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Process-based IT Organisation at Statistics New Zealand

Process-based IT Organisation at Statistics New Zealand. Prepared by Matjaž Jug. Introduction. Drivers for the introduction of process-based organisation Main three methodologies Project Management Framework (PMF); Software Development Lifecycle (SDLC); IT Infrastructure Library (ITIL)

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Process-based IT Organisation at Statistics New Zealand

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  1. Process-based IT Organisation at Statistics New Zealand Prepared by Matjaž Jug

  2. 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

  3. I&T Strategy 2006 - 2010

  4. 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

  5. Board Steering Committee (key stakeholders) Sponsor Advisory Group Project Owner Programme Manager Project Manager Sub Project Manager (IT) Projectteam Project Team PMF Governance Model

  6. 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

  7. “V” for Validation GR Inception Transition UAT verifies the solution meets Business Reqs Business Requirements User Acceptance Test IOC LCO Elaboration System Test verifies the system meets Software Reqs Software Requirements System Test LCA Unit Test verifies the application meets Application Reqs Construction Application Requirements Unit Test Code

  8. 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

  9. PMF, SDLC & ITIL in Context

  10. 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

  11. 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.

  12. Application Services Other units IT Operations & Services New

  13. 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

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

  15. Questions? http://www.stats.govt.nz matjaz.jug@stats.govt.nz

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