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Driving Value – the NIMM, the EA, the CUI, CASE & the TRDr Mark Ferrar, NHS Connecting for Health26-FEB-2008

And in the next 40 mins...

• NHS Infrastructure Maturity Model (the NIMM)

• Microsoft Enterprise Agreement (the EA)

• Common User Interface Programme (the CUI)

The NHS Infrastructure Maturity Model(the NIMM)

We Can Only Influence Change

NHS infrastructure numbers game

People working for the NHS

in England

% of IT Budgets Spent on

Infrastructure & Operations

5 th Larger Employer in the

World

Annual NHS Spend on

Infrastructure & Operations

(Excluding NPfIT!)

NHS People Working on

Infrastructure & Operations

Average Number of IT

Identities a Typical

Knowledge Worker has

IT Users in the NHS

We need to raise the bar...

• “Patchy” IT infrastructure maturity and performance

• 2005 “Infrastructure Themes” still valid today (in fact there’s evidence best/worst gap is widening)

• NHS not getting to lowest (or even competitive) TCO

• A consistent, well-managed desktop is key to supporting Local NPfIT programmes (NLOP)

• Overall value eroded by premature use of high value technology

Infrastructure Challenges...

• Expensive - according to analysts, 70% of typical IT spend goes on IT Infrastructure! (run the organisation) – (70% of £2.2bn = £1.54bn)

• NHS IM&T Managers should not just rely on gut feel when setting investment priorities

• Inconsistent terminology makes it difficult to benchmark (TCO)• Organisational changes in the NHS means that many IT

infrastructures are in silos and not optimally managed• Some suppliers don’t create infrastructure solutions that NHS

Trusts request, actually need or are ready for• Many NHS Trusts need help to build coordinated infrastructure

improvement plans• Some key tasks often get overlooked because their impact on

infrastructure is not obvious

Infrastructure Challenges

• Expensive - according to analysts, 70% of typical IT spend goes on IT Infrastructure! (run the organisation)

• NHS IM&T Managers should not just rely on gut feel when setting investment priorities

• Inconsistent terminology makes it difficult to benchmark• Organisational changes in the NHS means that many IT

infrastructures are in silos and badly managed• Some suppliers don’t create infrastructure solutions that

NHS Trusts request, actually need or are ready for• Many NHS Trusts need help to build coordinated

infrastructure improvement plans• Some key tasks often get overlooked because their

impact on infrastructure is not obvious

The NIMM can help...

• NHS Infrastructure Maturity Model provides guidance and helps trusts objectively benchmark for themselves their “as-is” infrastructure capabilities, then:

• Use it to build a plan for coordinated capability improvement in a systematic way

• Use it to set investment priorities and create a benefits plan to understand desired outcomes

• Use it to collaborate with NHS suppliers so they create infrastructure solutions that NHS needs (and is ready for)

Common Themes – Integrated Projects

Manage Risk

Responsiveness

Innovation

Competency

Efficiency

ROI/Business Value

Standards

Re-use

Agility

Consistency

Maturity Model Delivery Approach

• Iterative & collaborative approach will regularly release new and updated features based upon feedback and requests from users

• Develop the NIMM body of knowledge first then create tools to help users automate assessments and provide a management scorecard

• Delivered online via PSPG (infrastructure best practice site)

• Capability Maturity Documents developed for specific infrastructure capabilities

• Virtual group of NIMM Champions from the NHS and key suppliers will feed into a feature wish list of maturity guidance that needs to be developed

• ROI modeling tool being developed to help NHS Trusts create their own business case for improving maturity

NIMM & Microsoft EA

• We only have a limited number of Enterprise CAL Licenses (eCAL)• This will ramp up every year for the next 3 years

• Enterprise Collaboration Technology needs eCAL• Not straightforward, check with you LAR

• We want to get the most value from these licensees• We need to report our licensing position against eCAL• There are 2 capabilities that we want to use to gauge

readiness• Software Asset Management• Collaboration Technology

• We have developed Capability Maturity Documents for these that• Describe what we mean by these capabilities• Describe each Maturity Level including KPIs for each

level• Recommend a level to aim for• Suggest resources to help achieve this

KPI Description Metric

Availability of electronic records on software purchased or no longer used

Asset Management system usedRecords for >80% of software purchases

Policy for software purchase exists and enforceable

Policy exists and enforceable for >80% of purchases

Accountability for maintaining records

Formal central IT accountability exists, performance of this role measured every six months

On-going - Technology and process in place to track software installed

Coverage Accuracy

Greater than 80% of PC estate

Greater than 80%

Ad-hoc - Technology and process to perform audit of software licensing position

Greater than 80% of PC estate

Greater than 80%

NIMM Example - SAM Maturity KPIs (Level 4)

Capability Description Target Maturity Current Maturity Needs Gap

Availability of electronic records on software purchased or no longer used

Records for >80% of software purchases

Records for approximately 50% of purchases exist. Absence of an asset management system makes it difficult to track this capability.

Need to deploy an asset management system.

Need to improve record keeping by 30%

Policy for software purchase exists and enforceable

Policy exists and enforceable for >80% of purchases

A policy exists but is not regularly communicated.

Need to create communications channels for IT policies.

Need to incorporate IT policies in HR, and training processes.

Accountability for maintaining records

Formal central IT accountability exists, performance of this role measured every six months

Accountability for this is informal and shared between purchasing and the service desk

Accountability is informal and responsibility is unclear.

Technology in place to track software installed

>80% Accuracy Unknown Accuracy Need technology with processes that can measure accuracy in tracking deployed licenses

Technology in place to track software installed

>80% of PC estate covered

<50% of PC estate covered Need to increase coverage by 30%

Technology to perform ad-hoc audit of software licensing position

>80% Accuracy Unknown Accuracy Need technology with processes that can measure accuracy in auditing deployed licenses

Technology to perform ad-hoc audit of software licensing position

>80% of PC estate covered

<50% of PC estate covered Need to increase coverage by 30%

NIMM Example - Gap Analysis for SAM

Management “Scope” of the NIMM

Technology “Scope” of the NIMM

NIMM Summary

Gartner Model Mapping to NIMM

Basic

RationalizedVirtualized

Service-Based

Standardized Infrastructure resources

pooled

Services managed holistically

Uncoordinated infrastructure

Standard resources,

configurations

Consolidate to fewer

Policy/Value-Based

Dynamic optimization to

meet SLAs

Objective

Ability to Change

Pricing Scheme

Business Interface

Resource Utilization

Organization

IT Management

Processes

Reduce complexity

Economies of scale

Flexibility, reduce costs

Service-level deliveryReact

Weeks Weeks to days

Weeks to minutes MinutesMonths to

weeks

Fixed costs Reduced, fixed costs

Fixed shared costs

Variable usage costsNone, ad hoc

Business agility

Minutes to seconds

Variable business costs

Class-of-service SLAs

Class-of-service SLAs Flexible SLAs End-to-end

SLAsNo SLAs

Known Rationalized Shared pools Service-based poolsUnknown

Central control Consolidated Pooled ownership

Service-orientedNone

Business SLAs

Policy-based sharingBusiness-oriented

Reactive -ProactiveLife cycle management

ProactiveMature problem mgmt

ProactivePrediction, dynamic capacity

ServiceEnd-to-end service management

Chaotic – ReactiveAd hoc

ValuePolicy management

Microsoft IO Model Mapping to NIMM

DynamicStandardized RationalizedBasic

Desktop, Server, and Device ManagementDesktop, Server, and Device ManagementSoftware distribution, Patch management, Mobility, Imaging, VirtualizationSoftware distribution, Patch management, Mobility, Imaging, Virtualization

Data Protection and RecoveryData Protection and RecoveryBackup, Restore, Storage managementBackup, Restore, Storage management

Security and NetworkingSecurity and NetworkingPolicy, Anti-malware, Firewall, Access control, Network protection, QuarantinePolicy, Anti-malware, Firewall, Access control, Network protection, Quarantine

IT and Security ProcessIT and Security ProcessBest practice guidance on cost-effective solution design, development, operation, and support

Identity & Access ManagementIdentity & Access ManagementDirectory services, User provisioning, Directory-based authenticationDirectory services, User provisioning, Directory-based authentication

How should you use the NIMM?

• Perform a self assessment using the NIMM

• Prioritise and invest to improve lowest scoring areas

• Aim for a balanced score, rather than excellence in isolation

• Higher value MS EA technologies only available to those with CAPABILITY to exploit them

• Leverage capabilities of Core EA products that are licensed for all and don’t default to Enterprise products that aren’t – especially if your organisation isn’t ready to exploit them

The Microsoft NHS Enterprise Agreement(the EA)

EA Framework

• Remaining 6 years of the 9 year EA

• Orders placed for years 4, 5 & 6

• Software Assurance on all products

• Deploy up to 800,000 seats over 6 years (850K inc. “flex”)

• Core CAL & Enterprise CAL Suites

• Growth in “Knowledge Worker” tools

• 340,000 SQL Client Access Licences

EA offers...

Office 2007 Professional Plus Edition• Access• PowerPoint• Word• Excel• Outlook• Publisher• Communicator• Integrated Enterprise Content

Management• Integrated Electronic Forms• Information Rights & PolicyEnterprise Edition also includes• OneNote• Groove

SQL CAL

Windows Vista Business Edition• Upgraded to Windows Vista Enterprise Edition

• Four Virtual Operating Systems• Windows Bit Locker Drive Encryption• Multi Lingual User Interface

Desktop Optimisation Pack• Softgrid

Core CAL• Windows Server CAL• Office Exchange Server Standard CAL• Office SharePoint Server Standard CAL• Systems Management Server CALEnterprise CAL also includes• Office Communications Server Standard CAL• Office Communications Server Enterprise CAL• Windows Rights Management CAL• Office SharePoint Enterprise CAL• Office Exchange Enterprise CAL• Operations Manager Client OML• Forefront Security Suite (Anti Virus)

And also...

• Windows Update Services Server(s) within N3

• Access to Digital Learning Academies & Digital Literacy Programme

• Home User Programme and EPP

• Training Vouchers & E-Learning Tools

• Desktop Deployment Planning Services

New Stuff...

• SharePoint CAL for all desktops

• Groove growth at 50,000 per year

• Anti-Virus (Forefront)

- 223,000 in Year 4 allowing existing AV deals to “unwind”

• Vista Enterprise

- Only pay for Vista Business

• SoftGrid

- Application virtualisation fixes “Java Hell”

New LAR deal

Enrolment Areas

LARNumber of Desktops

Allocation

NWWM Bytes 160,900 25%

South Bytes 138,350 21%

London Bytes 111,200 17%

NE & DH Trustmarque 116,150 18%

EM & ALBs Computacenter 123,400 19%

TOTAL 650,000 100%

Value

• Most Favoured Customer.

• Lower cost per desktop than initial 3 years

• Improved collaboration and security.

• 50% increase in CUI funding

• Contributes to OGC discounting

The Common User Interface Programme(the CUI)

CUI Phase 2

• 3rd October 2007 - Development Agreement signed for 4 Projects delivery in Phase 2:

(“Classic”)• Clinical Applications and Patient Safety (CAPS)• Information Management and Technology

(IM&T) Tools• Knowledge Worker Tools (KWT)

(“New”)• NHSmail Technology Refresh (TR)

CUI Phase 2 - Management

• 3 discrete governance controls across the Classic and New projects.

• Phase 2 of CUI “Classic” Projects governance changes:• Prof Michael Thick (CFH CCO) joining the programme at

Steering Board level• Formal cross Projects Board, including:

- National Clinical Leads- SHA CIOs- ISB- Service Implementation

CUI Phase 2 - Controls

• Distribution of the Products brought in-house to NHS CFH (via existing cui.nhs.uk and PSPG)

• Development of CUI integrated communications plan across the Tech Office

• Utility of new and emerging engagement channels• Tie in with CFH initiatives

• NIMM framework and taxonomy• Collaboration Architecture & Solution Enablers (CASE)

• Smarter internal use of EA technologies (e.g. SharePoint) to manage stakeholders

CAPS - Delivery

• Design guidance has begun to influence NHS systems development• Extensive guidance published to the Clinical and Supplier

community• 12 Requirement DSCNs approved and issued by the ISB• CUI documents undergoing incorporation into the NHS

CFH Technical Baseline where possible• 6 UK suppliers actively adopting CUI guidance • UK and Worldwide interest in using CUI guidance in

requirements and contracts

KWT - Delivery

• Guidance, research and products covering:• Enablers to support NHS Entities migration through

fundamentals of attaining NIMM levels 1-3• Abbreviation Manager• NHS Office Client Installer• User Task Analysis• Office Version Migration Guides• Document Collaboration and Compliance• Medical Research Services

IM&T Tools - Delivery

• Documents, tools and templates have been created and made easily accessible to NHS Trusts via the interactive Planning and Deployment Guide (see slide 21)

• 36 NHS Entities using guidance as Early Adopters • 72 people from 51 NHS Trusts attending 14 dedicated

Special Interest Group meetings shaped the guidance• 19,080 NHS PCs are already live and benefiting from NHS

CUI D&I guidance and when remaining pilots Live, at least 75,000 PCs benefiting from the NHS CUI D&I guidance

• 9 of the 10 Infrastructure Optimisation assessed trusts moved from Basic to Standardised maturity level following Systems Management Server pilots