Download
1 / 14
140 likes | 240 Vues
DEVELOPING SUSTAINABLE ICT INFRASTRUCTURE. Start. Feasibility assessment – Understanding our core business In 1998 it was clear that a disproportionate expenditure ratio of line vs. support functions in the public sector. A functional analysis, completed in 1999 found that:
E N D
Start Feasibility assessment – Understanding our core business • In 1998 it was clear that a disproportionate expenditure ratio of line vs. support functions in the public sector. • A functional analysis, completed in 1999 found that: • resources were duplicated and not optimised. • there were skills shortages in key areas and scarce skills were not well distributed across departments. • the focus on support functions was distracting efforts away from frontline delivery, i.e. Core. Government Services. • over-spending by the big departments and continual qualified audit reports by the Auditor General.
....... The Shared Services Centre, and provide the following functions: • Human Resource Services; • Finance Services; • Procurement Services; • Internal Audit; and • Technology Support Services.
Common Services Centralized Common Support Services via a “Shared Services”
Benefits • Economies of scale. • Reduction of duplication on transversal apps. • Single Domain. • Automation of processes. • Rationalization of resources (ICT skills). • Single network. • Standardization. • Increased efficiencies.
The role of ICT in the growth path • Removing barriers that impede the efficient operation of a networked and connected economy; • Encouraging innovation, research and development and the knowledge economy; • Enhance capacity and capabilities which in turn increases opportunities for increased income; • Ensuring optimal resource reallocation and sustainable resource usage.
ICT TransformationThe Strategy: Data Centre and Disaster Recovery Consolidation – As Is Current Situation: • Multiple Data Centres / Server Rooms • Replicated Skills • Inefficient use of Resources • Wasted Capacity • High operational Costs • No Disaster Recovery Centre • Specialised ICT Skills Shortage
ICT Transformation The Strategy: Data Centre and Disaster Recovery Consolidation – As Is DesiredState: • Consolidate all departmental Data Centres and Server Rooms into a highly available provincial data centre and disaster recovery environment. • Reorganised Skill Placement • Maximum resource efficiency • Scalable capacity • Cost efficiency • High availability environment • Faster • Greener • Cheaper
ICT Investments • People • Recruited and trained specialised resources to support transversal services. • Continuous training in line with cutting edge technologies using • Technology • Implemented an ERP application for automation of GPG processes. • Centralised e-mail, domain services management. • Created a single VPNS network with a single gateway to the outside. • Implemented a Cyber Security Operational Centre • Implemented a Network Operations Centre to proactively monitor our infrastructure services. • Implemented a document management system.
ICT investments • Process re-engineering • Automated common processes such as HR, Procurement Finance, Contract management etc. to improve efficiencies: • Procure to Pay • Finance • Asset management • Implemented the Online portal for users • Implemented an invoice management system for supplier convenience.
ICT assessment • Matured data centre for transversal services. • Established Wide Area Network (WAN). • Security Operations Centre (SOC) and Network Operations Centre (NOC). • ICT infrastructure is aged (end of life). • External variables that affect our ICT environment (municipal services). • Specialised ICT professionals in various disciplines. • Capacity challenges in specialist / scarce skills area’s. • Staff attraction and retention is a challenge.
ICT assessment • Established Enterprise Resource Planning (ERP) and Enterprise Content Management (ECM) tools. • Ability to develop products using various development tools is strong. • Application suites available may be underutilised. • An alternate approach is required to reduce ICT costs. These may include: • Licence operating models. • Leasing hardware • Right tasking certain services. • Introduction and the expansion of strategic partnerships. • Introducing consumption based computing for services.
Responses to current challenges • A number of focus area’s have been identified. • Practical approach. • Improving on the ICT service offerings. • Maximise the investment in ICT for smooth business work. Solutions • Consider solutions to improve the state of the current transversal data centre: • Infrastructure as a service for the provincial ICT requirements. • The use of shared infrastructure.
