Asif Gill Blogs

Abstract Australian Government Cloud Computing Strategy Direction paper discusses the whole-of-a-government approach to cloud computing adoption and provides the following vision statement. “Agencies may choose cloud-based services where they demonstrate value for money and adequate security”. This article discuses how to put this vision into practice by using The Gill Framework for Adaptive Enterprise Service System Architecture. Introduction The Gill Framework (Gill 2012) provides an adaptive enterprise service system architecture driven approach that can be used to define, operate, manage, support and adapt the Government or G-Cloud environment (see Figure 1). Figure 1: The Gill Framework Version 1.0 (Gill 2012) The Gill Framework has two main layers: inner layer and outer layer. Inner Layers: Enterprise Architecture (Adaptive Enterprise Service System) The inner layer of The Gill Framework presents a whole-of-a-government as a living system

Social architecture is a part of The Gill Framework for Enterprise Service System Adaptation. This blog post defines the concept of social architecture to support the other domain architectures specified in the TOGAF 9.1. "Drawing on the ISO/IEC 42010 architecture definition, a social architecture can be defined as the fundamental concepts or properties of a social system in its environment embodied in its elements, relationships, and in the principles of its design and evolution.  Social architecture refers to social structure, behavior, culture, knowledge and opinions of communities of people (e.g. communities of practice beyond the boundary of a single enterprise) that influence the desired behaviors within/outside the operating environment of an enterprise.   Social architecture is all about “social communities”, which plays an important role in the ongoing smooth operations, improvement, growth and transformation of an enterprise. The failure or success of a change initia

Based on rigorous ongoing research, this article presents the updated version of The Gill Framework for Enterprise Adaptation V0.2 (Copyright Dr. Asif Q. Gill 2012). This framework (Figure 1), while still in development, is a set of key disciplines, practices, artifacts and guidelines to assist enterprises in engineering and managing complex adaptive enterprises. The inner layer presents enterprise-as-a-whole living system of service systems, which is called here the agile super service system. Agile super service system has four elements. Agile Super Service System Defining Operating Managing Integrated Enterprise Library Agile super service system can be “defined” as a complex supply chain network of business entities or agile service systems. Agile super service system, beyond the boundary of a single organisation, operates in a complex local, global, federated, collaborated, centralised or distributed “operating” environment to deliver services to customers. Operati

Abstract:   E nterprise Strategy, Architecture and Project Management are critical when making decisions about the assessment, adoption or de-adoption of emerging technologies for IT-enabled business transformation and agility (e.g. virtualisation, cloud, social media, BPM, mobile). However, the absence of agility and lack of integration between the enterprise strategy, enterprise architecture and project management can lead to slow and inconsistent technology assessment and adoption. The alpha version 2.0 of the integrated Agile Business Transformation framework (see Figure 1), introduced in a three-part article, is an attempt to address this problem and can be used to guide effective technology assessment, adoption and improvement .  Figure 1. Integrated Agile Business Transformation Framework (Copyright Dr. Asif Q. Gill 2012) Introduction Part 1 of this article discussed the agile business transformation and agile enterprise strategy (AES) aspects of this frame

Abstract:  E nterprise Strategy, Architecture and Project Management are critical when making decisions about the assessment, adoption or de-adoption of emerging technologies for IT-enabled business transformation and agility (e.g. virtualisation, cloud, social media, BPM, mobile). However,   the absence of agility and lack of integration between the enterprise strategy, enterprise architecture and project management can lead to slow and inconsistent technology assessment and adoption. The alpha   version 2.0 of the integrated Agile Business Transformation framework (see Figure 1), introduced in a three-part article, is an attempt to address this problem and can be used to guide effective technology assessment, adoption and improvement . Figure 1. Integrated Agile Business Transformation Framework (Copyright Dr. Asif Q. Gill 2012) Introduction This framework builds on the well-known agility and CAS (Complex Adaptive Systems) theories, and valuable work done in industry to-d

Information management is one of the most important “Business Capabilities” of government emergency agencies (EA) in preventing, preparing for, responding to and recovering from disasters . EA have shown a significant interest in the use of cloud-based social media such as Twitter and Facebook for crowd-sourcing, managing and distribution of disaster related information. The effective management of crowd sourced information (via social media) is all about being proactive in recognising and addressing the “Crowd-Sourced Information Management Challenges” before they turn into problems. This article presents a template based tool “ Crowd Sourced Information Management Challenges’ Assessment Matrix ”. This assessment tool can be useful for government agencies in assessing crowd-sourced information management challenges and developing a proactive strategy for the use of social media for crowd-sourcing, managing and distribution of disaster related information . Major Categories