Velrada undertook a strategic review of this Stage Government Department's operations, organisation and governance structure (accountability, reporting and KPI's) to develop a new recommended organisational and governance structure which better aligned the department to meet the current and future needs of the agency.

Project Overview

Velrada were engaged by the CIO and the Corporate Executive of DEC to review the performance of the agency's IT Department. Over a number of years concerns had been raised by members of the executive and business stakeholders over the effectiveness of the IT organisation and its ability to meet the future needs of the agency.

Velrada undertook a strategic review of the departments operations, organisation and governance structure (accountability, reporting and KPI's) to develop a new recommended organisational and governance structure which better aligned the department to meet the current and future needs of the agency.

Client Requirements

Recommend an appropriate organisational structure, roles & responsibilities and governance structure for the agency's IT Department to ensure that it can meet the current and future needs of the agency.

 

Define with the CIO and the Corporate Executive a clear Terms of Reference (TOR) for the undertaking of the IT Department performance review. Based upon this TOR establish a process and program of work to ensure that the IT Department is better aligned with the needs of the business;

Our Solution

1) Engaged with the CIO and Corporate Executive to establish:

• a Terms of Reference for the IT department performance review
• a business charter defining the executives expectations from and operating remit of the IT Department
   

2) Engage with the IT management, IT team members and business stakeholders  through individual interviews and group meetings to identify risks posed by, and potential improvement opportunities for, the existing IT Department services in respect to new business charter

• review all IT related services required by the business, including those not provided directly by the IT Department
• review IT SLA's with the business
• review IT services delivered to the business and performance
• review internal KPI's and management reporting

 

3) Based upon the business charter and IT services portfolio the following alignment process was undertaken:

• Define capabilities required within IT organisation to meet the business charter
• Define the skills (technical, managerial and business) required by the IT staff to deliver the capabilities. This was based upon the international SFIA Skills Framework model
• Define the roles, responsibilities and organisational structure necessary to deliver the capabilities to the business
• Updated Job descriptions for key supervisory and managerial IT roles and review the suitability of existing staff to perform roles in the new organisational structure
• Define a new engagement model between the IT and the business and establish new appropriate SLA's to better meet the requirements of the business
• Develop a transition plan to implement the new organisational and governance structure

Outcomes

• Changed organisational structure to meet needs of the business
• Clear roles, responsibilities and Job Descriptions
• Clear operating remit and reporting KPI’s for IT department services
• Increased executive and stakeholder confidence in IT Department management and accountability
• Improved business and IT department working relationship and better aligned SLA’s

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