TRANSFORMATION AND INNOVATIONS Dr.Norlida Ramly Senior Principal - - PowerPoint PPT Presentation

THE CORE DIGITAL COMPETENCIES DEVELOPMENT IN DRIVING CONTINUOUS TRANSFORMATION AND INNOVATIONS

Dr.Norlida Ramly

Senior Principal Assistant Director MAMPU, PRIME MINISTER’S DEPARTMENT

TRANSFORMATION & INNOVATION DIGITAL COMPETENCY ENTERPRISE ARCHITECTURE AND DIGITAL TRANSFORMATION

CONTENTS

TRANSFORMATION & INNOVATION

TRANSFORMATION & INNOVATION New Priorities and Emphases, 2018 - 2020

TRANSFORMATION & INNOVATION

Source: Mid-Term Review of the Eleventh Malaysia Plan 2016-2020 Source: Public Sector ICT Strategic Plan (2016 – 2020)

PUBLIC SECTOR ICT FRAMEWORK

Expanding Digitalisation Agenda (including intensifying EA implementation)

The Malaysian Public Sector ICT Strategic Plan 2016 – 2020

5 ICT Strategic Thrusts and their objectives were identified to ensure optimum usage of ICT to achieve maximum benefits and results INTEGRATED DIGITAL SERVICES DATA DRIVEN GOVERNMENT

ICT Strategic Thrusts

5 | Hala Tuju Strategik ICT Sektor Awam

• Manage and realise the value of data in a holistic and efficient manner
• Strengthen cross agency data sharing
• Provide quality end to end digital services
• Provide inclusive and citizen centric digital services

OPTIMISE SHARED SERVICES AND STRENGTHEN CYBER SECURITY

• Increase sharing of ICT resources through a centralised and structured

initiative

• Ensure secure and trusted digital services

COLLABORATIVE AND DYNAMIC ICT GOVERNANCE

• Strengthen leadership and governance for planning and coordination
• f digital initiatives
• Strengthen ICT Management and organisation functionality to be more

dynamic and efficient

PROFESSIONAL AND CAPABLE WORK FORCE

• Strengthen the capabilitiies of Public Sector ICT personnel

T1 T2 T3 T4 T5

3 | Public Sector ICT Strategic Directions

The Malaysian Public Sector ICT Strategic Plan 2016 – 2020

T

OBJECTIVE: I. Strengthen the capabilities of Public Sector ICT personnel

Strengthen Management of Public Sector ICT Personnel Develop and Retain ICT Talent in Public Sector

P1 P2 P1 P2 S1 S2 P3

5 PROFESSIONAL

AND CAPABLE WORKFORCE

Strengthen ICT personnel placement process Strengthen ICT Scheme job profile management Enhance Public Sector ICT career advancement program Enhance Public Sector ICT competency program Strengthen Public Sector ICT expertise and professionalism

4 | Public Sector ICT Strategies and Programs

The Malaysian Public Sector ICT Strategic Plan 2016 – 2020

Strategic Thrust 5: Professional And Capable Work Force

S1 Strengthen Management of Public Sector ICT Personnel

LEAD AGENCY

• P1. Strengthen ICT personnel

placement process i. Develop ICT placement mechanism in line with areas of expertise

PSD MAMPU

ii. Develop Succession Plan for strategic ICT posts

PSD MAMPU

• P2. Strengthen ICT Scheme job

profile management i. Develop ICT Competency Profile repository

PSD MAMPU

ii. Develop ICT Job Profile repository

PSD MAMPU AGENCIES

5 | Action Plan

The Malaysian Public Sector ICT Strategic Plan 2016 – 2020

S2 Develop and Retain ICT Talent in Public Sector

LEAD AGENCY

• P1. Enhance Public Sector ICT

career advancement program i. Develop ICT Career Advancement Plan

PSD MAMPU

ii. Review circular that describes the work/job scope of ICT Service

PSD MAMPU

• P2. Enhance Public Sector ICT

competency program i. Develop ICT Competency Development Roadmap

PSD MAMPU INTAN

ii. Implement the ICT Competency Development Roadmap

PSD INTAN

• iii. Engage strategic collaboration with public and private

institutions of higher learning as well as the industry

PSD MAMPU INTAN

• iv. Develop and implement Excellent ICT Personnel program

PSD MAMPU INTAN

• P3. Strengthen Public Sector ICT

expertise and professionalism i. Review the governance structure and mechanism for recognition of ICT expertise in Public Sector

PSD MAMPU

ii. Study requirements for new areas of ICT expertise

PSD MAMPU

• iii. Obtain professional recognition for all ICT personnel

INTAN PSD MAMPU

• iv. Establish policies and guidelines as well as mechanism for

the provision of incentives for ICT experts in the Public Sector

PSD MAMPU

Strategic Thrust 5 (Cont..)

5 | Action Plan

DIGITAL COMPETENCIES

Source: MIGHT – MyForesight 8 Tech Value 2016 https://www.might.org.my/publications/

TOP 8 TECHNOLOGY VALUES

COMPETENCY Required set of skills (individual) CAPABILITIES Available set of skills (organizational)

&

Capability is defined as the level of knowledge, skills and process abilities available within each competency of the

• rganization to build its product or deliver its services.

Source: Public Sector DGCCR (Digital Government Competency and Capability Readiness) 2009

DIGITAL GOVERNMENT COMPETENCY AND CAPABILITY SKILL SETS

Training

Experiential Learning Acculturation

Experiental learning is the process of learning through experience, and ia more specifically defined as “learning through reflection on doing” Organized activity aimed at imparting information and/or instructions to improve recipient’s performance or to help him or her attain a required level of knowledge or skill. Assimilation to a different (target) culture

DIGITAL GOVERNMENT COMPETENCY

Source: Public Sector DGCCR (Digital Government Competency and Capability Readiness) 2009

Source: Gartner-Leadrship Vision for 2019: EA & Technology Innovation Leader 2009

ENTERPRISE ARCHITECTURE & DIGITAL TRANSFORMATION

Malaysia Government Enterprise Architecture

Source: Gartner-Leadrship Vision for 2019: EA & Technology Innovation Leader 2009

EA team must:  Take into account the impact of EA

• n different parts of the
• rganization.

 Identify where and when interaction need to happen, and engage the relevant stakeholders.  EA need to build their management consulting skills, including relationship building, problem solving, coaching and negotiation.  Each EA service will require specific skills and competencies e.g, supporting digital innovation will require product management and design thinking skills. TRANSFORMATION & INNOVATION

Source: Gartner, Predicts 2019: EA Evolves Into an Internal Management Consultancy (Dec, 2018)

Source:Digital/McKinsey – 2018 Results from EA Survey

 Companies embarking on a digital transformation need to face and manage a much more complex IT landscape. EA as Digital Transformation Facilitator. EA is able to manage this IT and business complexity.

DIGITAL TRANSFORMATION

 Problem solving  Technical software and tools (e.g. cloud, EA tools)  Managerial skills (e.g. feedback, coaching) Most Important tant Personal al Devel elopm pment t Areas as for People e Workin ing g on E EA  Interpersonal skills (e.g. communication, teamwork)  Professional competence  Business Topics (e.g. finance)

ROLE OF EA IN RUNNING THE DIGITAL TRANSFORMATION

Source:Digital/McKinsey – 2018 Results from EA Survey

Digital transformation operating model becomes a virtuous circle

Value Governance Process Capabilities People Development Technology Architecture

MyGovEA METHODOLOGY

01 01 02 02 03 03

TRANSFER OF TECHNOLOGY CUSTOMISED TRAINING TRAINING Coaching

• Understanding MYGovEA

Methodology

• Hands On

MyGovEA Training

• Customised MyGovEA (Basic)
• Customised MyGovEA

(Advanced)

(Without Certification)

• A. Business IT Skillset

Business IT Architecture Fundamental (BITAF)

• B. EA Modelling

Archimate 3.0

• C. Specialization
• Business Architecture
• Application Architecture
• Data Architecture
• Technology Architecture

24 MINISTRY 12 AGENCIES

617 PARTICIPANT

247 (40%) BUSINESS 370 (60%) ICT

381 PARTICIPANT

130 (34%) BUSINESS 251 (66%) ICT

475 PARTICIPANT

152 (32%) BUSINESS 323 (68%) ICT

MyGovEA CAPABILITY DEVELOPMENT (2018)

COURSE OUTLINE LOGISTIC COURSE SCHEDULE INVITATION & CONFIRMATION

PREPARATION OF PRE & POST EVALUATION FORM

IMPLEMENTATION

ASSESSMENT REPORT

MyGovEA TRAINING IMPLEMENTATION

COURSE ASSESSMENT

2.04 1.43 2.09 2.14 1.89 2.03 4.66 4.48 4.84 4.80 4.73 4.78 Business-IT Architecture Landscape Five (5) IT Architecture Body

• f Knowledge (ITABoK)

IT Architecture Engagement Strategy Business Architecture Business Requirement Architecture IT Governance

AVE VERAGE EFF EFFECTIVENESS OF F BEF EFORE AN AND AFTE AFTER ATTENDING BITAF (W (WITHOUT EXA EXAM)

Sebelum Selepas

Bil. Sesi Purata Sebelum Kursus Purata Selepas Kursus Peratus Peningkatan 1. Sesi 1 1.97 4.33 24% 2. Sesi 2 2.03 4.77 27% 3. Sesi 3 1.70 3.79 21% 4. Sesi 4 1.84 4.44 26%

MyGovEA TRAINING IMPLEMENTATION (CUSTOMISED)

Source: Gartner , Five EA practices that add value to digital transformations (Nov, 2018)

Engage top executives in key decisions. Emphasize strategic planning Focus on business outcomes. Use capabilities to connect business and IT. Develop and retain high-caliber talent. FIVE EA PRACTICES THAT ADD VALUE TO DIGITAL TRANSFORMATION

Source: Gartner, Five EA practices that add value to digital transformations (Nov, 2018)

EA teams can build stronger working relationships with senior executives and managers—and thereby position themselves as strategic partners in their companies’ digital transformations.

4 MOVES TO HELP EA TEAMS ADVANCE THEIR COMPANIES’ DIGITAL TRANSFORMATIONS

Translate architecture issues into terms that senior executives will understand (explain technology matters in terms that business leaders can relate to). Draw capability maps to link IT priorities with business needs. Start with a clear target architecture and strategy. Provide training that helps enterprise architects to succeed (provide similar skills to those of his/her colleagues on the business side: communication, coaching, problem solving to bridge business and IT perspectives).

TRANSFORMATION & INNOVATION DIGITAL COMPETENCY ENTERPRISE ARCHITECTURE AND DIGITAL TRANSFORMATION

SUMMARY

Maklumat yang dipaparkan dalam slaid ini adalah hakmilik Unit Pemodenan Tadbiran Dan Perancangan Pengurusan Malaysia (MAMPU) Jabatan Perdana Menteri Sebarang salinan hendaklah mendapat persetujuan dan kelulusan MAMPU

TERIMA KASIH