|Project name: ||Next Generation Shared Services - there are 2 reports for this project: 2014, 2015 |
|Google search: ||Google search on project name (opens in new window) |
|Organisation: ||CO (D2) - see all reports for this organisation |
|Report year: ||2015 (data is from Sept 2014) |
|Category: ||Transformation - see all reports for this category |
|Description: ||Next Generation Shared Services represents a long-standing commitment allied to the Civil Service Reform Plan to achieve efficiency and cost improvements to back office transactional services in finance, procurement, payroll and human resources services. The Next Generation Shared Services Strategy published in December 2012, established the Governments strategic goals for Shared Services. |
|DCA (RAG): ||Amber/Red |
|DCA text: ||ISSC1: Service performance has continued to deliver in line with the Service Level Agreement (SLA)/ Key Performance Indicators (KPI's) with a very low percentage of service failures. Customer departments remain satisfied with overall stable Business As Usual (BAU) operation of the contract, and as of December 2014, performance reports for SAP and Aggressor are provided to the framework and customer departments. The migration phase of the programme has experienced delivery date replans, however following a period of hibernation to allow arvato to focus on the successful migration of Maritime Coastguard Agency (MCA), customer departments are working with the Framework Authority and arvato to agree revised migration dates. Joint planning sessions have been arranged in January and February, for customer departments to discuss the planning timetable with a view to contractualising the revised migration dates.
ISSC2 : BAU service performance has continued to deliver in line with the SLA/KPI's with a very low percentage of few service failures and MoJ and HO service is running well. Customer departments remain satisfied with overall operation of the contract. The Transformation phase of the programme has experienced schedule changes to the move of customers onto the new Single Operating Platform. Revised plans have been produced with new go-live dates for the IT delivery for EA and Defra. HO transformation plans have been produced and MoJ transformation plans are to follow at the end of January.2 |
|Start date: ||2012-12-28 |
|End date: ||2015-04-30 |
|Schedule text: ||Summary - During the previous period the focus was on the ISSC programmes to get them onboard and stable. During the next period more attention will be given to re-establishing the NGSS vision and ensuring there is a strategy for the ISSCs through the to contract exit and re-tender. The management of overall governance needs to be improved, a framework has been developed and a roll out plan is in place.
Programme - This last programme phase has seen the stabilisation of MCA, with some post go live learnings encountered for future migrations, particularly on the effectiveness of testing end to end processes effectively. The first two large departments are now approaching go-live with EA go-live scheduled for July 27th 2015 (ISSC2) and DfT scheduled for 1 August 2015 (ISSC1), and on track, although small delays are possible. The quality of supplier programme plans has now improved for both ISSC1 and 2 to a detailed level that customer programme managers can use to track programme progress more effectively, however overarching programme plans are still required which Crown Oversite Function (COF) will now develop so that an overall critical path and associated resourcing risks can be managed. Significant programme delays are causing operational risks to departments facing end of support for current systems. Contingencies are in place but need close monitoring.
Commercial - Commercial renegotiation has taken place with avarto which was required to make the contract financially viable for the supplier, and customers are in agreement with the new terms. Similar negotiations will be undertaken with ISSC2, although primarily this is to establish cost allocation for additional costs incurred by both customers and suppliers due to missed programme milestones and scope creep. Potentially CNC will leave the ISSC1 contract due to the delays causing them untenable operational risk due to end of life issues of current systems. Civil Nuclear Constulbary (CNC). The business case overall remains positive although processes still need to be put in place to manage the business case at a detailed level. Governance improvements.
BAU - The BAU service has remained solid although the governance and reporting of BAU is being improved to ensure that any issues encountered post go live of new systems implementations are identified and rectified early.
Due to the nature of this programme, the end date is expandable depending on new government departments signing up to one of the ISSC's. The end date is then re-planned, taking into consideration the transition period of the the new department. |
|Baseline: ||£12.00m |
|Forecast: ||£12.00m |
|Variance: ||0.00% |
|Variance text: ||Budget variance less than 5% |
|Whole Life Cost: ||£31.10m |
|WLCost text: ||NGSS received approval for the FY 14/15 budget, up until the end of said financial year. This will then be reviewed/amended accordingly for FY 15/16. NGSS will continue to monitor finances throughout the year. |
|Notes1: || |
|Notes2: || |
|Sourcefile: ||IPA_2015.csv |
All Projects (+dates)
All Projects (+costs)
Acknowledgement: GMPP data has been re-used under the Open Government Licence.