Published on March 6, 2014
© Lockheed Martin Government ICT Conference Getting More from Less: Reducing and Consolidating Software Solutions within Public Services Bill Gemmell, Head of Consulting Services Lockheed Martin
© Lockheed Martin Setting the Scene
Strathbarns Council • Medium sized local authority • Covers population in order of 250,000 residents • Aged and underprivileged demographic • Major budgetary cuts forecast for next five years March 14 © Lockheed Martin
Hugh McEllis, CIO • 25 years Commercial Experience • Challenged to support organisational change arising from austerity challenges • Inherited IT and data services in latter stages of major outsourced contract © Lockheed Martin
The Digital Diaspora • Core set of “Enterprise” solutions and initiatives • Large number of “line of business” applications selected and “owned” by business units • Service and support unstructured and reactive March 14 © Lockheed Martin
Hugh’s Challenges • Sort out the mess • Re-align IT services as an enabler • Use IT services to support change initiatives • Identify “new-model” for future IT services • Support budgetary cuts – save money! March 14 © Lockheed Martin
© Lockheed Martin Strathbarns Council The As Is State March 14
Enterprise Solutions • Enterprise in name not in nature • Legacy platforms – old technology • Low levels of integration – visible, failed attempts • Duplication of data – integrity challenges • Staff making do, not making progress © Lockheed Martin
Line of Business Solutions • Replication of functionality across business units for example: – Three PM solutions – Four Relationship Management Solutions – Five Work Order Management Solutions – Seven Asset Management Solutions – And More…. March 14 © Lockheed Martin
Processes and Workflows • Multiple citizen points of contact supported by different solutions • Paper and manual hand off of information • Incomplete record management • Processes and workflows created with localised focus March 14 © Lockheed Martin
Organisational Challenges • Handoffs leading to inefficiency and error • Information ownership challenges across teams and with IT services • Low user commitment to solutions and services • Poor neighbour syndrome March 14 © Lockheed Martin
© Lockheed Martin Strathbarns Council The To Be State March 14
The Future of IT Services • Services to support channel shift • Services to support self managed workgroups • Services to empower business unit managers • Services to support “golden record” initiatives and information portal March 14 © Lockheed Martin
The Future of IT Services • Reduced set of core applications supporting core services • Cost savings through strategic solution investment and development • Optimised use of xAAS offerings March 14 © Lockheed Martin
© Lockheed Martin Meeting the Objectives The Assessment Process March 14
Meet Strategic Objectives • Support strategic initiatives including Channel Shift, Empowered Managers and Information Portal • Support collaboration and shared service delivery with central government, other local authorities and other partners • Meet legislative requirements and the operational interoperability and security standards expected for the public sector • Reduce IT maintenance and support requirements required for Council applications • Consolidate applications so that a minimum required set are performing similar functions across different departments March 14 © Lockheed Martin
Establish the Business Case • Strategic case – what are the Council’s needs and how can a change in application approach support this • Economic case – what are the options to achieve the desired strategic outcome and what are the value for money arguments • Financial case – can the proposed change be afforded • Commercial case – how does the proposal fit within the Council’s contractual context and can suppliers deliver it • Management case – is it deliverable within required timeframes, what are the risks to the Council in doing so and do the Council and suppliers have the necessary skills to deliver it March 14 © Lockheed Martin
Strategic Case • Supports increasing levels of mobile working from a wide variety of locations and devices both “in the field” and from home locations • The strategy provides reliable and extensive business continuity capabilities • The strategy supports the empowered manager agenda by providing easy to understand and timely management information with capabilities to easily develop new reports as needs change • Promotes online channel shift for Citizens • Contributes in economic terms as interfaces are minimised, support contracts are aggregated, etc., and contributes to data governance by standardising data moving towards a “golden record” for staff and Citizens March 14 © Lockheed Martin
Economic Case • Demonstrates a strong Return on Investment (RoI) • Identifies clear benefits to the Council • Identifies level of risk that the Council is exposed to • Requires fewest staff and shortest time to complete March 14 © Lockheed Martin
Commercial Case • Can a supplier deliver this option? • Can the supplier offer a cost effective deal to deliver and run the solution? • Can the providers offer a host of implementation options such as in-house, hosted or managed service? March 14 © Lockheed Martin
Financial Case • Is the strategic option able to provide RoI within an anticipated 5 year period? • Does the solution require significant upfront costs? • If the solution is extended beyond 5 years, will significant RoI still be achieved? March 14 © Lockheed Martin
Management Case • Is the Council able to provide sufficient support to the supplier to ensure delivery? • Are the Council’s training requirements achievable? • Does the Council have the capability to ensure the benefits of the project are realised? March 14 © Lockheed Martin
RAG Reports • Measurement Metrics Set • GAP quantified • RAG reports created • Recommendations made March 14 © Lockheed Martin
© Lockheed Martin Meeting the Objectives The Way Forward March 14
Strategic Enterprise Opportunities Consolidation of Enterprise Applications list into five logical groupings: • Unified Communications encompassing email, calendaring, contacts management, mobile access and integration, smart phone access, desktop video conferencing and instant messaging • Customer Contact encompassing the handling of Customer Relationship Management (CRM) data, handling customer contacts by telephone and the acceptance of work requests generated as electronic forms via the Council’s external web site March 14 © Lockheed Martin
Strategic Enterprise Opportunities • Electronic Document and Records Management in the wider context of collaboration, workflow, content management and contextual information repositories related to work groups and/or specific technical interests • Financial Accounting, Human Resources and Payroll considered as complementary because of the high level of integration required between HR and Payroll processing and similarly between Finance and Payroll • Geographical Information Systems (GIS) considered in the context of an enterprise-wide GIS repository March 14 © Lockheed Martin
Business Challenges • Service and Output Based IT Delivery – adoption of a service orientated delivery model • Cohesive Business Driven IT Strategies and Services -the definition of IT strategy and the delivery of IT services in support of the development of an “Intelligent Customer” function • Adoption of New Ways of Working - a full review of business processes, subsequent re-training and up skilling of Council staff and more rigorous compliance management structures including attitudinal changes • Customer Centric IT Transformation - the introduction of channel shift to ensure that Citizens are both equipped and able to embrace new channels of communication. March 14 © Lockheed Martin
© Lockheed Martin Questions? Bill Gemmell, Head of Consulting Services Lockheed Martin email@example.com March 14
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