IT Delivery Services ‐ Programme Management: IS07

We will be responsible for the delivery of all programmes which deliver IS components. Overall responsibility for Programme Management will fall under the single NSCSO Transformation Team which is shown in the diagram below:

Figure 13 - Transformation Team Services

The Transformation team will fulfil the core programme and project management component and manage IS related business change.

An integrated Programme Management Office (PMO) will be responsible for providing the required levels of governance, reporting, change management and benefits tracking across all IS programmes and projects delivered.

Our programme management methodology is based upon the principles of the Office of Government Commerce‘s (OGC) MSP (Managing Successful Programmes) methodology and will ensure the structured and effective delivery of all IS

programmes. Our Programme Managers are all qualified to MSP Practitioner level, as a minimum and we will deploy the associated standards to ensure that all programmes we deliver on behalf of the Council are delivered on time, within budget and meet the specified outcomes and forecasted business benefits. The diagram below illustrates Capita’s Business Transformation and Change (BTC) Lifecycle.

Figure 14 - Capita's BTC Lifecycle

Our BTC Lifecycle will provide a foundation for the agreement and successful delivery of an IS strategy and IS delivery programme that will align with the Council’s business objectives and target operating model. It will evolve over time as the Council’s business needs change and to ensure compliance with any necessary regulatory changes.

The BTC governance model that is outlined in detail in our Corporate Programmes method statement will provide the guidance and rules to ensure that programmes and projects are set up properly at the outset. It will provide appropriate quality controls and monitoring processes to ensure the successful delivery of the agreed IS development plan (roadmap) in order to deliver the planned outcomes and realise the committed benefits.

2.7.1 ICT P

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Capita will work with the Council to develop and deliver an annual IS Programme which will be managed by the Transformation Team, with support from the IS Service programme and project capabilities. We recognise that the Council’s business priorities and challenges are constantly evolving and our solution includes a dedicated and experienced Enterprise Architect who will work closely with the Council, providing valuable and appropriate support to the Council in this area. The Enterprise Architect will lead the Capita team in contributing to the IS Programme and will meet regularly with the Council through the co-design process and insight delivery team to understand where the Council’s IS technologies require upgrade or replacement. We will discuss proposals and associated priorities for any highlighted activities and projects in order to jointly agree and prioritise the annual IS Programme, developing an Annual Service Plan (roadmap) which will realise the agreed aims.

We recommend that a joint approach is undertaken to Benefits Mapping as a key component of Strategy and Roadmap development and will work with the Council to map the relationships between:

 External drivers (such as business pressures, statutory obligations and reductions in budget)

 Investment objectives (such as making a cashable saving or efficiency gain)

 Direct benefits

 Business and IS Change (changes that must occur in order to ensure success)

 Technology enablers (technologies which support or directly achieve the benefit).

We will ensure that this IS Delivery Programme reflects the requirements of the Council and aligns with the Council’s ICT Strategy and over-arching Council Programmes, as defined by the Steering Group.

The Capita IS Service Head and Enterprise Architect will work closely with the Council, engaging proactively with key stakeholders to ensure that we fully understand these imperatives. This will enable us to evolve the IS Delivery Programme and effectively prioritise any identified projects for inclusion.

Our engagement will enable us to effectively map the Council’s objectives to the technology enablers and business changes that will support delivery of them and clearly identify the associated benefits that the programme will deliver. This will help to ensure that the Council meets its investment objectives and satisfies the external drivers to which the Council is subjected.

A major strategic review of the IS Programme will be undertaken at least annually when the budget position for the following financial year is made available. Progress against the agreed programme will be assessed and a view taken about any revised spending requirements/project delivery dates in order to meet that year’s budget.

An example of a consolidated strategic technology roadmap that we developed for an existing customer is shown below. This forms part of a much larger document which contains fuller descriptions.

Figure 15 - Example ICT Programme

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Updates to the Annual Service Plan will be made to take account of agreed developments and ensure that we deliver tangible improvements throughout the year. This plan will be aligned to the Council’s annual business planning cycle from April to March in order to facilitate budgeting. Service development is intrinsically linked to Continual Service Improvement (CSI), which is a key ITIL process delivered as part of our service to the Council. CSI is a flexible, forward looking process, which if managed correctly drives improvement through the entirety of the service, using a set of guidelines and methods.

The Service Development Plan will reflect the first year’s priorities that have been identified in the jointly agreed ICT Programme. It will contain a clearly defined approach to driving benefits in terms of both efficiencies and cost by engaging with the latest technologies and procedures, using the dedicated on-site team.

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We recognise that the Council’s business priorities and challenges are constantly evolving. As a consequence, the IS Programme will need to adapt to change in line with the Council’s priorities, as well as to meet the requirements of any statutory or regulatory changes. Our Enterprise Architect and IS Programme Manager will facilitate this process and any changes to the IS Programme and Annual Service Plan will be managed using the agreed change control process.

This process will ensure that urgent new requirements are incorporated into the programme in a systematic and controlled manner. A single Change Management

process will be adopted that will cover all changes (i.e. there will not be a separate IS change process). Communication will be vital to this process and we will ensure that the appropriate stakeholders are engaged with and kept informed of the progress, of any changes that are delivered.

2.7.4 M

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All projects implemented as part of the over-arching Council Programmes, with the exception of those driven by statutory legislation or other external factors, will be subject to a sustainable Full Business Case and this will be reviewed throughout Programme delivery.

In order to ensure the forecast benefits are realised, we will ensure that detailed programme metrics are captured for all IS projects and programmes that we deliver.

The Management Information required will be agreed jointly with the Council and will include appropriate benefits realisation measures (including those where the benefit is achieved by a non-ICT function). These will be regularly reviewed with the Council as part of ICT programme delivery.

2.7.5 M

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Our proven BTC framework will ensure the delivery of regular incremental technical change, through:

 Successful IS Programme delivery within timescale, budget and quality

 IS Programme and Annual Service Plan aligned to business strategy

 Realisation of planned business benefits in accordance with the agreed Business Cases

 Maximised Return on Investment (ROI).

Benefits realisation is central to our BTC approach as described in the Corporate Programmes method Statement. Our Benefits Manager within the PMO will proactively and formally manage the forecasted benefits throughout programme delivery to ensure that LBB’s planned benefits are realised. We will utilise Verto, a benefits tracking tool to monitor and report on all programmes and projects and ensure the Council’s ROI is maximised.

We have demonstrated our capability to effectively manage complex IS Programmes at a number of Councils, including Gloucestershire County Council, Birmingham City Council, the London Borough of Lewisham and the London Borough of Bromley. We have realised benefits for these customers through Programmes of transformation and change and have become trusted partners with these organisations.