Case Study

ICT Reform

'If the system doesn't work properly, it affects not only productivity - a serious issue for any business - but also operational effectiveness.

Our strategy for fixing IT focuses on four key areas - improving service delivery; improving governance of the whole IT enterprise; reducing the time it takes to deliver new IT capabilities; and reviewing our sourcing strategies.'

(Nick Warner, Secretary)

Throughout 2007-08, several initiatives have been implemented to address these issues in the short, medium and long terms.

First Steps Top 10 irritants

For immediate results in the short term, a program was introduced to rectify the 10 biggest irritants as identified by users, on both the Defence restricted and secret networks. By fixing these long-standing irritants the 'user experience' and ability of Defence employees to carry out their jobs was significantly improved. Most of the identified issues have now been resolved, while some will require a longer term resolutions. Projects to implement these long term resolutions have already commenced.

Restructuring the Chief Information Officer Group

In the medium term, the Chief Information Officer Group (CIOG) has undergone a restructure to a more traditional Information and Communication Technology (ICT) environment based around the 'Plan, Build, Run' model. To do this, in late 2007, the Chief Information Officer established a Chief Technology Officer position, and associated Division, to provide an architect to ensure the continued integrity of the Defence Information Environment.

Strategy and Future

In early 2008, work began on a Defence-wide ICT Strategy Paper. The ICT Strategy will ensure alignment of ICT and Defence business needs, as well as improving the governance of ICT. As a complementary activity, an ICT Sourcing Strategy will improve the efficiency ICT procurement and is expected to drive cost reductions.