Smart Borders Kai Hartmann - Impulses for a successful and collaborative implementation - European Police Congress
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Smart Borders
Impulses for a successful and
collaborative implementation
Kai Hartmann
Senior Consultant & Teamlead Police
THE DIGITALIZATION OF
EUROPEAN BORDER
PROTECTION IS CRUCIAL
FOR OUR RIGHT TO
FREEDOM OF MOVEMENT
"The Schengen area without border
control will cease to exist in the long run
if the management of the external
borders does not function properly."
Thomas de Maizière
EPC 2019 | Kai Hartmann | Border Management | February 2019 Capgemini 2019. All rights reserved | 2
The EU and especially Germany face
outstanding border management conditions
Some important figures regarding the challenges we are facing
Cap Airways Cap Airways Cap Airways Cap Airways
+7% 2,8Mio 40K 36%
FRA FRA FRA FRA
air air Increase in
border police
passengers passengers additional
Cap Airways Cap Airways officers in Cap Airways
within the within the EU traffic
Germany
EU p.a. EU p.d. p. a.
+12 14 25K
FRA FRA FRA
affected IT digitalized potential
systems in airports in offenders in
Germany Germany Germany
Source: ww.ec.europa.eu
EPC 2019 | Kai Hartmann | Border Management | February 2019 Capgemini 2019. All rights reserved | 3
Only together we can succeed
We need an effective collaboration of all relevant parties
Coordinated and structured use of every
Impulses for a Multi-Agency-Approach
authority's strengths and abilities
National core-team Development and implementation of a shared vision of
tomorrows border control
EU
Coordinated and methodologically well-based project
planning by using pre-studies
BPOL BVA
eu-LISA Effective, lean communication tools and decision-making
instruments
BMI
ITZBund BKA
LPOL Jointly defined and workable processes from the request
to the release
BSI
AA
Joint monitoring of changes for all relevant actors
EPC 2019 | Kai Hartmann | Border Management | February 2019 Capgemini 2019. All rights reserved | 4
We need a comprehensive expertise
Challenging new subjects have to be mastered
Management
Architecture Change Technological Innovation
of large-scale
management management capabilities skills
projects
▪ Establishing a multi- ▪ Evaluation of the ▪ Generating an overall ▪ Extensive software ▪ Instruments for
agency-organization actual architecture sensibility for the development skills enabling the analysis
capable of taking facilitating decision- discipline for relevant and adaption of
action making ▪ Targeted analysis and technologies innovations such as AI
and IoT
▪ Clear and resilient ▪ Efficient and practice- conception of the ▪ Use of agile and
management of the oriented conception need for change and hybrid methods of ▪ Analysis and
project scope of a desired of suitable measures delivery evaluation of
architecture and appropriate
▪ Drawing up and ▪ Comprehensive ▪ Effective and seamless
agreement on its optimization
coordination of a information and processing from the
implementation measures
realistic and joint communication with request to the roll-out
plan ▪ Definition of and all stakeholders, ▪ Securing of a future-
agreement on including the oriented and
▪ Establishing an
guidelines for the passengers sustainable solution
effective risk
anticipation joint transition
EPC 2019 | Kai Hartmann | Border Management | February 2019 Capgemini 2019. All rights reserved | 5
Core elements of border management are
undergoing fundamental changes
Awareness, commitment and qualification have to be generated
5+ 80Mio 1,5Bn 220Mio 40k 7+ 16
european Citizens GER passengers passengers federal police participating involved polices
institutions EU p.a. GER p.a. officers agencies GER GER
Confidence Network Prototyping Collaboration Target image
Have confidence in the Make use of the Develop quickly Include the target Create and spread an
potential of others, collective knowledge, comprehensible and groups in the inspiring vision
strengthen and enable the ideas and energy of applicable solutions and development process of providing orientation to
employees and the community in order optimize them solutions in order to employees from all
executives by increasing to promote change in continuously by making collaboratively gain the levels of the
resources and creating the whole organization. data-based decisions. greatest benefit for the organization during the
more room for organization. transition.
development.
Principles of an effective and practice-oriented change management
EPC 2019 | Kai Hartmann | Border Management | February 2019 Capgemini 2019. All rights reserved | 6
Dynamic-resilient mechanisms create
security in decision-making and taking action
Major projects can be successful despite complex operating conditions
Organization ▪ Radically reducing the decision-making and
coordination levels to a minimum
▪ Agreement on clear rules of cooperation
▪ Mobilisation of cross-cutting issues and distribution
of specialist responsibilty
▪ Focussed separation from delegatable tasks
Processes ▪ Brief description of EVERY active process
▪ Assignment of ONE person responsible per process
▪ Frequent audits and cancellation of non-necessary
activities
▪ Operability and lightweight are decisive,
incompleteness is acceptable
▪ Consistent application of digitalisation on a daily basis
Results ▪ Continuous expectation management with producers
and users
▪ Short supply periods and maximum functionality
▪ Low hurdles for the adjustment of delivery items
▪ Intelligent combination of services and trades for
risk distribution
EPC 2019 | Kai Hartmann | Border Management | February 2019 Capgemini 2019. All rights reserved | 7There is no “one fits all” solution, but a
recommendation for a resilient roadmap
Adjustments and instruments for a successful implementation
1
Productive use of dualisms Linking planning with educational components
illustrative
Management Control 20xx 20xx 20xx 20xx 20xx
Manage projects Direct corporate Steering committee and escalation mechanisms
Management of large-scale projects| joint PMO | joint change management
functions
PNR
Strategy Plan Technical extensions Scope of requirements finalised
Affiliation of further airlines Technical implementation finalised Ongoing implementation
Live by principles Comply with rules
Strategy Approach defined
EES
Centre Periphery Specification Requirements defined
Implementation & Testing Go-Live complete
Demand stability Enable flexibility
ETIAS
Pre.study Approach defined
Specification Requirements defined
Core Marginal Implementation & Testing Go-Live complete
competencies competencies
Staff and expand Buy-in and Legislation Legal bases finalised
VIS
internally delegate externally Specification Update requests made
Implementation & Testing Go-Live Upgrade complete
Dynamic Routine Schengen European Common Identity European Search European Criminal Biometric Matching Multiple Identity
…
…
Information System Dactyloscopy Repository Portal Records Service Detector
Guide values and Administer methods
Lessons Learned Testing Reorganization External quality control Stakeholder re-assessment
ideas and rules
1 http://dynamikrobust.com/denkzettel/
EPC 2019 | Kai Hartmann | Border Management | February 2019 Capgemini 2019. All rights reserved | 8We will be glad to help you with the
successful implementation of your projects
Get into contact with our team of experts
Dr. Markus Hellenthal Georgios Pakos Jan Christian Selke Cornelius Kopke
Managing Director Division Manager Technical Account Manager – Senior Cyber Security
Public Sector Defense & Security Defense & Security Consultant
Office Hamburg Public Security
Office Köln Office Berlin
+49 151 40 25 1720 Office Hamburg
+49 172 82 83 522 +49 151 4025 1116 +49 151 11 37 4636
Martin Karkour Kai Hartmann Anna Moreno Julia Goldberg
Senior Manager Digital Account Manager – Expert Smart Borders Expert Change Management
Capgemini Invent Public Security Office Düsseldorf Office Berlin
Office München Office Frankfurt +49 151 1137 4265 +49 151 1137 4516
+49 151 4025 0786 +49 151 4025 2876
EPC 2019 | Kai Hartmann | Border Management | February 2019 Capgemini 2019. All rights reserved | 9About Capgemini
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