non‐ambiguous governance mechanism. Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Using DRM to Build Agency IA
• To align agency data standards with the Data Reference Model • To identify source data for data reuse (instead of collecting it again) • As a reference for agencies to develop their own Information Architecture Source: Singapore Government Enterprise Architecture; IDA; 2006 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Using SRM to Build Agency AA
Agency wants to develop a system SRM Looks in SRM to see if there are shared systems or service components it can use Does not find suitable Finds a suitable shared system / system / service service component ‐ component and proceeds to build / proceeds to use them collaborate Source: Singapore Government Enterprise Architecture; IDA; 2006 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Disintermediation of Government Agencies
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Government‐Wide Agency EA
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MAGENTA Provides Line of Sight
(Government‐Wide Agency EA) Vertical Line‐of‐Sight Transform Lead Lateral Line‐of‐Sight Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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National Initiative
1 NEHRA Programme (Illustrative) (1/2) Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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National Initiative
1 NEHRA Programme (Illustrative) (2/2) Healthcare Virtual Organization Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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National Initiative
2 Shared Services (Strategic Outsourcing) • Establishment of a separate organization to offer common business services (non‐core for clients) – Previously known as the Centre for Shared Services (CSS), VITAL.org is the public sector’s efforts to aggregate common corporate services to drive economies of scale – A department under the Ministry of Finance, VITAL.org serves an impressive list of Ministries, Departments, as well as Statutory Boards in Singapore Transform Source: www.VITAL.org; 2008 Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Mapping the Progress of
EA vis‐à‐vis E‐Gov Transform Source: Advances in Government Enterprise Architecture; Saha; 2008 Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Architectural Challenges for
Connected Government • Multiplicity of links and interactions • Identify management and mapping • Data distribution and ownership • Level of infrastructure centralization • Integration with back‐end services • Flexibility and agility • Scalability, Performance and Availability Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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Transform
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Agenda
• Linking E‐Government and EA • Evolution of Singapore’s E‐Government Programme • Singapore Government EA (SGEA) • Early Architecture • Reference Models • Methodology • Differentiated EA Design • Government Transformation with SGEA Further Activities Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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EA Initiatives for Architecture Transitioning
• An EA initiative (architecture initiative) delivers a subset of the target EA and is capable of returning value to the customer when constructed, implemented and deployed as an independent entity. • Examples of initiatives include: – Business process reengineering – Technology consolidation / decommissioning – Database migration – New systems development – Current application reengineering Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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A Cash & Investment Flow
Pattern of a Typical EA Initiative • Cash flow projections form the core of all business cases • Represents a sequence of calculations of a specific financial position over time • Generally calculated at monthly, quarterly or yearly intervals • For each calculation point, all costs and benefits have to be factored in as they occur • By summing costs and benefits, a cash flow analysis allows determination of whether the project is cash‐positive or cash‐negative over its lifecycle Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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NPV Rank
Chronology / Stream NPV (‘000) % Optimal NPV Loss (‘000) 1 CABD 1,804 100% 0 2 CAB 1,787 99% 17 3 CAD 1,761 98% 43 4 CADB 1,758 98% 47 5 CA 1,744 97% 60 6 ACBD 1,734 96% 70 7 ACB 1,717 95% 87 8 ACD 1,691 94% 113 9 ACDB 1,687 94% 117 10 AC 1,674 93% 131 11 CDA 1,616 90% 189 12 CDAB 1,612 89% 192 13 ABCD 1,591 88% 214 14 ABC 1,574 87% 231 15 AB 1,000 55% 804 16 CD 998 55% 806 17 C 981 54% 823 18 A 910 50% 894 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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• Using the costs and revenues, cash positions for the optimal sequence
and its discounted cash flow is shown Periods (Months) Chronology AI 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 NET D+EB D ‐ 20 ‐ 20 10 14 18 22 26 30 34 38 40 40 40 40 40 40 392 + E ‐ 50 35 35 35 35 35 35 35 35 35 35 35 35 35 405 B ‐ 20 10 10 9 8 7 6 5 4 3 2 1 0 45 + C+A C ‐ 20 ‐ 20 10 13 16 19 22 25 25 25 25 25 25 25 25 25 265 + A ‐ 50 10 10 10 10 10 10 10 10 10 10 10 10 10 80 CASH FLOW ‐ 40 ‐ 40 ‐ 80 52 89 96 102 108 111 114 115 114 113 112 111 110 1,187 (‘000) INVESTMENT ‐ 40 ‐ 40 ‐ 80 ‐ 160 (‘000) ROI (%) 742 SELF FUNDING STATUS X PV (‘000) ‐ 40 ‐ 39 ‐ 78 50 86 92 96 101 103 105 105 104 102 100 99 97 1,083 CUMULATIVE ‐ 40 ‐ 79 ‐157 ‐107 ‐ 21 70 167 268 371 477 582 686 788 888 986 1083 NPV BREAKEVEN X 6.23 Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
61.
Credits and Acknowledgments
• Primary Content Sources – Handbook of Enterprise Systems Architecture in Practice; Pallab Saha; 2007. – Advances in Government Enterprise Architecture; Pallab Saha; 2008. – Coherency Management–Architecting the Enterprise for Alignment, Agility and Assurance; Gary Doucet, John Gotze, Pallab Saha, Scott Bernard; 2009. • Acknowledgments – Ministry of Finance Singapore (MOF) – Infocomm Development Authority of Singapore (IDA) – Intellectual Property Office of Singapore (IPOS) – VITAL.org (Center for Shared Services) Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
62.
Thank You
pallab@nus.edu.sg (2007) (2008) (2009) Transform Lead Inspire © Copyright 2009 E‐Government Leadership Centre @ NUS. All rights reserved.
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