Department for Transport Management Information Programme

Leslie Gilbert Senior Business Partner for Vantage Presentation 8th October 2013

DfT ManagementInformation System

HR Finance FOI P2P Projects Specialist

Strategy Unit

2

DfT overview

International, Security &

Environment Group DfT Board

Secretary of State

Ministers of State

Non-Executive Directors

Permanent Secretary

Director Generals

General Council

HS2 Rail Group

Resources &

Strategy Group

Rail Group

Road, Traffic & Local

Group

Motoring

Services

Agencies

Maritime &

Coastguard

Agency

Highways Agency

General Council

Private Office

Communications

Strategy Unit

3

DfT overview

Strategy Unit

4

Background to the programme

The Department’s shared service centre implemented;

HMT financial management improvement programme;

New coalition government;

Pressure to reduce back office headcount and increase efficiency;

Increased external reporting requirements;

New transparency requirements of Departmental data;

Need for improvements in resource management;

Need for improvements in Board reporting;

Strategy Unit

5

Accessing management information prior to the programme

Strategy Unit

6

Objectives of the programme

Programme began in March 2011

to develop a single version of the truth;

to develop improved business;

to deliver fewer system platforms;

to deliver common data standards;

to improve access to management data;

to deliver savings in back-office resourcing;

Programme supported by DfT Board;

Civil Service reform objective;

Strategy Unit

7

Scope of the programme

The base data is transactions data in SAP and other systems eg purchases, absence recording, staff details, PQs etc;

Local reports at Profit Centre level upwards to DM, Director, Group, DfT;

Group reporting provides DG/Directorate summaries;

Dashboards is the DfT/Group view in visual form;

External reporting to HMT and CO;

Board reports

Group reports

Local reports

Transactions

Strategy Unit

8

Project Approach

›Agile ›Scrum ›Flexibility ›Engage user

Adapted Project management approach from Prince based to Scrum

Capable of handling evolving requirements

Makes the most of the resources and knowledge available

Ensured clarity of purpose and progress across whole team and client

Delivered priority elements first

Increased speed of delivery

Strategy Unit

9

Project Approach

›Agile ›Scrum ›Flexibility ›Engage user

Three pillars of Scrum

Transparency, Inspection, Adaption;

Four opportunities to inspect / adapt

Twice monthly, planning, review, retrospective meetings, and

Daily scrum;

Overall plan with end date;

Prioritised list of requirements;

Shared definition of done;

Self managing teams;

Strategy Unit

10

DfT MI system landing page

HR Finance FOI / PQ P2P ProjectsSpecialist

apps

DfT Management Information System

Quicklink· View my team· Check my team absence· View team diversity· View & amend my staff

forecasts· Check my vacancies

Quicklink· View my finance

performance· Update my forecast· Create team finance

reports· View the finance

timetable

Click for user guide Click for user guide

Quicklink· View my performance

Click for user guide

Quicklink· View my P2P

performance

Click for user guide

Quicklink· Provide updates on

status· View current

performance· Run reports to see data

at different levels

Click for user guide

Quicklink· Run TOC app· Run Resource Accounts

app· Run Treasury App· Run the QDS app· Run and view board and

group reports

System Administration:- This system is maintained by Corporate Finance Systems, who can be contacted by email on CorporateFinanceSystems@dft.gsi.gov.uk or call on 0207 944 ----

Messages:- Month end process starts-

Useful links:Corporate DashboardMI Transnet siteMI system forms

Strategy Unit

11

Development progress

Phase 1 – Mar 10 to Mar 12

Finance;

Human Resources;

P2P;

Official Correspondence;

Projects;

Group Reports;

CASSy replacement;

Phase 2 – Sep 12 to Dec 13

Dashboards;

Board pack;

HRv2 + merge finance;

Budget and forecasting;

QDS automation;

Business Planning;

Risk management;

Version 10 upgrade;

SAP BPC applications prior to MI programme

TOC payments;

Motoring agency performance reporting;

DfT Resource Accounts consolidation;

Strategy Unit

12

Benefits delivered through the programme

Business has immediate access to finance, HR and project data allowing them to better manage their areas of responsibility and deliver objectives;

Source data available direct to users;

Improved accuracy of forecast data and better financial management decisions taken;

More efficient administrative business processes particularly in finance and HR functions;

HR and finance data reconciled for the first time;

Single request for commentary update;

Single platform for departmental data available for internal and external reporting;

Strategy Unit

13

Benefits delivered through the programme

Fewer platforms required for financial reporting;

Collection and reporting of new Cabinet Office requirements for Departmental data automated;

Planning information available to all users allowing more regular updating of business plans;

Better portfolio management of key projects and progress of programmes;

Dashboards that allow automated and dynamic performance reporting available at board meetings;

Has put the DfT in the forefront of Whitehall’s programme of developing and improving MI within Department’s;

Strategy Unit

14

Lessons learnt

The value of supportive and engaged senior team;

The right project management approach;

An established production team, trained and with responsibility for master data;

Shared dimensions where possible eg time, HR and Finance;

Work hard to improve data quality as soon as data starts surfacing;

The need for technical expertise on the client side;

Select partner/s with proven track record;

Strategy Unit

15

Lessons learnt

The level of business process rework required;

Being ambitious in what can be achieved in bringing high quality information to users;

The level of cultural inertia from some parts of the Department to take-up new systems and processes;

The ongoing requirements for communication, engagement and training of users;

The seemingly endless demand for improvements in the quality and access into different data areas;

Strategy Unit

16

Next steps in the progamme

Completion of Phase II of the programme by March 2014;

Integrating Cabinet Office requirements into programme;

Continuing to improve direct access to source data and removing manual steps thereby improving accuracy of data;

Continue communicating with users and increase up-take of the system;

Migration of system to divested shared service centre and Agresso software;

Implement further improvements in board reporting;

Broaden system access to external data sources eg industry data;

Continue to assist in the development of MI across Whitehall;

Strategy Unit

17

Questions