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  • Government SMS Portal Launched PUTRAJAYA, July 31 2008 (Bernama) -- The government's official SMS portal (mySMS) was launched Thursday to enable the public to obtain the government services through one SMS number 15888. Malaysian Administrative Modernisation and Management Planning Unit (Mampu) director-general Datuk Normah Md Yusof said the portal served as a two-way communication between the public and the government agencies where text messages on enquiries, payment, information and reminders can be obtained. The services of five out of 53 departments and agencies under the first phase of mySMS are now available through the portal, she said at the launching of mySMS and the Chief Information Officers Conference by Chief Secretary to the Government Tan Sri Mohd Sidek Hassan here. The agencies are the National Registration Department for MyKad application status, Road Transport Department (driving license and road tax expiry date), Malaysian External Trade Development Corporation Malaysia External Trade. Others are the Small and Medium Industry Development Corporation (forms, grant application status) and Housing Loan Division (eligibility, application status, loan balance). MySMS charges are streamlined, 15 sen for sending a text message and 20 sen for receiving a reply on the services. Further details can be obtained from the portal at www.mysms.gov.my.
  • The Global Information Technology Report series, produced jointly with INSEAD since 2002, intends to shed light on the extent to which 133 developed and developing economies worldwide, representing over 98 percent of global GDP, benefit from latest ICT advances for increased competitiveness. the Networked Readiness Index (NRI), identifying the enabling factors for ICT readiness and providing governments and relevant stakeholders across the world with a unique benchmarking assessment of their respective economy’s strengths and weaknesses vis-à-vis their past performance and relevant comparators
  • Note: For Large Companies - 9% were Successful - 61.5% Challenged Over budget by 178% Late by 230% Missing 58% of Capabilities - 29.5% were Cancelled
  • Eg PMS II,
  • People and Process attention is needed in addition to the technology focus – this is why MOF exists People need to be aware of policies and processes. They also need to be trained to be able to execute the processes effectively and utilization the technology that has been implemented. Processes need to meet the requirements of the business. They processes also need to ensure compliance, security and reliable requirements met. Technology needs to be in place to support the processes. Can Technology Solutions Solve Process Problems ? Problem: (is this a people/process/technology problem?) Server crashes due to a failure to test a patch before deployment to the server Proposed Technical Solution: Cluster the server to provide failover capabilities What is the real solution? Fixing the people/process problem. Ensure that a process for testing before deployment to the production environment is: Defined and documented in policy Enabled with a lab Followed by properly trained personnel
  • MOF provides the guidance to identify and bring together the people, process and technology components needed to effectively support the business. The requirements for each component in the are needed to provide to the needed balance to the organizations ability to manage and support the infrastructure.
  • Rationale for managing ICT: - ICT deals with the most important asset for organisation or nation Need to alignment to organisation objectives or core business Ocer the years many management method relevant to ICT has been developed and proven effective Examples of Strategic management skills – Leadership & goals setting Tactical skills – Environment & resources Operational skills – operational processes and monitoring
  • Rationale for managing ICT: - ICT deals with the most important asset for organisation or nation Need to alignment to organisation objectives or core business Over the years many management method relevant to ICT has been developed and proven effective Examples of Strategic management skills – Leadership & goals setting Tactical skills – Environment & resources Operational skills – operational processes and monitoring
  • System developed musr adhere to the agreed SISP document System development should be managed using proper project management methodology the development should follow best practiced SDLC include risk assessment process Outsourced system development also need carefull planing, assessment and management
  • Adopt the technology only if it meets your organisation need Do proper risk assessment – cost benefit analysis Update tecnology knowledge to identify opportunities
  • Look at short term and long term ICT competency objectives Identify ICT skill set most necessary for own organisation
  • 100531 it management dpa upload

    1. 1. IT MANAGEMENT IN THE PUBLIC SECTOR Noribah Khalid Program Latihan Pengurusan ICT, IMATEC, INTAN 13 Mei 2010 KURSUS DIPLOMA PENGURUSAN AWAM BIL. 1/2010
    2. 2. Objectives <ul><li>To understand the ICT environment and its importance </li></ul><ul><li>To understand how ICT support the organization’s vision, mission & strategies </li></ul><ul><li>To gain knowledge and understanding on the various aspects of ICT management </li></ul><ul><li>Appreciate the functions and importance of ICT at your organization </li></ul><ul><li>Learn how ICT is applied as a strategic tool in the transformation and innovation of service delivery </li></ul><ul><li>Understand the multiple role of user to ICT and its management in the organization </li></ul>
    3. 3. <ul><li>Public Sector ICT Implementation </li></ul><ul><li>Roles/Tasks of ICT Management </li></ul><ul><li>Issues and Challenges </li></ul><ul><li>Conclusion </li></ul>CONTENT
    4. 4. PUBLIC SECTOR ICT IMPLEMENTATION <ul><li>Technology </li></ul><ul><li>Mainframe, Mini computer </li></ul><ul><li>Applications </li></ul><ul><li>Routine job – data processing, accounting, payroll and personnel </li></ul><ul><li>System Development </li></ul><ul><li>In-house development </li></ul><ul><li>Technology </li></ul><ul><li>PC, Client Server, Internet, multimedia, mobile </li></ul><ul><li>Applications </li></ul><ul><li>Integrated IS, Web Applications </li></ul><ul><li>Single window -MyGov.Portal </li></ul><ul><li>SMS Portal </li></ul><ul><li>System Development </li></ul><ul><li>In-house development Outsourcing, shared services </li></ul>2000 2010 1960’s Information Transformation
    5. 5. THE PUBLIC SECTOR ICT VISION (Malaysia) Towards efficient and quality public sector service delivery through deployment of ICT and Multimedia Vision <ul><li>To provide efficient and quality services electronically </li></ul><ul><li>To leverage on ICT and multimedia to achieve higher productivity in the public sector; and </li></ul><ul><li>To facilitate the sharing of knowledge and resources among government agencies through a secured telecommunications network and common standards </li></ul>Objectives
    6. 6. <ul><li>Public Sector ICT Implementation </li></ul><ul><li>Role/Task of ICT Management </li></ul><ul><li>Issues and Challenges </li></ul><ul><li>Conclusion </li></ul>CONTENT
    7. 7. <ul><li>Governments’ success in promoting ICT </li></ul><ul><li>Governments around the world are investing in ICT to improve its internal processes and delivery of services </li></ul><ul><li>Large no. of government ICT projects still end in failure , fail to achieve their desired results, delay or even fail to take off </li></ul><ul><li>Shortfalls were mainly due to behavioral, political or organizational issues rather than to the technical characteristics. </li></ul>Current Scenario
    8. 8. Software “Chaos” 16% Successful - In Budget - On Time - Meets Requirements - User involved 31% Cancelled - Development 53% “Challenged” - Over budget by 189% - Late by 222% - Missing 39% of Capabilities The Standish Group examined 8,380 Software Projects (1994).
    9. 9. Standish Chaos Reports:  define success as projects on budget, of cost, and with expected functionality.  There are several updates to the Standish “Chaos” reports. Software “Chaos” Source: http://www.galorath.com/ STANDISH CHAOS REPORT
    10. 10. <ul><li>ICT Projects were developed on a piecemeal approach and are agency centric </li></ul><ul><li>Duplicate efforts across agencies </li></ul><ul><li>Different standards being applied </li></ul><ul><li>Effort are being made to integrate and develop cross agency system </li></ul>Current Scenario
    11. 11. Is this a People, Process, or Technology Problem? So…Would a Stronger Lock Help?
    12. 12. Technology is not the whole answer People and Process matter! Repeatable, Best Practice Processes Trained People Tools & Technologies
    13. 13. <ul><li>ICT Needs to be managed </li></ul><ul><li>A piecemeal approach will not work – requires a holistic approach </li></ul><ul><li>Managing ICT requires Strategic, Tactical and Operational Skills </li></ul>Managing ICT
    14. 14. MANAGING ICT – Holistic Approach The Model of Organisation (after Leavit et al.,1973) STRUCTURE TASK / PROCESS (Process redesign) TECHNOLOGY PEOPLE (Change Management)
    15. 15. <ul><li>Strategic Management skills involve Leadership & Goal Setting </li></ul><ul><li>Tactical Management skills involve Environment & Resources </li></ul><ul><li>Operational Management skills involve Operational processes & monitoring </li></ul><ul><li>Corporate Strategic Planning </li></ul><ul><li>ICT Strategic Planning </li></ul>Managing ICT
    16. 16. TASK OF ICT MANAGEMENT <ul><li>MANAGING SYSTEM DEVELOPMENT PROCESS </li></ul><ul><ul><li>ICT Strategic Planning </li></ul></ul><ul><ul><li>ICT Project Management </li></ul></ul><ul><ul><li>Managing Application System Development </li></ul></ul><ul><ul><li>Managing Outsourced Project </li></ul></ul><ul><li>Realistic and accurate user requirement </li></ul><ul><li>Project sponsorship </li></ul><ul><li>User involvement </li></ul><ul><li>Change control </li></ul>
    17. 17. 10 most damaging classic software development mistakes <ul><li>Unrealistic expectations </li></ul><ul><li>Wishful thinking </li></ul><ul><li>Confusing estimates with targets </li></ul><ul><li>Excessive multi-tasking </li></ul><ul><li>Feature creep </li></ul><ul><li>Lack of user involvement </li></ul><ul><li>Lack of effective project sponsor </li></ul><ul><li>Poor requirement definition </li></ul><ul><li>Unclear project vision </li></ul><ul><li>Insufficient risk management </li></ul>* Construx Software Builders surveyed 500 software practitioners in 2008. These 10 mistakes are reported to be the most damaging: * Source: www.construx.com
    18. 18. TASK OF ICT MANAGEMENT <ul><li>MANAGING INFORMATION & KNOWLEDGE </li></ul><ul><ul><li>Manage the content development </li></ul></ul><ul><ul><li>Manage application systems development </li></ul></ul><ul><ul><li>Manage information use </li></ul></ul><ul><ul><li>Development of knowledge bank / implement knowledge management practices </li></ul></ul><ul><li>Data and information requirement </li></ul><ul><li>Management Vs operational requirement </li></ul><ul><li>Historical and future need </li></ul>
    19. 19. TASK OF ICT MANAGEMENT <ul><li>MANAGING TECHNOLOGY </li></ul><ul><ul><li>Hardware –state of the art technology </li></ul></ul><ul><ul><li>Software – Open Source or proprietary? </li></ul></ul><ul><ul><li>Communication Infrastructure – </li></ul></ul><ul><ul><li>Broadband, wireless? </li></ul></ul><ul><li>Availability </li></ul><ul><li>Security </li></ul><ul><li>Scalability </li></ul><ul><li>portability </li></ul><ul><li>ROI </li></ul>
    20. 20. TASK OF ICT MANAGEMENT … <ul><li>MANAGING ORGANISATIONAL CHANGE </li></ul><ul><ul><li>Managing process reengineering </li></ul></ul><ul><ul><li>Managing organizational change </li></ul></ul><ul><ul><li>Mind-set and culture change </li></ul></ul><ul><ul><li>Promoting knowledge sharing culture </li></ul></ul><ul><li>Risk management </li></ul><ul><li>Technology Vs people </li></ul><ul><li>Carrot & stick </li></ul>
    21. 21. TASK OF ICT MANAGEMENT <ul><li>MANAGING PEOPLE </li></ul><ul><ul><li>CLIENTS - end-users & IT skills </li></ul></ul><ul><ul><li>OWNERS - stakeholders </li></ul></ul><ul><ul><li>ACTORS - systems analysts/ programmers involved in developing, maintaining and improving systems </li></ul></ul><ul><ul><li>KNOWLEDGE WORKER </li></ul></ul><ul><ul><li>CONSULTANTS </li></ul></ul><ul><li>SME Knowledge & Skills </li></ul><ul><li>Technical knowledge & skills </li></ul><ul><li>Personnel mobility </li></ul>
    22. 22. TASK OF ICT MANAGEMENT … <ul><li>MANAGING FUNDS </li></ul><ul><li>- Financial requirements </li></ul><ul><li>- Business models </li></ul><ul><li>Build Own and Operate (BOO) </li></ul><ul><li>Build Operate and Transfer (BOT) </li></ul><ul><li>Outright purchase </li></ul><ul><li>Private Finance Initiative (PFI) </li></ul><ul><li>One time licensing </li></ul><ul><li>Perpetual licensing </li></ul><ul><li>Maintenance cost </li></ul><ul><li>Rental Vs direct purchase </li></ul>
    23. 23. <ul><li>Public Sector ICT Implementation </li></ul><ul><li>Role/Task of ICT Management </li></ul><ul><li>Issues and Challenges </li></ul><ul><li>Conclusion </li></ul>CONTENT
    24. 24. <ul><li>Information Privacy & Security </li></ul><ul><li>Legal Framework </li></ul><ul><li>Reengineering and Streamlining of Current Processes </li></ul><ul><li>Aligning ICT with Business Strategy </li></ul>ISSUES AND CHALLENGES IN ICT MANAGEMENT
    25. 25. <ul><li>Telecommunication Infrastructure </li></ul><ul><li>Managing Diverse Technologies & Obsolescence </li></ul><ul><li>Integration & Interoperability of Applications – Internal and Cross Agencies Applications </li></ul><ul><li>Integration with the Legacy systems </li></ul>ISSUES AND CHALLENGES IN ICT MANAGEMENT
    26. 26. <ul><li>Education, Training & Accessibility </li></ul><ul><li>Change Readiness </li></ul><ul><li>Funding Availability </li></ul><ul><li>Human Resource Implications </li></ul>ISSUES AND CHALLENGES IN ICT MANAGEMENT
    27. 27. <ul><li>Public Sector ICT Implementation </li></ul><ul><li>Role/Task of ICT Management </li></ul><ul><li>Issues and Challenges </li></ul><ul><li>Conclusion </li></ul>CONTENT
    28. 28. CONCLUSION <ul><li>Managing ICT covers beyond normal technical boundaries. It covers every components in organisation </li></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Processes (Tasks) </li></ul></ul><ul><ul><li>Structure </li></ul></ul>
    29. 31.
    30. 32. http://networkedreadiness.com/gitr/main/analysis/showdatatable.cfm?vno=9.19
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