process-based it organisation at statistics new zealand prepared by matjaž jug
TRANSCRIPT
v1
Introduction
• Drivers for the introduction of process-based organisation
• Main three methodologies– Project Management Framework (PMF);– Software Development Lifecycle (SDLC);– IT Infrastructure Library (ITIL)
• Changes in organizational structure– Introduction of functional roles and teams specialization– Centralization and consolidation of IT within new IT
Solutions Group
• Lessons learned
v1
I&T Strategy 2006 - 2010
Information and Technology
Strategy
Official Statistics System
Transparently Present our Capability
‘Real Time’ Statistical Analysis
Administrative, Social, Environmental and
Regional DataCollection Methods
Statistics
Government Digital and e-Government Strategies
E-Government Policies and Standards
Wider Government Context
Public Records Act & Archives New Zealand Standards
Government
Workforce
Work-Life Balance
Capability
Environment
Real Time Data
Availability
Provider Expectations
User Expectations
Statistics NZ Statement of Intent
Statistics NZ Internal – Establishment, Funding
Statistics NZ Business Unit Strategies
Technology Changes
Business model Transformation
Strategy
v1
Project Management
• Revised Project Management Framework (PMF) introducued in 2004
• Project Governance structures support Framework and provide accountability for Outcomes and Outputs
• Formal structures include stakeholder input through Steering Committee
• Framework includes a formalised process for stage approvals and sign off
• Framework provides standardised documentation throughout life-cycle of project – organisation-wide implementation
v1
PMF Governance Model
Sponsor
Steering Committee
(key stakeholders)
Advisory Group Project Owner
Project Manager
Project Team
Sub Project Manager (IT)
Project team
Programme Manager
Board
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Software Development LifeCycle
• In 2004 an audit was carried out into the capability of the software development process within Statistics New Zealand
• Result – CMMI Capability 1 (Management by Heroics)
• A software development lifecycle (SDLC) was introduced within Application Services to improve this rating and therefore increase credibility of IT
• SDLC-fit V1.0 was updated to SDLC-fit V2.0 in 2006
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“V” for Validation
Business Requirements
Software Requirements
Application Requirements
Code
Unit Test
System Test
User Acceptance TestUAT verifies the solution meets Business Reqs
System Test verifies the system meets Software Reqs
Unit Test verifies the application
meets Application Reqs
LCO
LCA
IOC
GRInception
Elaboration
Construction
Transition
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IT Service Support & Delivery
• Statistics New Zealand has organized IT service support and service delivery processes by using ITIL (IT Infrastructure Library) framework
• Starting with the Service Desk and following with other processes like incident management, problem management etc. most of the processes have been successfully implemented within IT Operations and Services Division
• Introduction of ITIL-based Change & Release policies, approved by Board in May and deployed in November 2007
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Service Level Management
Continuity Management
Capacity Management
Lindsay Lorden x4717
Financial Management
Jason Welham x4224 Anne Williamson x4634
Prescott Jones x4084 Operations
Availability Management
Incident Management
Service Desk
Change Management
Configuration Management
Release Management
Nikki File x4194 Infrastructure
Problem Management
Raj Zodgekar x4697 / Josie Cope x4216
Task
Service Level
Communicates Service Level performance with the business, defines the services provided and the response priorities. Helps the organisation agree a service baseline which can then be changed in view of cost and needs.
Capacity Ensures the most efficient use of IT infrastructure, without affecting service levels.
Continuity Ensures IT operations facilities can be recovered within required and agreed business timescales.
Financial To be used to manage the cost of services, account for assets etc.
Service Desk First point of call, logs all incidents, aims to fix within 10 minutes.
Incident Takes ownership of call from start to finish and follows up wherever it is within IMS or 3rd level suppliers.
Availability Monitor planned and unplanned outages and is used to identify and remove recurring issues.
Configuration Keeps knowledge of SW and HW, location and relationships up to date for proactive management.
Change Controls changes to the production baseline without affecting service levels and is used to help manage expenditure on all change.
Release Ensures project products or changes are migrated onto the production systems and facilitates continuity management.
Problem Assess all calls for trends and remove causes to reduce call levels
Data Services System Administration
Infrastructure Services
Brian Black x4632 Vendor & Procurement Management
Problem solvers
Margaret Hutchison x4869
Systems
Chanelle Becker x4865 Quality Assurance
Software Procurement
Heather Fernandes x4131
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PMF, SDLC & ITIL in Context
Business As Usual
Vision Proposal Initiation Close
Use Realize
Benefit
Inception Elaboration Construction Transition
PMF
SDLC
LCA LCO IOC GR
Execution
IT Operations Change & Release mgmt
PCR
BRR
Project
Service Mgmt (ITIL)
TOR
What Scope;
Estimate
How Plan;
Revised estimate
Close Asset-
ize; review
Do Create software, test, end user
material and train users till Software in use
BAU
v1
Introduction of Functional Roles and Specialized Teams (2004 - 2006)
• Functional roles in Application Services:– Business Analyst (BA)– Project Manager (PM)– Developer/Designer– Tester– Architect (Data, Solutions)
• Specialized teams– Application Support team (separate from development)– Architecture team– Testing team– BA team
• Delivery model changed to resource management model
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Centralization and Consolidation of IT as Part of Wider Restructuring (2007)
• New IT organisational structure in place:– Centralized Vendor Management & Procurement unit– New Quality Assurance Division acting as a Single Stop
Shop for business– Centralized Demand/Delivery Management & Process team
within established within QA– Small Technology / output -based development teams
• Resource Model replaced by Output Delivery Model• All IT units centralized in IT Solutions Group
(Architecture, Project Services)• IT Solutions Group part of new Organisation
Development Group, combining IT, Finance, HR, Corporate Support and PMO.
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Lessons learned - challenges
• Adoption of new processes is often seen (and usually is!) a new administrative burden;
• New policy and adoption of templates is not enough• Governance & engagement become more complex;• Process from the vision to the delivery can be time
consuming comparing to previous praxis.• Increased focus on building things on the right way
rather then building right things• Challenge how to find and retain skilled staff has
increased with the introduction of standard functional roles introduced in many other organizations