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Strategy (continued)

Professionalism

41.  Government's ambition for technology enabled change is challenging but achievable provided it is accompanied by a step-change in the professionalism with which it is delivered. This requires: coherent, joined up leadership and governance; portfolio management of the technology programmes; development of IT professionalism and skills; strengthening of the controls and support to ensure reliable project delivery; improvements in supplier management; and a systematic focus on innovation.

Leadership and Governance

42.  Coherent, joined-up leadership and governance across government are essential to ensure the vision and programmes set out in this strategy are achieved and that the opportunities for technology to enable change continue to be identified, communicated, managed and delivered effectively. Complex reform requires consistent pressure to be applied across the whole system for a number of years. Leadership needs to be provided at several levels - by Ministers and Councillors; by Heads of Department and equivalents; by business leaders across the public sector; by CIOs; and by industry leaders - and aligned with the wider governance of the public services. An open and transparent approach to plans and performance is essential.

43.  A full governance model will be established in due course, in line with wider reform and efficiency governance arrangements. However, as an early priority, the role of the CIO Council and Service Transformation Board will be formalised to ensure their authority is recognised.

Portfolio management

44.  The UK public sector spends around £14 billion a year on IT enabled projects and operations, yet there is no comprehensive overview of it. The technology agenda requires management of the totality of its technology enabled programmes at portfolio - as well as programme - level to deliver results with more predictability. Portfolio management will allow government: to match supply with demand; to anticipate generic challenges; to identify duplication and other opportunities for standardisation and sharing; to challenge relative low value projects; and to set priorities when competing for scarce capacity. A similar focus should be used at departmental or equivalent level, using a common methodology based on work already being introduced in the Department for Work and Pensions and Her Majesty's Revenue and Customs.

45.  The cost of IT projects and operations will in future be measured and monitored at the aggregate level. Annual expenditure and achievement against plans should be reviewed by the Cabinet Office and HM Treasury. An annual report should be published to Parliament and audited by the National Audit Office and the Audit Commission.

IT Profession in Government

46.  The IT Profession in Government needs to build capacity, culture, skills and identity. A new approach to the Government IT Profession within Central Government and the wider public sector is to be launched by the recently appointed Director for IT Professionalism. This approach is part of the Professional Skills for Government programme, meets the business needs of the CIO community, and responds directly to feedback from IT professionals. In summary it aims to:

1. Develop a competency framework to support the career development of IT Professionals across government.
2. Support the initial launch and development of the Government IT Profession with an on-going communications programme.
3. Actively engage individuals in networking and mentoring activities.
4. Establish the Government IT Academy to support both the professional development of IT Professionals in government and the building of a culture and identity for the Profession.
5. Identify required 'capability building' programmes to provide training and leadership development support for government IT Professionals.
6. Engage with the Human Resources community to involve them in the establishment of the IT Profession as well as to begin to address perceived 'pay and rations' issues.
7. Work in partnership with the Programme & Project Management and Procurement professions towards their shared agendas, and to foster excellent working relationships and exchange of knowledge and skills between disciplines.

47.  In addition the IT Profession work will support the development of IT awareness and IT-enabled business change management skills across the wider Professional Skills in Government agenda. Similarly the Central Sponsor for Information Assurance will improve information risk management through sponsorship of better governance and training of information and security staff.

Reliable project delivery

48.  A further programme of work on the management and control of technology enabled business change will be put in place to build upon the foundations established by the Office of Government Commerce. This will ensure that not only the successful delivery of major projects but also confidence and controls to ensure the reliability of successful delivery. In particular:

1. The development of strengthened scrutiny and intervention in government's most important programmes, especially at their earliest stages.
2. Renewed support for Ministers and senior officials responsible for Mission Critical projects.
3. The implementation of a new process to manage better the transition from policy to practical implementation.
4. The development of a new technology enabled project methodology and control tools drawing from best practice in the private sector.
5. Closer Office of Government Commerce and Cabinet Office support for key programmes.
6. A "continuous improvement" approach to learn and disseminate emerging best practice.

49.  The Office of Government Commerce will also consider how better to support programmes in the wider public sector, drawing upon the experience of local government representatives on the CIO Council and organisations such as the Improvement and Development Agency and the Society of Information Technology Management.

Supplier management

50.  The public perception remains that many of government's suppliers have a "patchy" track record on delivery, whilst suppliers continue to find government a relatively "difficult" customer with which to engage. So a further shift in supplier management is required, including:

1. A regular forward look at demand and supply of IT services and an agreed forward sourcing strategy, including action to ensure capacity and competition in the market.
2. Active management of strategic IT supplier intelligence, relationships and performance across government, using a standard assessment framework.
3. An agreed performance plan for each major supplier to improve that supplier's delivery, capability and partnering with current and future public sector customers.
4. Encouragement of the use of standardised contracts, services and service boundaries, and contracts and service management models. This should allow departments to incorporate additional products and services from other suppliers including SMEs.
5. Use of Gateway 5 Reviews as a trigger for project contract review at end of implementation and periodically thereafter.

Innovation

51.  There must be effective processes to ensure continuing innovation. To encourage the development and design of better, more joined-up services as technology itself develops, the CIO Council should sponsor the accumulation and sharing of research, knowledge and innovation. It should also work strategically with the Department of Trade and Industry in their support of research, knowledge transfer and international partnering in relevant business and technology areas.