DTM Implementation plan From strategy to delivery infrastructure platform, adopting digital delivery culture, delivering the new DTM organisation etc.) via agile teams (see Appendix

1 | P a g e d t m d e t a i l e d b u s i n e s s p l a n ‐ final.docx

DTM Implementation plan

From strategy to delivery

DTM Management Team

11 March 2016


TableofContentsForeword ................................................................................................................................................. 4

Introduction ............................................................................................................................................ 5

1. Executive Summary ......................................................................................................................... 8

1.1 Initial product delivery backlog for 2016 ................................................................................ 8

1.2 DTM Transformation Targets for 2016/17 .............................................................................. 9

1.3 Reading the document .......................................................................................................... 12

2. Transformation through delivery .................................................................................................. 13

2.1 Transforming how we engage with our users ...................................................................... 13

2.2 Transforming our Services .................................................................................................... 16

2.3 Transforming the way we work ............................................................................................ 19

2.4 Transforming our technology and methods ......................................................................... 24

3. Appendices .................................................................................................................................... 25

3.1 Detailed activities by Division ............................................................................................... 25

3.1.1 Data Division ................................................................................................................. 25

3.1.2 Digital Publishing Division ............................................................................................. 29

3.1.3 Digital Services Division ................................................................................................ 33

3.1.4 Discovery, Design and Assurance Division .................................................................... 37

3.1.5 Methodology Division ................................................................................................... 41

3.1.6 Technology Services Division ........................................................................................ 45

3.1.7 Organisational Design ................................................................................................... 49

3.2 Platforms ............................................................................................................................... 50

3.3 Delivering ongoing commitments ......................................................................................... 51

3.4 Multidisciplinary teams ......................................................................................................... 51

Recognising Competence .............................................................................................................. 52

The Digital Passport ...................................................................................................................... 52

The Roles ....................................................................................................................................... 53

3.5 Technology Vision ................................................................................................................. 54

3.5.1 Anything as a Service .................................................................................................... 54

3.5.2 DevOps .......................................................................................................................... 55

3.5.3 Desktop ......................................................................................................................... 55

3.5.4 Big Data ......................................................................................................................... 56

3.5.5 Micro‐service Architecture ........................................................................................... 56

3.5.6 Infrastructure delivery .................................................................................................. 58


3.5.7 The Software Defined Data Centre (SDDC) ................................................................... 59

3.5.8 Unified Communications ............................................................................................... 60

3.5.9 Technology Radar .......................................................................................................... 60

3.6 DTM Organisation ................................................................................................................. 62

3.7 Four transformation themes ................................................................................................. 63


ForewordWe are in the midst of a data revolution. More data, often in richer and more complex forms, is

often generated and published in real time; there is an expectation of services which are digital by

default; there are new methods and technologies we can use to improve the decision making power

our statistics bring. We are committed to DTM becoming a directorate which can deliver on the

Digital, Technological and Methodological challenges faced by a modern, data‐driven organisation.

When technology is deployed effectively, it makes the way we work more efficient and improves the

quality of our service. Too often in recent times attempts to change technology in Government have

failed, and ONS is not free from this criticism. This plan is designed to work and we need to make it

work particularly because the move to electronic social and business data collection is long overdue.

But there is much more to do than moving surveys online, with widespread recognition that the role

of digital technology is rapidly shifting from being a driver of marginal efficiency to an enabler of

fundamental innovation and disruption. We must also develop the working methods, technologies

and methodologies we need to really innovate with new data sources, particularly administrative

data. This means streamlining our data collection, storage, analysis and dissemination platforms and

processes.

Also, as we begin to use more administrative data, there is an essential role for our methodologists

since, even where these new data sources are available at population scale, we will need new

techniques and processes to help us make sense of these different types of data. We will be open

and transparent about the changes we are making since trust underpins everything that we do.

This plan addresses the need to improve the way DTM works and sets out quarterly delivery

objectives. It proposes a series of reforms to deliver targeted improvements for ONS, saving

significant sums of taxpayers’ money, reducing burdens on respondents, enhancing the efficiency of

business areas, and improving the services we can provide to the public and businesses.

It is vitally important that we all start to think differently and build our capability to match our

ambition. Increasing ONS capability in digital skills, in technology which works, and in innovative

methods will give confidence to users of our statistics, enabling businesses and society to make

better decisions and make ONS a more exciting place to work.


IntroductionONS exists in an increasingly digital world, one in which more data are created at a faster rate than

ever before, the rate of technology change is greater and users expect access to services wherever

and whenever they want. Taking advantage of this data revolution at a time of continuing spending

pressures means we need to rethink the way that we work; how we assemble and deliver systems

and services; and the roles, skills and functions that we perform to enable us to respond rapidly to

our users’ and our staff’s expectations for digital communication in an efficient, professional and

innovative way.

The DTM Plan published in July and revised in October set out our objectives and the underpinning

themes to enable DTM to transform internally. Equally importantly, it also set out the vision to

transform the systems (infrastructure, hardware and applications) and to maintain and develop

sound statistical methods upon which ONS depends for the quality delivery of its internal and

external products. These two aspects of the plan are two sides of the same coin and neither will

succeed without the success of the other.

This document extends that plan into firm implementation actions.

This document covers the creation of the platforms described in the Business Plan and the products

(i.e., their constituent modules or software applications) that deliver the features and functions

required to satisfy the specific goals of a particular business function that we expect to put in place

over the coming period from now until 2020. The platforms will be constructed incrementally (i.e.,

product by product) to deliver value early. The plan presented here will be reviewed and revised

quarterly to reflect progress against the quarterly targets enumerated in section 0.

The initial ‘backlog’ of what we will deliver in 2016 appears at Section 1.1 ‐ it will be prioritised

through portfolio planning activities, hence at this stage represents the best current view but is

subject to change. The emphasis remains on minimum viable product and early delivery of business

value hence products may require full or partial implementation depending on need.

The focus of the document is on transformation rather than on the myriad business as usual

activities that we undertake (see Appendix 3.3). It is important to ensure that that these continue to

be supported and that the underpinning statistical infrastructure and quality are maintained and

developed.

These transformation deliverables include:


• Methodology services and approaches that reflect new data sources

• service design and security, and information assurance services

• the development of digital capability across the office and the establishment of the Service

Manager approach to development and delivery of services

• the activities around data (in conjunction with other directorates) needed to put ONS at the

forefront of practice in this area

• the online software applications (products and platforms) needed to provide colleagues with

the tools to do their work

• and the publishing and dissemination platform to enable all our users easy and attractive

access to all our output, whether of data, statistics or of insight and services

• development of DTM and Office wide capability to ensure that we continue to develop the

right skills to accomplish this very ambitious programme of delivery.

The principles behind this approach are:

• The use of methodology, service design and technology in each platform will be

homogeneous and consistent.

• The functions of each product will be specific to the user needs that it serves.

• Working within an agile process framework, with Discovery, Alpha, Beta and Live stages. The

makeup of teams undertaking the work will vary by stage of work and subject, but will

consist of some combination of the following skills: methodology, user research, technical

architecture, subject matter experts (statistical, technical, digital), business analysis, design,

development, testing and security or information assurance.

• Compliance with Government Digital Service (GDS), HM Treasury and Cabinet Office controls

will be, so far as is possible, built in from the inception of activity.

• Compliance with relevant international statistical standards (e.g., Common Statistical

Processing Architecture (CSPA), General Statistical Information Model (GSIM) etc.) will be, as

far as possible, built in from the inception of activity.

• Early engagement with business colleagues (within ONS and across the GSS) to ensure that

DTM drives ONS service designs (i.e., being proactive not reactive).

• Taking ‘make or buy1’ decisions once the need for a solution has been understood, moving

towards an end‐to‐end service model (in creating and consuming solutions).

• Recognising that, in the early stages of DTM transformation, we will need to procure skills

from third parties, and increasingly we will make use of in house teams.

• Developing and expanding our external partnerships (in data, technology, methodology etc.)

to ensure we have access to a broad range of the latest skills, thinking and expertise.

The publication of the Bean Review made a number of significant recommendations on quality, data

and methodology. To ensure that we implement this effectively we will be undertaking an externally

led detailed review of the role of methodology on ONS. We will communicate about this as the plan

matures.

Implementation of the actions set out here will result in a radically different shape to DTM, will

deliver greater value, functionality and facilities to the office, will result in a net reduction of at least

1 Buy covers Opensource or other NSI so not necessarily involving a commercial arrangement.


19% of the costs of DTM over the plan period for current levels of outputs, and will collectively

support ONS to deliver the strategy of Better Statistics, Better Decisions.

The Leadership Team is excited about the actions described here and we are determined to see

them succeed. I am personally looking forward to supporting and leading the team in this success.

Dr. David Best

Director


1. ExecutiveSummary

1.1 Initialproductdeliverybacklogfor2016This diagram represents the initial, high‐level, backlog of products that have been identified for the

delivery of the platforms. It will be prioritised through portfolio planning and hence may change. The

Product Owners are provisional at the stage of preparing this plan.

The backlog here2 is presented only in terms of products within platforms but of course delivery of

those products relies on coordinated activities across the directorate (e.g., delivering a flexible

infrastructure platform, adopting digital delivery culture, delivering the new DTM organisation etc.)

via agile teams (see Appendix 3.4), achieving the targets set out in the following section and a

progressive move to new ways of working across the office.

2 Based on the ONS Platform Strategy version 2


1.2 DTMTransformationTargetsfor2016/17The targets shown here are the current (at March 2016) view of DTM transformation targets in the

context of Section 1.1 and additional key activities. These targets will be reviewed with business

colleagues and revised through portfolio planning if required.

The targets are grouped within the high level deliverables from section 2.

Q1 (Apr – Jun) Q2 (July – Sep) Q3 (Oct – Dec) Q4 (Jan – Mar)

Deliver a modern, flexible dissemination platform.

Local.ONS ‐ Alpha Dissemination ‐

Visual.ONS ‐ Alpha

Dissemination – Census

2017 test – Alpha

Dissemination ‐

Local.ONS (integrated

with Geography portal)

– Live

NOMIS – Alpha, Beta

Decommission legacy

website(s)

Strategy for 4* and 5*

data

Intranet – Beta, Live

Build a flexible infrastructure platform.

ONS Private Cloud

Platform #1 – Beta

ONS Private Cloud

Platform #1 – Live

ONS Private Cloud

Platform #2 – Beta

ONS Private Cloud

Platform #2 – Live

Exit SDC02 data centre

Deliver platform and product roadmaps agreed by the business.

Agree and release

product roadmaps

including business

services and

architecture models

Agree and release

product roadmaps

including business

services and

architecture models

Agree and release

product roadmaps

including business

services and

architecture models

Agree and release

product roadmaps

including business

services and

architecture models

Build a small number of Service Oriented Processing Platforms.


Q1 (Apr – Jun) Q2 (July – Sep) Q3 (Oct – Dec) Q4 (Jan – Mar) Collection (Survey Data

Collection) ‐ first

business survey (MCI) –

Private Beta

Electronic Questionnaire

Respondent Management

Response Management

Survey Data Exchange

Collection (Survey Data

Collection) ‐ Census

2016 test –

Alpha/Private Beta

Response Management


Collection) ‐ Beta



Response Management



Collection) ‐ Census

2017 test ‐ Beta



Response Management


Collection (Data Source

Collection) ‐ ESTP(NA) –

Discovery Import External Data Sources

Data Assessment

Data Exchange

Data Integration

Build a Service Oriented Data Platform.

Data (Registers) ‐

Discovery

Address Register

Management

Business Register

Management

Data (Registers) – Alpha

Address Register

Management

Business Register

Management

Data (Data

Management) –

ESTP(NA) – Discovery

Data Repository Management

Data Access

Data (Statistical

Metadata) – Discovery Metadata Search Metadata Access

Metadata Repository

Management

Geography Maintenance

Data (Statistical

Metadata) – Alpha

Metadata Search

Metadata Access

Metadata Repository

Management

Geography Maintenance

Metadata Strategy

published

Build a modern, flexible Collaboration Platform.

Virtual Desktop

Infrastructure (VDI) ‐

Alpha

VDI – Beta

Unified Communications

solution (cloud) – Alpha


solution (cloud) ‐ Beta


solution (cloud) – Live


Q1 (Apr – Jun) Q2 (July – Sep) Q3 (Oct – Dec) Q4 (Jan – Mar)

MS SharePoint – Alpha MS SharePoint – Beta MS SharePoint – Live Complete migration of

Lotus Notes applications

to MS SharePoint

Build a new DTM Organisation.

Consultation on DTM

organisation design.

DTM organisation

design agreed.

Start transition to new

organisation.

Complete transition to

new organisation.

Continue to support business areas with statistical support and advice.

Publication of National

Statistics Quality Review

for Living Costs and

Food survey

Publication of

consultation on SOC and

NS‐SEC

Create a digital delivery culture.

Service Managers in

place for Census,

Dissemination and

Electronic Data

Collection

Incorporate new data sources into statistical production systems.

Data (Data Source

Collection) – ESTP(NA) –

Discovery Import External Data Sources

Data Assessment

Data Exchange

Data Integration

Methodology

development – modal

effects of online

collection,

administrative data etc.

‐ Discovery

New data sources and

techniques (e.g., mobile

phone data, SDGs, IPS

estimates etc.) ‐

Discovery

New data sources and

techniques (e.g., mobile

phone data, SDGs, IPS

estimates etc.) ‐

Discovery

Deliver a new Information Assurance Strategy

Publish Information

Assurance Strategy,

policy and Risk

Management policy /

approach for assurance.

Maintain Information

Assurance Strategy,

policy and Risk

Management policy /



Assurance Strategy,

policy and Risk

Management policy /



Assurance Strategy,

policy and Risk

Management policy /



1.3 ReadingthedocumentThe plan is in several sections which are explained here.

Section 2 describes the high level DTM deliverables (‘DTM will…’) within the context of the four

strategic transformation actions with a summary of the actions that will be completed (‘By…’) which

are linked to the detailed divisional action plans in section 3 together with the measures of success

that will be applied to the actions (‘Measured by…’) and the target(s) for 2016/17.

Section 3 has a number of sections:

the detailed activities for each division mapped to the 20 strategic actions within the four

themes;

a description of the current view of the platforms;

the technology vision that will support the creation of the various components of the

platforms and the construction of the supporting infrastructure;

the new DTM organisation structure proposed under the transformation consultation;

the four transformation themes (and associated strategic actions).


2. Transformationthroughdelivery

‘Transformation through delivery’ is the key theme behind the detail in this document which means that we deliver changes to the business that align with

the perspectives and objectives in the UK Statistics Authority Strategy and deliver benefits using an accelerated, agile approach that minimises risk. This

approach will allow us to make decisions to proceed (or not) quickly, maximises value and encourages innovation through applied research and

development.

2.1 Transforminghowweengagewithourusers

Transformation Action DTM will … By… When Measured by …

Target for

2016/17

Building digital services that meet the 'Digital by Default' standard to collect

and disseminate data that are convenient and intuitive for our

users (TEU01)

Deliver a modern, flexible dissemination platform. Making the best use of data, technology and approaches we will assemble a dissemination platform from shared components that simplify our provision of new and existing products and outputs to create the common exit point for ONS data and statistical products.

Release a new ONS website which meets the Digital by Default standard.See Appendix 3.1.2 for details

By end Q1 2016/17

Increase in satisfaction rating of the website by each persona. Achieving efficiency targets over the period of the Spending Review. Platform passes GDS Service Assessment.

10% ‐ ‐

Deliver a strategy for GSS wide dissemination.See Appendix 3.1.2 for details

Deliver a content strategy and gain agreement to implement the recommendations. See Appendix 3.1.2 for details



Target for

2016/17

Making more data (rather than statistical

products) openly available and at

various points in the lifecycle (TEU02)

Deliver a prototype for a new platform for local statistics encompassing data services (statistics and geography) as well as visualisation and data exploration tools.See Appendix 3.1.2 for details

Working with all statistical output areas, deliver the business change required to transition to a new publishing model. See Appendix 3.1.2 for details

Move the Visual.ONS service out of Beta.See Appendix 3.1.2 for details

Q2 2016/17

Utilise the new website and improved metadata to deliver clearer communication of statistics in line with work on experimental statistics, the Bean Review etc.See Appendix 3.1.23.1.2 for details



Target for

2016/17

Finding new ways for people to visualise our

data (TEU03)

Develop an MVP for Census dissemination for the 2017 pilot, including a review of NOMIS and WDA.See Appendix 3.1.2 for details Q4 2016/17

Support the outcomes of the ESS Vision 2020 DIGICOM programme. See Appendix 3.1.2 for details


2.2 TransformingourServices

Transformation Action DTM will… By… When… Measured by…

Target for

2016/17

Using technology ‘as a service’ solutions by default with clear

guidance to support service and

technology selection (TSV03)

Build a flexible infrastructure platform. We will move away from a 'one size fits all' technology platform with a preference for 'on‐premises' ownership towards a multi‐service model exploiting cloud services (IaaS, PaaS, SaaS).

Modernising servers and infrastructure. See Appendix 3.1.6 for details

Iteratively through 2016/17 ‐ detail in

appendix 3.1

Increase of Infrastructure Services provided via Cloud provision. Increase in satisfaction rating of Infrastructure Services. Decrease in cost of Infrastructure Services as a proportion of DTM budget. Decrease in provisioning time for Infrastructure Services

50%

70%

20%

5%

Publishing service design and technology transition models for our platforms and systems (TSV05)

Deliver platform and product roadmaps agreed by the business. Having decided (as an organisation) the priority order of the platforms that are to be built we will construct them incrementally (i.e., product by product) to deliver value early. We can best achieve this by the approach of building the minimum viable products, with steady incremental enhancement, rigorously testing at each stage, thereby providing the least cost, lowest risk solution, at the right level of quality and performance. (See appendix 3.2 for the latest view of the platforms).

Developing and maintaining ONS product definitions underpinned by up‐to‐date EA, driven by evidence‐based user needs. See Appendix 3.1.4 for details


appendix 3.1

Approval by business areas and compliant with Design Authority requirements.

Developing a service catalogue. See Appendix 3.1.4 for details

Q1 2016/17

Scoping and aligning projects and programmes to the ONS EA and IA frameworks. See Appendix 3.1.4 for details

Ongoing



Target for

2016/17

Using a Service Oriented Architecture (SOA) approach to deliver solutions aligned with the

Enterprise Architecture which

will drive reuse across the organisation

(TSV04)

Build a small number of Service Oriented Processing Platforms. Making the best use of data, technology and methods we will assemble platforms from shared components that simplify our provision of new and existing products and outputs (see appendix 3.2 for the latest view of the platforms).

Developing and publishing a target SOA architecture model and migration options for systems. See Appendix 3.1.4 for details


appendix 3.1

SOA Reference Architecture Model populated. Technical debt reduced. Services pass GDS Service Assessment.

10%

20% ‐

Developing and publicising Target Technical Architecture (capitalising on EQ, CTP SoA pilot, Website Alpha/Beta etc.) based on new Opensource technologies and frameworks and the adoption of cloud technologies (IaaS, PaaS, SaaS). See Appendix 3.1.63.1.6 for details

Iteratively develop platforms following discovery activity around each platform (and each product) as determined by business priority in line with Target Architecture. See Appendix 3.1.6 and Appendix 3.1.5 for details



Target for

2016/17

Build a Service Oriented Data Platform. To provide an underpinning infrastructure of canonical ‘reference lists’ of commonly used information items, such as addresses, business identifiers and category codes together with supporting statistical metadata (see appendix 3.2 for the latest view of the platforms).

Working across government to iteratively develop a business and household address registers that accommodates the totality of our data sets and metadata, and paradata in a usable secure environment. See Appendix 3.1.1 for details


appendix 3.1

Systems using the shared register

5%


2.3 Transformingthewaywework

Transformation Action DTM will … By … When … Service measured by …

Target for

2016/17

Supporting smart working through different devices, services and environments and as a result, by working with the Business Services Directorate, transforming the work force and its capability (TWW04)

Build a modern, flexible Collaboration Platform. We build better services when we work together and key to that is providing a modern, flexible, platform that supports that. Service teams can then focus on designing, building and running services rather than on the constraints imposed on them.

Modernising the End User Computing Service (EUC). See Appendix 3.1.63.1.6 for details


appendix 3.1

Increase in satisfaction rating of the Collaboration platform. Increase in availability of the Collaboration platform. Decrease in cost of the EUC Service as a proportion of DTM budget

30%

20%

20%

Modernising the Networking Service. See Appendix 3.1.6 for details

Modernising the Telephony Service. See Appendix 3.1.6 for details



Target for

2016/17

Establishing the Digital Services, Technology & Methodology Directorate (DTM) as a proactive and equal partner with all parts of ONS and the wider stakeholder community to drive the digital agenda(TWW01)

Build a new DTM organisation. We build better services when we work together to solve problems rather than being suppliers. We will design a DTM organisation that enables us to deliver the Government’s Digital by Default Strategy and drives up Digital capability. In this design, we will introduce the necessary processes and governance required ensuring our capabilities (Data, Digital, Methodological, and Technological etc.) develop to deliver ONS transformation.

Establishing (i.e., defining, embedding and supporting) and transitioning Transition staff from the ‘as is’ organisation to the future target state, focusing on building capability. As part of Transformation we will introduce changes to our working environment, introducing mobile devices and flexible working spaces. See Appendix 3.1.7 for details

Iteratively through 2016/17 – detail in

appendix 3.1

Increase in DTM engagement rating. Increase in business/DTM engagement rating.

8%

10%

Continue to support business areas with statistical support and advice. Detailed, high quality advice and guidance across the statistical value chain and GSS.

Methods development and support work, development and maintenance of statistical and quality infrastructure. See Appendix 3.1.5 for details


appendix 3.1 Customer satisfaction of users. Baseline to be established at the start of 2016/17.

‐ Advisory work for GSS. See Appendix 3.1.5 for details

Ongoing

National Statistics Quality Reviews and other regular reviews. See Appendix 3.1.5 for details

Ongoing



Target for

2016/17

Building up in‐house Digital, Methodology, Technology and Data skills across the organisation to reflect the greater uptake of digital and online capability (TWW03)

Create a digital delivery culture. We build better services when we work together to solve problems as partners in integrated teams. Building the skills and culture of innovative delivery (in data, methodology and technology), ensuring we have the tools and capabilities for the job with a clear, visible story and message around the digital agenda.

Establish (i.e., recruit into, embed and support) digital capability across ONS with roles aligned with GDS definitions (e.g., Service Manager, Product Manager, Delivery Manager etc.). See Appendix 3.1.3 for details


appendix 3.1

Number of roles established aligned with GDS definitions.

‐

Ensure digital dissemination is considered as part of the end to end digital service by training all Service Managers in digital dissemination policies and relevant code components. See Appendix 3.1.2 for details

Establish (i.e., define, embed and support) a capability development approach for DTM that delivers new digital skills aligned with the DTM Target State with a structured approach to developing training plans for each division. See Appendix 3.1.2 for details

DTM staff achieving digital passport foundation level by Summer 2016. DTM staff achieving digital passport intermediate level. DTM staff achieving digital passport advanced level.

95%

100% (where

applicable)

100% (where

applicable)



Target for

2016/17

Establish (i.e., define, embed and support) the Data Science Learning Academy. See Appendix 3.1.1 for details

Number of staff graduating from DSLA per annum

20 Establish (i.e., define, embed and support) the Government Data Science Partnership Accelerator Programme. See Appendix 3.1.1 for details

Establish (i.e., recruit into, embed and support) service development approaches aligned with GDS Service design phases (i.e., Discovery, Alpha, Beta etc.). See Appendix 3.1.3 for details

Increase of new services using discovery, Alpha, Beta approach to delivery. Number of Discoveries completed. Number of Discoveries moving into Alpha stage.

100%

Determined through business planning

Determined through business planning



Target for

2016/17

Using ‘agile’ tools and methods to deliver at pace with streamlined and simplified governance processes that encourage decision‐making and accountability at the right level, whilst managing risk and reducing the burden of committee based oversight (TWW02)

Establish (i.e., define, embed and support) Agile ways of working throughout ONS. See Appendix 3.1.3 for details

Increase in number of services supported by agile coaches. Development of governance framework. Maturity of agile capability, measured using industry standard maturity methods.

80% ‐ ‐

Establish (i.e., define, embed and support) Communities of Practice across multiple disciplines within DTM and the wider ONS. See Appendix 3.1.3 for details

Number of CoPs in place and active. Up to 10% time devoted to CoPs.


2.4 Transformingourtechnologyandmethods


Target for

2016/17

Working to incorporate new data

sources into our design, analysis and production processes through the use of new statistical

methods and new technologies (TTM04)

Incorporate new data sources into statistical production systems. Making the best use of big data technology and approaches we will work together to integrate new data sources that simplify our provision of new and existing products and outputs and position us to answer policy questions.

Piloting and testing new data sources, new methods and new approaches (Big Data / Data Science). See Appendix 3.1.1 for details


appendix 3.1

Number of statistical production services that utilise Big Data tools and techniques. Number of statistical production services that incorporate new data sources.

5 5

Developing new statistical methods for new and emerging sources of data. See Appendix 3.1.5 for details

Maintaining an awareness of security threats and managing the risks effectively at

the right level (TTM05)

Deliver a new IA Strategy. We work better together across government, we also want to make best use of government as a platform solutions and new data sources but we need to do this safely and securely.

Developing the Information Assurance Strategy, policy and Risk Management policy / approach for assurance. See Appendix 3.1.4 for details

Approval by Information Assurance & Exploitation Committee of IA Strategy. All platforms compliant with IA Strategy.

‐ ‐


3. Appendices

3.1 Detailedactivitiesbydivision

3.1.1 DataDivision

Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

To March 2016 1. Continue to support business areas with statistical support and advice:

Data linking and matching

Statistical Disclosure Control

Modelling and estimation

Address frame development and linkage

TWW01

2. Continue to support business areas with geographical products and services:

Graphical outputs and production

Boundary and look‐up developments

TWW01

3. Geography Portal:

Renegotiate contract with Landmark to achieve reduced price for 2016

Discovery and Alpha for combined Open Geography / ONS Local solution

TEU02 TEU03

TSV03 TWW01TWW02

TTM05

4. Pilot and test new data sources and new techniques (Big Data / Data Science)

Deliveries for Census

InnovateUK competition for SDGs

TEU05 TWW01TWW03

TTM04 TTM05


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Increase the spread of the team’s activities across the business and the impact in each area

Build out the Innovation lab into a trusted third party cloud‐based solution

5. Provide training, mentoring and support development of data science:

Internally to ONS – Learning Academy

Externally to ONS – Government Data Science Partnership

TEU05 TWW03

April 2016 – Sept 2016

1. BAU activities 1 and 2 as above. Ongoing continuous improvement to the quality and impact of these deliverables

TWW01

2. Registry Development:

Take research output and accelerate the implementation of functional registry services to at least Alpha stage

Working across government, take services to Beta level and define full operating model

TEU02 TWW01TWW02TWW03

TTM04 DA

3. Geography Portal:

Explore interim replacement for Landmark solution

Beta solution for Local.ONS

Explore further internal user needs and see if can be expanded to suit automated cartographic production

TEU02 TEU03

TSV03 TWW01TWW02

TTM05


(pre) Discovery for: – Job vacancy statistics (ESSNet) – Web scraping enterprise data (ESSNet) – Mobile ‘phone data – travel to work


TTM04 TTM05

DA


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

– Sustainable Development Goals (SDGs) – IPS estimates – LCF – Twitter – sentiment analysis – Small area estimation – Crime statistics

Deliveries for Census

Deliveries for other business areas as required by the organisation

Could be expanded depending on funding – areas of development include

– Modern Digital Economy – Evolving Labour Market – Better representation of business activities – Statistics at a small area level – Population mobility and migration – InnovateUK competition for SDGs




TEU05 TWW03

Oct 2016 –April 2017 1. BAU activities 1 and 2 as above. Ongoing continuous improvement to the quality and impact of these deliverables.

2. Registry Development:

Operate Beta and evaluate potential for full production delivery TEU02 TWW01TWW02TWW03

TTM04 DA

3. Geography Portal: TEU02 TSV03 TWW01 TTM05


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Beta to full production TEU03 TWW02


Discovery Stage for: – Job vacancy statistics (ESSNet) – Web scraping enterprise data (ESSNet) – Mobile ‘phone data – travel to work – Sustainable Development Goals (SDGs) – IPS estimates – LCF – Twitter – sentiment analysis – Small area estimation – Crime statistics

Continued development of data science in business areas


TTM04 TTM05

DA




TEU05 TWW03


3.1.2 DigitalPublishingDivision

Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

To March 2016 1. Release a new ONS website which meets the Digital by Default standard TEU01

TSV01TSV02

TWW02TWW03TWW05

TTM01 DI

2. Decommission end of life dissemination services and build residual critical user stories into new ONS website

TEU01 TSV01TSV02

TWW05 TTM01

3. Deliver data from 30% of outputs as machine readable open data TEU01 TEU02 TEU03

TSV01TSV05

TWW01TWW03TWW05

TTM01 TTM02

4. Deliver innovative mobile first data driven statistical products for the inquiring citizen persona

TEU01 TEU03 TEU05

TSV01 TWW03TWW05

TTM02 DI

5. Deliver and close the Improving Dissemination Programme TEU01 TEU02 TEU03 TEU05

TSV01TSV02TSV04TSV05

TWW01TWW02TWW03TWW04TWW05

TTM01 TTM02

6. Working with all statistical output areas, deliver the business change required to transition to a new publishing model

TWW01

7. Deliver a strategy for GSS wide dissemination, including a proposal for a Discovery phase

TEU01 TEU02

8. Deliver a content strategy and gain agreement to implement the recommendations

TEU01 TEU03

TWW01 TTM02

9. New intranet to Alpha stage TSV01 TWW02 TTM02 DI

10. New service for local statistics to Alpha stage TEU01 TWW01 TTM01 DI


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

TWW02 TTM02

11. Grow social media campaigns and monitoring, including live events TEU03 TEU04

TSV03 TWW01TWW03

In Simon’s area but including here for now as website

12. Support UK Statistics Authority website migration TEU01

TSV02TSV05

TWW01TWW02

DI


1. Ensure digital dissemination is considered as part of the end to end digital service by training all Service Managers in digital dissemination policies and relevant code components

TEU01 TEU05

TSV02 TWW01TWW02TWW03

TTM05

2. Decommission end of life dissemination services and build residual critical user stories into new ONS website

TEU01 TEU04 TEU05


TTM05

3. Integrate the geography portal into a new service for dissemination of local statistics

TEU01 TEU03

TSV03TSV04TSV05

TWW01TWW02TWW03

TTM05

4. Move the Visual.ONS service out of Beta stage TEU01 TEU03 TEU04 TEU05

TWW02TWW03

TTM05 DI

5. Provide public support for the dissemination API TEU01 TEU04

TSV04TSV05

TWW01TWW03

TTM05

6. Use the new website and improved metadata to deliver clearer communication of statistics in line with work on experimental statistics, the Bean Review and caveats

TEU01 TEU03 TEU04 TEU05


TTM05


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

7. Develop the user journey for respondents and policy makers TEU01 TEU04 TEU05

TSV02TSV05

TWW01TWW02TWW03

TTM05 DI

8. Continuously deliver new functionality for the ONS website TEU01 TEU05


TTM05 DI

9. Respond to the guidance on Welsh language provision TEU01 TEU04 TEU05

TWW01TWW02TWW03

10. New intranet out of Beta stage to Live

TSV01TSV02

TWW01TWW02TWW03

TTM05

Oct 2016 –April 2017 1. Develop an MVP for Census dissemination for the 2017 pilot, including a review of NOMIS and WDA


TSV02TSV05

TWW01TWW02TWW03

TTM05 DI

2. Support the outcomes of the ESS Vision 2020 DIGICOM programme TEU01 TEU03 TEU04 TEU05


TTM05 DI

3. Establish a policy for working in partnership with third parties on product development and syndication



TTM05

4. Support the work on income generation TEU05 TWW01TWW02

TTM05


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

TWW03

5. Implement a Discovery phase to support the dissemination of GSS statistics



TTM05 DI

6. Establish mechanism for direct data feeds to intermediaries TEU02 TEU04 TEU05


TTM05 DI

7. Establish the strategy for systematic provision of 4* data TEU01 TEU02 TEU04 TEU05


TTM05

8. Establish the strategy for provision of 5* data TEU01 TEU02 TEU04 TEU05


TTM05

9. Implement archiving policy TEU05 TSV05

TWW01TWW02TWW03

TTM05

10. Agree an approach for Micro‐sites/use of third party platforms eg consultations, recruitment, campaigns, blogs

TEU01 TEU02 TEU03 TEU04 TEU05

TWW01TWW02TWW03

TTM05


3.1.3 DigitalServicesDivision

Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

To March 2016 1. Establish (i.e., recruit into, embed and support) digital capability across ONS with roles aligned with GDS definitions (e.g., Service Manager, Product Manager, Delivery Manager etc.),

Recruit Service Manager for Electronic Data Collection (EDC)

Recruit Service Manager for Census

TEU05 TSS02 TWW01 TWW03

All

2. Establish (i.e., recruit into, embed and support) service development approaches aligned with GDS Service design phases (i.e., Discovery, Alpha, Beta etc.),

Completion of Census Discovery

Delivery of EDC Electronic Questionnaire Alpha

MVP for EDC

Collate all DTM deliverables for Census

TSS02 TWW01 TWW03

All

3. Establish (i.e., define, embed and support) Agile ways of working throughout ONS:

Education on Agile Fundamentals delivered to all in DTM via the Digital Academy

DTM Delivery teams operating with autonomy

DTM Agile coaches recruited throughout 2016 with Agile Practitioner education completed

DTM Project Managers with appropriate education and qualifications achieved

Understanding of agile principles achieved within the wider ONS

Assessment of Agile maturity

TEU05

TWW02

All


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

4. Establish (i.e., define, embed and support) Communities of Practice across multiple disciplines within DTM and the wider ONS including ones for Developer, Designer, User Researcher and Architecture

TEU05 TWW02 TWW03

All

5. Establish (i.e., define, embed and support) a capability development approach for DTM that delivers new digital skills aligned with the DTM Operating Model:

Launch Digital Academy

Launch Digital Passport

Develop workforce plans and transition approaches (with Digital Transformation team)

TEU05 TWW01 TWW03

All

6. Provide Digital Leadership and guidance across ONS, capitalising on digital networks (OGDs, NSIs, GDS etc.) to ensure ONS makes best use possible of available skills, products and resources:

Census – ensure digital service delivery aligns with GDS frameworks (e.g., Spend Controls etc.)

Census – procurement approaches through Working Group

Census Stakeholder engagement

Census International Forum fact‐finding.


All

7. Deliver (and assess efficacy of) Digital education programmes across ONS – the ‘Let’s do Digital’ campaign:

Various events across the period

Determine how to take this forward in the new DTM structure

TWW01 TWW03

All

8. Represent ONS at external Digital meetings / events actively promoting and publicising ONS transformation, for example:

Digital Training and Support Framework (DTSF) Steering Group

TWW01

All


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Festival of Marketing and other relevant external events

Accountability Hackathon

Verify Privacy and Consumer Steering Group

National Software Academy

ODI.

9. Deliver required efficiency targets. All


1. Establish (i.e., define, embed and support) Agile ways of working throughout ONS:

Education continues to evolve.

TEU05

TWW02

All

2. Establish (i.e., define, embed and support) Communities of Practice across multiple disciplines within DTM and the wider ONS:

Other communities as required

TEU05 TWW02 TWW03

All

3. Establish (i.e., recruit, embed and support) digital capability across ONS with roles aligned with GDS definitions (e.g., Service Manager, Product Manager, Delivery Manager etc.):

Other services as required.


All

Oct 2016 –April 2017 1. Establish (i.e., define, embed and support) Agile ways of working throughout ONS:


TEU05

TWW02

All

2. Establish (i.e., define, embed and support) Communities of Practice across multiple disciplines within DTM and the wider ONS:

Other communities as required

TEU05 TWW02 TWW03

All

3. Establish (i.e., recruit, embed and support) digital capability across ONS with roles aligned with GDS definitions (e.g., Service Manager, Product Manager, Delivery Manager etc.):


All


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Other services as required.

4. Census digital service moves from Alpha stage to Beta stage TSS02 TWW01 TWW03

All


3.1.4 Discovery,DesignandAssuranceDivision

Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

To March 2016 1. Establish (i.e., define, embed and support) the Discovery, Design and Assurance Division’s Target Operating Model – through a series of transitional states as part of the DTM transformation. Will include:

Identify stakeholders

Draft high‐level organisational design

Draft low‐level organisational designs

Undertake staff consultation.

TEU05 TSV04 TSV05

TWW01TWW02

All

2. Develop and maintain the ONS Enterprise Architecture Reference models:

Business Service model

Service Transition models

Services programme dependency models

Platform / Product roadmaps

TEU05 TSV04 TSV05

All

3. Develop the Information Assurance Strategy, policy and Risk Management policy / approach for assurance:

ONS Security principles

ONS Security Architecture patterns

Become an ISO 27001 compliant organisation

TEU02 TSV02

TSV03TSV04

TWW01TWW02

TTM05 All

4. Provide corporate advice and guidance – scope and align all projects and programmes to the ONS EA and IA frameworks:

Lead service design teams comprising subject matter experts in each area needing work

Provide architectural expertise to assist project service design activities

TEU05 TSV04 TSV05 TWW02 TTM05 All


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Review service designs to ensure projects align / leverage the EA and report back to the Design Authority monthly

Engage with business areas at pre‐Discovery stage so advice is given from the outset.

5. Develop a service catalogue:

Run Discovery stage, Alpha stage, Beta stages TEU04

TSV04

TTM02 All

6. Smooth delivery of disaggregation of security services from FJS:

Close working relationships with FJS and DTM staff involved in the transition

Detailed assessment of FJS Impact assessment

Creation of plan that is agreed and signed off by all parties

TEU05 TWW01 TTM05 All

7. Improve IA Capability

Establish Career and Learning Pathway

Create cyber security apprenticeship

TEU05 TWW01TWW03

All

8. International Collaboration:

Participate in the ESS Security Taskforce

Participate in the ESS Shared Services ESSnet

Monitor and co‐ordinate ONS work on ESS Vision Implementation Projects

Participate in the High Level Group for Modernisation Architecture Working Group

Participate in the High Level Group Modernisation Committee on Production and Methods

TEU05 TWW01 All

9. Ensure modernised corporate tools are delivered safely and securely: TEU02 TSV02 TTM05 All


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Dedicated and named IA resource to provide input

Development of close, working, trusted and open relationships

Formal documented input into business and/or project plans from IA perspective

Seek advice and guidance from central experts (e.g., CESG, OGSIRO, CO) as and when necessary

10. Deliver Business / Systems Analysis across all phases of the development lifecycle

TWW01TWW02TWW03

All

11. Deliver efficiencies All


1. Maintain the ONS Enterprise Architecture Reference Models:

Business Service model




TEU05 TSV04 TSV05

All

2. Embed, run and operate the DTM Common Doorway:

Maintain the DTM demand pipeline TEU05

TSV04 TSV05

TWW01TWW02

All

3. Embed the ONS IA Strategy TEU02 TSV02

TSV03TSV04

TWW01TWW02

TTM05 All

4. Provide corporate advice and guidance – scope and align projects and programmes to the ONS EA and IA frameworks:



5. Maintain a service catalogue TEU04 TSV04 TTM02 All

Oct 2016 –April 2017 1. Maintain the ONS Enterprise Architecture Reference Models: TEU05 TSV04 TSV05

All


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Service Model




2. Embed, run and operate the DTM Common Doorway:

Maintain the DTM demand pipeline TEU05

TSV04 TSV05

TWW01TWW02

All

3. Embed the ONS IA Strategy TEU02 TSV02

TSV03TSV04

TWW01TWW02

TTM05 All

4. Provide corporate advice and guidance – scope and align projects and programmes to the ONS EA and IA frameworks:



5. Maintain a service catalogue TEU04 TSV04 TTM02 All


3.1.5 MethodologyDivision

Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

To March 2016 1. Continue to support business areas and GSS with statistical support and advice:

Data collection methodology

Processing editing and imputation

Statistical computing

Sample design and estimation

Time series and index numbers

Classification and harmonisation

Quality management and measurement

Regular quality reviews

TWW01 TTM04

2. Development work:

Support the design and development of EDC (EQ)

Design of new Social Surveys recently won

System development for European System of Accounts (ESA)


CN DA

3. Advisory work for GSS:

Project to assess future demand for this work in light of demise of the Quality Improvement Fund (QIF)

TEU05 TWW01

4. Corporate ONS work:

Complete two National Statistics Quality Reviews TEU05 TWW01

5. Transformation work:

Redesign of IPS sample

Participation in Flow of Funds project


DA


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Participation in CORA redevelopment


1. Continue to support business areas with statistical support and advice









TWW01 TTM04


Work in support of the Bean and Johnson Reviews

Development work for Framework Regulation Integrating Business Statistics (FRIBS)

Continue design of Electronic questionnaires in line with roll out plan


CN


Develop quality management strategy across the GSS TEU05 TWW01


Identify and initiate two National Statistics Quality Reviews

Participate in development of plans to respond to the cessation of Royal Statistical Society examinations

Publish response to consultation on NS‐SEC and SOC

TEU05 TWW01

5. Transformation work:

Redesign of sample surveys to release efficiencies TEU05

TWW01TWW02

DA


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Develop methodologies for new administrative sources of data TWW03

6. Iteratively (through Discovery, Alpha, Beta, Live Stages) develop the methods required to deliver the platforms and products in line with Platform/Product Roadmaps and Initial product delivery backlog for 2016.

TEU01 TEU05

TSV03TSV05

TWW02TWW03

TTM01 TTM02 TTM05

All

Oct 2016 –April 2017 1. Continue to support business areas with statistical support and advice:









TWW01 TTM04


Continue development work for Framework Regulation Integrating Business Statistics (FRIBS)

Continue design of Electronic questionnaires in line with roll out plan


CN DA


Deliver agreed programme of work for the Methodology Advisory Service

TEU05 TWW01


Complete two National Statistics Quality Reviews

Develop harmonised concepts and questions for business surveys

TEU05 TWW01

5. Transformation work: TEU05 TWW01


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Develop quality indicators for administrative data

Develop and test methodologies on new administrative sources of data

TWW02TWW03

6. Iteratively (through Discovery, Alpha, Beta, Live Stages) develop the methods required to deliver the platforms and products in line with Platform/Product Roadmaps and Initial product delivery backlog for 2016.

TEU01 TEU05

TSV03TSV05

TWW02TWW03

TTM01 TTM02 TTM05

All


3.1.6 TechnologyServicesDivision

Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

To March 2016 1. Deliver Project Delta – in‐sourcing current IT Infrastructure operations: Protective Monitoring Service defined and delivered

SDC02 data‐centre approach agreed

EUC, Networks, Telephony and HR defined and delivered

TEU05 TSV03 TWW02TWW03

TTM05

2. Modernising the End User Computing Service:

Complete rollout of Microsoft Outlook client for email and calendar to replace Lotus Notes

Complete rollout of integrated Mobile Device Management (MDM) solution to integrate and manage mobile devices

Rollout of Outlook 2013 to SSD Field Force interviewers (Alpha for ONS?)

Alpha Stage for replacement mobile devices for SSD Field Force using MS Surface (limited scope – 10 individuals – funding for Beta required)

Alpha stage for replacement of Lotus Notes BDBs using MS Share‐point

Discovery stages / Alpha stages for wider use of and adoption of MS SharePoint to fulfil business requirements

Commence migration of Lotus Notes BDBs to MS SharePoint


TTM01 CP3

3. Modernising the Networking Service:

Increase internet capacity to 1gbps per site TSV03

TWW02TWW04

TTM01 CP

3 Collaboration Platform


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Complete deployment of Wi‐Fi service across all sites

4. Modernising Telephony Service:

Complete deployment of Video Conferencing (to introduce external connectivity)

TSV02 TWW02TWW04

CP

5. Modernising Servers and Infrastructure:

Complete deployment of EVO:Rail private cloud to support PoC, development etc.

Migrate AIX/pSeries to a Cloud service

Adopt Cloud services through Cloud Broker solution


TTM05 All

6. Architecture: Develop and publicise Target Architecture (capitalising on EQ, CTP

SoA pilot, Website Alpha/Beta etc.)

Select new Opensource technologies (e.g., Scala, Python, PostgreSQL, MongoDB etc.) and frameworks (e.g., Sinatra, Angular etc.)

Adopt cloud solutions accessed via Cloud broker (VRealize, CloudFoundry etc.)

Identify migration options for systems towards Target Architecture

TEU01 TEU05

TSV03TSV05

TWW02TWW03

TTM01 TTM02 TTM05

All

7. Capability: Skills uplift in line with Target Architecture

TWW03

All

8. Discovery stage of Service Desk replacement TSV03 TWW03 TTM01


1. Modernising the End User Computing Service through Discovery and Alpha stages

Exploit MS Office 365 toolset (Outlook 2013, Office 2013, Skype for Business ‐ formerly Lync collaboration solution)

Adopt MS SharePoint as a strategic development tool


TTM01 CP


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Commence deployment of new desktop based on Windows 10 (including upgrade of core software – browsers etc.)

2. Modernising the Networking Service:

Introduce WAN resilience across sites

Commence segmentation of the network into security zones

TSV03 TWW02TWW04

TTM01 CP

3. Modernising Telephony Service through Discovery and Alpha stages:

Commence migration of telephony to the Cloud (delivering HD voice and video to the desktop)

Migrate PABX to the Cloud

Improve mobile signal at each site

TSV02 TWW02TWW04

CP


Commence server rationalisation and consolidation TEU05 TSV03

TWW02TWW03

TTM05 All

5. Architecture:

Migrate systems towards Target Architecture TEU01 TEU05

TSV03TSV05

TWW02TWW03

TTM01 TTM02 TTM05

All

6. Capability:

Skills uplift in line with Target Architecture

TWW03

All

7. Alpha stage of Service Desk replacement TSV03 TWW03 TTM01

8. Iteratively (through Discovery, Alpha, Beta, Live Stages) develop the technical components that constitute the platforms and products within the Target Architecture in line with Platform/Product Roadmaps and Product Backlog.

TEU01 TEU05

TSV03TSV05

TWW02TWW03

TTM01 TTM02 TTM05

All

Oct 2016 –April 2017 1. Modernising the End User Computing Service through Discovery and Alpha stages:

Develop and deploy Virtual Desktop Infrastructure (VDI) solution


TTM01 CP


Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

Complete deployment of new desktop based on Windows 10 (including upgrade of core software – browsers etc.)

2. Modernising the Networking Service through Discovery and Alpha stages:

Introduce WAN resilience across sites

Complete segmentation of the network into security zones

Consume PSN services via cloud rather than direct connection

TSV03 TWW02TWW04

TTM01 CP

3. Modernising Telephony Service through Discovery and Alpha stages:

Complete migration of telephony to the Cloud (delivering HD voice and video to the desktop)

Improve mobile signal at each site

TSV02 TWW02TWW04

CP


Migrate Datacentre to crown‐hosting service

Migrate secure environments to Ark hosting


TTM05 All

5. Architecture:

Migrate systems towards Target Architecture TEU01 TEU05

TSV03TSV05

TWW02TWW03

TTM01 TTM02 TTM05

All

6. Beta/Live stages of Service Desk replacement TSV03 TWW03 TTM01

7. Iteratively (through Discovery, Alpha, Beta, Live stages) develop the technical components that constitute the platforms and products within the Target Architecture in line with Platform/Product Roadmaps and Product Backlog.

TEU01 TEU05

TSV03TSV05

TWW02TWW03

TTM01 TTM02 TTM05

All


3.1.7 OrganisationalDesign

Date(s) Activity

Tran

sforming ho

w

we en

gage

with

ou

r users

Tran

sforming ou

r Services

Tran

sforming the

way

we work

Tran

sforming ou

r techno

logy

and

metho

ds

Platform

(see

1.1)

To March 2016 1. Establish (i.e., define, embed and support) the DTM Target Operating Model – through a series of transitional states as defined by a roadmap:

Identify stakeholders

Identify work programme and activities to support the DTM plan

Draft high‐level organisational design

Draft low‐level organisational designs

Undertake staff consultation


April –June 2016 2. Transition staff from the ‘as is’ organisation to the future target state, focusing on building capability:

Follow Civil Service guidelines and the ONS Organisational Change Framework to move staff to the new organisation

Launch the new organisation

Draft clear and structured development plans for all divisions in the Directorate

Develop and launch plans for our cultural transformation


June 2016 onwards 3. Embed a new culture across DTM and the wider ONS:

Develop plans to enhance our working environment to support the new ways of working of the organisation



3.2 PlatformsThis represents the high‐level view of the required platforms.


3.3 DeliveringongoingcommitmentsAs noted in the DTM Plan there is a large number of continuing commitments to the rest of the

organisation – they cover the following areas:

1. Provide core IT Support to ONS business systems (including operational security)

2. Desktop hardware refresh ‐ four year cycle

3. Platform maintenance and improvement

4. Future proof the organisation's online capability by developing and delivering a Digital

Dissemination Strategy

5. Continuously improve and maintain our website

6. Extend the reach of our data and analysis on digital platforms through new product

development (e.g., data visualisation, social media)

7. Support publishing operations and policy to ensure high quality communication of statistics

which meet the Code of Practice for Official Statistics

8. Understand our online communities to ensure we are driven by user needs (e.g., user

research, user testing)

9. Measure the impact of our online presence (e.g., analytics, social media monitoring)

10. Complete regular quality reviews (including the National Statistics Quality Reviews) to

ensure the quality of statistical outputs

11. ISA Portfolio work

12. Provide assurance to the Senior Information Risk Owner that ONS systems are operating in

an appropriately safe manner

13. Methodological support and development for the production of statistics

14. Organise and provide statistical training for ONS and GSS

15. Deliver effective services through the Classification and Harmonisation Unit

16. Deliver effective services through ONS Geography

17. Methodology Advisory Service (MAS) and Quality Improvement Fund (QIF).

It is important to ensure that that these continue to be supported until the end of life or

replacement of the platform or service.

3.4 MultidisciplinaryteamsThe Consolidated DTM Business Plan published in October 2015 described the skills and capabilities

that we will foster within DTM (and more generally within ONS). The relevant section (with original

section number) from that document is reproduced here for completeness.

3.4.1 Capabilities

Fostering a high performance culture within which staff is engaged, supported and active

participants in change will make sure that we have the skills needed to deliver our programme. We

will encourage our staff to be multi‐dimensional, valuing flexibility and with a broader skill‐set which

will enable the move to an agile, user focused culture in all divisions.

The development of highly skilled communities of practice including the disciplines of:

Data Science


Methodology

Service Management

Delivery Management

Product Management

User Research

Agile Business Analysis

Interactivity and Design

Content design and processing

DevOps (including testing)

Technical Architecture

These skills will be vital to the continuous improvement ethos being ushered in and to the

production of higher quality services developed at a lower management overhead and in shorter

timescales.

Identifying the opportunity for cross training and skills uplift will help to maintain, develop and

expand the skills of our workforce and help to support retention and motivation when managing our

headcount.

We will ensure the shape and size of available resources within DTM is planned ahead and delivered

when needed, continuing to undertake some recruitment at graduate level to ensure a cohort of

skilled staff with the right capabilities to meet those challenges, and who can progress into more

senior roles as they further develop and apply their skills in the workplace. In addition, we will

recruit apprentices into Development, Information Assurance, Test and User Experience (UX).

We will embed statistical, methodology, data science, digital and traditional IT education

programmes to enable better adoption of digital by default standards, to help ensure we have the

appropriate digital capability in‐house.

3.4.2 RecognisingCompetence

A key objective of the capability work is to raise levels of digital confidence and skills for all staff; not

only for those working on digital programmes, but also for everyone who works for ONS. We will

provide a series of events which will help staff better understand and contribute to the new ways of

working. These will take many forms including:

Digital sessions at induction

Opt‐in workshops to enhance digital skills

Developing a network of digital champions accredited to a minimum of digital skills that we

will acknowledge with a certificate of competence.

3.4.3 TheDigitalPassport

More specifically at programme level we are likely to require skills that are new to ONS. These roles

will be sourced according to need. For example, while attempting to recruit User Researchers, we

will begin a process where, in conjunction with GDS, we will 'grow our own', developing a learning

path dedicated to the role. Alternatively, we may source a team in part from a service provider,


whose role will be to deliver outcomes, whilst up‐skilling internal staff. Learning paths will be unique

to each role, annotated with a core set of training for all staff engaged in digital development. We

will embed digital, data and traditional IT education programmes to build digital confidence and

skills enabling better adoption of digital by default standards.

We are developing the concept of the Digital Passport: a combination of a glossary of terms and

ideas and a training record which recognises that the individual has achieved a suitable level of

digital competence.

3.4.4 TheRoles

We will develop or recruit the roles as defined by GDS

using all methods open to us. These will include the

direct recruitment of ONS staff, up‐skilling and

'growing our own', alongside methods of employing

services from external providers.

The introduction of Communities of Practice,

coordinated by a lead practitioner in each area, will

ensure focus on learning and capacity, sharing

knowledge, developing expertise and standards and

staying abreast of emerging technologies and practices. Initial investment will focus on the

capabilities that will deliver the most valuable / high priority improvements for ONS at least risk. In

the first instances the Communities of Practice will emerge as we develop the exemplar services

such as EDC and Census.

We will continue the process of ‘de‐contractorisation’ acknowledging that in some key resource

areas we may need to retain specialists for some time.

We will reshape our organisation to support sustainable multi‐disciplinary Agile Delivery teams that

can design, build and operate services as they are developed; delivery teams will combine the best

of digital, technology and business skills. We will develop more 'T‐shaped ' roles, i.e. 'breadth of

knowledge’ with a depth of expertise ensuring that methodology and data skills are embedded as

needed.

Figure 1: Roles.


3.5 TechnologyVisionThe recently published DTM Plan provides the context for the evolution of the ONS technology

infrastructure and identifies 3 key goals that DTM are committed to achieving:

1. moving away from developing siloed applications towards the provision of a small number of

generic platforms;

2. modernising the ONS technology and data estate;

3. supporting the wider ONS community to become an agile organisation also focused on a service

driven business model;

DTM is responding to these goals by reorganising around DevOps principles, using new architectural

patterns such as micro‐services and a new operating model which emphasises the integration of

services ‐ sourced internally or externally (e.g., from other NSIs or Government as a Platform –

Verify, Notify, GovPay etc.) and an increasing use of cloud‐based services and technologies. This

represents an evolution of the current Plan, Build and Run model towards a Broker, Integrate and

Orchestrate approach.

This will translate to a dynamic service development and delivery pipeline that the technology

infrastructure needs to respond to.

This can be summarised through the following high‐level user stories:

to support agile application development by adopting DevOps practices (especially extensive use

of automation) to accelerate application development, testing and deployment;

to demonstrate transparency of costs through adopting a consumption based model, reflecting

the downward pressure on budgets;

to scale on demand to support forward‐looking, research‐led, activities in methodology

capability, data science and digitally based technologies particularly utilising big data arena;

to improve configuration management in a more dynamic landscape to avoid infrastructure

sprawl and inconsistency;

to assure the security of our data and network.

3.5.1 AnythingasaService

Core services will be identified and offered for consumption by all new projects avoiding the need to

keep recreating the same solutions for each individual project and will impose standards across all

environments. This will make the architecture simpler and development time for new services will

be shortened.

The first of these, “Splunk”, has already been developed as a common logging and monitoring

system.

We will continue to identify and build on this service catalogue (e.g., Database as a Service, Desktop

as a Service, Monitor as a Service, Messaging etc.).


3.5.2 DevOps

Central to the DevOps philosophy is a recurring flow of small releases facilitated by automated

configuration management, build, test and deployment to assure quality and a closer collaboration

between developers

and operations people.

This practice strikes a

balance between the

need to change (to

deliver new features

and functions by the

software development

team) and the reluctance to change (maintaining system stability by the operations team).

One can think of DevOps as extending the Agile methodology (which helped to connect developers,

testers, and business representatives) to include operations. Agile development still requires a

disciplined approach, a solid foundation of I.T. standards and a uniform approach to environment

provision hence the need to introduce automation to provision infrastructure in a consistent,

repeatable manner.

3.5.3 Desktop

Desktop will be delivered as a service from the ONS hybrid cloud. In the same way that virtualisation

has transformed servers the same technology will be used with the desktop enabling the user to

have access to their cloud based desktop from any assured location or device. This is commonly

called ‘Virtual Desktop Infrastructure’ or ‘VDI’.

The move to this will be ‘pegged’ to a refresh of the current desktop from Windows 7 to Windows 10

enabling a fully coherent and modern build.

VDI will overcome many of the existing disadvantages of the existing model.

Workstation build will be a fraction of the time that it currently takes.

Endpoint devices will have longer lives since they no longer play a part in the performance of

the desktop.

Security will be strengthened since the device that accesses the desktop will not need to be

on the main network as currently is.

The current model whereby users carry their desktop with them (on laptop etc) will be

replaced by a model where the desktop comes to them regardless of the device.

Software updates and patches can be automated to take place during times when the user is

not working. In other words these functions can be performed against the virtual desktop at

night etc. In the current model laptops would need to be left powered on for this to happen.

Patching is a source of disruption to the user and this would be eliminated.

Application delivery is enhanced by the use of virtual applications. These can be delivered to

the desktop without leaving a footprint and withdrawn easily. In the current model a bad

software delivery results in loss of service.


3.5.4 BigData

Making use of open source vendors we will be able to deliver a modern enterprise data hub. With

leading edge data management, analytics and security functions, it will provide ONS with the ability

to properly understand and interpret the data and alternative complementary data sources that we

hold. This highly scalable solution delivers with it high performance computing coupled with the

ability to offer new tools to our developing data scientist community.

3.5.5 Micro‐serviceArchitecture

The platforms will be delivered built using a micro‐services architecture approach.

Each platform will consist of a number of different products (as described through the Enterprise

Architecture) which deliver business capabilities and which comprise a number of independently

deployable micro‐services running within managed containers (provided by Cloud Foundry

instances).

Each platform will be a logical collection of micro‐services providing service discovery capabilities

and resilient inter‐process/inter‐service communication. The load balancing capabilities within the

services and containers ensure resilience and fault tolerance.

In this approach the location of each service is invisible to its consumer (i.e., it may be hosted

internally or externally as required) and the access mechanism for the service (e.g., via VPN

connection) would also be hidden. The architectural approach will be to assume failure and for

instances of micro‐services thus to be disposable and independent of each other, fault tolerance

being delivered through the ability to re‐instantiate instances of services as required. The code base

for each service should be small with a significant amount of supporting functionality being delivered

from within the runtime container rather than being coded by the developer.

Since these services are independently deployable by fully automated deployment machinery, they

may be written in different programming languages and use different data storage technologies

depending on need (e.g., audit requirements etc.) but that will be managed by the service itself.

The following diagram provides a high‐level representation of this approach.


The benefits of this approach are:

Speed to develop;

Speed to deploy;

Monitoring;

Fault tolerance;

Scalability.

An important element of this approach is the inherent security of the architecture – each service has

a tight, bounded context of what it can access which is further reinforced by the virtual networking

capabilities of the infrastructure platform (whether that be hosted internally or externally) which

delivers strong East/West control between the VMs. More traditional security controls deliver

North/South control.

The technology stack we intend to use to deliver the platforms is here.


This initial picture will continue to evolve through the delivery of the platforms and the

recommendations of the communities of practice.

3.5.6 Infrastructuredelivery

Automation of environment provisioning coupled with self‐service is a key means to introduce

flexibility to this area but needs to be coupled with solid configuration management and a light‐

touch approval workflow to manage costs and estate sprawl.

The high‐level vision for the infrastructure is shown in the following diagram. It is based on the use

of Platform as a Service provided through Cloud Foundry, Infrastructure as a Service through

VMWare and Cloudera as the means of providing Big Data solutions. At the heart of this is the

delivery of infrastructure as code through a software defined data centre.


3.5.7 TheSoftwareDefinedDataCentre(SDDC)

The software defined data centre is an umbrella construct that embraces the ‘Anything as a service’

philosophy and includes the following:

Compute/memory virtualisation

Storage virtualisation

Network virtualisation

Policy based security

Role based governance

Rapid provisioning of Compute, Network and Storage and their life cycle management

Automation and orchestration

Removal of silos

Private and public cloud resource management (Hybrid Cloud)

This has vast potential for cost saving as proprietary hardware is replaced with intelligent software.

This includes Compute, SAN and Network equipment. Some options such as networking will be

looked at more closely at the end of the natural life cycle of existing equipment. Potential cost

savings run into the millions since it not only covers the capital cost of hardware but ongoing

maintenance and support contracts.


The office already has virtual compute resource and is investing in Automation/provisioning

software (vRA). As significant as these gains have been, however, much of the potential for these

solutions remains untapped. To be specific the business will be held back by an antiquated network

philosophy and under resourced compute environment which needs to be addressed.

When this solution is combined with provisioning containerised services such as Cloud Foundry it

constitutes fully automated, fully governed IaaS and PaaS platforms and will enable us to exploit the

multiple, different provisioning models that are available (i.e., public, community, private).

The adoption of different services will be governed by assessing a common set of business,

operational and financial characteristics within the context of the CESG Cloud Principles and CESG

Risk Management guidance. The sensitivity of the data to be hosted will be the most significant

factor in determining the approach to adopt.

Orchestration, automation, configuration management and lifecycle management tools are,

therefore, critical as they will provide the means to deliver a large number of changes to complex

application architectures, and to a large number of application instances, in a very short amount of

time across heterogeneous providers and provide the ‘single pane of glass’ interface to control all

environments. The emphasis will be more on Service Management rather than IT Management.

3.5.8 UnifiedCommunications

The current on premise telephone service will be modernised and migrated to cloud based services.

Office 365 will be rolled out and will enable full integration of telephone, email, contacts, document

stores and office software (e.g., Word, Excel, PowerPoint etc.).

3.5.9 TechnologyRadar

Our technology choices will continue to evolve through the delivery of the platforms and the

recommendations of the communities of practice. The technology radar will be used to reflect this

and will be published regularly to ensure that everyone is aware of our technology preferences.

Examples of the technology radar are reproduced here to illustrate the approach.

These tools directly support developers in

their day to day work. It encompasses:

Editors and Integrated

Development Environments (IDEs)

Build and Deployment tools

Code repositories and package

managers (both on premise and externally

hosted services).


This quadrant is a catch all for all

technologies that do not fit into the other

three quadrants. It encompasses:

Middleware, such as messaging, ETL,

service buses

Search tools

Process management

Business Rules management

Reporting, formatting, presentation

tools

Caching

And others …

This quadrant contains the technologies used to

assure the quality of our deliverables, including

unit testing, code coverage, performance

testing, test automation, security checking etc.

These technologies provide the data persistence

capabilities. In the past this quadrant might have

been labelled Database but there has been an

explosion of non‐relational data persistence

technologies in recent years. It has become clear

that different storage technologies meet different

needs rather than trying to shoehorn them all into

the RDBMS pigeonhole.


3.6 DTMOrganisationThe DTM organisation proposed within the transformation consultation is reproduced here for

information.


3.7 FourtransformationthemesThe four transformation themes from the Digital & Technology Services Strategy provide the

framework for actions. Please note that references to users, services etc. are those within other

areas of ONS and external, wider societal users.

Transforming how we engage with our users – making ourselves truly helpful to them (TEU)

We will deliver new ways for users to provide us with and access data by:

1. Building digital services that meet the 'Digital by Default' standard to collect and disseminate

data that are convenient and intuitive for our users (TEU01)

2. Making more data (rather than statistical products) openly available and at various points in the

lifecycle (TEU02)

3. Finding new ways for people to visualise our data (TEU03)

4. Encouraging people to use our digital services and assisting them when needed (TEU04)

5. Working across multiple areas in the organisation to influence the planning, identifying and

delivery of services. This will encourage the reuse of services and solutions and help ONS

respond to continuing financial pressures, and to deliver value for public money (TEU05)

Transforming our Services – to make every aspect of what we do professional (TSV)

We will deliver services that meet user needs by:

1. Meeting the ‘Digital by Default’ standard for internal as well as external services (TSV01)

2. Establishing Service Managers to oversee the design, delivery and continuous transformation of

services (TSV02)

3. Using technology ‘as a Service’ solutions by default with clear guidance to support service and

technology selection (TSV03)

4. Using a Service Oriented Architecture (SOA) approach to deliver solutions aligned with the

Enterprise Architecture which will drive reuse across the organisation (TSV04)

5. Publishing service design and technology transition models for our platforms and systems

(TSV05)

Transforming the way we work – so that everyone in the team can be an innovator (TWW)

We will change the way we work and become a digital organisation by:

1. Establishing the Digital Services, Technology & Methodology Directorate (DTM) as a proactive

and equal partner with all parts of ONS and the wider stakeholder community to drive the digital

agenda across the organisation embedding ONS as a key player in the wider Government Digital

Transformation with strong links to the Government’s Technology, Digital and Data Leaders

networks (TWW01)

2. Using ‘agile’ tools and methods to deliver at pace with streamlined and simplified governance

processes that encourage decision‐making and accountability at the right level, whilst managing

risk and reducing the burden of committee based oversight (TWW02)

3. Building up in‐house Digital, Methodology, Technology and Data skills across the organisation to

reflect the greater uptake of digital and online capability (TWW03)


4. Supporting smart working through different devices, services and environments and as a result,

by working with the Business Services Directorate, transforming the work force and its capability

(TWW04)

5. Creating an innovation budget to enable best use of emerging technologies, data, methodology

and services (TWW05)

Transforming our technology and methods – achieving best value for money and building

organisational capability (TTM)

We will increase the pace and ease of transformation by:

1. Using the Digital Marketplace and other relevant frameworks to access a wider range of

suppliers more efficiently (TTM01)

2. Using open source software and incorporating solutions from other National Statistics Institutes

and other government departments enabling rapid reuse (TTM02)

3. Supporting the development of data sharing legislation that helps us make the most of available

administrative data sources (TTM03)

4. Working to incorporate new data sources into our design, analysis and production processes

through the use of new statistical methods and new technologies (TTM04)

5. Maintaining an awareness of security threats and managing the risks effectively at the right level

(TTM05)

Documents

DTM Implementation plan From strategy to delivery infrastructure platform, adopting digital delivery culture, delivering the new DTM organisation etc.) via agile teams (see Appendix