AR 2013-14 Our Performance

6.1 Project Delivery and Architecture

Project Delivery and Architecture is responsible for the systems architecture, project management and project delivery functions at CenITex. It is also the sponsor of the customer projects portfolio of work. Specifically, Project Delivery and Architecture incorporates the following functions:

  • Architecture – plans and designs customer projects at a macro level, ahead of the deployment of the projects. This includes technical design, capacity planning, and availability planning and service continuity design.
  • Enterprise Project Management Office – provides project methodology, governance, assurance and reporting services in relation to CenITex projects. This ensures that the progress of each project is monitored and reported, from its initial approval to final delivery.
  • Project delivery – provides project management services for CenITex and customer projects.

6.2 Service Operations

Victorian Government ICT operates across three infrastructure platforms, the Government Shared Platform (GSP) that was developed as part of a Government Efficient Technology Services (ETS) program of works that now hosts the departments of State Development, Business and Innovation (DSDBI), Treasury and Finance (DTF), Premier and Cabinet (DPC), Environment and Primary Industries (DEPI) and Transport Planning and Local Infrastructure (DTPLI). The departments of Justice (DOJ), Human Services (DHS) and Health (DH) are supported on two legacy infrastructure platforms.

The GSP is a modern ICT platform distributed across two enterprise grade data centres via a Multiprotocol Label Switching (MPLS) network that delivers high degrees of service availability and cost efficiencies. Operating under the Information Technology Infrastructure Library (ITIL) service management processes, it also utilises state-of-the-art alerting and monitoring systems to support the delivery of business application hosting and physical or virtual workplaces to customers.

Service Operations manages day-to-day operational support for these platforms and CenITex customers and our staff.

Service Operations comprises four groups, each run by a manager responsible for service teams. The groups are:

  • Technical Support
  • Workplace and Business Applications
  • Infrastructure Services
  • Service Transition and Improvement.

6.2.1 Technical Support Services

The Technical Support Services group is responsible for:

  • event management process (transitioned to Service Transition and Improvement Services June 2014)
  • monitoring and control (transitioned to Service Transition and Improvement Services June 2014)
  • network security and intrusion detection systems (transitioned to Infrastructure Services June 2014)
  • integrated access and identity management (transitioned to Workplace and Business Application Services June 2014)
  • information security management and service operations (transitioned to Infrastructure Services June 2014)
  • risk management (transitioned to Service Transition and Improvement Services June 2014)
  • Service Desk (transitioned from Customer Engagement to Technical Support Services October 2013).

6.2.2 Workplace and Business Applications Services

The Workplace and Business Applications Services group delivers the customer facing services of the end user workplace and the hosting of business unit applications. It provides services in five main areas:

  • business application hosting
  • collaboration
  • groupware
  • workplace support
  • workplace and technology.

This group is responsible for:

  • desktop support (including desktop PCs, laptops, mobile devices, landline phones, and remote access)
  • database administration
  • internet/web management
  • management of customer business applications
  • network management for video conferencing and landline telephony
  • application server management.

6.2.3 Infrastructure Services

The Infrastructure Services group provides infrastructure services that underpin the workplace and business application hosting and includes:

  • data centre facility services
  • network services
  • server and operating system services
  • storage and backup services.

This group is specifically responsible for:

  • server management and support
  • network management
  • storage and archive
  • backup and restore
  • data centre facilities management
  • technical aspects of printing.

6.2.4 Service Transition and Improvement Services

The Service Transition and Improvement Services group provides:

  • transition planning and validation
  • change and release management
  • configuration management
  • service planning and improvement services
  • problem and incident management.

6.3 Customer Engagement

The Customer Engagement team manages and nurtures relationships with customers in a manner tailored for each organisation. Our Customer Engagement stream has two functions:

  • account management and service delivery
  • service strategy management.

6.4 Highlights and Achievements

The following is a consolidation of highlights and achievements in FY 2013-14 from Project Delivery and Architecture, Service Operations and Customer Engagement.

  • completed the transition of DSDBI to the service catalogue; and migrated and upgraded the department’s Oracle financial system.
  • consolidated and migrated DSDBI’s domestic and overseas mail servers onto a new enterprise mail platform using a single cluster of three servers; and assisted in setting up a new international branch site in Jakarta, Indonesia for DSDBI.
  • completed replacement of end-of-life servers for DH and DHS. Project involved migrating 50 SQL servers to a new, virtualised storage platform at Burwood and Ballarat data centres; installed a new web sphere application server for DHS to extend the lifespan of legacy applications; and completed production and disaster recovery for DHS storage firmware upgrades.
  • supported DEPI during the 2013-14 bushfire season. The initiative included assistance in building a new incident control centre at Seymour and connecting the Country Fire Authority deport at Yarram to the DEPI network, on-the-ground ICT services and website (bandwidth) support.
  • undertook a major upgrade of the directory services server to Windows Server 2012 for DOJ, including design and installation of new infrastructure; and successfully deployed a Lotus Notes upgrade to all departmental users.
  • introduced draw down printing technology to DTF, allowing users to print to the printer of their choice, thereby reducing paper consumption and number of localised printers.
  • as a result of the Hazelwood Coal Mine fire enquiry, set up an independent response branch incorporating multiple new staff profiles and technical operating requirements at the request of DPC.
  • supported the development and delivery of customer roadmap plans for our customers, outlining key projects, and mapping dependencies within each customer’s project activity list and with other customer projects.
  • continued to improve the Customer Service Catalogue, which provides customers with a single source of information about service deliverables.
  • completed Program 540 which involved a systemic review and alignment of revenue and costs for existing service provision across all customers and services. The program delivered a benefit to the organisation valued at over $7.4m for the year.
  • a total of 823 customer projects to a total value of $12.658 million were worked on during the year. Of those, 384 were larger projects to a value of $10.822 million and 439 were minor projects to a value of $1.836 million.
  • completed the delivery of Windows 7 to the Victorian Ombudsman, DEPI and VicForests.
  • completed planning and design phases for migration of DTPLI desktop environment from Windows XP to a single Windows 7 Standard Operating Environment (SOE) on the Government Shared Platform. The scope of the DTPLI project included former DOT departments, and staff from the former Department of Planning and Community Development (DPCD), Land Victoria and Land Management Authority (LMA). When fully rolled out, 2100 staff will have been aligned to the SOE. The rollout is scheduled for the 2014-15 financial year.
  • initiated an enterprise Contract and Contractor Management System project to provide a Contract Management System for DOJ. CenITex was contracted to deliver servers, install and configure them on the network, implement and associate user and group accounts, establish an email facility, and implement departmental security policies.
  • completed mSuite solution implementation for DOJ to provide email and calendaring support to mobile devices. As the environment did not have the capacity to support the expected number of future users, CenITex procured, installed and configured three environments (test, development, and production) and rolled out the production environment to end users.
  • delivered $13.5 million worth of refresh projects remediating out of support hardware and software operating systems and applications.
  • remediated 170 risks across process, security, hardware and software environments identified by staff and formal audit processes.
  • completed 130 continuous service improvement initiatives identified by staff during day-to-day operations.
  • continued to deliver, on average, 99.88 per cent service availability to CenITex customers
  • achieved 90 per cent positive response rate (2 per cent negative, 8 per cent neutral) from CenITex customers via weekly surveys on closed calls.
  • completed consolidation of all legacy storage area networks (SAN) within the Government Shared Platform (GSP) onto a NetApp platform. It marked the end of two year’s work that resulted in a petabyte of storage migrated and consolidated to a single vendor platform.
  • completed Whole of Victorian Government (WoVG) mail legacy storage platform migration to GSP target state.
  • implemented tools for log management and an open source intrusion prevention system
  • migrated GSP customers to the Bluecoat standard for web content filtering.
  • upgraded Burwood and Ballarat data centres to include new infrastructure which included firewalls, switches and load balancers.
  • consolidated the Collins Street level 17 satellite data centre into Burwood and Ballarat data centres.
  • completed the population of the configuration management database (CMDB) with 18,000 items linked to service models.
  • consolidated GSP customers onto a single cloud based mail filtering service.
  • consolidated VicGov identity management infrastructure, simplifying directory architecture and significantly reducing costs through the removal of 82 servers.
  • implemented a consolidated and centralised backup solution for DEPI state-wide regional sites.
  • migrated 2500 GSP customers from mSuite to the better integrated and more cost effective Traveler.
  • Service Desk, Incident and Problem Management transitioned from Customer Engagement into Service Operations and implemented:
    • shared knowledge-base for service desk analysts (SDAs)
    • cross-skilling among support teams to better manage resourcing when call volumes are heavier than normal
    • up-skilling of SDAs working in second and third level support teams
    • improved transition of projects into the Service Desk, ensuring that SDAs are better prepared to support new services being transitioned into Service Operations.
    • configured monitoring and management of 2000 Windows and UNIX servers in Business Process Performance Management (BPPM)/Patrol.
    • completed builds of new v14 Entuity network monitoring tool and provisioned 1000 network devices onto the platform.
    • launched new mobility solution proof of concept utilising Citrix Xenmobile which provides secure mail, calendar, web and file sharing in a secure "bubble" on corporate and personal devices.
    • upgraded VMware tools on GSP production servers.
    • upgraded HP Data Protector software (6.2.1) across all DHS backup servers.
    • completed DOJ Ballarat network core switch IOS upgrades to supported releases without incident.

The Service Desk and incident and problem management functions:

  • introduced a new customer survey system, Quickpoll (Customers provide feedback online (via Quickpoll) and the feedback is leveraged to improve customer response and support by Service Desk analysts.)
  • continued to implement a Service Excellence Program, which monitors call quality to aid service improvement and consistency across the Service Desk – with call assessment criteria including the evaluation and assessment of each customer’s experience, and of each Service Desk analyst’s troubleshooting skills
  • continued to support the provision of information in relation to new processes and tools, including hard and soft token remote access services
  • maintained a dedicated Service Desk designed to support our premium subscription customers
  • maintained a training initiative focusing on the development of skills within Incident and Change Management processes
  • implemented minor enhancements within the Remedy toolset, allowing for better alignment with our ITIL processes.

Service desk performance, period ending 30 June 2014

Service
SLA §
Jul 13
Aug 13
Sep 13
Oct 13
Nov 13
Dec 13
Jan 14
Feb 14
Mar 14
Apr 14
May 14
Jun 14
Totla number of contacts*
 
17,888
14,743
13,397
15,084
14,851
14,661
16,685
15,882
16,526
15,558
17,373
17,499
Calls answered in 30 seconds (%)
90
78.40
87.91
92.65
94.74
84.91
87.60
89.00
94.92
91.73
87.70
92.15
93.94
Fixed within 2 hours (%)
70
89.59
88.89
87.94
88.67
89.69
90.31
90.46
89.91
89.74
87.70
86.83
88.31

Key:
SLA = Service Level Agreement.
* = Number of customer contacts to Service Desk doesn’t include DH and DHS which are tracked by a non-integrated system.


6.5 Strategy Coordination

The Strategy Coordination stream is responsible for four functions:

  • corporate strategy
  • reporting
  • corporate communications
  • legal and risk.

The team has specific accountability for:

  • facilitating the setting of direction across CenITex.
  • alignment of objectives and priorities throughout CenITex.
  • providing counsel to CenITex on legal and compliance matters.
  • delivering a robust risk management program that addresses both enterprise and operational risk profiles with agreed mitigation strategies.
  • ensuring that effective communications strategies are deployed throughout the business in support of strategic outcomes and operational business practices.
  • coordinating board and management performance reporting.
  • providing advice and assisting with the development of options through analysis and research
  • managing Freedom of Information requests, and privacy and whistleblower processes.
  • fostering an environment that supports effective governance via transparency and clarity of accountabilities throughout the business.

Highlights and achievements
During the year, Strategy Coordination:

  • developed our Business Plan 2014–2015.
  • inducted several new CenITex Board members.
  • contributed as members of the Strategic Procurement Group.
  • contributed as team members to Program Evolve in the areas of:
    • program management
    • strategic, legal and risk management advice
    • daily management of key third party arrangements, such as the commercial advisers
    • management of due diligence during the Expression of Interest and Collaborative Dialogue process, and
    • strategic communications.
  • supported and delivered a number of major corporate publications, including the CenITex Annual Report 2012–13.
  • led and managed CenITex dealings and obligations regarding Ombudsman, Freedom of Information, Privacy and Protected Disclosure (Whistleblower).
  • supported the CenITex Board and Audit and Risk Committee to facilitate delivery of specific briefs for analysis and decision making.
  • maintained social media tools for internal communications and delivered nine CenITex-wide online interactive live chat forums.
  • hosted all-staff forums, and roadshows delivering regular corporate information to CenITex employees.
  • monitored media and managed online, trade and mainstream media.
  • managed and enhanced daily, CenITex’s three websites: staff Intranet, customer insITe, and CenITex internet.
  • supported the migration of the CenITex internet site to Notes 8 server by Groupware Services.
  • completed a program to migrate website information to text-only format, in line with new government website accessibility guidelines.
  • published the following major internal and external publications:
    • CenITex Update: 47 issues of weekly online updates from the Chief Executive, providing staff and key stakeholders with latest news and information on organisational progress
    • CenITex Notes: 13 issues of an online staff newsletter. Notes looks at CenITex activities behind the scenes, focusing on our people.
  • implemented a Service Assurance Program providing a tailored testing approach using best practice control assertion statements.
  • implemented a defined process to manage audit risks and implement detailed reporting to track remediation of audit concerns.
  • delivered the Internal Audit Program.

6.6 Corporate Support

Corporate Support manages CenITex’s internal operations and includes the following functions:

6.6.1 Human Resources

The Human Resources team’s core areas of focus are:

  • strategic people planning
  • organisational development, including values and culture
  • capability development, including learning and development, management and leadership development
  • workforce planning, recruitment and staff movement
  • performance, reward and recognition
  • occupational health and safety, and employee wellbeing
  • people management policies and procedures
  • entitlement management (including payroll)
  • industrial relations.

Highlights and achievements
During the year, Human Resources:

  • developed a 2014/15 workforce plan in consultation with the business and aligned to projected revenue and expenditure for the 2014–15 financial year.
  • shifted focus with the start of Program Evolve in July 2013 to retention and employee engagement initiatives. This is reflected by a turnover of 5.5 per cent compared to average IT industry turnover figure of 15.5 per cent.
  • commenced the Resource Initiative 2014 in May 2014 to reduce the CenITex workforce by 60 FTE. A workplace change proposal was issued and following consultative processes, implementation of the initiative commenced in June 2014.
  • launched in August 2013 a new online performance planning and development system.
  • ran two CenITex Management Development Programs in the 2013/14 financial year for managers and team leaders with people management responsibility.
  • continuation of the Women in CenITex Network program throughout the year.
  • launched a six-month Mind Body Life Wellbeing Program, addressing topics such as healthy eating, exercise and mental health.

6.6.2 Finance Services

The Finance Services function manages:

  • budgeting and financial aspects of the business plan
  • financial control
  • project portfolio reporting
  • management accounting
  • accommodation.

Highlights and achievements
During the year, Finance Services:

  • refined cost control and cash management measures, which saw CenITex further reduce its deficit and meet most areas of its 2013–14 budget.
  • continued to improve liquidity and working capital through reducing aged debtors from 8 per cent to 7.5 per cent, and further matured the end-to-end process for invoicing, resulting in more effective cash management.
  • successfully managed all regulatory and legislative compliance audits and all internal control reviews, demonstrating strong controls.
  • continued to improve the accuracy of the fixed assets register with cyclical count of hardware assets.
  • improved revenue forecasting as a result of last year’s process review of annual costing, pricing and earlier engagement of customers.
  • improved the enterprise budgeting process by introducing better enterprise business planning processes and timeframes.
  • introduced a revised format for monthly management accounts to improve decision making.
  • reduced the monthly financial and management reporting cycle resulting in improved Board and Executive reporting.
  • improved project finance reporting to better align to customer needs and collaborative decision making within the enterprise.
  • introduced quarterly forecasting to help CenITex better manage and control its cost recovery.
  • enhanced demand forecasting by increased engagement with stakeholders, resulting in greater transparency.
  • completed an internal restack to enable a more effective use of space and delivered CenITex’s accommodation strategic plan for the next 18 months.
  • provided team resources and support to Program Evolve to minimise program costs.
  • completed cross-skill training for the Finance team to improve the depth of skills and reduce the risk of functional single point of failure.
  • successfully applied for two private rulings by the Australian Taxation Office to recover money previously classified as goods and services tax (GST) receipts.

6.6.3 Chief Information Office (CIO)

The CIO has responsibility for:

  • business applications
  • information and records management
  • data warehousing and business intelligence
  • information security
  • billing for customer subscription and consumption services
  • CenITex’s Business Improvement Program.

Highlights and achievements
During the year, the CIO:

  • established the Project Activity Timesheet (PAT) system as a service throughout CenITex to ensure a consistent approach to PAT support.
  • continued deployment of the FileNet records management system for use by all CenITex staff. Working with individual business units, staff training and staged transfer of file structures into FileNet is 95 per cent complete.
  • achieved machinery of government change objectives, announced in March 2013, by undertaking people data changes in Remedy service desk tool to ensure customer calls were directed to the right areas and that billing requirements were met by 1 July 2013.
  • assumed responsibility for the billing of customer subscription, consumption services and service delivery services; and increased the ability for future revenue recovery through process improvement and by improving the quality of data delivered to clients.
  • streamlined data collection and validation for desktops device count which resulted in 207 devices being back-billed.
  • annual write-offs in consumption services fell by $1.1 million from 30.85 per cent to 4.15 per cent after a gap analysis and process improvements.
  • significantly improved Human Resources (HR) reporting capability and robustness by replacing the manual data update process with an automatic data feed, which removed 10 hours per week of labour time.
  • provided reporting capability for project management by integrating various data sources including financial general ledger, purchase order, accounts payable, PAT timesheets, PAT project and HR.
  • improved the performance and reliability of the Enterprise Reporting environment through infrastructure hardware and software upgrades and server configuration fine-tuning; and increased the number of users from 20 to 97.
  • undertook a technical security assessment (penetration test) to provide visibility of high-risk external vulnerabilities including ICT infrastructure which allows the technical support teams to promptly initiate remediation actions and mitigate high risks identified.
  • prepared security risk management plans and system security plans for CenITex applications to identify security risks and proposed treatment plan with application owners.
  • implemented a security awareness campaign aimed at all CenITex staff on how to identify and respond to sophisticated security threats.

6.6.4 Procurement Services

Specifically, its role is to:

  • facilitate quote and tender processes
  • conduct evaluations and selections
  • facilitate procurement approval records and variations
  • support contracting arrangements
  • be the primary procurer of all CenITex’s material needs
  • ensure compliance with the Victorian Government Purchasing Board’s (VGPB) policies and guidelines.

Highlights and achievements
During the year, Procurement Services:

  • increased strategic capability uplift by refreshing category savings plans for data centre/telecom and software categories and completing a savings plan for the hardware category.
  • produced category plans that identified savings opportunities through contract aggregation or product substitution and economic benefits were realised and captured through internal reporting mechanisms.
  • completed the capability uplift required to transition to new VGPB supply policies.
  • supported, via the strategic supplier team, the Whole of Victoria Government (WoVG) extension of the Microsoft enterprise licence agreements and the IBM enterprise licence agreement.
  • continued to review the quality and probity of CenITex procurement by conducting regular performance audits of procurement transactions.
  • continued to introduce business practices and management controls aimed at decreasing the volume of non-compliant transactions.
  • led the introduction of the CenITex Strategic Procurement Group, a fundamental milestone in CenITex achieving certification of WoVG procurement reform.
  • completed 710 procurement transactions, resulting in the initiation of 742 purchase orders valued at a total of $92 million.