Governance an Enterprise View to Information Management and Information Communication Technologies. Aligning 240+ organizations is a challenge.

Transcription

1 Governance an Enterprise View to Information Management and Information Communication Technologies. Aligning 240+ organizations is a challenge.

2 Office of the CIO (OCIO) LEAD ENABLE ASSURE Bureau du chef du Service de l information (BCSI) DIRIGER FACILITER ASSURER Christian Couturier, CIO October 9, 2013

3 The real reason for our conversation today...

4 La véritable raison de notre discussion d aujourd hui...

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6 Conceptual view of IM/ICT Governance Highly distributed Highly centralized IM/ICT Governance: Articulate (strategy, policies, standards) Transformation: Envision, Integrate, Transcend Boundaries Information Management: Design, Monitor, Protect Operations: Develop, Manage, Operate

7 Cadre conceptuel de la governance de la TIC Haute distributée Haute centralisée Gouvernance GI/TIC: Articulation (stratégies, politiques, standards) Transformation: Vision, Integration, Transcendre les frontières Gestion de l'information: Design, Monitoring, Protection Opérations: Development, Gestion, Opération

8 OCIO Responsibility Lead Advise Government and public bodies on strategic management and direction Minimize overlap by reducing redundancy and cost in provincial operations Working collaboratively with the private IT sector to maximize business opportunities while meeting the information technology and information management needs of government Enable Policy development to enable enterprise-wide alignment and reuse of assets Community capacity development providing consultative services, particularly in the area of information management, IM/ICT governance, risk and compliance, and information security Assure Oversight to ensure compliance (policies and standards) to integrate initiatives and to ensure effective portfolio management Strategic alignment of procurement and vendor relationship management to the benefit of the enterprise Manage performance to improve capability and maturity Partnership with Internal Audit, OAG, Strategy Management Group and Privacy Commissioner

9 Responsibilité du BCSI Diriger Conseiller le gouvernement et les organismes publics sur la gestion et l orientation stratégiques. Réduire au minimum les chevauchements en diminuant la redondance et les coûts dans les opérations provinciales. Collaborer avec le secteur privé des TI afin de maximiser les occasions d affaires, tout en répondant aux besoins du gouvernement en matière de technologie de l information et de gestion de l information. Faciliter Élaborer des politiques visant à favoriser l harmonisation et la réutilisation des biens à l échelle de l organisation. Développer la capacité des collectivités en offrant des services de consultation, particulièrement dans les domaines de la gestion de l information, de la gouvernance de la gestion de l information et des technologies de l information et des communications, du risque et de la conformité, et de la sécurité de l information. Assurer Surveiller afin d assurer la conformité (aux politiques et aux normes) en vue d intégrer les initiatives et d assurer une gestion efficace des portefeuilles. Aligner de façon stratégique l approvisionnement et la gestion des relations avec les fournisseurs pour le bien de l organisation. Gérer le rendement afin d améliorer la capacité et la maturité. Travailler en partenariat avec les services de vérification interne, le Bureau du vérificateur général, le Groupe de gestion stratégique et le commissaire à la protection de la vie privée.

10 Guiding Principles Office of the CIO Enterprise Architecture: Simple, fast, stable and fair (systemic and systematic) Common language, architecture, standards and shared enterprise-wide services Develop solutions for agility and information reuse Portfolio Management: Rigorous business cases and based on industry best practices Prioritize IT investments and structure projects Scenario analysis Assurance: Standard performance measures, benchmarking, balanced scorecard Risk posture and compliance management Making tough decisions/recommendations Diagnose, prepare and enforce DOs: DON'Ts: LEAD, ADVISE, MONITOR, OVERSEE, GUIDE, COORDINATE CONTROL, MANAGE, OPERATE

11 Principes directeurs Bureau du chef du service de l information BCSI Architecture organisationnelle : Simple, rapide, stable et juste (systémique et systématique) Communauté de langage, d architecture et de normes et services partagés à l échelle de l organisation Élaboration de solutions propres à favoriser la souplesse et la réutilisation de l information Gestion de portefeuille : Analyses de rentabilité rigoureuses, fondées sur les pratiques exemplaires de l industrie Établissement des priorités d investissement dans les TI et structuration des projets Analyse de scénarios Assurance de l information : Mesures de rendement types, analyses comparatives, tableau de bord prospectif Position de risque et gestion de la conformité Prise de décisions difficiles ou formulation de recommandations difficiles Diagnostic, préparation et mise à exécution Planification de solutions Architecture organisationnelle pour nous ORIENTER À faire : pour nous tenir CONCENTRÉS Gestion de portefeuille Assurance de l information DIRIGER, CONSEILLER, SURVEILLER, ENCADRER, GUIDER, COORDONNER À ne pas faire : CONTRÔLER, GÉRER, EXPLOITER

12 Enterprise Architecture (EA) + Governance, Risk & Compliance Strategy (GRC) = well built and well maintained

13 Architecture d entreprise (AE) + une stratégie de gouvernance, de risques et de conformité (GRC) = bien construit et bien entretenu

14 Structure GCIO Solutions Planning Information Assurance Enterprise Architecture Transform business vision & strategy into effective enterprise change Strategy/Creation/Compliance Strategic Sourcing Leadership Guidance Enterprise-wide focus SOA Competency Centre Foster creation of agile business applications Manage environment Portfolio Management Organize to realize strategy Optimize investments in IT projects Strategic Alignment Review Analyze Recommend Measurement Risk compliance Capability/Maturity Model Balanced Score Card Total Cost Ownership Service-Level Effectiveness Assessments Awareness Training/communication Security Event Management Centre Diagnose/Monitor/Enforce/ Develop policy/inform

15 Structure BCSI Planification de solutions Assurance de l information Architecture organisationnelle Transformer la vision et la stratégie de l organisation en changement organisationnel efficace Stratégie/création/conformité Sourçage stratégique Leadership Orientation Accent mis sur l ensemble de l organisation Gestion de portefeuille S organiser pour réaliser la stratégie Optimiser les investissements dans les projets de TI Harmonisation stratégique Examiner Analyser Recommander Mesure Risque et conformité Modèle de capacité/maturité Tableau de bord prospectif Coût total de possession Efficacité du niveau de service Évaluations Sensibilisation Formation/communication Centre de gestion des incidents compromettant la sécurité Centre de compétence en AAS Favoriser la création d applications opérationnelles agiles Gérer l environnement Diagnostiquer/surveiller/ exécuter/élaborer des politiques/informer

16 Cabinet Board of Management Advocacy and leadership role, sets priorities and provides business and strategic directions for the EA Program Aligns political requirements with the directions being set by the Executive Steering Committee Funding decisions through MECs and Business Cases Executive Steering Committee Adv ice Strategic directions ECO Provides direction based on government priorities, final approvals and resolutions Government Chief Information Officer GCIO GNB Enterprise Architecture (EA) Governance Framework Organizational Structure Parts I IV GNB EA Governance Framework Oversight Responsible for the EA Program, sets priorities and provides final approval for architectures and grants dispensation for requests for exception Clients Jurisdictions Industry Opportunities Regulators Service providers Vendors Government Organization Influences & Regulations Provides ongoing direction, coordinates and manages the EA Program, the governance framework and processes, and the EA Repository and its content Create artifact s/ar chitect ur es, review and assess projects compliance with EA, address and make recommendations on issues that have been brought to, or identified by EA governance bodies OCIO EA Program Office Chief Strategists Coordination & Management Develop Implement Deploy EA Subcommittees & Working Groups OCIO Chief Strategists Architecture Domains SMEs Guidance & Consultation Business Owners Develop Architecture Review Board CIOs, ADMs Guidance & Consultation IT Managers Members of Project Teams Alignment ADM level business stakeholders. Provides advice, resolves issues, recommends and endorses ar chitectur es a nd requests for exception Conformance Program Management Office Project Risk Management Projects & Initiatives Develop/Implement Alignment Change Operational Systems Service Management Monitoring Deploy Master Data Services Enterprise Continuum, Repository of Architectural Assets Architectures Processes Solutions SLAs/OLAs Metadata Registry Regulatory Requirements Authority Structures Organizational Standards Service Registry Enterprise Continuum, Repository of Architectural Assets (EA Artifacts)

17 Cadre de gouvernance de l AE du GNB

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20 GNB Strategy Map & EA Roadmap

21 Schéma stratégique et feuille de route de l AE du GNB

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24 GNB IM&ICT Governance Lifecycle

25 GNB EA Governance Framework

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27 Business Capabilities Bridge Strategy and Execution Source: BA Institute

28 Business Transformation in GNB

29 GNB Straw Man Capability Model

30 GNB Straw Man Capability Model