Building Institutional capacities for a purposive transformative change to support eGovernance Initiatives
Dr K. Jayakumar
Joint SecretaryMinistry of Science and TechnologyGovernment of India New DelhiGovernment of India, New Delhi
Challenges for Augmenting Institutional Capacity(Effecting Change Control to support eGov initiatives)( ff g g pp )
What have we not done which ought to
How can elicit best Performance ?
Do this perfectly
Make it run faster
have been done?
How can we raise t d d f
Enhance Process Maturity !
Pink is a nice color for a UI
Make our competition eat our dust
standards for Program/ Service
DeliveryImprove Standards ?
Focus on Results Framework !!
Fix defect
Agile Orgn ??
?
22
?
Mission Mode Projects
C l S I dCentral State Integrated
•Banking •Agriculture •Banking •Central Excise & Customs
g•Commercial Taxes •e−District •CSC
Customs • Income Tax (IT) • Insurance
•EmploymentExchange
•e‐Biz •e‐Courts • Insurance
•MCA21 •National Citizen Dat
• Land Records •Municipalities
•e‐Procurement •EDI For eTrade•National Citizen Dat
abase •Passport Immigrati
•Gram Panchayats•Police
•National e‐governance Service •Passport, Immigrati
on & Visa •Pension
•PropertyRegistration
Delivery Gateway • India Portal •Pension
•e‐Office •Road Transport •Treasuries
Core Mission Projects
State IntegratedCentre
Land Records
Road Transport
A i lt
Property Registration
Municipalities
G P h tAgriculture
Foodgrains, Sugar Exports
Gram Panchayats
Commercial Taxes
Policep
TreasuriesPolice
India Portal
EG Gateway
EDI (E-Commerce)
E-Biz EG GatewayE Biz
Core Mission Projects ROME WILL NOT BE BUILT IN A DAY
• Manual – Parallel – electronic (go live)
Single location multiple locations statewide countrywide• Single location – multiple locations – statewide – countrywide
• Over the counter – remote delivery (anytime, anywhere)
• Information communication transaction integrated• Information – communication - transaction – integrated
• Adding new depts./ services/ functions
• Time lines for each step: No step more than 1 yearTime lines for each step: No step more than 1 year
CHALLENGES IN IMPLEMENTING ICT APPLICATIONS
• Addressing the crucial aspect concerning business operations that seeks to
maximize impact and achieves greater satisfaction for clients / stakeholdersp g
• Involvement and participation of all interest groups at every stage from
design through implementation and maintenance/ support phases
• Business Model for sustainability of operations
• Development and Implementation of Enterprise applications
Railways
NATIONWIDE ROLLOUT DGFT :• 250,000 Exporters/ Importers Registered• All 33 Offices Covered
• Railways
PARTIAL ROLLOUT
• 80% of total applications covered
Major Benefit:
• DGFT
PARTIAL ROLLOUT Major Benefit:Time for processing brought down from 45 days to 6 hour
• Customs
Central Excise
Customs :• 98% of export declarations and documentation
computerized• Central Excise
• Postal Department• 90-95% of import documentation computerized• Electronic filing through ICEGATE at 3 location
(Mumbai, Delhi, Chennai)
Excise :Postal Dept. :Di t dit f M thl I S h • 80% of forms / applications are electronically
processed• 80% of Service Tax returns electronically
• Direct e-credit of Monthly Income Schemereturns into the investors account
• Demat of Savings Certificate (NSC) and processed• Electronic filing is being tested
• Demat of Savings Certificate (NSC) and Vikas Patras (KVP), offering full portability –pilot started in 10 post offices in Mumbai
Passports :• 100% passports information computerized• All 33 RPOs covered• Centralized Passports Database to enable services at missions
• Passport information status to citizens on website
• Passports
• DCA
Di t T (OLTAS / TAXNET) • Passport information status to citizens on website• Online application submission on pilot basis • Machine readable passports at some locations
• Direct Taxes (OLTAS / TAXNET)
• Land Records • Registration
Treasuries
SERVICE DELIVERY &INFRASTRU
CTURECHANGE • Treasuries• Transport
STATEWIDE ROLLOUT MANAGEMENT
• Policei i li i
PROCESS IMPROVEMENT
• Municipalities• Gram Panchayats• Commercial / Sales Tax
PARTIAL ROLLOUT
• Commercial / Sales Tax• Agriculture• Courts etc.
The PPP model of the CSC scheme envisages a 3‐tier structure consisting of the CSC operator Common Services Centers g p(called Village Level Entrepreneur or VLE) the Service Centre Agency (SCA), that will be responsible for a division of 500‐1000 CSCs and a State Designated Agency (SDA) identified by the State Government responsible for managing the implementation over the entire State.
ChallengesChallenges
•Concurrent Policy Reforms•Improving The Process Efficiencyp g y•Databases, Electronic Evaluation, Etc
Services covered under the project are:Electronic filing and clearance of export import documents
CENTRAL / STATE GOVERNMENT
Departmental Services e‐Payment of custom duties and charges of ports, airports, etc. Filing and processing of licences for DGFT
PARTIAL ROLLOUT
Integrated Servicese‐Payment of licence fee for DGFT Electronic exchange of documents between community partners such as Customs, ports,
• E D I• Integrated citizen servicesPayment Gateway
• Integrated Service Centres
airports, DGFT, Banks, etc.
Payment Gatewaye-Biz• e-Procurement
• CICs
Innovative DeliveryInfothelaDaknetDigital Gangetic Plains
A State Road Transport bus carrying Bhoomi(land record) Digital Gangetic Plains
TelemedicineSmart PDA’sBSNL Mobile Device
e-documents to Villages in Karnataka
BSNL Mobile Device
DAKNET: Rural information DeliveryDAKNET: Rural information Delivery
PPP ModelsManaged Service Provider (MSP) Special Purpose Vehicle (SPV)Managed Service Provider (MSP) Special Purpose Vehicle (SPV)
• Service delivery by a single entity or ti ( i l i t f
• Create a SPV with joint stake (Government and Private sector) and a consortium (single point of
responsibility)
( )subsequently turn the SPV public with majority shareholding by the
• ICT services sought as per solution functional requirements and service
citizens
• Build ICT skill sets and infrastructurelevel parameters
• Service charges linked to the
• Build ICT skill sets and infrastructure to service the Government/Public SectorsService charges linked to the
attainment of service levels, and verified though audit by independent • Initiate ICT implementation in key
t d b tl lagency
Benefit from economies of scale
sectors and subsequently scale up operations
• Benefit from economies of scale operations of MSP • Replicate experiences and resources
for maximum benefit
Information Security Scenario
DIT A ti P i tDITs Action Points
• Establishment of Computer Emergency Response Team – India (CERT IN)(CERT-IN)• Create Indo – US Cyber Security Forum• Set up an Information Security Technology Development Council (ISTDC)(ISTDC)• Create a National Information Security Assurance Framework • Constitute Inter Ministerial Working Groups
NIC - IT Security Developments
• Conformance to Security Standards (BS7799 / ISO17799)
• Securing NICNET and Other Services
S it Ad i S i f th G t D t t• Security Advisory Services for other Government Departments
• Certifying Authority (Issuance of Digital Signatures to Government Officials) )
Performance Performance MonitoringMonitoring
Individual & Institutional Individual & Institutional C it B ildiC it B ildi
Clarity on Vision/ Clarity on Vision/ MissionMission
& Business Plans& Business Plans MonitoringMonitoring Capacity BuildingCapacity Building& Business Plans& Business Plans
Well defined Job
All Key Operations/ Activities
360 DegreePerspectivesFor Task
O i ti l T f ti O i ti l T f ti
Specifications Logged Execution/ Obsvtn
Organizational Transformation Organizational Transformation
GroomingTalent &
Recognition, Incentives &
MentoringMaking aDifference
Incentives & Rewards for performance
& Counselling
Evolving an Changing MindsetsTracking gExemplary
Organisation Culture
Changing MindsetsEngineering Behaviors
Tracking Change
Change in Organizational
Structure
Change in Organizational
Structure
Organizational RedesignReinvented Polices/Practices, Automation of Processes
Organizational RedesignReinvented Polices/Practices, Automation of Processes
mance
mance
vers
vers
StructureStructure
Perform
Perform
Ch iCh iNew or RedesignedS i El t iNew or RedesignedS i El t i
ent D
rient D
ri
tional P
tional PChange in
ServicesChange in Services
Services, Electronic Transactions, Knowledge driven Performance
Services, Electronic Transactions, Knowledge driven Performance
quire
mqu
irem
rganizat
rganizat
Change inTechnologyChange inTechnology
Redesign of WorkOperations leveraging ICT
Redesign of WorkOperations leveraging ICT
Req
Req
oved
Or
oved
Or
Change in l
Change in l
Changes in Skills,d
Changes in Skills,d
Impro
ImproPeoplePeople Attitudes, Expectations,
PerceptionsAttitudes, Expectations,
Perceptions
Organizational Informational
Functional Infrastructure
Architecture Modeling Views
Policies Innovation
Decision Support n
Planning & Program Implementation
Knowledge Manage ment
Managing Change
Research Activities
Asset Manage-ment Support
Shared Data/
Financial Management
Manage-ment
Progressive
Collaboration & Teamwork
Stores & Purchase
ment
Service Shared Data/ Information
Human Resources Management
gWork Practices
O i
Upgrading Individual / I i i l
Facilities Manage-ment
Orientation
Ri k AnalyticsManagement Organiza-
tional Values & Culture
CapacitiesInstitutional Capacities
Instituting mechanisms for
Resource Deploy-ment
Risk Mitigation
Process Re-engineering
mechanisms for Review
AugmentedAugmented
Basic Functional Requirements
Leadership Support
Project Managementmen
tProject Management
Software Application Design / Development Coordination
Man
agem
Mechanisms & Support Structures
ApplicationsApplications
Business ProcessesBusiness Processes
uppo
rt
nntretegy
nt
Life
Cyc
le Data
Organizational Change
raio
ns &
S
Inte
grat
ion
evel
opm
en
Arc
hite
ctur
ion
& S
trat
Dep
loym
en
L
Technical Infrastructure
Facilities Infrastructure
Ope
r
DeA
Visi D
Goal SettingAnd Visioning Define project scope Business Processes &
Enterprise Deployment
And Visioning Define project scope and Enterprise application Design Perspectives
us ess ocesses &Functional Requirements compliance and Validation
Strategies Implementation PlanMobilization p
Leadership and
Assessments Transitional Mechanisms
Shared Vision
Holistic ApproachRoll-out Sequence
Outcome/ Goal Focus
Interventions
Roll out Sequence
Identify Barriers & InterventionsRoles and
ResponsibilitiesOpportunities
Policies and strategies Funding and
Resources
Advocacy and Stakeholder CampaignCampaign
4. Transformation
Strategy/PolicyPeopleProcessTechnology
3. Transaction
Competition
Organisation built for breakthroughorganisation identity through its values
Systems guarantee results
CompetitionSecurityFee for transactionE‐authentication
Job Roles structures strategic redesign
Knowledge driven / evidence basedOrganization
2. Interaction
Self‐servicesSkill set changesPortfolio mgmt.Sourcing
OrganizationPerformance accountability
Systems to build and retain talentTeams contributing for collective achievements
SearchableDatabase
Public response/ email
Cost/Complexity
Sourcing Capable staff
BPRRelationship mgmt
Integrated servicesChange value chainNew processes/services
Content mgmt.Increased support staffGovernance
1. Presence
Relationship mgmt.Online interfacesStake holder mgmt.
Legacy sys. links
New processes/servicesChange relationshipsMetrics, alerts, dashboards
Knowledge mgmt.E‐mail best prac.Content mgmt.
d
Publish
ExistingValueConstituent
SecurityInformation access24x7 infrastructureSourcing approp. tech
Scalable, Reliable, ManageableEngineered to deliver failsafeservices
MetadataData synch.
Search engineE‐mail
Streamlineprocesses
Web siteM k E mailMarkup
STAGES
EXCELLINGEXCELLINGEMPOWERINGEMPOWERINGENVISION ENVISION EVALUATEEVALUATE
PHASES
ContinuousAnalyse Review OrganisationImplementation
Improvement
Analyse
Policies/ Functions
g
ReEngineeringSystems
AssessPolicies /
ReviewCurrentActivities
Analyse Issues andOpportu
Design TargetEnvironment &
Develop Change
Design Proc‐esses
Devlp
Review
ImplemeStrategies
Activities Opportunities
ent &Org. Options
Plan & Communic.Strategy
Develop
DevlpPerform.Based Training
Implementation
ResultsDevelopMechanisms/Assets
Transition Management Activities:
Manage Communications Secure Commitment to ChangeManage Communications, Secure Commitment to Change
Build Teams and Transfer Skills
Understanding Context
Causing EventsCascadingChange
Interventions
EngineeringSystems
Context (As Is Situation )
Persistent
Iterative Approach forTransformative Change
Managing &
CognitiveDi
Effective Change Control
Persistent Problem Solving
Di i
Managing &Orchestrating
Processes
Dissonance
Negotiating
Discovering Issues / conflicts
C t iDesired StateNegotiating Pathways to
Change
Definition/Redefinition of
CapturingEvidence
Advocacy to
Desired StateDefinition
(To Be or Targeted Situation)
Outcomes
F ilit ti
Advocacy to counter inertia/ Complacence
Information Dissemination/
Dashboards
FacilitatingLearning /
Know. Mgmt
Process View of Management Intervention for Transformative Change © Dr K. Jayakumar
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Reasons eGov initiatives succeedEnterprise architecture development is driven by the Business Vision – a collaborative effort between the business/domain experts and the IT resource persons at all levels
Business Driven
at all levels
Focus on the key (80/20) business processes (often cross-functional) and undertaking process redesign –Managed
Scope analytically, innovatively, and practically to simplify the processes and for delivering results
Scope
Allocate resources and institutionalize policies/ ti t th t f th t iResourced for practices to ensure the momentum of the enterprise
transformation effort is sustained through frequent tangible “quick-wins” and improved organisationalperformances
Sustained Momentum
Ensure decision and ownership at the appropriate level within the organization with vigorous program management to ensure effort is on track and delivers business results promised in the business case
Governance
Address workforce’s reluctance to adapt new procedures and technology as well as the impact of potential organizational changes in structure and
Change Management potential organizational changes in structure and
authorityManagement
Developing and Implementing EA Is A
EA DevelopmentImplementing EA Is A Iterative Evolutionary Process with several No Transition Plan
opportunities to FailLost In Detail
Lack of Business
False Start
Connection Complacency
Reasons EA FailsReasons EA Fails
• False Start – Failed to marshal resources and organizational commitment• Lack of Business Connection – Business failed to engage in the process – it
becomes an IT exercise• Lost in Detail Went too deep into detail the team drowned• Lost in Detail – Went too deep into detail – the team drowned• No Transition Plan – The future state is well defined, but no one knows how to get
there• Complacency – After achieving a first round EA success, organization failed to
marshal resources to keep it up to date and connected to the business
