1. 2014-01-30 Working committee - Digital Collaboration Presentation Material

2. Working committee - Digital Collaboration Introduction Scope and history

3. The objectives for the Working committee The objectives for the working group is to create better conditions for the development of existing and new services between public actors. Introduction of common digital services that would simplify the everyday life for both citizens and business. In order to encourage the usage of these digital services, a user centric approach has been adopted, and the main objective is to provide services which are simple, and safe to use, and easily accessed. The work is build on the Governments strategy for digital collaboration. The Government has defined three core values; -Simplicity “User friendly solutions, easy to use” -Openness “Strengthen democracy, improve transparency, and increase growth exploring public sector information” -Innovation “In collaboration with municipalities, third party actors, and other organizations, the Swedish Governments agencies will improve, and encourage the development of new digital services”

4. The big picture

5. How we are organized

6. Working committee - digital collaboration Trends and drivers.

7. Trends Citizen focus Open Linked data Build service-oriented with loose couplings between the producer and the consumer Cloud computing Big data Enterprise architecture with a clearer focus on activities and information Re-use/sharing of solutions Master data management Automatic rule handling Rapid technology development, combined with a heavy legacy Demands for cost reduction, combined with rapidly increased costs for management of IT systems Despite awareness of the demands for collaboration, the focus still is on optimizing your own agency

8. Drivers Need for increased collaboration with a citizen-centric approach. Despite this, maintain the Swedish model with independent and strong Agencies The principle of subsidiarity – decisions to be taken at the lowest appropriate level. One task should only be submitted once with conservation of the personal integrity Need for developing and renewing of IT support. In a world of rapidly changing digital technology, it is an advantage that different organizations IT support can be developed at different rates and based on your own business needs. Need of increased transparency. Increased participation and interaction with the business community Need for increased innovation Need to minimize administration and avoid technical locks. Demands for efficiency in the public sector

9. Working committee - Digital Collaboration Vision.

10. Big and complex issues Parliament Government Ministry Agency Department Section Ministry Agency Department Section Agency Department Section Agency Department Section

11. Complexity Number of concurrent players Koncern Partnership Changeability Federation 1 2 3 2 13 The complexity increases as more parties interact We want to continue to have as high changeability (3) as possible, which requires simplification. In parallel with a growing number of partners in cooperation also the ability to change is reduced. Both of the parties themselves and in the collaborative work. Complexity och changeability

12. The Concern Sweden Autonomous independent authorities Federation Direction governed Optimize their own business Collaborate Government Minist AgencyA AgencyC AgencyB Organization for Swedish authorities

13. An older architecture for interoperability Business layer Information layer Application layer Technology Layer Security Business Information Application Technology The new architecture for interoperability Security, Law Business Information Services An architecture for interoperability

14. Building blocks for federal collaboration Collaboration Purpose? Collaboration Purpose? Actor Concepts & Information Conceptual & Information Catalog Governance & monitoring Operational concept Actor Information Services Business Sector ex Municipal Services Service directory services Common servises Service Descriptions Searchable Service.xsd XML Service.csv Json Business Processes & actors catalogue

15. Deliveries from Conceptual & Structure

16. Working committee - Digital Collaboration Framework.

17. Purpose of the framework The framework is the Federation's “Constitution”. It lays down the General principles to be applied in a variety of areas. The framework also describes the relationships to other works and guidelines published by the Governments E-Delegation. The framework ties together the various layers in the architecture into a working whole, with full traceability in all dimensions. The framework defines how the Federations areas of collaboration, known as the operational concept, should be described. A unified description of operational concepts facilitated priority of Federation's development efforts. The framework also describes the Federation's relations with the outside world: – To customers — citizens and businesses – To partners and so-called Communities of interest – For international cooperation, in particular the EU/ISA

18. Requirements, security and law The E-Delegation also contains a legal Expert Group The Expert Group in cooperation with WC Digital Collaboration has developed different architecture patterns and made a legal interpretation of them Highly interesting are – The protected personal space – On-line similar solutions

19. Working committee - Digital Collaboration Architecture and delivery groups.

20. Overall purpose Be an aid in the management and monitoring of future public Sweden Facilitate the development and maintenance of common solutions. Ensure interoperability between stakeholders. Ensure transparency and efficiency. Facilitate citizen´s contacts with public service. Architecture, however, is primarily a tool for the decision makers and developers.

21. Identify and invite collaboration partners In common for the interoperability architecture is that it is based on surveys of people's live-events. Based on surveys, requirements on citizens are identified, as well as the business object used in the collaborating processes. The Business objects identify what information that is interesting to treat as common and thus should be dealt with in the information layer. In connection with the mapping current actors in the area are identified. In some cases, even potential actors are identified but it is often appropriate to have an open invitation to interested parties.

22. Areas Of Responsibility An important feature of the architecture is to define responsibility areas. In the definition of areas of responsibility is included the description of the scope and to define the responsibility and mandate. The definition of responsibility areas are a means to control. The control and follow-up are managed by government mandate, regulatory letters, or other agreements within the Federation. Each layer contains areas and subareas. In the role as head of the area is included primarily to describe the area and its division into subareas. The role is also to deal with issues that may be linked to the area but not naturally belong in a subarea. A head of an area may also be responsible for one ore more subareas.

23. Identify, analyze and prioritize developmental needs In a responsibility lays mainly to identify and analyze the area. On the basis of this survey and analysis, different development areas are identified and prioritized. The head can drive development efforts in these areas, in collaboration with other actors. In some cases, it may be appropriate, however, that another "trip leader" organization is given responsibility for development and management in a certain issue.

24. Management Architecture is to be managed, which among other things requires version management. The term used to describe areas/subareas should be based on living languages and be persistent over time. In order to promote a broad re-use of all descriptions the ADMS (Asset Description Metadata Schema) should be adapted. Management responsibility is normally based on the responsibility for development. Common solutions also require a life-cycle management which requires responsiveness to user needs and long-term planning.

25. Working committee - Digital Collaboration Business/processes

26. The layer of business/processes - Overview The architecture for the business layer is based on people's life situations and life events. The architecture describes the citizen action in conjunction with various life events. The focus is to describe the purpose of the various actors involved and the business object exchanged between them. The description shows the data requirements which are directed towards the citizen. They are simply the business object that the citizen is supposed to deliver. The actors involved in the process should be described as well as the customer benefit they produce. An actor's internal processes is uninteresting in this context.

27. Collaborative process and customer value based on the life situation Collaborative processes with the customer as an actor Customer value is created in the entire process and in every interaction with the customer Living situation life-event 1life-event 2 life event 3 life-event 4 Act Name of life situation Custo mer value Info Custo mer value Custo mer value Custom er value Actor A Actor B Actor C Info

28. Working committee - Digital Collaboration Information

29. Delivery Area Information Mission: Four deliveries consisting of 1.Information Exchange Directory 2.Description of the link between information and service layer (service description) 3.Find out how concepts, information and exchange format should be described, designed, documented and made available. 4.Description of the appropriate roles for the management and exchange of concepts and information.

30. Information Exchange Directory Based on what we have with us from our own organization, we need to interact with our exchange partners We need to identify the pieces of information that are necessary for Exchange - - - - - - - - - - Tjänster System - - - - - - - - - - Information Exchange object Information Exchange modeler Tjänster Information Exchange model

31. Information Exchange Directory Organization B Organization A Surname First name Gender Men/womman Real estate Real estate name Info Exch object First name Gender Surname Real estate id Re-use info.exch.object First name Gender Surname First name Gender Surname Re-use info.exch.object Organization C Organization N 1. Organization (A) (B) the need to exchange information, & but their information models are different. The need to create a common concept and information model. 2. Organization (A) &(B) creates a common conceptual & and information model for information exchange 3. Other organizations reuses the information exchange objects (and also information exchange models) Real estate id

32. Working committee - Digital Collaboration Services

33. Purpose of the service description Support the decision to develop/operate/developing a service by: – Describe the benefits of the service from a user perspective – Describe where the business service is intended to be used — linkage to process models and data models – Describe the terms of use and payment model – Documenting requirements for the service, for example laws and regulations Support the development and implementation of services (producer and consumer) by: – Document how the service is supposed to work – calls, sequences, etc. – Document the data that the service handles – Document the technical protocols and standards that the service should use – Give reference to the technical interface description Support the operation of the services by: – Describe the responsible owner, support, and service levels

34. Service description 3 + 1 PCs Profile Logical interface Technical interface Instance

35. Overview of the description framework Processes Services Information i Information Exchange Model Conceptual model Profile Logical interface Technical interface Instance

36. Profile Logical interface Technical interface Instance The service descriptor's three layers Mandatory information Textuell description Model- description

37. Purpose of the service directory Enabling for service providers to publish the services they provide. Allow consumers to find services that may be of interest. Showing both service types and instances. Producer Consumer Directory 1 Publish 2 Find 3 Connect

38. Working committee - Digital Collaboration Rest of the framework

39. Living situation life-event 1life-event 2 life event 3 life-event 4 Act Name of life situation Custo mer value Info Custo mer value Custo mer value Custom er value Actor A Actor B Actor C Info Development Methodology Information Directory Service Directory

40. Directories There are three important directories containing architectural information. – Business Directory – Information Directory – Service Directory A Portfolio directory containing information about joint projects is also needed.

41. Life-Cycle Management According to Gartner, the development cost of a system is about 8% of the total cost under the assumption that the system has a life span of 15 years. The cost of maintenance is therefore at least 92%. In a complex collaborating business there are dependencies between operators who require a greater sustainability in the planning and early notification of upcoming changes in a solution. Multiple versions of the same service, probably are needed to be in operation at the same time.

42. Environment Dependencies to the outside world is also important to manage. Here we see three distinct tracks. – The outside world – individuals and companies as customers to public administration. – The outside world as partners in the development of public administration. – International cooperation and collaboration.

43. Working committee - Digital Collaboration Operating management model

44. Operating management model The aim is to show how: – The Federation is to function operationally to create added value for the individual citizen, but also for the players within the Federation – Support how functions within the Federation shall act – Common objectives within the public administration shall be realized – The Federation works with the public sector and public services interact together – Collaborative projects should be managed

45. Content of an operational management model The operational model includes a number of components. The most important are: – Governance – Business Model – Architecture – Standardization – Directories – Portfolio management

46. Infrastructure for a "learning" public administration This is not the end. It is not even the beginning of the end. But perhaps it is the end of the beginning *...... for an infrastructure for a "learning" public administration. (*Winston Churchill)