► Her Majesty’s Revenue & Customs
► National Health Service, NHS
► A British Telcom Company
► Department for Work and Pensions
► An important UK Government Organisation
The case studies published here contain only a brief account of the solutions. For detailed information and detailed case studies please email: firstname.lastname@example.org
1. Task: Project management and definition of on-line processes within a E-Government-project
The authority for tariffs and indirect taxes (HMRC) started a comprehensive E-Business programme in order to introduce a number of on-line services to move and establish on-line authorisation as part of their key strategy.
The Department had already started the procurement process by issuing a PFI agreement of the new IT-services. Logsys put a large number of required processes to the HMRC Management, including the provision project management to be at their disposal. This covered:
All operational scenarios were in time planned, tested and handed over to HMRC, including the electronics VAT Return service, which was made available for the 1st April for the new tax year. It was the first E-service made available by the UK Government gateway.
2. Task: Release Management from an E-Government solution to ITIL
HMRC had a comprehensive E-Business Programme request with the goal of developing an on-line Government infrastructure which moved away on ambitious multi-tier architecture components. Many of the present Enterprise services; System Management tools and processes had been conceived originally for a client-server environment and proved now to have too many bottlenecks in its architecture and data structures
In co-operation with the product suppliers and the E-Business Project Team, Logsys developed and implemented an application-based release mechanism, co-ordinated with modular E-Business applications.
Our ITIL based solution allows for time-sharing release management of all product components for this E-Business application possible. The product components can be now be made available in a timeshare fashion, and can be handed over to a strictly supervised test environment for deployment on the Enterprise Production servers.
Task: Procurement and supplier Management
For nearly three years we participated in the NHS IT-program (NPfIT) in a supplier management role. This £6 Billion extensive programme is one of the most ambitious programmes ever undertaken by the British Government. The goal is to be able to supply elementary information about every patient in the UK to any hospital in the health service.
Logsys transferred substantial key functions into the programme, which extended over the whole range of the procurement process. In detail this was:
Task: RH engineering Business (Sales) - process
In Great Britain the telecom community grew at a rapid pace leading to a very diversified range of markets. This led to British Telecom having an inordinate number of business processes and systems. Quality and compatibility were no longer achievable. The organisation was therefore no longer able to produce accurate Sales Forecast numbers and thus not able to produce accurate business forecasting and planning.
Logsys worked with BT to unite menbers of the Board to achieve the following objectives:
Logsys stood alongside BT in the introduction and implementation of the new processes in an advisory capacity. As a result of this engagement, BT were able to achieve substantially shorter forecast cycles enabling accurate data for planning and budgeting.
Task: The guidance and Review of an Outsourcing project in a Multi Vendor environment
An outsourcing partner provided the central system on behalf the department. The purpose was rationalizing the work with the public to simplify the operational sequences and create intelligent front-ends for the different Legacy systems available. The system was introduced 50,000 workers and cost over £100 million. The project consisted of a number of parallel operational sequences, into which different suppliers were included. Because of the lack of co-ordination there were doubts about the projects success. Logsys was selected due to its relevant experiences in leading numerous multi-vendor projects to successful conclusion.
Subsequently, a high level review body selected Logsys to take the Lead for the test runs in a Model Office and a technical test project. Logsys was responsible for the planning, co-ordination and execution of all test phases with the different suppliers and responsible for the adherence to all of the dates, cost budgets and objectives and was made an independent entity reporting to the client and senior management.
Because of the companies positive experience with Logsys, we were invited to help in the development of the contracts for the next phase, and to calculate the requirements of all outside vendors and suppliers.
Logsys was successful in shaping and implementing a number of test strategies, which brought the different solutions from the vendors and the customer together.
This ended in a much clearer picture for all parties and permitted us, with further steps, to supervise the companies own detailed plans. The ability of Logsys to understand the agreements between vendors, negotiate the engagement process of all the suppliers and the customer, was the key to the success of the project.
Task: Piloting an Email outsourcing project
This world-wide and global logistics company used a number of internal Email services. Although by outsourcing the service to an individual service provider was thought to provide considerable cost savings and service improvements, the actual problems had been completely underestimated at the beginning of the project. DHL is a various and distributed organization, which resides on six continents and by acquisitions has grown and is now in over 150 countries. Local support and migration of the users and their data became the crucial question of the feasibility of the project.
Logsys defined and led a world-wide pilot project, in order to understand the feasibility of migrating all the users, based on in house services to a single service. Users from 20 countries participated in this project, in order to make sure that all geographical issues were completely represented.
The pilot successfully recognized the central problem Email functionality, the migration, the safety requirements, the service levels and the user support. All this information was transferred to the planning of the following outsourcing project, which is at present still running.
Task: Project Review and Project Reorganization
At the start the situation the customer presented to us was a project framework costing approx.£100 millions for an initial 5,000 users. The project failed due delivery dates not being met and permanently rising costs of the project.
Logsys performed a project review to accomplish the goal of identifying the causes for the project difficulties and submitted suggestions for measures to eliminate errors and perform some reorganization. Taking this in order we examined technical architecture, project planning as well as the control of the project. In addition, we established new procedures from reliable evaluation generated by our investigation. The information resulting from it was transferred to regular project reports given to the Project Board.
The result of the reviews was that the technical architecture was perfect. The main issue was the implementation of the software. In detail the following lack of process were found as key errors:
A change of the main supplier was the result. Together with the customer and a new main supplier we compiled the bases for the introduction and use of industry standards as well as “Good Practice” procedures, supported by our broad experience.
The project was re-started and was delivered on time and to budget.