Response to Francis Irving
In the introduction to PICT's business plan for 2007, Joan Miller (Director of PICT) set out two of PICT's priorities:
The Business Plan for 2007 incorporates a significant programme of investment in new or replacement hardware and software designed to meet the expressed requirements of both Houses. It also reflects a strong commitment to improving “business as usual” - that is the day to day operational work which underpins our systems and services.
Our strategy is to develop and improve our capability in the core areas which we believe are necessary for us to deliver what Parliament expects. These core capabilities are summarised under Objective 5. At the same time we aim to make tangible improvements in our service within a broadly neutral cost framework. Performance measures and targets are included in the plan.
This Business Plan for 2007 differs in approach from the one we adopted last year which was necessarily transitional. Now we are ready to take a more strategic approach - but we do not yet set out a full ICT strategy and roadmap for Parliament. Indeed one of our priorities for the coming year is to provide a 3-5 year strategic reference map to direct and organise the specialist sub-
areas which comprise ICT.
A second over-arching priority is to deliver ICT projects to Parliament based on best practice Programme & Project Management methodologies (OGC - Managing Successful Programmes, MSP, and Prince2 Project Management), resulting in controlled delivery and coordination, bearing in mind:
• the interdependencies between projects
• our technical capacity to deliver change while maintaining stable systems
• the capacity of Parliament to absorb ICT-related change
This is why a great deal of effort during 2006-07 has been devoted to working with all areas of the parliamentary business on the creation of a PICT programme of activity.
Finally, communication as a skill and a discipline must be a priority for any new organisation. We recognise the need both for PICT to understand better the core business of Parliament, and for colleagues in other areas of parliamentary administration have a clearer idea of what PICT can do to improve the way they work, but there is still a communication gap between us. Sometimes we even seem to speak different languages. Underpinning all our work in 2007/08 will be an effort to bridge this gap.
We have also highlighted seven strategic priorities for PICT which appear in text boxes at appropriate points in the plan.
The 5 objectives are then set out in more detail:
Objective 1: Improvement of Infrastructure and Desktop Environment
Context
PICT supports over 7,000 users both on and off the Parliamentary estate and over 140 applications. The infrastructure needed to support this is complex and must evolve to meet changing needs. During 2006 PICT prepared an outline technical strategy which will guide our project work and help set priorities in the infrastructure area. The strategy notes that PICT inherited a diverse server and desktop environment with different technical and physical configurations. This adds an unnecessary and inefficient overhead to system management and administration. More standardised arrangements would ease support and allow higher levels of service to be offered. Rationalising the server and desktop environment will therefore be a key feature of our work in the 2007-08 financial year.
In addition to this, other projects will be undertaken as part of our ongoing renewal and development of enterprise and infrastructure systems. During 2007-08 these will include:
• voicemail replacement (implementation May-June 2007)
• development and deployment of scaleable and robust wireless access (May-June 2007)
• message routing system replacement (June-July 2007)
• network management update (July 2007)
• completion of the work to create a single Parliamentary Network (PN) (July 2007)
• planning for House of Lords occupation of 1 Millbank (ongoing)
continuation of disaster recovery and business continuity work (ongoing)
Our project work will be managed within an infrastructure sub-programme. This is a large and complex programme of work and aspects of it will require careful communication and change management.
In addition to the specific projects listed above, our business-as-usual activity will include:
• improvements to IT security
• upgrade of out-of-date/obsolete hardware, software and systems
• embedding pre-planned maintenance and housekeeping to improve performance and reduce disruption/downtime
All these activities support the PICT key success factors of: supporting access and mobility through improvements to the PN, VPN and LAN; reliability and accuracy through rationalising desktops and servers and taking a longer term view of technology through developing a technical infrastructure strategy.
The specific aims of this objective are:
To improve the desktop environment within the Parliamentary estate
To ensure that all Parliamentary Network users have appropriate access to resources.
To rationalise desktop print services, providing a standard method and management of printing; improving print service availability and support
To improve file storage within the Parliamentary Network and ensure improved confidentiality, integrity and availability.
To rationalise Parliamentary Network based servers
To provide an appropriate disaster recovery solution to support business continuity plans
To reduce the number of single points of failure on both the voice and data networks within Parliament
To improve virus and malware protection
To ensure the security of all client devices connected, either direct LAN attached or remotely via VPN, to the Parliamentary Network.
To improve the methods by which we identify and disseminate good ICT security practices to Members and staff of both Houses
To maintain and improve VPN security, availability and support.
To implement regular 3rd party stability reviews.
To ensure email system availability and support.
To ensure availability and support of all infrastructure devices.
To improve change and release management processes by ensuring detailed testing takes place, separate from the production Parliamentary Network.
To improve the Parliamentary Network .
To rationalise Citrix farms, improving availability and support.
To plan future infrastructure development
To improve infrastructure management
Objective 2: Architecture and Applications Delivery
Context
Parliament has applications which support the core functions of both Houses and cover a broad scope, ranging from tracking the progress of Parliamentary business to keeping the physical environment running smoothly and efficiently.
Parliament's unique business processes to date have been supported and developed using a combination of niche software packages for functions performed in other industries (e.g. finance and HR, facilities management, catering) and bespoke or heavily customised systems, particularly for the core processes where Parliament is the owner of uniquely rich and complex data. To date, Parliament has treated the dissemination of information to its external and internal websites mainly as separate processes rather than an integrated part of core activities.
There is a growing demand to publish searchable electronic files, rather than just hard copy print, reflecting a general ICT trend to allow users to select and manipulate their own data and developers to pull together data from different sources, typically through the Web.
The legacy
It will take several years to overcome the legacy of fragmented ICT management and systems, but progress has already been made in creating a `joined up' organisation; remedying weaknesses in backup and documentation; and in rethinking future developments on a Parliament-wide (“enterprise”) basis.
Role of the PICT Forum
The PICT Forum, consisting of senior managers from all departments and offices across Parliament, assists the BRMs in validating the requests for new projects that may enter the programme of work. The PICT Forum also helps in prioritising the many requests that are received and thus enables the PICT board to recommend to the JBSB which projects should be taken forward.
The PICT Forum will discuss matters relating to the services PICT provides to staff of both Houses from the work on Service Level Management to major system developments.
The PICT Forum will enhance cross departmental and cross House working by looking at issues such as business case preparation and project management best practice.
The PICT Forum meets once a month, with every other meeting being split into two sub-groups (corporate and procedural/knowledge management).
The specific aims under this objective include:
To promote opportunities for rationalisation and sharing of common ICT support services.
To ensure that future ICT investment is well-managed and that systems are aligned with business priorities and a coherent technical direction.
PICT intends to build a more joined up architecture so that the web is a means of gluing together business processes and the flow of shared information, which can then be adapted for different audiences and needs
To develop best practice data quality principles and processes to create and maintain reliable information for the running of Parliament in partnership with departments and offices of both Houses.
To tackle systems evolution more strategically.
To meet the demand for a “service” approach to systems is the expectation
To manage the volumes of textual material in Parliament and allow for text to be integrated with other media such as audio and video footage.
Objective 3: Improving Members' Services
We will continue to improve our process management and aim to introduce practical service improvements to the benefit of all Members and their staff in both Houses. We will work strategically with the Administration Committee in the House of Commons and the Information Committee in the House of Lords to this end.
PICT has been researching the specific needs that Members of the Commons have for improved services to their constituency offices and a business case is under preparation. The aim is to offer pre-configured, tested and manageable IT services to constituency offices. A significant change in constituency support services will require business case approval as well as piloting. If these proposals are accepted the expected business benefits will be:
• Improved PICT service delivery to constituency offices: Constituencies that adopt the appropriate PICT service offering will receive an improved level of service, comparable to what is available on the Estate.
• Consistent PICT service delivery to constituency offices: PICT will establish support and maintenance practices for the solutions offered. This will enable PICT to deliver a standard service, including a common approach to troubleshooting, problem solving and issue resolution.
• Greater range of support to constituency offices: PICT will offer constituencies IT services currently not available, including a “one-stop-shop” for managing the resolution of all IT issues relating to all PICT supplied hardware & software including:
data storage
data backup/restore services
local networking (wired and wireless)
printer sharing
remote management capability
on-site technical support and e-learning services
periodic health checks (virtual and on-site)
application packaging
account management
• Increased software management for constituencies: PICT will implement solutions which enable administrators to deploy the latest security updates and service packs both quickly and reliably. This capability will ensure everyone on the network is as current as possible thereby improving service delivery.
• Cost Effective and well-specified 3rd Party Supplier Contracts:
• Greater potential for service improvement for constituencies: PICT will collect and maintain the configuration and inventory information of all participating offices. This information will enable PICT to improve call analysis and fix times.
In addition to the above activity, PICTs 4th Objective `Improving the Customer experience' will also deliver improvements to Members and their staff
Objective 4: Improving the Customer Experience
Context
PICT has inherited diverse responsibilities and different ways of doing similar things. Moving to standard processes has therefore been essential for customer service consistency and cost efficiency.
We will now take the strategic opportunity to develop service management processes to the next level of ICT industry best practice in order to ensure PICT provides Parliament with more benefit than the sum of the inherited parts. We will benchmark our performance and set targets against noted ICT industry leaders, and build our capacity and capability to deliver sustainable ICT for Parliament.
A second and connected initiative will improve PICT user training in such a
way as to provide a service that can offer advice, support and a blend of training opportunities in a streamlined and cost effective manner enabling Members and staff of both Houses can make the best use of ICT. This will be
implemented during 2007. A key innovation will be the addition of e-learning materials and e-delivery to the service offering. This will reflect market trends and provide a means to reach those not working on the Parliamentary estate. New training targets are being introduced and will be monitored during the year.
PICT Performance Optimisation Programme specific include aims:
Service Best Practice
Service Standards (ITIL based)
Service Knowledge
Service Performance
Service Response
Service Flexibility
Service Integration
Service Expansion
This development will be initiated in 2007-08 in a structured `PICT Performance Optimisation Programme', consisting of focussed projects in each area. Each project will consist of key stakeholders, process owners and implementers, made up of PICT staff, and will be managed to agreed timeframes with high quality risk, communication and change management.
The PICT Strategy Board will approve proposals, changes and govern progress. Developments are planned to continue into 2008-09.
Objective 5: Improving PICT's Use of Resources
Context
PICT has limited resources and a duty to ensure that these are used with efficiency, economy and effectiveness. A high proportion of our cash resources are expended on people, both those whom we employ and those whom we engage in other ways as contractors or consultants to help us with specific programmes of work. We also spend significant amounts on hardware and software and on a range of contracted services. The accommodation we use on the Parliamentary estate is also a valuable resource.
Reshaping and improving our utilisation of resources is a major strategic objective for several reasons:
• the pattern of resources we inherited had developed in a different context, where ICT was managed in many smaller teams across Parliament
• independently of the organisational context, ICT moves on with new opportunities, new skills required, new ways of doing things better
• one of our key success factors will be to demonstrate that we are utilising scarce resources well in the interests of Parliament
• people work best when they are well matched to the tasks in hand, neither uncomfortably overstretched, nor feeling under-challenged
Specific aims of this objective are:
Improved ability to resource strategically, including via shared services where appropriate
To improve knowledge of best practice in identifying and engaging resources
To deploy smarter strategies for the recruitment and retention of staff who have the technical skills and management competences to support the work of PICT in its key capability areas
To identify and remedy skills gaps through learning and development
To improve induction and skills assessment of new starters and existing staff
To improve human resources management in the context of a Joint House department
To build a shared set of culture and values that support key objectives
To make more effective use of accommodation on the Parliamentary estate
Improved financial planning and asset management
Improved governance in partnership with both Houses
PICT Priority 2007 - Revise the Parliamentary ICT Strategy Objective: to provide a 3-5 year strategic reference point or direction in specialist areas in order achieve the vision of PICT, to be a world leader in the provision, support and exploitation of ICT within Parliaments.
Scope includes:
• Enterprise Architecture (EA)
• Service Orientated Architecture (SOA)
• data architecture • technical infrastructure
• Internet and Intranet
• PDF web and audio-visual publishing
• MS Office dependency
• digitisation
• business transformation
• ICT supplier Management
• customer relationship management
• Members' services
• business continuity/disaster recovery (BC/DR)
PICT priority 2007 - Develop the PICT Programme
Objective: to identify PICT's programme of projects and contributions to corporate projects, together with budget and human resource requirements.
Approach is to:
• Develop requirements prioritised by PICT Forum into a cohesive programme for 2007-08 and beyond
• Programme to be agreed by JBSB in April, allowing planning cycle for future years to begin earlier
• Develop business cases where appropriate
PICT PRIORITY 2007 - Infrastructure refresh: renewal, consolidation and resilience
Objective: to renew and rationalise the server environment on the estate, establish off-site server facilities, and refresh and standardise desktop environment running Windows XP and Office 2003.
This priority will include:
• server rationalisation and consolidation
• enterprise application consolidation
• desktop and active directory standardisation
• identification and establishment an off site data centre
PICT Priority 2007 - to improved technical architecture for procedural applications
The Director of Strategic Projects will lead a team to identify procedural and Hansard critical systems, and design a project to develop a key procedural area as a demonstration of what can be achieved with agile systems architecture and web publishing.
PICT Priority 2007 - Improving Members' services
The initiative will include:
a review of customer facing services and the staff/management lines, including customer relations services, Members computing officers, inventory and procurement management, to provide a single point of service contact for customers;
a clear process for managing complaints and compliments
a plan and schedule for improvement in services to members, including a plan for service improvement to constituency offices in response to the recommendations of the (Commons) Administration Committee inquiry and a continuing dialogue with the (Lords) Information Committee
PICT Priority 2007 - Performance optimisation
Objective: to establish efficient and effective service management within PICT to identify and reach external benchmark standards of ICT service provision, and provide capacity and capability for sustainable ICT within Parliament This work will include:
• the development of definitions of Requests for Change (RFC's), and ITIL based processes relating to requests for change
• working with Gartner to establish ITIL compliant process and practice in problem and incident management, developing benchmark performance targets and establishing activity to achieve these across PICT directorates.
• the development and use of the ITIL Service Management Toolkit processes to monitor customer experience proactively
• developing KPI dashboards as a management tool, and for monitoring performance targets across PICT directorates.
• knowledge transfer across staff for more generic working (to include documentation management and configuration management)
• developing a culture of matrix working (sharing responsibility for service levels across PICT directorates) and managing the interface between network, servers and applications
• developing and implementing a 24x7 support service
PICT Priority 2007 - Training and developing our staff
Objective: to improve management skills, technical skills, and an integrated understanding of programme and project management in PICT The initiative will include:
• improvement in management competencies at all levels
• analysis of BCS skills gaps
• training in core shortage skills in technical and applications services and customer service
• training in Integrated Toolkit for programme management
• wider Parliamentary dissemination of Integrated Toolkit for programme management