Merging Processes and Standards Swindon BCS 15 May 2008

1. Merging Processes and StandardsSwindon BCS 15 May 2008 Andrew WatsonChief Information Officer ACPO Lead - ITIL

2. BTP • Britain’s only National Uniformed Force • Firsts • to make an arrest using Technology • to have dogs • to have a women's section • One of the oldest Forces in the world • Britain’s most bombed Force

3. ITIL

4. The Question Why would I want to merge processes and standards?

5. Keep the information flowing

6. Keep the blood flowing

7. The Challenges of a CIO • Keep the blood flowing (especially to those small extremities!) • Fix everything immediately • Limited Resources • Unreasonable users (that do things you weren’t expecting) • Unreasonable organisations Do all of the above and be innovative and cut costs!

8. Journey

9. Journey

10. Journey

11. The Question Why would I want to merge processes and standards?

12. The Challenges of a CIO • Keep the blood flowing (especially to those small extremities!) • Fix everything immediately • Limited Resources • Unreasonable users (that do things you weren’t expecting) • Unreasonable organisations Do all of the above and be innovative and cut costs!

13. The Challenges of Policing • Prevent crime happening (especially the ones you didn’t know about!) • Solve all crimes immediately • Limited Resources • Unreasonable criminals (they don’t tell you before they commit crimes!) • Unreasonable customers Do all of the above, do school visits and walk the beat!

14. Chase and catch bad people that have done bad things .... …and then lock them up Traditional Policing

15. Modern Policing Stop bad people doing bad things ….. …. before they happen

16. Modern Policing • Intelligence Led • Target limited resources • Reduce reactive work • Be reactive ready National Intelligence Model

17. Grade it Tactical assessment Tasking Plan National Intelligence Model National Intelligence Model Take everything you know • Uniformed Action • Surveillance • Refer • More Analysis • What is someone actually going to do about this • Results become intelligence • 5x5x5 • Source trust level • Sharing code • Location Level • 1 – Local • 2 – Regional • 3 – National/ International • Problem profiles • Assessment Document • Tactical Options • Use all known sources of intelligence

18. Grade it Do an assessment Develop a tasking plan Commission Work Technology Intelligence Model Technology Intelligence Model Take everything you know • Use all known sources of possible future work • Incident Management • Problem Management • Change Management • Grade • Trusted • Probable • Hearsay / Rumour • Level • 1 – Local - LAN • 2 – Multi Site – WAN • 3 – External • Business Meetings • Legislation • Business Strategies • Projects • Press/ Media • Programme Management • Results become intelligence • Ignore • Note for the future • Task • Change Request • R&D Project • Policy/ Procedure • Force/ Dept Issue • Business Case

19. Programme Management PRINCE

20. Programme Management • Plan what you are going to do • Agree the product • Write your vision • Risk assess the plan • Keep checking what you are doing • Are you doing what you planned? • Reassess risks • Is doing the doing still going to deliver • the plan? • Do what you have planned Plan Do Check

21. Programme Management • Act by changing the plan • Plan what you do • Do what you plan • Keep Checking the doing Vs the plan • If required Act by changing the plan • Benefits and Impacts (TIM) • Easy Training • Principals not process • Scale Plan Act Do Check

22. Risk Management • Risks • Things that might happen • Issues • Risks that have manifested themselves • Effectiveness • Number of issues that were identified Risks • People • Process • Technologies • Facilitated Sessions • Avoid Blind Risk Transfer • Define – risk and owner • Granularity • Probability/ Impact Assessment • Action • Residual Risk • Review Regularly • Embed it!

23. Governance • Purpose • Comfort for the CIO • Keep focus • Passive information gathering Trust but Verify трест, но проверяет

24. Governance • Focus on the basics to start with • Internal Targets • Firmly • Expand scope over time • Formal SLAs • More and External targets

25. Governance • Evolve but avoid frequent changes • Maturity • Searching to sharing • Softer Touch • Learning Opportunity

26. Techstat

27. Governance NIM PDCA Processes and Standards ITIL Risk Management

28. The Original Question Why would I want to merge processes and standards? Benefits

29. Soft Benefits • CIO Comfort • No surprises • Business Happiness • Clarity of Services • Consistent Delivery • Challenging but achievable workload • “Good Busy” Fewer Surprises

30. Hard Benefits • 500% increase in service desk calls • 200% increase in first time fix • Staff Utilisation - 92% • No IT Staff in top 10% of internet users • Change in approach • 1/3 of all calls open for more than 3 months – 2005 • Current average of 7% out of SLA across all calls - 2008 • ICT Support off the business problem list • staff survey 2005 - 1st of 7 on the issues list • 2007 - 9th of 11

31. Straplines • This is not rocket science • All good models are just good sense • All models are wrong • None fit perfectly in some sense for your business Models were not written for you, your experiences, your circumstances or your current organisation status

32. Advice • Models can be made to work • Get Leadership and Sponsorship • Map your processes boundaries • Be honest about your weaknesses • Research Options, Pick carefully, Test and Implement • Simple is probably best • Never be satisfied • Be wary of Snake Oil Salesmen …and that may be me!

33. Questions andrew.watson@btp.pnn.police.uk 0207 830 8881