MOHR ICT Strategic Plan - Ministry of Human Resources

Transcription

MINISTRY OF HUMAN RESOURCES (MoHR)
ICT STRATEGIC PLAN 2014 - 2018
Copyright
All rights reserved. No part of this document may be reproduced or
transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without prior written permission
of the Government of Malaysia represented by Ministry of Human
Resources (MoHR).
Confidentiality
Information, data and drawings embodied in this report are strictly
confidential and are supplied on the understanding that they will be held
confidentially and not disclosed to third parties without prior written
consent of the Project Owner, Government of Malaysia represented by
Ministry of Human Resources (MoHR).
ISP EXECUTIVE SUMMARY v1.0
i
Distribution
Organisation for Distribution
Organisation
Organisation Address
MoHR
Ministry of Human Resources (MoHR)
Level 6-9, Block D3, Complex D
Federal Government Administrative Centre
62530 Putrajaya
Tel No.: +603-8886 5000/5200
Fax No.: +603-8889 2381
Portal:
www.mohr.gov.my
Public Relation Officer (PRO): ksm1@mohr.gov.my
ODAX
ODAX Synergie Sdn. Bhd.
9-2-1, Block A, Megan Salak Park,
Jalan 2/125E, Taman Desa Petaling,
57100 Kuala Lumpur
Tel No:
+603 9057 0617
Fax No.: +603 9057 0618
ii
Distribution
Name
Role
Dato' Mohd Shariff Bin Hussin
Chief Information Officer (CIO)
Deputy Secretary General
(MoHR)
(Operation), MoHR
Tuan Haji Ishak bin Lebai Omar
Client Project Director
ICT Director
(MoHR)
Information Management Division,
MoHR
Pn. Nor Azwin Binti Sani
Project Manager
Senior ICT Officer
(MoHR)
MoHR
Nurakmar binti Zubir
Project Secretariat
ICT Officer
(MoHR)
MoHR
Mohd Nasry Awang
Consultant Project Director
Executive Director
(ODAX)
ODAX Synergie Sdn Bhd
iii
Document Control
Basic Information
Project Title:
Development of MoHR ICT Strategic Plan (ISP)
Contract
2 May 2013
Commencement Date:
Contract Expiry Date:
2 September 2013
Project Brief:
Objective of ISP
1) To develop an ICT strategic direction
for MoHR for a period of five (5) years.
2) To develop the technical architecture
for ICT implementation inline with the
strategic direction of MOHR.
3) To provide an implementation plan
identifying
the
implementation
strategies and actions to be taken.
4) To define the standards, procedure
and
guidelines
to
support
the
implementation of the proposed ICT
Strategic Plan.
5) To develop the ICT implementation
roadmap with cost estimation.
iv
Basic Information
Scope of Services
The purpose of the project is to formulate
MoHR’s five years (2013 until 2017) ICT
Strategic Plan (ISP) that would reflect MoHR
new ICT road map for the five (5) year. In
summary, the scope of works can be
categorized as follows:
1) To assess the current environment of
MOHR.
2) To develop and ICT framework and
implementation
consideration
plan
among
taking
into
others,
the
current environment, the vision and
mission of MOHR and identifying the
implementation strategies and actions
to be taken which includes the detail
description of each project including
estimated cost, duration, priority,
implementation schedule and key
implementation steps.
3) To recommend the strategy and
appropriate technology that match
with MOHR’s requirement.
4) To prepare the ICT Strategic Plan (ISP)
report that complies with MAMPU’s
guidelines.
v
This document is available in two forms, controlled and uncontrolled.
The controlled variant is maintained electronically and accessed by
authorised users. Uncontrolled variants are all other electronic and
printed copies.
Document Title:
MoHR ICT Strategic Plan – Final ISP Report
(Executive Summary)
Deliverable Number:
Deliverable No. 4
Deliverable Type:
Report
Author:
Mohd Nasry Awang
File Reference:
MoHR ICT Strategic Plan – Final ISP
(Executive Summary) v1.0
Document Reference:
Deliverable 4: MoHR ICT Strategic Plan – Final
ISP Report (Executive Summary) v 1.0
vi
CONTENTS
1
INTRODUCTION ............................................................................................................................... 1
2
CURRENT ICT ENVIRONMENT & GAP ANALYSIS ........................................................................... 2
3
CURRENT MOHR APPLICATIONS LANDSCAPE ............................................................................. 4
4
ORGANISATION ENVIRONMENT .................................................................................................... 7
4.1
4.2
4.3
4.4
4.5
4.6
4.7
ORGANISATION STRUCTURE ....................................................................................................... 7
MOHR PRESENCE ......................................................................................................................... 8
MOHR STAKEHOLDERS & CUSTOMERS ..................................................................................... 9
MOHR STRATEGIC PLAN FRAMEWORK .................................................................................... 10
VISION .......................................................................................................................................... 11
MISSION ....................................................................................................................................... 11
MOHR ROLES .............................................................................................................................. 12
5
ORGANISATION ENVIRONMENT ANALYSIS ................................................................................ 14
6
HUMAN CAPITAL FRAMEWORK ................................................................................................... 15
7
MOHR MACHINERIES AND ROLES ............................................................................................... 17
8
ENTERPRISE ARCHITECTURE FRAMEWORK................................................................................20
8.1
8.2
8.3
9
ORGANISATION UNITS ............................................................................................................... 21
SERVICES ..................................................................................................................................... 22
ACTORS ....................................................................................................................................... 23
MOHR ICT STRATEGIC THRUSTS ..................................................................................................24
10 MOHR ICT FRAMEWORK............................................................................................................... 25
11
MOHR ICT PROGRAMS .................................................................................................................. 27
12 MOHR ICT INITIATIVES ..................................................................................................................29
12.1
12.2
12.3
12.4
12.5
12.6
12.7
12.8
12.9
12.10
12.11
INITIATIVE 1.1 - LABOUR MARKET DEMAND & SUPPLY INFORMATION SYSTEM (LMDSIS) ............... 32
INITIATIVE 1.2 - UNIFIED MOHR STAKEHOLDERS INFORMATION SYSTEM (UMSIS) .........................36
INITIATIVE 1.3 -UNIFIED ENFORCEMENT MANAGEMENT SYSTEM (UEMS) ...................................... 37
INITIATIVE 1.4 - UNIFIED HUMAN CAPITAL DEVELOPMENT SYSTEM (UHCDS).................................38
INITIATIVE 1.5 - CORPORATE BRANDING SOLUTIONS (CBS) .......................................................... 40
INITIATIVE 1.6 - PROGRAMS & EVENTS MANAGEMENT SYSTEM (PEMS) ........................................ 41
INITIATIVE 2.1 - FORMULATION OF MOHR ENTERPRISE ARCHITECTURE FRAMEWORK ......................42
INITIATIVE 2.2 - MOHR ICT ORGANISATION RESTRUCTURING .......................................................45
INITIATIVE 2.3 - MOHR ICT HUMAN CAPITAL DEVELOPMENT PROGRAM ....................................... 46
INITIATIVE 2.4 - SOURCING PROJECT MANAGEMENT OFFICE (PMO) .......................................... 49
INITIATIVE 2.5 - ICT INFRASTRUCTURE CONSOLIDATION & TECHNOLOGY REFRESH .......................50
vii
12.12
12.13
12.14
12.15
12.16
12.17
12.18
12.19
12.20
12.21
12.22
12.23
12.24
12.25
INITIATIVE 2.6 - ICT SECURITY AUDIT & ICT SECURITY STRENGTHENING ...................................... 52
INITIATIVE 2.7 - STRENGTHENING CUSTOMER FACING SOLUTIONS ............................................... 53
INITIATIVE 2.8 - GREEN ICT INITIATIVES ....................................................................................54
INITIATIVE 3.1 -ONE GOVERNMENT UNIFIED COMMUNICATIONS (1GOV*UC)................................ 55
INITIATIVE 3.2 -ONE GOVERNMENT DATA CENTRE (1GOV*DC) ...................................................56
INITIATIVE 3.3 - ONE GOVERNMENT NETWORK (1GOV*NET) ...................................................... 57
INITIATIVE 3.4 - ENTERPRISE RESEARCH & SURVEY SYSTEM (ERSS) ............................................59
INITIATIVE 4.1 - DATA REQUIREMENTS & DATA OWNERSHIP COMMITTEE (DRDOC) ................... 60
INITIATIVE 4.2 - MOHR SINGLE-SIGN-ON PORTAL......................................................................62
INITIATIVE 4.3 - BUSINESS INTELLIGENCE (BI)............................................................................63
INITIATIVE 4.4 -HUMAN CAPITAL CENTRALISED DATABASE (HCCDB) .........................................65
INITIATIVE 4.5 - ENTERPRISE KNOWLEDGE MANAGEMENT SYSTEM (EKMS) ............................... 66
INITIATIVE 4.6 - ENTERPRISE ICT SERVICE DESK (EISD) .............................................................67
INITIATIVE 4.7 - DEVELOPMENT OF MOHR ICT STRATEGIC PARTNERSHIP PROGRAM ................... 69
13 IMPLEMENTATION ROAD MAP ....................................................................................................70
14 COST ESTIMATES ........................................................................................................................... 72
[Remainder of this page is intended blank]
viii
Acronym and Abbreviation
ADTEC
Advanced Technology Training Center
AGC
Attorney General’s Chambers
BI
Business Intelligence
CoE
Centre of Excellent
EISD
Enterprise ICT Service Desk
HADI
HCD Agencies Data Integration
HCD
Human Capital Development
ICDS
Integrated Competency Development System
ILMIA
Institute of Labour Market Information and Analysis
ILO
International Labour Organisation
ILP
Institusi Latihan Perindustrian
JHEKS
Jabatan Hal Ehwal Kesatuan Sekerja (Trade Unions Affairs Department)
JKKP
Jabatan Keselamatan dan Kesihatan Pekerjaan (Department of Occupational
Safety and Health – DOSH)
JKTN
Jawatankuasa Kabinet Tindakan Negara
JMTI
Japan-Malaysia Technical Institute
JPK
Jabatan Pembangunan Kemahiran (Department of Skills Development)
JPP
Jabatan Perhubungan Perusahaan (Industrial Relations Department)
JTK SABAH
Jabatan Tenaga Kerja Sabah (Labour Department of Sabah)
JTK
Jabatan Tenaga Kerja Sarawak (Labour Department of Sarawak)
SARAWAK
JTKSM
Jabatan Tenaga Kerja Semenanjung Malaysia (Labour Department of
Peninsular Malaysia)
JTM
Jabatan Tenaga Manusia (Manpower Department)
KKP
Keselamatan dan Kesihatan Pekerjaan
MBE
Model Baru Ekonomi
MP
Mahkamah Perusahaan (Industrial Court)
MPGN
Majlis Perundingan Gaji Negara
ix
NHRC
National Human Resources Centre
NHRC
National Human Resources Centre
NIOSH
Institut Keselamatan dan Kesihatan Pekerjaan Negara (National Institute of
Occupational Safety and Health)
NLAC
Majlis Penasihat Buruh Kebangsaan
OSH
Occupational Safety and Heath
PERKESO
Pertubuhan Keselamatan Sosial (Social Security Organisation – SOCSO)
PLSDB
Potential Labour Supply Database
PLWS
Productivity Linked Wage Systems
PSMB
Perbadanan Sumber Manusia Berhad (Human Resources Development
Berhad)
PTE
Program Transformasi Ekonomi
PTPK
Perbadanan Tabung Pembangunan Kemahiran (Skill Development Fund )
RUU
Rang Undang-Undang
SBGP-OKU
Skim Bantuan Galakan Perniagaan untuk Orang Kurang Upaya
SHO
Safety and Health Officer
SIPK
Sistem Insurans Pemberhentian Kerja
SKM
Sijil Kemahiran Malaysia
SOP
Standard Operating Procedures
TEVT
Technical Education And Vocational Training
TIMS
Training & Institutes Management System
UEMS
Unified Enforcement Management System
UI
Unemployment Insurance
UIS
Unemployment Insurance Scheme
UMSIS
Unified MoHR Stakeholders Information System
VTO
Sijil Pengajar Vokasional
WCA
Workmen Compensation Act
x
1
INTRODUCTION
MoHR
started as a Department of Labour in 1904 and
became to what it is known today as Ministry of
Human Resources in 1960. Simply put, MoHR’s role in leading Malaysia’s
Human Capital has been over more than hundred (100) years today or for
the past fifty-six (56) years since independence. Over the past five
decades
of
independence,
Malaysia
has
seen
Human
Capital
Transformation or best described by Durrishah Idrus, “from Agriculture
to Industry, Pondok to Twin Towers”1 . Within the said period, the
explosion growth of Information and Communications Technology (ICT)
advancement has changed tremendously overtime from the way people
are communicating and conducting business. Just for an analogy
purposes, in terms of ICT progress, disk storage for 25 Mega Bytes in the
1980’s weighs approximately 100 Kg with the size of a washing machine.
Today, an SD memory card for the size of 256 GB is available in the
international
market
weighing
approximately
3
grams.
Thus,
comparatively, storage per gram has increased by 341 Million times
within 30 years or approximately an average of 11 Million improvements
per year. That is on the sheer weight alone and not by the access time
capability. Sounds scary or may perhaps exaggerating, but the point is,
similarly, we have to transform MoHR ICT capabilities in respond to the
Human Capital Transformation to ensure that Malaysia will achieve
Vision 2020, High Income Nation and capable of providing highly skilful
knowledge workers. ICT is no longer a tool or automation system, ICT
shall be treated as catalyst of change and shall shape and provide
organisation capabilities to meet this highly globalised, competitive and
borderless world that we are here today. ICT shall not be seen as cost
centre, but rather an investment for better Malaysian’s future, with
respect to Human Capital Transformation.
1
Human Capital Transformation – 55 Years of Malaysian Experience, Chapter 1 – Durrishah Idrus
1
2
CURRENT ICT ENVIRONMENT & GAP ANALYSIS
Based on our analysis of MoHR and Government related key documents,
to name a few, such as the Strategic Plan, Blue Ocean Strategy, annual
reports, Government Transformation Plan (GTP), National Key Economic
Areas
(NKEA),
National
Key
Result
Areas
(NKRA),
Economic
Transformation Program (ETP), Minister’s Score Cards, and through our
interviews, online surveys and workshops with MoHR Line of Business
(LoB) and MoHR ICT Teams, appropriately, we performed MoHR’s ICT
Maturity Level assessment in following areas:
1)
ICT Shaping and Providing organisation capabilities
2)
Prudent ICT Design and Strategies
3)
Continuous ICT Human Capital Development
4)
Embrace Best Practices, continuous improvement culture
and prudent ICT Governance
5)
Improve total organisation service delivery
The following diagram illustrates our findings of MoHR’s ICT Maturity
Level. The inner centre orange line denotes the current ICT Maturity
Level while the dark blue outer line denotes the desired Maturity Level.
Based on the said assessment, in general, the overall ICT Maturity is
approximately halfway from the desired maturity level as desired by the
LoBs. In some areas, MoHR performs well such as in the ICT Governance,
understanding of LoBs requirements, planning effort and Central
Agencies ICT initiatives adoption. However, big gaps are observed in ITIL
best practices adoption, data ownership, data integrity, Enterprise
Architecture, certified training programs, real-time “catchy” &
informative information dissemination, Malaysia’s HR information
central reference and unified electronic services.
2
MoHR ICT Maturity Level
3
3
CURRENT MoHR APPLICATIONS LANDSCAPE
The following diagram illustrates MoHR current applications owned by
the Ministry and the Departments. Based on the said diagram, from the
strategic point observation, it can be seen that the core business
applications for MoHR are in “silos” and not in accordance of any
business framework. As a result, the applications were developed based
on user needs out of pressing daily operations rather from strategic
point requirements from a holistic view required for the Human Capital
needs for the Nation.
This ISP is developed to focus on addressing the most fundamental need
to develop a Business Framework for MoHR that will address the Human
Capital Transformation, next to formulate the Enterprise ICT Framework
for MoHR and subsequently formulate appropriate ICT Programs and ICT
initiatives that shall correspond to the business needs of the ministry.
Next, an implementation roadmap complete with budgetary estimates
will be prepared for MoHR’s implementation consideration.
4
Current MoHR Applications and Ownerships
5
The following diagram illustrates the SWOT analysis being carried out to
best summarise the organisation strength, weaknesses, opportunities
and threat. The SWOT analysis complements the ICT Maturity Level
assessment in a slightly different perspective.
The said ICT Maturity Level and SWOT analysis serves as a foundation for
this ISP to address and to appropriately propose solutions framework
and implementation roadmap for MoHR’s consideration.
MoHR ICT Maturity Level
6
4
ORGANISATION ENVIRONMENT
4.1
ORGANISATION STRUCTURE
Diagram below illustrates MoHR Organisation Structure.
MoHR Organisation Structure
7
4.2
MoHR PRESENCE
MoHR has its presence practically in almost all major localities in the
entire country including offices in the overseas as shown below.
MoHR Presence
8
4.3
MoHR STAKEHOLDERS & CUSTOMERS
MoHR Stakeholders and Customers are illustrated in the diagram as
shown below.
MoHR Stakeholders
9
4.4
MoHR STRATEGIC PLAN FRAMEWORK
MoHR Strategic Plan Framework is as illustrated below.
MoHR Strategic Plan Framework
The six (6) MoHR Strategic Thrusts are as follows:
1)
Creating Employment Opportunities and Securing Workers
Rights
2)
Preserving the Harmonious Industrial Relations Atmosphere
3)
Resolving Disputes In a Just and Equitable
4)
Implement Occupational Health and Safety Dynamic Practice
5)
Developing Competitive National Human Resources
6)
Providing the Social Safety Net
10
4.5
VISION
"To be the leading agency in the development and management of a
World Class Workforce."
4.6
MISSION
MoHR Mission statements are as follows:
1)
To develop a workforce that is productive, informative,
discipline, caring and responsive to the changing labour
environment towards increasing the economic growth and
hence create more job opportunities.
2)
To encourage and maintain conducive and harmonized
industrial relation between employers, employees and trade
unions for the nation's economic development and wellness
of people.
3)
To uphold social justice and ensure harmonious industrial
relations through solving industrial dispute between
employer and employee and awarding collective agreement.
4)
To ensure trade unions practice democracy, orderly and is
responsible to assist achieving the objective of industrial
harmony.
5)
To be the leader in development of nation's human
resources.
6)
To ensure safety and health of workforce is assured.
7)
To
develop
skilled,
knowledgeable
and
competitive
workforce in a harmonious industrial relations with social
justice.
11
4.7
MoHR ROLES
There are eight (8) MoHR key roles as described below:
1
2
Labour Market Analysis
Analyse the labour market to create new forms and job
opportunities for the workforce while maintaining existing jobs.
Implementers and enforcers
KSM should act as implementers and regulators to ensure
workers' rights are always protected without compromising
the interests and competitiveness of employers and at the same time
ensure a conducive industrial relations and harmony.
3
Social Safety Net Providers
Ensuring the workers are always protected and values of a caring
society in the industrial community.
4
5
Unifier of various Parties
MoHR consists of various departments and agencies together
under a determination to ensure the effective and efficient
services to its customers.
Facilitate Industrial Relations
Implement best practices to make MoHR as a role model and to
be followed by the community and industry to create a conducive
working environment, harmonious and productive.
6
Lead Management and Human Capital Development
MoHR shall increase its effort to explore the future and shall be
the agent of change.
12
7
Implementing Safety and Health Culture
Spearhead the implementation of the safety and good health at
work to ensure a safe working environment and comfortable for
entire workforce.
8
Good Governance
Spearhead the implementation of good governance for
sustainable organisation development.
13
5
ORGANISATION ENVIRONMENT ANALYSIS
Diagram below illustrates the MoHR Organisation Viewpoints where the
bottom part denotes the MoHR Machineries and other associated key
other Government Agencies working in collaboration and synergistically
providing outward looking services as described in the middle part of the
said diagram. The said services are then rendered to MoHR key
Stakeholders grouped into five (5) categories as shown at the top part of
the said diagram. A more refined and detail descriptions are described in
the main report in Section 7.1.
Organisation Viewpoints
The Organisation Viewpoints serve as the fundamental block for the
formulation of Human Capital Framework.
14
6
HUMAN CAPITAL FRAMEWORK
In order to develop MoHR ICT Framework, there is a need to look at the
entire value chain of Human Capital in a holistic manner i.e. “from the
Cradle to the Grave” approach. Appropriately, based on our series of
discussions with MoHR Line of Business (LoB) officers and senior
management of MoHR and other associated research, we have
developed a high level Human Capital Framework as shown below as a
foundation in shaping MoHR ICT Framework and subsequently, become
the driver for the proposed ICT programs and initiatives.
Human Capital Framework
The said Human Capital Framework is viewed from left to right i.e. from a
child until they become a productive labour entering the Employment
Market into workplace within various industry sectors. Orange colour in
said diagram is to represent the core roles of MoHR with respect to the
15
said Human Capital. For easy assimilation purposes, the said diagram is to
represent:
1)
Skilled Labour Production – This role is being carried
out by Human Resource Department (Jabatan Tenaga
Manusia – JTM) through the ILJTM (Institut Latihan
Jabatan Tenaga Manusia) and ADTEC (Advanced
Technology) located nation wide.
2)
Jobs Matching Assistance – MoHR provides jobs
matching assistance through the implementation of
JobsMalaysia to assist Job Seekers to reach the
potential employers and vice versa.
3)
Labour, OSH and Social Safety Net Enforcement
within Employment Market – Within the employment
market, there are many services rendered by MoHR
such as labour enforcement, social safety net provider,
etc.
4)
Re-Skills, Re-Train and Life Long Leaning – This
Human Capital Development program will cross
boundary within the employment market and also in
the vocational training (TVET) program. In addition,
the said Human Capital Development program
overlaps with many other government agencies that
offer similar roles.
16
7
MoHR MACHINERIES AND ROLES
Based on the Human Capital Framework, diagram below illustrates the
roles of various MoHR Machineries in relation to the said Human Capital
Framework.
MoHR Machineries Roles
Brief descriptions of the nine (9) key roles as shown in the said diagram
are as follows:
1)
Labour Market Analysis – This role is primarily being
carried out by ILMIA.
2)
Implementers & Enforcers – The implementation and
the enforcement covers the jobs matching and
employment market life cycle. These roles are being
carried out by three (3) departments, namely JTKSM
17
(Jabatan
Tenaga
Kerja
Semennajung
Malaysia),
JTKSWK (Jabatan Tenaga Kerja Sarawak) and JTKSBH
(Jabatan Tenaga Kerja Sabah). The said three (3)
agencies perform similar functions but accountable
for their respective territories. However, in some
cases, there are some peculiarity for certain JTKs due
to different applicable or complementing laws within
their respective territorial coverage (states).
3)
Social Safety Net Provider – The social safety net
provider is primarily implemented and enforced by
SOCSO/PERKESO, an Agency under MoHR.
4)
Unifier of Various Parties – The unifier role between
employer and employee trade unions is under the
purview of JHEKS (Jabatan Hal Ehwal Kesatuan
Sekerja - Trade Unions Affairs Department).
5)
Facilitate Industrial Relations – This role is being
carried out by JPP (Jabatan Perhubungan Perusahaan Industrial Relations Department).
6)
Lead Human Capital Development – The Human
Capital
development
involves
two
(2)
MoHR
Departments, namely JTM (Jabatan Tenaga Manusia Manpower Department) and JPK
(Jabatan
Pembangunan Kemahiran - Department of Skills
Development), and three (3) Agencies namely, HRDF
(Human Resources Development Berhad), NIOSH
(National Institute of Occupational Safety and Health)
and
PTPK
(Perbadanan
Tabung
Pembangunan
Kemahiran - Skill Development Fund).
18
7)
Implementing Safety and Health Culture – The said
role
is
being
carried
out
by
JKKP
(Jabatan
Keselamatan dan Kesihatan Pekerjaan - Department of
Occupational Safety and Health, DOSH) and NIOSH.
8)
Dispute Settlement – The said role is being carried out
by the MP (Mahkamah Perusahan – Industrial Court,
IC).
9)
Labour & Human Resource Policy – The said roles are
being carried out by Labour Policy Division and Human
Resource Policy Division, respectively.
19
8
ENTERPRISE ARCHITECTURE FRAMEWORK
This ISP has been developed based on the Enterprise Architecture
Framework (EA) due to the complexity of MoHR organisation and its
associated machineries. The EA Framework is used as a key guide as a
typical conventional ISP approach would not suffice to produce desirable
results to MoHR due to the tightly coupled and interlinked relationships
between the Ministry and its associated machineries. In fact, Human
Capital is of the most critical national agenda for producing knowledge
workers moving towards achieving a high-income nation.
The Enterprise Architecture Framework (EA) used for this ISP
development is as shown below.
Enterprise Architecture Framework (EA)
This ISP engagement scope does NOT cover the complete Enterprise
Architecture Framework exercise, however, due to the complexity and
the magnitude of MoHR and its associated machineries and huge gap
between the “To-Be” and the “As-IS”, the EA Framework is being
20
adopted for the purpose generating high-level To-Be environment in
conformance to the Enterprise Architecture Framework that will be
blend into the subsequent phase for MoHR implementation road-map.
The EA Framework that we adopted only will be addressing the Layer 1,
Layer 2, Layer 3 and some key components of Layer 5, which will be
discussed at high-level in the subsequent sections.
8.1
ORGANISATION UNITS
The term Organisation Unit is a term used by the IT Architect in
accordance to the International Enterprise Architecture Framework to
represent responsible entity for their associated services rendered to
internal and external customers. MoHR and its associated machineries
have a total of twenty-two (22) main organisation units as shown below.
MoHR Organisation Units
21
8.2
SERVICES
There are a total of eighty-one (81) services for the internal and the
external services provided by the said twenty-two (22) organisation
units. Out of the said eighty-one (81) services, there are a total of
twenty-two (22) internal services and fifty-nine (59) external services
provided by MoHR and its associated departments and agencies as
shown below. The details of the services are described in Section Error!
Reference source not found..
MoHR Services Summary List
22
8.3
ACTORS
Diagram below illustrates MoHR key actors.
MoHR Key Actors
23
9
MoHR ICT STRATEGIC THRUSTS
The five (5) MoHR ICT Strategic Thrusts are illustrated in diagram below
and they are as follows:
1)
ICT Shaping & Providing Organisation Capabilities
2)
Prudent ICT Design & Strategies
3)
Continuous ICT Human Capital Development
4)
Embrace Best Practices, Continuous Improvement & Prudent
ICT Governance
5)
Improve Total Organisation Service Delivery
MoHR ICT Strategic Thrust
24
10
MoHR ICT FRAMEWORK
MoHR ICT Framework is as illustrated below, which shall serve as a guide
in developing appropriate ICT programs and initiatives that will
correspond to Human Capital Framework described earlier.
MoHR ICT Framework
The prime ICT elements required to support MoHR ICT Framework are as
follows:
1)
To identify the needs of MoHR and the needs of
MoHR Stakeholders, Customers, Departments and
Agencies.
2)
To provide appropriate Access Channel to MoHR
internal users, Stakeholders, Customers, Departments
and Agencies.
25
3)
To provide appropriate Applications and Systems to
MoHR
internal
users,
Stakeholders,
Customers,
Departments and Agencies.
4)
To provide Central Data Bank or Central Data
Repository to foster Collaboration and information
sharing between MoHR Stakeholders, Customers,
Departments and Agencies.
5)
To provide sound and appropriate ICT Infrastructure
to support the required new and existing applications.
6)
To provide enabling environment to foster maximum
effectiveness and usage and of ICT in all aspects of
MoHR Business and Operations.
26
11
MoHR ICT PROGRAMS
Diagram below illustrates the proposed four (4) ICT Programs for MoHR
and their relationships with the proposed ICT initiatives, ICT Strategic
Thrusts, MoHR ICT Framework and the Human Capital Framework.
MoHR ICT Programs & Relationships
The proposed four (4) MoHR ICT Programs are as follows:
1)
Improve Organisation Capabilities & Service Delivery The most fundamental and the most crucial ICT
Program is to position MoHR ICT to provide
Organisation capabilities and service delivery. ICT
Program 1 is primarily addressing the ICT Strategic
Thrust 1 – ICT Shaping & Providing Organisation
Capabilities.
27
2)
Improve ICT Capabilities & Capacity - MoHR ICT
Program 2 is geared towards supporting the ICT
Strategic Thrust 2 – Prudent ICT Design & Strategies,
ICT Strategic Thrust 3 – Continuous ICT Human Capital
Development and ICT Strategic Thrust 4 – Embrace
Best Practices, Continuous Improvement Culture and
Prudent ICT Governance.
3)
Enterprise Wide Optimisation - MoHR ICT Program 3 is
geared towards supporting the ICT Strategic Thrust 4
– Embrace Best Practices, Continuous Improvement
Culture and Prudent ICT Governance and to be
synergistic with other Central Government Agency
initiatives led by MAMPU to better capitalise other
effective implementations in order to reap the
benefits of what have been successfully by others and
focussing on adoption and adaptation to MoHR
context.
4)
Foster Enterprise Wide Standardisation - Program 4
spirit is to create “One Ministry, One System, One
Look & Feel and Oneness Branding” while at the same
time reap the benefits of volume of scale cost savings
and to facilitate easy ICT adoption and better control,
better manageability and increased security for
operations support. Thus, delivering better values and
ICT
user experience to internal and external
customers.
28
12
MoHR ICT INITIATIVES
Diagram below illustrates the proposed MoHR ICT Programs and ICT
Initiatives addressing the MoHR Business and Operations requirements
mapped against the Human Capital Framework, MoHR ICT Framework
and MoHR ICT Strategic Thrusts.
Proposed MoHR ICT Programs & ICT Initiatives
Based on the identified four (4) ICT Programs, a total of twenty-five (25)
ICT Initiatives are recommended to support the said drivers as described
earlier. The descriptions of each initiative are described in the following
sections by their respective ICT Programs.
29
Listed below are the proposed twenty-five (25) initiatives grouped by
their respective ICT programs:
1)
I1.1 -
Labour Market Demand & Supply Information
System (LMDSIS)
2)
I1.2 -
Unified MoHR Stakeholders Information System
(UMSIS)
3)
I1.3 -
Unified Enforcement Management System (UEMS)
4)
I1.4 -
Unified Human Capital Development System
(UHCDS)
5)
I1.5 -
Corporate Branding Solutions (CBS)
6)
I1.6 -
Programs & Events Management System (PEMS)
7)
I2.1 -
Formulation of MoHR Enterprise Architecture
Framework (MEAF)
8)
I2.2 -
MoHR ICT Organisation Restructuring
9)
I2.3 -
MoHR ICT Human Capital Development Program
10)
I2.4 -
Sourcing Project Management Office (PMO)
11)
I2.5 -
ICT Infrastructure Consolidation & Technology
Refresh
12)
I2.6 -
ICT Security Audit & ICT Security Strengthening
13)
I2.7 -
Strengthening Customer Facing Solutions
14)
I2.8 -
Green ICT Initiatives
15)
I3.1 -
One
Government
Unified
Communications
(1Gov*UC)
30
16)
I3.2 -
One Government Data Centre (1Gov*DC)
17)
I3.3 -
One Government Network (1Gov*NET)
18)
I3.4 -
Enterprise Research & Survey System (ERSS)
19)
I4.1 -
Formation
of
Data
Requirements
&
Data
Ownership Committee (DRDOC)
20)
I4.2 -
MoHR Single-Sign-On Portal
21)
I4.3 -
Business Intelligence (BI)
22)
I4.4 -
Human Capital Centralised Database (HCCDB)
23)
I4.5 -
Enterprise
Knowledge
Management
System
(EKMS)
24)
I4.6 -
Enterprise ICT Service Desk (EISD)
25)
I4.7 -
Development of MoHR ICT Strategic Partnership
Program
31
12.1
INITIATIVE 1.1 - Labour Market Demand & Supply
Information System (LMDSIS)
Based on our discussions with MoHR Senior Management and Line of
Business (LoB) through various sessions as described in Section 5, the
need for LMDSIS is of the most critical requirement that will provide the
most fundamental and the most important organisation capabilities to
address the entire value chain of Labour Demand and Supply. Diagram
below illustrates the high level process of Labour Demand and Supply.
Labour High Level Process
The Labour High-Level process is divided into three (3) main processes as
follows:
1) Labour Supply Preparation
2) Labour Supply
3) Labour Demand
32
Labour Supply Preparation
33
Labour Supply by NOSS Classifications
The Labour Supply preparation process will produce Potential Labour
Supply Database (PLSDB). From the said PLSDB, through multiple
activities as shown above, will lead to the generation of Labour Supply
by NOSS classifications Database.
34
Labour Market Demand
The above process illustrates the process of generating Labour Market
Demand, which is in critical needs by MoHR. Knowing the total numbers
of Labour Demand is not helping, as the need is to know the market
demand for what specific skills as per NOSS only then MoHR can be
advising the educations and higher learning sectors to be producing by
what exactly the market needs. The above process once implemented,
over time, it will eventually match what skillsets required, by which
industry sector, by how many, by which locality, by which constituents,
by which organisation/establishments and can trace the labour supply
chain for possible jobs matching. Key success is the completeness of the
system and the “carrot” to entice the employers, employees and jobs
seekers. “Carrot” can come in a form of delivering the values as needed
by the said target audience.
35
12.2
INITIATIVE 1.2 - Unified MoHR Stakeholders Information
System (UMSIS)
The basic fundamental need for Unified MoHR Stakeholders Information
System (UMSIS) is to address the issue of data duplication, similar data
and information but not quite exactly the same for slightly different
needs and usage, same establishments but viewed differently depending
on which views from which organisation viewpoint. Diagram below
illustrates the high-level concept for the proposed UMSIS.
UMSIS High Level Concept
36
12.3
INITIATIVE 1.3 -Unified Enforcement Management System
(UEMS)
Diagram below illustrates the high-level of Unified Enforcement
Management System (UEMS) and its associated sub-systems and
modules. In general, the UEMS has five (5) subsystems:
1)
Labour Enforcement Management
2)
OSH Enforcement Management
3)
Trade Unions, Industrial Relations and Industrial Court
Management
4)
Social Safety Net Information Management
UEMS Overview
More elaborate descriptions of UEMS are available in the main report in
Section 7.8.3.
37
12.4 INITIATIVE 1.4 - Unified Human Capital Development System
(UHCDS)
In summary, the Unified Human Capital Development System (UHCDS)
shall have the following sub systems:
1)
Integrated Competency Development System (CDS)
2)
Training & Institutes Management System (TIMS)
3)
Agencies Data Integration (HADI)
UHCDS - Integrated Competency Development System (CDS)
38
UHCDS – TIMS & HADI
39
12.5
INITIATIVE 1.5 - Corporate Branding Solutions (CBS)
The Corporate Branding Solutions (CBS) is a solution to foster
standardisation, optimisation of resources and tools across ministry wide
to create MoHR “Corporate Identity” to deliver catchy, entertaining,
infotainment and memorable to be effective in delivering key messages
of what MoHR wants to deliver. Various channels shall be used from the
same solution such as Television Advertisement, Newsprints, Billboard,
Buntings, etc. Diagram below illustrates the key channels and their
appropriate kits to suit the appropriate needs and channel.
Corporate Branding Solutions
40
12.6 INITIATIVE 1.6 - Programs & Events Management System
(PEMS)
PEMS is a complementing solution for the Corporate Branding Solutions
(CBS). PEMS is tool to manage all MoHR related promotion activities,
minister’s visits, exhibitions, awareness campaign, etc. It is envisioned
that this PEMS to be used by the ministry, departments and agencies so
that at the Ministry level, MoHR will have a holistic views of the
concerted effort by MoHR machineries centrally.
Project & Event Management System
41
12.7
INITIATIVE 2.1 - Formulation of MoHR Enterprise
Architecture Framework
The intent of Enterprise Architecture Framework (EA) is to ensure and
sustain the alignment between business and ICT, the information about
the relationships between the EA assets will become useful when there
is a need to study the impact of change. In any enterprise, change can be
driven either by business or IT or anyone. Examples are as follows:
1)
A business-driven change may be a new policy or strategy.
With the EA repository, the business organisations can
analyse the impact of such change on IT, that is, the
Application, Data and Technology architectures.
2)
An IT-driven change could be due to some technology
change. With the EA repository, the IT organisation can
analyse the impact of such change on the business.
3)
Hence, by cataloguing the EA Assets and modelling their
relationship will make it easier to study impact of any
change. The productivity of analysing impact is further
improved with the use of the EA software.
4)
MoHR’s specific purpose of EA are as follows:
•
To support the implementation of the specified
MoHR twenty-five (25) ICT Initiatives that requires
details assessment and their associated relationships
and impact to the business functions, business
processes,
data
architecture,
data
&
system
integrations across the entire MoHR machineries.
•
To improve MoHR service delivery means improving
expected service outcome to be received by the
customer. EA in a way involves in connecting people,
42
processes and technology that generate the service
outcome.
The expected benefits of EA for MoHR are as follows:
1)
The EA will capture the Organisational knowledge,
systematically. Organisational knowledge is an individual
knowledge paired with that of other individuals in an
organisation. It is the type of organisation asset to which no
value can be named. When individuals pool their knowledge
within an organisation, that knowledge can give the
organisation advantages over others in the same field.
Therefore, it sets a mechanism for MoHR to ensure the
organisation knowledge will be updated as revised to
becoming a living document.
2)
Once EA becomes Organisation Knowledge, any ICT
implementation will have a sole key reference for any ICT
projects. Any discrepancy, imperfection or changes, shall be
reflected into EA.
3)
A more efficient business operations when business
processes and other architectural information are easily
identifiable clearly defined and rightfully classified in the EA.
4)
The above is just a few examples of what MoHR can benefit
from the EA. In any organisation, it is crucial to be able to
answer the above concerns especially when an enterprise
goes through constant change due to competitive pressure
or a change in government/industry/global regulatory
requirements. In addition, business and IT managers are
often pressed for time to have these answers ready for
senior managements. EA will also speed up the decisionmaking process with regards to what to do due to any
43
change. For example, should I enhance/retire existing
application or buy/build a new application to support the
change.
The desired outcomes of MoHR EA are as follows:
1)
Identification of main components of the organisation and
its information systems.
2)
Identification the ways in which the organisation and its
components work together in order to achieve defined
business objectives.
3)
Identification of which information systems support the
business processes of the organisation.
4)
Subsequently, from the EA Artifacts, the Systems High Level
will serve as a foundation for developing Technical
Specification and Tender Document.
44
12.8 INITIATIVE 2.2 - MoHR ICT Organisation Restructuring
MoHR current ICT Structure is proposed to be restructured to achieve
the following key objectives:
1)
To be in conformance to MAMPU Blueprint2
2)
To position and equip to handle the Human Capital
Transformation Flagship Initiatives
3)
To adopt ICT best practices
4)
To address the shortcomings as described in Section 4
Diagram below illustrates the proposed ICT Organisation for ICT Division
that addresses the mentioned key objectives.
Proposed MoHR ICT Organisation Restructure
2
Public Sector ICT Study ICT Governance Blueprint, 04 October 2010 (Led by MAMPU, prepared by KPMG)
– Page 129
45
12.9 INITIATIVE 2.3 - MoHR ICT Human Capital Development
Program
ICT Human Capital Development program is a key critical success factors
for the ICT Strategic Plan (ISP) to be materialise. The ICT Structure
shapes the roles clearly but the people or the Human Capital is the real
asset. Based on our findings as described in Section 4, the following are
the key excerpts of Human Capital related issues that requires serious
attention:
1)
MOHR ICT has insufficient manpower due to the vacancy
posted is not fulfilled in time and additional task is assigned
during the transition period of hiring new staff.
2)
MOHR ICT needs improvements on the requirement
Technical & ICT Management Skill sets for current operation
support to meet the business expectation.
3)
MOHR ICT has to be more exposed on new technologies
and new solutions in order to capitalise new approaches and
technologies in order to maximize the value of the ICT
department. Proposed recommendations to address this
issue will be discuss in the subsequent report.
4)
MOHR ICT needs to align with HR for more structured
training programme where the right skillset development is
provided to people based on their R&R accordingly.
The following diagrams reflected our findings when we conducted our
ICT Survey in the beginning of the project. Almost 90% of BPM personnel
responded that they do NOT have a structured training program and
also do NOT have any ICT related certification trainings. The said
findings require quick, structured and methodological remedies towards
building Knowledge Workers and building high-income Nation direction.
On the positive note, knowing the problem is halfway to solving the
46
problem, and that is the spirit of this ISP, which is to charter
improvements and strategic directions.
Survey – BPM Training programs
47
Diagram below summarises the proposed MoHR ICT Human Capital
Development Program.
MoHR ICT Human Capital Development Program
48
12.10 INITIATIVE 2.4 - Sourcing Project Management Office (PMO)
In view of MoHR ICT Team will be implementing very large initiatives
especially the implementation of the Human Capital Transformation
Flagship, which is the combination of Initiative 1.1 - Labour Market
Demand & Supply Information System (LMDSIS), Initiative 1.2 - Unified
MoHR Stakeholders Information System (UMSIS), Initiative 1.3 - Unified
Enforcement Management System (UEMS) and Initiative 1.4 - Unified
Human Capital Development System (UHCDS), it is highly recommended
that MoHR to adopt hybrid implementation, i.e. a combination of MoHR
internal team and an external Project Management Office (PMO) to
minimise the risk of poor project implementation outcome. In addition,
the said recommended approach would enable the new MoHR ICT
Projects & Portfolio Management Section as described in the main report
in Section 7.8.8 to gain project management experience by getting
involved with the right strategic partner for technology transfer.
49
12.11 INITIATIVE 2.5 - ICT Infrastructure Consolidation &
Technology Refresh
It is highly recommended that MoHR to use new ICT Infrastructure for
all of the new initiatives as most of the present ICT Infrastructure are at
full capacity, kindly refer to Appendix-E: MoHR Current ICT Service
Catalogue for more details.
Diagram below illustrates the Data Centre diagram and its associated
connectivity taking into consideration of MAMPU Government Shared
Services (GSS) direction. It is prudent for MoHR to procure the latest ICT
Infrastructure equipment that will be able to be migrated or moved out
to the Government Data Centre when the time comes or when MAMPU
is ready to deploy fully the 1Goc*DC.
Data Centre & ICT Infrastructure
50
Data Centre Phase 1 & 2
51
12.12 INITIATIVE 2.6 - ICT Security Audit & ICT Security
Strengthening
As the technology progresses and computers are all interlinked and
connected similar to the banking industry, the security threat is
becoming of a paramount importance to ensure the security of the
Government Data is not compromised. It is recommended that regular
ICT Security Audit to be embraced and executed by specialised ICT
Security Professionals. In addition, ICT Security intrusion detection,
mobility management, antivirus and desktop management, mobile
devices security to be hardened and strengthen. Typically, the outcome
from the ICT Security Audit will identify potential vulnerability and
threats that would require remedies and preventive measures. There are
many types of security hardening tools hardware and software and also
ICT Security Monitoring Solutions that will be overseeing the security
threats.
The importance of addressing the ICT Security shall be
addressed holistically and has to comply to ICT Security Guidelines by
MAMPU as well as to adhere to the proposed ICT Organisation Structure
that is dedicated to manage the entire process of audit, intrusion
detection, identity management, risk management, etc.
The following descriptions shall serve as a basic guideline with respect to
the ICT Security Audit. There are seven (7) areas to performed security
audit:
1)
Physical Security
2)
Network Security
3)
Protocol / Services
4)
User Security
5)
Data Storage Security
6)
Passwords
7)
System Administration
52
12.13 INITIATIVE 2.7 - Strengthening Customer Facing Solutions
It is recommended that MoHR focuses on two (2) primary channels as
follows as part of strengthening customer facing solutions; MoHR SingleSign-Portal and Mobile Applications. For the MoHR Single-Sign-On Portal,
kindly refer to Section 7.8.20 for more details. In this section, we shall
focus on the type of applications that shall be made available on the
Mobile Applications to primarily address the viewpoints of Employee,
Employer, Jobs Seekers and MoHR Senior Management. Diagram below
illustrates the proposed Mobile applications Model for MoHR primarily
to provide meaningful values to the said target audience.
MoHR Mobile Applications Model
53
12.14 INITIATIVE 2.8 - Green ICT Initiatives
Diagram below illustrates the Green ICT initiatives proposed for MoHR
against the MAMPU Green ICT Strategic Framework. In summary, the ISP
has complied and addressed the Green ICT Strategic Framework as
defined by MAMPU.
MoHR Compliance to MAMPU Green ICT Initiatives
54
12.15 INITIATIVE 3.1 -One Government Unified Communications
(1Gov*UC)
On 23 April 2012, MAMPU kicked off the One Government Unified
Communications
(1GovUC)
project
to
support
the
Economic
Transformation Programme, 12 National key Economic Areas (NKEA) and
many Entry Point Projects (EPP). 1GovUC project is pursued under the
NKEA Business services. The implementation of 1Gov*UC project will
help save cost through the collaboration of integrated communication.
Diagram below illustrates the overall 1GovUC functions. By adopting the
1GovUC initiative, MoHR will be standardising the Email, Calendaring,
Messaging, Unified Communications and Video Conferencing across the
Ministry, excluding the Agencies.
1GovUC Functions
55
12.16 INITIATIVE 3.2 -One Government Data Centre (1Gov*DC)
MAMPU has initiated 1GovCLOUD as a mechanism to provide Data
Centre related services to be used by government agencies. At present,
MAMPU has implemented two (2) types of data centres as follows:
1)
GDC 1 – A fully operated Data Centres by MAMPU Located at
Cyberjaya and Putrajaya
2)
GDC 2 – A private public initiatives Data Centres Located at
Petaling Jaya and Shah Alam. Operated by Strateq, an
operator appointed by MAMPU.
It is highly recommended for MoHR to utilise the 1GovCLOUD initiative
for the new infrastructure for the new ISP initiatives especially for the
maximise the benefits of the PDSA initiative while at the same time
reduce the ISP implementation cost to MoHR.
56
12.17 INITIATIVE 3.3 - One Government Network (1Gov*NET)
1Gov*Net is a Government initiative to develop a Public Sector ICT
network infrastructure that will be centrally- managed and providing
data
communication,
voice
and
video
services
(or
unified
communications). This network will not only be used to facilitate
communications between Government agencies, but also to support
mobile computing and enhanced security on access to Government
applications. The establishment of the 1Gov*Net is to realize our Prime
Minister’s aspiration to create one integrated network specifically for the
use of Government agencies nation- wide. The Government needs to
provide a big budget allocation with the high demand by agencies to
develop, upgrade and widen network coverage. Through the
implementation of 1Gov*Net, the Government is able not only to save
costs but also provides uniformity in terms of infrastructure and
services.3
Concept of 1 Gov*Net
3
By The Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) - Author:
Puan Zaiha Mat Noor, ICT Shared Services Division
57
Transformation of 1Gov*Net
In the context of MoHR, all MoHR connectivity for a the Ministry and
the Departments shall utilise the 1Gov*NET as provide by the Central
Agency. Service Level Agreement (SLA) and Service Catalogue shall be
formulated between MoHR and MAMPU to ensure expectations and
service delivery can be measured for both parties. This ISP has adopted
the 1Gov&NET initiative as the sole network platform for MoHR.
58
12.18 INITIATIVE 3.4 - Enterprise Research & Survey System
(ERSS)
Diagram below illustrates then ERSS concept and the ERSS key functions
required to support MoHR business needs. The ERSS shall be extracting
the Contacts Database from the UMSIS-DB for the purpose of the ERSS
survey issuance. The key drivers of the proposed ERSS is to complement
the following applications:
1)
Labour Market Demand & Supply Information System (LMDSIS)
2)
Unified MoHR Stakeholders Information System (UMSIS)
3)
Unified Enforcement Management System (UEMS)
4)
Enterprise ICT Service Desk (EISD)
ERSS Concept & Key Functions
59
12.19 INITIATIVE 4.1 - Data Requirements & Data Ownership
Committee (DRDOC)
Based on our series of discussions with MoHR Senior Management,
MoHR Line of Business (LoB) and also the MoHR ICT Teams, there is a
need to properly address the Data Ownership, Data Requirement and
Systems ownership issues to ensure clear and well defined roles and
responsibilities of various parties to charter the new way forward
especially to handle the Human Capital Transformation Flagship. It is
highly recommended for MoHR to establish Data Requirement and Data
Ownership Committee or in short, DRDOC to be reported to the Ministry
JPICT as shown below.
Data Requirements & Data Ownership Committee (DRDOC) Structure
60
Based on the said structure, we are recommending the roles and
responsibilities matrix as shown below.
DRDOC Roles & Responsibilities Matrix
61
12.20 INITIATIVE 4.2 - MoHR Single-Sign-On Portal
Not all Single-Sign-On Portal are created equal. Choosing the right
technology platform that blends well with other middleware used by
MoHR is critical. Another aspect that people tend to overlook on SSO
Portal is on how easy it is to manage and publish the content. Can the
SSO Portal handle video well? These are some of the basic tips of
choosing the right SSO Portal for MoHR. Diagram illustrates the Portal
key components.
SSO Enterprise Portal Key Components
62
12.21 INITIATIVE 4.3 - Business Intelligence (BI)
The Business Intelligence (BI) can only be successfully be implemented
once the data is made available and possess “single-source-of-truth”,
only then the BI can be perform its desired intent and function. On the
other hand, the “single-source-of-truth” database cannot be functioning
as a “single-source-of-truth” if the applications are churning in various
directions and forms feeding conflicting data. In summary, every
component as identified in this ISP shall be performing its desired intent
and purpose in a holistic manner.
The following diagrams illustrate the BI Dashboards designed for MoHR
business needs.
BI Dashboards – Part 1
63
BI Dashboards – Part 2 & Part 3
64
12.22 INITIATIVE 4.4 -Human Capital Centralised Database
(HCCDB)
The Human Capital Centralised Databases (HCCDB) is the major outcome
from the ISP implementation through various initiatives as illustrated
below.
Human Capital Centralised Databases (HCCDB)
65
12.23 INITIATIVE 4.5 - Enterprise Knowledge Management System
(EKMS)
The main components of Enterprise Knowledge Management System
(EKMS) are as shown in below.
Enterprise Knowledge Management System (EKMS)
66
12.24 INITIATIVE 4.6 - Enterprise ICT Service Desk (EISD)
The Enterprise ICT Service Desk (EISD) is primarily to serve to following
capabilities:
1)
To equip the IT Operations & Support and other IT
Teams with capabilities for optimising essential IT
Service Desk Services management functionality to
support MoHR IT Services offerings to MoHR
customers. The EISD shall leverage the monitoring
information collected by IT Services Monitoring,
speeding the detection and escalation of issues and
allowing MoHR to provide better quality service,
faster and better managed services and performance
measurement.
2)
To enable users/customers to report IT Services
related enquiries, complaints, incidents, new service
request and change management request to the IT
Operations & Support.
3)
To enable the IT Service Desk with its consumer like
users experience equips IT service desk teams with
action-based workflows built on ITIL standards, so
they can manage, coordinate, and optimize all aspects
of service delivery.
67
The EISD main application functions and modules module are as shown
below.
EISD Application Function & Modules
The EISD has the following main application modules:
1)
Request Management Catalogue
2)
Incident Management
3)
Problem Management
4)
Change Management
5)
Configuration Management
6)
Service Level Management
7)
Knowledge Management
8)
Consumer Quality User Experience
68
12.25 INITIATIVE 4.7 - Development of MoHR ICT Strategic
Partnership Program
It is best for MoHR to develop a strategic partnership program to ensure
full depth understanding of MoHR requirements, whilst to ensure
continuity for continuous improvement and also not to loose the skillsets
developed through the implementation stage to be continued for
support, operations, maintenance and further improvements. Therefore,
the following key points shall be considered for MoHR consideration
subject to appropriate Government policies:
1)
To have not more than three (3) Servers product makes but
not limiting to a single product make within five (5) years
period. Rationale are as follows:
•
To maximise operations support familiarities and
continuation skillsets development
•
To maximise spare parts interchange abilities
•
To maximise discount factor on long term support
•
Not limiting to only one product make will allow
competition for better pricing and support values
2)
To limit to not more than three (3) programming language
platforms but to start with one (1) language platform using
Java
and
its
associated
middle
wares
to
ensure
interoperability across the entire framework and ensuring
maximum security throughout the entire system. Overtime,
other technology platform may be considered after
organisation knowledge maturity increases.
3)
There shall not be one (1) single solution suite for the entire
implementation to avoid “being stucked and locked” into
69
specific technology provider. However, not to adopt too
many technology provider solutions to avoid complicated
and costly integration and operations issues.
4)
To adopt \solution from Presentation Tier layer architecture
until Resource Tier Architecture that shall interoperate
seamlessly to avoid integration complication and “siloed”
technology pieces.
13
IMPLEMENTATION ROAD MAP
With a total of twenty-five (25) ICT initiatives to be implemented over
five years period, we have formulated the implementation road map as
illustrated in earlier Timeline in the following diagram where there some
interdependencies and pre-requisites that were put in place. The
implementation road map is structured according to the following
strategies:
1)
Quick Win
2)
Big impacts to Malaysians come first
3)
Prudent and realistic
70
MoHR ISP Five-Year Implementation Road Map
71
14
COST ESTIMATES
The estimated implementation cost for the proposed ICT Programs and
Initiatives are as shown below.
72
The total five-year implementation cost is estimated at RM
51,347,000.00. The said cost estimates yearly distribution is as shown
below.
ISP Implementation Cost Estimates Per Year
The ISP cost estimates by program is as shown in the following diagram.
From the said chart, it can be seen that the highest contribution cost if
from the Program 2 – Improve ICT Capabilities and Capacity, and
followed by Program 1 – Improve Organisation Capabilities & Service
Delivery. Program 3 – Enterprise Wide Optimisation, is the smallest cost
to implement as the said program capitalise the Central Agency
initiatives and the cost is borne by the Central Agency, through MAMPU.
73
ISP Cost Estimates by Programs
74
Diagram below illustrates the cost comparison between the total cost
per year against the key components such as the Human Capital
Transformation
Flagship,
ICT
Infrastructure
and
its
associated
middleware and Software Framework, and the Pre-requisite for Flagship.
Key Component Cost Comparison
75
Information Management Division
MINISTRY OF HUMAN RESOURCES
Level 6, Block D3, Complex D
Federal Government Administration Centre
62502 Putrajaya
Tel: +603 8886 5000
Fax: +603 8890 2381
www.mohr.gov.my
76

MOHR ICT Strategic Plan - Ministry of Human Resources

Transcription

Similar documents

proof

Danmarks Eksportråd

BR-17882A Hemoccult ICT Testing Highly Specific

kertas kerja memohon peruntukan kewangan

ECITI Annual Report 2012/13

the young adult ministry

ICT facilities Student Manual 2009 – 2010

Thanksgiving Blessing - Ferris Hill Baptist Church

Bureau of Meteorology

UN ICT COVER - HotCity Wireless

Newsletter:February10