Process-based IT Organisation at Statistics New Zealand

Prepared by Matjaž Jug

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Introduction

• Drivers for the introduction of process-based organisation

• Main three methodologies– Project Management Framework (PMF);– Software Development Lifecycle (SDLC);– IT Infrastructure Library (ITIL)

• Changes in organizational structure– Introduction of functional roles and teams specialization– Centralization and consolidation of IT within new IT

Solutions Group

• Lessons learned

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I&T Strategy 2006 - 2010

Information and Technology

Strategy

Official Statistics System

Transparently Present our Capability

‘Real Time’ Statistical Analysis

Administrative, Social, Environmental and

Regional DataCollection Methods

Statistics

Government Digital and e-Government Strategies

E-Government Policies and Standards

Wider Government Context

Public Records Act & Archives New Zealand Standards

Government

Workforce

Work-Life Balance

Capability

Environment

Real Time Data

Availability

Provider Expectations

User Expectations

Statistics NZ Statement of Intent

Statistics NZ Internal – Establishment, Funding

Statistics NZ Business Unit Strategies

Technology Changes

Business model Transformation

Strategy

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Project Management

• Revised Project Management Framework (PMF) introducued in 2004

• Project Governance structures support Framework and provide accountability for Outcomes and Outputs

• Formal structures include stakeholder input through Steering Committee

• Framework includes a formalised process for stage approvals and sign off

• Framework provides standardised documentation throughout life-cycle of project – organisation-wide implementation

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PMF Governance Model

Sponsor

Steering Committee

(key stakeholders)

Advisory Group Project Owner

Project Manager

Project Team

Sub Project Manager (IT)

Project team

Programme Manager

Board

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Software Development LifeCycle

• In 2004 an audit was carried out into the capability of the software development process within Statistics New Zealand

• Result – CMMI Capability 1 (Management by Heroics)

• A software development lifecycle (SDLC) was introduced within Application Services to improve this rating and therefore increase credibility of IT

• SDLC-fit V1.0 was updated to SDLC-fit V2.0 in 2006

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“V” for Validation

Business Requirements

Software Requirements

Application Requirements

Code

Unit Test

System Test

User Acceptance TestUAT verifies the solution meets Business Reqs

System Test verifies the system meets Software Reqs

Unit Test verifies the application

meets Application Reqs

LCO

LCA

IOC

GRInception

Elaboration

Construction

Transition

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IT Service Support & Delivery

• Statistics New Zealand has organized IT service support and service delivery processes by using ITIL (IT Infrastructure Library) framework

• Starting with the Service Desk and following with other processes like incident management, problem management etc. most of the processes have been successfully implemented within IT Operations and Services Division

• Introduction of ITIL-based Change & Release policies, approved by Board in May and deployed in November 2007

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Service Level Management

Continuity Management

Capacity Management

Lindsay Lorden x4717

Financial Management

Jason Welham x4224 Anne Williamson x4634

Prescott Jones x4084 Operations

Availability Management

Incident Management

Service Desk

Change Management

Configuration Management

Release Management

Nikki File x4194 Infrastructure

Problem Management

Raj Zodgekar x4697 / Josie Cope x4216

Task

Service Level

Communicates Service Level performance with the business, defines the services provided and the response priorities. Helps the organisation agree a service baseline which can then be changed in view of cost and needs.

Capacity Ensures the most efficient use of IT infrastructure, without affecting service levels.

Continuity Ensures IT operations facilities can be recovered within required and agreed business timescales.

Financial To be used to manage the cost of services, account for assets etc.

Service Desk First point of call, logs all incidents, aims to fix within 10 minutes.

Incident Takes ownership of call from start to finish and follows up wherever it is within IMS or 3rd level suppliers.

Availability Monitor planned and unplanned outages and is used to identify and remove recurring issues.

Configuration Keeps knowledge of SW and HW, location and relationships up to date for proactive management.

Change Controls changes to the production baseline without affecting service levels and is used to help manage expenditure on all change.

Release Ensures project products or changes are migrated onto the production systems and facilitates continuity management.

Problem Assess all calls for trends and remove causes to reduce call levels

Data Services System Administration

Infrastructure Services

Brian Black x4632 Vendor & Procurement Management

Problem solvers

Margaret Hutchison x4869

Systems

Chanelle Becker x4865 Quality Assurance

Software Procurement

Heather Fernandes x4131

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PMF, SDLC & ITIL in Context

Business As Usual

Vision Proposal Initiation Close

Use Realize

Benefit

Inception Elaboration Construction Transition

PMF

SDLC

LCA LCO IOC GR

Execution

IT Operations Change & Release mgmt

PCR

BRR

Project

Service Mgmt (ITIL)

TOR

What Scope;

Estimate

How Plan;

Revised estimate

Close Asset-

ize; review

Do Create software, test, end user

material and train users till Software in use

BAU

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Introduction of Functional Roles and Specialized Teams (2004 - 2006)

• Functional roles in Application Services:– Business Analyst (BA)– Project Manager (PM)– Developer/Designer– Tester– Architect (Data, Solutions)

• Specialized teams– Application Support team (separate from development)– Architecture team– Testing team– BA team

• Delivery model changed to resource management model

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Centralization and Consolidation of IT as Part of Wider Restructuring (2007)

• New IT organisational structure in place:– Centralized Vendor Management & Procurement unit– New Quality Assurance Division acting as a Single Stop

Shop for business– Centralized Demand/Delivery Management & Process team

within established within QA– Small Technology / output -based development teams

• Resource Model replaced by Output Delivery Model• All IT units centralized in IT Solutions Group

(Architecture, Project Services)• IT Solutions Group part of new Organisation

Development Group, combining IT, Finance, HR, Corporate Support and PMO.

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Application Services

IT Operations & Services

Other units

New

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Lessons learned - challenges

• Adoption of new processes is often seen (and usually is!) a new administrative burden;

• New policy and adoption of templates is not enough• Governance & engagement become more complex;• Process from the vision to the delivery can be time

consuming comparing to previous praxis.• Increased focus on building things on the right way

rather then building right things• Challenge how to find and retain skilled staff has

increased with the introduction of standard functional roles introduced in many other organizations

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Ishikawa FISHBONE diagram - ELECTRICITYUsually a lot of potential reasons for a problem!

Questions?

http://www.stats.govt.nzmatjaz.jug@stats.govt.nz