ICT INVESTMENT FRAMEWORK: STRATEGY - GDS...

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ICT INVESTMENT FRAMEWORK: STRATEGY

Education Agencies’

2011 – 2014

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CONTENTS

1. Foreword 2

2. ExecutiveSummary 3

3. StrategicContextoftheICTInvestmentFramework 5

3.1. Vision 5

3.2. Goals 5

3.3. Stream1–Direction 5

3.3.1. Process1–Defineandcommunicatethetargetstate 5

3.3.2. Process2–Defineinitiativesconsistentwiththetargetstate 5

3.3.3. Process3–MaintainSectorICTroadmap 5

3.4. Stream2–Execution 6

3.4.1. Process4–DevelopannualSectorICTworkprogramme 6

3.4.2. Process5–Endorseprojectplans,incl.keycross-agencystakeholders 6

3.4.3. Process6–ImplementandoperateSectorICTInfrastructureandServices 6

3.5. Stream3–Evaluation 6

3.5.1. Process7–Monitorandreportonriskstoworkplanandroadmapmilestones 6

3.5.2. Process8–Reportonperformanceagainstworkplanandroadmap 6

3.5.3. Process9–Conductpostimplementationandbenefitrealisationreview 7

3.6. GovernanceSystem 7

3.7.StrategyMap 8

4. OverviewoftheICTInvestmentFramework 9

4.1. PurposeoftheFramework 9

4.2. WhatisaSectorInitiative? 9

4.3. InitiativePrioritisation 9

5. ICTInvestmentFrameworkGuidelines 10

5.1. TheValue 10

5.1.1. DevelopmentofCriteria 10

5.1.2. TypesofInitiatives 11

5.1.3. CriteriaRatings 11

5.2. FrameworkTool 11

2 Education Agencies’ ICT Investment Framework: Strategy 2011 – 2014

1. FOREWORD

In2003theEducationSectorICTStandingCommitteewasestablishedtodriveandoverseethecollaborativedevelopmentanduseofICTacrosstheeducationsector.In2011,theICTStandingCommitteecomprisesthechiefexecutivesofCareersNewZealand,EducationReviewOffice,NewZealandQualificationsAuthority,NewZealandTeachersCouncil,TertiaryEducationCommission,andtheNationalLibraryofNewZealand,withtheSecretaryforEducation(andCEOoftheMinistryofEducation)asChair,togetherwiththebroaderparticipationofTeAhooTeKuraPounamu-TheCorrespondenceSchool,theMinistryofScienceandInnovation,andLearningMediaLimited.

Since2003,theCEOshavebeensupportedbyagroupofagencyChiefInformationOfficers(CIOs)andseniorbusinessmanagerstocoordinateICTinvestmentsacrosstheeducationsectortoenablethesectortoraiseeducationaloutcomesthrougheffective,efficientandtransformativeuseofICTforteaching,learning,researchandadministration.Thefocushasbeenonfoundationalinfrastructureformessagingandsecurity.

Inarecentreview,theStandingCommitteeconcludedthattheICTManagementCommitteeshouldnowfocusitseffortson‘Connecting the Sector to accelerate the free flow of quality information’.ThisEducation Agencies’ ICT Investment FrameworkisdesignedtoassisttheeducationagenciesindividuallyandcollectivelytoassessagencyICT-relatedinitiativesacrossanumberofconsistentandtransparentcriteriatodeterminethevalueandpriorityofproposedsectorICTinitiativesandthereforewhereinvestmentsshouldbemade.AsmanyoftheeducationagencieshavetheirownBoards,itisintendedthatthisframeworkbeintegratedintoagenciesstrategicandbusinessplanningprocessestoensurethatICTinvestmentacrosstheeducationsectoragenciesisaseffectiveaspossible.

Thisframeworkbuildsonitspredecessor,theICT Strategic Framework for Education(2006and2008)thatsought‘to improve learner achievement in an innovative education sector, fully connected and supported by the smart use of ICT’.Wehavelearntandachievedagreatdealsince2003.TheGovernment’srecentannouncementtosupportinvestmentinaNetworkforLearningwillprovidefurtherinfrastructureforconsiderablesystemicadvancesintheapplicationoftechnologytolearninginandbeyondeveryeducationalinstitutioninNewZealand.ThisEducation Agencies’ ICT Investment Frameworkwillprovidethemechanismtoguideandco-ordinateeducationagencyICTinvestmenttowardsthegovernment’svisionofimprovededucationoutcomesthrough‘the free flow of quality information’.

LesleyLongstoneChair,EducationSectorICTStandingCommitteeSecretaryforEducation

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2. EXECUTIVE SUMMARY

ThisdocumentsetsouthowtheEducationSectorICTInvestmentFrameworkwillbeoperatedandmaintainedtoensurethatanymoneyspentonSectorICTrepresentsthebestvalueformoney.Todothis,initiativeswillbeprioritisedinorderoftheirrelativecontributiontothevisionof“Connectingthesectortoacceleratethefreeflowofqualityinformation”.

TheICTInvestmentFrameworkwillenabletheEducationSectorICTManagementCommitteetoconsistentlyassessinitiativesacrossanumberoffairandtransparentcriteria,andtostandardisetheseassessmentsbycalculatingthevalueperdollarspent.Todothis,twokeyassessmentshavebeendevelopedandtested:TheValue,andTheMoney.

Thesector’svisionformsthecoreofthe“Value”assessment.Toworkouttangiblecriteriathatindividualinitiativescouldbeassessedagainst,thevisionwasdecomposedintothreecomponentpieces:“Connectingthesector”,“Acceleratethefreeflow”,and“Qualityinformation”.Foreachofthesepieces,anumberofcriteriawereselected.Whenaninitiativeisassessedagainstthesecriteria,ascorebetween1and10mustbeassigned.Toaidwiththis,ashortdescriptionofwhatconstitutesa1,5and10isrecorded,toensurethatinitiativesareratedwithinthesamelimits.

Toensurethatthe“Money”assessmenthassufficientrigor,thisframeworkutilisesanexistingapproachusedwithinthesector.ThisassessmentconsistsofninequestionswhichrepresentthedriversofcostinICTinvestments,howthesequestionsareansweredidentifiesanestimatedcostrangeforaninitiative.Todeterminethefinalcostofaninitiative,alevelofjudgmentisstillrequiredtopinpointtheexactcostwithintheidentifiedrange,althoughthisisintendedasaballparkfigure.

Withthe“value”andthe“money”quantified,thisframeworkcontainsanapproachforcalculatingthe“Valueformoneyindex”.Thisindexwillallowmultipleinitiativestobecomparedandrankedaccordingtothegreatestvalueformoney.Additionally,thisframeworkcontainslimitedguidanceaboutwhata“good”scoreis,andwhata“bad”scoreis,toaidintheevaluationofanindividualinitiativeinisolation.

Thelogicbehindtheframeworkiscontainedindetailwithinthisdocument,buttoensurethatthesectorcanactuallyapplytheframeworkinpracticeaneasytousetoolhasbeencreated.Itisenvisagedthatthetoolwillbeusedbyeachsectoragencytoevaluatetheirownideasforsectorinitiatives,beforesubmittingtheirproposalstotheICTManagementCommittee.Thisapproachensuresmaximumengagementfromsectorparticipants,whileenablingtheManagementCommitteetomaintaincontrolovertheprocessthroughapeerreviewofassessments,andhavingthefinaldecisionaroundwhatinitiativesappearontheSectorICTRoadmap.

WhenthisframeworkisconsistentlyappliedwithintheSector,wewillbeabletogiveallparticipantsassurancethatSectorICTinitiativesrepresenttruevalueformoney,havebeenselectedthroughafairandtransparentprocess,andare“Connectingthesectortoacceleratethefreeflowofqualityinformation”.


EDUCATION AGENCIES’ TARGET STATE CONNECTING THE SECTOR

Thediagramaboveillustratescurrentandplannededucationsectorsharedassetsandserviceswhichunderpinourvisiontosupportthefreeflowofqualityinformationtoimproveeducationoutcomes.Note:thediagramdoesnotincludeallprojectscurrentlybeingscoped.AsprojectsgainmaturitytheywillbeassessedusingtheEducation Agencies’ ICT Investment Framework Prioritisation Tool.

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3. STRATEGIC CONTEXT OF THE ICT INVESTMENT FRAMEWORK

3.1. VisionTheEducationSectorICTManagementCommitteewithassistancefromwiderrepresentativesfromEducationSectoragencies,havedevelopedaunifyingconceptfortheICTManagementCommittee.Figure1belowdisplaystheUnifyingConcept,whichincludesaVisionfortheEducationSectorICTManagementCommittee’sroleineducationsectorICT.

3.2. GoalsTheManagementCommittee’sEducationSectorICTVisionwillbeachievedthroughdeliveryofthreegoals:

» Direction–Everyoneworkingtoaclearlyarticulatedroadmaptowardsasectorendorsedtargetstate

» Execution–EnsuringeverysectoragencywhodirectlybenefitsfromtheICTinitiativescontributetothedeliveryofsharedoutcomesasplanned

» Evaluation–ProvidingtheEducationSector’sICTStandingCommitteewithqualityinformationsothattheycanhaveafocusseddiscussionaroundthekeystrategicissues

BESTINTHE

WORLD

DrivingsectorICTinvestment

towardsacommonlyagreed,cohesive

targetstate.

COREPURPOSE

Removingtheroadblockstomakeinformationmoreopenand

accessibleforallparticipantsintheeducationsector.

VISION

Connectingthesectorto

acceleratethefreeflowofqualityinformation.

3.3. Stream 1 – DirectionThefirstchallengeinbringingtheEducationSectoragenciestogethertoachieveacommonvisionisensuringthateveryoneisworkingtoaclearlyarticulatedroadmaptowardsasectorendorsedtargetstate.Toachievethis,theICTManagementCommitteewilldefineandcommunicatethetargetstate,defineinitiativesconsistentwiththetargetstate,andmaintaintheSectorICTRoadmap.

TheICTManagementCommitteewillknowtheyhavebeensuccessfuliftheyachieveinthreeyears:

» 90%ofrelevantagencytier1,2and3executiveswhoendorsethetargetstate

» 100%alignmentbetweenagencyISSPsandtheSectorICTroadmap

3.3.1. PROCESS 1 – DEFINE AND COMMUNICATE THE TARGET STATE

ThechallengeinthisprocessistoengageallthesectoragenciesandgainagreementonwhatthetargetstateforEducationSectorICTis,andwhatthatmeansforagencies,providers,teachersandlearners.

Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillbedevelopinganinitialsectortargetstatethatshowstheconnectiontotheeducationsectorstrategies,goalsandpriorities.Thetargetstatewillbetestedandrefinedthroughouttheyear.

3.3.2. PROCESS 2 – DEFINE INITIATIVES CONSISTENT WITH THE TARGET STATE

Thisprocessistheconduitagencieswillusetogettheirsectorinitiativesontheroadmap.Whenanagencyhasanideaforanewinitiative,theywillusethecommonlyagreedprocesstodeterminewhetheritshouldproceedasanindividualagency,sector,orAll-of-Governmentinitiative.Sectorinitiativeswillthenproceedthroughtheprioritisationframework(outlinedlaterinthisdocument)wheretheywillbemeasuredfortheircontributiontothetargetstateandslottedintotheroadmap.

Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewilldevelopacommoninvestmentframeworktoidentify,screenandprioritiseinitiatives.Thisdocumentrepresentsthefirstpieceofworkinthischangeinitiative.

3.3.3. PROCESS 3 – MAINTAIN SECTOR ICT ROADMAP

TheSectorICTroadmapmustbealivingdocumentthatisregularlyupdatedwiththestatusofinitiatives,andaddsorremovesinitiativesasprioritieschange.

Figure1:EducationSectorICTManagementCommitteeUnifyingConcept

THEENGINEROOM

Informationconnectivity

betweensectorparticipants.


Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewilldevelopaclearconsolidatedsectorroadmapwithachievablemilestonesbasedonthebestviewcurrentlyavailableofthesectorinitiativesthatarerequiredinthecomingyears.

3.4. Stream 2 – ExecutionWitharoadmapdeveloped,theICTManagementCommitteewillbeoverseeingthedeliveryofsectorinitiatives.ThebiggestchallengewillbeensuringeverysectoragencythatdirectlybenefitsfromanICTinitiativecontributestothedeliveryofsharedoutcomesasplanned.


» Keysectorprojectsdeliveredwithinscope,ontimeandtobudget–NSI,TLEC,ESAA,INTEL,ESIS

» 95%compliancewithservicelevelagreementswhendeliveringinitiatives

3.4.1. PROCESS 4 – DEVELOP ANNUAL SECTOR ICT WORK PROGRAMME

TheannualSectorICTWorkProgrammewillbecreatedbytakingaoneyearviewoftheSectorroadmap.Thedifferencebetweenthetwodocumentsisthattheworkprogrammewillcontainahigherlevelofdetailincludingresourcesassignedtoinitiatives,budgets,fundingarrangements,anddetailedmilestones.

Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillimplementaprotocolthatensuresthepeoplewhobenefitfromaninitiativearecontributingtothedevelopment,andthatservicesarescalableandsustainable.

3.4.2. PROCESS 5 – ENDORSE PROJECT PLANS, INCL. KEY CROSS-AGENCY STAKEHOLDERS

Inthisprocess,theprojectteamsforeachinitiativewillputtogetheraprojectplanaccordingtothecommonlyagreedguidelines,andpresentittotheICTManagementCommitteeforendorsement.Thepurposeofendorsementistoensurethattheprojectisbeingdeliveredinlinewithexpectations,andthatallkeycross-agencystakeholdersareactivelyinvolvedandhavebeenconsulted.

Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillexpandprojectplanstoincludedescriptionsoftherespectivecross-agencyresponsibilities.

3.4.3. PROCESS 6 – IMPLEMENT AND OPERATE SECTOR ICT INFRASTRUCTURE AND SERVICES

Withanendorsedprojectplan,theprojectteamscanproceedwithimplementingandoperatingtheSectorICTinitiatives.Thisprocesswillrequireadequatesign-offpointsatkeymilestoneswithkeycross-agencystakeholders,andtheICTManagementCommittee.

Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillmodifythedesignprinciplestoensureservicesarefuture-proofedforeverysectorparticipant.

3.5. Stream 3 – EvaluationForSectorICTtotrulyproveitsvaluetothesector,wemustaccuratelymonitorandreportonourprogress,andevaluatethebenefitsofourinitiativesinordertoprovidetheStandingCommitteewithqualityinformationsothattheycanhaveafocuseddiscussionaroundthekeystrategicissues.


» 95%ofinitiativesrealisethebenefitsintheplannedtimeframes

» 95%ofdesiredbenefitsarerealised

» 20%increasefromtodayin$valueofannualefficiencysavingsfromconnectingsectorICT

3.5.1. PROCESS 7 – MONITOR AND REPORT ON RISKS TO WORK PLAN AND ROADMAP MILESTONES

Projectteamswillhavetheresponsibilityofproactivelyreportingonriskstotheirprojectsintermsoftheworkplan,andthemilestonestheyhavepromisedtodeliver.ThisinformationwillbegiventotheICTManagementCommitteewhowillreprioritisework,orre-allocateresourcestoensurecriticalmilestonescanstillbeachieved.

Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillembedaprocesstoobtainproactivequalityinformationfromprojectteamstomitigatetherisks.

3.5.2. PROCESS 8 – REPORT ON PERFORMANCE AGAINST WORK PLAN AND ROADMAP

Periodically,projectteamswillberequiredtosubmitstatusreportsalignedtostagereviewstotheICTManagementCommittee.Thesereportswilloutlinewhatworkhasbeenachievedtodate,anyprojectissues,budgetstatus,and

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expectedprogressbeforethenextupdate.TheManagementCommitteewillusethesereportsastheirprimarymeansofevaluatingtheprogressoftheroadmap,andgainingconfidencethatallprojectsareontrack.

Tobuildthecapabilityrequiredtoachieveourgoalsinthisarea,theICTManagementCommitteewillrefocusreportingarounddeliveringontheworkplanandroadmapinthecontextofthetargetstate.

3.5.3. PROCESS 9 – CONDUCT POST IMPLEMENTATION AND BENEFIT REALISATION REVIEW

Followingthesuccessfulimplementationofaproject,theICTManagementCommitteewillworkwiththeprojectteamtoconductastagedpostimplementationandbenefitrealisationreview.ThisworkisfundamentalinordertoprovethatSectorICTisworththemoneybeinginvestedinit,andisachievingthebenefitsthatwerepromised.Ifbenefitshavenotbeenachieved,adecisionmustbemadeastowhetheranotherinitiativeisrequired,ortheinitiativeneedsmoretimeand/orrevisiontobegindeliveringresults.

TheICTManagementCommitteecurrentlyhasallthecapabilityrequiredtoachieveourgoalsinthisarea.

3.6. Governance SystemTheICTInvestmentFrameworkisownedbytheEducation Sector ICT Management Committee.Theyareresponsibleforupdatingthethreeelementsofthisdocument:theprocess,theframeworkandtheroadmap.

TheICTManagementCommitteehasbeentaskedwiththisrolebytheEducation Sector ICT Standing Committee.TheManagementCommitteewillreporttotheStandingCommitteeperiodically,andtakeguidanceregardingthetargetstateoftheEducationSectorandthestrategicdirection.

IndividualinitiativeswillbedeliveredbyProject TeamsfromwithintheLead Agencyidentifiedforeachinitiative.TheseProjectTeamswillmaintaintheiraccountabilitywithintheiragency,butwillberequiredtocomplywiththisframeworkwhenworkingonSectorICTinitiatives.

TheICTManagementCommitteewillmonitorandreportonoverallrisksandassociatedmitigationactionstoachievingtheworkprogrammeandtargetstate.

EDUCATION AGENCY CEOs’ FORUM

Education Sector ICT Standing Committee (CEs)Chair: Secretary for Education (MoE)

Education Sector ICT Management Committee (CIOs)Chair: Secretary for Education (MoE)

Infrastructure, Identity and Interoperability Focus

Sector Leadership Group (Tertiary)Chair: Secretary for Education (MoE)

Tertiary Information Governance GroupChair: General Manager, Strategy planning and information directorate (TEC)

Tertiary Data Management GroupChair: Manager, Data and Data Analysis (NZQA)

AoG & EducationSector AlignmentWorking GroupChair: CIO (MoE)

ICT Services Working GroupChair: Sector EngagementManager (MoE)

ICT Futures & Standards Working GroupChair: Senior Manager,Business and TechnologySolutions


Figure2:ICTManagementCommitteeStrategyMap

3.7. Strategy Map

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4. OVERVIEW OF THE ICT INVESTMENT FRAMEWORK

4.1. Purpose of the FrameworkTheEducationSectorICTManagementCommitteeisresponsibleforensuringSectoragenciesaredefiningsectorICTinitiativesconsistentwiththetargetstate.TheframeworkenablestheICTManagementCommitteetoassesswhetheranICTinitiativeisasectorinitiativeandthenprioritisethesectorinitiativesbasedontheir“valueformoney”.TheEducation Agencies’ ICT Investment Framework Prioritisation Toolwhichdescribestheassessmentprocessforsectorinitiativesisacompaniondocumenttothisstrategy.Theprocessisbrieflyoutlinedbelow.

4.2. What is a Sector Initiative?AnICTinitiativewillfallintooneofthreecategories:individualagency,sectororallofgovernment.

ForthepurposeoftheICTInvestmentFramework,aninitiativeisdefinedasasectorinitiativeif:

» Morethanonesectorparticipantwillusetheproduct/servicecreatedbytheinitiativeintheirownrightsOR

» AnagencyhasspecificrequirementsregardingdatathatmustbecollectedbyanotheragencyOR

» Thereisnotanobviousagencytotakeownershipoftheinitiative

However,aninitiativeisdeterminedtonotbeasectorinitiativeif:

» Anotheragencyreceivestheoutput/informationfromaninitiativebutdoesnothaveotheruniquerequirements.

4.3. Initiative PrioritisationOnceaninitiativeisidentifiedasasectorinitiativeitshouldbeprioritisedbasedonitsrelativevalueformoneyagainstallotherSectorinitiatives.

InordertodothistheICTInvestmentFrameworkevaluatestwofactors:

» Theinitiative’scontributiontotheachievementoftheeducationsectorvisionof“Connectingthesectortoacceleratethefree-flowofqualityinformation”(the“value”)

» Theestimatedcostofeachinitiative(the“money”)


5. ICT INVESTMENT FRAMEWORK GUIDELINES

5.1. The ValueInordertomeaningfullycompareinitiatives,theframeworkmustproducestandardisedscoresforeachinitiativebasedonacommonsetofcriteriathatreflectthevalueofeachinitiative.

5.1.1. DEVELOPMENT OF CRITERIA

TodemonstratethatasectorICTinitiativeismakingacontributiontothevision,criteriahavebeendevelopedandgroupedunderthe3distinctpartsofthevisionasoutlinedinFigure3below:

Connectingthesectorto... ...acceleratetheFree-Flow... ...ofQualityInformation

INTEROPERABILITY

1. Applications“talktooneanother”usingcommonstandards

2. Solutionsareplatformindependent

INTEGRATED NETWORKS

3. Strengthensorfurtherconnectstheinfrastructureofthesector

4. RationalisesICTinfrastructureandsoftware

ACCESSIBILITY

5. Dataisdiscoverable

6. Dataisavailablewhenandwhereitisneeded

7. Compatibilitywithexistingpersonalanddigitaldevices

SECURITY

8. Securitylevelisalignedtosensitivityofinformation

9. Dataisfreelyavailabletoonlythosewhoareauthorisedtouseit

EASE OF USE

10.Consistentuser-experienceacrossthesector

11.Applicationisintuitive

12.Enablescollaborationbetweensectorparticipants

SCALABILITY

13.Usesvirtualisationor“thecloud”toensuretimely,scalableandsupportableservices

14.Alignmentwithagreedsectorarchitecture

COMPLETENESS

15.Dataisonlycollectedonce

16.Enablesasingleviewofdata

17.Enablescontinuousavailabilityofdata

RELEVANCE

18.Dataisavailableinaformuserscanuse

19.Datapresentedisthedatauserrequiresatthetime

ACCURACY

20.Customerscantrusttheauthorityandintegrityofthedatatheyreceive

21.Changestodataareauditableandtransparent

22.Clearownershipof,andaccountabilityfor,data

TIMELINESS

23.Dataisup-to-date

Figure3:CriteriaAlignedtotheVision

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5.1.2. TYPES OF INITIATIVES

Theinitiativesthatwillberequiredtousetheframeworkwillfallintooneormoreoffourcategories:

» Initiativesondevelopingorupdatingsoftware(Software)

» Initiativesondevelopingorimprovinginfrastructureconnectingsectorparticipants(Infrastructure)

» InitiativesrelatingtobusinessprocessesaroundtheuseofSectorICT(Operations)

» Initiativesconcerningthecollection,storageandaccuracyoruseofdata(Data)

Thecategoriesaninitiativefallsintowilldefinethespecificcriteriaaninitiativewillberatedagainst.

5.1.3. CRITERIA RATINGS

Foreachofthecriteria,sectorinitiativeswillbegivenaratingfromonetotenbasedontowhatdegreethesectorICTinitiativealignstothespecificcriteria.Toaidthis,theaccompanyingdocumentEducationAgencies’InvestmentFramework:PrioritisationToolcontainsguidelinesofwhatconstitutesaratingof1,5and10.

Usingtheseguidelines,aweightedvaluescoreiscalculatedfromtheindividualcriteriaratingsforeachproposedinitiative.

Whereappropriate,ratingsof1havebeendesignedtogobeyondsimplysayinganinitiativedoesnotaligntothecriteriabutinsteadindicatesthatitactuallyhasanegativeimpactontheintendedbenefitofthecriteria.

5.2. Framework ToolTheEducationAgencies’ICTInvestmentFrameworkPrioritisationToolissupportedbyanExcel-basedtooltotakeinitiativesthroughtheframeworkvia3steps:

» Step1:Verifywhatsortofinitiativeisbeingprocessed

» Step2:Assessinitiativeagainstrelevantcriteria

» Step3:Estimateacostrangefortheinitiative.

EachstepguidestheuserthroughthequestionsandcriteriaoutlinedinFigure3toassessthevalueformoneyofaproposedsectorICTinitiative.Ithasbeendesignedtoalloweasyandquickassessment.ItisenvisagedthattheassessmentwillbecompletedbythepeoplewhogeneratetheideaoftheproposedinitiativewiththeassistanceofanICTexpert.Oncetheassessmentiscompleted,thetoolwillgenerateastandardisedreportontheproposedinitiativeforinclusionintheprojectproposalthatwillbepresentedtotheICTManagementCommitteeforconsideration.

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