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Case Study One UN ICT Infrastructure Mozambique ToT Common Services and Harmonized Business Practices, New York 14 – 17 September 2010.

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Presentation on theme: "Case Study One UN ICT Infrastructure Mozambique ToT Common Services and Harmonized Business Practices, New York 14 – 17 September 2010."— Presentation transcript:

1 Case Study One UN ICT Infrastructure Mozambique ToT Common Services and Harmonized Business Practices, New York 14 – 17 September 2010

2 One UN ICT Infrastructure. 2 Establishing Common ICT System Common ICT Services: Future Feasibility Study ICT Guidelines for Delivering as One at the Country Level Challenges Lessons Learned Introduction Overview of the One UN ICT Infrastructure

3 Introduction Common ICT project document prepared by WFP ICT Team in coordination with UN ICT WG (Q3 2007) Inter-agency ICT mission in November 2007 –Main objectives of the project –Participants: UNDP, UNICEF, WFP, FAO, UNFPA, UNDG, WHO Inter-agency ICT mission in April 2008 –Network design mission (April 2008) –Security & authentication models –Participants: UNDP, UNICEF and WFP Official project implementation start: August 2008 Common ICT infrastructure became fully operational: December 2009 Common ICT services available as of January 2010 Chronology

4 Overview of the One UN ICT Infrastructure Establishment of a Common Approach to ICT –Common ICT services –Back-up solutions Improvement of UN Communication Facilities / Means –Common IT data network –Common radio network –Common communication center –Common mobile service (GSM) Harmonization, where possible, of ICT Policies and Procedures –Business continuity management –Users and ICT personnel training High Level Objectives

5 Overview of the One UN ICT Infrastructure Increased service availability and quality for users –Customer-oriented approach –Service Center concept –Compliance with commercial standards Lower costs of ICT service provision –Savings dilemma –Avoided costs Enhanced business continuity –Reduced risk of failure and minimized consequences of such failure –DRP / BCM requirements Compliance with IT best practices and standards Main Benefits

6 Overview of the One UN ICT Infrastructure Equipment / Technology –State of the Art network –Existing LTAs –Specialized resources –Standard software / packages Involved Staff –UN ICT WG / UN ICT Task Team –Missions –IT and legal departments Deployment Aspects Common Data Network Financing Project Cost: US$ 378,440 –Funded by Change Management Project managed by RCO

7 Overview of the One UN ICT Infrastructure Common ICT Office Common Communication Center (COMCEN) Common Data Center Emergency Operations Room Training / Video- conferencing Facility Main Achievements

8 Establishing Common ICT System Network Diagram

9 Establishing Common ICT System Common data network services –Telecommuting / mobility service –SharePoint service (basic vs. advanced) Inter-agency VSAT services Backup VSAT / Internet connectivity services Common directory services Additional data backup services IT contingency site services Webpage / common application hosting Agency specific application hosting services COMCEN / common radio network Internet Intranet –Common procurement portal –Suppliers database –HACT database –COMCEN VTP Database UN documents electronic library E-learning Common Services Common Applications

10 Establishing Common ICT System UN Web-site Common Suppliers Database Common ICT Services: Web resources

11 Establishing Common ICT System: Financial Aspects Common Data Network Services

12 Establishing Common ICT System: Legal Aspects RC Payment and Collection Agency UNDP Service Agency WFP Customer Agency 2 Customer Agency 3 Customer Agency 1 Customer Agency …. MOU and Service Agreement Letter of Agreement Letter of Transfer of Funds from Change Management Project Vendors LTAs

13 Establishing Common ICT System: Roles Service Agency: Body responsible for managing & maintaining the Network and the delivery of services described in Service Catalogue Payment and Collection Agency: Body responsible for the financial management of the infrastructure, including budgeting and financial controlling Service Owner: Body that ensures common services are delivered within agreed Service Level Agreement Customer Agency : Agency which is signatory of the MOU and Service Agreement. Must have all IT tools in their local system to connect to Common Data Network Service Manager : Ultimately responsible for delivery of common services to customer agencies and in charge for developing common service support structure Common service support team : 1 IT Assistant and 1 Radio Operator

14 Common ICT Services: Future Voice Solutions –VoIP Solutions –Access for participating Agencies to international calls over VSATs –Common GSM services provider –Common telephone numbering plan –Common Help-Desk Common GSM Service Provider –Group calls / Additional Services –High level of savings –Services available to partners / NGOs / staff families members Green ICT Common Printing House UN House Ultimately – Common ICT Unit

15 Feasibility Study Individual Services Upgrade Cost for Service Categories Current Cost per Agency Cost Sharing per Agency (Cost Driver: No. of Users) Savings Includes: Maintenance Rent Fees Utilities Salaries Depreciation of Assets The real savings is based on the current cost per agency plus the cost to upgrade future services compared to the cost per agency on the new platform. $

16 Feasibility Study ICT cost per number of users per agency US$ Users

17 Feasibility Study Total first year investment for individual agency to upgrade independently

18 Feasibility Study 10 Total first year investment for Common UN ICT Infrastructure

19 Feasibility Study Comparison of yearly recurring costs per agency Joining the Common UN ICT Infrastructure is financially feasible and leads to significant savings potential for each individual agency.

20 ICT Guidelines for Delivering as One at the Country Level Representatives from UNDP, UNICEF, UNFPA, FAO, WFP, WHO, CEB, DOCO, and UNHCR. Reports to UNDG Working Group on Country Office Business Operations. Addresses: – Support inter-agency ICT initiatives in Deliver as One pilots – Channel for resolving HQ-level implications of DaO pilots – Finding solutions for scaling-up support to expanded DaO deployment – Develop and Publicize guidelines for ICT harmonization at the country level – Address country level common ICT Service needs Deliver As One – UNDG ICT Task Team Mission Statement To allow all country offices seamless exchange of information and harmonized infrastructures, and to implement ICT best practices in Delivering as One

21 Challenges Difficult landscape & disperse locations Various security rules and regulations –The Virtual Common IT network is designed in a way that it will not affect the integrity and security of individual UN Agencies networks Project budget vs. maintenance and running Costs Legal aspects (Service Agreement and MoU) Additional not-planned activities for Common Data Center –Resilient power supply –Environmental aspects Agencies changing premises Financial model for cost efficiency and cost savings calculation Sustainability of the project

22 Lessons Learned Savings dilemma – savings vs. improved services HQ and RB Support – crucial for the implementation Business analysis requirements Shared responsibility – time planned to be spent on the project in reality is much longer Technological challenges – IT staff must receive more specialized trainings Project Management – specific knowledge is required from project managers (certification in ITIL, COBIT, etc.) Participating Agencies and UN ICT WG commitment and dedication should be on a very high level More collaboration with other not traditionally ICT oriented Agencies (e.g. IOM) Hidden costs – to be avoided

23 Lessons Learned More outsourcing –Hardware installation –Specialized services (SharePoint, etc.) Business analysts involvement / recruitment from the beginning of the Project More coordinated process of introducing new connectivity solutions together with phasing out the old ones Dedicated 100% to the Project ICT personnel from the very beginning Unforeseen expenditures – up to 25-35% of the total budget What would we have done differently?

24 Lessons Learned More outsourcing –Hardware installation –Specialized services (SharePoint, etc.) Business analysis and feasibility at the beginning of the project Governance structure and legal agreements much earlier in the process More coordinated process of introducing new connectivity solutions together with phasing out the old ones Dedicated 100% to the Project ICT personnel from the very beginning Unforeseen expenditures – up to 25-35% of the total budget What would we have done differently?

25 Thank You! Obrigado! DELIVERING AS ONE


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