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Environmental Scanning and Project Review

   

Added on  2019-09-30

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ICT STRATEGY FORPUBLIC SECTORCOMMISSIONA summary of the work undertaken with the Public Sector Commission to helpthem draft their first ICT Strategy, and help define some strategic activities tosupport them during its implementation over the coming yearsRichard Hughes10375697MAN 6310
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1CONTENTS2Executive Summary...............................................................................................................................43Outcome Analysis.................................................................................................................................53.1Project Completion........................................................................................................................53.1.1Project Approach.....................................................................................................................53.1.2Products and Project Measured Against Assessment Criteria.................................................53.1.3Time........................................................................................................................................73.1.4Budget.....................................................................................................................................73.1.5Scope.......................................................................................................................................73.2Scope Management.......................................................................................................................83.3Project Implementation.................................................................................................................93.4Project Deviations..........................................................................................................................93.4.1Deviation 1: Strategic Plan......................................................................................................93.4.2Deviation 2: ‘Roadmap’.........................................................................................................103.5Final Project Schedule..................................................................................................................104Description of the Products................................................................................................................124.1ICT strategy..................................................................................................................................124.2List of Strategic Activities.............................................................................................................124.3Explanatory Report......................................................................................................................125Assessment of Business Benefits........................................................................................................135.1Development of an ICT strategy...................................................................................................135.2ICT Governance............................................................................................................................135.3Awareness of the Changing Environment....................................................................................135.4Strategic Planning........................................................................................................................146Recommendations..............................................................................................................................156.1Continuous Development............................................................................................................156.2Environmental Scanning...............................................................................................................156.3Identifying and Managing Projects and Risks...............................................................................157Project Review....................................................................................................................................167.1Issues Faced and Lessons Learned...............................................................................................162
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7.2What Went Well...........................................................................................................................168Appendix A - Overview of Creation of Strategy...................................................................................179Appendix B – Project Gantt Chart.......................................................................................................1810Appendix C – Sample Daily Log.........................................................................................................1911Appendix D – Weekly Status Reports................................................................................................2012Appendix E – Weekly Checkpoint Meetings with The Commission...................................................2613Appendix F – Basecamp Entries........................................................................................................3214References........................................................................................................................................333
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2EXECUTIVE SUMMARYThis project required an intern to work with the Public Sector Commission to develop an ICT strategy, roadmap and supporting guidance. The project began on 11th January 2016, and was completed on time after 176 hours of work by the intern. The project was managed in line with a tailored version of PRINCE2, and proper project documentation was maintained to demonstrate this.The scope of the original project was to identify the current state of the Commission’s strategic approach to ICT, and following research and consultation, to identify the likely future state of ICT as envisaged through the creation of a comprehensive ICT strategy. This was to include a roadmap of activities and supporting guidance to assist the Commission to deliver the strategy.Once the project was underway, it was apparent that the Commission did not have a business strategy that would support the development of an ICT strategy. This was because the Commission’s Executive Board prefers to interpret the Public Sector Management Act 1994 as an alternative to developing a business strategy. The senior managers in the Commission, however, recognise the external strategic drivers that are compelling them to create an ICT strategy. Consequently, and in agreement with the Commission, the project used the external strategic drivers in order to help fill the strategic void. This helped the Commission to develop its understanding of the strategy gap, and to begin to construct components for an ICT strategy. Furthermore, since it would be difficult to create a roadmap, an alternative was agreed with the Commission whereby a list of strategic activities for the next few years was identified. These activities linked back to the strategic drivers and provide the Commission with the strategic plan to be used until they develop an ICT strategy to align with their future business strategy.The final products that have been developed for the Commission include:An ICT strategy presented on a single page to help employees visualise the reasons behind the strategyA list of strategic activities containing headline details of projects, project tasks and other activities through the use of 4 work streams that are necessary to ensure the delivery of the ICT strategyAn explanatory report and additional guidance that provides information about program and project governance, and other ICT issuesThe intention is that the Commission will use an existing ICT governance group to oversee the delivery ofthe strategy and the associated activities, but will maintain flexibility to develop these as the external drivers shift their emphasis. The project hopes that this will also encourage changes within the Commission regarding the development of general business strategy.The use of an intern to develop an ICT strategy for a major public sector agency is unusual. Ordinarily, this is unlikely to be an approach that would attract significant support from business strategists. The Commission have reported that they found the process to be extremely useful, and it has helped to develop their organisational learning.4
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A number of lessons have been learnt as a result of the project, and these include greater initial scrutiny of internship requests for projects such as these. 5
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3OUTCOME ANALYSIS3.1PROJECT COMPLETION3.1.1Project ApproachThe project was managed in accordance with a tailored version of PRINCE 2. The project brief was the initial advertisement for the internship, from which the project was initiated. The project management team comprised 2 members of staff from the Commission (working ad hoc hours) and the Project Manager. The outline business case was the project proposal produced for the Capstone Integration Unit. This included sections dealing with project feasibility, risks, roles and responsibilities, scope, timescales and quality.The Executive Director at the Commission undertook the role of Project Board, and the ICT Manager wasproject sponsor. Commission-wide oversight was provided through formal presentations by the Project Manager to the Commission’s Information Systems Governance Group (ISGG). Products were agreed in the project proposal, and milestones set. The Gantt chart is shown in Appendix B. Weekly checkpoint meetings were kept and details of these are shown in Appendix E. A daily log was also maintained, and an extract of this shown in Appendix C. In addition, weekly summaries were provided to the university Unit Coordinator via Basecamp (Appendix D and Appendix F). These mechanisms enabled issues and lessons to be captured and tracked. 3.1.2Products and Project Measured Against Assessment CriteriaThe agreed assessment criteria were as follows:1.Confirmation that the project has been undertaken in line with PRINCE2 project management principles2.Completion of the project against the agreed proposal3.Satisfactory and appropriate communication with the Unit Coordinator and the Commission4.Feedback from the Commission regarding the conduct and performance of the intern together with views regarding the quality of the products5.Feedback from the Commission regarding the contribution made by the intern to the ICT and Communications DirectorateAssessment Criteria 1 – Project undertaken using PRINCE2 PrinciplesThe project was undertaken using a tailored set of PRINCE2 principles. These are outlined in section 3.1.1 above.Assessment Criteria 2 – Completion of the project against the agreed proposalThe project has delivered 3 products as agreed in the initial proposal. The variations from the proposal were agreed with the client during the early stages of the project, and the reasons for the variations are outlined in section 3.4.1 and 3.4.2. 6
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Assessment Criteria 3 – Satisfactory and appropriate communication with the Unit Coordinator and the CommissionWeekly communication was undertaken with the Commission via checkpoint meetings. These are documented in Appendix E. Additional communications were undertaken through personal meetings, emails and workshops.Weekly communication was undertaken with the Unit Coordinator via Basecamp. These are documented in Appendix D and Appendix F. Additional communications were undertaken through personal meetings and emails.Assessment Criteria 4 – Feedback from Commission regarding the conduct and performance of the intern together with views regarding the quality of the productsVerbal feedback from the Commission has been extremely positive regarding both the conduct and performance of the intern, and the quality of the products has been rated highly. Written feedback has been requested and will be forwarded when available.Assessment Criteria 5 – Feedback from the Commission regarding the contribution made by the internto the ICT and Communications DirectorateVerbal feedback from the Public Sector Commission ICT and Communications Directorate has been extremely positive regarding the contribution made by the intern. This has included running workshops with other Directorates in the Commission in order to impress the importance of ICT as an enabling service in order to support defined business processes.7
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3.1.3TimeThe original timescales for completion of the project have been met. Table 1 below shows the original timescales compared to the actual work effort. 120 hours were originally allocated for the project, and all of this time was utilised. Additional time has been spent meeting with experts outside the project, and conducting research online and in the ECU library.Wk.DateInitial Estimation of TimeActual TimeTime with PSCAdditional Time111.1.16(2 days) 16 hrs(2 days) 16 hrs(1 day) 8 hrs218.1.16(2 days) 16 hrs(2 days) 16 hrs(1 day) 8 hrs325.1.16(2 days) 16 hrs(2 days) 16 hrs(1 day) 8 hrs41.2.16(2 days) 16 hrs(2 days) 16 hrs(1 day) 8 hrs58.2.16(1 day) 8 hrs(1 day) 8 hrs(1 day) 8 hrs615.2.16(1 day) 8 hrs(1 day) 8 hrs(1/2 day) 4 hrs722.2.16(1 day) 8 hrs(1 day) 8 hrs(1/2 day) 4 hrs829.2.16(1 day) 8 hrs(1 day) 8 hrs(1/2 day) 4 hrs97.3.16(1 day) 8 hrs(1 day) 8 hrs(1/2 day) 4 hrs1014.3.16(1 day) 8 hrs(1 day) 8 hrs(1/2 day) 4 hrs1121.3.16(1 day) 8 hrsNil(1/2 day) 4 hrs1228.3.16(1/2 day) 4 hrsNilNil134.4.16(1/2 day) 4 hrsNilNilSub-total128 hrs112 hrs64 hrsTotal128 hrs176 hrsTable 1 – Planned -vs- Actual Time Spent on Project3.1.4BudgetNo budget was allocated for the project and none was expended.3.1.5ScopeThe original scope of the project was as follows:Current state determined through internal consultation within the Commission to identify current policies, approaches and driversDesktop research and internal consultation within the Commission to identify likely future state such as through policies, compliance with strategic plan, governance arrangements and procedures in IT risk management, information security, business continuity, change control andinternal audit Reference to TOGAF and established principles of Enterprise Architecture will also be required to provide the Commission with a framework that they could adopt to support their transition and help them to construct a roadmap8
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