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Transformational Government

Transformational Government. George Palios. Contents. Transformational Government meant organisation-wide changes had to be made. Enterprise Resource Planning(ERP) had to be adopted to facilitate departments re-think the way the whole authority operated in order to make

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Transformational Government

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  1. Transformational Government George Palios

  2. Contents Transformational Government meant organisation-wide changes had to be made. Enterprise Resource Planning(ERP) had to be adopted to facilitate departments re-think the way the whole authority operated in order to make efficiency savings and improve the quality of service. Within this context, my role was to identify areas where efficiency savings could be made within I.T. One of my proposals indicated that by creating an in-house DBA Service, a Consistent approach could be employed to manage the various corporate applications currently managed by individual supplier DBA teams and saving £55K/year.

  3. Aims of Project Business Case for Proposal Financial Costing Training Knowledge Base (Manuals/Guides) Start DBA Service (Produce Management Reports)

  4. Business Case Drivers for Change: Transformational Government: Future government strategy indicated that in order to make savings a consistent approach would be required for all services meaning the DBA role would have to be moved from individual suppliers to a central service. Financial: The annual cost of remote DBA was £25K per year for one major corporate application and £30K for another. Control: The Remote DBA needed a resource to Manage/request work actions, but had no control over quality of work and operational standards. A Business Case was presented and accepted for one application as a pilot, with further applications following.

  5. Financial Costing Training: There was an initial financial one-off cost for the Project and this was the Oracle training for the staff. £10K for 5 staff. Staff: No additional staff would be required as the existing Analysis and Development staff would take on the roles in addition to their normal workload. Equipment: No additional equipment was required to support the service. (Note: The Team were happy to take on extra work as it was sold to them as a career opportunity under the IIP EDR protocol)

  6. Training Identify Training Requirements (Book courses) Identify DBA Roles (Brainstorm Meetings) Provide training consolidation time (on Test Servers) Allocate Individual Responsibilities (Specialist areas) Implement ITIL Standards Cross-train to cover all DBA Roles

  7. Build Knowledge Base Extract from DBA Application Management Guide (starting point for all other documentation)

  8. Start Service

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