Transforming resourceTransforming resource management

Opening up the profession to the concept ofp g p p p

“DELIVERY”Andrew Gay

4th December, 2008

ICT to Government – squeezing the funding lemon!ICT to Government squeezing the funding lemon!

"The budget should be balanced, the Treasury should be refilled public debt should be reducedshould be refilled, public debt should be reduced, the arrogance of officialdom should be tempered

and controlled, and the assistance to foreign lands a d co t o ed, a d t e ass sta ce to o e g a dsshould be curtailed lest the country become

bankrupt. People must again learn to work, instead of living on public assistance."

Cicero 55BCGovernment ICT has always been underfunded in

hardware and in skills and overinvested in Applications t li t d f d t i t btoo complicated for users and too expensive to be

affordable

We are complex ministry – newly formedWe are complex ministry newly formed80,000 employees2721 buildings2721 buildings£9.2 billion budget650 courts650 courts139 prisons42 local Criminal Justice Boards42 local Criminal Justice Boards42 probation areas28 central government tribunalsg3 crown Dependencies

All d i t d i ITAll underinvested in IT

The ‘Offending Business’The Offending Business53,700,00011 300 00011,300,0001,100,000 24%%280,00082,000 ++Early release programme15,000 additional places – Rival Olympics!!£60 000 000 000£60,000,000,00070%/70%/70%

All requiring shared dataAll requiring shared data

AgendaAgendaThe increasing impatience in the industry because of a consistent failing to deliver to time and budget.consistent failing to deliver to time and budget.The skill in identifying the underlying customer who reaps the operating benefit – ‘The Practitioner’. The overriding need for more professional and focussed project management skills.Skill and resource balancing.What we are trying to do in the MoJ.

Impatience Lack of TrainingImpatience

Speed of improvement

Lack of Training

Failed implementationsp p

Legacy failure ICT Language

Lack of business engagement

Lack of business knowledge

Lack of Professionalengagement knowledge

Budget restrictions Information assurance

Skills

Drop out of key staffPractitioner buy in

Drop out of systems

Chicago break out sessionChicago break out session

The ‘Project from Hell’e oject o eOne person’s fruitless crusade against lies,

d it d ti d t hdeceit, deception and treachery.

A j t tA project managers story.

It is all about the people, their skills, their focus, their professionalism and their leadershipprofessionalism and their leadership

AND HOW THEY WORK TOGETHER (EQ)

Why do we have these failures?Why do we have these failures?

False economiesQuality is expensive and hard to get Most key roles across myo Quality is expensive and hard to get – Most key roles across my ICT landscape are self-employed contractors.

o Of the FTEs >90% earn in the lower quartile of IT income.qo Man marking of the premiership stars by under 12s!o Failure to work out poor performers (1.7%).o Failure to recognise, train, mentor and develop key talent early..

Unrecognised shortages and shortfalls in project management. Poor leadership from businesses.Failure to develop a service culture.

The Blue PlanetThe Blue Planet

Zone of oxygen andoxygen and

light

Middle management Professional skills gap

Zone of the unknown and weird

and wonderful

Identifying and improving the customer interfaceIdentifying and improving the customer interfaceICT has the habit of not identifying the ‘intelligent’ customer.The skill is in isolating the user the ‘practitioner’ andThe skill is in isolating the user – the practitioner – and identifying the detail of the tasks that make him or her perform to a higher level – what makes a difference to their tasks. The ICT professional has an obligation to ration functionality to the lowest common denominator and resist scope creep.This means reducing interfaces and understanding the nature of the task by performing that task – in person.In practice we do not develop a communication with theIn practice we do not develop a communication with the practitioner and a divide appears – another form of skill gap.We need to train our professionals to communicate in pcommon language based on functional requirements.

Project managementProject managementEvery procurement, installation, configuration, system integration, software/hardware purchase, transformation orintegration, software/hardware purchase, transformation or transition is a project.We need to balance resources to deliver what our practitioner wants to improve productivity or quality of output.

The Challenge – San Francisco 1998The Challenge San Francisco 1998In the future business will succeed on the basis of supply chain managementchain management - Strategic Alliances- Partnerships/Partnering/outsourcing

Differentiation- Differentiation.Partnering in the Service Sector will require delivery of more and more for less and less for ever more demanding Clients gwho will expect DELIVERY not EXCUSES.Measurable business benefits will be what drives IT – ease f it d t i i f ill b th iof access, security and training for use will be the main

criteria for success.To deliver for this future Project Management will beTo deliver for this future Project Management will be the most critical skill of all in IT.

In 1996$82 Billion was wasted on

IT Projects in the USAIT Projects in the USAthat were never ever

i l t dimplementedA total failure to deliver anyA total failure to deliver any

benefits

PM is aboutgetting everyone

in the team toin the team to‘buy in’

They must seeclear objectives

ll th tiall the time

But we usually confuse the background

Head count reductionsUnderinvestment

But we usually confuse the background

Confusion on the org structures

Missing pieces in infrastructure

Suppliers unclear on task

Lack of business leadership

structures

leadershipLack of budget

Uncertainty at board Poor projectPoor project management

Wrong technologyPoor procurement

SRO issues (ownership)Conflicting platforms

Poor procurement

Do we have the resources to succeed?Do we have the resources to succeed?

The right price/budget.The right team with the right skills.The right relationship (or the ability to get it) with the b i SRObusiness or SRO.The right supply chain.Th i ht t t d t ti t fl iblThe right contract documentation – was procurement flexible enough to allow progress and VfM?

Balancing skills within the teamBalancing skills within the team

Commercial skills

TDA/Architecture

Live service• Desk top

Leadership• Teamskills

• Procurement• Negotiation• Commercial

Architecture• Assurance

and ISO accreditation

• Desk top support

• Apps. Support

• Team Leading

• Strategy• Customer• Commercial

negotiations• Settlements

and dispute

accreditation• Information

Assurance• Security

Support• Supplier

interface and management

• Customer requirements and relationship –and dispute

resolution• Payment• Cash

• Security• Managing

interfaces• Service

management• Audit• Asset

management

relationship the value proposition

• Outsourcingmanagement

• Budget management

• Service architecture

g• Hosting• Help Desk• DR

g• Vfm• Programmes

and projects g• Resilience

p j(PM)

What we are doing now through the MoJWhat we are doing now through the MoJCapability building through skill assessment.Geared to improving Civil Service capability and reducingGeared to improving Civil Service capability and reducing reliance on expensive contractors – except in key skill areas and mainly on fixed contracts on Programme management and implementation.Reducing contractor numbers by 50% over 12 months and saving over £5m per annumsaving over £5m per annum.This is only possible by a systematic approach (SFIA 3 on present skills assessment but moving to SFIA 4)present skills assessment but moving to SFIA 4)

This requiresThis requires

The businesses we serve must define needs and demandsThe businesses we serve must define needs and demands more closely – a ‘Dragons Den’ review.A determination not to compromise on poor performers.p p pA revised pay structure specific to ICT and allowing sensible internal promotions.Stronger customer interfaces and better communication.Much clear focus to requirements when recruiting.Should lead to more secondments to and from long term supplier partnerships – has been successful in the past.

Skills Management Methodology – 7 stepsSkills Management Methodology 7 steps

Skills directory – what do we think we have

Analyse Job roles and functions

Assess skills

Set new and appropriate organisational structure

Assess skills

Confirm skill requirements

Set objectives

Analyse new skill needs against criteria

RememberRememberI think that is an immutable

law in business thatlaw in business that words are words,

explanations are explanationspromises are promises

- but onlyperformance is realityperformance is reality

Harold GeneenFormer chief executive of IT&T 1985

Achievement of delivery is only possible with the right skills and the right motivation andthe right skills and the right motivation and

with shared goals and objectives

Thank you