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Improving Government Interoperability

Abstract

Introduction

A network form of organization for government: working across boundaries

Understanding government interoperability requirements

Understanding risks and costs

Existing interoperability maturity models

A government interoperability improvement framework

Using the Government Interoperability Improvement Framework

References

Appendix. Government Interoperability Improvement Framework
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A government interoperability improvement framework

The capability to develop and manage interoperability initiatives

A set of nine dimensions of capability relevant to working in a network to develop and manage government interoperability, to working in the “seams,” are presented in Table 5a. Developing capability along each of these dimensions in an appropriate and sustainable way provides government agencies and their network partners with the foundation for success in government interoperability initiatives.4

Table 5a. Capability Dimensions for Developing and Managing Government Interoperability
Capability
Dimension
 
Description
 
Governance
 
The existence of appropriate decision making rules and procedures to direct and oversee government interoperability initiatives that are planned or underway. Also, to ensure that government interoperability investments (in IT and other resources) align with priorities and goals defined in strategic plans or by legislative and executive leadership. Governance structures should support and work closely with legal frameworks to enable new ways of sharing resources including money and data.
 
Strategic Planning
 
The quality and comprehensiveness of strategic plans and strategic planning processes, including resources and integration of planning with other elements of governance and management.
 
Business Case Development
 
The existence of processes and tools to develop a well-reasoned argument designed to convince key stakeholders of the benefits of a particular investment. This includes a problem statement, mission or visions statement, stakeholder analysis, expected benefits and potential risks, cost estimates, and funding sources.
 
Project Management
 
The availability and use of mechanisms for goal and milestone setting, scheduling development and production activities, analyzing resource needs, managing interdependencies among activities and goals, and provisions to anticipate and respond to contingencies.
 
Resource Management
 
The extent of effective and sustainable use of financial, human, and technical resources through budgeting, strategic plans, financial analyses, and accepted financial management procedures and practices.
 
Stakeholder Identification & Engagement
 
The extent of awareness of and interaction with the persons or groups with an interest in the information sharing initiative and capacity to influence it. This dimension is based on stakeholder analyses, staff experience and knowledge, records or reports of participants in making policy and decisions, and membership of advisory or constituent groups.
 
Leaders & Champions
 
The involvement of leaders and champions. Leaders motivate, build commitment, guide activities, encourage creativity and innovation, and mobilize resources; they see the goal clearly and craft plans to achieve it. Champions communicate a clear and persuasive vision for an initiative, provide the authority and legitimacy for action, and build support in the environment.
 
Business & Technology Architectures
 
The degree to which government has developed business and technology architectures that describe the existing service and operational components of organizations and networks of organizations and how they are connected to each other through business processes and technologies.
 
Performance Evaluation
 
The presence of the skills, resources, and authority necessary to observe, document, and measure: (1) how well investments are developed and implemented, (2) whether goals are achieved, and (3) how the performance of the government is improved.
 
4 There are a number of governments out there and at all levels (federal, state, and local) that have developed and instituted project management training programs for government employees. In a number of cases, government employees who are responsible for large ICT implementations and other large and complex projects are required to undergo project management training. For example, in New York State, the Project Management Mentoring Program (information found at www.cio.state.ny.us/Services/Training/SrvTRPMMP.htm) was designed in response to the state’s increasingly complex and expensive projects necessary to support the government’s business. There also are a number of internationally recognized project management focused professional organizations that offer training in this area. For example, visit the Project Management Institute’s Web site at http://www.pmi.org/Pages/default.aspx.