DEVELOPING SUSTAINABLE ICT INFRASTRUCTURE
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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.
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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 Strategic
ICT Strategy
Service Delivery
Connected Government
ICT Skills capacity building
A modern, reliable and secured infrastructure
Optimised utilisation of ICT Applications
Innovative, integrated and interoperable systems
Bridging the digital divide
Strategic partnerships
ICT Strategy Themes
ICT Strategic Objectives
ICT Transformation
The Strategy: Data Centre and Disaster Recovery Consolidation – As Is
GOVNET
INTERNET
TELKOM VPN
SITA Mainframe
Department XDepartment Y
Department Z
D
GDF SSD
D
As is ICT State
Data Centre
Users
Server Room
GPG DR
OFFLINE
Current Situation:
Multiple Data Centres / Server Rooms
Replicated Skills Inefficient use of ResourcesWasted CapacityHigh operational Costs
No Disaster Recovery Centre Specialised ICT Skills
Shortage
ICT Transformation
The Strategy: Data Centre and Disaster Recovery Consolidation – As Is
Desired ICT State
Internet
GPG ICT Services Cloud
GPG USER COMMUNITY
Department ADepartment B
Department C
High Availability GPG DAta Centre
Desired State:Consolidate all departmental Data Centres and Server Rooms into a highly available provincial data centre and disaster recovery environment.
Reorganised Skill PlacementMaximum resource efficiencyScalable capacityCost 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.
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