Government App Sharing
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| Home | Free Meeting Place for Government App Sharing |
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| Ultimate government organizational structure I've described a lot of changes to government, so what would government look like when everything recommend here is implemented 25 years from now? Here's a view of the future. Each agency has all of its data in an enterprise-wide, normalized database. No data is isolated from any other data. This continuously optimized environment sets up every business unit for new functionality, data and application sharing, system stability, cost savings, more accurate data, efficient workflows, speed and flexibility in adapting to change and very rapid project completion. Data modeling training is required for systems analysts, developers and programmers. There is a government-wide shift in the population of computer programmers from maintenance programmers over to systems analysts, designers and developers. This is a result of comprehensive normalization of business data by the CEI. There is a vastly reduced need for systems maintenance time throughout government, resulting in budgets available for new projects. Maintenance constitutes 90% of the cost of a fragmented system. Much of that is now freed up to do productive, new development. As a result, all business units in government have available to them, systems analysts and developers that access optimized data designs to match client needs. Clients quickly get all the functionality they need, and during routine business intelligence meetings, are offered new functionality that they did not realize was available. Features are delivered so quickly that there is no project backlog and the implementation costs are a fraction of what they used to be. Education, health, safety, military, transportation, the whole spectrum of government is a beneficiary of the migration of maintenance programmers to systems analysts and developers. There is a permanent improvement in the level of service consumers receive, not only because there are more developers, but also because the CEI has optimized the productivity of both the developers and the business clients. Each agency has a CEI to maintain enterprise-wide integration and what I call: IT super alignment to the mission of the agency. Federal and state information will be integrated. A citizen who needs to know about toxic chemicals in his well water will only have to go to one place to get the information, without having to visit separate city, county, state and federal sites. Disaster recovery officials will only have to go to one place to get relevant information that crosses city, county, state and federal jurisdictions. Government as a whole is methodically guided towards increased efficiency through mature procedures implemented by CEIs. Information growth and complexity is finally managed as a result of the creation of the CEI. New benefits are quickly given to the public at levels beyond what previous systems were able to deliver. Conclusion The highest possible level of efficiency for government service delivery involves a process where systems analysts translate business problems into data representations which are then solved with computer systems. What is new in my proposal is the methodical removal of barriers that come between the systems analysts and the government's goals. The barriers are inaccessible data, lack of data, un-normalized data, in short, a fragmented enterprise. The lack of integrated data is solved by the creation of the CEI. Once systems designers have access to normalized, government-wide data, they and the business client become the most efficient team possible to deliver government services. A picture of the optimal government of the future consists of sufficient business analysts working with systems analysts to rapidly achieve government's goals. The optimal systems analysts' tool is government-wide data integration. The optimal way to obtain data integration is to define a specialist to coordinate data internally and externally, the CEI. One reason that the idea of a permanent group of government-wide data integrators has not been implemented before is because there is no product that private industry can sell. Commercial interests have an incentive to sell middleware that connects disintegrated systems together. Unfortunately, the result is that government loses an opportunity to obtain energy from the business community to mature this area of IT. It is up to government itself to get the energy to integrate its systems. The will to do this is important because more than any other concept, it aligns IT to government’s goals. The CEI role is the missing fundamental concept required to accelerate government productivity. CEI duties go to the heart of resolving productivity barriers. CEI core duties should be immediately, informally assigned to an existing employee in each agency so that government can gain many of the benefits of the CEI until legislation formalizes the position.
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