Talking about the problem orientation of solving the big data sharing of government affairs

At present, with the introduction of national-level buildings according to policy documents, the government big data of local governments are actively exploring their own plans, but they face many problems. Local officials go out to investigate and come back to form no practical plan, and they actively face the revolving beacon. The large and small manufacturers who heard the news did not know how to start operations. In the end, it may be shelved and postponed, or it may be the old way of "emphasizing hardware over software, focusing on construction and neglecting applications", and a low-quality "small integration", Set up a leading group or department, find a place to build the first phase of the project, spend tens of millions of dollars to put rows of cabinets, and respond to the large screen of the superior's demonstration, the broad and large slogan is quite good, but it is very good for professionals. One of the question sheets of the book is full of flaws, and the language is ominous. However, the main focus of the work is to achieve data sharing, and the key to solving such complex and obscure problems is problem orientation.

If the data of grassroots departments is metadata, has information formed in each department?

This is an old question. In fact, it is necessary to understand whether the data of various departments has formed useful information, and what stage is the level of informatization. Grass-roots departments are the most important cornerstones of the top-level design of informatization, but in the current practical work, there are many problems. Each local government spends tens of millions of dollars in informatization construction each year to purchase and invest in the department. For civil engineering projects with stricter scrutiny, the informatization construction from the project establishment to the later stage results inspection of the project is loose. According to experience, the products delivered in the later stage cost tens of millions of dollars, and finally in a 30 or so people. In the unit, there are only more than 5 people who use it, and the service objects cannot be oriented between departments, let alone connected to the Internet to reach the public. In the inspection of government affairs informatization conducted by the local government network information office and the secrecy office over the years, it was concluded that "one goes to the department, the second goes to the computer room, and the server is opened. This one is not used, and the other is not commonly used." I can't really count several large information systems. This is completely incompatible with the statistics of the financial procurement department, and the situation that the leaders went to the department to check and report.

It is much easier to solve the problem after it is discovered. You can learn from the central government’s management experience on government websites. First, it is not allowed to build a government information system below the administrative city. The second is to clean up and rectify the government information system of the city-level department, and the information system that is not in use. All of them will be shut down (you can check the situation when you go to the actual computer room), and if you still use it, you must regularly report the handling of matters, and study the accuracy, efficiency, and completeness of quantitative metadata entry through a number of measures, and the data will form information in the department. basis and consistency.

Who wants data and information between departments, forming a transaction drive?

In order to highlight the correctness and importance of the data of their own departments, and to retain the right to speak of their own departments, most of the government information systems they use are self-built, and the departments that are promoted and guided by the government can only use the leading departments themselves, and others do not. The government affairs big data has become the government's contribution, and the departmental informatization of the independent portal. Most of the departments that have experienced informatization construction are in the same tone and actively open to inter-departments, but they all reiterate the uniqueness and correctness of the source occupying the data field, and are not used to asking for data from other departments to verify the correctness of their own data. Rate. Each county has its own construction, and each department builds its own. Every year, one wave of construction exceeds another wave of construction. Little do they know that the digital city built by the land department focuses on land ownership, but lacks the latest urban planning map; The digital city built by the planning department focuses on the orientation of road buildings, but lacks the cooperation of urban management data; the digital city built by urban management focuses on the maintenance of road public facilities, the monitoring of road occupation and disturbing the people, but lacks the networked supervision system of the Food and Drug Administration.

The question is who wants data and information between departments, who is the driver of the entire transaction, and the source of initiation. The enterprise ERP experience extended in the information system project management in the past tells us that we should focus on the affairs, and only face the affairs. A complete transaction flow can be established. At previous international mathematics exchange conferences, mathematicians will find that their research results have long been achieved, and it will be more effective to switch research ideas. Such open ideas are common in various industries, but among various government departments, the convenience brought by inter-departmental cooperation has not yet been recognized.

What does government data sharing look like in building a service-oriented society?

Government data sharing has always required top-level design. There are ways to organize personnel to study, expand their horizons to conduct research, invite universities and manufacturers to plan local solutions, etc., but there is no substantial and effective progress. From the very beginning of the design, it has not been understood that the top-level service provider is the society, that is, the activities of people in the society. This activity is inquiries and services. It is superficial and front-end, while the inner and back-end is driven by the case of the entire government information system. The overall behavior is similar to online shopping. Activities such as phone reservations for banquets and vehicles, back-office logistics, after-sales supervision, arranging banquets, and dispatching vehicles are all like collaboration between government affairs.

The platform collaboration between departments can only be constructed by the government itself. Intensive services should be considered at the beginning of the construction, and the function cannot be single. There must be an OA similar to email, and there must be a statistical form that supports online editing and summary. Convenient management of personnel permissions settings and other functions.



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