THE CORE DIGITAL COMPETENCIES DEVELOPMENT IN DRIVING CONTINUOUS

TRANSFORMATION AND INNOVATIONS

Dr.Norlida RamlySenior Principal Assistant Director

MAMPU, PRIME MINISTER’S DEPARTMENT

TRANSFORMATION & INNOVATION

DIGITAL COMPETENCY

ENTERPRISE ARCHITECTURE

AND DIGITAL TRANSFORMATION

CONTENTS

TRANSFORMATION & INNOVATION

TRANSFORMATION & INNOVATION

New Priorities and Emphases, 2018 - 2020

TRANSFORMATION & INNOVATION

Source: Mid-Term Review of the Eleventh Malaysia Plan 2016-2020

Source: Public Sector ICT Strategic Plan (2016 – 2020)

PUBLIC SECTOR ICT FRAMEWORK

Expanding Digitalisation Agenda (including

intensifying EA implementation)

The Malaysian Public Sector ICT Strategic Plan 2016 – 2020

5 ICT Strategic Thrusts and their objectives

were identified to ensure optimum usage of

ICT to achieve maximum benefits and results

INTEGRATED DIGITAL SERVICES

DATA DRIVEN GOVERNMENT

ICT Strategic Thrusts

5 | Hala Tuju Strategik ICT Sektor Awam

Manage and realise the value of data in a holistic and efficient manner

Strengthen cross agency data sharing

Provide quality end to end digital services

Provide inclusive and citizen centric digital services

OPTIMISE SHARED SERVICES AND STRENGTHEN

CYBER SECURITY Increase sharing of ICT resources through a centralised and structured

initiative

Ensure secure and trusted digital services

COLLABORATIVE AND DYNAMIC ICT GOVERNANCE

Strengthen leadership and governance for planning and coordination

of digital initiatives

Strengthen ICT Management and organisation functionality to be more

dynamic and efficient

PROFESSIONAL AND CAPABLE WORK FORCE

Strengthen the capabilitiies of Public Sector ICT personnel

T1

T2

T3

T4

T5

3 | Public Sector ICT Strategic Directions

The Malaysian Public Sector ICT Strategic Plan 2016 – 2020

T

OBJECTIVE:

I. Strengthen the capabilities of

Public Sector ICT personnel

Strengthen Management of Public Sector ICT Personnel

Develop and Retain ICT Talent in Public Sector

P1

P2

P1

P2

S1

S2

P3

5 PROFESSIONAL

AND CAPABLE

WORKFORCE

Strengthen ICT personnel placement process

Strengthen ICT Scheme job profile management

Enhance Public Sector ICT career advancement

program

Enhance Public Sector ICT competency program

Strengthen Public Sector ICT expertise and

professionalism

4 | Public Sector ICT Strategies and Programs

The Malaysian Public Sector ICT Strategic Plan 2016 – 2020

Strategic Thrust 5: Professional And Capable Work Force

S1 Strengthen Management of Public Sector ICT Personnel LEAD AGENCY

P1. Strengthen ICT personnel

placement process i. Develop ICT placement mechanism in line with areas of

expertisePSD

MAMPU

ii. Develop Succession Plan for strategic ICT posts PSD

MAMPU

P2. Strengthen ICT Scheme job

profile management

i. Develop ICT Competency Profile repository PSD

MAMPU

ii. Develop ICT Job Profile repository PSD

MAMPU

AGENCIES

5 | Action Plan

The Malaysian Public Sector ICT Strategic Plan 2016 – 2020

S2 Develop and Retain ICT Talent in Public Sector LEAD

AGENCY

P1. Enhance Public Sector ICT

career advancement program i. Develop ICT Career Advancement Plan PSD

MAMPU

ii. Review circular that describes the work/job scope of ICT

Service

PSD

MAMPU

P2. Enhance Public Sector ICT

competency program

i. Develop ICT Competency Development Roadmap PSD

MAMPU

INTAN

ii. Implement the ICT Competency Development Roadmap PSD

INTAN

iii. Engage strategic collaboration with public and private

institutions of higher learning as well as the industryPSD

MAMPU

INTAN

iv. Develop and implement Excellent ICT Personnel program PSD

MAMPU

INTAN

P3. Strengthen Public Sector ICT

expertise and professionalism

i. Review the governance structure and mechanism for

recognition of ICT expertise in Public SectorPSD

MAMPU

ii. Study requirements for new areas of ICT expertise PSD

MAMPU

iii. Obtain professional recognition for all ICT personnel INTAN

PSD

MAMPU

iv. Establish policies and guidelines as well as mechanism for

the provision of incentives for ICT experts in the Public

Sector

PSD

MAMPU

Strategic Thrust 5 (Cont..)5 | Action Plan

DIGITAL COMPETENCIES

Source: MIGHT – MyForesight 8 Tech Value 2016https://www.might.org.my/publications/

TOP 8 TECHNOLOGY VALUES

COMPETENCYRequired set of skills (individual)

CAPABILITIESAvailable set of skills

(organizational) &

Capability is defined as the level of knowledge, skills and process abilities available within each competency of the organization to build its product or deliver its services.

Source: Public Sector DGCCR (Digital Government Competency and Capability Readiness) 2009

DIGITAL GOVERNMENT COMPETENCY AND CAPABILITY SKILL SETS

TrainingExperiential

LearningAcculturation

Experiental learning is the process of learning

through experience, and ia more specifically defined as “learning

through reflection on doing”

Organized activity aimed at imparting information

and/or instructions to improve recipient’s

performance or to help him or her attain a required level of

knowledge or skill.

Assimilation to a different (target) culture

DIGITAL GOVERNMENT COMPETENCY

Source: Public Sector DGCCR (Digital Government Competency and Capability Readiness) 2009

Source: Gartner-Leadrship Vision for 2019: EA & Technology Innovation Leader 2009

ENTERPRISE ARCHITECTURE &

DIGITAL TRANSFORMATIONMalaysia Government Enterprise Architecture

Source: Gartner-Leadrship Vision for 2019: EA & Technology Innovation Leader 2009

EA team must:

Take into account the impact of EA on different parts of the organization.

Identify where and when interaction need to happen, and engage the relevant stakeholders.

EA need to build their management consulting skills, including relationship building, problem solving, coaching and negotiation.

Each EA service will require specific skills and competencies e.g, supporting digital innovation will require product management and design thinking skills.

TRANSFORMATION & INNOVATION

Source: Gartner, Predicts 2019: EA Evolves Into an Internal Management Consultancy (Dec, 2018)

Source:Digital/McKinsey – 2018 Results from EA Survey

Companies embarking on a digital transformation need to face and manage a much more complex IT landscape.EA as Digital Transformation Facilitator. EA is able to manage this IT and business complexity.

DIGITAL TRANSFORMATION

Problem solving Technical software and tools (e.g. cloud, EA tools) Managerial skills (e.g. feedback, coaching)

Most Important Personal Development Areas for People Working on EA

Interpersonal skills (e.g. communication, teamwork) Professional competence Business Topics (e.g. finance)

ROLE OF EA IN RUNNING THE DIGITAL TRANSFORMATION

Source:Digital/McKinsey – 2018 Results from EA Survey

Digital transformation operating model becomes a virtuous circle

Value

GovernanceProcess

Capabilities

People

Development

Technology

Architecture

MyGovEA METHODOLOGY

0102

03TRANSFER OF TECHNOLOGY

CUSTOMISED TRAINING

TRAINING

Coaching

• Understanding MYGovEAMethodology

• Hands On

MyGovEA Training

• Customised MyGovEA (Basic)• Customised MyGovEA

(Advanced)

(Without Certification)

A. Business IT SkillsetBusiness IT Architecture Fundamental (BITAF)

B. EA ModellingArchimate 3.0

C. Specialization• Business Architecture• Application Architecture• Data Architecture• Technology Architecture

24 MINISTRY

12 AGENCIES

617 PARTICIPANT

247 (40%) BUSINESS

370 (60%) ICT

381 PARTICIPANT

130 (34%) BUSINESS

251 (66%) ICT

475 PARTICIPANT

152 (32%) BUSINESS

323 (68%) ICT

MyGovEA CAPABILITY DEVELOPMENT (2018)

COURSE OUTLINE

LOGISTICCOURSE SCHEDULE

INVITATION & CONFIRMATION

PREPARATION OF PRE & POST

EVALUATION FORM

IMPLEMENTATIONASSESSMENTREPORT

MyGovEA TRAINING IMPLEMENTATION

COURSE

ASSESSMENT

2.04

1.43

2.09

2.14

1.89

2.03

4.66

4.48

4.84

4.80

4.73

4.78

Business-IT ArchitectureLandscape

Five (5) IT Architecture Bodyof Knowledge (ITABoK)

IT Architecture EngagementStrategy

Business Architecture

Business RequirementArchitecture

IT Governance

AVERAGE EFFECTIVENESS OF BEFORE AND AFTER ATTENDING BITAF (WITHOUT EXAM)

Sebelum Selepas

Bil. Sesi Purata Sebelum Kursus

Purata Selepas Kursus

Peratus Peningkatan

1. Sesi 1 1.97 4.33 24%2. Sesi 2 2.03 4.77 27%3. Sesi 3 1.70 3.79 21%4. Sesi 4 1.84 4.44 26%

MyGovEA

TRAINING

IMPLEMENTATION

(CUSTOMISED)

Source: Gartner , Five EA practices that add value to digital transformations (Nov, 2018)

Engage top executives in key decisions.

Emphasize strategic planning

Focus on business outcomes.

Use capabilities to connect business and IT.

Develop and retain high-caliber talent.

FIVE EA PRACTICES THAT ADD VALUE TO DIGITAL TRANSFORMATION

Source: Gartner, Five EA practices that add value to digital transformations (Nov, 2018)

EA teams can build stronger working relationships with senior executives and managers—and thereby position themselves as strategic partners in their companies’ digital transformations.

4 MOVES TO HELP EA TEAMS ADVANCE THEIR COMPANIES’ DIGITAL TRANSFORMATIONS

Translate architecture issues into terms that senior executives will understand (explain technology matters in terms that business leaders can relate to).

Draw capability maps to link IT priorities with business needs.

Start with a clear target architecture and strategy.

Provide training that helps enterprise architects to succeed (provide similar skills to those of his/her colleagues on the business side: communication, coaching, problem solving to bridge business and IT perspectives).

TRANSFORMATION & INNOVATION

DIGITAL COMPETENCY

ENTERPRISE ARCHITECTURE

AND DIGITAL TRANSFORMATION

SUMMARY

Maklumat yang dipaparkan dalam slaid ini adalah hakmilik Unit Pemodenan Tadbiran

Dan Perancangan Pengurusan Malaysia (MAMPU)

Jabatan Perdana Menteri

Sebarang salinan hendaklah mendapat persetujuan dan kelulusan MAMPU

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