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Best Practice OSNI – CAMEO project ( C ustomer A ccess to M aps E lectronically O nline). Strategic Context. The final report of the OSNI ICT Strategy (January 2002) recommended OSNI to

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strategic context
Strategic Context
  • The final report of the OSNI ICT Strategy (January 2002) recommended OSNI to
    • ‘…provide mapping products and other data electronically to customers in a format that meets their specific needs, rather than only providing standard products.’
strategic context1
Strategic Context
  • A review of OSNI’s ICT infrastructure (July 2002) identified web access to data as a key strategic enabler within the ICT Strategy.

This review recommended

‘… access to OSNI mapping via the Internet, in line with the mandates of the modernising government agenda.’

strategic context2
Strategic Context
  • The Modernising Government and e-Government agenda focuses on citizens’ and business needs and makes a commitment to provide all key services electronically.
  • There were four guiding principles:
    • Building services around citizens’ choices
    • Making government and its services more accessible.
    • Social inclusion.
    • Using information better.
strategic context3
Strategic Context
  • OSNI undertook a comprehensive customer survey in 2004
    • The major customer requirement was to have up-to-date data as accurate as possible and supplied as speedily as possible.
  • OSNI’s Balanced Scorecard reflects the strategies above
    • OSNI will also support, where appropriate, the creation of new types of information and enable access accordingly…
business case benefits
Business Case - benefits
  • Phase 1a – To implement a public facing eCommerce system that would enable customers to purchase or license OSNI products and services online.
  • Phase 1b – To enable OSNI’s account/debt customers to purchase online, without having to use a credit or debt card. Account customers will be invoiced at mutually agreed intervals.
strategic context4
Strategic Context

The increased popularity in the eCommerce channel has enabled OSNI to realise three key benefits:

  • Reduced customer dependency on the OSNI shop and back office. Shop opening hours have reduced by 15 hours per week. The revised hours reduce shop running costs by approx £60,000 per annum.
  • Enable OSNI to release shop and back office staff back into core business areas. Reduced from 20 to 15, including a team of 3 managing and maintaining the web based services. Saving annual running costs of approx £150,000.
  • Reduced administration overheads in relation to the licensing of digital data. In the 22 months of trading, customers have purchased in excess of 4000 digital licensed products.
  • Market (Customer) Research
  • Scoping Study (Based on research and Strategic drivers)
  • Business Case (DCAL and DFP Approval)
  • Expressions of Interest, from suppliers (to produce short list)
  • Operational Requirement
  • Invitation to Tender (OJEU)
  • Award of Contract 2005
    • Fujitsu – eCommerce and site structure
    • 1Spatial – mapping and spatial components
  • Prince II
  • SRO
  • Project Board
  • Project Team
  • Requirements Team
  • Test Team
  • Checkpoint Meetings

  • Ecommerce solution
    • Allowing browse, search for and purchase of OSNI goods and services online by:
      • Conventional Web page browsing or
      • Using an interactive map browser
does it work
Does it work?
  • Total sales since go live (April 2007)
    • £800,000
  • Number of transactions
    • 30,000
  • Number of registered users
    • 17,000
  • Successful completion of orders
    • 98.7% ( 1.3% failed or cancelled orders)
does it work1
Does it work?
  • Supplier
    • Yes - it is what OSNI asked for
  • OSNI
    • Yes - but could be better
  • Customer
    • Yes – “fantastic”
    • Yes – “eventually, difficult to use”
    • No – “worst site I have used, %%*$”
defining requirements
Defining requirements
  • Vision and concept
  • Operational requirements

Further developed through:

  • Workshops
  • Functional specifications


  • Develop requirements
  • Involvement of key staff


  • Clear understanding and documentation of requirements
  • Buy in from key staff
  • Identify scope and expectations


  • Involves staff
  • Helps both parties understand requirements and scope
  • Forum for discussion
  • Defines expectations
  • Time consuming

Lessons learned

  • Ensure key staff are involved.
  • Maintain interest.
  • Manage expectations.
  • Documentation is clear.
  • Agreement is reached
  • Revisit.
functional specifications
Functional specifications


  • Time consuming
  • Difficult to understand if not in context.
  • Invaluable as reference when testing system
functional specifications1
Functional specifications

Lessons learned

  • Can be ambiguous.
  • Difficult to interpret without technical knowledge.
  • Staff skim read drafts owing to time restrictions.
  • Agree and rework until clear.
user acceptance testing
User acceptance testing
  • Test against Functional specifications
  • Agree test methodology
  • Agree acceptance criteria
    • Severity rating for bugs and defects
    • Acceptable number of bugs and fixes
  • Sanity test
  • Involvement in test phases
  • Patience
acceptance and go live
Acceptance and Go-Live
  • Test again in live environment
  • Perfection achievable?


  • Customers
  • Staff training
  • Contingency planning
  • 2006 GoldenEyeT Public Sector Award
    • The annual award recognises the increasing use of 21st century technology and online delivery within the public / government sector.
    • The award also recognised CAMEO as an individual project that displayed innovation in the delivery of public sector services via information technology.
  • Information Fair Trader Scheme (IFTS) by the Office of Public Sector Information (OPSI)
    • The main principles are Openness, Transparency, Fairness, Compliance and Challenge (through a Complaints Process).