Changes

<h3><span style="font-size: 1.5em;"> Where to start </span></h3> <br>

<h3><span style="font-size: 1.5em;"> Where to start </span></h3> <br>

When department has an idea, a problem or an issue that needs to be addressed, the <b>main</b> question that needs to be answered is that "<b><u>Is it worth it</b></u>?".

When department has an idea, a problem or an issue that needs to be addressed, the <b>main</b> question that needs to be answered is that "<b><u>Is it worth it</b>?".

To answer this question, department has to:<br>

To answer this question, department has to:<br>

Business Architecture is where an organization identifies the various services that it needs to provide externally, as well as the various functions it owns or needs to own internally to support their services to the public. In the context of GC Enterprise Business Architecture, this is where the Government of Canada identifies the various departments, the services they provide to Canadians and the functions they owns. <br><br>

Business Architecture is where an organization identifies the various services that it needs to provide externally, as well as the various functions it owns or needs to own internally to support their services to the public. In the context of GC Enterprise Business Architecture, this is where the Government of Canada identifies the various departments, the services they provide to Canadians and the functions they owns. <br><br>

<h4><b><u>Fulfill the Government of Canada stakeholder needs</b></u></h4>

<h4><b><u>Fulfill the Government of Canada stakeholder needs</b></h4>

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Once the stakeholders are identified, the roles and responsibilities are mapped, and the stakeholder needs are identified and translated into a business service, the department can then model a complete quality end-to-end business service that provides the best digital experience to its users while also maximizing its effectiveness and optimize efficiencies.<br><br>

Once the stakeholders are identified, the roles and responsibilities are mapped, and the stakeholder needs are identified and translated into a business service, the department can then model a complete quality end-to-end business service that provides the best digital experience to its users while also maximizing its effectiveness and optimize efficiencies.<br><br>

* <b><I>Clearly identify internal and external stakeholders and their needs for each business service including user centric design </b></I>

* <b><I>Clearly identify internal and external stakeholders and their needs for each business service including user centric design </b>

To understand their stakeholders, it is recommended for program & project manager to conduct stakeholder analysis and create stakeholder mapping for each service being delivered. Users of a business service can be the Canadian general public (in terms of service the department provides), employees (if the service also applicable to the departmental employees, or if the employees is the one implementing the service), or others. Partners of a business service can be other departments or organizations that consume the departmental service, provide data to the department, or those who are building the system/program with the department. Suppliers of a business service can be the SaaS companies who provide the department with service, vendors, SSC, etc. <br><br>

To understand their stakeholders, it is recommended for program & project manager to conduct stakeholder analysis and create stakeholder mapping for each service being delivered. Users of a business service can be the Canadian general public (in terms of service the department provides), employees (if the service also applicable to the departmental employees, or if the employees is the one implementing the service), or others. Partners of a business service can be other departments or organizations that consume the departmental service, provide data to the department, or those who are building the system/program with the department. Suppliers of a business service can be the SaaS companies who provide the department with service, vendors, SSC, etc. <br><br>

Once the stakeholders have been clearly identified, we would need to do some research into what their needs are. Remember, some stakeholders may not know what their needs are, or they may not be able to articulate their needs are. Thus, it would be the responsibilities of a project or program manager to conduct needs based analysis. This may sounds like a lot of work, and it may be is, however, it is a very important step to be carried out as it will provide an understanding of what kind of service is actually required, how effective the current service is, how to improve the delivery of the service so that it will be more useful - more effective. To do this correctly we need feedback from the right stakeholders to create a good design that is easy to use and works well. This method is called user centric design.<br><br>

Once the stakeholders have been clearly identified, we would need to do some research into what their needs are. Remember, some stakeholders may not know what their needs are, or they may not be able to articulate their needs are. Thus, it would be the responsibilities of a project or program manager to conduct needs based analysis. This may sounds like a lot of work, and it may be is, however, it is a very important step to be carried out as it will provide an understanding of what kind of service is actually required, how effective the current service is, how to improve the delivery of the service so that it will be more useful - more effective. To do this correctly we need feedback from the right stakeholders to create a good design that is easy to use and works well. This method is called user centric design.<br><br>

* <b><I>Include policy requirement applying to specific stakeholder groups, such as accessibilities, gender based+ analysis, and official languages in the creation of the service </b></I>

* <b><I>Include policy requirement applying to specific stakeholder groups, such as accessibilities, gender based+ analysis, and official languages in the creation of the service </b>

In identifying the stakeholder, department needs to ensure that it is being inclusive and includes all stakeholder groups. Things to consider when designing a business service are accessibilities, official languages and gender based+ analysis to ensure the business service created will be comprehensive to all stakeholder groups. They are important to be considered as these stakeholders have specific requirements that need to be met as well.<br><br>

In identifying the stakeholder, department needs to ensure that it is being inclusive and includes all stakeholder groups. Things to consider when designing a business service are accessibilities, official languages and gender based+ analysis to ensure the business service created will be comprehensive to all stakeholder groups. They are important to be considered as these stakeholders have specific requirements that need to be met as well.<br><br>

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* <b><I>Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels (e.g lean process)</b></I>

* <b><I>Model end-to-end business service delivery to provide quality, maximize effectiveness and optimize efficiencies across all channels (e.g lean process)</b>

Modeling business service delivery end-to-end will provide better digital experience to the stakeholders. It will also help provide better understanding of what components are required to create a service, what various channels which a service can be delivered, as well as individual areas that can be improved to maximize effectiveness and optimize efficiencies of the overall service. Modeling end-to-end business service delivery will expand the horizon and knowledge of the implementer of the business service and will ensure each part of the service delivery and its impact to the service are considered. <br><br>

Modeling business service delivery end-to-end will provide better digital experience to the stakeholders. It will also help provide better understanding of what components are required to create a service, what various channels which a service can be delivered, as well as individual areas that can be improved to maximize effectiveness and optimize efficiencies of the overall service. Modeling end-to-end business service delivery will expand the horizon and knowledge of the implementer of the business service and will ensure each part of the service delivery and its impact to the service are considered. <br><br>

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<h4><b><u>Architect to be Outcome Driven and Strategically Aligned to the Department and to the Government of Canada</b></u></h4>

<h4><b><u>Architect to be Outcome Driven and Strategically Aligned to the Department and to the Government of Canada</b></h4>

The whole notion of creating a program or project is to support departmental mandate. Thus, it needs to be clear what mandate a program or project is supporting, how the outcome of the program or project supports the mandate and measure how effective it is in supporting the mandate. The mandate can be broken down into Strategic Outcomes. A project or program may indirectly support a mandate, however, the derivative outcome it produces may still be able to be tied into one of the strategic outcomes which support departmental mandate. Everything needs to be tied in to the mandate, or one of the strategic outcomes, and everything needs to be measurable. If a department is not sure how a program or project is supporting its mandate or its strategic outcome, or how it can be measured, then perhaps the program or project may not be required to begin with.

The whole notion of creating a program or project is to support departmental mandate. Thus, it needs to be clear what mandate a program or project is supporting, how the outcome of the program or project supports the mandate and measure how effective it is in supporting the mandate. The mandate can be broken down into Strategic Outcomes. A project or program may indirectly support a mandate, however, the derivative outcome it produces may still be able to be tied into one of the strategic outcomes which support departmental mandate. Everything needs to be tied in to the mandate, or one of the strategic outcomes, and everything needs to be measurable. If a department is not sure how a program or project is supporting its mandate or its strategic outcome, or how it can be measured, then perhaps the program or project may not be required to begin with.

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* <b><I>Identify which departmental/GC business services, outcomes and strategies will be addressed </b></i>

* <b><I>Identify which departmental/GC business services, outcomes and strategies will be addressed </b>

In order to ensure a program or project supports departmental mandate, it is important to identify which services, outcomes or strategies will be addressed at the conclusion of the program or project. This will ensure the program or project has a vision of what it is trying to accomplish in relation to the departmental mandate. Thus, whenever the program or project needs to do a small deviation from its original short-term goal, it will have a limit on how much it can deviate before it is no longer provide an outcome that is aligned to the departmental mandate or GC direction. <br><br>

In order to ensure a program or project supports departmental mandate, it is important to identify which services, outcomes or strategies will be addressed at the conclusion of the program or project. This will ensure the program or project has a vision of what it is trying to accomplish in relation to the departmental mandate. Thus, whenever the program or project needs to do a small deviation from its original short-term goal, it will have a limit on how much it can deviate before it is no longer provide an outcome that is aligned to the departmental mandate or GC direction. <br><br>

* <b><I>Establish metrics for identified business outcomes throughout the lifecycle of an investment</b></I>

* <b><I>Establish metrics for identified business outcomes throughout the lifecycle of an investment</b>

Another important aspect to ensure alignment to departmental mandate is establishing the metrics for the identified business outcomes. This will ensure department have a way to identify its efficiencies or effectiveness in delivering the business services. As technology progresses, the outcomes that was once achieved by the program or project may become invalid or insufficient to support the departmental mandate or GC Direction. At this time, it would be prudent to re-visit the effectiveness of the program or project and explore possibility of leveraging other existing service created by other department or creating a new project or program. <br><br>

Another important aspect to ensure alignment to departmental mandate is establishing the metrics for the identified business outcomes. This will ensure department have a way to identify its efficiencies or effectiveness in delivering the business services. As technology progresses, the outcomes that was once achieved by the program or project may become invalid or insufficient to support the departmental mandate or GC Direction. At this time, it would be prudent to re-visit the effectiveness of the program or project and explore possibility of leveraging other existing service created by other department or creating a new project or program. <br><br>

* <b><I>Translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation</b></I>

* <b><I>Translate business outcomes and strategy into business capability implications in the GC Business Capability Model to establish a common vocabulary between business, development, and operation</b>

One benefit of translating business outcomes and strategy into business capabilities is to provide a common ground between business community and IT community. Once a common ground is reached, it would be easier to communicate what can be achieved, and how much tolerance can a program or project deviates from its short-term goal. <br><br>

One benefit of translating business outcomes and strategy into business capabilities is to provide a common ground between business community and IT community. Once a common ground is reached, it would be easier to communicate what can be achieved, and how much tolerance can a program or project deviates from its short-term goal. <br><br>

<h4><b><u> Promote Horizontal Enablement of the Enterprise</b></u></h4>

<h4><b><u> Promote Horizontal Enablement of the Enterprise</b></h4>

By having a common business capability terminology, it becomes easier to figure out if one solution is essentially a duplicate of another solution. It also becomes easier to find out if a department has obtained a solution to enable a business capability, and thus, the same solution may be leveraged to solve similar problem in another department. This horizontal enablement across departments would support reduction in IT spending through achieving economy of scale in procuring the same licenses. It would also support better collaboration between departments and easier data exchange.

By having a common business capability terminology, it becomes easier to figure out if one solution is essentially a duplicate of another solution. It also becomes easier to find out if a department has obtained a solution to enable a business capability, and thus, the same solution may be leveraged to solve similar problem in another department. This horizontal enablement across departments would support reduction in IT spending through achieving economy of scale in procuring the same licenses. It would also support better collaboration between departments and easier data exchange.

* <b><I>Identify opportunities to horizontally enabled business services and provide cohesive experience to stakeholders</b></I>

* <b><I>Identify opportunities to horizontally enabled business services and provide cohesive experience to stakeholders</b>

* <b><I>Reuse common business capabilities and processes from across government and private sector</b></I>

* <b><I>Reuse common business capabilities and processes from across government and private sector</b>

* <b><I>Publish in the open reusable common business capabilities and processes (in the Open Government portal) for others to develop cohesive horizontal enterprise services</b></I>

* <b><I>Publish in the open reusable common business capabilities and processes (in the Open Government portal) for others to develop cohesive horizontal enterprise services</b>

<h3><span style="font-size: 1.5em;">2. Information Architecture</span></h3> <br><br>

<h3><span style="font-size: 1.5em;">2. Information Architecture</span></h3><!-- COLUMN 1 ENDS: -->

 

<!-- COLUMN 2 STARTS: --><h4><b><u>Collect data to address the needs of the stakeholders</u></b></h4>

* '''Assess data requirements based on stakeholder needs'''

** Prior to collecting new data, an assessment of existing data assets (e.g. in a data inventory, database, internal data catalog, or other repository) and how they might address stakeholder needs is recommended.

 

** Data requirements are informational gaps identified in the process of responding a stakeholder need. If it is not met, a data requirement may pose a barrier to informed decision-making, operational needs, or the delivery of a service to a citizen or business.

** A stakeholder in this context is an internal or external client or provider involved in a policy, program, or service that originates in the Government of Canada.

** It will not always be clear whether a data asset meets the need of a stakeholder. A clear understanding and articulation of the business problem (e.g. purpose, objectives or expected outcomes, outputs, etc.) will facilitate this exercise.

* '''Collect only the minimum set of data needed to support a policy, program and service'''

** This procedure can be summarized as 'collect with a purpose'. Rather than determining your data needs ''post-hoc'' - following data collection, that is - it is recommended that data needs are specified in the process of designing the data collection methodology.

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** The 'minimum set of data' will vary by data type and business problem. For example, it may be easier to identify the minimum 'threshold' at which collected data will be sufficient to support the administration or delivery of a service. But in a foreign policy context, that threshold may not be clear: what is the minimum set of data needed to support the elaboration of Canada's Feminist International Assistance Policy? In such contexts, the only feasible approach may be to identify what is necessary (as opposed to what is sufficient) to meet the stakeholder need.

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** In a program context, data needs may be derived from Performance Information Profiles (PIPs), which include performance indicators (KPIs) which help program managers assess progress towards targets and broader objectives.

* '''Reuse existing data assets and only acquire new data if required'''

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** Following the assessment of existing data assets recommended under the first procedure, evaluate the reusability of the data deemed relevant to address the stakeholder need. This involves assessing basic aspects of its quality in light of that need. For example, a dataset that may have been timely in the context of its initial usage may be outdated in the new context.

 

** In addition to quality, privacy and security are important considerations to take into account when evaluating the resuability of a data asset. Not all data is reusable. The reuse of personal information, for example, is restricted under the requirements of the ''Privacy Act''. Further, in some cases, the reuse of data may pose security risks to an organization or to the Government of Canada at large. A risk assessment based on criteria informed by the current policy and legislative environment is recommended to mitigate the risks of data reuse.

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* '''Ensure data collected, including from third party sources, are of high quality'''

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** Unless data collected (whether by a federal organization or through a third party) or generated meets basic standards of quality, it is not fit for purpose.

** There are various governmental and international approaches to assessing the quality of data. Common dimensions or aspects of quality include relevance, timeliness, consistency, reliability, interpretability, and usability. Specific considerations may be warranted for certain types of data (e.g. geospatial data). The development of a departmental data quality framework to help assess and control the quality of data is recommended. An enterprise-level framework for the Government of Canada, which all federal organizations will be able to adopt, is currently under development.

 

** A routine process for profiling newly collected or generated data could help maintain the overall quality of data assets. Quality management and assurance, however, is an activity that applies throughout the lifecycle of data - from the point it is collected or generated to that at which it is disposed. Ensuring that data quality is regularly assessed and maintained is among the key responsibilities of a data steward.

<h4><b>Collect data to address the needs of the stakeholders </b></h4>

<h4><b><u>Manage data strategically and responsibly</u></b></h4>''Section under development'' (ESP/Bitar)<h4><b><u>Use and share data openly in an ethical and secure manner</u></b></h4>''Section under development'' (ESP/Bitar)<h3><span style="font-size: 1.5em;">3. Application Architecture</span></h3> <br><br>

* Adopt a needs-based approach to data collection

** Do your data collection processes include an assessment of existing data assets (e.g. as documented in a data inventory and/or catalogue) to minimize redundancy and duplication? 

* Collect only the minimum set of data needed to support a policy, program, service, or other function fulfill the business service

** Do you have a mechanism or process in place to ensure that all data collected can be tied to a specific business need (e.g. a policy, program, service, or other operational need) so that you are able to identify excess data? 

* Reuse existing data assets and only acquire new data if required

** Do your data collection processes include an assessment of existing data assets (e.g. as documented in a data inventory and/or catalogue) to facilitate data reuse?

** Do you have a process or mechanism in place to assess and control the quality of existing data assets being considered for reuse?

** Do you have a process or mechanism in place to ensure that any reuse of existing data assets complies with privacy and other applicable laws and policies?   

* Ensure your data collection methodology, including third party sources, yields high quality data

** Do you have a process or mechanism in place to assess and control the quality of data collected?

 

<h4><b>Manage data strategically and responsibly</b></h4>

* Define and establish clear roles, responsibilities, and accountabilities for data management

** Do you have a framework or policy that sets out your organization’s data governance structure? At a minimum, the structure would list key data roles in the organization (e.g. steward, custodian, analyst, scientist) and define the responsibilities and decision-making authorities associated with each of them.  

 

* Identify and document the lineage of your data assets.

** Does your data inventory document any information about the lineage of existing data assets? If so, through what process is lineage determined and tracked over time? If not, is this information tracked anywhere else?

* Define retention and disposition schedules and perform regular disposition activities (I’m not sure about the last bit: are disposition activities necessarily regular and, if so, according to whose timetable? What is LAC’s GC policy on this?)

** Do you have a mechanism or process in place to ensure that retention and disposition schedules are determined (at least provisionally) for data collected? This is particularly relevant in the case of personal data, where timelines are set by the Privacy Act.    

* Ensure information and data are managed to enable interoperability, reuse and sharing to the greatest extent possible within and with other across departments across the in government to avoid duplication and maximize utility, while respecting security and privacy requirements

** To what extent does your organization adhere to existing enterprise-level standards for data?

** What is the percentage of data shared through information sharing agreements?

** To what extent is the data you share with other GC organizations interoperable?

** Do you have a process in place to evaluate whether a certain data need can be addressed by requesting data from a GC organization as opposed to collecting it?

* Contribute to and/or aligned to Enterprise Data taxonomy and classification structures to manage, store, search and retrieve information and data in all formats (I am uncertain about the reasoning here: is it to ‘manage, store, search, and retrieve’? It seems too broad to be relevant to architecture in particular.)

** For what data domains and/or attributes have you developed reference and master data standards?

** For what data domains and/or attributes have you supported the development of enterprise-wide data standards?

* Ensure that data received from external parties is profiled and validated prior to its use

 

<h4><b>Use and share data openly in an ethical and secure manner</b></h4>

 

 

<h3><span style="font-size: 1.5em;">3. Application Architecture</span></h3> <br><br>

Application Architecture consists of understanding and designing the various applications within a department, how they tie in to the business service supporting the departmental mandate, where they are located in the architecture landscape of the department as well as the GC, how they interact with each other and with their users, the zoning requirements, etc. Application Architecture focuses less on internal mechanics and specific programming and more on overall design on how data is consumed and created by the system. It views the interactions between applications, databases, middleware to ensure scalability, reliability, availability and manageability. <br><br>

Application Architecture consists of understanding and designing the various applications within a department, how they tie in to the business service supporting the departmental mandate, where they are located in the architecture landscape of the department as well as the GC, how they interact with each other and with their users, the zoning requirements, etc. Application Architecture focuses less on internal mechanics and specific programming and more on overall design on how data is consumed and created by the system. It views the interactions between applications, databases, middleware to ensure scalability, reliability, availability and manageability. <br><br>

<h4><b><u>Use Open Source Solutions hosted in Public Cloud</b></u></h4><br>

<h4><b><u>Use Open Source Solutions hosted in Public Cloud</b></h4><br>

While Open Source Solution (OSS) is not a silver bullet, several common misconceptions are used as arguments against Open Source software: A misconception with security is that with the code out of the eyes of the public that it prevents successful attacks and lowers liability, however in reality Security Best practices state that 'System security should not depend on the secrecy of the implementation or its components', and as Open Source development relies and hardening (or improving the security) of code it is often equal or more secure then proprietary solutions.

While Open Source Solution (OSS) is not a silver bullet, several common misconceptions are used as arguments against Open Source software: A misconception with security is that with the code out of the eyes of the public that it prevents successful attacks and lowers liability, however in reality Security Best practices state that 'System security should not depend on the secrecy of the implementation or its components', and as Open Source development relies and hardening (or improving the security) of code it is often equal or more secure then proprietary solutions.

For more info on Open Source, go to the GC webpage on [https://www.canada.ca/en/government/system/digital-government/open-source-software.html Open Source Software]. <br><br>

For more info on Open Source, go to the GC webpage on [https://www.canada.ca/en/government/system/digital-government/open-source-software.html Open Source Software]. <br><br>

*<b><I> Select existing solutions that can be reused over custom built</b></I>

*<b><I> Select existing solutions that can be reused over custom built</b>

It is important to reduce the duplication of effort that has occurred due to segmented mandates, and increase collaboration and sharing across Departments and Agencies. Crown Corporations, Provincial and Municipal Governments as well as the Public at large who can benefit from new and innovative products and services based off of creations from the Government.<br><br>

It is important to reduce the duplication of effort that has occurred due to segmented mandates, and increase collaboration and sharing across Departments and Agencies. Crown Corporations, Provincial and Municipal Governments as well as the Public at large who can benefit from new and innovative products and services based off of creations from the Government.<br><br>

*<b><I> Contribute all improvements back to the communities</b></I>

*<b><I> Contribute all improvements back to the communities</b>

Major benefits can occur not just from publishing the Software, but in developing Guidance the quality of software increases, while publishing Lessons Learned, White Papers and any other technical documentation can assist others in the future by providing templates and baselines.

Major benefits can occur not just from publishing the Software, but in developing Guidance the quality of software increases, while publishing Lessons Learned, White Papers and any other technical documentation can assist others in the future by providing templates and baselines.

Setting up shared teams for common problems where Developers from multiple departments can produce better solutions. Virtual Teams using open tools can enable rapid development in absence of collocation.<br><br>

Setting up shared teams for common problems where Developers from multiple departments can produce better solutions. Virtual Teams using open tools can enable rapid development in absence of collocation.<br><br>

*<b><I> Register Open Source software to the [https://canada-ca.github.io/ore-ero/en/index.html Open Resource Exchange]</b></I>

*<b><I> Register Open Source software to the [https://canada-ca.github.io/ore-ero/en/index.html Open Resource Exchange]</b>

Scientific Innovation can occur from exposing Data to interested members of the activists, researchers, students and the public at large.

Scientific Innovation can occur from exposing Data to interested members of the activists, researchers, students and the public at large.

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<h4><b><u>Use Software as a Service (SaaS) hosted in Public Cloud</b></u></h4>

<h4><b><u>Use Software as a Service (SaaS) hosted in Public Cloud</b></h4>

* <b><I>Choose SaaS that best fit for purpose based on alignment with SaaS capabilities </b></I><br>  

* <b><I>Choose SaaS that best fit for purpose based on alignment with SaaS capabilities </b><br>  

* <b><I>Choose a SaaS solution that is extendable </b></I><br>

* <b><I>Choose a SaaS solution that is extendable </b><br>

* <b><I>Configure SaaS and if customization is necessary extend as Open Source modules </b></I><br>

* <b><I>Configure SaaS and if customization is necessary extend as Open Source modules </b><br>

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<h4><b><u>Design for [https://www.gcpedia.gc.ca/wiki/En/GCinterop Interoperability]</b></u></h4>

<h4><b><u>Design for [https://www.gcpedia.gc.ca/wiki/En/GCinterop Interoperability]</b></h4>

As the GC is transitioning to new technology and as more departments start to work together, interoperability becomes a key important factor in ensuring stability and continuity of a program. Self-discipline must be instilled to always publish and maintain API so that other systems or other departments can make use and leverage the work that is already done without duplication of work and re-inventing the wheel. It can also maintain precious data flow that has previously obtained from legacy system.

As the GC is transitioning to new technology and as more departments start to work together, interoperability becomes a key important factor in ensuring stability and continuity of a program. Self-discipline must be instilled to always publish and maintain API so that other systems or other departments can make use and leverage the work that is already done without duplication of work and re-inventing the wheel. It can also maintain precious data flow that has previously obtained from legacy system.

The most important use of interoperability is it provides the ability to communicate between one system to another without the need of manual intervention. It doesn't matter if one system is built with one platform, eg. UNIX/LINUX, and the other system is built with another platform, eg. Windows, "OR" if one system is legacy, eg. Mainframe, and the other is an innovative product, eg. machine learning. With interoperability, these different systems can communicate with one another, thereby enabling efficiency and/or effectiveness of a solution. Interoperability can also enable easier communication between one department to another, thereby creating better collaboration and automation exchange of data.<br><br>

The most important use of interoperability is it provides the ability to communicate between one system to another without the need of manual intervention. It doesn't matter if one system is built with one platform, eg. UNIX/LINUX, and the other system is built with another platform, eg. Windows, "OR" if one system is legacy, eg. Mainframe, and the other is an innovative product, eg. machine learning. With interoperability, these different systems can communicate with one another, thereby enabling efficiency and/or effectiveness of a solution. Interoperability can also enable easier communication between one department to another, thereby creating better collaboration and automation exchange of data.<br><br>

* <b><I>Design systems as highly modular and loosely coupled services</b></I><br>

* <b><I>Design systems as highly modular and loosely coupled services</b><br>

A good system design starts from building a small simple independent function. Focus on smallest unit of purpose, and develop a single function. The small single function can then become a building block for a larger more complicated function, and be combined with other simple functions to finally create a service. Having a simple independent function also means that it be reused to create another complicated function. Thus, it is very important to build a function that is small and simple enough to make it highly modular.  

A good system design starts from building a small simple independent function. Focus on smallest unit of purpose, and develop a single function. The small single function can then become a building block for a larger more complicated function, and be combined with other simple functions to finally create a service. Having a simple independent function also means that it be reused to create another complicated function. Thus, it is very important to build a function that is small and simple enough to make it highly modular.  

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* <b><I>Expose services through APIs </b></I>

* <b><I>Expose services through APIs </b>

Do not hide services under assumptions that someone would not find value in a service - often innovation can be bred from exposed services beyond it's original plan.

Do not hide services under assumptions that someone would not find value in a service - often innovation can be bred from exposed services beyond it's original plan.

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* <b><I>Make the APIs discoverable to the appropriate stakeholders</b></I>

* <b><I>Make the APIs discoverable to the appropriate stakeholders</b>

When a system have an API that is discoverable, it opens up its window to the world of endless possibilities, collaboration and better outcomes for the whole GC. One way to make an API discoverable is by publishing it to the [https://api.canada.ca/en/homepage#all-apis API Store] and the future DxP (Digital Exchange Platform).

When a system have an API that is discoverable, it opens up its window to the world of endless possibilities, collaboration and better outcomes for the whole GC. One way to make an API discoverable is by publishing it to the [https://api.canada.ca/en/homepage#all-apis API Store] and the future DxP (Digital Exchange Platform).

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<h4><b><u>Follow [https://www.devsecops.org/blog/2015/2/15/what-is-devsecops DevSecOps] Principles</b></u></h4>

<h4><b><u>Follow [https://www.devsecops.org/blog/2015/2/15/what-is-devsecops DevSecOps] Principles</b></h4>

The purpose and intent of DevSecOps is to build on the mindset that "everyone is responsible for security" with the goal of safely distributing security decisions at speed and scale to those who hold the highest level of context without sacrificing the safety required.  

The purpose and intent of DevSecOps is to build on the mindset that "everyone is responsible for security" with the goal of safely distributing security decisions at speed and scale to those who hold the highest level of context without sacrificing the safety required.  

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* <b><I>Use continuous integration and continuous deployments (CI/CD)</b></I>

* <b><I>Use continuous integration and continuous deployments (CI/CD)</b>

* <b><I>Ensure automated testing occurs for security and functionality </b></I>

* <b><I>Ensure automated testing occurs for security and functionality </b>

* <b><I>Include your stakeholders as part of DevSecOps process</b></I>

* <b><I>Include your stakeholders as part of DevSecOps process</b>