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Closure Report

The Scottish Parliament July 2016

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Document history

Version Date Approved Summary of Changes

1.0 02/06/16 Michelle Hegarty Approved by DPP Board with suggested

amendments agreed to be actioned

2.0 24/06/16 Michelle Hegarty Benefits summary updated to reflect

risks/assumptions and dependencies

identified in business case regarding impact

of an Election within the lifetime of the

programme and a change in Members

Updated and ensured consistency between

summary graphics and benefits reporting

Benefits realisation intro updated

Amended Q & M section benefits

NPV description added

Amended ownership of residual risks and

issues

Contents

1. Executive Summary

2. Digital Parliament Strategy

3. Approach

4. Benefits Realisation

5. Challenges

6. Follow on actions & lessons learned

7. Residual Risks and Issues

8. Programme Finance & NPV

Annexes

A – Finance tables B - Project Details and Follow on Actions C – Benefits Realisation D – Lessons Learned

Links

Strategy & Vision 2013 Business case 2013 Business case 2014

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1. Executive Summary

Note of Thanks

1.1. The Digital Parliament Programme (DPP) has been an organisation wide change

effort. It has touched the entire Scottish Parliamentary Service (SPS) as well as

Members and their staff and would not have been possible without the commitment

of everyone involved. The Programme Senior Responsible Owner (SRO) and Board

would like to thank all the specialist technical and business area staff involved in the

various projects for their commitment and effort, Leadership Group (LG) and Office

Heads for leading and embedding the changes and all of the SPS who have

successfully adapted to new ways of working.

Vision

1.2. The DPP programme’s vision was that:

By 2016 you will be able to consume our services digitally, enabling you to connect, communicate and collaborate successfully with others.

1.3. The initial strategy was agreed by LG in June 2013. Subsequently a programme

business case was agreed in December 2013 and, following the appointment of a

new SRO, updated in December 2014.

Outcomes

1.4. The key outcomes for the programme were:

Members can create, use/ re-use, share and collaborate on information as

parliamentarians and employers

The SPS can create, produce, use/re-use, publish, collaborate and dispose of

information efficiently and effectively to meet compliance requirements and

support digital working

We provide the public with open, accessible information and enable

participation through multiple online channels

Members and SPS understand the benefits of digital working and have the

capability to get the best out of the digital working environment.

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Programme Achievements

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Programme Finance

1.5. The programme Net Present Value (NPV) is forecast to be £2.588m against the

December 2014 business case estimate of £0.646m. An annual budget saving of

£653k is forecast along with an annual staff efficiency of £242k. Total programme

spend was £2.761m against a budget of £3.18m.

Looking Forward

1.6. The current programme has seen a step change in processes and capability in the

organisation with significant progress across all of the planned outcome areas. We

have laid a solid foundation from which to build our digital ambitions as the

Parliament heads into its fifth session.

1.7. In December 2015 LG agreed to refresh the digital strategy as a key strategic priority.

It was also agreed that we would mature our approach by developing a single Digital

and Business IT strategy with a new governance mechanism to prioritise spend

decisions in line with our digital ambitions.

1.8. A strategic decision was taken as part of the 2014 planning effort to focus

predominantly on services, products and support to Members. As such the majority

of effort was on Member facing digital delivery and benefits realisation. LG has

recognised this is a continuing priority for session 5.

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2. Digital Parliament Strategy

2.1. In June 2013 LG agreed to develop a Digital Parliament Programme as a result of

analysis on how evolving digital technologies, societal trends on consuming, sharing

and using information, and new ways of working could benefit Members and the

public and enhance how SPS delivers its services and products. Analysis of driving

forces and business insights at the time showed that there were significant strategic

benefits in pursuing a digital strategy. LG approved a business case for the

programme in December 2013.

2.2. The rationale for a new Digital Parliament Programme, taken from the business case,

stated:

Digital is changing business as usual for most, if not all, organisations and the pace of change is rapid. The Digital Parliament Programme presents a timely opportunity to inject pace into the adoption of digital working practices to change and transform our approach to many areas of our core business – how we manage records and other documents, how our datasets are captured and linked, how we create and publish business documents and how key information is accessed and used by Members. As well as keeping pace with expectations of Members, our staff, partner organisations and the general public there are strategic drivers for public services to adopt a digital first approach to service design.

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3. Approach

3.1. The programme employed an iterative, rolling wave approach to planning

with projects being scoped for inclusion at key points (December 2013, May

2014 and April 2015), consistent with the agile approach recommended by

the Government Digital Service and being adopted widely across the public

sector, to better manage digital resources in a fast changing environment. At

each point the programme board considered a range of options for inclusion

in the programme to best meet the outcomes and deliver the benefits,

bearing in mind available resources.

3.2. Throughout, Members’ feedback informed the priorities for delivery across

waves 1, 2 and 3. A full description of each of the projects and what they

have delivered is attached at Annex B.

3.3. After the approval of the strategy and business case by LG all subsequent

decisions on achieving the agreed outcomes were delegated to the SRO for

the programme. Both LG and the Scottish Parliamentary Corporate Body

(SPCB) were kept updated via the Operational Performance Framework. Key

decisions, requiring a change to practices and/or policies in relation to

Members were approved by SPCB. Following a change of SRO in 2014

there was a refresh of governance, resources and planning approach,

including the development of a programme office. The organisational

structure as shown below was developed and adopted:

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Leadership Group(Sponsoring Group)

Michelle HegartySRO

Susan Duffy

Alan BalharrieLead Supplier

David McGill

Emma MacDonald Change Manager

Programme Board

Colin Chisholm

Vicky MoyesLearning &

Development Advisor

Programme Office

William HeighProgramme Manager

Edward Wood (external)

Projects

BIT Sub Programme

Programme Assurance

- Internal Audit

Responsible for Benefits Realisation

Louise ScottProgramme Admin

3.4. Roles and responsibilities were refreshed as per the updated business case.

A BIT sub-programme team was introduced in 2014 to ensure BIT’s technical

resources were managed effectively and that the Head of BIT could give

advice and assurance to the SRO on technical delivery. Edward Wood,

Director of Strategy and Implementation, from Westminster joined the board

to provide an external perspective on the programme.

3.5. The SRO instigated a number of audits, carried out by internal audit function,

to examine governance and controls in the programme and to ensure these

were being applied effectively. Both audits were passed with only minor

corrective action and the reports were accepted by the AAB in April and

December 2015.

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4. BENEFITS REALISATION

Benefits strategy

4.1. The change and benefits management strategy was based on approaches,

tools and techniques that recognised the importance of involving business

change managers and other stakeholders in the management and ownership

of benefits and business change. LG endorsed the approach and the benefits

strategy (LG (2013) Paper 070). The programme benefits map and a

summary of the approach and outcomes, benefits and measurements can be

found at Annex C.

4.2. As with any change programme, ownership, support and role modelling by

senior management was essential. The Digital Parliament Board has noted

the considerable contribution made throughout the programme from LG in

ensuring we successfully delivered our vision, outcomes and benefits for

Members, SPS and the public under this strategic priority for change.

4.3. Under the benefits realisation for the programme the following were

delivered:

A programme level benefits realisation plan which included

measurements

A programme level change plan

Individual project benefit and change plans

Benefits reporting to DPP Board, June 2015, October 2015 and

January 2016

A readiness and acceptance review: project handover to business

operations that includes business owners for new services and

products being agreed and benefit reporting post programme

4.4. As stated in the business case the principal benefits arising from the

programme outcomes are non-economic. Significant efficiency and/or cost

savings benefits, where these could be reasonably demonstrated, have been

captured (see section 8 Programme Finance).

4.5. The programme diagram below shows the projects that have contributed to

achieving the programme outcomes and benefits as an interrelated set:

Projects, Outcomes and Benefits

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Increased choice for Members in ways to access our services

ProjectsBenefits

Benefits

Members can create, use/ re-use, share and collaborate on

information as parliamentarians and employers

The Scottish Parliamentary Service can create, produce, use/re-use, publish, collaborate and dispose of information efficiently

and effectively to meet compliance requirements and

support digital working

We provide the public with open, accessible information and

enable participation through multiple online channels

Members and Scottish Parliamentary Service officials

understand the benefits of digital working and have the

capability to get the best out of the digital working environment

Improved customer experience for Members

Improved process efficiencies

Easier access to information

Improved digital literacy for Members and Scottish Parliamentary Service

Meet information compliance requirements

Increased capability for continuous improvement

Outcomes

MSP Portal 1, 2 and Session 5

MAQA Mobile

Business Products

Digital Meeting Packs

Business Publications

Data Architecture

Document and Records Management

Open Data

Online Strategy

Digital Meeting Facilities

Paper Smart

Digital Capability

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Benefits realisation

4.6. In this section we explain how we achieved each outcome in the programme

through the many capabilities and deliverables from the projects, which in

turn contributed to benefits realisation.

4.7. The December 2014 business case noted that the preparation work for the

new session towards the end of the programme and the outcomes of the

Smith Commission could impact both SPS resource availability and

sustainability of any changes already in progress.

4.8. As expected when reporting the latest benefit figures it became apparent that

the reduction in parliamentary business around the election, as well a

member turnover of 40%, has impacted benefits realisation in some areas.

Where appropriate the benefits realisation reports include information up to

the end of the parliamentary session (March 2016) and the end of the

programme (May 2016). Where this has occurred we have explained

mitigating actions and support that has been put in place to sustain changes.

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Outcome 1 – Members

Increased choice for Members in ways to access our services

Outcome 1

Members can create, use/ re-use, share and collaborate on

information as parliamentarians and employers

Improved customer experience for Members

Improved process efficiencies

Easier access to information

Feedback from Members has been consistently

positive, largely focusing on the single point of

access to information and the time efficiency it

introduces.

Access to business and employer information

available on mobile devices anytime, anywhere

Mobile lodging of Questions and Motions, via MSP Portal. Statistics for session 5 show 91% of submission

to chamber desk using self service, up from 70% in Session 4

Print & Publication and Meeting Pack projects produced savings of £607k and efficiency of £17k per annum

By March 2016, 90% of Members had accessed

and 75% were regularly accessing and using

relevant information via the MSP Portal

Meeting Packs for Members are now uploaded to

the MSP Portal for Committee, SPCB, Conveners

Group, Parliamentary Bureau and CPA Branch

meetings.

Access to Parliamentary business information and

employer information via MSP Portal

Enhanced Business Bulletin on MSP Portal and

Website

MSP Portal

4.9. By March 2016, 90% of Members had accessed, and 75% were regularly

accessing and using, relevant information via the MSP Portal, a mobile,

single, personalised, digital point of access to parliamentary information. In

session 5 over 76% of Members have accessed the portal so far. The MSP

Portal is now our primary channel for delivering information to Members,

supporting our underlying principle of an anywhere, anytime digital working

environment.

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4.10. Services available on the MSP Portal at this time include:

An improved, digital-friendly and interactive Business Bulletin

Committee and Plenary Official Reports

Meeting packs for Committees, SPCB, Convenors’ Group and CPA

Key guidance (e.g. Code of Conduct, Security)

SPICe Briefings

Motions and Questions (lodge/review/support)

Members’ expense reports

Members’ cost provision reports

Stationery and postage provision reports

HR guidance

Election and induction guidance

Security guidance

Members’ Continuous Professional Development

Noticeboard e.g. office notices, recess and other announcements

4.11. Feedback from Members on the MSP Portal has been excellent, largely

focusing on the single point of access to information and the time efficiency it

introduces. Feedback throughout the programme has been ongoing through

the BIT engagement service and Members’ feedback exercises. Detailed

analysis of the three Members’ surveys can be found here link.

Motions and Questions service 4.12. A key service delivered on the MSP Portal is the Questions and Motions

Service (Q & M). The service provides the functions to submit motions,

support, questions, amendments and names for the weekly oral questions

draw at any time to the Chamber Desk, without having to use email. Benefits

to Members’ include:

ability to keep track of submitted items, including when answers to

questions are due

provides messaging that informs Members’ of oral question deadlines and

confirms that submissions to the Chamber Desk have been sent

successfully

allows for multiple motion support with support going live immediately (it

also allows the user to retract support on the same day it was added)

allows items go directly into the Chamber Desk processing system

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4.13. At the start of session 5 the overall figure shows that 90.59% of all

submissions to the Chamber Desk for the period came via the Q&M service,

compared with an average of around 70% last session. New Members are

using the system much more than their predecessors.

4.14. Previously motion support via email was a resource-intensive process for

the Chamber Desk. Now over 95% of support comes via Q&M, which frees

up capacity for Chamber Desk staff. The decision to drop the email link from

emails seeking support from other Members has contributed to this positive

shift in using the service.

4.15. Motions and written questions, the bulk of transactions, also shows an

increase (52% to 68% and 61%-67% respectively). Oral questions are up on

average around 2%.

Digital Meeting Packs

4.16. From April 2014 meeting packs for committee and other meetings began to

be distributed as bookmarked PDFs. This change provided a format that

could be easily accessed, shared and annotated on mobile devices.

4.17. In August 2015, the DPP commissioned a second project aimed at building a

consistent approach to the presentation, functionality, production, distribution

and use of digital meeting packs. Meeting packs for Members are now

uploaded to the MSP Portal for committee, SPCB, Conveners’ Group,

Parliamentary Bureau and CPA Branch meetings.

GOING FORWARD

Further iterations and development of the MSP Portal in response to Members’ needs, usage and feedback will continue in our Digital Strategy going forward. This will include setting out a responsive roadmap for future enhancements and services based on technical advances and Members’ feedback.

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Business Products

4.18. By March 2015 an overall strategy and roadmap was developed for digitising

our business publications to meet the needs of Members and increase

efficiencies in creation and production processes.

4.19. The key outcomes were linkage and re-use of data; greater use of

visualisations and graphical representations of information rather than text;

and new approaches to constructing information. The key principle is that we

now create data driven products, replacing plain text with data, which is

stored for re-use and re-purposing. The data is now structured and can be

consumed in different formats over many channels – the data does not

change but the formats can. Data is also linked and therefore much easier to

find.

4.20. At the end of session 4 the new Business Bulletin was delivered to gather

user feedback. In addition efficiencies in the creation and production

processes have been introduced. From the start of session 5 the new

Business Bulletin has been available on the MSP Portal and the Parliament’s

website.

4.21. The new digital Bulletin contains the “Business Calendar” which provides

direct access to Today’s and Future Business of the Parliament. Other

features include the ability to share information contained within the Bulletin

via email and direct to social media, and to filter motions and questions by

type, party or group.

4.22. A pilot has been completed to enable SPICe research briefings and

committee reports to be produced in a similar format. A new authoring tool to

enable committee reports and SPICe briefings to be created and published

by SPS is due to be implemented by October and is included in our future

digital strategy.

Business Publications & Print Strategy

4.23. Throughout the programme we have deflated the demand for printed

documents by Members and SPS, aligned with an increased digital offering

and a move towards self-print as required. In June 2015 the programme

reported a reduction of 77% in SPS and 21% in Members’ subscriptions to

official printed publications. (This equates to a 40% reduction for building

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users overall.) The Parliament had by this point achieved cash savings of

£255k per annum and we remain on course for an annual saving of £586k by

its conclusion.

4.24. In April 2015 the SPCB approved a shift away from printing and delivery of

business publications, given the investment made in making them available

more quickly and with improved functionality via the MSP Portal. This was

successfully implemented and Members responded positively to this change

with early individual queries from individuals being explained quickly and

thoroughly by frontline staff.

4.25. By July 2015 delivery of printed business publications ceased and a self-print

service for Members and SPS was introduced. Only Bill documents,

including marshalled lists and groupings, will continue to be printed in hard

copy for Members by an external contractor.

4.26. In March 2016 the SPCB agreed a Business Information Policy to provide

business publications to Members electronically via the MSP Portal and for

the policy to be extended in session 5 to include all meeting packs. Members

and/or their delegated staff can still access print as required.

GOING FORWARD Work will continue under the future digital strategy for technical options to enable better access to business information for delegated Members’ staff and ease of printing, where this is necessary or preferred.

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Outcome 2 – Information

Outcome 2

The Scottish Parliamentary Service can create, produce, use/re-use,

publish, collaborate and dispose of information efficiently and

effectively to meet compliance requirements and support digital

working

Improved process efficiencies

Easier access to information

Meet information compliance requirements

£150k per annum efficiency saving on SPShare

search and records management activities

£65k per annum efficiency savings on future

development and maintenance expected from

now as a result of having common data model

and integrated data across systems

80 elements of data, connected via the common

data model in procedural systems (EditOR, CAS,

Votes, ROI, MAQA) as well as SPShare and

MSP Portal.

By February 2016 the SPS had established an

organisation-wide collaborative information

environment for managing our documents and

recordsvia SPShare

Improved data architecture and technical

capability for data search, visualisation and

reporting

We now have the capability to create, use,

share, declare, transfer and dispose of

documents and records in line with compliance

requirements via SPShare

Data Architecture

4.27. The Data Architecture project has been a significant investment in improving

our core parliamentary data and to ensure it is standardised and securely

managed. This has been a key foundation for the current programme and

future digital development because all digital delivery relies on good quality

data that can be used flexibly. We have agreed data standards, database

standards and a common data model database. This is akin to having all our

parliamentary business data in one warehouse where it is well managed and

secure and can be re-used across all our different systems with confidence.

4.28. This is a significant step forward in providing our underlying foundations for

digital working. As a result we can now reuse consistent, robust data across

parliamentary business applications (EditOR, MAQA, CAS, Votes Agenda

Management (new), Register of Interests(new), MSP Portal, SPShare and a

number of ancillary systems e.g. the MSP new start form. This higher degree

of integration results in increased effectiveness and efficiency, particularly for

SPICe, Chamber Office and Committees. The information produced by

these applications can now be easily extracted, transformed, loaded and

thereafter consumed to offer improved search, reporting, and open data

capabilities.

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4.29. We have also as a result of this investment directly supported the development of the following new digital services:

MSP Portal

Business Bulletin

Mobile Questions and Motions service

Improved searching, querying and reporting of procedural data

Improved data visualisation, analytic and trending models

Providing, searching and reporting of open data

Document and Records Management

4.30. By February 2016 the SPS had established an organisation-wide

collaborative information environment for managing our documents and

records. The technical platform (SPShare) supports team sites and

centralised corporate business activities. As the SharePoint environment

was in place already, this was a cost effective use of an existing investment.

4.31. SPShare has improved the organisation’s capability for creating, searching,

sharing, storing, collaborating on and disposing of documents in the digital

working environment. We also now have the capability to manage our

documents and records in line with compliance requirements under the

Public Records (Scotland) Act 2011. This has resulted in an efficiency saving

of £150k per annum.

4.32. The scale of change to routine working practices, and the challenges already

experienced by the organisation around embedding good records and

information management, made it vital to thoroughly plan and actively

manage the roll out. This was a significant change effort across the

organisation requiring 24 team sites and 20 shared business activity areas to

be developed which, together with personal MySites, moved the majority of

content from old network (G and H) drives onto SPShare.

4.33. Considerable planning, engagement and organisation wide communications

in the early stages, together with the pioneer and gateway review approach,

ensured continued senior management support and a successful delivery

within the cost and time tolerances from the business case.

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4.34. A formal post implementation survey showed a largely positive response

even though the change is still being embedded across SPS.

Outcome 3 – Participation

Outcome 3

We provide the public with open, accessible information and enable

participation through multiple online channels

Easier access to information

Increased capability for continuous improvement

Dedicated open data site data.parliament.scot.

A total of 75 datasets now available for re-use.

By March 2015 the programme had delivered

an overarching strategy and solutions for all of

our online channels

Growth in local digital initiatives e.g. SPICe budget tool, committee engagement strategy, website

map data and EditOR picks blog

Open Data

4.35. Improving our management of core parliamentary data has provided the

technical foundations to re-use, search and report on data and to respond to

data requirements from Members, SPS and external users. It has provided a

strong foundation for opening our data up for others to use in novel and

innovative ways. This also contributes to the Strategic Plan ambitions for

transparency and openness and to wider societal expectations in terms of

the transparency and re-use of public sector data that is being driven at a UK

and European policy level.

GOING FORWARD While the successful move onto SPShare delivered the core benefits of an effective document and records management system, there remains some follow on recommendations to reinforce the longer-term benefits expected from the business case. This will now be undertaken in the digital strategy going forward.

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4.36. In May 2014 a selection of initial open data sets was made available via the

Parliament’s web site for download. The web page provided users with the

functionality to provide feedback, which was then used to identify the

priorities for future releases.

4.37. In June 2015 the programme launched the dedicated open data site

data.parliament.scot. A total of 75 datasets are now available from this

service. A range of positive feedback has been received from stakeholders

ranging from technical developers, academia and

TheyWorkForYou/Scotland.

4.38. Furthermore there has been some initial feedback from external users

wishing to use the datasets as building blocks to create products, for

example a legislation tracker. This is also in line with the case made to

SPCB, namely that by opening up our data others would create useful by-

products that we may not have the resource or capability to develop.

Online Strategy

4.39. Our strategic ambition was to address the wide range of online platforms

required by the organisation to carry out its business. In summary these are

the MSP Portal, the website, a parliamentary archive, social media platforms

and a social collaborative staff internet. Recognising that we did not have the

technical understanding and skills to do so in house the programme

commissioned a specific project to procure specialist advice and the

development of a comprehensive online strategy which could then form the

basis for a delivery plan.

4.40. By March 2015 the programme had delivered an overarching strategy and

solutions for all of our online channels, aligning them with the needs of our

stakeholders and the objectives and aims of the Strategic Plan and the

Public Engagement Strategy.

GOING FORWARD There are a number of important datasets that we intend to release that are a fundamental part of parliamentary business, namely Votes, the Official Report and the Register of Interests. These are now intended to be released by the end of summer 2016. There is ongoing engagement with the open data community and users of the site which will inform future development.

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4.41. Given the scale of the resultant online strategy, The Digital Parliament Board

decided in April 2015 to commission a report on how we could deliver the

strategy. Based on this work the SRO took a decision that the project could

not be progressed within the lifetime of the current programme because of

the scale of change, the resource requirements and the likely negative

impact on the remaining programme deliverables.

Outcome 4 – Capability

Outcome 4

Members and Scottish Parliamentary Service officials understand the

benefits of digital working and have the capability to get the best out of

the digital working environment

Improved digital literacy for Members and Scottish Parliamentary Service officials

Increased capability for continuous improvement

The programme has ensured that across all

projects training and support has been planned

and delivered in alignment with the

Organisational Development Programme

SPLearning hosts a new Digital Literacy

framework

Members positive response to feeling supported

to work digitally

All new members introduced to digital initiatives.

In session 4 we used 49% less paper than in

session 2 (against a 35% target). A £46k per

annum budget saving was achieved using multi

function devices. Improved process efficiencies

6 new digital meeting rooms. Excellent feedback

and increasing use of digital facilities

Growth in local digital initiatives e.g. EH99 , updated Corporate Bulletin and PIP tracker, Security advice

website and form development

Meeting packs project forecast to achieve 60%

of 2016/17 paper reduction target

GOING FORWARD Implementation of the Online Strategy is now included in the digital strategy LG are being invited to consider and endorse in July 2016.

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Members

4.42. Early engagement with Members took place in 2013 to inform the Digital

Parliament Strategy. The Digital Parliament Board recognised that

engagement with Members was essential for future planning and

commissioned three engagement exercises over the lifetime of the

programme. This complemented the BIT engagement service’s well-

established and successful engagement with Members.

4.43. By 2015 Members reported they were aware of the shift towards new ways of

working digitally. This shift was undoubtedly supported by the BIT led

increase in the range of mobile devices available to Members and the early

(2011) availability of basic services (email, etc.) to mobile devices for early

adopters in the MSP community. Some Members felt very confident about

their knowledge of latest developments, and indeed identified themselves as

being in the vanguard. Around 20% of Members reported they were ‘very

aware’ of developments.

4.44. All Members said they did some of their work digitally. A significant number

reported an increase in the quantity and range of digital working practices or

said that almost all their work was being done digitally, while for the rest it

was either most of their work, or a balance between digital and paper based.

A small minority of Members said they generally preferred paper.

4.45. The overwhelming majority of Members reported that there was ‘good to

excellent’ support for working digitally. The largest group reported generally

positive comments (e.g. ‘can’t fault the service, ‘never an issue not dealt

with’), while another slightly smaller group was effusive in their feedback

(being ‘very impressed’, ‘very happy’, feeling ‘hugely supported’ and feeling

the service is ‘brilliant’).

4.46. The Digital Programme Board recognises that this positive feedback was due

to a co-ordinated and collaborative effort across business areas. Business

areas delivered support to Members regarding specific services e.g. Motions

and Questions and Digital Meeting Facilities. The BIT Engagement Service

(via the Engagement desk and the one-to-one support provided by the BIT

Engagement Manager) was also instrumental in supporting Members and

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SPS staff as well as sharing best practice with the Digital Parliament

Programme Office.

4.47. The final Members’ engagement exercise was carried out from December to

January 2016. Access to Members was impacted by the heavy parliamentary

schedule and preparation for the end of the session. Overall the shift to

digital working was still on a positive track. A recurring theme of the feedback

was on the constrained ability to use devices in committees and the

chamber. This was recognised in the programme’s Risk Register and

mitigating actions were identified and taken forward by the Board and LG.

4.48. At the start of session 5 the new PO changed his guidance on conduct in the

chamber to allow the use of mobile devices. The change opens the way for

Members to work digitally in the chamber, to access information online during

debates, and even engage in social media discussions on parliamentary

issues. As a result the services and products provided through the

programme can be accessed everywhere.

4.49. The Programme Board recognised the importance of the 2016 Election

Programme, particularly the induction of Members, in ensuring that the new

ways of working were introduced and adopted. Engagement with the Election

Planning Project on sustaining the changes for Members was carried out

from the end of 2015. Continuing efforts will concentrate on continually

supporting Members and ensuring the changes delivered under the

programme are embedded.

Organisational learning

4.50. The Programme has ensured that across all projects support and training

has been planned and delivered in alignment with the Organisational

Development Programme, led by Human Resources. This involved a

blended approach to support and training to increase our digital capability.

4.51. The skills, competency and confidence in IT and digital literacy required to

carry out our roles requires ongoing investment. It is recommended that this

continues to be addressed in the future digital strategy. Enablers have

already been put in place under the OD Programme:

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A new online learning platform, SPLearning, was launched in

September 2015. This has info-pods for SPShare induction and

training and Digital Meeting Facilities training. It also supports online

communities for digital literacy e.g. the IPad user community

A Digital Literacy Framework continues to be developed and rolled out

across business areas.

Paper Smart

4.52. In support of the deflation of paper by October 2014 the installation of

Safecom secure printing, originally introduced in 2011, was completed in full

on all MFDs at Holyrood. This added flexibility and efficiency to how staff

print, scan and copy. It also facilitated the acceleration of the rationalisation

of office printers which was completed by the end of October 2014.

4.53. In addition the Parliament is out-performing the paper reduction target

approved by the SPCB as part of its environmental strategy. As of December

2015 paper use was down 65% compared to session 2 (against a 35%

target). As less paper is being used, there is a cost saving from disposing of

it of approximately £8000 a year. By the end of session 4 this had decreased

to 49% less paper though this has been attributed to the run up to the

election. On-going monitoring of reduction in paper use is being taken

forward under the by the Environmental Steering Group.

Digital Meeting Rooms

4.54. To support our digital working environment we have addressed the physical

constraints and have updated technology in our meeting room facilities. A

standard suite of technology has now been installed in TG.26, TG.27, TG.28,

TG.24, TG.20/21 and Q1.03 with large touchscreens also being included in

Q1.03 and TG.20/21. The suite of technology deployed, built on and

enhanced the previous audio visual equipment used in the rooms. Changes

were also made to furniture, acoustics and lighting. The support

arrangement and ongoing collaboration between the FM and BIT offices

which was introduced at the beginning of the project has proved effective and

will continue.

25

4.55. The definition of a “digital meeting” is when the meeting requires technology

to be available for the room users. Over the reporting period this equates to

26% of the total meetings in the rooms where the technology has been

installed. However, an increasing trend is evident with 31% of meetings in

2016 being recorded as “digital”.

4.56. A survey and feedback through CRM engagement also provided evidence on

increased use of the facilities and positive response regarding the use of the

technology in the rooms:

Documents accessible in real time

More engaging, easier to visualise discussion

Facilities are great for Committee enquiry work, talking to witnesses

etc.

More productive – get more done in available time, no need to print,

less likely to go back written notes and more likely to take forward

actions agreed and noted directly in documents

4.57. The Programme Board noted the benefits in the increased utilisation of the

smaller rooms. Evidence suggests that these are being used as meeting

spaces for small groups and “one-to-ones”. They are also being used as

break-out work spaces for individuals whereas the larger rooms are used for

training and higher profile meetings.

26

Wider digital development instigated by business areas

4.58. The Digital Parliament Board acknowledges the work undertaken out with the

programme, which has supported and aligned with our digital aims and

outcomes. The following are examples delivered across business areas

during the lifetime of the programme:

Contactless payment system introduced by Facilities Management

and Apprentices

SPLearning platform via the Organisational Development Programme

Working for MSPs platform introduced via the Organisational

Development Programme

New digital security clearance process introduced by Security Office

First SPICe digital briefing for Members on the Commonwealth

Continuous improvement of products for digital consumption: EditOR’s

pick, SPICe Briefings and use of data visualisation and video,

Corporate Bulletin, EH99, security advice for members and their staff

Innovation fund bids such as the Budget Tool and the Web and Social

Media Team’s data mapping functionality on the website

Public Information and Publications introduction of Live Chat facility on

the website

Managing Dis-benefits

4.59. The Board accepted that there would be dis-benefits during the lifetime of the

programme. The programme has addressed these where possible through

mitigating actions at a project level and through programme risk

management activities.

4.60. By focusing on improving services for Members, The Board acknowledged

that there would at times be the requirement for dual running of services

potentially impacting capacity and resources in business areas. It was

accepted that we were not re-engineering all of the production processes as

part of the programme’s scope.

4.61. Through continual engagement and support, instances of these were

managed collaboratively between the programme office, BIT Engagement

services, individual projects and business areas. We have focused on

encouraging the majority of Members to use the new digital services and

reduced the need for dual running of services.

27

4.62. Projects and business areas have worked together to produce guidance, key

messages and business continuity plans. One example of this collaborative

working was the guidance issued to business areas following the SPCB

decision on ceasing delivery and printing of business information. This is a

significant change being managed pragmatically by clerking with senior

management support.

4.63. The prioritisation of resources to system development within the programme

had an opportunity cost for those systems, out with the programme, such as

CAS and EditOR. This impact was acknowledged by LG and by combining

both IT and Digital strategies for session 5 it is hoped a balanced portfolio for

development of both existing and new systems can be achieved.

Benefits realisation beyond the programme

4.64. As established in the business case approved by LG benefits realisation

reporting reflects a point in time and further analysis and reporting will be

required. As a requirement of the handover from project to business

operations, benefit owners have been identified to measure and report

benefits realisation following programme closure. Not only will this contribute

to the final benefits appraisal but also inform products’ and services’

continuous improvement. A post implementation review of the programme

along with the final appraisal of benefits is planned for spring 2017.

4.65. Building our digital capability is about more than the technical skills to use

software and hardware. The way we think, behave, work and communicate

both internally and externally needs to evolve to respond to the drivers for

change and to meet our strategic and digital aims.

4.66. The Digital Programme Board and LG recognise that to build on our digital

capability, and to bring about the necessary changes, takes time. The Digital

Parliament Programme has injected pace and laid the foundations for

change within our organisation, building capacity and infrastructure for the

digital journey that will continue beyond the lifetime of the programme and

enabling opportunities for further business transformation to be embraced.

4.67. At its conclusion in May 2016, the programme has put in place a solid

foundation for the organisation to continue to modernise in the future,

anticipating and responding to the changing demands of Members, public

and staff.

28

5. Challenges and lessons learned

5.1. Throughout the programme a number of challenges presented themselves

and we have highlighted the key areas below. In addition the programme

team along with project SROs and the programme board were asked to

consider what elements of the programme had gone well and where there

were opportunities for doing things better in future. The full lessons learned

report is at Annex D.

5.2. We note that these are common challenges faced by organisations

implementing digital strategies.

Agile/Iterative Development

5.3. The rolling wave approach to planning and iterative project progression was

a success for the programme. However it was the first time the Parliament

had attempted this on such a scale and it did present a number of

challenges. Each project was generally cutting new ground for the SPS and

had to find solutions for delivery as part of its work Not having a definite

picture of what completion would look like caused issues, especially at the

start of the programme in terms of engagement with SPS in understanding

the outcomes.

5.4. The programme took steps to address this challenge by making information

available on its engagement site and holding a number of digital events

where progress on projects was showcased and where external speakers

illustrated the nature of digital change in their sectors. LG and other senior

stakeholders were engaged to ensure the programmes key messages were

disseminated. The challenge of describing the end state eased once early

projects began to deliver and stakeholders could start to see the direction of

travel and benefits being accrued.

5.5. Iterative planning also caused a challenge in terms of budgeting where the

programme was operating in a responsive manner which could not be easily

aligned with the annual budgeting cycle. The delegation given to the SRO to

operate within a given budget allowed the board to prioritise but there were

challenges where projects spanned financial years.

29

5.6. Another aspect of the iterative approach was managing dependencies,

especially at a technical level. An example of this was the Data Architecture

project. This had a logical design completed early but the technologies to be

utilised and dependencies with other technical developments, were not

known until after the project was well underway. This is a challenge that is

likely to remain for future digital developments.

Online Channels

5.7. Whilst the MSP Portal has been developed and proven a success, progress

on other channels was limited due to the agreement not to start delivery of

the online strategy within the lifetime of the programme. The reason for this

that once the online strategy had been developed it became apparent that

the work entailed to deliver was a major undertaking in its own right and

significant budget and resourcing decisions would have to be taken in order

to progress. Although some budget had been allocated in FY 15/16 this was

insufficient to make any significant progress. The tight project budgeting for

16/17 made it clear that a longer term view would be required. At the initial

LG planning day which looked at the digital strategy for session 5 it was clear

that development of our online channels is seen as a priority.

Resourcing

5.8. Resourcing was a constant challenge within the programme. This was

around two key areas. Firstly BIT had the challenge of carrying out significant

work within the programme alongside other budgeted and planned projects

and day to day operations. This required a different approach to resourcing

within BIT and the formation of a BIT sub-programme to oversee the

technical and resource challenges. Through flexible use of contract staff and

ongoing re-prioritisation this approach was effective; however feedback from

BIT has highlighted the opportunity cost to the development of systems out

with the programme. LG have agreed that going forward we have a

combined Digital and IT strategy, enabling a more holistic approach to

prioritisation.

5.9. Outwith BIT it was challenging to identify appropriate resources for PM and

SRO positions with sufficient experience. Whilst SROs and PMs did an

30

excellent job, the lack of experience, training and support at an

organisational level has been highlighted. This has been identified as an

issue for the new Project and Programme Office to address.

6. Follow on actions

6.1. With any major change programme it is fundamental to ensure that the

change is sustained after the programme ceases and that service functions

are prepared to support the changed environment. The programme

developed a handover process to achieve this. At a programme level there

are three key follow on actions that will flow through to the next iteration of

the digital strategy.

The Business Products project produced a revised Business Bulletin for

consumption on both the MSP Portal and the Parliament’s web site. They

have also trialled a new tool for the production of Committee reports and

SPICe Briefings. Once approved this will be a key factor for achieving the

remainder of the print savings.

Data Architecture has seen a significant change in the way Parliamentary

data and systems are connected. This work has been challenging and

more complex than was originally thought. By the end of June 2016 the

remaining 3 parliamentary systems are due to have been completed;

however there remain a number of less significant but related systems

that require to be adjusted and the publication of the agreed open data

sets. BIT has agreed to carry on this work as part of their project portfolio.

A post implementation review of the programme along with the final

appraisal of benefits is planned for spring 2017.

6.2. The follow on actions for each project are included in the table at Annex B.

31

7. Residual Risks and Issues

7.1. Outstanding risks and where ownership now lies.

Risk Owner Action

Embedding the change – across all projects and client groups, specifically regarding Members and meeting packs/ information policy. Requires continued leadership support

Michelle Hegarty supported by LG

Session 5 Digital Strategy

Risk that there may be insufficient technical capability to support the changes introduced through the programme

Alan Balharrie

To be considered as part of BIT resourcing

Not delivering estimated savings on business publications contract

Callum Thomson

Being taken forward as part of normal business operations

Not delivering Data Architecture ancillary systems required to complete retirement of the SPP system

Alan Balharrie

New T&A system rolled out to plan. Remaining work to be scheduled in the BIT forward delivery plan

Resources not available for additional datasets identified as follow on items in Open Data closure report

Alan Balharrie

To be scheduled in the BIT forward delivery plan

Risk that the DPP savings/benefits and changes not realised or embedded in the long term

Michelle Hegarty

Ongoing change management plan

7.2. Outstanding issues and where ownership now lies.

Issue Owner Action

Continued pace of change and changing expectations of Members/staff/public

Michelle Hegarty

Session 5 Digital Strategy

Approval of full roll out of authoring tool in business products, and continued governance of the project.

Michelle Hegarty

June 2016 decision

Need identified to continue to develop SPS capability in digital skills

Group Heads working with HR

Will be supported through OD.

Current policy or practice limits or prevents use of devices in committee rooms

Susan Duffy To liaise with new Conveners group/PO/DPO

32

8. Programme Finance & NPV

8.1. The updated November 2014 business case forecast a total expenditure of

£3.18m with a Net Present Value of £646k.

8.2. Net Present Value (NPV) is the difference between the value of cash inflows

and the value of cash outflows taking into account inflation. A positive net

present value indicates that the projected savings or efficiencies generated

by a project exceed the anticipated costs.

8.3. The out turn of the programme is £2.752m spend with a NPV forecast of

£2.588m. The NPV includes the anticipated cost from the completion later

this year of the Business Products project and resultant further print and

publications savings. (NPV to date is £2.08m). Tables detailing the project

costs and NPV are available at Annex A.

Efficiencies

8.4. Where possible and proportionate to do so projects have estimated where

savings to budgets or process efficiencies are expected. An annual budget

saving of £653k is forecast along with an annual staff efficiency of £242k.

The figures are the net efficiency or saving expected after the project has

completed. In this iteration of the business case not every project has

reached the stage where this can be determined but those that have are

listed on the next page:

33

Annual Project Efficiency Savings

Project Staff Efficiency Saving

Budget Saving

Digital Documents & Meeting Packs

£17,000 £21,000

Data Architecture £65,000

Document & Records Management **

£150,000

Paper Smart £46,000

Business Publications* £586,000

Business Products £10,000

Totals £242,000 £653,000

* Figure based on saving on completion of remainder of Business Products project. ** Average figure.

On-Going costs

8.5. The table below shows where costs have been incurred in projects that will

be recurring after the programme. These costs have been accounted for in

the NPV.

Ongoing costs

Project Cost type Annual Cost

DRM License costs £12k

Business Products

Authoring Tool license costs

£24k

8.6. In the medium term it is likely that the wider shift towards delivering the

Parliament’s services and products across digital platforms and increasing

reliance on digital devices will have an impact on the range and type of

technical resource and capability required within BIT, especially if we are to

be able to not only support what we have introduced but also evolve our

approach. This is already being considered by the Group Head of Digital

Services via the Strategic Resources Board.

Annex A – Finance tables

34

Net Present Value

(£k) 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

NPV 0 1 2 3 4 5 6 7 8 9 10

COSTS

Digital Parliament Programme Costs 669 60 432 188 17 0 0 0 0 0 0 0

1. Documents & Records Management 790 28 212 306 46 35 42 43 43 43 43 43

2. Data Architecture 1,300 53 524 628 171 0 0 0 0 0 0 0

3. Business Publications 81 20 40 5 20 0 0 0 0 0 0 0

4. Digital Documents 15 15 0 0 0 0 0 0 0 0 0 0

5. Paper Smart 19 3 16 0 0 0 0 0 0 0 0 0

6. Digital Meeting facilities 177 0 142 43 0 0 0 0 0 0 0 0

7. MSP Portal 58 0 60 0 0 0 0 0 0 0 0 0

8. Rendering Tool 3 0 3 0 0 0 0 0 0 0 0 0

9. Online Strategy 53 0 52 3 0 0 0 0 0 0 0 0

10. MSP Portal 2 78 0 80 1 0 0 0 0 0 0 0 0

11. MAQA Mobile 59 0 57 5 0 0 0 0 0 0 0 0

12.Business Products 528 0 8 226 196 24 24 24 24 24 24 24

13. Open Data 137 15 47 81 0 0 0 0 0 0 0 0

14.MSP Portal 3 26 0 0 28 0 0 0 0 0 0 0 0

15 MSP - Election Guidance 5 0 0 5 0 0 0 0 0 0 0 0

16. Digital meeting Packs* provisional 10 0 0 10 0 0 0 0 0 0 0 0

TOTAL COSTS 4,008 194 1,674 1,530 450 59 66 66 67 67 67 67

BENEFITS

1. Documents & Records Management 1,308 -28 0 102 170 176 183 190 198 205 213 221

2. Data Architecture 650 175 0 65 65 65 65 65 65 65 65 65

3. Business Publications 3,934 53 58 256 488 488 586 586 586 586 586 586

4. Digital Documents 63 7 7 7 7 7 7 7 7 7 7 7

5. Paper Smart 380 0 46 46 46 46 46 46 46 46 46 46

6. Buiness Products 64 0 0 0 10 10 10 10 10 10 10 10

7. Digital meeting packs* provisional 196 0 0 0 31 31 31 31 31 31 31 31

TOTAL BENEFITS 6,595 207 111 476 816 822 926 934 941 949 956 964

NET BENEFIT 2,588 13 -1,564 -1,055 366 763 860 867 874 882 889 897

cumulative discounted Net Benefit 13 -1,498 -2,482 -2,152 -1,487 -763 -58 629 1,299 1,952 2,588

DISCOUNT RATE % 3.5 1.000 0.966 0.934 0.902 0.871 0.842 0.814 0.786 0.759 0.734 0.709

NPV £2,588

Annex A – Finance tables

35

Project Costs

Annex B – Project Details and Follow on actions

36

Project Description Follow on Actions/on-going costs

Members can create, use/re-use, share and collaborate on information as parliamentarians and

employers

MSP Portal 1

& 2

The MSP Portal provides Members with a single point of access to relevant information and services that are easy to find and simple to use. We have developed the MSP Portal to be the primary digital channel for Members’ information.

Ongoing development of the MSP Portal will be co-

ordinated with the online strategy in the session 5

Digital Strategy.

Portal –

session 5

This project oversaw a further development of the MSP Portal. Key guidance such as Code of Conduct and Standing orders can be accessed directly from the Portal and important information for Members in the few weeks after the election added.

MAQA Mobile Members can now submit and support Motions and Questions via the MSP Portal as well as from their desktop PC. Additional functionality requested by Members to allow for a 28 day search was also added.

The Chamber Desk will continue to monitor feedback on the new service.

Business

Products

This project reviewed and made recommendation on how business products are created and distributed to support digital working.

Three main areas were selected from the roadmap for inclusion in the Digital parliament programme:-

- The Business Bulletin has been redesigned both on the web and in the MSP Portal

-A pilot has been completed to enable SPICe research papers and Committee Reports to be produced in-house in a data ready format.

The project delivered a comprehensive roadmap for future delivery and this will be taken into account for Digital Session 5 Strategy.

Completion of the implementation of the new authoring tool for committee and SPICe reports is due in October, and will be overseen by the follow on Digital Governance to the Programme. The new authoring tool for committee and SPICe reports has an ongoing licence cost of £24k which will require to be budgeted by the relevant offices.

Annex B – Project Details and Follow on actions

37

Project Description Follow on Actions/on-going costs

Digital meeting

packs

This project following on from the digital documents project in wave 2. It saw a significant policy agreed by SPCB on Digital by default distribution and Included adding further meeting packs to the MSP Portal, SPCB, Conveners Group, Parliamentary Bureau and CPA Branch.

A number of follow on recommendations have been identified in the closure report. An interim business owner has been identified and engagement will follow under scoping, planning and governance for the Digital Strategy going forward.

Digital

Documents

The Digital Documents project was a core part of the first steps in achieving the goal of publishing all Parliamentary business documents digitally. It focused on supporting nominated staff to routinely provide a range of identified Parliamentary documents as fully functional PDFs. These included Committee packs and LG papers.

The project was subsequently followed up by the Digital Meeting Packs project.

Business

Publications

The Business Publication for a Digital Parliament (BPDP) project was an enabling project that supports the shift to digital working. The project has rationalised the production, publishing and distribution of core business publications in a digital format.

The change in contract once authoring tool is in place will be handled by the PIP office as normal business. The project has still to fully implement number of process changes and these have been recorded in the project closure report.

The SPS can create, produce, use/re-use, publish, collaborate and dispose of information efficiently

and effectively to support digital working and meet compliance requirements Data Architecture

The data architecture project has sought to ensure that the data underpinning the Digital Parliament programme is accurate, consistent, structured and complies with current data standards.

Remaining ancillary systems taken on by BIT in their forward delivery plan. . This will include the final decommissioning of the SPP Database.

Document & Records Management

The implementation of a Document and Records management (DRM) solution.

This has seen us move away from G:\ and H:\ drives to SPShare for the creation, use, collaboration, storage, management and disposal of documents and records.

A Record Centre has been created. This has enabled the process of records management to be standardised and,

The project team identified a number of follow on actions required to both maintain and improve SPShare. These will be owned under IMG team as part their normal business.

There is an associated licence cost for technologies within SPShare. This cost of £12k per annum will be budgeted for in future years by IMG

Annex B – Project Details and Follow on actions

38

Project Description Follow on Actions/on-going costs

for the most part automated.

We provide the public with open, accessible information and enable participation through multiple

online channels

Open Data The Open Data project has ensured that data held and stored by the Parliament is made available online for the use and re-use of citizens. A total of 75 datasets are available at data.parliament.scot

As part of the project deliverables, working arrangements are in place to enable the maintenance of the existing open datasets

There are a number of outstanding open datasets:

Votes, Official Report and the Register of Interests.

These all have a dependency on the Data

Architecture project; BIT have agreed that these

will be added to the Forward Delivery Plan (FDP)

and scheduled for summer 2016 release subject to

prioritisation of any future project work.

Online

Strategy

This project delivered a strategy for the best approach to online services and delivery to inform future projects around what we do with the Members' portal, our intranet and the website and our other online platforms.

Implementation of the online strategy will be included in the Session 5 Digital Strategy and Governance.

Members and SPS understand the benefits of digital working and have the capability to get the best

out of the digital working environment

Digital meeting Facilities

Six meeting rooms have been modernised with the addition of improved technology with a further two to be completed by the end of the programme. These rooms enable use of Skype for meetings well as flexible options for connecting mobile devices and laptops to the big screens to share information. Additionally Skype can also be used for screen sharing which allows participants to view meeting papers, agendas, and presentations during a video conference.

As part of the project a framework contract is now in place to support existing rooms and deliver additional facilities if required. The contract management is being taken on by FM. BIT and FM will continue to collaborate and support this service.

Paper Smart This project was responsible for looking at the holistic picture of paper use in the organisation and supporting

Responsibility for continued review of paper use has passed on to the Environmental Steering

Annex B – Project Details and Follow on actions

39

Project Description Follow on Actions/on-going costs

other projects such as business publications in the shift to digital working

The project has rolled out SecurePrint to all Multi-Function Devices (MFDs) across all staff areas, encouraging greater paper efficiency and also greater flexibility in print options. It has also enabled a rationalisation of desktop printers.

Group.

Annex C – Benefits Realisation Strategy

40

Increased choice for Members in ways to access our services

How will we do this?

Over the lifetime of this programme we will do new things, do things better and stop some

things . . .

Produce Parliamentary business information & services for digital consumption: Business Publications; Business products; Data Architecture; Open Data

The benefits being . . .

Members can create, use/ re-use, share and collaborate on

information as parliamentarians and employers

The SPS can create, produce, use/re-use, publish, collaborate and

dispose of information efficiently and effectively to meet compliance requirements and support digital

working

We provide the public with open, accessible information and enable

participation through multiple online channels

Members and SPS understand the benefits of digital working

environment and have the capability to get the best out of the digital

working environment

Improved customer experience for Members

Improved process efficiencies

Easier access to information

Improved digital literacy for Members and SPS

Meet information compliance requirements

Increased capability for continuous improvement

Establish effective digital channels for public participation :Online Strategy; Open Data

Adopt policies & procedures that support digital working and meet compliance requirements; PRSA plan; Online policies e.g. social media; Data Standards; Open Data Policy

Implement the capability to capture data once, re-use it, search it, independent of device/platform/storage: Data Architecture; Open Data

Produce secure, tailored mobile services and products available through dedicated digital channels : Mobile MAQA; Business Publications; Business Products; Online Strategy, Members Portal

Establish for SPS a collaborative information environment that is capable of creating using, sharing, declaring, transferring and disposing of documents and records: Documents &Records Mgt

Provide support, training and learning required to embrace digital working : Organisational Development (OD) plan- DPP element for members & SPS; online community groups; collaboration; innovation fund;

Enable and support the digital workplace: Paper Smart; Meeting Rooms; Business Publications

DIGITAL PARLIAMENT PROGRAMME

We have a vision to be able to consume our services digitally, enabling you to connect, communicate and

collaborate successfully with others.

Annex C – Benefits Realisation Strategy

41

Strategy planning overview

Benefits identification

Analysis and planning

Benefits Delivery

Benefits transition

Benefits Sustained

Identify and qualify business benefits and changes (new, improved, stopped) required for delivering desired outcomes and capabilities

Defined business changes in projects Defined Metrics Establish BRP and monitoring Map benefits

Monitor business change progress Maintain Benefits Register Report benefits

Develop transition plans to facilitate benefit and business change when turned over to impacted business/operational areas

Monitor performance of benefits beyond the close of the programme May 2016

2013-2014 Wave 1 and 2 benefits

planning Wave 3 in scoping expected to be in planning by July 2015.

In progress Business Products; Wave 3

deliverables Establish BRP and

monitoring

Map benefits

Monitor business

change progress Maintain Benefits

Register Report benefits June, Oct and February

2016

June – December 2015 Transition management process

delivered Performance monitoring reporting

Jan – June 2016 Benefits transition (project to business operations) & sustainment planning

and managing Benefits realisation report for programme

closure

Annex C Benefits realisation

42

The programme has used both quantitative and qualitative measures as shown below and this

has been documented in the benefits realisation plan and project benefit reporting:

Outcome Benefits Benefit Measures

Members can create, use/re-use,

share and collaborate on

information as parliamentarians

and employers

Increased choice for

Members in ways to

access our services

Improved customer

experience for Members

Easier access to

information

Improved process

efficiencies

Member satisfaction with the

changes

Members feedback

(March 2014, March 2015,

January 2016)

CRM feedback (ongoing)

Google analytics

Targeted cost savings

from the publications

budget.

The SPS can create, produce,

use/re-use, publish, collaborate

and dispose of information

efficiently and effectively to

support digital working and meet

compliance requirements

Improved process

efficiencies

Easier access to

information

Meet information

compliance

requirements

Delivery and implementation of

key systems and successful

business change

Staff survey responses

and acceptance sign off

(SPShare for corporate

Documents and Records

Management)

Data Architecture

milestones and

acceptance form system

users

Maturity model

(Compliance with Public

Records Scotland Act.

Efficiency savings across

DRM, and data

architecture

We provide the public with open,

accessible information and enable

Easier access to Feedback for Open Data service:

Annex C Benefits realisation

43

Outcome Benefits Benefit Measures

participation through multiple

online channels

information

Increased capability for

continuous improvement

Open Data Community

events/network

Feedback function on

website

Members and SPS understand the

benefits of digital working and

have the capability to get the best

out of the digital working

environment

Improved digital literacy

for Members and SPS

Increased capability for

continuous improvement

Member and staff digital

capability measured through

Members feedback

Analysis of OD

programmes response to

Digital Literacy

Feedback and analytics

from usage of Digital

Meeting Facilities

Staff survey responses

and acceptance sign off

(SPShare for corporate

Documents and Records

Management)

Annex D – Lessons Learned

44

1. The programme team along with project SROs and the programme board were asked

to consider what lessons could be taken from the programme in terms of a number of

factors across

Programme governance

Programme/project management

Resourcing

Benefits and Outcomes

Engagement & Communications

2. The table below summarises the key points and suggested/comments.

Programme Governance

Having a strategy and defined outcomes was very helpful in decision making and

prioritisation for the programme. Although it took a while to agree the final outcomes

and vision and to begin to deliver tangible outcomes once established the rolling

wave, iterative approach worked well and built confidence across the organisation

that the programme could deliver successfully. This model should be followed going

forward.

Having external members of Boards was seen to be very useful and those boards

that had external members gained a lot from their experience.

It will be important going forward into the next digital strategy to ensure that all digital

developments are co-ordinated as towards the end of the programme some offices

were going ahead with initiatives without consulting the programme board or team.

Digital should now be seen as a strategic imperative and there is a need to consider

how we judge investment accordingly.

The division of digital work from IT business area delivery proved difficult and could

be confusing at times. LG have already decided that the future strategy should

combine both so that prioritisation can fairly reflect both new digital initiatives and

ongoing development of existing systems.

There was recognition that there could have been more diversity on programme

boards across grade/age and gender boundaries. Many of the boards were

populated by LG members or office heads.

At programme board level there was a recommendation that in future long or

technical papers should come with short non-technical summaries.

Annex D – Lessons Learned

45

Programme/Project management

Having a sub programme team within BIT who co-ordinated the resourcing and

technical aspects in IT worked very well. Although resourcing was a constant

balancing act by mid-way through the programme changes were put in place that

should be built on for future similar endeavours.

There is still room for improvement on PPM skills as a whole and the new PPO

function should look at how development of both Project Managers and SROs can

be enhanced. New SROs and PMs found it difficult to get to grips with working in a

programme environment at times and consequently decisions were not always taken

at the appropriate level.

Some of the project teams questioned the bureaucracy around reporting to the

programme board and felt they were not clear on the role of the programme board v

their own project board. It was felt that especially for smaller projects there could be

a more streamlined approach and this is something the new PPO could look at.

It was felt that communications between the programme team and the projects was

effective, as well as the support from HR on training and development and the link

into SPLearning where required.

Resourcing

Although a significant amount of external contractors were brought in to BIT to

support the programme it became apparent there was a finite limit that could be

managed in terms of management overhead. There also needs to be time and

budget built in for knowledge transfer and handover from the start of projects.

Resource estimates for some projects tended to be overambitious at the outset. As

the programme learned more about what it was delivering this improved but projects

going forward should include more of an optimism bias, as well as adequate

contingency for overruns and post deployment changes and bug fixing.

It was felt that where teams were given dedicated resource to carry out projects it

was very successful and that the concentrated effort could deliver more, faster, than

asking people to work on projects in addition to normal roles. This applied to those

working on boards as well and, where necessary, dedicated resources should be

considered for future projects.

Some project teams found the resource allocation process with BIT difficult. In

general this reflects the sheer volume of work that BIT had to cope with in tandem

with normal day to day operations and other major programmes such as the 2016

Election. It is recommended BIT consider a refresh with offices generally of the

resource allocation process.

Annex D – Lessons Learned

46

Benefits and Outcomes

The benefits approach used in the programme has been very successful and should

be built upon for future projects and programmes. In particular mapping outcomes to

benefits was very useful in decision making on the required deliverables of projects

towards programme outcomes.

Given this was a new approach it took some time to establish across projects and

ideally the approach should be used from the outset in projects. PMs need to have a

better understanding of benefits measurement and this is something that the new

PPO function can build on in terms of competencies.

Engagement/Communication

Overall it was felt that the programme had excellent support from leadership group

which greatly facilitated the changes being made in the programme.

It was felt that engagement and communications generally in the programme were

very good. In particular the information available on the engagement site combined

with updates, blogs and videos kept staff informed of what was going on in the

programme.

A series of engagement with Members was used to both reinforce the message of

the programme and to gain insights into their priorities. This enabled the programme

to focus on delivering against those priorities.

It was suggested that at the end of the programme some communications go out

highlighting all that has been achieved as some staff may not be aware of everything

that has gone on.

Other/future

We need to consider carefully what resources we need as an organisation to

continue to develop our digital strategy for session 5.

Given the discussions around resourcing it is apparent that up front consideration

needs to be given to the resourcing of future digital work, particularly but not

exclusively within BIT. This work should be done in tandem with the session 5 Digital

Strategy