Presentation GEA-NZ v3.0

Department of Internal Affairs
Government Enterprise
Architecture
for
New Zealand
GEA-NZ v3.0

• One of the primary goals of Enterprise Architecture
Ensure investments are cost-effective, sustainable and aligned with the organisation’s strategic goals
• Government ICT Strategy and Action Plan to 2017 sets out strategic goals for
transformation of Government ICT.
“Extend the Government Enterprise Architecture Framework to support transactional system
interoperability, enterprise security, and business-enabling elements such as data services and processes”
• GEA-NZ v3.0 supports the delivery of outcomes defined in the Government ICT
Strategy and Action Plan 2017 and Better Public Services Results
The focus is on how ICT can enable system transformation across government, efficiently and effectively
• Actions 9.1/9.2 of the Government ICT Strategy and Action Plan to 2017
“9.1: Continually evolve GEA-NZ, leveraging collaborative networks, to share maturity frameworks,
architectures, patterns and standards”
9.2: Agencies to adopt GEA-NZ as the framework for Enterprise Architecture and capability planning
• The GCIO’s guidance for four year planning
Each agency’s business plans, investment plans, IS strategic plans and enterprise architecture should all
be consistent and aligned with GEA-NZ v3.0
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GEA-NZ v3.0 – Goals and Objectives

GEA-NZ v3.0 - Purpose
• Designed to be applied at agency, sector and all-of-government level
• All-of-government level
High-level model of Government services and supporting business capabilities and information and
technology assets
Inform system-wide transformation and as a means of identifying new potential common capabilities.
Maintained by the Government Enterprise Architecture team
• Agency and sector level
“Starter framework" to help agencies that redeveloping their Enterprise Architectures
Outlines the major components and relationships that agencies and sectors should model
Set of reference models and patterns, focussing on common elements
ICT standards base
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GEA-NZ v3.0 – Primary Outcomes
• Success of Government Goals and Objectives
Provide a consistent view and accurate information within and across agencies to support planning and
decision making
• Functional Integration
Facilitate and encourage interoperability within and across agencies and between programs and
enhanced services by the use of Enterprise Architecture standards
• Authoritative Reference
Provide an integrated, consistent view of strategic goals, business services and enabling technologies
across the entire organisation, including programs, services, and systems
• Resource Optimisation
Provide a harmonised and consistent view of all types of resources in each functional area, program,
and system area
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GEA-NZ v3.0 – Structure
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GEA-NZ v3.0 - Context and Relationship
Standards
Measures
Categorizes
Security
Business
Data and Information
Data and
Information Assets
Business Capabilities
Government Services
Technology
Assets
Standardises&Guides
Categorizes
Hosts
Hosts
Citizen/Organisation
Uses
Strategy and Policy
Performance
Governance
Uses
Informs&Secures
Influences
Domain Subject Topic
Strategic
Goal
Objective
Roadmap
Ownership
Measurements
Infrastructure
Domain Area Category
Application and ICT Services
Domain Area Category
Purpose
Risk
Control
Standards
Policies
Guidelines
Business
Area
Line of
Business
Business
Function

Government Enterprise Architecture for New Zealand
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GEA-NZ v3.0 - Strategy and Policy
Provides linkage between architecture and strategic goals, policies and investments.
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StrategyandPolicy
sets the strategic objectives that drives the performance framework Performance
sets the objectives and roadmaps for business improvement and transformation Business
sets goals for data and information quality, governance and sharing Data and Information
sets strategic context for the evolution of the business application portfolio, including efficiencies
through sharing, reuse and the adoption of common capabilities
defines the guidelines for infrastructure asset management and efficiency through sharing, reuse and
the adoption of common capabilities
Infrastructure
sets the expectations for security and privacy Security and Privacy
sets the expectations for standards use and adoption across government Standards
Agency level
Sets out the agency’s goals and objectives
Drive change initiatives within agency
Identify where to adopt capabilities & share services
Drives collaboration between agencies to improve customer
experience, services and reduce costs.
All-of-Government level
Sets out government goals, objectives &
roadmaps
Identify new opportunities to improve &
share
Drive efficiency, effectiveness, & system
transformation
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GEA-NZ v3.0 - Performance
Page 9
Performance
describes the framework for measuring strategic performance and programme benefit realisation Strategy and Policy
provides measurements and controls for business services, processes, capabilities, and business
change
Business
provides measurements and controls for data and information quality, governance and sharing Data and Information
provides measurements and controls for application cost benefits, sharing, reuse and effectiveness Application and ICT Services
provides measurements and controls for infrastructure cost benefits, sharing, reuse and effectiveness Infrastructure
provides measurements and controls to determine effectiveness of security and privacy Security and Privacy
provides measurements for standards effectiveness and adoption across government Standards
Describes performance frameworks and related metrics that apply across GEA-NZ v3.0
and investments Agency level
Sets out the improvement plan and performance
measurements
Optimise services towards internal and external customers
Improve collaboration with other agencies and 3rd parties
Improve information and technology assets.
Provides targets and performance measures
that quantify the performance benefits
Includes capability maturity models to
measure and improve their performance
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GEA-NZ v3.0 - Standards
Description
The GEA-NZ Standards Reference Model sets out and categorises the information and technology standards base for the NZ government. The
existing standards base incorporating the eGovernment Interoperability Framework (eGIF) standards is structured according to GEA-NZ v2.0.
Government enterprise architecture will restructure the standards base mapped to the GEA-NZ v3.0 dimensions i.e. Business, Data and
Information, Application and ICT Service, Infrastructure, and Security and Privacy.
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Standards
identifies standards for compliance and improved collaboration Strategy and Policy
provides standards inputs for setting performance measurement and control Performance
provides standards that guide business services, processes, capabilities, information sharing,
and reuse
Business
provides standards that guide data and information Data and Information
provides standards that guide application and ICT services Application and ICT Services
provides standards that guide infrastructure Infrastructure
defines standards and implementation guidelines Security and Privacy
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SecurityandPrivacy
identifies security and privacy risk considerations for strategy and policy development Strategy and Policy
provides security and privacy inputs and constraints for performance measurement and control Performance
provides security and privacy information, tools and standards that secure customer interests,
channels, business services, and processes
Business
provides security and privacy input and constraints for collection, storage and exchange of
information
provides security and privacy information, tools and standards that secure applications and ICT
services
provides security and privacy information, tools and standards that secure infrastructure Infrastructure
defines security and privacy standards and implementation guidelines Standards
Security and Privacy
Context and Relationship
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GEA-NZ v3.0 - Business

Business
describes the business services, processes, and capabilities to support the strategic goals and objectives Strategy and Policy
sets out the business capabilities required to support effective business performance management Performance
sets the business requirements for data and information, and identifies redundancy, duplication and gaps Data and Information
sets the business requirements for application and ICT services, and identify redundancies and
opportunities for reuse and sharing
Application and ICT
Services
sets the business requirements for infrastructure, and identify redundancies and opportunities for reuse
and sharing
Infrastructure
identifies the business elements that need security and privacy protection, and the business requirements
for identity and access management
sets the business requirements that drive development and scope of corresponding standards Standards
GEA-NZ v3.0 - Business
Page 13
Generic representation of business processes, products and services. It emphasises the
customer centricity and channel shift
Agency level
Describes customer personas and
customer experiences
How customers interacts with the agency
What products and services the agency
provides
Describes the customers and the different channels they use
Common products and services provided to the citizens, the
different roles, skills and processes needed
Promotes cross-government collaboration
Enables business and IT leaders to discover opportunities for cost savings and new business
capabilities.
Document v1.1

New
Zealand
Society
Individuals
and
Communities
Businesses Civic
Infrastructure
Government
Administration
Five Business Areas

GEA-NZ v3.0 – Data and Information

GEA-NZ v3.0 - Data and Information
Page 16
DataandInformation
provides a framework for trusted data and information that can be used for strategic decision
making
Strategy and Policy
provides a framework for trusted data and information that can be used for business
performance management
Performance
provides the data and information structures that support business services, processes,
capabilities, information sharing, and reuse
Business
provides the authoritative data and information structures to be used by application and ICT
services
provides the data and information requirements for technology and infrastructure services Infrastructure
provides the data and information requirements and models needed for security and privacy Security and Privacy
sets the data and information requirements that drive development and scope of corresponding
standards
Standards
Discover, describe, manage, protect, share and reuse information within and across
agencies and their business partners
Describes best practices and artefacts that can be generated from the data architectures
Provides data and information governance framework, and maturity assessment
Provides a standard means by which data may be described, categorised, and shared, and it facilitates
discovery and exchange of core information across organisational boundaries
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Data and Information - Categorisation
Motivators
Entities Activities
Controls
Plans
Contracts
Parties
Places Items
Cases
Events Services

GEA-NZ v3.0 – Application and ICT Services

GEA-NZ v3.0 - Application and ICT Services
Page 19
ApplicationandICTServices
represents a key mechanism for realising strategic goals, through adoption of agile core business
applications and industry standard corporate support functions
Strategy and Policy
provides the ICT services that enables performance measurement and control, and offers opportunities to
improve business efficiency through sharing and reuse
Performance
provides the application and ICT services that support business services, processes, capabilities,
information sharing, and reuse
Business
sets requirements and provides the tools to manage, model, structure, share, and exchange data and
information
provides the application and ICT service requirements for technology and infrastructure services, and
supporting applications for infrastructure management (e.g. CMDB)
Infrastructure
provides the application and ICT service requirements needed for security and privacy, and the
implementation of security and privacy controls
sets the application and ICT service requirements that drive development and scope of corresponding
standards
Standards
Describes applications that support business processes
Core business applications, COTS, software components (websites, databases, email…) and end user computing
Agency level
Describes applications and ICT services
Helps application portfolio management
Helps identify opportunities for sharing,
reuse, and consolidation or renegotiation
of licenses.
Facilitates common understanding of application
assets and ICT services
Identifies opportunities for sharing, reuse, and
consolidation or renegotiation of licenses
Identifies application assets that will require
maintenance or renewal within the business planning
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Corporate
Applications
Common Line of
Business
Applications
Specialist Line of
Business
Applications
End User Computing
Identity and Access
Management
Services
Security Services
Data and
Information
Management
Services
ICT Components,
Services and Tools
Interfaces and
Integration
Nine Application and ICT Services Domains

GEA-NZ v3.0 – Infrastructure

GEA-NZ v3.0 - Infrastructure
Page 22
Infrastructure
helps policy compliance through the adoption of common capabilities Strategy and Policy
provides the infrastructure that enables performance measurement and control, and offers
opportunities to improve business efficiency through sharing and reuse
Performance
provides the infrastructure that support business services, processes, capabilities, information
sharing, and reuse
Business
provides the infrastructure to support storage and exchange of data Data and Information
provides the internal or external infrastructure for hosting applications and ICT services Application and ICT Services
provides the infrastructure requirements needed for security and privacy, and the implementation
of security and privacy controls
sets the infrastructure requirements that drive development and scope of corresponding
standards
Standards
Describes the technology infrastructures that support the application and business
processes of the organisation. It may include insourced, outsourced or cloud capabilities
Agency level
Describes the infrastructure assets of the agency
Helps agencies plan their migrations
Provides the basis for categorising infrastructure
assets
Guides development of common capabilities
and sharing and reuse of infrastructure to reduce
costs
Increase interoperability across agencies
Support efficient acquisition and deployment
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Platform
Network
End User Equipment
Facility
Four Infrastructure Domains
Document v1.1

Accelerate Delivery Methodology (ADM)

ADM – High Level Model
Find out what
customers
need, identify
constraints &
measures
Discovery
• Customer needs (inc.
assisted digital)
• Measures
• Constraints
• Stakeholder impact &
input
• Issue identification impact
• Scoping & planning
• Team & capability
requirements
• High level architecture
Build
prototype,
test & learn
from it
Alpha
• Finalise customer needs
• Confirm authorising
environment
• Impact legacy systems
• Prototype
• Test
• Learn
• Change/refine
• Change management
plan
Scaling up &
going public
Beta
• Metrics & measurements for
KPIs
• Customer testing plan
• Integration tests
• Performance Test
• Showcasing
• Scale up
• Communicating with
stakeholders
• Go public
Implementation
Live
• Review business case
• Operations support
• Security & performance standards
• Deploy test
• Production handover
• Implement production
• Deploy ‘Go Live’
• Cabinet papers
• Performance monitoring
• Communications & publicity
• New business cases (inc. BBC)
2-3 weeks – High
level business
case + scenarios
2-3 iterations of
2-3 weeks – High
level design
3-5 iterations of
2-3 weeks
1-2 weeks 1-2 weeks
Continuous
improvement,
retire obsolete
channels
BAU
• Maintain service / operations
support
• Customer feedback
• Decommission obsolete
channels & legacy system
• Monitoring & Control
• Performance monitoring &
ongoing evaluation
• Continuous improvement
• Stakeholder engagement, inc.
central agencies
• Benefits realisation
Legislation
StakeholdersBusiness Cases Governance
Policy
DELIVERY ENVIRONMENT
(PROJECT)
SYSTEM ENVIRONMENT
(PROGRAMME)
Business
Initiative
Pre
Project
• Create a high level
business case
• Identify the strategic
and business sponsor
• Request for approval
from the …
1-2 weeks

ADM – Discovery Phase
“PropertyExchange”
Initiative
“Buying a
vehicle”
Split up into
Scenarios
“Charter a
boat”
“Buy
firearms”
“Selling a
house”
Workshops with
customer
representatives
& SME’s involved
agencies and 3rd
parties
Analyse
Requirements
Business Analysis and
Enterprise & Solution Architects
from each agency work
together to design the Business
processes, common business
services and high level Solution
architecture
Business Analysis
& Architecture
High level Design
2-3 hour stand
up review
where all
invited
stakeholders
can give there
comments, ask
questions and
potentially
sign-off the
artefacts
Expo
showcase
2-3 iterations
1 iteration
2 if there is a major change in goals and objectives
Sameprocessforeachscenario
Integrate the
artefacts of
each
scenario of
the initiative
into a single
solution
architecture
Integration
with other
scenarios
Strategic
Initiative sponsor
Business
Initiative Sponsor
User reps., Agency
& 3rd Party SMEs
Impacted Agency
Stakeholders
Key Agency BAs
& Architects
Write high
level
Business
Case
Key Agency BAs
& Architects 26

ADM – Alpha Phase
Write high
level
Business
Case
“Property
Exchange”
Solution
Architecture
Product
Creation
Create
Product
backlog
Product
Backlog
Sprint
Planning +
Sprint Goals
Sprint
Planning
Sprint Sprint
Demo
Sprint
Retro
Architects
+
product owner
Split up the
architecture
into
consumable
sprints
Showcase
sprint results
to
stakeholders
(Customers,
Business,
Architects,
Product
Owners)
Sprint
retrospective
and lessons
learned
Product owner
+
scrum master
Daily
Stand-up
2-3 Week
Sprint
Scrum master
+
development
team
Scrum master
+
development
team
Product owner
+
Scrum master
+
development
team
2-5 iterations

Timeline
BusinessAsUsual
Business as
Usual
Project
WorkstreamA
DISCOVERY ALPHA BETA LIVE
Bundle of tasks
Scenario(s)
WorkstreamB
Bundle of tasks
Scenario(s)
WorkstreamE
Bundle of tasks
Scenario(s)
WorkstreamD
Bundle of tasks
Scenario(s)
WorkstreamC
Bundle of tasks
Scenario(s)
T1 T2 T3 T4 T5 T6 T7 T8 T9 T1 T2 T3 T4 T5 T6 T9
T1 T2 T3 T6 T7 T9 T10 T12 T13
T1 T2 T3 T4 T5 T6 T7 T8 T9
T1 T2 T3 T4 T5 T6 T7 T8 T9
T4 T5 T8 T11
Initial Stage Stage 2
Stage 3
Stage 5
Stage 4
ACCELERATING BETTER SERVICES FOR NEW ZEALANDERS
Business Case – Project Overview - Example
PrepareHighLevelBusinessCase
Business
Initiative
Diagram showing a schema for a sample project. It is useful to assist understanding of the glossary and the relationship between different elements within a project which is crucial for the business
case process.

Diagram showing a provides a sample overview of the Business Case and Request for Funding process.
Timeline
Project
WorkstreamA DISCOVERY ALPHA BETA LIVE
WorkstreamB
WorkstreamE
WorkstreamD DISCOVERY ALPHA BETA LIVE
WorkstreamC
Initial Stage Stage 2
Stage 3
Stage 5
Stage 4
Approval
Project
Business Case
&
Initial Stage
Request for
Funding
Go/No Go Gate
Stage 2
Request for
Funding
Go/No Go Gate
Stage 3
Request for
Funding
Go/No Go Gate
Stage 4
Request for
Funding
Go/No Go Gate
Stage 5
Request for
Funding
BusinessAsUsual
Business as
Usual
PrepareHighLevelBusinessCaseBusiness
Initiative

Stage 2
dd/mm/yy - dd/mm/yy
Stage 3
dd/mm/yy - dd/mm/yy
Stage 4
dd/mm/yy - dd/mm/yy
Stage 5
dd/mm/yy - dd/mm/yy
Initial Stage
dd/mm/yy - dd/mm/yy
•[Text]
•[Text]
RfF •[Text]
•[Text]
RfF •[Text]
•[Text]
RfF •[Text]
•[Text]
RfF •[Text]
•[Text]
RfF
High Level Business Case - Name of the business case - Request for Funding Initial Stage
Strategic Case
Strategic fit, need to invest & case for change
Economic Case
Determine potential value for money
Financial Case
Assess affordability & funding
Define the problem & the need for
change.
Include organisational overview,
operating environment & how investment
proposal aligns to relevant Government,
sector & organisational strategies.
Need to Invest
Strategic Context
Project assessment
Overall Objectives
Current
State
Customer
Needs
Business
Needs
Scope
Benefits
Risks &
Issues
Constraints
&
Dependen-
cies
Case for change
1 2 3
Stakeholder Engagement
How top 5 stakeholders have been engaged
Viability Project viability from a
delivery, policy & technology perspective
Work streams Description of the work
streams that make up the project. These form
options for a phased delivery.
Schedule High level schedule and break down of the whole project into stages (RfF = Request for Funding)
# Name Description
A
B
C
D
E
DELIVERY
xxx
POLICY
xxx
Describe how project meets the short-list criteria to be selected as an accelerated better services for New
Zealanders project.
R
A
G
Overall project benefits
Benefit type Description
New
Zealanders
New Zealand
Government
New Zealand
Economy
Project Benefit Analysis compared benefits with Financial costing
Management Case
Plan for successful accelerated delivery4
# Name &
Role
Engagement to
Date
1
2
3
4
5
TECHNOLOGY
xxx
# Work stream rationalE Organisations &
% involvement
A
B
C
D
E
Costs
Capex Opex Total
Revenue
$ $ $
Summarise the ability to meet the capital and operating
costs of the business case.
Financial Costing
Affordability
Request for Funding (RfF) Initial Stage
Capital Operational
$ $
Funding
Commercial
Case
Sourcing & procurement
4 Delete sentences which are not applicable.
The sourcing strategy is……………………… Specific contract terms include…………………… The procurement strategy is …................................
The required services are…………………… The service risks could be apportioned between the organisation and supplier as follows……..
The proposed payment approach is to……………………………………….
Initial
Stage

Stage 2
dd/mm/yy - dd/mm/yy
Stage 3
dd/mm/yy - dd/mm/yy
Stage 4
dd/mm/yy - dd/mm/yy
Stage 5
dd/mm/yy - dd/mm/yy
Initial Stage
dd/mm/yy - dd/mm/yy
•[Text]
•[Text]
DONE •[Text]
•[Text]
On-
going
•[Text]
•[Text]
RfF •[Text]
•[Text]
YtS •[Text]
•[Text]
YtS
Name of the business case - Request for Funding
Strategic Case
Strategic fit, need to invest & case for change
Economic Case
Determine potential value for money
Financial Case
Assess affordability & funding
Define the problem & the need for
change.
Include organisational overview,
operating environment & how investment
proposal aligns to relevant Government,
sector & organisational strategies.
Need to Invest
Strategic Context
Project assessment
Overall Objectives
Current
State
Customer
Needs
Business
Needs
Scope
Benefits
Risks &
Issues
Constraints
&
Dependen-
cies
Case for change
1 2 3
Stakeholder Engagement
How top 5 stakeholders have been engaged
Work streams status an overview of the each work stream status Schedule and break down of the whole project into stages (RfF = Request for Funding, YtS = Yet to Start)
#
Discovery Alpha Beta Live
A Done Done Ongoing dd/mm/yy
B Done RfF - -
C Ongoing - - -
D RfF - - -
E - - - -
Describe how project meets the short-list criteria to be selected as an accelerated better services for New
Zealanders project.
Cost-benefits work stream x (Alpha – Live)
Option 1 Option 2 Option 3
Net % Value of benefits
Net % costs
Benefit cost ratio
BAU
Project Stage Cost Benefit Analysis
Management Case
Plan for successful accelerated delivery5
# Name &
Role
Engagement to Date
1
2
3
4
5
Request for Funding (RfF) Stage n
Capital Operational
$ $
Funding
G A
# Next work stream rationalE Organisations &
% involvement
D
E
Summarise the ability to meet the capital and operating
costs of the business case.
Affordability
Options description in supporting signed-off discovery phase documentation.
Not to be changed from
original High Level
Business Case
Commercial
Case
Sourcing & procurement
4 Delete sentences which are not applicable.
The sourcing strategy is……………………… Specific contract terms include…………………… The procurement strategy is …................................
The required services are…………………… The service risks could be apportioned between the organisation and supplier as follows……..
The proposed payment approach is to……………………………………….
Go/No Go Gate
Stage n
Costs
Capex Opex
Initial
estimates
$ $
Spent to
date
$ $
Financial Costing

Governance Maturity Assessment
Page 32
Executive Sponsorship Data Training
Data
Accountabilities
Data Performance
Measures
Is there an Information Management / Data Governance policy active within the agency?
Note: The policy should be concerned about the importance of the correct use of data within the agency, not just about Information Security.
Data policy and standards are defined and approved,
though not socialised or fully understood at the
business unit level.
Gap analysis is completed and operational risks are
raised for areas of non-compliance.
All data and processes mapped, agreed and
approved. Requirements and solution design
timescales reduced by > 50%
Data policy knowledge and compliance a core skill for
all roles within the agency.
Levels
No agency wide data policy and standards,
and few (if any) data rules or processes exist.
Data policy and standards exists but are not
embedded. A gap analysis has been
undertaken to assess policy compliance.
The policy and standards are embedded and
leveraged by all business units. Management
oversight and periodic testing are in place to
embed policy and assure compliance.
Data policy and standards are integrated into
design and operation of business processes,
as well as well as attended to project gates.
Data policy and standards are integrated into
business processes. Data and process
documentation are a valuable source for
continual improvement and development of
data practices and controls.
Typical Behaviours Typical Steps
- Confirm the value drivers for better data management.
- Define guiding principles for data management.
- Create the data policy and standards document.
- Perform gap analysis between ‘as is’ and data policy compliance.
- These documents need to be signed off by Data Steering Group.
- The signed off data policy and standards are communicated to all
business units.
- Each business unit needs to embed the data policy and standards
in to their business unit processes.
- Data Steering Group conducts periodic audits to assure
compliance.
- Every role and process description has the data policy and
standard behaviors embedded.
- Date Steering Group reviews the data policy and standards
periodically to improve data practices and controls for the agency.
- Data policy and standards rules need to be in place for all new
designs.
- New designs can only be signed off by the Data Steering Group if
compliance is reached with the data policy and standards.
- Project control points including data readiness check lists.
Data Policy &
Standards
Agency Internal
Governance Structure
Information and Data Governance Structure
Data Definition
Forum
Agency
Information and
Data Steering
Group
Data Quality
Forum
Knowledge
Management
Forum
Agency
Enterprise
Design
Authority
Agency
Investment
Board
Agency
EPMO
Provides
sign-off
authority for
data
Ensures data
governance
in projects
Proposes
investment
priorities to
Authorises
&
Mandates
Education &
Communication
Forum
Document v1.1

•Quality is difficult to measure:
•Standard rules are needed to assess data completeness, accuracy and currency.
•Make key decisions with high quality information
•Business processes are complex, poorly understood and fragmented -> multiple versions of the truth:
•Simplify business processes will simplify data processes
•Simplify data processes gives us a clear view on our data and data flows -> higher quality and higher confidence
We Document and Control our Information, Data and Processes
•Terms have different meanings within and across agencies:
•Shared understanding with a common data language
•Common data definition terminology gives a higher confidence in our data
•Data needs to be viewed as a critical business asset – not just an ICT concern:
•Clarity on rights and accountabilities
•Clarity on custodianship
•Training will ensure that data governance is used throughout the agency
•Business decisions and reporting are at risk from unreliable data:
•Confidence in data used to make important decisions
•The right reports to the right people -> consistent and trusted reporting
•Data management practice reduce risk of inappropriate disclosure
•Exploit the value of data to improve services effectiveness
We Embed Our Data Responsibilities
We Use Our Data Wisely
We Share a Data Language
We Assure Our Data Quality
Data and Information – 5 Focus Areas

Department of Internal AffairsPage 34Document v1.1
Data and Information – Assessment Method
Data & Process ManagementInformation and Data Landscape
Does the agency has a centralised approach for describing there information and data which
are stored in core record systems and in excel sheets, documents, statistics…?
IT Systems landscape documented but the end user tools
which handle information and data are not documented or
understood.
IT Systems and critical end user tools are understood and
documented into an information and data landscape.
Information and data flows across the landscape is
understood.
There is a single metadata repository implemented and
core to all business unit data definition and design
processes. The repository is exposed agency-wide to all
stakeholders via wiki interface.
Full end-to-end lifecycle for information and data known
and documented - this covers all IT systems and major
end user tools. The end user tools are markedly smaller
than was originally and is critically appraised for whether
they should still be in use.
Levels
There are incomplete or inconsistent data
dictionaries and there is data redundancy across
systems. There is no process in place to ensure
that data models are designed and developed in
a consistent way.
Data architecture models, data dictionaries and
data structures are documented, base lined and
subject to change control.
A comprehensive agency data architecture has
been approved and processes are embedded to
reconcile the data architecture with changes to
the information and data landscape.
The agency has documentation of the complete
information and data landscape which is under
change control.
Typical Behaviours
• Agree and document approach for an initial stock take.
• Create a central repository for the validated data definitions, create an
inventory of data sources and repositories and data models.
• Map flows between repositories and sources .
• Undertake gap analysis between the validated data definitions, data
structure and meta date and the data architecture.
• Identify processes and implement a method for changes to the
information and data landscape using the data architecture.
• Extend the stock take to complete the information and data landscape
including the landscape of the end user tools.
• Extend repository to incorporate all data entities meta data.
• Implement governance over the central repository for change control.
• Implement a method to continually modify, refine and simplify the
information and data landscape.
• Reduce the net number of data movements and rationalize duplicate
repositories.
L1
L2
L3
L4
L5
Typical Steps
The agency continually monitors, refines and
simplifies their high level information and data
landscape

This is an example of the
output from a maturity
assessment. Looking at the
Initial marks and combining
it with the typical
behaviours it shows
progress across each area.
With the typical steps the
agency can build a plan of
action for the short and
mid-term future.
Data and Information – Result Evaluation Example

An annual evaluation of the
Information Management
and Data Governance
maturity will show the
progress that has been
made and the focus points
for the coming year.
Data and Information – Annual Result Evaluation Example

Data and Information - Categorisation
Motivators
Entities Activities
Controls
Plans
Contracts
Parties
Places Items
Cases
Events Services

Department of Internal AffairsPage 38Document v1.1
Information Discovery

Q&A
ICT.govt.nz - Guidance and Resources -
Government Enterprise Architecture for New Zealand [GEA-NZ]
Regine Deleu – regine.deleu@dia.govt.nz

Presentation GEA-NZ v3.0

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