Gateway Project Review - Report Example

mmеrсiаl Рrоjесt Маnаgеmеnt Student’s Name Subject Professor University/Institution Location Date Table of Contents 1.0 Introduction 3 2.0 Gateway Review Process 3 4.0 Business Case and benefits management 4 5.0 Plans for continuing improvements in the value for money 5 6.0 Plans for continuing improvements of performance and innovation 6 7.0 Review organizational knowledge and maturity targets 8 According to Computing (2009), the Quality of Service (QoS) provides business applications with time sensitive traffic, video collaboration and cost saving while providing a 24/7 monitoring, support and management service for its customers. Its decision is strategically based on organizational standards. The National Architecture Design Board is mandated to provide quality assurance to Chief Information Officer for Wales on technical design of the systems. This helps the organization to obtained expert advice to identify potential options. PSBA feasibility goes through the NADB three steps process. The Stage 1 ensures its strategic fitness where the new IT plans match Wales IT standards. Stage 2 focuses on requirements and design by involving clinicians as end-users for gathering and design. Stage 3 follows authority and implementation after the system is sufficiently tested for clinical environment (Ray 2012). 8 8.0 Readiness for future – Planning for service provision 8 9.0 Conclusion 9 References 9 1.0 Introduction PSBA was incepted in 2004 as a collaboration activity across Welsh public sector. The vision, motivation and process development was provided by Welsh Assembly Government. This created PSBA partnership involving public sector bodies who finance and use the PSBA Network (Baxter, Schoeman, Goffin & Micheli 2010). The initial users include Health sector, the general practitioners (GPs) and hospitals, all the 22 Unitary Authorities, the Higher and Further Education including the colleges and universities. PSBA services can be used by any organization in Wales providing public sector services (psba, 2010). The paper will compare its process through the lens of Gateway Review Process. 2.0 Gateway Review Process Gateway Project Review is a process which ascertains the readiness of a program to allow progress to its next phase in six key stages of project life. Its purpose is to assess Business Case justification and realistic investment decision. It confirms the business needs for investment; assess the delivery of benefits and effectiveness of management processes. It confirms adequacy of resources for successful project management, the continuity of key personnel and the fitting of the changes made. It confirms the ongoing process, change, value improvement and plans to mange it to conclusion. It finally evaluates the actions geared in implementing recommendations and confirms exit strategy and re-completion arrangements. 3.0 Review of operating phase PSBA network was integrated based on an objective of enabling greater efficiency and promote collaborative potential to support improved services delivery for Wales community (Wandersman 2009). The new network focus was to deliver secure and more effective information sharing across sectors. This would touch every public service to facilitate richer services delivery. It would allow better classification of different applications for appropriate relative priorities such as online clinical applications for less critical services. Key project stakeholders include the Local Government, Education and Health. The network is currently used by Hospitals, Unitary Authorities, Universities, General Practitioners, Emergency Services, Further Education Colleges and other organizations funded through the public sector. The committee formed by representatives of the stakeholders reviews the likelihood of achieving the projected business benefits by presenting their organizational needs. Logicalis, an expert technology operator assigned to the project avails the procedures and processes for long-term project success and confirms performance of necessary testing including commissioning, business integration and the user acceptance testing for client satisfaction and readiness of client to approve implementation. 4.0 Business Case and benefits management PSBA deliver business goals and also support the wider business change with a clear and realistic scope and requirements (Schoeman, Baxter, Goffin & Micheli 2012). PSBA responds to increasing pressure in public sector of delivering improved services and keeping costs down. Its benefits promote collaboration where organizations work together providing citizen-focused services (Walker, Bourne & Rowlinson 2008). PSBA is such a shared physical network and its virtual private networks for specific organization and service promote safer and easier information sharing between organizations. Other benefits include shared services, maintained and improved security, rationalized data and voice network infrastructure, bandwidth and resilience and flexible working. PSBA is meant to provide business applications with time sensitive traffic, video collaboration and cost saving while providing a 24/7 monitoring, support and management service for its customers. Its decision is strategically based on organizational standards. It is replacing dawn2 which has been for the last 7 years provided excellent services. The communication services delivery respond to day to day requirements of telephony, video conferencing, data centers, emails and websites. The PSBA has a robust business case by defined reasons and justification for the project. It covers an entire scope of public sector. As a robust communication service it drives many benefits to public sector through reducing in communication costs. IT has improved collaboration through increased quantity and quality of information sharing for public service organizations in Wales. It provides consistent national coverage as it covers the whole of Wales through an increased network capacity. It provides a resilient networking through state-of-the art system. 5.0 Plans for continuing improvements in the value for money The stakeholders’ involvement seeks the highest profitability through participation and collaboration. PSBA as a collaboratively implemented and shared project products and services will mean reduced cost of infrastructure, operation and reduce the duration of completion and delivery. As Aaltonen, Jaakko & Tuomas (2008) demonstrates, the finances and costs are met through contributions from partnering sectors who puts to the budget for core infrastructure of the project. Its preferred way forward is for the system incorporate safety, security and fit for its purpose. It considers the market interest through effective and efficiency services and gains currently for major offices for 22 local authorities, hospital and doctor’s surgery, every university and college. Internal, external authority and support are well defined and a team to ensure risks and risk management plans are monitored. With public support through funding, personnel and collaboration, it confirms the availability of necessary resources for the deliverance and management of the project successfully. Key personnel continuity in management will ensure that the agreed changes do not compromise original procurement. Representatives from public services sectors will also check on the ongoing requirements, continuous improved value for money, the plans to manage to conclusion and the validity of exit strategy for re-completion. 6.0 Plans for continuing improvements of performance and innovation The project has sufficient personnel being governed by the Program Board, the strategic owner of PSBA Network and provides the leadership, the direction and control to their governance bodies. It is an enabler for connections and focusing on benefits of Network. Other bodies include Management Board which report to Program Board and mandated for financial and contractual management through its Project or Service Manager. Operation Delivery Group assures operational delivery of the Network. Technical Design Authority assures and provides technical policies and designs for standards, best practice and future directions. Change Advisory Board ensures changes and appropriate management and review requested changes. The team is responsible to look at the management control in place and the way to manage the project through completion by continuous support, following the procurement strategy. Walker, Bourne & Rowlinson (2008) further argues that, the ongoing direction and governance are provided by representatives from the service users and Welsh Assembly. The Welsh Assembly Government core team manages various activities and interactions between mandated Logicalis, sector clients and supplier. Logicalis UK Ltd is mandated to deliver PSBA network as required and acting on behalf of the partnership of the PSBA. Operating from Nantgarw, Cardiff, they provide the design, the deployment and integration process and PSBA management. 7.0 Review organizational knowledge and maturity targets According to Computing (2009), the Quality of Service (QoS) provides business applications with time sensitive traffic, video collaboration and cost saving while providing a 24/7 monitoring, support and management service for its customers. Its decision is strategically based on organizational standards. The National Architecture Design Board is mandated to provide quality assurance to Chief Information Officer for Wales on technical design of the systems. This helps the organization to obtained expert advice to identify potential options. PSBA feasibility goes through the NADB three steps process. The Stage 1 ensures its strategic fitness where the new IT plans match Wales IT standards. Stage 2 focuses on requirements and design by involving clinicians as end-users for gathering and design. Stage 3 follows authority and implementation after the system is sufficiently tested for clinical environment (Ray 2012). 8.0 Readiness for future – Planning for service provision The Welsh public sector staffs are adopting the flexible working possibilities of PSBA to work at home, while on move and from other offices. This has reduced the travelling expenses and time and increases productivity. Staff can have access to their organization and activities and perform without attendance to workplace. There are ongoing preferred way forward for the PSBA system such as continuous incorporation of measures for safety, security and fit for its purpose. It considers the market interest through effective and efficiency services and gains currently for major offices for 22 local authorities, hospital and doctor’s surgery, every university and college. Internal, external authority and support are well defined and a team to ensure risks and risk management plans are monitored. According to Baxter & Schoeman (2010), PSBA portal is currently offering some functionality such as Home page for introduction, notifications and overall service status, requests, connectivity orders, site visits, network reporting, network status, incidents and user administration. 9.0 Conclusion PSBA project relates with Gateway Review process which confirms that it is a success. Its initial deliveries has established a secure portal providing users with most secure access of services across PSBA network, complete flexibility of 24/7 access, sight to real-time status and network services, tracking Wales Managed Service Centre calls for logged on-line and by telephone and monitoring of local services performance. As Micheli, Schoeman, Baxter & Goffin (2012) demonstrates the public sector staffs are adopting the flexible working possibilities of PSBA to work at home, while on move and from other offices. This has reduced the travelling expenses and time and increases productivity. As Esteves & Joseph (2008) argues, PSBA will continue to improve services delivery across organizations, created business cases and paved ways for long-term business benefits. References Aaltonen, K, Jaakko, K & Tuomas, O 2008, ‘Stakeholder salience in global projects,’ International Journal of Project Management, 26(5), 509-516. Baxter, D, & Schoeman, M 2010, ‘Public sector innovation. The role of commercial partnerships,’ UK: Cranfield School of Management Retrieved from/http://www. som. cranfield. ac. uk/som/dinamic-content/news/documents/4191. pdf S. Baxter, D, Schoeman, M, Goffin, K & Micheli, P 2010, ‘Public sector innovation: The role of commercial partnerships.’ Chen, J & Askin, R G 2009, ‘Project selection, scheduling and resource allocation with time dependent returns,’ European Journal of Operational Research, 193(1), 23-34. Computing, H P 2009, ‘NHS-HE Forum,’ Patients are all smiles: dentistry students excel in first year, 24. Esteves, J & Joseph, R C 2008, ‘A comprehensive framework for the assessment of eGovernment projects,’ Government Information Quarterly, 25(1), 118-132. Micheli, P, Schoeman, M, Baxter, D & Goffin, K 2012, ‘New Business Models for Public-Sector Innovation: Successful Technological Innovation for Government,’ Research-Technology Management, 55(5), 51-57. OGC and DH Gateway process. ( 2007, February 15). Retrieved Mar. 20, 2013, from The National Archives: http://webarchive.nationalarchives.gov.uk/+/www.dh.gov.uk/en/Aboutus/Procurementandproposals/Publicprivatepartnership/Privatefinanceinitiative/InvestmentGuidanceRouteMap/DH_4133544 PSBA 2010, ‘History of PSBA,’ Retrieved Mar 20, 2013, from Public Sector Broadband Aggregation in Wales: www.psba.org.uk PSBA. 2011, Feb. 15, ‘The PSBA Network Wins 'e-Government Excellence: Shared Services' Award: Celebrates Effective Services and Efficiency Gains in Public Sector,’ Retrieved Mar. 20, 2013, from PR Newswire: http://www.prnewswire.com/news-releases/the-psba-network-wins-e-government-excellence-shared-services-award-116217279.html Ray, M L 2012, ‘Using a training-of-trainers approach and proactive technical assistance to bring evidence based programs to scale: An operationalization of the interactive systems framework’s support system,’ American Journal of Community Psychology, 1-13. Schoeman, M, Baxter, D, Goffin, K & Micheli, P 2012, ‘Commercialization partnerships as an enabler of UK public sector innovation: the perfect match?’ Public Money & Management, 32(6), 425-432. Walker, D H, Bourne, L & Rowlinson, S 2008, ‘Stakeholders and the supply chain,’ Procurement Systems-A Cross Industry Project Management Perspective, 70-100. Wandersman, A 2009, ‘Evaluation as an Intervention to Help You Achieve Results: Empowerment Evaluation.’ Wandersman, A 2009, ‘Four keys to success (theory, implementation, evaluation, and resource/system support): High hopes and challenges in participation,’ American Journal of Community Psychology, 43(1), 3-21. Read More