Plan Generated Document for

Administrative Services in Timor Leste

Service Name:Business Intelligence (BI) Service*

The report contains a mixture of generic and customized information. Specifically:

  • Generic information (common best practices, e.g., security) that enforces common standards and practices. It is represented with Blue Heading Bars.
  • Service specific (e.g., healthcare versus education) information to address the unique problems for the type of service. It is represented with Marooned Heading Bars.
  • Situation specific (wireless versus wired, large versus small system) based on interviews. It is also represented with Marooned Heading Bars because many service and situation specific information items are intermixed.
  • Country/Region specific (e.g., Belgium vs. Brazil) suggestions based on rules triggered by country/region specific factors. It is represented with Green Heading Bars.

 

The Planning Process Used

This report is generated through a computer aided planning process displayed in the following figure. The ePlanner, covers five phases (P0 to P4) where each phase is supported by an advisor that provides phase specific guidance. The first two phases (P0 and P1) capture country and service specific information. Phase 2 generates a customized plan based on P0 and P1. P3 supports execution of the plan and phase P4 supports monitoring and control with heavy emphasis on project management and quality controls

The Planner relies heavily on a pattern repository that houses government patterns, industry patterns, application patterns, platform patterns, network patterns, security patterns and integration patterns. Basically, the user conducts a simple interview with the ePlanner that locates the most appropriate patterns and then these patterns are modified, extended and combined with other patterns to produce country and problem specific solutions.

The outputs produced by the ePlanner contain a mixture of generic and customized information. The generated plans can be further customized by the local experts and consultants. The ePlanner attempts to produce about 70% complete plans in less than an hour, the rest is done by the local experts. This computer aided planning process is based on the basic principle that most people are better editors than creators.

 

 

1.

Government Model

 

Factors pertaining to Small Island Developing Countries
Area10000 - 50000 sq. miles
Population500 thousand - One million
Economic Conditions (People living below poverty line)21 - 30%
Number of spoken languagesMore than 10
Education Level (Literacy Rate)51 - 70%
ICT UsageLess than 10%
Economic Indicators
e-Government Readiness Index (UNPAN)0.2365
Networked Readiness Index (WEF)Not Available
Population (2008) millions (wef)1.1
GDP (Billion USD) (2008) (wef)1.615
GDP per Capita(USD) (2008) (wef)1370
Income Group (wef)
Rank within the IncomeGroup (wef)

For further details, please explore following links:

Economic Indicators - UN Data

ICT Status Indicators
Landline Phone Connections per 100 citizens0.22
Cellular Subscriptions per 100 citizens9.2
Internet Users per 100 citizens0.16
Broadband Users per 100 citizens0.01
Reliance on WebNo use of Web (Paper-based systems)
Mobility RelianceNo use of mobile computing
Miscellaneous Data
Desired use in ServicesFew Services
Time HorizonOne year

SectorsOwned by GovernmentRegulated by GovernmentMode of Operation
EducationNoYesCentralized
Internal AffairsYesYesCentralized
Law Enforcement and Public SafetyYesYesCentralized
Economic DevelopmentNoYesCentralized
HealthcareNoYesCentralized
TransportationNoYesCentralized
ICT Infrastructure ServicesNoYesCentralized
AgricultureNoYesCentralized
Public Welfare ServicesNoYesCentralized
Administrative ServicesNoYesCentralized
Environmental ServicesNoYesCentralized
Retail ServicesNoYesCentralized

 

Government Pattern


Citizen


Employees, Managers


Partners (Other Govt. Agencies, Industries)

Note: Govt. owned is shown as private areas are shown as .

 

 

2.

Service Model

 

Service Synopsis:

Overview

BI (business intelligence) is an umbrella term that means different things to different people. The main idea, despite the differences, is that BI enables business managers to make intelligent decisions -- it transform data to information (and knowledge) for improved decisions and actions. Quick examples of BI applications are: providing targeted information at the right place and time for competitive advantage, producing  information that is actionable (e.g., accurately predicting changes in weather conditions), improving processes for significant reduction of time and cost, and use of dashboards for graphical views of a wide range of opportunities in improving sales, customer satisfaction, and new business ventures. Government agencies are also using BI to offer better services in public health, public education, public safety and public welfare.
 
Key Characteristics  of a BI Service:
  • Focus is on "Intelligence" and not on Data 
  • Too much data confuses people and decision makers
  • Example:
    • Data = Most customers do not complain more than 3 times
    • Intelligence = customers typical leave a business after three times 
    • Action = Make sure that if a customer has complained twice, then her problem is solved.   
  • BI helps transform business data  to intelligence to help make decisions/actions
  • BI versus Decision Support Systems (DSS): BI is typical at executive level, DSS at middle level. They are similar but the audience/objective is different
Major Components of a BI System:
A BI service has four major components: a data warehouse, a collection of business analytics and mining tools, business performance management (BPM) for monitoring and analyzing performance, and a user interface (e.g. dashboard). Specifically, a BI service has the following major components as displayed in the following Figure:
  • aData Warehouse(DW) that contains BIG DATA, i.e. a collection of subject-oriented databases, text files, emails, images, voice annotations, and other structured and unstructured information needed to support decisions.
  • Tools for basic query and reporting purposes to understand the data
  • Tools for Business Analytics (BA) to support descriptive, predictive and prescriptive analytics based on the data in the data warehouse (DW);
  • Tools for Business Intelligence (BI) that support mining of data, clickstream, text and other artifacts in the DW
  • Business Performance Management (BPM) capabilities for monitoring and analyzing performance of business processes  
  • A User Interface (UI) that provides dashboards and other graphical tools for data visualization and integration of views

 
Business Strategy Assessment
Goal of subject ICT serviceMaintain Existing Users
Source of FundingCurrent Business Budget
Alignment of Service with Business StrategyDirectly (primary value)
Governance
ParametersPresent Mode of OperationFuture Mode of Operation
Service AvailabilityNot available at allAvailable to 20% of the population
Service QualityNon Existing, intolerableMostly bad, occasionally good
Provider Service ManagementNon ExistingInitial, Ad hoc
Business Strategy for the Service Non ExistingVision Mission defined
Legal, Technical and Human InfrastructureNon ExistingPolicies have been defined
Overall Management, Technical and Human Infrastructure of Small to Medium BusinessesNon ExistingPolicies have been defined
Ability to Detect problems--
Ability to Adjust quickly--
Ability to Learn for future improvements--

 

3.

Relevant Case Studies and Examples

 

Examples and Case Studies

Sample Case Study: "How BI is used at Norfolk Southern to support decision making"?
Extracted from "Business Intelligence and Decision Support", by Turban, E et al, 9th edition, Prentice Hall. 
Norfolk Southern, a scheduled railroad company, required new systems that would use statistical models to determine the best routes and connections to optimize railroad performance, and then apply the models to create the plan that would actually run the railroad operations. The new systems, called TOP (Thoroughbred Operating Plan) consists of the following key components:
  • An enterprise data warehouse (EDW) that makes data available to the TOP applications used in departments throughout the organization - including engineering, human resources (HR), and strategic planning.
  • A TOP dashboard application that pulls data from the enterprise data warehouse and then graphically depicts actual performance against the trip plan for both train performance and connection performance. The application uses visualization technology so that field managers can more easily interpret the large volumes of data (more than 160,000 weekly connections across the network).
  • An Access Network (AccessNS) that  allows more than 1500 users from 8,000 customer organizations to log in and access predefined and custom reports about their accounts at any time. Users can access current data, which is updated hourly, or they can look at data from the past 3 years. AccessNS provides alerting and RSS feed capabilities
  • The HR applications use the data warehouse to determine where to locate its field offices in order to best meet the needs of Norfolk Southern's 30,000+ employees. These applications combine employee demographic data (e.g., zip codes) with geospatial data traditionally used by the Engineering Group. HR  visually maps out the employee population density, making it easier to determine the best (optimal) locations for the  field offices.
  • Norfolk uses the same enterprise data warehouse (EDW) for business intelligence and optimization of applications. The EDWmakes data available to all systems and applications that has allowed Norfolk Southern to offer self-service business intelligence. This innovative approach has setan example that other railroads have followed. 
 
A Few Short Case Studies and Examples of BI and BIG DATA:
  • BI, especially data mining, is a powerful tool for detecting and preventing terrorism. This paper (https://www.utdallas.edu/~jxr061100/paper-for-website/%5B18%5DMining-Terrorism-NGDM04.pdf) provides an overview of the various types of terrorist threats and describes how BI techniques could provide solutions to counterterrorism.
  • A Public Policy simulator (www.outline.com) visualizes different aspects of a citizens relationship with the public sector. The public policy simulator helps people visualize the impact that public policies like health care reform and school budget changes might have on local economies and communities. It uses census information, IRS data and other public data to visualize how the public policy will impact different people before they are formally proposed.
  • IBM's Smarter Planet Initiative offers a wide array of BI and BIG DATA solutions for public safety, transportation, social services programs, tax and revenue and education. These products include predictive analytics and data mining tools. See the site www.ibm.com/smarterplanet/
  • Many police departments are using BI technologies to correlate traditional  criminal justice information with data from traffic reports and transportation sources, building permits and social media activities to predict and prevent crimes before they happen.
  • SAS Fraud Framework helps agencies detect fraud, waste and abuse for government services such as Medicaid through its Visual Analytics solution.   
 
Additional Sources for Case Studies and Examples:
 
Many examples of BI and BIG data are being published on a regular basis on the Internet. The following sources are highly recommended:
  • Teradata Magazine Online (http://www.teradatamagazine.com) regularly publishes articles on BI and BIG DATA
  • IBM's Systems Magazine (http://www.ibmsystemsmag.com/) regularly covers BI and  BIG DATA applications.
  • The well known textbook, by Efraim Turban et al on "Decision Support and Business Intelligence Systems"  ( Prentice Hall, 10th edition, 2014) has almost 50 well written examples and case studies on BI and DSS. Every chapter, it has 14 chapters,  has an opening vignette case study  and then 4-5 more case studies/examples in each chapter. 
  • The book by Cindi Howson, "Successful Business Intelligence: Unlock the Value of BI & Big Data" (McGraw- Hill, 2013) also has many practical examples of BIG DATA. 
  • Many short examples of BIG DATA and BI in governments are published regularly in the in the www.govtech.com magazine.

 

4.

Strategic Suggestions and Policies/Procedures

 

Cost and Benefit Analysis:
 
 

Note: Based on the previous input, System has made some automated assumptions here

 

BENEFITS OF DEPLOYING
THIS SERVICE
 

Revenues generated Medium
Economic development High
Poverty reduction High
Improved public service None
Social benefits None
Improvements in participation None
Improvements in transparency None
Improvements in accountability None
Improvements in democratization None
     
COST NEEDED TO
DEPLOY THIS SERVICE
 
Cost of implementation Low
Time needed to implement None
Legal and political issues to be resolved None
Cultural mismatch None
Provider training (capacity development) High
Consumer training (capacity development) High
     

RECOMMENDED STRATEGY

Should be Done After Very Careful Analysis of Effort (i.e., try to reduce effort)

 

Strength, Weakness, Opportunities and Threat Analysis:
 

Strengths

Weaknesses

   
Advantages (proposition, Capabilities, Competitive)None
Financial reserves, likely returnsNone
Innovative aspectsNone
Price, value, qualityNone
Cultural, attitudinal, behaviouralNone
Management cover, successionNone
   
   
Disadvantages (proposition, Capabilities, Competitive)None
Own known vulnerabilitiesNone
Cash-flow, start-up cash-drainNone
Continuity, supply chain robustnessNone
Effects on core activities, distractionNone
Morale, commitment, leadershipNone
   

Opportunities

Threats

   
Market creation and developmentNone
Industry or lifestyle trendsNone
Global influencesNone
Business and product developmentNone
Information and researchNone
Volumes, production, economiesNone
   
   
Effects (Political, Legislative, Environmental)None
Market demandNone
Sustaining internal capabilitiesNone
Obstacles facedNone
   

RECOMMENDED STRATEGY

Worth Pursuing

 

Policies

General Suggestions

Selected Samples from Vendor Publications

Scholarly Resources on Policies (Sample)

  • Harvard JFK School of Government
  • University of Michigan Gerald R. Ford School of Public Policy
  • Carnegie Mellon Heinz School of Public Policy:http://www.heinz.cmu.edu/index.aspx)
  • Journal of Policy Analysis and Management (JPAM)
  • American Review of Public Administration (ARPA)
  • Journal of Public Policy (JPP)
  • Public Administration Review (PAR)
  • Policy Studies Journal (PSJ)
Due to Centralized strategy selected, it is easy to implement uniform policies


Suggested Policies and Procedures for Success
 

Readiness Suggestions:

  • Establish guidelines for staff training
  • Provide access to training resources
  • Commit to high quality, on-line service
  • Develop suitable partnerships :
  • Improve availability of new telecom lines
  • Give high priority to ICT
  • Emphasize importance of ICT to the enterprise

Legal, Policy and Regulatory Suggestions

  • Effective law-making bodies are needed
  • Establish laws relating to ICT and provide judicial independence
  • Provide Intellectual property protection
  • Efficiency of legal framework in settling disputes is important
  • Reduce no. of procedures to enforce a contract
  • Reduce time to enforce a contract
  • Establish appropriate regulatory framework
  • Develop and enforce security and privacy policies,
  • Engage citizens and businesses
  • Develop governance procedures
  • Treat information as an asset
  • Develop standards and review processes
  • Align technology solutions to enterprise goals
  • Identify leaders and champions

Information Policy

  • Overall: Completely specify the rules, procedures, roles for sharing, managing, and standardizing data. For example, what employees are responsible for updating sensitive employee information.
  • Data administration: Make someone responsible for specific policies and procedures to manage data.
  • Data governance: Specify policies and processes for managing availability, usability, integrity, and security of enterprise data, especially as it relates to government regulations
  • Database administration: Make someone responsible for defining, organizing, implementing, maintaining database; performed by database design and management group

Ensuring Information Quality

  • Make sure that the critical databases are accurate and complete. More than 25% of critical data in Fortune 1000 company databases are inaccurate or incomplete
  • Provide better input checks for critical data before it is stored in databases (most data quality problems stem from faulty input)
  • Before new database is operational: a) identify and correct faulty data, and b) establish better routines for editing data once database in operation

Procedures and Processes Suggestions

  • Adopt an Open Data policy for informational services so that the public can look at the information and suggest corrections and improvements
  • Establish procurement procedures
  • Assure public value of the procured systems
  • Specify data capture, management, and use procedures

Technology Suggestions

  • Provide appropriate access to computer equipment
  • Provide access to broadband
  • Provide access to the Internet
  • Establish system management practices
  • Present integrated systems and data
  • Provide reliable telecommunications and ICT resources

Special policies consideration for Small Island & Developing States

An institution such as government, NGO or community responsible shall

  • Strategize, ensure and monitor the effective implantation of infrastructure.
  • Oversee all initiative in different sector, encourage and assist in formulization of new ICT policies, design, develop and legislate it
  • Establish new and existing Staff training in ICT
  • Provide easy, reliable access to information to its consumer

Note: These policies consideration are implemented by government of Zanzibar in depth

Business Processes:
 
 Business Intelligence (BI) Service*

5.

Management Considerations

 




Business Continuity Planning Checklist
 

GOAL 1- Establish a good foundation
 

  Action Plan Steps Status
  Identify a coordinator and/or team with defined roles N/A
  Conduct a business process and services inventory to understand which processes are mission-critical . N/A
  Determine acceptable levels of service during the recovery N/A
  Identify essential employees and other critical inputs (sub-contractors, services, logistics, etc.) N/A
  Conduct a technology asset inventory to determine and document the mission-critical technology components N/A
  Understand the rules or regulations governing your business operations. N/A
  Identify a budget: Quantify the potential costs of downtime or total business failure. N/A

Knowledgeable individuals from Business Department
 
  BCP Manager Name
  BCP Manager Email
 

Alternate Manager Name

 

Alternate Manager Email

  Senior management team
  HR & legal team
  Public relations team
  IT team

GOAL 2—Develop a thorough plan
 

    Perform inventory on company’s hard and soft assets
 
  Add Inventory Document Link (Hard Assets)
  Add Inventory Document Link (Soft Assets Data etc)

    Backup Site Information
 
  Address
  Other Information
  Others Business Functions , Process

    Structured walk-through
 
  Date : May-31-2015
  Department / Business Unit
  Members
  Checklist Test Report

GOAL 3—Maintain the plan diligently
 
    Maintaining plan
 
  Next Update Plan Date : May-31-2015
  Policies & Procedures

    BCP awareness training

 
  Date : May-31-2015
  Objective
  Department / Business Unit
  Members

    Comparing BCP Test
 
  (Last and Current test , missing item, enhancing features etc)

 

6.

Technical Specifications

 

Application:
  Strategy Buy
  Apps
Client/Server App
Client Side: handset client (microbowser)
Server Side: Web Portal with XML and Social Network features

  For Centralized
It maximizes use of common resources.   
It makes standardization easier.  
It is easier to monitor and control.

Platform:
  Computing Load Low
  Machine
MOSS 2007 [4GB RAM, 90GB Hard Disk] 
 HP c7000 Blade server 
 HP Modular SAN Array 1000

  Middleware
Standard middleware (e.g., RPC, RDA, MOM)
Database and Transaction Processing middleware needed
  for slow networks, restricted to
    - Text based transactions and forms
    - No flash support)

Wireless Gateways

Network:
 
Solar powered networks

Wireless networks (cellular, wifi)
Wimax


Security:
 
ID, Password based security
SSL, VPN, PKI

Wireless security
Mobile application security

For Decentralized: Harder to secure and recover


Special considerations
 
a portal that can handle all business processes within this Service


Architectural Consideration:
 
a portal that can handle all business processes within this Service

 
 

7.

General Integration Issues

 

This architecture document uses a service oriented architecture (SOA) based on components that provide these services. The components consist of the following (see the diagram)

  • BCs (Business Components) that imbed the business logic of the application and provide business services. At present, we are assuming one BC per application (you can modify it, if you wish)
  • FICs (Front-end Integration Components), also known as user integration components, that allow different types of user devices (e.g., mobile, handheld) to invoke the BCs.
  • BICs (Back-end Integration Components) that BCs to interact with different back-end and external applications.

Overall Integration Strategy Using SOA

SOA is especially suited for integration of diverse enterprise applications that include data warehouses and migration of applications. In particular, an SOA ESB (Enterprise Service Bus) provides a collection of technologies (middleware such as Web Services, adapters/gateways for protocol conversion, data transformers, transaction managers, and work/process flow systems) that allow diverse applications to talk to each other. For example, an ESB platform can allow new EB applications written for Web users to seamlessly communicate with back-end mainframe-based ERP systems, data warehouses and databases. At their best, ESB platforms hide all the complexity needed to enable interactions between applications that were developed at different times by using different middleware technologies. Thus ESB platform is not a new technology rather, it is a combination of well-known technologies that can integrate multiple applications. All applications (business components) provide services that are invoked through well defined interfaces

  1. Adapters are used for message and protocol translations. A Hub provides communications services between various service providers and consumers.
  2. An ESB may consist of one or more hubs.
  3. An ESB also provides Directory, Security & Administrative Services.


     

 

 

 

8.

Country/Region Specific Details

 

Special Recommendations Based on Country/Regional Factors

Business processes

  • Complying with administrative requirements (permits, regulations, reporting) issued by the government in this country is High .A "Compliance" business process is recommended (for example the mobile unit may have to get extra permissions and long delays to start operations)
  • Law Effectiveness is low in this country. "Physical security" is crucial (this is especially true for a mobile unit that may need to go to far off places).

Applications

  • English understandability is low. Special user interfaces (keyboards, user instructions, diagnostics) and documentation will be needed to address language barriers.

Technologies (platforms, networks)

  • English understandability is low. Special user interfaces (keyboards, user instructions, diagnostics) and documentation will be needed to address language barriers.
  • The Climate is mostly Dry. Wireless frequencies for WiMax in the microwave range (1 to 40 GHz) are highly effective

Security

  • Law Effectiveness is low in this country. Extra physical security is crucial (this is especially true for a mobile unit that may need to go to far off places).

Project Planning

  • Complying with administrative requirements (permits, regulations, reporting) issued by the government in this country is High .Extra time is needed for  "Compliance" (for example the mobile unit may have to get extra permissions and long delays to start operations)

Total Cost of Ownership

  • GDP per capita is low, Expensive projects (typically, over $100K) are financially not feasible

Total Time to Install

  • The Population is large. The systems have to be very scalable.

 

9.

Additional Details