Open Data is the concept that data should be available for use and distribution by anyone. In many cases an open data model enables speed and flexibility within the devops community. That speed is then passed along to other organizational areas, allowing government IT to move at the speed required by today’s business world. However, choosing to embrace open data and the choice it offers can be perplexing. Incorporating an API Management system to manage, protect and monitor data exchange is the best path for agency IT leaders to embark on in order to alleviate concerns over open data.
Data consolidation, an inherent aspect of agency modernization efforts, is an even more viable option for agencies as cloud and super computing take IT to levels barely imaginable 30 years ago.
Government IT has been humming with valiant efforts to embrace modernization in order to increase efficiency and improve upon fulfilling agency mission. Yet, without a well-organized and transparent IT portfolio and a focus on Enterprise Architecture (EA), missions run the risk of falling flat with innovation puttering out as transformation efforts get lost in the noise.
The Internet of Things (IoT) and what it really means to modernization in government has change agents a flutter with theories and suppositions. According to a recent post “IoT: The Internet of Things” featured on Reality Check, “the Internet of Things is changing the world; as sensors are embedded into an increasing number of devices…”
The topic of IT portfolio management as an essential component to an agency’s ability to meet agency mission while mitigating costs, came up frequently in the presentations delivered at Digital Government Institute’s (DGI) Enterprise Architecture conference in late April. As a follow on, DGI is now hosting a webinar on June 23rd focused on EA and IT Portfolio Management, titled, “Fueling Transformational Success through IT Portfolio Management & Enterprise Architecture.
Government agencies are investing heavily in learning about how to become more agile and efficient in order to mitigate business costs while continuing to deliver on the mission. Although many agency leaders have focused on technology, agency leaders who are true change agents, understand that technology forms only part of the equation and know that people and processes are integral to success.
There’s a perception by some inside the Beltway that you can’t achieve true IT innovation in government agencies, and there’s a great deal of pressure on agency leaders to adopt a “private sector mindset.” Despite these assumptions, there are many leaders within government IT who have taken it upon themselves to be the trendsetters- to be the change agents. While some may tout government IT innovation as an oxymoron, many of these innovators have sought to define modernization and agility by implementing cutting edge programs and adopting technologies before the masses.