Taipei City Government

Enterprise Architecture
A Case Study from
The Open Group India Awards 2022 Submission by
Taipei City Government
May 2023
Taipei City Government Enterprise Architecture

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Taipei City Government Enterprise Architecture

Document No.: Y235

Published by The Open Group, May 2023.

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The Open Group, Apex Plaza, Forbury Road, Reading, Berkshire, RG1 1AX, United Kingdom,
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Taipei City Government Enterprise Architecture

Table of Contents
Foreword .................................................................................. 4

Executive Summary................................................................... 5

Case Study: Taipei City Government Enterprise Architecture .... 6

Introduction ..................................................................................................... 6
Problem Statement .......................................................................................... 6
Approaches Considered and Selected.............................................................. 7
Preparation ...................................................................................................... 7
Solution Architecture and Implementation Plan.............................................. 8
Risks and Mitigation Strategies ..................................................................... 13
Applicability .................................................................................................. 14

Referenced Documents ............................................................ 18

Acknowledgements .................................................................. 19

About the Authors ................................................................... 20

About The Open Group ........................................................... 22

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Taipei City Government Enterprise Architecture

Boundaryless Information Flow

achieved through global interoperability
in a secure, reliable, and timely manner

Foreword
Countries and organizations are moving towards open standards. These have a highly
significant role in enabling global collaboration, international exchange of products
and services, strengthening regulatory requirements, realizing interoperability,
facilitating market competition, channeling organization efforts towards
differentiated services based on innovation by standardizing the foundational aspects,
and minimizing vendor lock-in resulting from proprietary solutions.

Since launching in 2017, The Open Group India Awards recognized organizations
and teams in the South Asia, Middle East, and African region that have reached the
pinnacle of achievement in applying our standards, open-source software, and best
practices in Enterprise Architecture, IT management, cybersecurity, and Digital
Transformation. The central essence of the awards is aptly captured by the four Ds:
Digital Innovation, Delivery Reliability, Data-Driven, and Dynamic Workforce.1

This case study is derived from the submission made by the Taipei City Government
to the India Awards 2022. The India Awards provide a platform for organizations to
demonstrate their experience in the adoption of the open standards developed by The
Open Group. This document details the state’s journey to Digital Transformation
using the TOGAF® Standard [C220]. The aim is to impart practical wisdom and
understand how open standards are put into practice in various contexts.

1
Courtesy of: MERALCO, Philippines

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Taipei City Government Enterprise Architecture

Executive Summary
This document describes the experience of the Taipei City Government introducing
Enterprise Architecture as a strategic management technique to help with the
planning, development, and deployment of digital services supporting smart city
initiatives.

This document will focus on:

• The history of the development of Enterprise Architecture practice in the
Taipei City Government
• The vision for incorporating Enterprise Architecture as a foundational
component in governing and coordinating application systems and
technology platforms
• The framework was developed and implemented to support Enterprise
Architecture across business units, and the initial training and review
processes developed to ensure success

Cities are dynamic entities, and, as enterprises, they are volatile, uncertain, complex,
and ambiguous. Taipei is a large city that is ever-changing; it displays complexity
pertaining to both size and change. In this context, this case study demonstrates how
an architectural approach has helped Taipei to achieve greater synergy between
departments, interoperability through better information exchange, and more efficient
digital services, all aligned to the vision of Boundaryless Information Flow™.

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Taipei City Government Enterprise Architecture

Case Study: Taipei City Government Enterprise Architecture

Introduction
In 2021, the Department of Information Technology (DoIT) of the Taipei City Government embarked on
their adoption of Enterprise Architecture to support the Taipei Smart City plan. The Taipei City Government
had developed an action plan for Digital Transformation to realize the Taipei Smart City, which included
eight items for digital infrastructure, nine items for digital talent cultivation, 12 items for zero-contact
services, and other items for industry transformation and housing development. In addition to the continuous
innovation of civic services, the Taipei City Government has adopted a strategy of “from the inside out, from
the public to the private”, supported through the creation of digital infrastructure. Taipei will promote Digital
Transformation and cooperate with private enterprises and departments to create innovative services that
meet the needs of citizens and improve the effectiveness of municipal services.

The Taipei City Government was the first government/organization to introduce Enterprise Architecture in
Taiwan. The pilot research undertaken prior to this introduction was a holistic check of Taipei City’s e-
readiness and Enterprise Architecture maturity and, simultaneously, the most widespread promotion of
Enterprise Architecture education and training and Enterprise Architecture concept to its agencies; the
valuable results obtained will tremendously assist the future promotion and evolution of Enterprise
Architecture in Taipei.

Problem Statement
The Taipei City Government’s drive for Digital Transformation was supported by their urge to turn around
situations which developed during the pandemic. The pandemic created new demands for contactless digital
channels including:

• Cashless payments

• Remote work

• Smart online education

• Online entertainment and shopping

The Taipei City Government’s response and mission was “No crisis should go to waste”. The government
realized they did not know the market better than the industry itself, and that what they could do was to build
a digital services platform. The adoption of Enterprise Architecture was positioned to help agencies to
eliminate waste and duplication, increase shared services, close performance gaps, and promote engagement
among government, industry, and citizens to deliver effective digital services.

The Taipei City Government has a huge organization structure, composed of more than 100 departments and
divisions each with their own information management office. The current information services were
developed based on the visions and goals of these individual information management offices, making it
difficult to integrate various information services and upgrade them into the truly digital services needed for
Taipei Smart City without some common Enterprise Architecture.

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Taipei City Government Enterprise Architecture

Approaches Considered and Selected

The development of the Enterprise Architecture practice involved the numerous stakeholders in the digital
ecosystem including the mayor, senior government officials, business owners, existing system owners,
commercial vendors building and/or maintaining software solutions, recruiting companies providing
resources to the city, and citizens.

The Taipei City Government have developed their Government Enterprise Architecture Framework (GEAF)
by innovatively combining the TOGAF® Standard [C220] and the U.S. Federal Enterprise Architecture
Framework (FEAF).2 They have initiated an Enterprise Architecture practice to unify application strategy,
budget review, performance indicators, and other aspects of the Digital Transformation of the whole
province, providing a comprehensive vision to improve IT governance which can serve as a global model for
smart cities.

Given the broad nature of the change, a centralized team was developed to initiate the architecture practice,
which focused on:

• Designing an architecture elicitation questionnaire to help colleagues outside of the DoIT complete the
architecture artifacts in the framework for existing systems

• Develop and maintain the inventory of the existing systems and new digital services

• Develop Enterprise Architecture instruction courses

• Developing a review process and common repository for the artifacts produced

The reasoning behind developing their own Enterprise Architecture framework was to develop a Minimal
Viable Enterprise Architecture [Sadler 2019], a key subset of the TOGAF Standard, providing the
opportunity to implement it quickly throughout the entire organization.

The core Enterprise Architecture team members were recruited based on their knowledge, skill, and attitude
and were encouraged to obtain Enterprise Architecture certifications.

Preparation
The motivation architecture of this Enterprise Architecture project began with the concerns of key
stakeholders, which were investigated by a questionnaire survey and field interviews in 2018. Taipei City
Government DoIT defined issues and explored solutions to form the architecture requirements needed for
success. The following activities were considered as part of the preparations:

• Building up the fundamental knowledge and technical abilities of Taipei Government Enterprise Architecture
(GEA)
— Basic training of the chiefs of core departments
— Professional training of planning and controlling personnel

2
Refer to: fea_v2.pdf (archives.gov)

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Taipei City Government Enterprise Architecture

• Establishing a work circle of Taipei GEA Project Management Offices (PMOs)

— Establishing a specific consultant committee (including chiefs of core departments and external
experts)
— Developing governance documents of Taipei GEA
— Developing common system planning documents
— Developing core system planning documents
— Making an inventory of the existing systems
— Drafting standard regulations on the deliverables of outsourced projects

• Planning Taipei GEA management system

— Planning document modeling software
— Planning document management platform

• Setting benchmark cases in the agencies

— Establishing Agency Enterprise Architecture PMOs
— Constructing an Association of Enterprise Architects (AEA) planning and management system
— Developing architecture planning documents

Throughout this Enterprise Architecture project, Taipei City kept the architecture requirements in the context
of the architecture visions and goals of the initiatives proposed for Taipei Smart City; limiting the completion
and reviews of artifacts to the motivation architecture.

Solution Architecture and Implementation Plan

In 2018, the Enterprise Architecture group was established to take stock of the processes and systems of
information governance, and to introduce the concept of Enterprise Architecture into a new framework for
reshaping IT governance. The simultaneous implementation of the functional planning, education and
training of leaders, the addition of planning and operating check points, the introduction of tools and
methodologies, and the improvement of various processes enabled the municipal government to officially
launch 2022 as the “First Year of Architecture” in promoting Digital Transformation, which was the starting
point and the beginning of transition toward Enterprise Architecture.

As shown in Figure 1, the initial Enterprise Architecture implementation is referred to as the Taipei GEAF
Mini Set, which includes six types of architecture views and three types of matrix tables including:

• ArchiMate® Core Framework Diagrams (ACFDs) [C197]

• Use-Case Diagrams (UCDs)

• Business Process Model and Notation™ (BPMN™) Diagrams

• Entity Relationship Diagrams (ERDs)

• Application Communication Diagrams (ACDs)

• Network Security Diagrams (NSDs)

• RACI (Responsible, Accountable, Consulted, and Informed) Matrix

• Service/Task Matrix

• Data/Task Matrix

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Taipei City Government Enterprise Architecture

Network Application
Service/Task
Security Communication
Matrix
Diagrams (NSD) Diagrams (ACD)

ArchiMate Business
ArchiMate Core Process Model
Use-Case
Framework and Notation
Diagrams
Diagrams (BPMN)
(UCD)
(ACFD) Diagrams

Entity
RACI Data/Task
Relationship
Matrix Matrix
Diagrams (ERD)

Figure 1: Taipei GEAF Mini Set Nine Square Grid Frame Diagram

The ArchiMate core diagram is the anchor and context for the other GEAF views and matrices. It defines and
relates all aspects of the architecture:

• Business users/organizations

• Business services

• Business processes

• Application services

• Application components

• Application interfaces

• Technology services

• Technology/system software

• Technology devices

Taipei City had informal catalogs of these entities prior to the adoption of the Enterprise Architecture
framework. As a matter of fact, the core 20 applications on the system list were prioritized to be the first to

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Taipei City Government Enterprise Architecture

adopt the Enterprise Architecture framework. The GEAF both validates these inventories/catalogs and makes
them, and the relationships between them, visible across the organization. Prior to implementing the
framework, the detailed catalogs and the relationships/dependencies were well known by the people building
the systems, but others maintaining the systems may not have the same level of knowledge. The GEAF
facilitates the documenting and sharing of system, process, information, and technology-comprising solutions
in a consistent approach.

Figure 2: Taipei GEAF Mini Set for Citizen Service Platform

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Taipei City Government Enterprise Architecture

Figure 3: ArchiMate Core Framework Diagram

Surrounding this Enterprise Architecture framework was a larger group of tool sets organizing to align
architecture with business vision and strategy and required business capabilities including project
management, system development, and platform engineering. Catalogs of the processes, organization,
technology/systems, and information are maintained in the Architecture Repository and/or system repository.

Figure 4: Taipei GEAF and Toolsets [Source: Taipei Smart City Project]

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Taipei City Government Enterprise Architecture

In June of 2022, the Taipei GEAF website 3 was launched to promote the Enterprise Architecture initiative,
describe the GEAF Mini Set, and to launch some education on Enterprise Architecture and the process via
online videos.4

The plan was to document the existing 42 legacy systems to develop the architecture base. The same
Enterprise Architecture framework will be used to develop the proposed Smart City initiatives, extending the
core framework with various kinds of Enterprise Architecture representations, such as texts, schematic
diagrams, voices, images, dynamics, tables, matrices, and so forth, leveraging the TOGAF ADM.

The core team architects were paired up with the business unit implementing a digital initiative work
package, providing the required Enterprise Architecture knowledge, and supporting the business owner.

The Taipei City Government can link with central agencies following Taipei GEA, which will facilitate
smooth administrative operations between central and local governments.

Enterprise Architecture was positioned to govern and coordinate the projects that would implement/evolve
application systems and technology platforms. Ultimately, by using both a top-down planning and bottom-up
implementation approach following the Enterprise Architecture, the Taipei City Government hopes to initiate
a blueprint-driven Digital Transformation of the city and its services.

Figure 5: Blueprint-Driven Digital Transformation

3
Refer to: GEAF Taipei Government Enterprise Architecture Framework.
4
Refer to: GEAF Taipei Government Enterprise Architecture Framework – Instructional Video Zone.

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Taipei City Government Enterprise Architecture

Risks and Mitigation Strategies

An initial risk was that few or no architecture practices were in place in the IT department, which was
mitigated by:

• Hiring graduate students with a knowledge of Enterprise Architecture practices as the core Enterprise
Architecture team

• Focusing the core Enterprise Architecture team on developing and implementing the framework and a
learning plan for IT leadership

• Inventorying existing systems and gathering and centrally reviewing architecture artifacts for each system,
including the inventory (catalog) of system-to-system interfaces

• Pairing core Enterprise Architecture team members with the business owner for each digital service work
package

The ongoing risk of sporadic adoption was mitigated through developing templates for every Enterprise
Architecture artifact to include:

1. A questionnaire to elicit the required information.

2. A step-by-step guide to produce the Enterprise Architecture artifact in the selected tool, using the answers
from the questionnaire.

Figure 6: Collect Data – Foreign Cases / Questionnaire / Field Interview

Governance is provided by a centralized review process, which allows touchpoints for education and the
evolution of Enterprise Architecture practice. The Taipei City Government intends to use Agile
methodologies so that the Enterprise Architecture artifacts will be reviewed frequently with each project
team, located in different areas, using a combination of online or face-to-face meetings.

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Taipei City Government Enterprise Architecture

The re-use of artifacts and integration between projects/activities is facilitated by storing artifacts in a
common repository.

Applicability
Based on the Taipei City Government’s experiences of introducing Enterprise Architecture, this Enterprise
Architecture framework and principles can be adapted for other counties and cities. Laws or policies relating
to GEA can be gradually formulated, issued, and executed to support the introduction of Enterprise
Architecture practices in central and local governments, so the effects of cross-agency integration can be
achieved in the future. Enterprise Architecture methodologies can match business flow with information flow
to raise the percentage of automatic business processes. After conducting the integration of enterprise
lifecycle management based on Enterprise Architecture, and reviewing business items, core businesses can be
greatly reduced, and labor costs can be further decreased.

The Taipei GEAF Mini Set has allowed them to guide service delivery by providing sufficient motivation
architecture to initiate Digital Transformation projects aligned with the strategic goals of Taipei Smart City.
The detailed architecture provides guidance for implementation, optimizes resource utilization by eliminating
waste and duplication, and helps to keep projects focused on their specific outcomes, and, thus, on track and
on budget. The Architecture Repository provides the authoritative reference whereby subsequent projects can
leverage previous work.

The Taipei City Government added the UML® sequence diagram (see Figure 7) into the mix, as they found
that the application communication diagrams described the static structures between components, but not the
dynamic nature of application events and processes required by software engineers and development teams to
describe and implement modern solutions.

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Taipei City Government Enterprise Architecture

Figure 7: UML Sequence Diagram Showing Dynamic Interactions

60 implementation strategies for digital services have been produced using the motivation architecture
principles. The digital service cases derived from the action plan include:

• Eight items for digital infrastructure

• 22 items for industrial transformation counseling

• Nine items for digital talent cultivation

• Nine items for housing economy development

• 12 items for zero contact services

15 of the 42 digital service systems managed by the IT department have been inventoried using the GEAF
Mini Set and the rest will be completed by the end of the year.

The IT department has investigated 30 important business events and organized the related business
processes by means of BPMN. By December 2022, all business events and related processes were reviewed.

The Taipei City Government has investigated 1,400 business events of citizen services and organized the
related business processes using BPMN. By December 2022, over 120 reviews of business events were

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Taipei City Government Enterprise Architecture

conducted from the Standard Operation Procedures (SOP) for reference models that will help the agencies
responsible to finish organizing all the work by the end of this year.

The core Enterprise Architecture team believes the Taipei GEA will thrive gradually under their leadership
because its promotion and implementation has strongly attracted the attention of many officials. While there
has been no formal assessment done yet to assess the Enterprise Architecture maturity or to evaluate the
progress made with metrics, Taipei City believes that they have moved from the Managed level to the
Defined level on the Capability Maturity Model Integration scale,5 as the GEAF has become the standard
process and projects are now tailoring their work and deliverables to comply with the framework instead of
developing and following their own framework/processes.

According to the Taipei City Government and the Enterprise Architecture framework, developing an e-RAM
survey for government e-readiness and government e-maturity will include conducting in-depth interviews
and field surveys as qualitative methods to verify and confirm the statistics and analysis of the e-RAM
survey.

Figure 8: e-RAM (Agency e-Readiness and Maturity Survey)

5
Refer to: CMMI Institutehttps://www.fujitsu.com/global/vision/.

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Taipei City Government Enterprise Architecture

These surveys and the Taipei GEAF can evolve to support a wider digital ecosystem for Taipei City
including:

• Citizen participation

• Public-private partnerships

• County and municipal governments

• Central government systems

This ecosystem will support a more livable and sustainable smart Taipei City.

Figure 9: Smart Taipei Ecosystem Framework

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Taipei City Government Enterprise Architecture

Referenced Documents
(Please note that the links below are good at the time of writing but cannot be guaranteed for the future.)

C197 ArchiMate® 3.1 Specification, a standard of The Open Group (C197), November 2019,
published by The Open Group; refer to: www.opengroup.org/library/c197

C220 The TOGAF® Standard, 10th Edition, a standard of The Open Group (C220), April 2022,
published by The Open Group; refer to: www.opengroup.org/library/c220

Sadler 2019 Minimum Viable Enterprise Architecture, by Jeremy Sadler, January 2019, published by Intron
Pty Limited; refer to: https://www.linkedin.com/pulse/minimum-viable-enterprise-architecture-
jeremy-sadler/

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Taipei City Government Enterprise Architecture

Acknowledgements
The Open Group gratefully acknowledges the authors of this Case Study:

• Dr. Meng-Chyi Harn, EA Director of Taipei Digital Innovation Office, DoIT, Taipei City Government

• Boitumelo Molete, Senior Manager, Enterprise Architecture, University of Witwatersrand (Wits)

• Don Clysdale, Chief Technical Architect, Federal Government, Fujitsu Consulting (Canada), Inc.

The Open Group gratefully acknowledges the contribution of the following key members of the Enterprise
Architecture team of the Taipei Smart City Project:

• Dr. Hsin-Ke Lu, Commissioner, Department of Information Technology (DoIT), Taipei City Government,
and creator of Taipei GEAF

• Yu-Hsin Wu, Enterprise Architect, Taipei City Government

• Shin-Ru Chen, Enterprise Architect, Taipei City Government

• Chieh-ni Harn, Enterprise Architect, Taipei City Government

The Open Group also gratefully acknowledges the contribution of the following in the development of this
Case Study:

• Sundar Ramanathan, CC and C Solutions

• Vidyasagar Uddagiri, Tata Consultancy Services

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Taipei City Government Enterprise Architecture

About the Authors

Dr. Meng-Chyi Harn

Dr. Meng-Chyi Harn is currently the EA Director of the Taipei Digital Innovation Office (DoIT), Taipei City
Government. He joined the EA Group to help agencies plan and realize the IT projects of Taipei Smart City
using a viable EA method, Taipei GEAF, created by the Commissioner of DoIT, Dr. Hsin-ke (Simon) Lu.

He has engaged in the study and education of Information Technology and Management for 35 years, since
1986. After receiving a PhD in Computer Science at the Naval Postgraduate School, USA, in 1999, he
worked in the Graduate School of National Defense Information, the National Defense Management College,
National Defense University, ROC. His research interests include architecture theory, SBC architecture,
DoDAF, the TOGAF Standard, C4ISR systems, software evolution, formal methods, and network-centric
applications.

In 2004, he retired from the military system and continued his career as Associate Professor in the
Department of Information Technology and the General Director in both the computer center and the C4ISR
research center at the Takming University of Science and Technology (TMUST) in Taipei. As Dean of
College of Informatics at TMUST, he participated in and hosted The Open Group Taipei 2011 in Taiwan.

After that, he was the main planner and instructor, training the senior leaders of national science and
technology R&D programs as EA Chief Architects at Industrial Technology Research Institute (ITRI); in
seven years, about 170 EA Chief Architects have been born by his hand. In the meantime, he successfully
achieved several EA and DoDAF projects from the government. He wrote down some lessons learned and
published an important book: Enterprise Architecture Guidance: Blue Ocean Layout and Practice Strategy
which is based on the Structure-Behavior Coalescence (SBC), TOGAF Standard, and Semantic Networks via
ArchiMate (SNA), invented by him in 2015.

Currently, he is the Honorary Chairman of Association of Chinese Enterprise Architects, a|CEA, and the
Deputy Chairman of Association of Enterprise Architects, Taiwan Chapter (a|EA Taiwan Chapter).

Boitumelo Molete

Boitumelo is Senior Manager Enterprise Architecture in the University, working in the Enterprise
Architecture Unit. Boitumelo joined the University in 2017 to set up an EA unit for the University. EA
provides architectural guidelines, standards, and enterprise-wide strategic leadership for Information Systems
and Information Technology Strategy. The EA unit also defines and manages the architecture processes and
governance structures to assure sustainability and realize long term business benefits. Before joining Wits,
Boitumelo worked as Senior Advisor Business Architect at ESKOM Holdings SOC Ltd, South Africa’s
primary electricity supplier

Boitumelo has also served in the Agile Enterprise Architecture Working Group of the Architecture Forum
and is currently serving in The Open Group Government EA Work Group.

Don Clysdale

Don, a Fujitsu Distinguished Engineer, is working on modernization and transformation projects for the
Government of Canada, including the implementation of commercial off-the-shelf products and cloud
hosting.

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Taipei City Government Enterprise Architecture

Don has worked in some of the largest Canadian federal government departments, agencies, and crown
corporations as Technical Lead, Integration Architect, and/or Data Architect for implementation and
integration of large solutions. His recent focus has been architecting the building blocks for information
sharing and processing using microservices, opensource schemas, and technology platforms.

Don has developed computer simulations of large-scale systems and applied optimization and statistical
analyses to work force, workload, and workflow problems. Leveraging address and demographic data with
GIS technology, he has improved client data processes and implemented value-added services.

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Taipei City Government Enterprise Architecture

About The Open Group

The Open Group is a global consortium that enables the achievement of business objectives through
technology standards. Our diverse membership of more than 900 organizations includes customers, systems
and solutions suppliers, tool vendors, integrators, academics, and consultants across multiple industries .

The mission of The Open Group is to drive the creation of Boundaryless Information Flow™ achieved by:

• Working with customers to capture, understand, and address current and emerging requirements, establish
policies, and share best practices

• Working with suppliers, consortia, and standards bodies to develop consensus and facilitate interoperability,
to evolve and integrate specifications and open source technologies

• Offering a comprehensive set of services to enhance the operational efficiency of consortia

• Developing and operating the industry’s premier certification service and encouraging procurement of
certified products

Further information on The Open Group is available at www.opengroup.org.

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