Home Office Information, Systems and Technology Strategy An architecture and open standards led appr

1
Home Office Information, Systems and Technology
StrategyAn architecture and open standards led
approach

• John Wailing
• Home Office CTO

2
Why do we need a Home Office IST Strategy?

• Businesses did not have a clear view of their
  IT-enabled change programmes and how to develop
  strategic capabilities in a challenging
  environment
• Portfolios of programmes which were not
  prioritised with business need, had a risk of
• being procured independently of similar
  programmes elsewhere
• procuring IT systems without planning the
  necessary business change
• missing opportunities to re-use

3
What is the Home Office?
Overview Fig 4, p6
4
How the Home Office IST Strategy fits in
Pan-government Strategies
Transformational Government
Home Office IST Strategy
ISS4PS
Criminal Justice IT Strategy
Middle tier strategies
Individual Business IST Strategies
BIA
IPS
Policing
MOJ
Courts
5
Three distinct set of needs
Strategic Capability Planning and Management
X-Government
Home Office Wide
Abstract Align
Abstract Align
Asset Management
Solution Architecting
Within HO Business
IT Delivery
Change Programme
IT Delivery
Change Programme
Change Programme
IT Delivery Function
6
Strategic Capability Planning and Management
We are focussing on a consistent approach at this
level
X-Government
Home Office Wide
Abstract Align
Abstract Align
Asset Management
Solution Architecting
Within HO Business
We are not trying to standardise approaches at
this level
IT Delivery
Change Programme
IT Delivery
Change Programme
Change Programme
IT Delivery Function
7
We need Enterprise Architecture to support
Sharing Re-use Support the Businesses in
providing the IST capabilities they need more
efficiently through sharing, re-use and
commonality Joining Up Support the Businesses in
working together more effectively by joining up
IST capabilities Prioritisation Enable the
Businesses to prioritise and sequence change
programmes against business objectives
8
Vision

• Business operating models are well understood
• Change is delivered in response to identified
  capability gaps
• Programme approval for new capability is only
  given when sharing and re-use opportunities
  (services, contracts, IPR) have been considered
• Needs for joining up are proactively addressed on
  the basis of benefit and cost
• Traceability between strategic objectives and
  programme deliverables
• Prioritisation of change programmes within
  constraints based on business priorities
• BUT all this requires techniques for
  characterising the above standards

9
Home Office Enterprise Architecture Framework
What happens/exists now?
What will happen/exist as a result of current
programmes
What would happen/exist in an ideal future?
What the Home Office businesses want to achieve
How the Home Office businesses operate to achieve
their objectives
What IST capabilities are needed to support the
businesses operations
Low-level detail populate this level only where
Level 2 indicates specific areas of interest
How are these capabilities provided by current,
planned or desired systems
Mid-level detail populate this level where Level
1 indicates areas of interest
High-level detail businesses should populate
this level for their entire scope
10
HO EA Strategic View Operational View(Business
Architecture)
Home Office Enterprise Architecture Framework
walkthrough
11
HO EA Strategic View Operational View(Business
Architecture)
Home Office Enterprise Architecture Framework
walkthrough
12

• Questions?
• john.wailing3_at_homeoffice.gsi.gov.uk