Informatyion Technology Stocktake
Maurice Williamson CommunicationsExecutive summary
Ministerial concern about the risks associated
with public sector information technology (IT) projects has led to a 'stocktake'
of the IT activities of 41 government departments. This paper reports on the
results.
Technologies
The stocktake showed that departments depend heavily on information techno-logy as the main infrastructure for running their businesses. Among the departments surveyed, 455 applications are in use and 174 major IT projects are running or have been initiated over the last five years.
The number and the scope of these projects indicate that departments are
keeping up with the rapid changes in information tech-nology. Classical
computing has largely given way to client/server technologies. Internet
technologies, as well as open systems that can collect and share infor-mation
across departments ('data warehousing'), are either in use or about to be
developed.
Expenditure
Expenditure on hardware and software over the past three years was $369.5 million - that is 0.35 percent of government revenue in 1996. This is half of the international average for government expenditure on IT in 1996. However, it should be noted that the New Zealand figure contains only hardware and software expenditure, whereas the international figures are likely to include other IT expenditure. Overall expenditure on major IT projects initiated and completed over the last five years was $186.2 million. This represents a two percent under-expenditure on the total of the budgets for these projects.
Management
Management of IT and IT projects in departments has improved since computing in the State Sector was last reviewed in 1991. Gaps in the linkage of corporate business objectives to information system plans have been closed and IT standards and methodologies are widely used. This is reflected in the fact that, of 174 major projects, only three have been terminated before completion and another three are on hold.
Areas of risk
Overall, the review showed that departments perform well in managing complex, large-scale IT projects. However, it also identified areas in which the Govern-ment could be exposed to a considerable degree of risk. These areas should be carefully monitored.
Risk management
Departments did not always use risk management, or assess the risks before major projects began. In order to mitigate risks to the Govern-ment and to themselves, departments should carry out formal risk assessments before every IT or IT-related project.
Supplier dependencies
The survey also showed that given the large number of IT projects,
departments have to rely on a relatively small pool of vendors, outsourcing
contractors and consultants. It is important that the departments' relationships
with these suppliers are well managed, so that the inevitable dependencies do
not have adverse effects on any of the parties.
Outsourcing
Government departments could be exposed to considerable risk by out-sourcing
strategic areas in IT such as key human resource aspects of IT manage-ment, and
certain functional areas such as high-level business analysis and system and
technical strategy. This could lead to a loss of expertise in the core business
sectors of departments.
Planning
There appears to be significant interaction between departments on IT
matters when critical decisions need to be made. Planning, however, seems to be
done with little formal input from other departments. It will become even more
important in the future for departments to co-ordinate between themselves and
co-operate to make more and better information available.
Conclusion
This stocktake was designed to provide a listing of the
projects and their costs and the procedures and standards departments have in
place to manage their IT projects.
It has shown that departments are generally managing their IT projects
effectively, and within budget.
Terms of reference and approach
1.1 | Background
Information technology has become, and will continue to be, a major vehicle Many of the capital expenditure proposals that will come before Cabinet in This report is the result. The information it contains will, if kept up to |
1.2 | Terms of reference
The stocktake had to achieve the following:
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1.3 | Approach
The stocktake team comprised two consultants from Pohlen Robinson, a New Two questionnaires were developed for all departments to complete. These Departmental IT Profile IT Projects
The definition excluded projects that met the criteria but were system The complete data set will be presented as a database on the Internet at |
1.4 | The information base - understanding the data The stocktake did not require departments to verify their responses by, for example, providing relevant documents such as departmental accounts, policy statements, procedure manuals, and progress and audit reports. It is therefore not possible to state how accurate the cost figures are, whether procedures are actually used, how well applications work, or why a given project succeeds or fails. A more in-depth analysis would require fuller investi-gation. The stocktake was designed to provide a listing of the projects and their costs, and the procedures and standards departments had in place to manage IT projects. If these are satisfactory, it is more likely that projects will be both well implemented and effective. With respect to cost data, departments were generally able to supply figures |
IT Costs
2.1 | Hardware and software
All departments purchased or leased hardware and software over the three Table 1: Total expenditure on Hardware and Software
This expenditure represents 0.35 percent of Government revenue1. The 1996 international average for governments is 0.7 |
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2.2 | Outsourcing
Over the last three years, departments have spent an estimated total of |
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2.3 | Outsourcing
The total expenditure on projects completed and initiated over the last five This figure is not directly comparable to the above figure because IT 1 For 1994/95 and 1995/96 the Actual Total 2 IS Budgets Fail to Reflect Real IT Spending. Gartner Group, 3 IS Budgets Fail to Reflect Real IT Spending. Gartner Group, |
IT management
3.1 | Project successes and failures
Projects completed Costs in relation to budget There was under-expenditure on projects, which corresponded to four percent Definition of failure In many cases, sophisticated set-ups, the increa-sing complexity of IT, and Because large-scale projects involve complex technical and managerial Gartner Group suggests that a definition for large-scale project failure is New Zealand Government experience |
3.2 | Overall IT management
Links to strategic and business planning Good practice5 occurs where there are strong IT management structures This indicates that there is, in most cases, a strong link between the IT standards Respondents were asked to indicate whether they had certain standards in 40 of the departments reported that they had desk top hardware standards, |
3.3 | Project management tools and methodologies 35 departments indicated that they used project management tools or methodologies, and seven did not indicate one way or the other. Good practice7 is to have a standard methodology |
3.4 | Risk management 27 departments had standards for risk assessment in place. 27 said these stan-dards were documented. Some did not have their own risk assessment standards, but were able to say they used documented standards because they used those of their vendors. Good practice8 is for every project to have This reflects a need for greater awareness of risk management practices. 4 Charting the Seas of Information Technology 5 Review of Computing in the State Sector. PA Consulting Group, 6 Review of Computing in the State Sector. PA Consulting Group, 7 Review of Computing in the State Sector. PA Consulting Group, 8 Review of Computing in the State Sector. PA Consulting Group, |
4. IT trends
4.1 | Hardware
Application architectures Client/server architectures are up to date and widely used in both the 41 projects were based on classical (mainframe) computing models. Classical |
4.2 | Networks Device connectivity The stocktake shows an increase in device connectivity, reflecting the trend in IT to focus on making more and better information available to all members of an organisation. Internet mail access Local Area Network access World Wide Web access Future Projects |
4.3 | Software Project functionality The departments listed and described 174 major IT projects. Generally, these were categorised as addressing functional areas that covered the departments' own business needs, such as operations, systems, finance, corporate and purchasing. Reported key benefits of the projects were improvements in cost efficiency and quality of service. Most departments had developed database and management applications that were In particular, their use of BPR tools could be a subject of further interest. Interfaces between new systems and existing systems This is a considerably high degree of interaction. Among other things, it |
4.4 | Open Systems The trend toward client/server application architectures and systems that enable information to be collected and held in common indicate a trend toward open systems that allow much more interaction and sharing of information between computer systems than did the proprietary systems of the past. Open systems enable the departments to meet the requirements of a new era of |
4.5 | Outsourcing Of the 455 applications running in departments, 283 were purchased and 171 developed in house. Outsourcing of IT services does not apply only to applications development. In this connection, a considerable number of departments (25) have outsourced Although there is no hard and fast rule in this area, such a high level of 9 Creating IT Processes: Organizing Work |
5. Key future issues
5.1 | Use of the stocktake information base
The Government has agreed that the stocktake of IT projects should be kept up Technology has been growing explosively over the last five years, and will Recent concerns about information sharing and co-ordination are not new. The "Departments individually and collectively need to keep abreast of the There appears to be significant interaction between departments on IT An analysis of the projects listed in the stocktake identifies the following |
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5.2 | Accountability
Chief executives Chief executives should ensure that:
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5.3 | Risk management expertise
The stocktake has shown that IT projects expose the Govern-ment and its Good practice is for departments to assess the risk of IT projects, using Even though a considerable number of projects were reported as incorporating For example:
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6. Risks to Government
Although the IT stocktake was not designed to assess IT-related risk that Government is exposed to, the following issues have emerged. |
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6.1 | Supplier dependencies
The stocktake has revealed that the Public Service undertakes a significant With the move away from mainframe-based IT systems to smaller client/server |
6.2 | Outsourcing
While outsourcing many IT functions is commonly accepted practice, the This risk falls into two broad categories. Firstly, there is the contractual |
6.3 | Risk management
As noted in section 3.4, only 27 departments had risk assessment standards in |
6.4 | Increased dependency on IT
The use of IT pervades the operation of departments. It has truly become the |
6.5 | Change
As revealed by this stocktake, departments have joined the wider trend to Once again, this is not seen as a risk in itself. What is important is that The rapid pace of change in the global information technology environment |
7. Key figures
from the stocktake
7.1 Expenditure on IT by
government departments over the last three years
Computer system numbers and costs
The following table summarises
the numbers and costs of all minicomputer, server and mainframe systems
purchased or leased over the last three years.
Table 3: Total expenditure on computer systems
Item | Total number of units purchased or leased over the last three years | Total cost of purchases and leases over the last three years ($000's) |
Mainframes | 7 | 75,258 |
Servers | 694 | 24,090 |
Minis | 211 | 11,986 |
Total | 111,334 |
Desktop hardware numbers and costs The following table summarises
the numbers and costs of departmental purchases of desktop units over the last
three years.
Table 4: Total expenditure on desktop hardware
Item | Total purchases over last three years |
Total spent ($000's) |
Desktop PCs |
21,174 | 62,701 |
Portable PCs | 763 | 4,356 |
Laptops | 2,440 | 15,124 |
Network computers | 0 | 0 |
Terminals | 644 | 1,291 |
Workstations | 89 | 2,633 |
Printers | 2,591 | 8,240 |
Total | 94,345 |
Software costs The following table summarises the total costs of
software purchased or leased over the last three years.
Table 5:
Total expenditure on software
Software | Total cost of purchased and leased software over the last three years ($000's) |
User licenses | 270 |
Operating systems | 13,229 |
Database systems | 11,977 |
Application software: | |
Developed in-house | 49,132 |
Purchased from 3rd party | 33,327 |
Utilities | 4,781 |
Others | 51,163 |
Total | 163,879 |
7.2 Major IT projects in government departments
Departments were asked to provide information on all major IT projects that
were current or had been completed over five years ending 30 June 1997.
Total number and costs of projects
Within the departments
surveyed, there were 174 major projects listed either as current or initiated
over the last five years. Of these projects, 86 were completed, 82 were in
progress, 3 were on hold and 3 had been dropped.
The overall expenditure for the completed projects was $186.2 million.
Costs in relation to budget
For the following two tables, the cost
to 30 June 1997 has been subtracted from the relevant budget figure and the
difference calculated as a percentage of the budget. The tables give the
distribution of over- and under-budget projects for current projects and
completed projects. Budget data was received for 80 out of the 86 completed
projects and 62 out of the 82 projects in progress.
Current projects
For the 62 projects that are "in
progress", the following table presents the difference between the budget to
date and the cost of the project to date.
Table 6: Costs in relation to budget (current projects)
Difference % | Number in this category |
|
Over budget | More than 20% over budget | 2 |
-20% to -10% | 2 | |
-10% to <0% | 1 | |
On budget | 0 | 13 |
>0 to 10% | 14 | |
10% to 20% | 11 | |
Under budget | more than 20% under budget | 19 |
Completed projects
For the 80 projects that are "completed", the following table presents the difference between the budget to date and the cost of the project to date.
Table 7: Costs in relation to budget (completed projects)
Difference % | Number in this category |
|
Over budget | More than 20% over budget | 3 |
-20% to -10% | 4 | |
-10% to <0% | 4 | |
On budget | 0 | 40 |
>0 to 10% | 16 | |
10% to 20% | 8 | |
Under budget | more than 20% under budget | 5 |
Although 11 of the 80 (14%) completed projects came in over budget, the total
expenditure over budget was $3.8 million, which corresponds to 2% of the total
budget for all completed projects. For the completed projects that came in under
budget, the total amount saved was $7.2 million, which corresponds to 4% of the
total budget for all completed projects.
How critical are these systems? Respondents were asked to indicate the
criticality of the systems. Responses were as follows.
Table 8: Criticality of systems
System category | Number of projects in this category |
Mission critical | 71 |
Mission important | 40 |
Process critical | 15 |
Process important | 16 |
Infrastructure | 23 |
Reporting | 11 |
Note that some departments described their projects as falling into more than
one category, and therefore these are counted more than once in the above table.
Priority level of these projects
Of the systems that were in
progress, 109 were deadline critical and 55 were not.
What type of projects have been undertaken by departments over the last
three years?
Departments were asked to put their projects into
functional categories. The following table gives the total number of major
projects falling into each functional area.
Table 9: Functional areas of projects
Functional area | Projects addressing this area |
Manufacturing/operations | 46 |
Systems | 38 |
Customer service | 37 |
Financial | 28 |
Corporate | 28 |
Human resources | 13 |
Purchasing | 9 |
Distribution | 7 |
Scientific | 6 |
Fisheries services | 2 |
Miscellaneous | 26 |
Unspecified | 13 |
Note that some departments put their projects into more than one category,
and therefore these are counted more than once in the above table.
7.3 Outsourcing
The following table summarises the numbers of departments that reported their
plans for outsourcing IT services in the future.
Table 10: Outsourcing of IT services
Service | Number outsourcing some or all of the activity |
Number reporting 100% out-sourced |
Considering increasing level of outsourcing in future |
Considering reducing level of outsourcing in future |
Will not outsource |
Applications development/ implementation |
34 | 12 | 9 | 5 | 1 |
Applications maintenance | 33 | 10 | 11 | 4 | 3 |
Business analysis | 25 | 2 | 6 | 7 | 8 |
Data centre operations | 13 | 6 | 6 | 1 | 6 |
End user support | 25 | 6 | 11 | 3 | 3 |
Help Desk | 18 | 7 | 9 | 2 | 6 |
LAN design and implementation |
27 | 7 | 7 | 4 | 3 |
LAN operations | 20 | 6 | 8 | 3 | 4 |
System and technical strategy |
21 | 5 | 5 | 4 | 9 |
System design and analysis | 29 | 6 | 5 | 5 | 5 |
Technical support | 34 | 8 | 9 | 2 | 2 |
Training | 35 | 8 | 8 | 5 | 2 |
WAN design and implementation |
27 | 7 | 8 | 3 | 2 |
WAN operations | 19 | 13 | 7 | 1 | 5 |
Education pay service | 1 | ||||
Facilities management | 1 | ||||
Internet services | 1 | 1 | |||
Network management | 1 | ||||
Oracle DBA | 1 | ||||
Printing | 1 | ||||
Voice operations | 2 |
Appendices
Appendix 1 Participating Departments
The following departments returned profile and project questionnaires:
Crown Law Office
Department for Courts
Department of
Conservation
Department of Corrections
Department of Internal
Affairs
Department of Labour
Department of Social Welfare
Department of
the Prime Minister and Cabinet
Education Review Office
Government
Superannuation Fund
Inland Revenue Department
Land Information New
Zealand
Ministry for the Environment
Ministry of Agriculture
Ministry
of Commerce
Ministry of Cultural Affairs
Ministry of Defence
Ministry
of Education
Ministry of Fisheries
Ministry of Foreign Affairs and
Trade
Ministry of Forestry
Ministry of Health
New Zealand Health
Information Service
Ministry of Housing
Ministry of Justice
Ministry of
Pacific Island Affairs
Ministry of Research Science and
Technology
Ministry of Transport
Ministry of Women's Affairs
National
Library of New Zealand
New Zealand Customs Service
New Zealand Defence
Force
New Zealand Police
Office of the Auditor General
Office of Youth
Affairs
Public Trust Office
Serious Fraud Office
State Services
Commission
Statistics New Zealand
Te Puni Kokiri - Ministry of Maori
Development
The Treasury
Valuation New Zealand
Appendix 2 List of
IT projects
This appendix summarises the data from all the project questionnaires
returned by departments. The table below lists all projects identified by
departments. Summaries of the data collected about these projects follows.
Twelve departments specified a total of 44 projects that were not to be
identified under the Official Information Act. The reasons were either
commercial or security related. These projects are not included in the table
below.
Project Name |
Brief description |
Department |
Status |
|
Data Management |
Establish data management standards & platform for development projects |
Agriculture |
Completed |
|
Paquis |
Turn Key text management system for development of standards, workflow |
Agriculture |
In Progress |
|
Paeris |
Same as for Paquis but for plant & animal exports. Results help manage |
Agriculture |
On hold |
|
IMSIS 1 |
Document distribution & manage responses system. Results help manage |
Agriculture |
In-Progress |
|
IMSIS2 |
Electronic certification system based on website technology: with checking |
Agriculture |
In-Progress |
|
CABS |
Customer Account Billing System |
Commerce |
Completed |
|
FMIS |
Financial management Info Sap |
Commerce |
In-Progress |
|
IMP/DMS |
Information Management Project - Document Management System |
Commerce |
In-Progress |
|
Internet Access |
Provide Internet Access for public |
Commerce |
Completed |
|
LAN |
Installation of a Local Area Network hosting PC's and Netware file servers. |
Commerce |
Completed |
|
MVSR Replacement Project |
Redevelop Motor Vehicle Securites Register |
Commerce |
Completed |
|
PRISMS |
New radio spectrum management system. Replaces and upgrades existing systems. |
Commerce |
In-Progress |
|
REGIS Replacement Project |
Redevelop Companies Registor |
Commerce |
Completed |
|
Visitor Asset Management |
Database to assist the effective management of Visitor Assets |
Conservation |
In-Progress |
|
Customs Modernisation |
Replacement and integration of all core border management systems to support |
Customs |
In-Progress |
|
YR2000 Readiness |
Customs |
In-Progress |
||
FMIS |
Financial Management System |
Education |
Completed |
|
Property Management Information System |
Administers capital works projects and profile of Ministry's property |
Education |
Completed |
|
School Transport Funding System |
Calculates entitlement then funds school bus operators |
Education |
Completed |
|
Staffing Entitlement and Exception Reporting |
Calculates and maintains school staffing entitlements. |
Education |
Completed |
|
Catch & Effort |
Provide accurate catch and effort information for scientific Compliance and |
Fisheries |
Completed |
|
Implementation of Fisheries Act 1996 |
Implementation of the Fisheries Act including operational policy, standards and specifications and business process development and implementation. In some cases the implementation will include computer systems development. The extent of the Fisheries involvement in the development and operation of the future systems will be determined by the end of the 1997 calendar year. |
Fisheries |
In-Progress |
|
Quota Management System - Stabilisation/Rationalisation |
To maintain the QMS systems until they are replaced by systems designed under |
Fisheries |
In-Progress |
|
Vessel Monitoring System - Phase 2 |
Redevelopment of the Current Vessel Monitoring System, used to track deep |
Fisheries |
In-Progress |
|
Freedom |
Implementation of new infrastrucure for core MOH systems |
Health |
Completed |
|
META |
Ethnicity and automated domicile coding for national systems. |
Health |
Completed |
|
National Systems |
Redevelopment of national health information systems |
Health |
Completed |
|
A Review of FIRST online Architecture Enhancement |
Technical and performance improvements made to FIRST to avoid a processor |
IRD |
Completed |
|
Automated Customer Services Christchurch and Auckland Implementation |
Establish an interactive voice response service in Auckland and Christchurch |
IRD |
Completed |
|
Automated Field Support Pilot |
Pilot project to investigate viability of remote access by field staff. |
IRD |
Completed |
|
Batch and Online Architecture Enhancements |
Batch and online enhancements to improve processing effectiveness and ensure |
IRD |
Completed |
|
Child Support Noticing and Employer Enhancements |
This project is required to make a number of improvements to the child |
IRD |
In-Progress |
|
Child Support Reengineering |
System was designed prior to legislation being passed; recognised it would |
IRD |
Completed |
|
Client History |
Archive taxpayer related data based on specific business rules |
IRD |
Completed |
|
Compliance and Penalties Review |
System developed to implement the new compliance and Penalties regime, |
IRD |
Completed |
|
Disputes Resolution |
System developed to implement the new Disputes Resolution legislation, |
IRD |
Completed |
|
EIS Phase 2 |
Executive Information System - Incorporate key result area (KRA's) into the |
IRD |
Completed |
|
FBT Integration |
Integrate the existing FBT System into the generic FIRST System |
IRD |
Completed |
|
First Data Restructuring |
The FIRST system has grown extensively since 1991. This project is required |
IRD |
In-Progress |
|
FMIS (Design Phase) |
Development of a new Financial Management system to provide users with a |
IRD |
In-Progress |
|
FSTC Phase 2 |
Family support Tax Credit Phase 2 - functionality required to support end of |
IRD |
Completed |
|
GST Integration |
Integrate the existing GST System into the generic FIRST System |
IRD |
Completed |
|
Imaging-Remittance Processing |
Reengineer payment processing work flow through use of image technology |
IRD |
Completed |
|
Imaging-Returns and Correspondence |
Investigate project to determine the viability of image technology for return |
IRD |
On hold |
|
Information Management Study |
Develop a strategy for improving decision support capability using technology |
IRD |
Completed |
|
Integrated Network Design |
Investigate and design a corporate network architecture. |
IRD |
Completed |
|
International Tax Integration |
Required to Implement the international tax regime |
IRD |
Completed |
|
NRWT Integration |
Integrate the existing Non-Resident Withholding Tax system into FIRST |
IRD |
Completed |
|
Office Automation Architecture |
Investigate and recommend a corporate Office Automation environment |
IRD |
Completed |
|
Office Automation National Office Upgrade |
Rollout of the Office Automation product set (Novell Groupwise, Office 97) to |
IRD |
In-Progress |
|
Open Systems Environment |
Establishment of the technical architecture to support future open systems |
IRD |
Completed |
|
Organisational Review System Changes |
Changes required to FIRST to accommodate the new IRD organisational structure |
IRD |
Completed |
|
Resident Witholding Tax Integration |
Required to support the withholding tax regime on interest income |
IRD |
Completed |
|
Student Loans Reengineering |
Reengineering of selected functions of Student Loans System to improve |
IRD |
Completed |
|
Tax Agent Management System |
This project provides automated support for tax agents - the system maintains |
IRD |
Completed |
|
Technical Reference Support |
The system allows legislation and technical reference documentation to be |
IRD |
Completed |
|
Year 2000 |
This project is required to implement the changes so that FIRST and other |
IRD |
In-Progress |
|
BDM Computerisation |
Infrastructure to support electronic capture and management of NZ Life Event |
Internal Affairs |
In-Progress |
|
Citizens Operations System |
Management and Process support for Citizenship Application Processing |
Internal Affairs |
In-Progress |
|
Implementation of FMIS |
Implementation of Oracle Financials |
Internal Affairs |
Completed |
|
Lottery Grants - Netware systems |
Replace legacy terminals with PC Network - over five regional sites |
Internal Affairs |
Completed |
|
Lotus Notes Project |
Implement Department Wide E-Mail |
Internal Affairs |
In-Progress |
|
MIS |
MIS - Data warehouse and budget management systems |
Internal Affairs |
In-Progress |
|
NZLGB System |
To process applications for grants from the NZ Lottery Grants Board |
Internal Affairs |
Completed |
|
Territorial Database |
Construction of population of a database of information on NZ territorial |
Internal Affairs |
In-Progress |
|
Application Management (AMS) |
NZIS core business system |
Labour |
In-Progress |
|
Client Information Management (CIMs) |
NZIR core business system |
Labour |
In-Progress |
|
DOLFIN |
Acquire and implement financials package |
Labour |
Completed |
|
Entry & Client Management (EMS/CMS) |
Border control system for managing entry to NZ. Interfaces to NZ Customs |
Labour |
Completed |
|
HRIS |
Acquire and implement HRIS and payroll package |
Labour |
In-Progress |
|
NZES Data Warehouse |
Data Warehouse |
Labour |
In-Progress |
|
PaC Replacement |
OSH core business application |
Labour |
In-Progress |
|
Pre-Clearance |
Interface border control systems with Australian Immigration for Trans-Tasman |
Labour |
Dropped |
|
PRISM |
CEG monitoring and reporting system |
Labour |
In-Progress |
|
SOLO |
NZES core business system |
Labour |
In-Progress |
|
1997/98 Representation Commission |
Redistricting of New Zealand's Parliamentary Electoral Boundaries |
LINZ |
In-Progress |
|
Digital Cadastral Database |
Converstion of Cadastral record maps to a digital database |
LINZ |
Completed |
|
LARES |
Audit trail of land allocation decisions bring part of the environmental |
LINZ |
Completed |
|
Sea Land |
Computerisation of NZ's core topographic record for the support of GIS |
LINZ |
In-Progress |
|
Development Assistance network and Student Information Database |
Database application to assist delivery and evaluation of NZODA funded |
MFAT |
Completed |
|
Financial Management Information System (FMIS) |
To implement ORACLE financials throughout the Ministry. Replacing system in |
MFAT |
In-Progress |
|
Head Office LAN |
Installing Novell LAN at MFAT Head Office Buildings |
MFAT |
Completed |
|
HR and Payroll |
Human Resource and Payroll |
MFAT |
Completed |
|
LAN Cabling |
LAN Cabling Ministry Posts |
MFAT |
In-Progress |
|
Merlin 1 |
Integrated communications system |
MFAT |
Completed |
|
Merlin II Project 1 |
LAN infrastructure document management desktop applications (Word etc) |
MFAT |
Completed |
|
Merlin II Project 2i |
Implementation of LAN based e-mail in Wellington and LAN/WAN in 5 posts |
MFAT |
Completed |
|
Merlin IIProject 3 |
LAN Based infrastructure and office automation products at posts |
MFAT |
In-Progress |
|
Safe X.25 Network Encryptors |
Network encryption of MFAT's unclassified WAN |
MFAT |
Completed |
|
Tempest PC Replacement |
Tempest PC replacement |
MFAT |
In-Progress |
|
Trade Database |
Stores data on trade barriers experienced by NZ exporters and WTO compliance |
MFAT |
In-Progress |
|
New System Project |
Replacement bibliographic/interlibrary loan. Core business process. |
National Library |
In-Progress |
|
AFIS Capacity Upgrade |
Additional optical disk storage for fingerprint system |
Police |
Completed |
|
CARDS |
Communications and resource deployment system |
Police |
In-Progress |
|
HRIS/Payroll |
Replacement Human Resources information system and payroll system |
Police |
In-Progress |
|
PDSI |
Police decision support infrastructure (management info system/data |
Police |
In-Progress |
|
PIBIS |
Police infringement bureau information system. |
Police |
In-Progress |
|
PIMS |
Photographic image management system |
Police |
Completed |
|
Year 2000 |
Year 2000 - first phase assessment to identify and scope year 2000 problems |
Police |
In-Progress |
|
Consolidated Network |
Network Consolidation and Fileserver and PC install at 130 offices. |
Social Welfare |
Completed |
|
CYPFS |
Business Process and data modelling |
Social Welfare |
Completed |
|
CYPFS Programme Management |
IBSP Programmes coordination |
Social Welfare |
In-Progress |
|
Debt Enhancements |
Enhance Income Support's Trace debt recovery system. |
Social Welfare |
Completed |
|
Document Management |
Records and electronic document management. Ministerial tracking and routing. |
Social Welfare |
In-Progress |
|
DSW Network Access |
DSW Network Functionality and Operational Management System Support. |
Social Welfare |
Completed |
|
High Level Integrated Design |
Social Welfare |
Completed |
||
Holex Service Delivery |
Social Welfare |
Completed |
||
Human Resource |
HRMIS |
Social Welfare |
Completed |
|
KAURI |
FMIS |
Social Welfare |
Completed |
|
NZISS Human Resources |
Implementation of a coporate payroll and human resource package |
Social Welfare |
Completed |
|
PABX Upgrade |
Replaced and standardised all DSW telephone switches. Centralised control. |
Social Welfare |
Completed |
|
PC Office and FAMIS |
Evaluation of mobile worker's requirements and distribution of FAMIS |
Social Welfare |
Dropped |
|
SWiS Management Enhancements |
Enhancement of CYPFS case management system, interfaces and services |
Social Welfare |
Completed |
|
SWiS Project 9 |
Provide KP1 reporting for output classes 2 and 3. |
Social Welfare |
Completed |
|
Technical Platform |
Implementation of UNIX, replacement of WYSE terminals and U6000 application |
Social Welfare |
Completed |
|
Technical Integration |
Develop Client/Server conceptual design and systems architecture |
Social Welfare |
On hold |
|
Tui |
Integrated document management & records management system |
SSC |
Completed |
|
Access Systems |
Migration and development of systems to enable the extraction and publishing |
Statistics |
In-Progress |
|
Analytical Systems |
Migration and redevelopment of systems for the analysis of statistical data |
Statistics |
In-Progress |
|
Corporate Office Systems and Application Standards |
Redevelopment and implementation of electronic communication and document |
Statistics |
In-Progress |
|
Data Management |
Establishment and support of a structured data environment to ensure quality, |
Statistics |
In-Progress |
|
IT Strategy Programme/ Management and Support |
To migrate the department's mainframe computing systems to a client server |
Statistics |
In-Progress |
|
New Computing Environment |
Establish and support a stable and secure client server environment |
Statistics |
In-Progress |
|
Statistical Classifications and Frames |
Migration and development of centralised survey infrastructure systems for |
Statistics |
Completed |
|
Statistical Survey Systems |
Migration and development of systems for the collection , capture and |
Statistics |
In-Progress |
|
Crown Financial Information System |
Implemented a package for collection of financial information from all |
The Treasury |
Completed |
|
NZDMO IS Project |
Implementation of a financial trading, risk management and settlement |
The Treasury |
In-Progress |
|
LATTIS |
Land Transport vehicle inspection system |
Transport |
Completed |
|
Database redesign |
Full redesign of database structure to facilitate data access, data exchange |
Valuation |
In-Progress |
Appendices
Appendix 3 Definitions
The following descriptions were used to define the terms used in the
questionnaires and in this report. These were obtained from Real Decisions, a
member of the Gartner Group of companies, and are the copyright of Real
Decisions.
Functional Area
Departments used the categories and their corresponding descriptions when
allocating their projects to the functional areas they are intended to address.
Financial |
Accounting, costing, income reporting, receivables, billing, credit, taxes,
|
Purchasing |
Procurement, vendor analysis, barter, commodities
|
Manufacturing/ Operations |
Materials requirements planning, inventory, quality assurance, production, |
Distribution Human Resources Scientific Customer Service Corporate |
Warehousing, transportation, truck routing, order fulfilment Payroll, personnel, benefits CAD/CAM, R&D, product design, algorithms, analysis Customer records control, customer hotline systems Planning, real estate, travel, phone directories, legal, contributions, |
Systems |
Functional business systems for internal use by the systems department (such |
Hardware Platform
Since the distinctions between hardware platforms are rapidly blurring, the
departments used the following as guidelines to describe the type of platform
the systems would be using.
Mainframe |
A "large" computer that serves at the highest level of platform size used. It
|
Minicomputer |
A "medium-sized" computer that frequently serves as the largest computer at a
|
File Server |
A "medium-sized" computer that holds data and/or software for use by multiple
|
PC/Workstation |
A base level "small" computer that generally has no other units linked into |
Interfaces with other systems
Departments indicated how heavily any system interacted with other systems,
both internal and external to the organisation, using the following guidelines:
None |
A completely stand-alone system
|
Low |
There are connections to other systems, but there is only a minor
|
Medium |
There are connections to other systems, and there is a reasonable
|
High |
There are connections to other systems, and there is a major amount of |
System Category
The following descriptions were used to indicate the degree of criticality of
the systems resulting from the projects.
Mission Critical |
The availability of the system is critical to the organisation's operations.
|
Mission Important |
The availability of the system is critical to the organisation's operations.
|
Process Critical |
The availability of the system is critical to the organisation's operations.
|
Process Important |
The availability of the system is critical to the organisation's operations.
|
Infrastructure |
Helps run the internals of the organisation. A period of downtime is usually
|
Reporting |
Provides information necessary to run the organisation, but a period of |