586
edits
Changes
Jump to navigation
Jump to search
Line 1:
Line 1: − − == Branding == − '''Current:''' − − Enterprise Solutions − − '''Alternatives:''' − − Enterprise Services − − Enterprise Capabilities − − Enterprise Shared Services − − Enterprise-wide initiatives − − Centralized solutions/services − − Enterprise or shared IT solutions, assets, and services. Line 126:
Line 107: − + Line 216:
Line 197: − + − − == Benefits of Enterprise Solutions == − − * Horizontally enable external and internal business services and provide cohesive experience to users and other stakeholders. − * Reduces the total cost of ownership, that includes procurement, development, operation maintenance and decommission for services by streamlining the number of GC digital solutions. − * Enhances integration and collaboration, creates transferable skill sets, and leverage innovative work across the GC and the private sector. − * Maximize enterprise investment by consolidating solutions into Enterprise Solutions, based on Business Capability Model (BCM) − − Copied from [https://gcdocsp.tbssct.local/gcdocs/llisapi.dll?func=ll&objId=17502596&objAction=browse&sort=name&viewType=1 Supporting Enterprise Government: A Government of Canada Vision and Strategy (Draft – November 2014)]+ − − Line 272:
Line 243: − + − Copied from [https://gcdocsp.tbssct.local/gcdocs/llisapi.dll?func=ll&objId=17502596&objAction=browse&sort=name&viewType=1 Supporting Enterprise Government: A Government of Canada Vision and Strategy (Draft – November 2014)] − Line 542:
Line 511: − + − In a '''shared services''' model, the customers of the shared services are part of the formal board of directors, governing the strategic intent of the shared services organization and determining what service levels will be provided.+ + + + + + + + + + + + + + + + + + + − '''Centralization''' is most commonly successful in forms of government with a single, strong leader such as a governor, a strong mayor or county executive, or a president, where the role has significant power over the machinery of government.+ − There are occasional exceptions to both of these situations, but creating a centralization model in the '''parliamentary form of government''' is extremely challenging because the parliamentary model usually doesn’t envision enterprise authority vested in any one person.+ + + + Line 589:
Line 579: − + + + + + + + +
GC Enterprise Architecture/Enterprise Solutions (view source)
Revision as of 14:30, 26 August 2020
, 14:30, 26 August 2020→Branding
{{OCIO_GCEA_Header}}Please send us your feedback on the Enterprise Solutions/Shared Services content to the [[Mailto:EA.AE@tbs-sct.gc.ca| TBS Enterprise Architecture team]]
{{OCIO_GCEA_Header}}Please send us your feedback on the Enterprise Solutions/Shared Services content to the [[Mailto:EA.AE@tbs-sct.gc.ca| TBS Enterprise Architecture team]]
== Enterprise Solutions definition(s) ==
== Enterprise Solutions definition(s) ==
* '''Capacities:''' Is there an existing organization (e.g. a common service organization) that could provide the service? Is there a lead organization or cluster with the necessary resources, expertise and commitment to successfully execute?
* '''Capacities:''' Is there an existing organization (e.g. a common service organization) that could provide the service? Is there a lead organization or cluster with the necessary resources, expertise and commitment to successfully execute?
== Enterprise Solutions Criteria ==
== Enterprise Solutions Critical Success factors ==
Any solution that is worthy of of use across the entire GC should allow the consumers to successfully achieve their objectives by providing an accessible, enabling, extendable, fast, monitored, reliable, scalable, secure, and self-service common base service in an open, cost-competitive, collaborative, iterative, proactive, timely and transparent manner.
Any solution that is worthy of of use across the entire GC should allow the consumers to successfully achieve their objectives by providing an accessible, enabling, extendable, fast, monitored, reliable, scalable, secure, and self-service common base service in an open, cost-competitive, collaborative, iterative, proactive, timely and transparent manner.
|Dashboard (per user category), status pages (<nowiki>https://status.status.io/</nowiki>), published road maps, published runbooks, automation libraries, user guides, embedded client execs, planned vs. unplanned outages feeds
|Dashboard (per user category), status pages (<nowiki>https://status.status.io/</nowiki>), published road maps, published runbooks, automation libraries, user guides, embedded client execs, planned vs. unplanned outages feeds
|Client feedback surveys, technical usage statistics
|Client feedback surveys, technical usage statistics
|}
|}
== Critical Success Factors ==
== Critical Success Factors ==
In order to effectively realize an Enterprise Solution, there are a number of principles that should be considered:
In order to effectively realize this Vision, there are a number of principles that should be considered:
* '''Alignment:''' Ensure that the initiative aligns to the near and long-term business objectives of the organizations being affected
* '''Alignment:''' Ensure that the initiative aligns to the near and long-term business objectives of the organizations being affected
|}
|}
== When to Pursue an Enterprise-wide Solution ==
== When to Pursue an Enterprise Solution ==
If a potential initiative meets the five criteria for enterprise-wide initiatives, as outlined above, the decision whether to pursue such an approach will be based on the assessment of seven additional criteria which address value for money and feasibility. Overall, decisions will be based on net value (overall) as individual criteria might be in conflict.
If a potential initiative meets the five criteria for enterprise-wide initiatives, as outlined above, the decision whether to pursue such an approach will be based on the assessment of seven additional criteria which address value for money and feasibility. Overall, decisions will be based on net value (overall) as individual criteria might be in conflict.
== Archived Reference material ==
== Archived Reference material ==
== Input from Gartner ==
== Branding ==
'''Current:'''
Enterprise Solutions
'''Alternatives:'''
Enterprise Services
Enterprise Capabilities
Enterprise Shared Services
Enterprise-wide initiatives
Centralized solutions/services
Enterprise or shared IT solutions, assets, and services.
== [https://gcdocsp.tbssct.local/gcdocs/llisapi.dll?func=ll&objId=17502596&objAction=browse&sort=name&viewType=1 Supporting Enterprise Government: A Government of Canada Vision and Strategy (Draft – November 2014)] ==
== Benefits of Enterprise Solutions ==
* Horizontally enable external and internal business services and provide cohesive experience to users and other stakeholders.
* Reduces the total cost of ownership, that includes procurement, development, operation maintenance and decommission for services by streamlining the number of GC digital solutions.
* Enhances integration and collaboration, creates transferable skill sets, and leverage innovative work across the GC and the private sector.
* Maximize enterprise investment by consolidating solutions into Enterprise Solutions, based on Business Capability Model (BCM)
== Health Canada classification model ==
== Health Canada classification model ==
'''Integration'''
'''Integration'''
Enable interoperability based on standard components and solutions. Minimize the number and complexity of the interfaces.
Enable interoperability based on standard components and solutions. Minimize the number and complexity of the interfaces.
== Input from Gartner ==
In a '''shared services''' model, the customers of the shared services are part of the formal board of directors, governing the strategic intent of the shared services organization and determining what service levels will be provided.
'''Centralization''' is most commonly successful in forms of government with a single, strong leader such as a governor, a strong mayor or county executive, or a president, where the role has significant power over the machinery of government.
There are occasional exceptions to both of these situations, but creating a centralization model in the '''parliamentary form of government''' is extremely challenging because the parliamentary model usually doesn’t envision enterprise authority vested in any one person.
{{OCIO_GCEA_Footer}}
{{OCIO_GCEA_Footer}}
