Recommendations for Improving IT Effectiveness - Maritime Costal Agency - Case Study Example

Systems for Enterprise Effectiveness - Recommendations for Improving IS/IT effectiveness Table of Contents 0.Abstract 3 2.0.Introduction 3 3.0.Evaluation of current IS/IT provision analysis 4 3.1.Identification of key performance indicators 4 3.2.Analysis of the role of existing systems in relation to business strategy 6 4.0.Discussion of any issues surrounding the organisation’s ability to make effective use of its information systems 7 5.0.Discussion of any issues surrounding the organisation’s ability to make effective use of its information systems 8 6.0.Business option 9 7.0.Conclusion and Recommendation 11 Bibliography 12 Systems for Enterprise Effectiveness - Recommendations for Improving IS/IT effectiveness 1.0. Abstract This report looks at the Maritime Costal Agency an affiliate of the department of Transport. The report analysis MCA’ s current IS/IT positions, looks that their current business structure and business option and makes recommendation to what needs to be done in order to make the agency more efficient. Highlighting some, important policies that need to be paid attention to reveals that the G-cloud policy and other Government policy are crucial in the attainment of an efficient means of working with suppliers with the Department for transport particularly MCA. 2.0. Introduction The Maritime costal agency is an affiliate to the department of transport within United Kingdom. MCA is therefore, accountable to the secretary of state for transport works with the department to endorse and enforce advanced principles of maritime safety, support economic growth, and minimise environmental impact through the development and implementation of the government’s maritime safety and environment strategy (mcga.gov, 2014). The main aim of MCA standards is to work towards reducing loss of life both at the cost and the sea, and through production of legislation and guidance on maritime matters, and offer certification to seafarers. All these roles are achieved using high-level standards with the aim of achieving its vision of being the best maritime safety organisation in the world. According to The Great Britain National Audit Office (2009, p. 8) core responsibilities of MCA include coordination and provision of a 24-hour search and rescue service; Maritime pollution prevention and coordination of quick and fast response to minimise the impacts of incidents of pollution; and Safety, security, and environmental standards maintenance particularly for vessels flying UK flag Based on National Audit Office (2009), the attainment of MCA IS/IT system objectives is crucial given the increase in size of the UK-flagged merchant fleet that called for increased inspection requirements with fewer surveyors to assist them in doing this (Clews, 2009). According to gov.uk (2012), the UK ICT Strategy was set out to guarantee the delivery of efficient, cost-effective public services that are responsive to businesses and citizen’s needs. In MCA, the government ICT strategy brought about the need for ICT systems some of which are made in-house currently while some of them has being outsourced. This is to enable MCA deliver the best results under three main objectives that include reduction of waste and project failure, and simulating economic growth; development of common ICT infrastructure; and utilizing ICT for change enablement and deliverance (Cabinet Office, 2012). 3.0. Evaluation of current IS/IT provision analysis The main objective for MCA is to be the maritime safety organization in the world. To achieve this objective effectively, management is paramount in areas like communication, data storage and access, and system and data delivery to customers. Business over the years has acquired new IT applications and systems to improve business delivery (Burr, 2009). This incremental approach in acquisition as led to the current situation where there are many applications making it expensive for the business to maintain. Management of the applications is complex and time consuming. Delivery of services is done from multiple pieces of computer applications, which makes it difficult to reconcile the services offered. This multiple-application approach has increased inefficiency through complexity instead of reducing it. 3.1. Identification of key performance indicators Currently, most of the existing systems were developed in-house and MCA maintained a high-level of expertise in-house to facilitate further development and maintenance. However, in-line with the government ICT policy, one objective is to create a central ICT infrastructure for use by all government or public sectors. In this case, the MCA is expected to make use of systems that will advance and protect UK’s national interests, abroad and at home. These systems need to ensure that there is active risk and opportunities management within and outside the maritime domain as a way of widening the security, prosperity, and resilience of the UK (HM Government, 2014, p. 9). In addition, HM Government (2014) reveals that UK Maritime industry unswervingly puts in up to £13.8 billion towards the national economy while indirectly contributing £ 17.9 billion. While using in-house ICT systems, MCA manages to obtain the highest level of system customization and efficiency (Shelly & Rosenblatt, 2012, p. 468). This way, Satzinger, Jackson, & Burd (2008, p. 304) reveals that it is possible for the agency to achieve precise specifications while covering every element of their business thereby practicing greater control. In addition, in-house system development at MCA guarantees availability of experienced support to manage and maintain the systems. The implication is that in-house systems are the best choice when basic software is required to offer non-sophisticated tasks (Keen & Fund, 2003, p. 129). MCA’s engagements are a critical national function. The period required for coordinating, searching, locating, and respond to maritime distresses is minimal. The need for a system that ensures that the business is in a position to respond within the shortest available time is important. Developing an IS/IT strategy will detail the available resources, any added software requirements that MCA can adopt to improve their response time and other applications required to improve customer service. In addition, customers are increasingly seeking for software that will win their confidence and this presents much competition for in-house packages compared to software obtained from established vendors. 3.2. Analysis of the role of existing systems in relation to business strategy Factory Counter Pollution OSIS (Oil spill information system) CSIS –(Chemical spill information system Strategic Search and rescue Integrated coastguard communication systems (ICCS), search planning activity, IMS vision (command and control), BOSS (run reports), SARIS (modelling tool for search patterns) Automatic identification system Support Administrative system Microsoft Office Financial management system EFIN Turnaround Ship registration Survey inspection advice system (SIAS) planning when the next ship is due for a 5 year survey, developed in house with limited flexibility. E-form, paper based format for legislation into electronic format. Consolidated European reporting system. Training and certification – CECS (Communication equipment checks system From the above diagram, we will see the different systems used in the different department and how important they are: The Systems used in the Search and Rescue are key to the business activities of MCA. These systems are fundamental to the daily activities of MCA and are very important to the agencies. These systems used in the counter pollution department (OSIS, CSIS). These system are important to the agency but not critical to the survival of the agencies. The system has being classified as Factory because they have high operational impact, low strategic impact. The systems of the Administration department have being marked as Support because they have low operational impact and low strategic impact. They are important but not key to the survival of the agency. The systems of the ship registration, training, and certification are systems that are of low operational impact but have a high strategic impact to the agency. They are very useful top the agency but not very important. These have being classified as the turnaround Systems. Communication equipment checks system (CECS) is also part of them.. (ISSPCSgroup - McFarlands Strategic Grid. 2014) 4.0. Discussion of any issues surrounding the organisation’s ability to make effective use of its information systems IS/IT plays crucial roles in MCA areas like search and rescue, counter pollution, administrative system and ship registration. In the past, Search and Rescue has been supported by numerous back-up infrastructures. However, the UK IT government strategy has introduced the use of g-cloud policy that has contributed immensely in the provision of multimedia tools that allow the agency to divert additional expenditure to small and medium enterprises (Maritime and Coastguard Agency, 2014, p. 21). With the implementation of MCA IS/IT strategy, the future of MCA will involve numerous changes essential for its services in the 21st century. For instance, by December 2015, some Maritime Rescue Coordination Centres like Portland, Solent, and Brixham will close while other sites like Swansea and Liverpool will not be providing rescue coordination roles (Maritime and Coastguard Agency, 2014, p. 12). Further, Maritime and Coastguard Agency (2014, p. 12) highlights that the remaining MRCCs will be improved to CGOC or Coastguard Operations Centres and networked through novel National Maritime Operations Centre in Fareham to command and control network with full resilient. These changes will result to a reduction in the number of in-house IT staff needs thereby promoting new staffing patterns reorganized in such a way that they reflect the present rates of incidents. Additionally, reduction in staffing will result to the retention of the top talent or highly trained personnel while providing additional full weekends and reduced night shifts (Maritime and Coastguard Agency, 2014). Other issues involve ship survey, inspection and certification, improvement of safety among seafarers, pollution reduction, and support for environmental sustainability. 5.0. Discussion of any issues surrounding the organisation’s ability to make effective use of its information systems Michael Potter listed five key evaluation points for competitiveness i.e. Customer, Competitors, / Industry, Substitute products, new entrants, and Suppliers and this will be used to evaluate the cost and benefits of the new IT/IS strategy. Competitors – provide a fine benchmark on the system specifications needed to implement the strategy while improving the level and quality of customer service. To remain ahead of competition, the cost of system increases with higher system customization. New Entrants: despite not being under any threat from new entrants, MCA IS/IT strategy offers cost benefits in that not new entrant can increase costs through introduction of new system requirements. Suppliers: With the proposed migration to cloud, MCA need to consider the cost of support from the suppliers. One of the reasons for the revision of the current IS/IT Plan is the high cost of maintaining several pieces of software applications. While it is argued that cloud applications are cheaper to maintain, choice of the correct supplier is important. Cost in cloud will include the cost of hosting the applications. With the proposed acquisition of additional storage facilities, it is important for management to review the cost of third party hosting services and that of Software-as-a-service provided by several cloud providers. Replacement of the existing desktop computers with Windows 8 laptops will offer a key business to Microsoft. The power to negotiate a favourable deal with the supplier of the equipment is critical. Acquisition of new hardware can and will be, very costly to MCA. The organization need to up its negotiating ability to reduce the cost burden. Substitutes – support of the IT systems today is very high. The exploration of substitutes such as the adoption of SaaS and outsourcing the support of the systems is important. MCA can reduce its burden of support by acquiring few applications especially for administrative purposes, integrating the management of the core functions especially the OSIS and CSIS. One integrated communication system will enable MCA to cut its communication cost, while reducing the time and effort required collating the information from multiple platforms. Customers – MCA’s customers necessitate the adoption of the new application to improve agency’s information access efficiency. With new e-Forms accessible online the cost of customer management and filing of data reduces (PORTER ET AL 2005) 6.0. Business option Investment in a new IT plan will cost the business cash flow that could be used in other areas to improve service delivery. Organization Behaviour is how individuals, groups and structure of an organization affects its business. The Impact of the new strategy plan to MCA will be massive. The reaction of the business owners is important. This is also going to have a say in the future projects of MCA. Some Current On-going and future projects of MCA are: Modernising Her Majesty’s Coastguard: Following extensive consultation and Ministerial decisions announced on 22 November 2011, MCA plans to reduce their data centre to two major data centres in Fareham and Aberdeen which will be supported by Ten coastguard operational centre and fifteen marine offices and 160 radio stations. Reviewing the Ship Survey, and Inspection Regime: MCA’s reviews of ship surveys and inspections will focus on improving the efficiency of customer demands, and of statutory obligations. This will be build on the need for excellent customer service, and to underpin and enhance their reputation in the shipping industry. Improving the management, leadership and delivery capacity of the Coastguard Rescue Service: MCA will enhance support, training, leadership and management provided to their cadre of volunteer Coastguards who make up the Coastguard Rescue Service and who support their local communities and the wider UK search and rescue effort by carrying out search activities and specialist rope, water and mud rescues. Replacing of the old contracted counter-pollution dispersant spraying aircraft with larger and faster Boeing 737s and acquires a new national civilianised search and rescue helicopter is other equipment that MCA is looking at. Delivering savings of 33% on our administration costs: The Government has deemed it necessary for government organisation and offices to reduce their administrative cost by 33%, which MCA has, being and is still working hard to achieve through a range of measures aimed at: increasing efficiency and effectiveness in the MCA operating model. Working in line with government cloud policy (G-Cloud): Government is committed to the adoption of cloud computing and delivering computing resources to users as needed (an on-demand delivery model) and wants Business to migrate most of its applications to the Cloud, this will have a major impact on how information is accessed within and outside the business. MCA is working to comply with government policy on this. MCA receives funds from the department of finance and also has to apply for any special funding above £1,000,000. This Is to help the department of transport monitor the expenses that MCA incurs. (MASSEY, A., 2014) 7.0. Conclusion and Recommendation The paper offers sufficient ground for my recommendations entailing the implementation of the IS/IT plan within a five year period. a. I recommend the Implementation of an integrated portal (E-forms) and its fast-tracking because it will ease communication and information sharing between MCA employees and clients and suppliers. The rollout of new hardware changes in should not be included in this plan but a plan to phase out the desktop computer should be in place spanning around four phases extending 2014-2018. Replacement of desktops with laptops is nothing but a ‘big-bang’ many things will need to be implemented - sitting areas, security, monitoring, and distribution of the new laptops. This will challenge the IT department if it is done without the necessary breaks of phases. b. I recommend that due to the difficulty in getting funds from department of transport, especially when the project is going to cost above £1,000,000, the project commencement is delayed until the next budget year for allocation by the department for transport. c. I recommend training given that the new IS/IT Plan requires knowledgeable employees to implement successfully. With an eye on the Modernising of her Majesty’s coastguard project, it will be important and key that the staffs is adequately trained have in mind that some staff are going to overhauled after every six months to capture and reflect any changes. This type of overhaul will require the organization to invest huge amounts of funds in training alone and such training can spread with five years. The changes will also affect service delivery. d. I recommend that the Chief Executive Officer and other executives spearhead the implementation of IT/IS strategy successful by setting and maintaining a new culture within the organization for other employees to follow. e. I also recommend that a committee should be appointed to see to the implementation of government policies like G-Cloud and delivering savings on the administration cost. This will help fast track the implemental. Bibliography ANON. (2014). Government Cloud-Strategy. 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Cambridge Mass: Course Technology. Shelly, G. B., & Rosenblatt, H. J. (2012). Systems analysis and design. Boston: Course Technology Cengage Learning. The Great Britain National Audit Office. (2009). The Maritime and Coastguard Agencys response to growth in the UK merchant fleet : report. London: TSO. Toolkit. (2014). McFarlans Strategic Grid. Retrieved August 15, 2014, from visual.placedermi.org: http://visual.placodermi.org/2009/01/14/toolkit-mcfarlans-strategic-grid/ Read More