The aim of this paper is presentation of Government Enterprise Architecture (GEA) conceptual model as well as important steps of GEA provisioning in the Czech Republic, as a means of support of state competitiveness, taken as further development of ideas presented in DCP and NERV.

1. Supporting State Competitiveness by Government Enterprise Architecture Ing. Pavel Hrabě, SAP Czech Ph.D. student atFIS VŠE

2. Motivation I work in computer science since 1989, as an analyst, implementation consultant, solution architect, business consultant and enterprise architect Trying to reap the experience in teaching and consulting in the areas where it is needed most, such as in public administration The aim of my thesis is : to verify the utilization rates of EA in selected Czech organizations identify reasons still little acceptance of the EA in organizations, to analyze and objectify them. Subsequently, the aim of the dissertation is : propose a modification TOGAF framework for use in the CR, which would facilitate its adoption, suggest accompanying changes in processes and organizational structure of companies, which would promote the effective use of EA methodologies, design content - reference models and implementation tools (accelerators) to facilitate modeling the logical application architecture for innovative processes in the organization. The focus is on public administration and small and medium enterprises, the question of increasing their competitiveness through the EA. September 9th 2011 IDIMT 2011, Pavel Hrabě 2

4. One can not reform something that he do not really knows, what he has not tried (with a certain amount of humility) to understand.

6. Two views on competitiveness The competitiveness of the state is the sum of the competitiveness of entities located in the country and competitiveness of Government Administration, compared with other states. Both competitiveness complementing and insisting each other: For a very comfortable state, providing public services at a high level is necessary to have high tax revenues (absolute) from the competitive businesses. For the competitive ability of enterprises is suitable a comfortable State. In early development, the State may not be comfortable, but efficient and effective to conserve entrusted resources in their own overhead and could provide this savings into services to enterprises. Then State collects increased taxes and revenue uses to improve public services. September 9th 2011 IDIMT 2011, Pavel Hrabě 5

7. The State as thetransforming business corporation The state would in the management of their architecturein order to become more competitive follow the sameprinciples and methodslike successfully innovatinglarge corporations. If the holding company hit the ceiling of itseffectiveness,it must transform. The basis of such a transformation willbe: elimination of duplicate activities, centralization andconsolidationactivities dividing of activities to commodity (Context) and unique (Core) *) strengthening the accountability of managers and staff management by objectivesand performance At present, all parts of such a transformationmustbelargelysupported by IT. September 9th 2011 IDIMT 2011, Pavel Hrabě 6 *) Geoffrey R. Moore: Dealingwith Darwin. http://www.dealingwithdarwin.com/

8. Assumptions of state reform IT support For the good design of IT support of the state (GA), it is first necessary to bring order into what has to be supported by IT (functions, processes, services) For makingorderis necessary to know and understandthe functioning of the state. To recognize e.g.: Who is the client of whom? Who brings added value to whom and who should therefore pay for what? How to measure and manage performance - (is this always a service to the citizen?) No,it is not alwaysservicefor thecitizenrequesting it, but often service for citizensforming state (the others), see differentexamples: Payment of tax, ask for building permit or driving license. Service of public servant is to be a guide ofcitizen andhelp him fulfill his obligations Protecting the safety, security and health, education, provision of social benefits. This necessary cognition and understanding and subsequent improvement proposals are part of the architecture of the state - GEA (together with their IT support) September 9th 2011 IDIMT 2011, Pavel Hrabě 7

9. Definitionof GEA - Governmental Enterprise Architecture EA definition by Gartner (Rollings, 2010): "Enterprise architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enable its evolution„. The content of EA has been developed during the time into 3 evolutionary phases. As specified by Bredemeyer and Malan (2004) these phases are following: Phase I - TA: Technology Architecture Phase II – EwITA: Scope of this phase has broadened both in (mostly IT) issues covered as well as in considering enterprise as a whole Phase III – EA: covering not only on IT, but also on business issues with an accent on this business issues. EA implementation for the government mostly corresponds with Phase III of EA evolution, but I predict next Phase when EA will be equivalent to BA and other architectures including IT will be subordinated to it. September 9th 2011 IDIMT 2011, Pavel Hrabě 8

10. Approach the States to GEA Gøtze & Christiansen (2007)found: 67% of countries established GEA program already 93,3% of countries already have or want to have GEA program in two years andfrom countries having implemented GEA , only: 45% set-up KPI’s for architectural work 18% measure cost and gains influenced by GEA Many countries built e-Government on the State EA E.g. Israel, Australia, Qatar, … Many countries use the EA as a means of transforming public administration, among other things, the higher competitiveness E.g. Canada, UK, Korea, Finland, Cyprus, … September 9th 2011 IDIMT 2011, Pavel Hrabě 9

11. Austria Austria is a federal state and the success is conditioned by the central coordination and mutual cooperation. Since 2001 Austria has a federal CIO, who reports directly to the Chancellor. It is Prof. Dr. ReinhardPosch, who since 2005 leads the central institution called the "Digital Platform Austria". According to the Austrian authorities, the core challenge of e-government is, on the one hand, simplifying and speeding up processes between citizens and administration, and on the other hand, the transformation of internal processes and organization of public administration. E-government focuses on the changing interactions between citizens / businesses and administrations and between administrations themselves. the GEA role in Austria represents the „Holistic model“, created by Marie Wimmer at University Linz (Palkovits & Wimmer, 2004) September 9th 2011 IDIMT 2011, Pavel Hrabě 10

12. Canada According to Jim Alexander, deputy CIO the Canadian government, is use of the GEA prerequisite for public administration reforms. GEA is a means at the government level to make sure that the content is correct and reform that will be executed correctly. GEA at the same time is a means to convince politics, citizens, business community and media. The basis structure of the federated architecture of the Canadian state is so-called GSRM - Governments of Canada Strategic Reference Model. model grew from municipalities across the province to the federal level In 2004 introduced GoC Program BTEP (Business Transformation Enablement Program), which is in fact a practical implementation of GEA Chief architect of Canada is Gary Doucet, employee of Treasury Board of Canada, author of several recognized books on the EA. Under his leadership Canada is goint to the state called Coherent Government, as a result of Coherent Architecture In 2008, Doucet defined ISRA(Internal Alignment Renewal Services) as a key project for the Canadian government . It is an initiative aimed at reconciling internal services, which should be a means of improving public services. September 9th 2011 IDIMT 2011, Pavel Hrabě 11

14. Enterprise Architecture (EA) is a blueprint which links:

15. Business functions

16. Relevant data standards

17. Common systems and services; and

18. Technologies

19. Cross-agency in order to achieve enterprise level or whole-of-government (integrated) goals.

20. The GEA Governance is managed in accordance to method MAGENTA (Methodology for Agency Enterprise Architecture)September 9th 2011 IDIMT 2011, Pavel Hrabě 12 Source: Handbook of Enterprise Systems Architecture in Practice, Saha, 2007

21. OurplansforCzech GEA Development of Czech methodology and architecturehas to move further from current interoperability role, which is represented e.g. by National Registers of Subjects, to full GEA, including Business and Application Architectures. It will result in developing wholeGEA concept for the Czech Republic: GEA Framework, including GEA Metamodel GEA Thesaurus, dictionary GEA Reference models & otheraccelerators GEA Governance GEA Implementation Roadmap, including pilot projects GEA knowledge & competence, includingcertifiedresources Definitelyit will be an iterative process lasting a decade September 9th 2011 IDIMT 2011, Pavel Hrabě 13

22. High level decomposition of Czech Government Enterprise Architecture September 9th 2011 14 IDIMT 2011, Pavel Hrabě Architectural Vision Business Architecture = Enterprise Architecture Strategic, Management and Governance Architecture Public Services Architecture Resource Management Architecture Segment Architectures BPM (Process Architecture) Performance Architecture IT (Data & Application) Architecture Technology Infrastructure Architecture Security Architecture Solution Architectures

23. Domains and Objects of Czech GEABA (EA)-metamodel September 9th 2011 15 IDIMT 2011, Pavel Hrabě Business Architecture = Enterprise Architecture Strategy, Management and Governance Strategy and Motivation Performance Management Performance KPI …. External Drivers Strategic Goals Objectives Measures Quality, Compliance & Sustainability management Risk Management Quality objects …. Risks …. Assets and Liabilities (sources) Public & Internal Activities Sources &Channels Activities Information and Knowledge Data Infor-mation Clients & Customers Vendors Partners Explicit Knowledge Services Products Data Processes Services Events, Controls Projects Functions Messages People Organization Organizations Locality Roles Actors Persons Capabilities Tacit Knowledge Social netw.& Relationships Products & Services Asset (Property) Buildings, Technology, incl. IT Rights, Patents & License Cash, budget, loans and investments Ownership structure and relationships Sources of Financing and Financial Asset Relationships © Pavel Hrabě 2011

24. Reference domain model of Public Sector Application Architecture Organizational units and groups of users Internal portal External portal Mobile applications Owners, State, Government Compositeprocess applications GRC Knowledge manag. Information, Knowledge and Media Strategy and performance management Reporting and analytical apps. Information manag. External publication Public Clients – Citizens and Business Content Management CRM HR apps. Self-Service Employees Industry Solutions in ERP Industry specific components (modif.Account Receivables, Billing, etc.) Learning Group Colab. Communication channels Finance Technology, Buildings Dispatch -ings Technology Control Logistics Human Resources Objects of registration Managed Registers Extended operational systems SRM APS - logistics optimization Vendors & Partners Quality, security & compliance DMS GIS ITSM ILM Data quality EDI Internet External systems Internal local systems Archiv CAD MDM EA, BPM DWH, ETL ..others Office IDM ESB EAI Real-time data platform Mobile Infr. Comm.Infr. RFID Infr. Domains& logical application components Legend: Subjects of interest of IS

25. The nearest next steps Definitionof further most important reference models, especially in Business Architecture: Decomposition of Public Administration Processes and/or Services and/or Functions Decomposition (Clasification) of Actors (Subjects) and their Roles Research (questionnaire, interviews): Prioritization of metamodel objects Search for potential stakeholder types and requested (most important) views Test of EA maturity & readiness for EA Search for adoption barriers September 9th 2011 IDIMT 2011, Pavel Hrabě 17

26. Conclusion The overall architecture of public administration GEA is one of the missing prerequisites of successful transformation in the Czech Republic PublicAdministration. I recommend to extend the existing technological architecture of the State by coherent architecture of activities of the state (business architecture) and application architecture, possibly performance architecture. For learning about own state and the formation of its overall architecture I recommend to use all the ways of cooperation (inter-governmental, academic, non-profit and business) to ensure the transfer of proven experience in the development and use of GEA for the successful transformation of public administration. September 9th 2011 IDIMT 2011, Pavel Hrabě 18

27. Thank you for your attention Contact: Pavel Hrabě pavel.hrabe@iol.cz +420 602 259 855 September 9th 2011 IDIMT 2011, Pavel Hrabě 19