DEVELOPING SUSTAINABLE ICT INFRASTRUCTURE. Start Feasibility assessment – Understanding our core business In 1998 it was clear that a disproportionate.

DEVELOPING SUSTAINABLE ICT INFRASTRUCTURE

Start

Feasibility assessment – Understanding

our core business•In 1998 it was clear that a disproportionate expenditure ratio of line vs. support functions in the public sector.

•A functional analysis, completed in 1999 found that:

– resources were duplicated and not optimised.

– there were skills shortages in key areas and scarce skills were not well distributed across departments.

– the focus on support functions was distracting efforts away from frontline delivery, i.e. Core. Government Services.

– over-spending by the big departments and continual qualified audit reports by the Auditor General.

.......

The Shared Services Centre, and provide the

following functions: – Human Resource Services;– Finance Services;– Procurement Services;– Internal Audit; and– Technology Support Services.

Common Services

Centralized Common Support Services via a “Shared Services”

Benefits

• Economies of scale.

• Reduction of duplication on transversal apps.

• Single Domain.

• Automation of processes.

• Rationalization of resources (ICT skills).

• Single network.

• Standardization.

• Increased efficiencies.

The role of ICT in the growth path

•Removing barriers that impede the efficient operation of a networked and connected economy;

•Encouraging innovation, research and development and the knowledge economy;

•Enhance capacity and capabilities which in turn increases opportunities for increased income;

•Ensuring optimal resource reallocation and sustainable resource usage.

ICT Strategic

ICT Strategy

Service Delivery

Connected Government

ICT Skills capacity building

A modern, reliable and secured infrastructure

Optimised utilisation of ICT Applications

Innovative, integrated and interoperable systems

Bridging the digital divide

Strategic partnerships

ICT Strategy Themes

ICT Strategic Objectives

ICT Transformation

The Strategy: Data Centre and Disaster Recovery Consolidation – As Is

GOVNET

INTERNET

TELKOM VPN

SITA Mainframe

Department XDepartment Y

Department Z

D

GDF SSD

D

As is ICT State

Data Centre

Users

Server Room

GPG DR

OFFLINE

Current Situation:

Multiple Data Centres / Server Rooms

Replicated Skills Inefficient use of ResourcesWasted CapacityHigh operational Costs

No Disaster Recovery Centre Specialised ICT Skills

Shortage

ICT Transformation

The Strategy: Data Centre and Disaster Recovery Consolidation – As Is

Desired ICT State

Internet

GPG ICT Services Cloud

GPG USER COMMUNITY

Department ADepartment B

Department C

High Availability GPG DAta Centre

Desired State:Consolidate all departmental Data Centres and Server Rooms into a highly available provincial data centre and disaster recovery environment.

Reorganised Skill PlacementMaximum resource efficiencyScalable capacityCost efficiency

High availability environment

Faster Greener Cheaper

ICT Investments

• People

– Recruited and trained specialised resources to support transversal services.

– Continuous training in line with cutting edge technologies using

• Technology

– Implemented an ERP application for automation of GPG processes.

– Centralised e-mail, domain services management.

– Created a single VPNS network with a single gateway to the outside.

– Implemented a Cyber Security Operational Centre

– Implemented a Network Operations Centre to proactively monitor our

infrastructure services.

– Implemented a document management system.

ICT investments

• Process re-engineering– Automated common processes such as HR, Procurement Finance, Contract

management etc. to improve efficiencies:

• Procure to Pay• Finance• Asset management

– Implemented the Online portal for users

– Implemented an invoice management system for supplier convenience.

ICT assessment

• Matured data centre for transversal services.

• Established Wide Area Network (WAN).

• Security Operations Centre (SOC) and Network Operations Centre (NOC).

• ICT infrastructure is aged (end of life).

• External variables that affect our ICT environment (municipal services).

• Specialised ICT professionals in various disciplines.

• Capacity challenges in specialist / scarce skills area’s.  

• Staff attraction and retention is a challenge.

ICT assessment

• Established Enterprise Resource Planning (ERP) and Enterprise Content Management (ECM) tools.

• Ability to develop products using various development tools is strong.

• Application suites available may be underutilised.

• An alternate approach is required to reduce ICT costs. These may include:

 – Licence operating models. – Leasing hardware– Right tasking certain services. – Introduction and the expansion of strategic partnerships. – Introducing consumption based computing for services.

Responses to current challenges

• A number of focus area’s have been identified.

• Practical approach.

• Improving on the ICT service offerings.

• Maximise the investment in ICT for smooth business work.

Solutions

 • Consider solutions to improve the state of the current transversal data

centre:

 – Infrastructure as a service for the provincial ICT requirements.  – The use of shared infrastructure.