Business Systems That Work: April 2019

Government’s track record onto it is appalling. Huge overspends on systems that fail to deliver, with just a handful of large suppliers carefully tying up the market to their benefit, and decidedly NOT to the advantage of both government and tax payer. The nagging problem, here, I believe, is how government buys its IT. It seems to completely lack the knowledge to make procurement decisions that will deliver the mandatory outcome.

I have met a great deal of smart people in local government who are quite incredibly focused on delivering good service. They know what they need from IT but appear quite unable to obtain it from the couple of providers who have found seats on this particular gravy train. Recently we tendered for some work from a local specialist, which had talked about developing an open source system that may be shared with other councils.

Yet, whenever we received the paperwork, it was clear that the existing provider acquired the power locked into its own CRM solution. Elsewhere, when we successfully have tendered, we have shipped working solutions at a fraction of the purchase price the larger software homes have quoted, in once case to arrive at significantly less than a sixth of the price. So, as I said, I could see why federal government has had from it enough, spending billions on projects that are either discontinued or, delivered once, don’t meet up with the requirements.

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However, It is thought by me will be a serious mistake to reject IT solutions. Heading back to the CSA for an instant, the National Audit Office has calculated that when an incident can be processed through the system, the price to the tax payer is £312. When prepared manually, the cost trebles to £967. The 75,september were costing seventy-two and a half million pounds 000 cases being processed manually last, instead of twenty-three . 5 million, if CS2 have been in a position to handle them, a difference of £50M nearly.

I believe, then, that the federal government needs IT. Furthermore, if civil service numbers will be permitted to decline by 40,000 jobs (and probable far more), i’d argue that authorities needs IT as part of your then. Civil servants have to be freed up from manual administration and processes, to focus on serving the public.

However, the solution to the government’s problem is not so difficult. Let’s look at the issues for a moment, which primarily arise from the easy truth that large projects are notoriously difficult to handle. The longer the project, the more legislative changes it’ll suffer over its development cycle. Big projects are hard to manage, where large deliverables and teams have to be coordinated. The large amount of analysis that is necessary means that detail is skipped, so requirements are misinterpreted or lost and elements of the answer don’t integrate.

Vague specifications lead to inaccurate costs, therefore the supplier ups the purchase price to safeguard themselves. You may, quite reasonably, claim that as someone who operates a software house, I’ve a vested fascination with this argument and which may be true, however the statistics are thought by me speak for themselves. Time and again, I have seen software benefiting my clients’ companies, including some local authorities. Government must not switch its back onto it; it will be more vital than ever over the next few years. What it does should do is to learn how to buy IT, including being a bit more discerning about those suppliers from whom it buys.

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