Information and communications technology (ICT) social security project management

TEN ISSUES ON ICT MANAGEMENT IN SOCIAL SECURITY ORGANISATIONSISSA Working Group

Marrakech 24rd May 2006

INDEX

THE PROCESS1.1 Objective

02

1.2 Working Group

1.3 Milestones

THE OUTCOME2.1 Key issues

2.2 Chapters 1 to 10

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THE PROCESS1.1 Objective

03

TO IMPROVE PERFORMANCE OF ICT PROJECTS IN SOCIAL SECURITY ORGANISATIONS BY:

- Sharing knowledge and experiences.

- Demonstrating “good” and “bad” examples.

-Providing opportunities for contact with experts in other organizations/countries.

THE PROCESS1.2 Working Group

04

WHO METHODOLOGY

THE PROCESS1.3 Milestones

05

FROM:

.: Valencia TO Beijing

.: Beijing TO Moscow

.: Moscow TO everywhere

THE PROCESS1.3 Milestones

06

LESSONS LEARNT FROM THE WORKING GROUP ACTIVITY:

.: Public organizations know-how

.: Privated sector know-how

.: Different ways

.: Open-minded

Supplier point of view

Creative style

THE OUTCOME

07

CLEAR DEFINITION OF THE SUBJECT

08

ISSUES REGARDING THE SUBJECT

.: General

.: Specific

THE OUTCOME2.1 Key Issues

LESSONS LEARNT

REFERENCES

09

THE OUTCOME2.2 Chapters

Table of contents

IntroductionPartnershipSocial security environmentService deliveryRisk managementDefining failureAim of this manualTen key features of ITC project mamagementFor senior executivesSummary

1. Project definitionStrategy comes firstQuestiones regarding project definitionApproachesProject plan and management of the projectIssues for developing countriesLessons learned on project definition issues

2. Project managerThe project managerWhat to look for in a project managerKey responsibilitiesLessons learned relating to the project manager

3. Stakeholder involvementBackgroundWho and what are stakeholders?

Some experiences analysedApproaches to effective stakeholder involvement

Stakeholder roles

Lessons learned relating to stakeholder involvementLessons for start-up project situations

4. Communication strategyLinks among users, experts and techniciansOngoing internal communication

Lessons learned about communication strategyExternal communication and marketing

777891010101112

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2323252728

2929303132333537

3838394142

5. TrainingManagement training at the start of a projectTraining as a major component of the succes of projectsSpecific strategies for small countriesLessons learned about training issues

BackgroundBalancing the requirementsTems and wokload

Lessons learned about human resource issues

BackgroundPotential consequences of security ICT project riskApproachesData and legacy application migrationLessons learned regarding project and risk management

9. Project control and monitoringBackgroundWhat is project control all about?

Lessons learned about project control and monitoringMeasuring project performance

Bibliography

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51515253

55

606061646869

7979808082

89

90

94

6. Planning and managing human resource issues

Build and buy/partnership 54

7. ICT project management and risk management

10. Assessing project progess – independent project reviewBackgroundIndependent project reviews (IPRs)

Lessons learned in assessing project progressIPR scope, depth and timing

8484858688

Annex I: Additional details on certain case studies in this manual

Annex II: Members of the Working Group

BackgroundTimingThe dangers of reacting to promises of vapor-wareImplementationLessons learned about technology

717172747677

8. Technology

10

THE OUTCOMEChapter 1: Project definition

A PROJECT IS ANY TEMPORARY, ORGANISED EFFORT UNDERTAKEN TO CREATE A UNIQUE PRODUCT, SERVICE OR RESULT

.: Strategy comes first

.: Different types of projects

SPECIAL TIPS:.: Research efforts

.: Working with a limited number of suppliers

BOTTOM LINE:A project will fail when its benefits and/or deliverables are not clearly defined

11

THE OUTCOMEChapter 2: Project manager

A GENERAL RULE IS THAT THE TYPE OF PROJECT DEFINES THE TYPE OF PM REQUIRED

.: Soft skills

.: Hard skills

SPECIAL TIPS:Frequent problems in new projects

BOTTOM LINE:The PM is the person who takes overall responsability for co-ordinating a project, regardless of its size, to make sure the desired end result comes in on time, within budget and scope and to the necessary level of quality

12

THE OUTCOMEChapter 3: Stakeholder involvement

STAKEHOLDERS DEFINITION

.: Internal

.: Others

SPECIAL TIPS:Promise only what can be delivered and deliver everything that is promised

BOTTOM LINE:Involve all types of stakeholders in more meaningful ways

.: External

13

THE OUTCOMEChapter 4: Communication

.: External communication

.: Links between users, experts and technicians

SPECIAL TIPS:Do not be afraid to copy the successful efforts of neighbouring countries

BOTTOM LINE:Communicate, communicate, communicate

.: Internal communication

14

THE OUTCOMEChapter 5: Training

.: More and more integrated into the daily environment of the staff

SPECIAL TIPS :ICT is best leveraged in those companies that recruit and train smart employees and then provide them with the opportunity to collaborate with other professional people

BOTTOM LINE:Training strategy should be established early

.: A major key success of ICT projects

15

THE OUTCOMEChapter 6: Human resources

.: Outsourcing

.: External staff

SPECIAL TIPS :The technology selected in each region has to be appropiate to the available skills and infrastructure

BOTTOM LINE:Base decisions on business needs and not on the skills available in the ICT department

.: Finite human resources

16

THE OUTCOMEChapter 7: Risk management

SPECIAL TIPS :Learn from somebody else’s past

BOTTOM LINE:An integrated approach is needed

.: Approach for risk reduction

.: Special circumstances of social security organisations

17

THE OUTCOMEChapter 8: Technology

LESSONS FOR START-UP PROJECT SITUATIONS:It is never too soon to start doing the right thing and never too early to learn that long-established institutions are still only testing

BOTTOM LINE:Timing the adoption of newer technology

.: When to adopt new technologies

.: Which technology should be used

18

THE OUTCOMEChapter 9: Project control

WHAT IS PROJECT CONTROL ALL ABOUT?

.: Control and monitoring

.: Measuring project performance

LESSONS FOR START-UP PROJECT SITUATIONS:Fast visible wins quickly build up an understanding of ICT issues across the organisation

BOTTOM LINE:Triple constraint: scope, time and cost (and quality)

.: Planning

.: Changing the baseline

.: Reporting process

19

THE OUTCOMEChapter 10: Assessing project progress – Independent project review

LESSONS FOR START-UP PROJECT SITUATIONS:Assessors should be clearly informed that they are formally disqualified from taking over any part of the work they are reviewing

BOTTOM LINE:Make the process part of the normal routine

.: When to plan it

.: Purpose of the IPR

.: Scope

19

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Information and communications technology (ICT) social security project management

TEN ISSUES ON ICT MANAGEMENT IN SOCIAL SECURITY ORGANISATIONSISSA Working Group

Marrakech 24rd May 2006