586
edits
Changes
Jump to navigation
Jump to search
Line 326:
Line 326: + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
GC Service & Digital Target Enterprise Architecture (view source)
Revision as of 13:32, 22 December 2020
, 13:32, 22 December 2020→Security architecture
* establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security
* establish an incident management plan in alignment with the GC Cyber Security Event Management Plan (GC CSEMP) and report incidents to the Canadian Centre for Cyber Security
|}
|}
=== GC enterprise ecosystem transition ===
The realization of the Target Service and Digital Target Enterprise Architecture involves dozens of departments and thousands of applications and will involve many interim states. The technical strategy is to incrementally migrate legacy systems by gradually replacing functional elements with new applications and services thus spreading costs and mitigating risks. However, the fundamental nature of the change required demands more than just a technical strategy. To meet Canadians’ expectations for coherent digital service delivery, the government must modernize its policy and practices to support the technological transition to the target enterprise architecture.
== ADD Chevron IMAGE ==
Significant progress has already been made, particularly around enabling policy, and work has begun on changing practices, but much work remains.
=== Enabling policy and regulation ===
To support the change needed, the enabling policy and regulation must be aligned with the strategic direction. The policy must support the required changes and not be a barrier to adoption.
{| class="wikitable"
|'''Integrated policy and directive to enable change'''
|Treasury Board approved a new ''Policy on Service and Digital'' and ''Directive on Service and Digital'', which serve as an integrated set of rules that articulate how Government of Canada organizations manage service delivery, information and data, information technology and cybersecurity in the digital era. TBS, through the Office of the Chief Information Officer, developed guidance informed by departmental feedback, reviewed existing Treasury Board policy instruments and identified emerging areas.
§ enhanced and integrated governance with an Enterprise Approach
§ increased focus on the client and the digital enablement across all services and channels
§ better use and sharing of information recognizing its value as a strategic asset
§ leverage technology to better manage and protect systems and information
§ strengthen and train the federal workforce to meet the needs of a digital government
TBS, through the Office of the Chief Information Officer, and departments will continue to update guidance and evolve Treasury Board policy instruments.
|}
=== GC enterprise focused practices ===
The proposed strategies and architectural principles are significant departures from past practices. Existing departmental practices for the management of IT have locked the government into a cycle that reinforces siloed approaches. The emphasis must shift from isolation and control to collaboration and sharing with the focus on cohesive service delivery to citizens rather than individual mandates.
{| class="wikitable"
|'''GC Target Enterprise Architecture'''
|The Service and Digital Target Enterprise Architecture provides a framework and focal point for making informed decisions on the alignment of business solutions to GC needs.
|-
|'''GC Enterprise Architecture Framework'''
|Business, information, application, technology, security, and privacy architecture domains defined by the GC to align solutions to the Service and Digital Target Enterprise Architecture.
|-
|'''GC Enterprise Architecture Review Board (GC EARB)'''
|The GC Enterprise Architecture Review Board (GC EARB) provides a governance mechanism to assess if proposed solutions are aligned to the GC Enterprise Architecture Framework.
|-
|'''Establishment of GC Enterprise Portfolio Management (GC EPM)'''
|GC Enterprise Portfolio Management (GC EPM) will support integrated planning, prioritization, and optimization of an achievable enterprise investment portfolio by enabling the integration of critical processes and data to inform decision‑making, visibility, and transparency.
§ Alignment: ensuring that all investments, services, and applications are aligned to GC strategy
§ Collaboration: reducing the burden and balancing the portfolio by ensuring the right work is being completed at the right time
§ Visibility: accessible information provides stakeholders visibility on delivery capacity and enhances oversight and reporting
§ Decision‑making: prioritization allows for informed decision‑making while offering the opportunity to re‑balance the portfolio
|-
|'''Including the business capability perspective in the IT plan'''
|The inclusion of Business Capability Model mapping in the IT plan investment framework provides another mechanism to identify potentially redundant investments in business capabilities across government and opportunities for rationalization and to identify opportunities for enterprise solutions.
|-
|'''Including the application capability perspective in the Application Portfolio Management''' '''framework'''
|The inclusion of Application Capability Model mapping into the GC Application Portfolio Management framework provides another mechanism to identify overlapping application capabilities and unused functions. Reducing the technology footprint will decrease operational expenses and free up funds for other priorities.
|-
|'''GC Cloud Brokering'''
|The GC Cloud Brokering provides a way for departments to obtain public cloud services already vetted. It simplifies the procurement and fulfillment of cloud services by providing a unified process for requesting cloud services that have been thoroughly investigated and approved to comply with the requirements of the GC, as well as to offer central agencies with the visibility of all environments in the cloud.
|-
|'''API store'''
|The API store provides a mechanism to publish reusable business capabilities and access to data.
|-
|'''Open source software'''
|The Open Source Policy and White Paper guided the use of software, the need for contribution to open source software, the publishing of open source software, and the acquisition of open source software.
|-
|
|
|-
|'''Digital workspace standards and profiles'''
|GC EARB created standards for internal enterprise services, defined digital workspace user profiles, set departmental consumption of IT services, and sets consumption metrics and limits for each of SSC’s 31 services.
|-
|'''Framework for Government‑Wide Data Governance and Stewardship'''
|GC EARB introduced a government‑wide framework for data governance and stewardship, for TBS work on the development of principles, policies and guidance concerning “prescribing enterprise‑wide data standards.”
|}
=== GC enterprise IT ecosystem ===
The government has made some limited progress in common application capabilities such as document management and others. However, the predominantly monolithic architectures of departmental applications have effectively limited sharing and reuse across government. The transition towards the GC Target Enterprise Architecture is needed to achieve progress in that area.
{| class="wikitable"
|'''GC enterprise solutions'''
|The establishment of GC enterprise solutions has provided a standard implementation for common application capabilities such as document management (GCDOCS), collaboration (GCshare), and Customer Relationship Management CRM (GCcase).
|-
|'''GC enterprise digital workplace platform'''
|The acquisition of Office 365 provides a secure cloud‑based, software‑as‑a‑service solution for the digital workspace. Its rollout will provide a coherent user experience across government over multiple devices and channels.
|-
|'''Sign‑in Canada'''
|Sign‑in Canada is a proposal for a unified authentication mechanism for all government digital engagement with citizens. Users would only need to tell Sign‑in Canada one time who they are, and subsequently, there would be no need to sign up multiple times to access different government services.
|-
|'''GC internal authentication'''
|Internally within the government, GCPass, when fully implemented, will provide streamlined secure and appropriate access to GC systems for public servants.
|-
|'''Canadian Geospatial Platform'''
|Natural Resources Canada (NRCan) is launching the Canadian Geospatial Platform (CGP) as the next evolution of the Federal Geospatial Platform, with the transition to a new architecture for a GC enterprise platform that will enable NRCan to host solutions from other GC departments in a platform‑as‑a‑service model. CGP will continue to be aligned with the principles of open government and open data and thus is currently configured for unclassified data only.
|}
=== Summary ===
The Government of Canada is responding to the challenge of meeting Canadian citizens’ evolving expectations for cohesive digital service delivery in the face of aging IT systems and rising technical debt. To meet this challenge, the government is changing the way it approaches acquiring new solutions and modernizing older solutions. By advocating a whole‑of‑government approach where IT is aligned to business services, and solutions are based on reusable components implementing business capabilities optimized to reduce unnecessary redundancy, it is maintaining a clear focus on improving its service delivery to Canadians while addressing the technical challenges with its legacy systems.
The future digital landscape of the Government of Canada will be more agile in responding to changes in business needs and better able to leverage new disruptive technologies. Significant progress has already been made, particularly in enabling policy, and work has begun on changing practices, but much work remains.
An ongoing commitment is needed from everyone involved in digital service delivery to be engaged and active participants in these changes by adopting:
§ a service‑centric perspective; and focusing on delivering a cohesive user experience for our citizens
§ a business capability‑centric perspective when considering solutions, and embracing sharing and reuse
§ a whole‑of‑government perspective; and embracing change
This white paper is just another small step of the larger journey.
