1. ARCHITECTING EGOVERNANCE
SPACE
Prof. K. Subramanian
Professor & Director
Advanced Center for Informatics & Innovative Learning, IGNOU
Consulting IT Adviser to CAG of India
EX. DDG(NIC), Ministry of Comm. & IT

2. PRINCIPLES OF GOOD
GOVERNANCE
Humane Governance
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
Leadership

 Should be Creative
 Selflessness
 Uses Knowledge for
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Prof. KS@2009 Architecting eGov space-
 Integrity
National Wealth and
 Objectivity Health creation
 Accountability  Understands the
economics of
 Openness
Knowledge
 Honesty
 High Morality
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3. E-GOVERNMENT IS EVOLUTIONARY
NAMING IS EVOLUTIONARY,
E-GOVERNANCE IS YETevolutionary,
e-Government is TO TAKE OFF Naming is evolutionary,
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e-Governance is yet to Take off
fficient Government …
Effective Government …
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Open Government …
Joined-up Government..
Connected Government
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4. FOUR MANTRAS OF GOOD
DIGITAL GOVERNANCE
From Vision Mission Implementation-->Impact study-

>Improvisation- Leadership & Alignment
Projects Formulate, Architect, Design & Construct,

Comprehensive Multi-tier Review, Monitoring & Feedback
control
Collaborate, Communicate, Cooperate, Co-work & co-exist

Logical Process Integration (ERP) superimposed with BI

makes the Enterprise a creative and Innovative A mature
accountable, transparent and Open Government
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5. UNDERLYING FOUNDATIONS
OF ARCHITECTING EGOV
SPACE
Undertake a Structured eGovernment Strategy Exercise

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Ensure Your eGov Strategy has a Sound Underlying Architecture

Create a Single High-Level Strategic Body (create synergy and

convergence of vision & mission in inter & intra departments of
govt. for Development)
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Don't Let Strategy Become Detached From Local

Realities(participation of constituents in the system design
requirements)
Advocate & Implement Project Governance & Management

Principles.
Make Your eGovernment Vision Clear, Collective, Challenging and

Customised
The Objectives of eGovernment Strategy Should be Better

SMART(simple, moral, accountable, responsive and transparent)
Government
Vision-Mission-Implementation-Feedback & Correction- Sustenance

with One Nation(INDIA ONE) & One Government
For the People-By the People- Of the People
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6. FOUR DIMENSIONS OF EGOV
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The information dimension : the system design assumed that its

creation of formal strategic information would be of value to
Ministry functioning. In reality, informal information and gut
feelings were what decision makers valued and used.
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The process dimension : the system design assumed that a

rational model of structured decision-making held sway within the
Ministry. This mismatched the dominant reality of personalised,
even politicised, unstructured decision-making.
The objectives and values dimension : the system was designed

within, and reflecting, a scientific environment which had a 'role
culture' that valued rules and logic. In reality, it was to be used in a
political environment which had a 'power culture' that valued self-
interest and hidden agendas.
The management systems and structures dimension : the

system was designed for an organisation that had both structures
and systems to support strategic decision making. In reality, such
structures and systems did not exist within the Ministry.
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7. FIVER TIER ARCHITECTURE FOR
EGOV SPACE
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Data Architecture:

an overall plan for the data items (and their relationships) necessary to

deliver e-government.
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Process Architecture:

a plan of the key activities that e-government will support and undertake.

Technology Architecture:

how computers will be sized and connected for e-government, and an

outline of the software to be used.
Data Management Architecture:

how data input, processing, storage and output functions will be divided

across the information technology architecture.
Management Architecture:

the policies, standards, human resource systems, management structures,

financial systems, etc. necessary to support e-government.
To create a building, you need a sound underlying
architecture for that building, based on an architect's 7
plan. The same is true for e-government.

8. COMPETENCES REQUIRED FOR
EGOV PROJECTS PLANNING
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Skills,
Knowledge
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Attitudes.
All three of these must be in Planning the
e-government project.
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9. NEEDED
COMPETENCIES
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 Systems Development
Competencies
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 Project/Change Management
Competencies
 Intelligent Customer
Competencies
 Operational Competencies . 9

10. Emerging Technologies -Competitive Environments
&
Integration Catering through ICE
Technologies 1. Operational Integration Selection of
Technologies
2. Professional Integration
1. IT
•Affordable
(HR)
2. BT
3. Emotional/Cultural •Acceptable
3. CT Integration
•Sustainable
4. ET ICE is the sole
•Reliable
integrator & IT/Cyber
5. NT
Governance is Important
6. ST
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11. TECHNOLOGY SELECTION FOR
EGOV PROJECTS
2/25/2009
Should not be the Leading Edge(Bleeding edge as it is vendor

driven)
 Should not be Outdated( e dumping, difficult to maintain and
sustain)
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 Based on the connectivity levels and technological standards
available right now.
 Work with & connect directly to all end users
rather than intermediaries.
1. Prototype And / Or Pilot Your Project Making the
design match real user needs, and by making users more
realistic in their expectations of the system.
2. Stakeholder Involvement Is A Must general staff,
including administrators and other lower-/middle-level
system users, were involved with the project. Their ideas
were incorporated into the design, ensuring that the design
did meet the real - rather than imagined - needs of these key 11
stakeholders.

12. TECHNIQUES & REQUIREMENT
ENGINEERING/ARCHITECTING THE EGOV
SOLUTION SPACE
2/25/2009
An Overall Vision/Strategy for eGovernment

 Project Management for eGovernment
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 Change Management for eGovernment
 Politics/Self-Interest in eGovernment
 Design of eGovernment Applications
 Competencies (Skills, etc.) for eGovernment
 Technological Infrastructure for eGovernment
 External and Internal Drive for eGovernment
eGovernment projects need managers,
but they also need leaders as well 12

13. GOOD GOVERNANCE
STRENGTHENING
INTEGRATION OF MULTI-
STAKEHOLDERS
Operational Integration

Professional Integration (HR)‫‏‬

Emotional/Cultural Integration

ICT & Government Business & Services Integration

Multi Technology co- existence and seamless integration

Information Assurance

Quality, Currency, Customization/Personalization

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14. Prof. KS@2009 Architecting eGov space-
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STRUCTURED EGOVERNMENT
IDEA 1: UNDERTAKE A
STRATEGY EXERCISE

15. IDEA 2: ENSURE YOUR EGOV
STRATEGY HAS A SOUND
UNDERLYING ARCHITECTURE
2/25/2009
Data architecture: an overall plan for the data items (and

their relationships) necessary to deliver e-government.
Process architecture: a plan of the key activities that e-

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government will support and undertake.
Technology architecture: how computers will be sized and

connected for e-government, and an outline of the software to
be used.
Data management architecture: how data input, processing,

storage and output functions will be divided across the
information technology architecture.
·Management architecture: the policies, standards, human

resource systems, management structures, financial systems,
etc. necessary to support e-government.
15

16. IDEA 3: CREATE A SINGLE HIGH-
LEVEL STRATEGIC BODY
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This body - of senior staff and other powerful

stakeholders - can take responsibility for functions such
as scoping and commissioning an e-government strategy;
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prioritising particular e-government projects; ensuring
necessary resources are in place to deliver projects; and
monitoring progress in e-government.
Where such a body is set up with a view across the

whole of government, it can also have a coordination
function - ensuring some degree of inter-operability
between independently-developed e-government
applications, assisting reusability of solutions to avoid
'reinventing the wheel', and generally facilitating
learning across e-government projects
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17. IDEA 4: DON'T LET STRATEGY
BECOME DETACHED FROM
LOCAL REALITIES
2/25/2009
In an overall sense, e-government strategy asks three

questions:
quot;Where are we now?quot; (Here)

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quot;Where do we want to get to?quot; (There)

quot;How do we get from here to there?quot;

The danger is that asking such questions ignores local realities, creating a hypothetical vision of quot;Therequot;

that can never be achieved. Government is only one player: rather than thinking it can design its
environment, it should instead design TO its environment. This means infusing question 1 with a sense
of where clients (e.g. local citizens, local businesses, local communities, local NGOs, local agencies)
currently are: their current rates of ICT access and use; their current needs; their current priorities. It
means infusing question 2 with a true sense of where those clients are headed: forecast trends in ICTs,
needs, priorities, etc. By doing this, you create a realistic rather than idealistic e-government strategy.
Where e-government strategy does not take the local environment into account, problems will arise. e-

government strategy designs must take good account of existing realities
An ambitious strategy for e-government in Central Africa failed to take account of local realities: funding

limitations, infrastructural constraints, mismatch with objectives of key players, problems of theft of equipment. The
result was a failed strategy.
In some Indian states, too, e-government strategy has been a top-down, techno-centric exercise that neglects the

social, economic and cultural realities of intended client groups. Such strategies are self-defeating disasters.
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18. IDEA 5: SET CLEAR quot;GO/NO GOquot;
CRITERIA
2/25/2009
Thinking in a high-level, strategic manner, work out a

set of criteria for decision-making about e-government
projects.
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 What criteria will you use to decide whether or not an e-
government project should be supported and funded?
 What criteria will you use to decide that a project - once
funded - will be abandoned?
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19. IDEA 6: MAKE YOUR EGOVERNMENT VISION
CLEAR, COLLECTIVE, CHALLENGING AND
CUSTOMISED
2/25/2009
A good e-government strategy will have the following features.

It will be clear: ordinary citizens will understand what it seeks
to achieve. It will be collective: shared by the key stakeholders
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involved (and probably developed collectively in order to meet
that criterion). It will be challenging: not so optimistic as to be
unrealistic, not so pessimistic as to be uninspiring: one
watchword is
quot;Think Big, Start Small, Scale Fastquot;.
It will be customised: matched to
specific local conditions.
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20. IDEA 7: THE OBJECTIVES OF
EGOVERNMENT STRATEGY SHOULD BE
BETTER GOVERNMENT
2/25/2009
In one or two states in India, for example, e-government

is seen as the servant of broader good governance
objectives. Put another way, e-government is seen as a
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means, not as an end in itself. The end specified in some
cases is SMART government: government that is simple,
moral, accountable, responsive and transparent.
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21. IDEA 8: DO SOMETHING
2/25/2009
Don't become so wrapped up in visions and strategies

that you never actually do anything. And don't let
strategy-making be an excuse for inaction. Small, useful
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e-government projects can proceed alongside strategy,
and can create knowledge that feeds into strategy-
making.
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22. THE FACTOR MODEL
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The Factor Model identifies a set of ten key factors:

external pressure,

internal political desire,

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overall vision/strategy,

project management,

change management,

politics/self-interest,

design,

competencies,

technological infrastructure,

Presence or absence of these factors will determine success or

failure
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23. DESIGN-REALITY GAP MODEL
2/25/2009
identifies a gap that exists for all e-government projects

between the design assumptions/requirements and the
reality of the client public agency. The larger this gap
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between design and reality, the greater the risk that the
project will fail. The smaller the gap, the greater the
chance of success.
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24. IDEA 3: EGOVERNMENT IS A CHESS
GAME
2/25/2009
Picture the e-government project as a chess game. Ask

yourself - what piece am I? Are you the all-powerful
queen, a middle-ranking bishop, or just a lowly pawn? If
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you are one of the lesser pieces in the game, you will face
problems unless you can find a powerful ally: the
equivalent of a rook or queen in chess. If you have
trouble from middle-ranking stakeholders, ask yourself
if there's a more powerful player that you can bring in -
a senior official, a politician, an external agency, a donor
organisation, etc. –Richard Heeks
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25. AVOIDING EGOV FAILURE:
IDEAS ABOUT EXTERNAL & INTERNAL
DRIVERS
Idea 1: Balance External And Internal Drivers

Without external encouragement, e-government projects may never be

2/25/2009
contemplated or started. Without internal ownership, e-government projects may
never be developed. Without external facilitation, e-government projects may
never be successfully implemented. eGovernment proposals must grapple with the
difficult business of balancing and integrating these three forces.
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 eGovernment projects risk being too external: many initiatives in developing
countries are donor- or vendor-led. The latter is particularly problematic given
often conflicting objectives between vendors and governance, and the poor quality
of some vendors. Care must be taken that both initiatives and institutions relating
to e-government do not become vendor-dominated.
 But e-government projects also risk being too internal: for some ruling elites in
developing countries, 'it seems that governance is seen as a tool for serving
personal, then ethnic, then social affiliation and last the national interest. All
state machinery, institutions and mechanisms are viewed and used in this light.'
eGovernment projects can be just the same: if senior public officials do come to see
e-government as being in their interests and are able to take control of those
initiatives, they may steer projects away from broader goals.
 It is very difficult, but a balance must be struck between external and internal
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drivers. One lesson from a Zambian e-government initiative was that an
independent project team was required 'so that government cannot intimidate
team members and that donor countries cannot hijack the project for their own
benefit.'

26. Assurance in the PPP Environment
2/25/2009
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03/10/08 Suny BUFF Lecture 27th Nov 2007

27. ENABLING TO RAPIDLY MOVE UP THE
E-GOVERNANCE EVOLUTION
STAIRCASE
5. Outsourcing
4. Transformation
2/25/2009
Define policy and
Funding stream allocations outsource execution
Agency identity Retain monitoring and control
“Big Browser”
3. Transaction Evolve PPP model
Strategy/Policy
Competition
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People
Confidentiality/privacy Outsource service delivery staff
Process
Job structures
Fee for transaction
Technology Outsource process execution staff
Relocation/telecommuting
E-authentication
2. Interaction Organization
Cost/ Searchable Performance accountability
Self-services
Complexity Database Multiple-programs skills
Skill set changes
Public response/ Privacy reduces
Portfolio mgmt.
email
Sourcing
Content mgmt. Inc. business staff
Outsource customer
Increased Integrated services facing processes
1. Presencesupport staff Trigger
BPR Outsource backend processes
Change value chain
Governance Relationship mgmt. New processes/services
Publish Online interfaces Change relationships
Knowledge mgmt.
Channel mgmt. (G2G, G2B, G2C, G2E)
E-mail best prac. Constituent
Existing
Content mgmt. Legacy sys. links Value
Metadata Applications
Security
Streamline New applications
Data synch. Infrastructure
Information access
processes New data structures
24x7 infrastructure
Search engine
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Web site Sourcing
E-mail
Markup
Time

28. Prof. KS@2009 Architecting eGov space-
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2/25/2009
NPC Lecture Feb 2009
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NPC Sikkim May 2006
06/29/06

29. Let all of us work together to make our country a Developed
And Good Governed Nation
2/25/2009
FOR FURTHER

INFORMATION PLEASE
CONTACT :-
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Prof. KS@2009 Architecting eGov space-
E-MAIL: ksdir@nic.in

ksmanian@ignou.ac.in

ksmanian48@gmail.com

91-11-23219857

Fax:91-11-23217004

Office of the CAG,

10, B.Z. Marg,

New Delhi-110002

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