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Ministry of Justice Transforming Resource Management SFIA


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Ministry of Justice Transforming Resource Management SFIA

  1. 1. Transforming resource management Opening up the profession to the concept of p g p p p “DELIVERY” Andrew Gay 4th December, 2008
  2. 2. ICT to Government – squeezing the funding lemon! "The budget should be balanced, the Treasury should be refilled, public debt should be reduced, refilled reduced the arrogance of officialdom should be tempered a d co t o ed, a d t e ass sta ce and controlled, and the assistance to foreign lands o e g a ds should be curtailed lest the country become bankrupt. People must again learn to work, instead of living on public assistance." Cicero 55BC Government ICT has always been underfunded in hardware and in skills and overinvested in Applications too complicated for users and too expensive to be t li t d f dt i t b affordable
  3. 3. We are complex ministry – newly formed 80,000 employees 2721 buildings £9.2 billion budget 650 courts 139 prisons 42 local Criminal Justice Boards 42 probation areas 28 central government tribunals g 3 crown Dependencies All underinvested in IT d i t di
  4. 4. The ‘Offending Business Offending Business’ 53,700,000 11,300,000 11 300 000 1,100,000 24%% 280,000 82,000 ++ Early release programme 15,000 additional places – Rival Olympics!! £60,000,000,000 £60 000 000 000 70%/70%/70% All requiring shared data
  5. 5. Agenda The increasing impatience in the industry because of a consistent failing to deliver to time and budget. The skill in identifying the underlying customer who reaps the operating benefit – ‘The Practitioner’. The overriding need for more professional and focussed project management skills. Skill and resource balancing. What we are trying to do in the MoJ.
  6. 6. Impatience Lack of Training Speed of improvement p p Failed implementations Legacy failure ICT Language Lack of business Lack of Lack of business engagement Professional knowledge Skills Budget restrictions Information assurance Practitioner buy in Drop out of key staff Drop out of systems
  7. 7. Chicago break out session The ‘Project from Hell’ e oject o e One person’s fruitless crusade against lies, deceit, d d it deception and t ti d treachery. h A project managers story. j t t It is all about the people, their skills, their focus, their professionalism and their leadership AND HOW THEY WORK TOGETHER (EQ)
  8. 8. Why do we have these failures? False economies o Quality is expensive and hard to get – Most key roles across my ICT landscape are self-employed contractors. o Of the FTEs >90% earn in the lower quartile of IT income. q o Man marking of the premiership stars by under 12s! o Failure to work out poor performers (1.7%). o Failure to recognise, train, mentor and develop key talent early.. Unrecognised shortages and shortfalls in project management. Poor leadership from businesses. Failure to develop a service culture.
  9. 9. The Blue Planet Zone of oxygen and light Middle management Professional skills gap Zone of the unknown and weird and wonderful
  10. 10. Identifying and improving the customer interface ICT has the habit of not identifying the ‘intelligent’ customer. The skill is in isolating the user – the ‘practitioner’ – and practitioner identifying the detail of the tasks that make him or her perform to a higher level – what makes a difference to their tasks. The ICT professional has an obligation to ration functionality to the lowest common denominator and resist scope creep. This means reducing interfaces and understanding the nature of the task by performing that task – in person. In practice we do not develop a communication with the practitioner and a divide appears – another form of skill gap. We need to train our professionals to communicate in p common language based on functional requirements.
  11. 11. Project management Every procurement, installation, configuration, system integration, software/hardware purchase, transformation or transition is a project. We need to balance resources to deliver what our practitioner wants to improve productivity or quality of output.
  12. 12. The Challenge – San Francisco 1998 In the future business will succeed on the basis of supply chain management - Strategic Alliances - Partnerships/Partnering/outsourcing - Differentiation Differentiation. Partnering in the Service Sector will require delivery of more and more for less and less for ever more demanding Clients g who will expect DELIVERY not EXCUSES. Measurable business benefits will be what drives IT – ease of access, security and t i i f use will b th main f it d training for ill be the i criteria for success. To deliver for this future Project Management will be the most critical skill of all in IT.
  13. 13. In 1996 $82 Billion was wasted on IT Projects in the USA that were never ever implemented i l t d A total failure to deliver any benefits
  14. 14. PM is about getting everyone in the team to ‘buy in’ They must see clear objectives all the time ll th ti
  15. 15. But we usually confuse the background Underinvestment Head count reductions Missing pieces in infrastructure Confusion on the org structures Suppliers unclear on task Lack of business leadership Lack of budget Uncertainty at board Poor project management Wrong technology Poor procurement Conflicting platforms SRO issues (ownership)
  16. 16. Do we have the resources to succeed? The right price/budget. The right team with the right skills. The right relationship (or the ability to get it) with the business or SRO b i SRO. The right supply chain. The i ht Th right contract documentation – was procurement flexible t td t ti t fl ibl enough to allow progress and VfM?
  17. 17. Balancing skills within the team Commercial TDA/ Live service Leadership skills Architecture • Desk top • Team • Procurement • Assurance support Leading • Negotiation and ISO • Apps. • Strategy • Commercial accreditation Support • Customer negotiations • Information • Supplier requirements • Settlements Assurance interface and and and dispute • Security management relationship – resolution • Managing • Audit the value • Payment interfaces • Asset proposition • Cash • Service management g • Outsourcingg management architecture • Hosting • Vfm • Budget • Help Desk • Programmes management g • DR and projects p j • Resilience (PM)
  18. 18. What we are doing now through the MoJ Capability building through skill assessment. Geared to improving Civil Service capability and reducing reliance on expensive contractors – except in key skill areas and mainly on fixed contracts on Programme management and implementation. Reducing contractor numbers by 50% over 12 months and saving over £5m per annum annum. This is only possible by a systematic approach (SFIA 3 on present skills assessment but moving to SFIA 4)
  19. 19. This requires The businesses we serve must define needs and demands more closely – a ‘Dragons Den’ review. A determination not to compromise on p p poor p performers. A revised pay structure specific to ICT and allowing sensible internal promotions. Stronger customer interfaces and better communication. Much clear focus to requirements when recruiting. Should lead to more secondments to and from long term supplier partnerships – has been successful in the past.
  20. 20. Skills Management Methodology – 7 steps Skills directory – what do we think we have Analyse Job roles and functions Set new and appropriate organisational structure Assess skills Confirm skill requirements Set objectives Analyse new skill needs against criteria
  21. 21. Remember I think that is an immutable law in business that words are words, explanations are explanations promises are promises - but only performance is reality Harold Geneen Former chief executive of IT&T 1985 Achievement of delivery is only possible with the right skills and the right motivation and with shared goals and objectives
  22. 22. Thank you