Ver4.

NeGPGuidelinesforOperationalModelfor
implementationof
MissionModeProjectsbytheLine
Ministries/StateDepartments

Ver4.2

TableofContents
Preamble.....................................................................................................................................................3
NeGPGuidelinesforOperationalModel...................................................................................................5
Stage0............................................................................................................................................6
StageI.............................................................................................................................................7
StageII:.........................................................................................................................................12
StageIII:........................................................................................................................................13
StageIV:........................................................................................................................................14
StageV:.........................................................................................................................................17
AnnexureA...............................................................................................................................................20
AnnexureB................................................................................................................................................21
AnnexureC................................................................................................................................................22
StateeGovernanceMissionTeam(SeMT)....................................................................................22
StateProjecteGovernanceMissionTeam(StatePeMT)...............................................................23

Ver4.2

Preamble
1. Over the past decade or so, there have been islands of eGovernance initiatives in the
countryattheNational,State,districtandevenblocklevel.Someofthemhavebeenhighly
successfulandarereadyforreplicationacrossotherStates.Experiencesfromsuccessesas
well as the failures of the various initiatives played an important role in shaping the e
governancestrategyofthecountry.Therewasafeltneedfortakingaholisticviewtowards
theentireeGovernanceinitiativeacrossthecountry.Increasingly,itwasperceivedthatif
eGovernance was to be speeded up across the various arms of government at the
national, state and local government level, a programme approach would need to be
adopted,whichmustbeguidedbyacommonvision,strategyandapproachtoobjectives.
Thisapproachwouldhavetheaddedadvantageofenablinghugesavingsincost,interms
ofsharingthecoreandsupport infrastructure, enable interoperabilitythroughstandards
etc, which would result in the citizen having a seamless view of Government. With this
background,theNationaleGovernancePlan(NeGP)wasformulatedbytheGovernment,
for implementation across the country.The National eGovernance Plan (NeGP),
comprisingofMissionModeProjects(MMPs)atCentral,IntegratedandStatelevelsalong
with 8 supporting components was approved on May 18, 2006. This is in line with the
Common Minimum Programme (CMP) of the Government of India and has following
Vision:
MakeallGovernmentservicesaccessibletothecommonmaninhislocality,through
commonservicedeliveryoutletsandensureefficiency,transparency&reliabilityofsuch
servicesataffordablecoststorealisethebasicneedsofthecommonman.
2. NeGPhasmadesubstantialprogressintermsofcreatingofeinfrastructure;howeverthe
progress in the implementation of the Programme especially with respect to the State
MMPshasbeenslow.ThedesignandimplementationofMissionModeProjects(MMPs)is
a complex exercise under thefederal structurewhich involves formulation of core scope
andprojectplanwithnecessarycommonaltiesattheCentralLineMinistry whileallowing
adequatescopeforinterplayoflocalvariations,rules,proceduresandimplementationat
theStatedepartmentlevel.Someofthekeyissuesthatneedtobeaddressedare:

ClearRolesandResponsibilities
3

Ver4.2

Authorizationenablement

ImplementationStructure

3. The issues have been discussed at various levels in the Department of IT, which is the
NodalDepartmentservicingtheApexCommittee,andisentrustedwiththeworkofoverall
coordinationandmonitoringoftheimplementationofNationaleGovernancePlan.Based
on the consultation with various Central Line Ministries, select States and also National
Informatics Centre which has so far played an important role in developing various e
Governance applications, both in the States and in various Central Line Ministries and
Departments the following guidelines have been worked out to bring clarity so that
transition and the implementation process is smooth, fast and transparent. These
GuidelinesareissuedbytheDepartmentofITasanoverallframeworkfortheOperational
ModeltosupporttheLineMinistries/StateDepartmentsforvariousactivitiesandoptions
relevanttosuccessfulimplementationoftheMMPs,rightfromprojectconceptualization
stagetocompleterolloutand subsequentoperations&maintenance(O&M)phase. The
Governance Structure detailed in these Guidelines will also enable the Line
Ministry/DepartmentinretainingStrategicControl1ofoutsourcedeGovernmentprojects
withintheLineMinistry/Department.
4. Scope
VariousactivitystagesincorporatedintheseGuidelinesdescribetheprocessprimarily
fortheStatelevelMMPsstartingfromtheeGovOpportunityidentification,Programme
Initiation, Project Conceptualization at the Central Line Ministry, till the their
Implementation and rollout at the State level. Major roles, responsibilities and
deliverablesofvariousstakeholdersandagenciesalongwithoptionsatdifferentstagesare
also described. The main focus of these Guidelines is primarily on the State MMPs but
thesearealsoapplicabletotheCentral/IntegratedMMPs.

1
GuidelinesforStrategicControlinoutsourcedprojectisavailableat
http://mit.gov.in/content/templatesguidelines

Ver4.2

NeGPGuidelinesforOperationalModel
ThelifecycleofeGovernmentprojectsconsistsofmultiplestagesstartingfromidentification
oftheopportunityattheCentralMinistry/Departmenttotheimplementationandrolloutatthe
LineMinistry/Department/State.

Ver4.2

Stage0

OpportunityIdentificationandProgrammeInitiationatCentralLineMinistry

1. BasicStructure

It is necessary to create a proper Programme governance structure for opportunity

identification,conceptualizationandimplementationofMMPsinlinewithNeGPobjectives.At
the time of Programme initiation, it is felt that there will be a need to establish a two tier
ProgrammegovernancestructureattheCentralLineMinistrywiththeConstituentsandroles
asgivenbelow:

Constituents
Roles
Empowered
Committee(EC)

a.
Addl.Secretary(ifany) b.
c.
JS/AS&FA
d.
ConcernedJS

HODs

DITRepresentative

NICRepresentative

Anyotherasdeemed
fitbytheSecretary

ProgrammeSteering
Committee(PSC)

Secretary

Overallguidance
DecisionsonPolicymatters
Approvaloftheprojects
Approvalofalldeliverables
byvariousagencies/groups
e. Financialpowers2

a. OpportunityIdentification
b. Conceptualizationofthe
project
AllJointSecretaries
c. InitialdesignofSchemewith
HODs
benefitsandtimelines
34Representativesof
d. ProjectConceptNote
StateGovernment

DITRepresentative

NICRepresentative

Anyotherasdeemed
fitbytheSecretary

Secretary/Addl.
Secretary

2
NecessaryfinancialdelegationtobeapprovedbytheCabinetasapartofoverallschemeapproval

Ver4.2

2. ExplanatorynoteonStructure
2.1EmpoweredCommittee(EC),withSecretaryoftheLineMinistryasitsChairman,shallbe
responsibleforoverallguidance,fordecidingpolicylevelmattersandtoactasfinalbody
forapprovingalldeliverablesrelatingtotheProgramme.
2.2 The Programme Steering Committee (PSC) shall primarily be responsible of identifying
opportunities for improvement, conceptualizing schemes and having them approved by
ECtobetakenupasaProjectwithintheframeworkofNeGP.
3. DeliverableofStage0:ConceptNoteonnewProject

StageI
ProjectInitiationandConceptualizationatCentralLineMinistry

1. BasicStructure
AftertheformalapprovaloftheEContheconceptofaProject,aCentralProjecteMission
Team(CPeMT)willbeneededtobeestablishedattheCentralLineMinistrytoinitiatefurther
activities with respect to design and development of the Project Scheme. CPeMT shall be
constitutedandshallhavetherolesasgivenbelow:

CentralProjecte
MissionTeam
(CPeMT).

Constituents
ConcernedJoint
Secretary(Mission
TeamLeader)
Dedicatedfulltime
Dir/DS/HOD
Internaldomain
specialists(fulltime)
Internalfinance
representative
InternalTechnical
persons(dedicated
fulltime)
Fulltime
representativesfrom
DITandNIC
Anyotherasdeemed

Roles
a. Overallresponsibilityof
projectdesignand
development
b. Workoutdetailsofthe
Scheme/DPRalongwith
financialimplications
c. Obtainapprovalsfrom
componentauthority,under
guidanceofEC,forScheme
implementation
d. TransformationandBPR
e. ServeassecretariatforEC
f. AppointTechnicalAgency,
ExternalConsultant,empanel
development/Implementing
AgencyforStates
g. Milestonesbasedinputs&

Ver4.2

fitbytheProject
MissionLeader

approvalstoexternal
agencies
h. Supportandguidanceto
States
i. ExerciseStrategicControl
j. Ongoingsupportand
upgrades

2. ExplanatorynoteonStructure

2.1 Central Project eMissionTeam (CPeMT)should normally be headed by a senior domain

representative from the Line Ministry as the Project Mission Leader. CPeMT will have
memberswithdomain/processexpertiseandtechnicalknowledgefromtheLineMinistry,
representativeleadStates,andNIC/DIT.Followingoptionsmaybeexercisedforcreating
CPeMTstructurewithinthegovernment:
a) LineMinistrymayidentifytechnicalresourceswithintheministrywithadequateskills
andputthemonfulltimebasisasapartofCPeMTformanagingvariousstagesofthe
project.
b) LineMinistrymayalsorecruitagainstexistingpostsorbycreatingadditionalpostsat
appropriate levels or by hiring professionals on long term contracts (3 to 5 years).
AssistanceofDIToritsnominatedbodycouldbetakenbytheLineMinistryforhiring
professionalsfromthemarket.
c) LineMinistrymaytaketechnicalresourcesfromNIC.IfrequiredMinistrymaytransfer
the existing/created posts for this purpose to NIC to facilitate hiring additional
resourcesbyNICfortheMinistry.
Based on the experience from past and ongoing eGovernance projects, it is strongly
recommended to form a Dedicated Project Team to support the CPeMT in the
implementationoftheprojects.ThedetailsoftheDedicatedProjectTeam3arecoveredina
separatedocument.
2.2Basedontherequirementsadditionalmembersshallalsobeassignedprogressively,onfull
time basis, to the extent feasible. The continuity of the key members should be
maintainedallthroughthecompletelifecycleoftheproject.Incaserequiredtoensure
this, additional posts should be created. Domain representatives from the lead States
(representing all the zones) shall provide State level inputs and feedback. CPeMT will

3
TheGuidelineforSettingupaDedicatedProjectTeamisavailableat
http://mit.gov.in/content/templatesguidelines

Ver4.2

provide overall project leadership and take full ownership of the project design,
development including transformation, Change Management and BPR at the core level,
ongoingsupport,upgradesandshallprovidenecessaryguidanceandsupporttotheState
teamsforimplementationandrollout.
2.3 CPeMT will be responsible to coordinate with the Empowered Committee (EC) and shall
alsoserveassecretariatforECforthepurposeofthisProject.

Empowered
Committee (EC)
CPeMT /SPeMT to oversee
Strategic Control

Central / State Project e-Mission

Team (CPeMT / SPeMT)

Central /State Technical Team Project Advisory Committee Other Relevant Groups

(Dedicated

Project

Team)

Outsourced
Implementing Agency (IA)

3. SupportStructure

3.1To effectively managevariousactivitiesofprojectdevelopment andimplementation it is

stronglydesirabletohaveaDedicatedProjectTeamwiththefollowingsubgroupsunder
CPeMT:
a) ProjectManagementGroup(PMG)
b) CentralTechnicalTeam(CTT)
c) ProcessesandChangeManagementAdvisoryCommittee(PAC).
TheDedicatedProjectTeamcouldbeapartoftheCPeMTforsmallerprojectorcould
beconstitutedintheformofaSPVforaverylargeprojectsbasedontherequirementsof
the respective Department. Typical constitution and key responsibilities of the above
mentionedgroupsshallbeasfollows:

Ver4.2

Constituents

Project
Management
Group(PMG)

CentralTechnical
Team(CTT)

Roles

a. Vettingdeliverablesof
ExternalConsultants
b. StrategicControl
c. SupportinreviewingFRS
d. ObtainingadvicefromDIT
Domainexperts(both
e. Counterpartofexternal
internalandexternal)
managementconsultants
Internal/hiredtechnical
f. Reviewofcostestimates
experts
g. Supportinproject
ExpertsinITandproject
monitoringand
management
management
RepresentativeDITandNIC h. AdviceonImplementation
onneedbasis
modelse.g.PPPetc
Anyotherasdeemedfitby i. GuidanceinCapacity
theProjectMissionLeader
Building

Senior
Management/Professional
personnominatedby
Missionleaderas
Chairman

SeniorITpersonnominated a. Providetechnology
leadership
byMissionleaderas
Chairman
b. Supportinselectionof
TechnicalAgency(TA)
Internal/hiredITexperts
c. Projectcosting
Fulltimerepresentatives
fromNIC
d. Managecoredevelopment
throughTA
Fulltimerepresentative
fromDIT
I. CoreSRS
II. SystemProcessdesign
Anyotherasdeemedfitby
theProjectMissionLeader
III. DataArchitecture

IV. Enterprisearchitecture
V. Networkrequirements
VI. BasicMMI
VII. DefineSLAs
e. EnsurestandardsforS/W
development
f. StrategiccontrolandIPR
g. TechnicalsupporttoStates
incustomizationand
development
h. Interfacewithcertifying
10

Ver4.2

agency
EmpanelITAgenciesfor
developmentand
implementationatState
level

i.

ProcessAdvisory
Committee(PAC)

a) Provideprocesslevel
inputsforScheme
b) Functionalrequirements
HOD/DS
c) RequirementsofCitizen
Services
InternalDomainspecialists
d) AsisandTobe
ChangeManagement
experts
e) BPR/GPRfor
transformation
Representativesfromlead
f) Interfacewithlegaldept.
States
g) Recommendissueof
Keystakeholders
necessaryGovt.Orders
NICrepresentative(to
h) DefineServicelevels
providedetailsonlegacy
initiatives)
i) Quantifyoutcomes
Anyotherasdeemedfitby

theProjectMissionLeader

SeniorDomainexpert
nominatedbyMission
leaderasChairman

3.2 Industry participation at different stages for consulting, core application framework
design, product development, customization, implementation/ roll out will be managed
by CPeMT (along with the State Project eMission Team for the activities at the State
level). For this purpose CPeMT could also hire external Consultant(s) through an
appropriate process to facilitate and assist in project conceptualization, planning,
preparation of DPR, implementation management etc. The broad framework of
DeliverablesofanexternalConsultantisgiveninAnnexureA.

4. DeliverableofStage1:CPeMTandassisted,ifrequired,bytheexternalconsultant,along
with consultations with the stake holders, shall crystallize broad MMP concept from a
domainperspectiveandobtainnecessaryapprovalfromEC.ThebroadMMPconceptshall
cover:
a) NeedsandRequirements
b) KeyStakeholders
c) RequirementsofCitizenServices
d) ServicesandServiceLevelsinconsultationwithStakeholders

11

Ver4.2

e)
f)
g)
h)
i)

Functionalrequirements
Asisandtobe
ProcessFlowalongwithsuggestedProcessReengineering
OutcomeIndicatorsatgenericlevels.
BudgetaryCosting

StageII:

ProjectDesignandDevelopmentattheCentralLineMinistry

1. CPeMT,representedbyCTTwith necessaryassistanceofthe selectedExternalConsultant(if

hired), shall select/ identify a Technical Agency (TA) for working out the high level IT design
andinitiatenecessarydevelopmentactivities.TheframeworkofrolesanddeliverablesofTAis
giveninAnnexureB.Oneofthefollowingoptionscouldbeadoptedforselection/identification
ofTA:
a. CPeMT designates NIC as Technical Agency (TA). NIC could hire external
agency/personnel as a purely internal arrangement of NIC. NIC should keep CPeMT
apprised of the arrangements in place. However, CPeMT, wherever and if required,
mayinteractwiththeexternalagency/personneldirectly.
b. CPeMT selects the IT agency for the project through an appropriate process with
necessaryassistanceofNICorConsultant.
c. CPeMT may select the agency out of the panel of agencies created by DIT or a body
underDITforthispurpose

2. CPeMT(supportedbyCTT),throughtheidentifiedTechnicalagency(TA)shalltranslatebroad
MMPconceptintohighlevelprocessandtechnologymodel.CPeMTwillconsultStates/other
Central organizations, as the case may be, for the same. Existing legacy project
implementationsandDPRsalreadypreparedbytheStates/organizationsshouldbefactoredin
for working out the technology model and project design. The high level project design and
technologymodelshallcover:
a. Highlevelrequirements
b. Corefunctionality
c. ApplicationarchitectureandNetworkrequirements
d. Projectcosting
This shall enable the Line Ministry (CPeMT) to prepare the detailed Scheme covering
Objectives, Core Services, Project Design, Development Methodology, Implementation
Framework, Capacity Building & Training etc. Various elements of costing shall also be
consolidatedatthisstage.Variouscomponentsoftheschemeandtheitemstobecoveredin
theDPRbytheStatesshallbeapprovedbyEC.

12

Ver4.2

3. Based on the Project Costing along with Scheme details, CPeMT shall obtain necessary and
required approvals from competent authority (EFC and Cabinet based on the Scheme value)
for the implementation of the Scheme. The Cabinet note shall also detail out the financial
powersrequiredtobedelegatedtoEC.
4. Deliverableof Stage 2:Approvalof theScheme/DPR from competent authority along with
necessaryfinancialdelegationtoEC.

StageIII:

1.

2.

3.

4.

CoreApplicationDevelopmentattheCentralLineMinistry

CPeMT(supportedbyCTT)throughtheselected/identifiedTechnicalAgency(TA)willdevelop
acoreapplicationproduct/frameworkcoveringthefollowing:
a) CoreSRS
b) CoreSystemprocessdesign
c) DataArchitecture
d) EnterpriseArchitecture
e) StandardsforApplicationdevelopment
f) NetworkRequirement
g) BasicMMI
Theframeworkandhighlevelarchitecturedesignshallbe:
a) Technologyagnostic
b) Not specific to any one State (but based on the domain inputs from representative
States)
c) Notlimitedtojustautomatingtheoperations
d) ShouldaddresstherequirementsofCitizenServices.
e) DefineServiceLevelsandOutcomeIndicators.

Asanadditionalpreferredoption,CPeMTcouldgetcoreproductdevelopedthroughTAasa
core/referenceapplicationandimplementPOCalongwithpartnerstate(s)/user(s).CTT(under
CPeMT)shallmanagestrategiccontroloftheapplication.

Coreproductwillbedevelopedasparameterizedandextensible/customizableapplicationso
thatstatespecificcustomizationandimplementationcanbedonewithoutaffectingthecore
functionality. Additional development/customization should be possible at the State level
withoutfurtherreferencetothecentralteam(TA).Versioncontrolandupgradesofthecore
productshouldnotmakeStatedependentonTA.

Applicationdevelopmentanddocumentationshouldfollowtheguidelines/templatesofthee
governancestandards(pleaseseehttp://egovstandards.gov.inandhttp://www.stqc.nic.in)as

13

Ver4.2

communicated by DIT. Application should be tested and certified by STQC (or any other
suitable agency). The Quality Assurance Framework (QAF) and Conformance Assessment
Requirements
model
(CARE)
are
available
on
the
STQC
website
http://www.stqc.nic.in/newsdetails.asp?eventid=27&langid=

5. CPeMT,withnecessaryassistanceofTA(andCTT),coulddependingonrequirementempanel
35ITagenciesforapplicationcustomization/developmentontheapprovedframework/core
product. These agencies could be engaged by States/ organizations for their application
customization/developmentandalsoimplementationifsodecidedbytheState.

6. CPeMT (through subgroup CTT) shall be responsible to manage IPR and strategic control of
theapplicationsifithasbeencontractedtobedevelopedbyIndustry.

7. DeliverableofStage3:
a. CoreApplicationsoftwarecertifiedbycertifyingagency
b. PilotimplementationasPOC
c. Empanelmentof35ITagenciesforcustomizationandimplementationatStatelevel.

StageIV:

ApplicationCustomization/DevelopmentattheStateDepartment

1. BasicStructure
State Government shall establish a two tier structure at the State Department for
implementationoftheStateMMP:

StateApex
Committee

Constituents

Roles

a) Overallguidance
Secretary(Inchargeof b) DecisionsonPolicymatters
theDept.)
c) Approvalofalldeliverables
byvariousagencies/groups
RepresentativeofFin.
Dept.
d) FinancialPowersasperthe
delegation
HODsofconcerned
Dept.

ChiefSecretary

StateITSecretary
14

Ver4.2

StateProjecte
MissionTeam

NICRepresentative

Anyotherperson
deemedfitbyPrincipal
Secretary

Secretaryinchargeof a) PreparationofDPRfor
approvalfromLineMinistry
Dept.(MissionLeader)
b) Overallresponsibilityof
Dedicatedfulltime
Projectimplementation
HOD/Director/Spl.
Secretary
c) DetailedFRSatStatelevel
Internaldomain
d) ImplementationofBPRand
specialist(fulltime)
Changemanagement
Internaltechnicalfull e) Communicationsand
timerepresentatives
Training
f) SelectionofCustomization/
Representativefrom
4
Developmentand
SeMT /StateITDept.
ImplementationAgency/ies.
(fulltime)
g) ExerciseStrategicControl
FulltimeNIC
Representative/s
h) Ensurecertificationfrom
Certifyingagencybeforefull
Anyotherperson
Statelevelrollout
deemedfitbyMission
Leader
i) ServeassecretariatforState
ECfortheProject

j) Ongoingsupportand

upgrades

2. ExplanatorynoteonStructure

2.1 State Apex Committee, with Chief Secretary of the State as its Chairman, shall be
responsibleforoverallguidance,decidingpolicylevelmattersandtoactasfinalbodyfor
approvingallissuesrelatingtoprojectimplementation.
2.2 State Project eMission Team (State PeMT) shall be headed by a full time senior domain
representative from the State Department. State PeMT shall have members with
domain/technical knowledge from the department and if required shall be supported by
members from State eMission Team (SeMT). Based on the requirements additional

StateeMissionTeam(SeMT)underStateITDepartmentasbeingsetupunderCBSchemefundedby

DIT,GOI.ReferAnnexureC.

15

Ver4.2

membersshallalsobeassignedprogressively,onfulltimebasis,totheextentfeasible.The
continuityofthekeymembersshouldbemaintainedallthroughthecompletelifecycleof
theproject.StatePeMTneedstobecreatedonsimilarbasisaspertheoptionsgivenearlier
forcreationofCPeMT(StageIPara2.1).StatePeMTwillprovideoverallleadershipforthe
projectimplementationandshallberesponsiblefortransformation,ChangeManagement,
Process Reengineering, training, operations and maintenance etc. State Technical Team
(STT) could also be formed under State PeMT on similar basis as CTT. STT shall be
responsibleforallthetechnicalactivitiesincludingmanagingstrategiccontrolandIPRofthe
applicationsattheStatelevel(onthesamelinesasdescribedearlierforCTT).
2.3 StatePeMT shall prepare the DPR(withnecessary guidancefrom CePMTofthe Central
LineMinistry)inlinewiththeapprovedScheme(byGOI)fornecessaryapprovalfromthe
LineMinistry.
2.4 State PeMT shall select the Applications development/implementation Agency to
develop/customize/ localize the application to meet user needs at the State level.
Applicationshallbecustomized/developedaroundthecoreproduct/frameworkdeveloped
byCPeMTandshallbebasedonthedetailedSRSattheStatelevel.StatePeMTshallbe
responsible for all approvals to be given to the selected IT Agency in the process of
development/customizationandshallalsotaketheownershipoftheBPRatthetimeofthe
implementation.StatePeMTwithnecessarysupportfromCPeMTandSeMTshallfactorin
theuseofthecommoninfrastructurelikeCSCs,SWAN,SDCandSSDGpresentlybeingset
upintheStateforthedeploymentoftheApplicationattheStatelevel.
2.5StatePeMTshallalsoberesponsiblefornecessaryChangeManagement,trainingtotheall
users, necessary orientation of all the stakeholders and BPR along with the Application
implementation.Itshallbedesirabletohavetheapplicationfirstdeployedasapilotina
selected area. The Pilot shall facilitate validation and refinement of the BPR, technology
framework, and implementation methodology. Application at this stage shall also be
testedandcertifiedbySTQC(oranyothersimilaragency)forbothqualityandcompliance
ofprescribedStandards(referStageIIIPara4).CompleterolloutacrosstheStateshould
be taken up only after the above validations and certification by STQC (or any other
certifying authority). This method has been found very useful in refining the necessary
process changes, addressing the design issues and minor bugs, if any, in the application
and also ensuring necessary compliance recommended standards. If required necessary
phasingofthefunctionalitiesintheapplicationcouldalsobeplanned.
2.6 State PeMT shall provide overall project leadership and shall have full ownership of the
Project. In case of outsourcing the application customization to the Industry, State

16

Ver4.2

PeMT(through STT), and if required with necessary support from CPeMT, shall maintain
StrategicControlandIPRoftheapplicationattheStatelevel,whichneedstobemanaged
directly by the government. State PeMT should also define the Service Levels and other
OutcomeindicatorsexpectedfromtheProject.
3. StatePeMTwithnecessarysupportfromSeMTshalldecideonitsownmethodologytoselect
theApplicationdevelopment/implementationagency.Oneofthefollowingoptionscouldbe
adoptedbytheState:
a) NIC is designatedfor customization/ development byState PeMT. NIC could hire
externalagency/personnelasapurelyinternalarrangementofNIC.
b) StatePeMTselectsanagencyfromthepanelcreatedbyCPeMT(referStageIIIPara
5).
c) State PeMT selects an IT agency for applications customization/development
throughanappropriateprocessforapplicationdevelopment/customizationsubject
toconformancetothestandards/frameworklaiddownbytheMinistry(CPeMT).
Note:Foroptionb)andc)contractmaybeawardedeitherforonlyApplicationdevelopment/customization
orforcompleteendtoendimplementationonServiceDeliveryModelbasisasdetailedintheStageVPara5b)
below.

4. Applicationdevelopmentanddocumentationshouldfollowtheguidelines/templatesofthee
governance standards as communicated by DIT. Application should be certified by STQC (or
anyothersuitableagency)beforedeployment.
5. Deliverableof Stage3: Customization/ Development along with certificationofapplication
andoptionallyitsimplementationatPilotlevelintheState

StageV:
ImplementationandRolloutattheStateLevel

1. Implementationandrolloutshallincludeallactivitieslikesupplyofequipment,installation,
commissioning, application deployment, maintenance, handholding, training, operation
support through supply of manpower, data digitization, etc at multiple locations across the
State.

2. State PeMT shall select Implementing Agency/agencies for the procurement of equipment
andservicesforimplementationandrollout.AlthoughStatehaveachoicetoimplementby

17

Ver4.2

procuring equipment/ services from independent agencies under guidance and support of
SeMT, it is recommended that activities should all be bundled together as Service Delivery
Model (combining supply of Equipment, Application software customization/deployment,
installation, commissioning, maintenance, handholding and operational support etc.) to the
extentfeasiblewhilebiddingoutforarolloutattheStatelevel.Applicationcustomization/
developmentagencyatStatelevelmayormaynotbethesameastheImplementingagency.
However, it is desirable to have same agency for all these activities including application
development/customizationatstatelevel.TheServiceDeliveryModelisapreferredoption.

3. Based on the approach adopted at the time of Application development/ product

customization, there could be different methodologies that may be adopted for the
implementationandrolloutwithinaState.Someoftheoptionscouldbefrom:
a) PilotfollowedbycompleteStaterollout.
b) CompleteStaterolloutinonego.
c) InPhases(couldbebasedeitherongeographyorfunctionalitybasis)
Theoptionadoptedshallbebasedonthedevelopmentandimplementationapproachas
adopted by the State (refer Stage IV Para 5).The rollout should take place only after
necessarycertificationofqualityandcomplianceofstandardsfromSTQC(oranyothersimilar
certifyingauthority).

4. For G2C component of the project, implementation agency could be selected on PPP basis
with revenue share/ Service Delivery Model. The payments in PPP model could be on
transactionorannuitybased,asperthescopeoftheproject.

5. MethodologyfortheimplementationandrolloutshallbedecidedbytheStatePeMT(with
necessary support from SeMT) based on the above mentioned guidelines. One of the
followingapproachescouldbeadoptedbytheStateforImplementationandrollout:
a) Where application development/ customization agency is not implementing agency,
StatePeMTgoesthroughanappropriateprocessforappointingImplementingAgency
(one or more) preferably on the Service Delivery Model as stated above. Necessary
guidance on Application deployment shall be provided by the selected Application
Developer.

18

Ver4.2

b) Whereapplicationdevelopment/customizationagencyisalsoimplementingagency,
StatePeMTawardstheresponsibilityonendtoendbasistotheselectedApplication
development agency by bundling application development and implementation in
same contract on Service Delivery Model/ PPP basis (refer Stage IV Para7 Options b
andctoincludeimplementation/rolloutalso).
Necessary SLAs should be incorporated in the contract negotiated with the
ImplementationAgency.

6. Deliverable of Stage 5: Complete rollout of certified Application and Project at the State
level.

For any further clarification on input please feel free to contact Shri Bhushan
Mohan,
Principal
Consultant,
EGPMU
at
01124301949,
email
bmohan@negp.gov.in
Or
Smt. Renu Budhiraja, Scientist F at 011 24363132, email address:
renu@mit.gov.inforanyfurtherclarificationsandsupport.

19

Ver4.2

AnnexureA

SomeofthekeydeliverableswhereinputsaretogivenbytheConsultantsduringthe
lifecycleoftheProjectaregivenbelow:

A. ProjectInitiationandConceptualization:
I. Vision,MissionandObjectives
II. ServicesandServiceLevelsinconsultationwithStakeholders
III. Functionalrequirements
IV. Asisandtobe
V. ProcessFlowalongwithsuggestedProcessReengineering
VI. OutcomeIndicatorsatgenericlevels
VII. GeographicandFunctionalScope
VIII. Costestimates
IX. SchemeDetailsandDPR
B. DesignandDevelopment
I. ArchitecturesFunctional,Technical,PeopleandResource
II. FRS
III. Capacitybuilding
IV. TrainingandChangemanagement
V. Implementationmodels
VI. RFPandBidProcessmanagement
C. PilotandImplementation
I. Projectmanagement
II. SRSandDesigndocuments
III. AcceptancetestingandCertificationprocess
IV. SLAManagement
D. PostImplementation
I. Assessment
II. SLAManagement

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Ver4.2

AnnexureB

RoleanddeliverablesofTechnicalAgency

A. ProjectDesign:Highleveltechnicalprojectdesignandtechnologymodelcovering:
a. Highlevelrequirements
b. EnterpriseModel
c. Corefunctionality
d. ApplicationarchitectureandNetworkrequirements
e. Projectcosting
B. CoreApplicationDevelopment:
a. CoreSRS
b. DataArchitecture
c. Networkdesign
d. EnterpriseArchitecture
e. Standardsfordevelopment
f. Designdocumentation
g. MMIdesign
h. ProperdocumentationofSRS,Designetc
C. Implementation
a. VersionControlandupdates
b. Pilotimplementationandrollout
c. CertificationfromSTQC(oranyothersimilarcertifyingagency)
d. SupportforempanelmentofImplementingagencies

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Ver4.2

AnnexureC
StateeGovernanceMissionTeam(SeMT)
AttheProgramlevel,aStateeGovernanceMissionTeam(SeMT)hasbeenproposed
to support theState decisionmaking bodies and respective Apex Committee. This team
would be responsible for undertaking the groundwork for providing for an overall
direction, standardization and consistency through program management of the e
Governance initiatives in theState. All interdependencies, overlaps, conflicts, standards,
overarching architecture, security, legal aspects, etc. across projects as well as core and
supportinfrastructuresharedacrossseveralprojectswouldfallunderthepurviewofthis
group.
SeMTshallbeundertheadministrativecontrolofStategovernmentthroughaNodal
Agencyforitsregularfunctionsanddaytodayoperations.

State DIT

Nodal Agency

The

SeMT

State

Government

should therefore designate a State

Nodal Agency, which would be responsible for initiating and implementing capacity
building

including

services

like

selections,

contracting

of

external

agencies/persons/servicesandadministrativesupporttoSeMT.
NodalAgencywouldberesponsibletohandletheCapacityBuildingfundswhichwould
be disbursed in two modes namely Grantinaid(GIA) and Additional Central Assistance
(ACA).TheGIAfundsaretransferreddirectlytotheNodalAgencybankaccountwhilethe
ACAfundscanbeaccessedthroughtheStateFinancedepartmentandtransferredtoNodal
Agency.
ThesizeofSeMTunderthedesignatedNodalAgencywoulddependonthescaleand

maturity of the eGovernance programme in the State and shall have the experts in the
areas such as Business Process Reengineering, Change Management, Financial
Management,andTechnology.TheStatesmayselectpersonnelforSeMTsinaccordance
withtheschemeandguidelinesdirectlyiftheysodesire.However,theconsultationwith
Statesaswellasmarketconditionsprevailingforsuchpersonnelhaveindicatedastrong

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Ver4.2

likelihood that most of the States would prefer a centrally coordinated selection &
retentionmechanism.MostoftheStatesalsofeltthatitisnecessarytoavoidasituation
where all the States are pursuing the same set of candidates independently in an
uncoordinatedmannerforinductingaverysmallnumberofpersonnelbyeachofthem.
As envisioned under NeGP, DIT plans to facilitate the States/UTs in building a long
termcapacityatSeMTwithanaimtoretaintheknowledgewithintheGovernment.The
three suggested sources for the selection of candidates for SeMTs are a) deputation
from within the Government/PSUs b) direct recruitment from the market and, c)
temporary staffing through reputed organizations. With the objective of building long
term capacities, the deputation from within the Government/PSUs and recruitment
directlyfromthemarkethavebeensuggestedaspriorityroutesformanningtheSeMTsin
alltheStates/UTs.Hiringprofessionalsfromreputedorganizationsshouldbeatemporary
solution to meet immediate requirement of the States/UTs to continue with their e
Governanceprogrammes.

StateProjecteGovernanceMissionTeam(StatePeMT)
AttheProjectlevel,theStateDepartmentsshallsetupProjecteGovernanceMission
Teams(PeMT)tosupporttheconceptualization,development,implementationandO&M
fortheStateMMPsandothereGovernanceinitiatives.Thisteamshalloverseeproject
execution, manage implementation and deal with technology, process & change
managementrelatedissues.
The skillsets identified as being necessary for handling programme/ project level
issuesareBusinessProcessReengineering,ChangeManagement,FinancialManagement
andTechnology.However,theemphasisonvariousskillswouldvaryinSeMTandPeMTin
accordancewiththeirroles.
It is expected that the PeMT would have a well balanced mix of domain expertise
(serving/retired officials of the department having detailed knowledge about the
department and its processes and functions) and technical expertise (i.e. technology,
processreengineering,changemanagement,projectmanagement).

The following provides a diagrammatic representation of the Capacity Building and

InstitutionalframeworkattheStateGovernmentlevel:

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Ver4.2

State Government
State e-Gov Council (CM)

State Apex Committee (CS)

State DIT
Departmental
Committee (s)

SeMT

PeMT (s)

Program
Management

Project
Management

24