rochet pati tallinn2011
TRANSCRIPT
Digitalizing the public organization:Information system architecture as a key
competency to foster innovation capacities inPublic Administration
Claude RochetProfesseur des universités
Institut de Management Public et de Gouvernance Territoriale, Aix-en-Provence
The need torediscover
Francis Bacon
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eGov is not « putting lipstick to abulldog »
NPM & neoclassical economy: I.T. asmanna from heavenOn the contrary, IT operate in aSchumpeterian mode: through innovationand endogenous change.Technology is “nature organized for ourpurposes” (B. Arthur) => We must definethose purposes“Technology is knowledge”: anevolutionary process between techné andlogos
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The Baconian approach
Bacon: Knowledge as a process that must rely onboth theoretical and empirical knowledge.If real knowledge “takes away the wildness andbarbarism and fierce of men’s mind”, a superficialknowledge “does rather a contrary effect” (1605).The real knowledge implies experimentation and around trip to theory.This process must be guaranteed by the state, as anarchitect of the numerous initiatives in researchactivities, through appropriate institutions: Royalsociety in England (1660) and Académie dessciences in France.
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We have forgotten the Baconian tradition
“The application of inductive and experimentalmethod to investigate nature, the creation of auniversal natural history, and reorganization ofscience as a human activity” (Mokyr)Consequences:
Failures in IT projects, not specific to the publicsectorAmplified in the public sector:
Quantity of big projectsHeterogeneous dataNumber of stakeholdersMoving perimeter
The rules to fail:
Thank you NPM and mainstream!
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Rules to fail in eGov’t: UK
De-‐emphasis on open compe..onCapture by providers Segmenta4on b agencies
Domina.on of large firms:Globally correlated with high costsNZ: counterbalanced by the smallmarket sizeUS: counterbalanced by the SBA.
In house technological capabili.esInternal expenses > 50% NL, CANL: Innova4on through interac4onwith provider, thank to anarchitecture of small marketThe strongest value crea0on lever
Standardmarketcosts
Conclusions: - No universal model: national characteristics matter- Poor technology transfer and learning process- In-house technological capacities is the key
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NPM is inappropriate for ICT deployment !
UK: NPM’s KingdomOutsourcing basedon costsLost of competenciesto the profit ofprovidersOligopolesNo innovativecapacity creation
Netherlands• Partnership and negociations• Strong IT competencies whithinthe buyer• Innovation in the margins ofcustomer - provider relationship
Source: Dunleavy &Margetts, LSE
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No correlation between success andamounts of investments
The success relies inarchitecture design throughinteraction with users
Learning through failedprojects
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The Chaos report
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Why so many failures?
The bigger the projects, the worse the results:
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Unrealistic expectations frompoliticians who favor spectacularprojects
Technology is thought to be aproblem solver in itself withoutrethinking the processes
Managers see the problem ofdigitalizing the organization as atechnical problem. They consider onlythe emerged part of the iceberg.
IT projects are not seen asprocesses reengineering tools thatupset the current organization
Why so many failures?
1) U ser Involvement 15.9%
2) Executive Management Support 13.9%
3) C lear Statement of Requirements 13.0% 4) Proper Planning 9.6% 5) R e alistic Expectations 8.2% 6) Smaller Project Milestones 7.7% 7) Competent Staff 7.2% 8) Ownership 5.3% 9) C lear Vision & Objectives 2.9% 10) Hard-Working, Focused Staff 2.4% 11) Other 13.9%
General Chaos report reasons to fail Public sector context
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Innovation in processes Innovation in I.T
Opens new avenues for
Calls for alignment of
Endogenous innovation Endogenous innovationMay do (strategy pulled)
Can do (techno pushed)
Understanding technology as anevolutionary process
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D
Framework: An isomorphism between the IS and theorganization
SoftwareHarware
OrganizationBusiness processes
General management
CIO
Technicalsystem
OrganizationBusiness, R&D
Organization
Informationsystem
IT strategyimplementation
Businessprocesses
Technical system
ProvidersCompetitorsExogenousinnovationStakeholders
Strategic andinnovation
system
Institutionalframework
Strategicstakes
Innovationpolicy
Innovationopportunities
D
A Baconian trainingprogram
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Training enterprise architects
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Mapping the systems tree structure
Computer Infrastructure
External systems
Computing system
Informationsystem
Environment
Softwares
Organization(people)
Business systems
Defining outside andinside is a key issue insystems mapping
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A basic concept: the triangle
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A Baconian approach
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First balance, made with participants
Strenghts:It’s crystal clear!The sequence ofconcepts is naturalIt’s ready to useThe triangle is limpid!.The methodology allowsgoing form the global tothe detailEven a beginner inarchitecture may apply itCase studies andtestimonies.
Weaknesses:The problem of poorsupport from themanagement remainsunsolved, in spite of thehigh price of this training,although the immediateimpact on the dailyperformance is visible.The program reveals thislack of support strongersince architecting processneeds to present trade-off.We are thinking in a specialshort session for top-executive to explain whattheir role is.
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Some basic (best?) practices identified
1- Practice modeling to solve a specific problem, not for the pleasure of building a model using thelatest up-to-date tool.
2- Modeling architecture is a key part of any IT project, and this, since the very beginning.3- Stay KISS (keep it short and simple) : do we need that? For which purpose?...4- An information system is a virtual reality, not the “real” real, so there will always remain many
uncertainties that must be permanently explored.5- Never forget any human and technique dimension of a project!6- A modeling process is effective only if it fosters iteration between the clients and the architect.7- There is no black box: clients must be associated in every task of the design process.8- A model needs to be stable but not congealed: it is an ongoing process that may be capable of
evolution as we approximate the real of the real: it is the condition for the model to betrustworthy.
9- The sooner the better: begin with a simple model that will be sophisticated as the projectadvances.
10- A big grain model is more useful than an unreadable but complete model.11- Experience is key!!! We estimate than at least ten years of business practices is necessary to
begin with architecting.12 -Once designed, a model is an asset of the organization, a building block that will improve further
modeling
« Baconizing » ITmanagement in the public
sector
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“Baconizing” eGov’t management
Classical Baconian activities
Description
Digitalized Baconian activity
Counting
Gathering the data, tasks, units of works, procedures, softwares (legacy), lines of code…
Computing
Classifying
Libraries of (on the shelves) processes, routines, sub-systems, functions, applications, urbanization plan…
Charting
Categorizing
Grouping processes, building blocks, aligning business and IT, architecture, testing
Conceiving
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Interventions scenarios
Charting the means allocations banks ofprocesses
Agile and scalable processes
Intervention systems
RETEX Relevant Interventions
Improvement
SIG MétéoFrance
Cellules FIRE
Linking exogenous andendogenous innovation
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Pôle 1
Pôle 2
Pôle 3
Pôle 4
Pôle n
Terri-toire
Terri-toire
Terri-toire
Terri-toire
Terri-toire
Terri-toire
Indicateursdeprocessus
Indicateursdeprocessus
Indicateursdeprocessus
Indicateursdeprocessus
Indicateursdeprocessus
Adding value byarchitectureProcessreengineeringIntegrating all theservices in a onestop shop
Projet « Maison duRhône Numérique »
Focusing the “Maison duRhône” on high value
service delivery
Automatizingprocesses buildingblocks through the
web
1 2
Distribution desprestations
Conception etpilotage desprestations
Digitalizedhouse ofdepartmentalservices
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IT management: a lever for institutionevolution
As Bacon put it four centuries ago, the success of anation doesn’t rely on race, climate, geography ornatural resources but on his ability in arts definedas the capability to stimulate the production andselection of useful knowledge through a permanentround trip from epistemic knowledge to empiricalpractice.Good institutions – rules of the game – for creatingvalue using IT will emerge from this process ofdigitalizing public administration.