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How the UK Parliamentary ICT function is delivering savings now and in the future. Peter Lamb Head of UK Parliamentary ICT Finance . Where we have come from The Journey to the ICT Strategy The ICT Strategy to 2015. Where we have come from. Background. Parliamentary ICT (PICT).
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How the UK Parliamentary ICT function is delivering savings now and in the future Peter Lamb Head of UK Parliamentary ICT Finance
Where we have come from • The Journey to the ICT Strategy • The ICT Strategy to 2015
Where we have come from Background
Parliamentary ICT (PICT) • Formally started April 2006 • Brought together various small ICT teams supporting different parts of both Houses of the UK Parliament. • To provide a coherent consistent delivery of ICT Services by • Building leadership and programme delivery capability • Focus on reliable execution and financial discipline • Spreading ideas across people and teams that share common values across Parliament
Scale Users: • Members and their staff ≈ 5,000 • Administrative Staff ≈ 3,500 • User equipment 9,000+ • Application supported 120 • Current budget: £24.7m or €28.8m • ICT Programmes budget £5m-£8M, or €5.8-€9.3m
How we have to got to where we are now The Journey to the ICT Strategy
First steps • Building teams from many different areas • Developing strong cross Parliament stakeholder relationships • Consolidation of different services as appropriate • Better management of contracts • Improvement and replacement of the existing infrastructure
Single ICT service • Unified structure • Better support functions with single points of contact e.g. Service desk • Projects centralised • Standardisation of processes and procedures • Consistent control and compliance
Human Resources & contract management • Move to using permanent staff rather than agency staff • Consolidation and review of support contracts • Matching contracts to new requirements • Renegotiating contracts to get better value
The Infrastructure programme • The Infrastructure programme was the first major change made by PICT to the hardware and software platforms in Parliament. • It was also the time for a major refresh of the desktop operating software.
The Infrastructure Programme • What we did • Rationalised the number of servers • Moved to a virtualised environment as standard • Implemented monitoring tools across all services • Created an offsite data centre for business continuity and disaster recovery through a specialist supplier • Rolled out Microsoft Vista as the standard operating system for administrative staff
The Infrastructure Programme Benefits: • This gave a more stable environment that is easier to manage and has better monitoring • It allowed faster provisioning of servers • It saved space and power • A more locked down and stable desktop • It saved money
The Infrastructure Programme Measure of change • Starting point ≈350 servers • Now have 171 servers of which ≈40 are for new services where a physical server is required • If we hadn’t virtualised we would have ≈ 840 servers
Where we are now going The ICT strategy to 2015
Baseline • We now have in place a more robust infrastructure • We have a well structured organisation • And we have a good relationship with our stakeholders • Why change?
ICT Vision for 2015 • To connect Members, the public and the administration to the information and services they need from anywhere, at any time, from any device • To further reduce the costs of ICT • To provide new opportunities and pathways for greater efficiency and effectiveness in Parliament
How will we do this We will change • What we support • How we support it • Where it is provided • Who provides it
The ICT Strategy The five components: • Customer service and advice • Bespoke services • Cloud Services • Non bespoke services • Core capability.
Customer service and advice • Will deliver a proactive service to users that moves from doing a lot of “break/fix” to one based on brokerage of those services from third parties and where we concentrate on giving advice on how to use the available and upcoming technologies better
Bespoke services, • In house development of systems, primarily for procedural applications
Cloud Services • To provide flexible, lower cost ICT services such as email. • Starting on the more straightforward elements such as email • Considering use of office packages through cloud • Moving infrastructure we currently have to IaaS
Non bespoke services • Use commercially available solutions without modification for standard administrative tasks • Examples are systems to support: • Building management • Human Resources • Finance
Non bespoke services • We are going to renew our network. • This may merge a number of data and voice networks to a single network with VOIP • It will allow use of different types of devices
Capability to deliver • Finally, core capability, which ensures PICT has what is essential to deliver the strategy and value to Parliament • To maintain and enhance the relationships we have with stakeholders
What will that mean for PICT • We will have reduced out current budget by around 20% • As part of the cost reduction we will have fewer directly employed staff and will occupy less space in Parliamentary buildings • We will be able to respond to requests more quickly and flexibly • We will have a lower environmental impact
End Questions?
