Brand L. Niemann Senior Enterprise Architect, U.S. EPA,

1. Reflections onLeadership for a Networked World Program Recent Events at the John F. Kennedy School of GovernmentHarvard University, Cambridge, MA Brand L. Niemann Senior Enterprise Architect, U.S. EPA, and Co-Chair, CIO Council's Semantic Interoperability Community of Practice (SICoP) DRAFT June 8, 2007

2. Overview • 1. Purpose • 2. Strategy • 3. Case Studies • 4. Shared Services Community of Practice • 5. The Bigger Picture • 6. Reflections • Appendix A: Highlights of Shared Services White Paper • Appendix B: Case Study for Service Research & Innovation Initiative (SRII)

3. 1. Purpose • Three events: • (1) March 21-22, 2007: Cross-Boundary Governance Through Agreements and Standards: Assuring Compliance and Results. • (2) May 30-31, 2007, The Next Frontier of Shared Services in the Public Sector Building a Community of Practice: The New Frontier of Knowledge. • (3) June 26-27, 2007, Successful Cross-Boundary Transformation: The Role of Executive Sponsors. • Reflect* on this and provide suggestions to help move this forward in preparation for and following the third event. * Asked to be a Reflector for Events 1 and 2.

4. 2. Strategy • Event 1: Governance Required a Community of Practice: • Case Studies: • State Family Services • Mass eHealth • Grants.gov (see Event 2) • Open Architecture in the Navy • State Archives • State Recovery Center (see Event 2) • Selected Shared Services in the Public Sector

5. 2. Strategy • Event 2: The Shared Services Community of Practice Needed Executive Sponsorship and More Case Studies: • Case Studies (3): • California E-Mail (Consolidation of over 200 systems). • Iowa’s Recovery Center (Dealing with diverse recovery standards). • Grant’s.Gov (One-stop to find and apply). • Event 3 (4): Populating the Federal Transition Framework with More Lines of Business (my preliminary suggestion): • Case Studies (4): • Los Angeles and the Joint Regional Intelligence Center (JRIC) • Maritime Domain Awareness (MDA) • Medicaid Information Technology Architecture • Service Canada

6. 2. Strategy • Getting Started in Cross-Boundary Collaboration: What State CIOs Need to Know, NASCIO’s Cross-Boundary Collaboration Committee (May 2007): • Executive buy-in and support. Elected officials need to be convinced of a collaboration’s potential for success. • Governance structure. A governance model that reflects that the leadership of the entities involved is crucial to collaboration. • Statutory limits. Some states may have privacy or security requirements regulating such activities as sharing sensitive data. • Fiscal responsibility. The collaborating parties need to determine which entity will take the fiscal lead or whether the project represents a shared investment. • Community of Practice. The report calls this approach a “natural way to begin the collaborative process.” http://www.nascio.org/publications/documents/NASCIO-CrossBoundaryCollaboration.pdf

7. 3. Case Studies (1) Harry Spence, Commissioner of the Massachusetts Department of Social Services.

8. 3. Case Studies

9. 3. Case Studies

10. 3. Case Studies Techno-Socio Cross-Boundary Standards Issues: Response To Professor Jerry Mechling's Common Structure Challenge. Note: The Lines are the Boundaries to Cross Unstructured- Semi- Structured, & Structured Systems That Know Semantic Web Knowledge- bases Ontology Social Agreement Standards Key Field Relational Database Systems EHR, E-Grants, Etc. Structured Databases Technical Standards Agreement Common Vocabulary SMTP/MIME Unstructured- to-Semi- structured HL7 NIEM, Etc. Email Systems Messages Information Examples Global

11. 3. Case Studies http://colab.cim3.net/cgi-bin/wiki.pl?SOACoPDemo4 Case Studies

12. 4. Shared Services Community of Practice • What's the purpose? • To develop members' capabilities; to build and exchange knowledge. • Who belongs? • Members who select themselves. • What holds it together? • Passion, commitment, and identification with the group's expertise. • How long does it last? • As long as there is an interest in maintaining the group. William Snyder, Building Communities of Practice. Excerpted from the article "Communities of Practice: The Organizational Frontier" in the Harvard Business Review, January-February 2000. http://hbswk.hbs.edu/archive/1317.html

13. 4. Shared Services Community of Practice • Suggested Definition: • Shared services is an organizational form in which common functions across a number of departments/agencies are consolidated and undertaken by a specialized agency/service delivery center (1). • (1) EDS Government Journal volume one issue one, Government Transformation: Delivering public value, achieving policy objectives: How transformation can help governments meet the challenges ahead, Shared Services pages 17-24, by Suparno Banerjee, EDS Global Government http://www.eds.com/services/whitepapers/downloads/govt_journal_v1-1.pdf • Suggested Prerequisites (3): • Title: Shared Services Learning CoP, Shared Services “Best Practices” CoP, etc. • Requestor: Harvard University Kennedy School of Government • Host Organization: Leadership for a Networked World Program

14. 4. Shared Services Community of Practice • Suggested Process (5 Steps): • CoP Mission Statement: • Learning and/or Best Practice. • CoP Membership List: • Event 2 Attendees plus other related CoPs. • CoP Strategy: • From Event 2 Discussions to be agreed upon. • Training Conference Call (with items 1-3 entered into the Semantic Wiki space): • Need to Schedule. • Commitments to collaboratively publish and edit trusted reference knowledge sources in the Semantic Wiki space. • Hopefully Will Happen.

15. 5. The Bigger Picture Stakeholders Input and Outreach SOA Service Systems CoPs The “Medici Effect” Web Services Shared Services Networking the CoPs Management of Change

16. 6. Reflections • 2. Strategy: • The LNWP has followed a different sequence in the order of its events than suggested recently by NASICO. • Executive buy-in and support before formation of the CoP. • 3. Case Studies: • The Case Studies are works in progress and should complete the Federal Transition Framework / Line of Business forms. • See http://www.whitehouse.gov/omb/egov/a-2-EAFTF.html • 4. Shared Services Community of Practice: • Requires agreement on a definition, prerequisites (3), and process (5 steps) to move forward. See Appendix A. • 5. The Bigger Picture: • CoPs need to operate within a larger framework to get the network (Medici) effect. See Appendix B. • Also see Knowledgebase in process at http://web-services.gov

17. Appendix A: Highlights of Shared Services White Paper • Some Key Questions: • 1. What are Shared Services? • 2. Why are They Important to the U.S. Federal Government? • 3. What are Some Best Practice Examples of Shared Services? • 4. What are the Activities Related to Shared Services? • 5. What are Some Suggested Next Steps for Shared Services? http://colab.cim3.net/file/work/BPC/SOAJointTaskForce/BNiemann12082006.Doc

18. Appendix A: Highlights of Shared Services White Paper • 1. What are Shared Services? • Shared services is an organizational form in which common functions across a number of departments/agencies are consolidated and undertaken by a specialized agency/service delivery center (1). • (1) EDS Government Journal volume one issue one, Government Transformation: Delivering public value, achieving policy objectives: How transformation can help governments meet the challenges ahead, Shared Services pages 17-24, by Suparno Banerjee, EDS Global Government http://www.eds.com/services/whitepapers/downloads/govt_journal_v1-1.pdf

19. Appendix A: Highlights of Shared Services White Paper • 2. Why are They Important to the U.S. Federal Government?: • Most of the current arguments favoring increased use of shared services by governments have centered on achieving cost efficiencies, improved customer service and enhanced process efficiencies (1). • A recent paper provides a number of other reasons that make shared services a very attractive option for governments and also suggests an evaluation mechanism that can help shared services become a strategic tool for transformation in the public sector (1). • See evolutionary curve in the initiatives aimed at improving agency performance (next slide) (1). (1) See slide 18 for reference.

20. Appendix A: Highlights of Shared Services White Paper (1) See slide 18 for reference.

21. Appendix A: Highlights of Shared Services White Paper • 3. What are Some Best Practice Examples of Shared Services? • See Reference (1) in slide 18 & Presentation by Marc Wine: • http://colab.cim3.net/file/work/SOACoP/2007_05_0102/MWine05022007.ppt • 4. What are the Activities Related to Shared Services? • The SOA CoP has outlined a maturity model for SOA that includes Shared Services as the first step (5). The three phases of that maturity model are: Shared Services-to-Web Services-to-Semantic Services. • (5) http://colab.cim3.net/file/work/SOACoP/2006-12-04/SOACoPFactSheet11272006.doc • The 3rd SOA for E-Government Conference, May 1-2, 2007, Included a Track on Shared Services: • http://colab.cim3.net/cgi-bin/wiki.pl?SOAforEGovernment_2007_05_0102#nid3F93

22. Appendix A: Highlights of Shared Services White Paper • 5. What are Some Suggested Next Steps for Shared Services? • In order to realize the full potential of shared services, governments need to make a more thorough evaluation of the shared services options and lay out more granular strategies for shared services implementations (1). • Participate in the Service Research & Innovation Initiative (SRII) and Prepare a Case Study (see Appendix B) (1) See slide 18 for reference.

23. Appendix B. Case Study for Service Research & Innovation Initiative (SRII) • Technology Services Research & Innovation Symposium, May 30th, Santa Clara Convention Center, California: • The Federal Chief Information Officer Council (the CIO Council) is used as a case study of the initial effect that the “Science of Service Systems” paradigm can have on enterprise process improvement for people working with information using information technology to accomplish a business purpose. This case study documents that we were actually moving towards it before we were formally introduced to it and have gotten some of the “Medici Effect” after consciously moving towards it. • http://www.thesrii.org • http://colab.cim3.net/file/work/BPC/2007-05-30/BNiemannSSRI05262007.doc • http://hbswk.hbs.edu/archive/4376.html

24. Appendix B. Case Study for Service Research & Innovation Initiative (SRII) May 6-8, 2007, The 22nd Semi-Annual Spring Government CIO Summit Government by Wiki: New Tools for Collaboration, Information-Sharing, and Decision-Making. Government by Wiki: A Guided Tour. http://colab.cim3.net/file/work/SICoP/2007-05-07/SICoPCIOSummit05072007.ppt

25. Appendix B. Case Study for Service Research & Innovation Initiative (SRII) Source: Same as slide 24.

26. Appendix B. Case Study for Service Research & Innovation Initiative (SRII) • The Service System Process contained at least three major stages: • (1) Organize the Service System and Operate It to Get the Medici Effect (Slide 24); • (2) Capture the Operations of the Services System (Slide 25); and • (3) Analyze the Information from Stage 2 to Get Enterprise Process Improvement Through Mentoring, Rehearsing, etc.