Top 10 Strategic Technology Trends for Smart Government Alan Goon Europe Symposium November 11-14, 2013 Barcelona, Spain Andrea Di Maio

The Nexus of Forces Is Driving Innovation in Government Extreme Networking Rampant Access Global Class Delivery Rich Context, Deep Insights

The Nexus of Forces Is Driving Innovation in Government Extreme Networking Rampant Access Global Class Delivery Rich Context, Deep Insights

Key Issues What will have the biggest potential for significant enterprise impact over the next three years? Which technologies or trends will drive significant change or disruption? Are there changes or tipping points occurring now or over the next one to two years that make the technology newly strategic or widely applicable to government workforce and citizens? A strategic technology is one with the potential for significant impact on the enterprise during the next three years. Factors that denote significant impact include a high potential for disruption to IT or the business, the need for a major dollar investment or the risk of being late to adopt. Companies should factor these technologies into their strategic planning process by asking key questions and making deliberate decisions about them during the next two years. Sometimes the decision will be to do nothing with a particular technology. In other cases, it will be to continue investing in the technology at the current rate. In still other cases, the decision may be to test/pilot or more aggressively adopt/deploy the technology. A strategic technology may be an existing technology that has matured and/or become suitable for a wider range of uses. In the case of a mainstream technology, the strategic decision will likely revolve around product/vendor selection and the degree to which it is incorporated into the broad IT environment. A strategic technology may also be an emerging technology that offers an opportunity for strategic business advantage for early adopters or with potential for significant market disruption in the next five years. In the case of an emerging technology, the strategic decision may be to request funding to evaluate the technology. This presentation highlights technologies that will be strategic for most organizations. It is not a comprehensive list of every technology that is ready for adoption or incorporation into the strategic planning process. Companies should use the list as a starting point and adjust based on their industry, unique business needs, technology adoption model (that is, Type A, B or C company) and other factors. Gartner Global CIO Survey 2013 (398 Public Sector CIOs)

Hype Cycle for Smart Government, 2013: More Leverage Than Innovation? Innovation Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity time expectations Plateau will be reached in: less than 2 years 2 to 5 years 5 to 10 years more than 10 years obsolete before plateau As of July 2013 Operational Technologies for Government Video Content Management and Delivery Systems for Government Surveillance Gamification in Government BPaaS for Government Citizen Data Vaults Pace-Layered Application Strategy in Government Smart Governance Operating Framework Employee Use of Social Media in Government Citizen Developers Application Portfolio Management Enterprise App Stores Big Data Information Management for Government Bring Your Own Device Cloud Computing in Government Tablets in Government Cross-Agency Case Management BPM for Government Open Government Data Government Shared Services Enterprise Use of Social Media in Government Location-Based Services for Government Blended Enterprise Architecture Approach Advanced Analytics for Government Business Intelligence for Performance Management Mobile Device Management From "Hype Cycle for Smart Government, 2013," 22 July 2013 (G00249302)

Four Phases of Technology in Government: Toward Smart and Digital Definition: Smart government integrates information, communication and operational technologies to planning, management and operations across multiple domains, process areas and jurisdictions to generate sustainable public value. Smart Government: Sustainability Affordability Crossing boundaries Open Government: Transparency, participation, collaboration Community engagement Joined-up Government: Life events Back-office re-engineering Digital Government 2015+ E-government: Online services Multiple websites 2010 2005 2000

Top 10 Strategic Technology Trends for Smart Government Strategic Imperative: Government agencies should factor the top 10 technologies into their strategic planning process and make deliberate decisions about them during the next two years. This does not necessarily mean adoption and investment in all of the listed technology trends. Top 10 Government Technology Trends Social Mobile Information Cloud 1. Personal Mobile Workplace  2. Mobile Citizen Engagement 3. Big Data and Actionable Analytics 4. Cost-effective Open Data 5. Citizen-managed Data 6. Hybrid IT and Cloud 7. Internet of Things 8. Cross-domain Interoperability 9. BPM for Case Management 10.Gamification for Engagement n n n n n n n n n

Personal Mobile Workplace: Employees Are in Control Mobility isn't about devices or networks. It's about service, innovation … … and changing the concept of "workplace." Bring Your Own DEVICE Social Ratings Reputations Rankings Photos Videos DATA APPS FRIENDS

Tenant-owner Relationships Mobile Citizen Engagement: Use Cases Define Mobile and Social Opportunity M S Tenant-owner Relationships Job Seeking Traffic Mgmt. Human interaction Complexity Frequency Existing community/platform Engagement value Clarity of focus and time frame Socialization Eligibility Paying Fines Land Registration Mobilization Frequency/Recurrence Immediacy Automation Simplicity Compelling use Location-based

Actionable Analytics From Big Data: More Than More … Descriptive: What happened? What is happening? Diagnostic: Why did it happen? What key relationships? Predictive: What will happen? What if? How risky? Prescriptive: What should happen? How can I optimize? Perishability Fidelity Validation Linking Public Safety: Situation Analysis Crime Detection and Prevention Tax and Revenue: Fraud Detection Financial Management Classification Contracts Technology Pervasive Use Transportation: Dynamic Road Charging Fleet Management Velocity Volume Variety Complexity Policymaking: Citizen Sentiment Analysis Real-time Impact Analysis Perishability — shelf life Fidelity — reusability of data and results Validation — understanding of use case Linking — relationships between elements Classification — access controls Contracts — SLA Technology — fragmented tools Pervasive Use — usage levels Volume — sources x produced data Variety — different types of structures Velocity — timing and streams Complexity — standards, rules, formats

Cost-effective Open Data: Beyond Public Data Value Open Data Big Data Any Data: Data-centric Government Personal Data Web API Business Data Web API Social Data Web API Operational Data Web API Linked Data Web API Public Data Web API Time

Citizen-managed Data: Transferring the Ownership of Information Strategic Planning Assumption: By 2014, data vault offerings covering more than one government domain will emerge from at least two global service providers. Widespread adoption will not start before 2016. New services, such as citizen data vaults, will provide individuals with access to personal government data outside the context of any single agency transaction. It's MY data, and I'll share if I want to!

Hybrid IT and Cloud: IT Becomes a Business Agent, Not a Service Provider Higher Human Resource Management Case/Care Management Procurement ERP/Financial Management Complex Sensitive Data Deep Integration IT Department Roles: Provider Broker Advisor Value Proposition: Compliance Integration Archit. Coherence CRM/BPM FOIA Case Management Geospatial Services Virtual Meeting Services Content-centric Process-centric Cost Website Hosting Collaboration Services Email Content and Document Management Commoditized Consumer-centric Collaborative Lower Sooner Time to Cloud Later

The Internet of Things: When Objects Anticipate and Negotiate M C I The Internet of things is already here: Connections 2020: >230 billion permanent and intermittent Dropping costs: Audio, video, GPR, Wi-Fi Smart Public Health Clinics Connected devices everywhere: Cameras and microphones widely deployed Remote sensing of objects and environment Building and infrastructure management More and more applications: Crime detection and prevention Public services via connected products Smart Cities Smart Emergency Response

Cross-domain Interoperability: Scalable by Design Focus on the right information, the right patterns, and the right characteristics for information sharing. Source: National Information Exchange Model (NIEM) Technical Semantic Organizational Legal European Interoperability Framework Technology-independent Aligned/linked with whom? Open Standards

BPM for Case Management: How Many Flavors Do You Have? I Constituent Relationship Management Specialized Case Management Social Services (High Touch) Criminal Investigations Fraud Detection Unstructured Process Appeals/Complaint Management Disease/Care Management Program Support Vendor Management Budget Development Compliance Grant Management Prior Authorization Approval Peer Review Records Request Customer Service Legal Casework Insurance Claims Processing Social Services (Low Touch) Benefits Administration Structured Process Employee Onboarding Business Process Management Enterprise Content Management Structured Data Unstructured Data There isn't one market for case management because all cases are not the same. There are different process areas that are increasingly viewed as case-like. Gartner distinguishes two types of cases. In decision-centric cases, the purpose of the work effort is to make a decision about rights, entitlements, payments, enrollment, priorities, risk or some other high-impact outcome. In investigative cases, the outcome is uncertain; the purpose of the work effort is to identify interaction patterns among data. When the case is created, it often has very little data and structure. As the investigation progresses, data is added and patterns begin to appear. Fraud detection and criminal investigations are leading examples of this type. Both decision-centric and investigative cases have a heavy dependence on semistructured and unstructured information. Two dimensions — workflow and data type — have brought BPMS and ECM vendors into this emerging market. These vendors now compete with traditional industry application specialists. Critical capabilities for case management include: full life cycle control over substantial amounts of content with different file formats captured in different ways (to address regulatory and compliance requirements), event- driven workflow, application interfaces, user/group collaboration, role-based interfaces and strong decision support for managers to monitor and adjust cases. The case itself keeps track of the state of the case and the state of its contributing information resources. Many ECM systems have supported case management for years, but they often fall short on process management and user interaction management. Similarly, BPMS vendors support the workflow and user interaction management needs well, but fall down on content interactions, often needing to partner with others for capture, records management and other capabilities for manipulating content. In other words, imaging, document management, collaboration, archive, records management and workflow automation are all necessary, but they are not sufficient for effective case workload management. Recent BPM/ECM acquisitions thus aim to target case management. Collaboration-intensive Cases Investigative Cases ECM/BPM Content/Process Fusion

Gamification: Connecting Actions to Outcomes Gamification: The use of game mechanics in non-game scenarios. Workforce Development Health/Wellness Programs Change Management Skills Training Crowdsourced Solutions Engage Coordinated Care Management Education Public Safety and Security Awareness Connect Recruiting & Retention Employee Onboarding Employee Performance Program Outcomes Management Resource Photo: Flickr:, Mavis, http://www.flickr.com/photos/portland_mike/6140660504/sizes/s/in/photostream/ Photo: Flickr:, vlima.com, http://www.flickr.com/photos/vitorcastillo/2994723741/sizes/s/in/photostream/ Photo: Flickr:, Cushing Memorial Library and Archives, Texas A&M, http://www.flickr.com/photos/cushinglibrary/4951444001/sizes/s/in/photostream/

Recommendations Evaluate your IT service catalog, organizational capabilities, application portfolio, and strategic road map relative to the top 10 technology trends. Identify the technologies and services you will continue to support or must acquire, and those you will divest or broker. Define a new set of core capabilities for your IT organization. Structure them in terms of employee productivity, constituent experience, organizational effectiveness, and public value. Manage internal data and leverage external data to quantifiably increase the overall public value of government information. Create an IT organization, operational processes, business relationships, and technologies that make multisourcing options transparent, dynamic, efficient, and effective.

Recommended Gartner Research Hype Cycle for Smart Government, 2013 Rick Howard and Andrea Di Maio (G00249302) Digital Government Is Both Different From E-Government and More of the Same Andrea Di Maio (G00252158) How the Nexus of Forces Will Impact Government Andrea Di Maio (G00231076) Best Practices for Harnessing Gamification's Potential in the Workplace Elise Olding (G00239672) For more information, stop by Gartner Research Zone.