BRITISH LIBRARY BOARD. Tuesday, 9 February F.O.I. Publication Status: OPEN - to be released without redaction IT STRATEGY

Transcription

1 BRITISH LIBRARY BOARD Tuesday, 9 February 2016 Paper No: BLB 16/07 F.O.I. Publication Status: OPEN - to be released without redaction IT STRATEGY PURPOSE OF THE PAPER This summary paper provides the Board with an overview of the IT Strategy, the key strategic priorities for IT and their link to enabling the delivery of the Living Knowledge vision. A copy of the full IT Strategy document is available for reference upon request. ABSTRACT (SUMMARY) IT is a key enabling strategy for Living Knowledge. The four strategic priorities defined in the IT strategy are: 1. To consolidate and improve IT Infrastructure and Service Delivery capability 2. To enhance the scalability and performance of the Library s strategic Digital Library Systems 3. To enable an improved, first class search, discovery and access experience for all users 4. To enable improved corporate systems integration and business intelligence capability Over the course of 2015/16, IT has worked with senior stakeholders and finance teams to identify the financial impact of the strategy and a roadmap for its delivery. This roadmap is closely aligned to the delivery of the core purposes and wider Living Knowledge business plan. ACTION REQUESTED Members are invited to note and comment on the document. Head of IT Services January 2016 BLB 16/07 Page 1 of 9

2 IT STRATEGY 1. INTRODUCTION In 2015 an Emerging Strategy for IT was defined and presented to both the BL Executive Team and BL Board. This document identified the strategic priorities for IT and their alignment to the purposes and vision outlined in Living Knowledge. Over the course of 2015/16 further work has been undertaken to validate these priorities, to create a roadmap for their delivery and to identify the financial impact of that delivery. This paper provides a summary of that updated IT strategy, the roadmap for delivery and the expected outcomes and financial impact associated with the implementation of that strategy. Full details of the strategy are provided in the IT Strategy For the British Library - Enabling the Living Knowledge vision document accompanying this paper. 2. IT STRATEGIC PRIORITIES The IT Strategy is one of the key enabling strategies for delivering the Living Knowledge vision as the continuing development of the Library s IT services and digital capabilities will be critical to the delivery of the Library s core purposes and vision for The four strategic priorities for IT are: Priority 1. To consolidate and improve IT infrastructure and service delivery capability Priority 2. To enhance the scalability and performance of the Library s strategic digital library systems Priority 3. To enable an improved, first class search, discovery and access experience for all users Priority 4. To improve corporate systems integration and business intelligence capability These priorities are described in further detail in section 5 of the IT Strategy document. 3. ENABLING LIVING KNOWLEDGE In order to meet the challenge of the Living Knowledge vision, IT Services will need to continue its transformation into a modern, service-focused organisation that is capable of delivering professional, efficient and consistent support services and of developing and implementing high performing, innovative technology solutions. The underlying technical Architecture of the Library must also evolve to meet the Library s desire to offer a broader and deeper range of digital content and services. BLB 16/07 Page 2 of 9

3 Delivery of the IT Strategy will see the introduction of desktop, infrastructure and storage as a service offerings (DaaS, IaaS, StaaS) that will bring efficiencies and flexibility to all Library operations. A balanced sourcing approach incorporating the engagement of key technology suppliers / partners, will enable new services to be delivered quickly and cost effectively, and will also ensure the Library has access to the right technical skills and knowledge it needs, when it needs it. The table below maps the four IT priorities against the Living Knowledge purposes. A more detailed mapping is Appendix C of the full IT Strategy Document. Everyone Engaged: Defragmenting the customer experience will be vital to ensure Library users across the spectrum are fully engaged with and services provided by the Library. The integration of a new Membership service offering, alongside improvements in our web presence, online ordering, CRM, Reader Registration, Box Office Ticketing payment systems, will help deliver the consistent customer experience needed by our users. In addition further development and upgrades to the supporting network, Wifi, Video Conferencing and Audio Visual infrastructure will be required to deliver the expanding programme of events, exhibitions and conferences. Everything Available: In support of the revised acquisitions strategy and in response to the decline in the traditional document supply business, new request fulfilment solutions will be introduced to provide on demand delivery of content to the reading rooms and online customers. Improvements to the access & viewing and search & discovery experience will compliment the development of these digitise and connect on demand services and solutions, ensuring content is available to users in a format they wish to consume it. Heritage Made Digital: Enhancing the scalability and performance of our core digital library systems will be critical to enabling the successful ingest of content created through large scale digitisation and preservation initiatives such as SOS, Indian Print, Qatar etc. Improvements in access and viewing functionality, along with improved search and discovery technologies will be necessary to ensure that such content can be used for a wide range of purposes (research, cultural, learning, business and international). BLB 16/07 Page 3 of 9

4 Boston Spa Renewed: Improving the scalability and performance of the core digital library system (DLS) will allow the Library to meet its aspirations (and mandate) to store and preserve the Nations digital heritage. The replacement of some bespoke DLS components with a commercial Digital Asset Management and preservation solution will provide Collections Management with the operational tools necessary to effectively ingest, store and preserve up to 4TB of digital content per day, across a range of formats including Sound, Video, Images, Maps, ebooks, ejournals and Web. Associated with this is the re-architecture of the digital storage infrastructure to reduce the total cost of ownership of interim and long term preservation storage growth. The upgrade and consolidation of existing Library Management Systems will ensure these core systems remain in support and will be critical to the ongoing collection, management and access of both printed and digital content. Improvements to the digital library system and its supporting storage and server infrastructure will allow the Library to meet both its existing custodianship objectives as well as position itself to readily expand its operations should a shared digital collection hub business case be successful. STP Transformed: Replacement of the ageing fixed telephony system with a cloud based unified communications suite, further expansion of public wifi and improvements in desktop and infrastructure service provision, will enable users across STP and BSP to work more collaboratively with each other and external partners. The increasing digital content in the DLS and introduction of improved search and analytics tools will assist in research collaboration, as well as providing opportunities to engage customers to that content through digital spaces and galleries. BLB 16/07 Page 4 of 9

5 4. ROADMAP FOR DELIVERY The diagram below outlines the roadmap for delivery of the IT Strategy 15/16 16/17 17/18 18/19 19/20 Access And Viewing Universal Viewer 2.0 Universal Viewer 2.0 Web site Web site redevelopment redevelopment Portal Development Portal Development Digital Rights Strategy Digital Rights Strategy User Device Access SSO Shibboleth Live Universal Player Design Registration consolidation Web site consolidation Universal Player 1.0 SSO Federated Live OWA Portal Beta Live Viewer consolidation Digital Reading Room Universal Access 1.0 Retire legacy viewers Access API design Digital exhibitions Universal Access 1.0 Access API published Single Web presence Search and Discovery Primo Enhancements Review search and discovery requirements Market Research Data Analytics study Full text proof of concept Next generation search and discovery ITT Semantic search pilot Sound & Audio search design Data Analytics Engine Discovery API design Primo / SFX migration Discovery API published Single unified discovery service Request and Fulfilment Online Shop Live Box Office ITT Imaging Services review BLDSS / BLOD service Box Office Live Audit of current solutions Consolidation planning Ecommerce Roadmap Consolidate payment services Personal Archives Design Imaging services upgrades Picture Library replaced BLDSS retirement Fulfilment API design DoD service design Personal Archive Service BSP Print Hub integration Fulfilment API published Single Request & fulfilment experience BLOD services live Library Management System LMS Requirements review Aleph/ SAMI / IAMS MER updates Market Analysis emed Collection consolidation LMS RFI Issued LMS SaaS PoC LMS ITT & Procurement Data architecture design LMS Implementation LMS Migration Phase 1 SirsiDynix Replacement LMS Migration Phase 2 Consolidated SaaS LMS Digital Asset Management DLS v1.0 OAI-PMH Live Metadata Aggregator v1.0 DAM RFI and PoC DCI / DCW Development DCD Development DAM ITT Published Qatar Ingest starts Heritage Sound Ingest Radio Archive pilot DAM Procurement & Pilot Estar & MDDB retirement Document harvesting live DAM Implementation Workflow migration (Digitised) DAM API design DAM Migration (Born Digital) DAM API published Radio Pilot Review Storage Storage RFI & PoC Storage strategy case BAU capacity & refresh Procurement Digital Hub SOC Storage ITT issued BAU capacity & refresh Procurement Digital Hub OBC Storage Procurement Design & Pilot BAU capacity & refresh Procurement Digital Hub FBC Managed storage service rollout Interim Storage migration Working storage migration Digital Hub Service Design DLS storage migration Managed storage service live Digital Hub service development BLB 16/07 Page 5 of 9

6 15/16 16/17 17/18 18/19 19/20 Infrastructure Market Research Mobile consolidation Windows 2003 migration Network upgrades Wifi Expansion Managed Network ITT IaaS ITT Virtual server consolidation Managed Network award Unified Comms rollout IaaS PoC & award AD consolidation IaaS Implementation Hybrid Cloud design Windows 2008 migration Managed network service IaaS Hybrid Cloud services End User Computing Citrix Pilot 02 Mobile contract Mobile device pilot Topdesk rollout Remote access consolidation RFI End User Computing PC Consolidation Expand use of Topdesk AV service review ITT for DaaS & Office 365 Managed Print Service renewal Expand use of Topdesk AV system improvements Migration to DaaS Office 365 rollout Implement self service Offerings DaaS Office 365 Exchange & PC decommissioning Corporate Systems Sharepoint support outsourced PSP ITT & Procurement CRM Support outsourced BPM RFI & PoC RFI Financial Systems PLR applicstion rewrite HR system RFI Admin process automation Financial system replacement HR system replacement PLR support migration CRM upgrade planning CRM upgrade The above outlines the main steps in delivery of the IT Strategy, shown as changes throughout the Library s technology layers. Delivering the four strategic priorities for IT will entail changes across the technology layers. Delivery of priority 1 will primarily involve internal changes to IT operations and services and the engagement of 3 rd party technology suppliers / partners to introduce new technology solutions and services. This work will be delivered through the existing IT transformation programme which is overseen by the IT management team. Priorities 2, 3 & 4 will be delivered and managed through the strategic business programmes setup to deliver the wider Living Knowledge business plan, to ensure the changes in core library systems and supporting infrastructure solutions are delivered in line with business needs and timescales. BLB 16/07 Page 6 of 9

7 5. FINANCIAL IMPACT The table below provides a summary of the capital investment and baseline running costs of IT across the term of the strategy outlined. These numbers have been included in the Library s corporate financial planning assumptions. Forecast Costs 2015/ / / / /20 Capital Investment 0.5m* 1.2m 1.8m 2.6m 2.1m Costs Baseline IT Costs 8m 8m 8m 7.5m 7m The baseline running costs (salary and none salary) for IT are 8m per annum. Within this figure, c 1.2m pa of internal resource effort will, over the next five years, be focused on the development and delivery of improvements to the Library s Access & Viewing, Search & Discovery, Request Fulfilment and Corporate Systems, as well as the integration of upgraded LMS and DAM systems. Over the term of the strategy the Library will also need to invest an additional c 8.2m. The largest chunk of investment (c 3.8m) will be in improving the efficiency and capacity of digital storage. Other key investments include the upgrade to Library Management Systems ( 1.2m), migration to a commercial Digital Asset Management solution ( 1.1m) and improvements to the Library s supporting telephony, network and server infrastructure ( 1.4m). It is expected that this investment will result in a reduction in annual running costs of 1m from 2019/20 onwards. In addition improvements in storage architecture will also reduce the Library s cost of annual storage growth by 40%. It is anticipated that as the organisations needs evolve, additional investment in technology solutions and services will be required. The costs for any such additional developments will be covered by new business cases submitted through the normal business and financial planning process. BLB 16/07 Page 7 of 9

8 6. EXPECTED OUTCOMES Area From To Service Delivery Model Application Architecture Infrastructure & End User Computing Architecture Supplier Engagement Financial Model Predominantly in house delivered IT service supplemented by short term contractors. Bespoke, closely coupled, complex architectural spaghetti Limitations in performance, scalability and functionality of core systems 300 supported systems Complex, relatively large infrastructure Footprint. Ageing and inefficient storage platforms Outdated telephony infrastructure Virtual sprawl across a mix of technology platforms Modern VC, network and wifi infrastructure Numerous small suppliers Mainly transactional maintenance / license based contracts 8m IT Service costs (predominantly internal salary) Recurring capital investment in storage capacity growth, technology refresh and other development activity Balanced sourcing model with commodity services outsourced and core internal teams focused on targeted innovation Flexible, simplified architecture model Loosely coupled applications linked through published API interfaces Scalable core library systems based on proven commercial / opensource solutions. 25% reduction in system estate Simplified, consolidated, flexible, cost effective storage, infrastructure and end user technology solutions Hybrid Cloud balancing on premise and cloud based solutions, delivered as a service. Unified communications Desktop as a service offering 30% reduction in server & desktop estate Small number of key technology partners / suppliers Longer term relationships and shared risk Predominantly 3rd party contract based as a service cost model 1m reduction in IT operating costs 40% reduction in storage growth costs Supports reduction in operating costs across other BL operations BLB 16/07 Page 8 of 9

9 7. RISKS No Risk Mitigation 1 IT Strategy delivery becomes disconnected from business programme objectives and timescales Ensure technology change is delivered within business programmes Regular review of strategic IT changes with business programme owners and SLT stakeholders Identify and track key metrics for measuring 2 Strategic changes fail to deliver financial and performance benefits 3 Lack of key skills to deliver service and technology transformation 4 Architectural disconnect across delivery programmes and strategic priorities 5 Changing business priorities or disruptive changes in IT technology and service sector success Ensure costs forecasts are included in wider corporate plan Early market engagement to check likely scale of costs and potential benefits Annual review and revision of cost & benefit forecasts with finance Identify and engage key suppliers / partners to bring range of skills and supplement internal team abilities where required Create high level architecture roadmaps and as is / to be diagram. Head of Architecture and Design chairs via quarterly Architecture governance group meetings to oversee architecture change Architecture leads assigned to all major programmes Regular engagement with business stakeholders and SLT via service management groups and programme boards Maintain technology and supplier watch Engagement with Gartner and other technology consultants to identify potential impacts of technology developments Head of IT Services January 2016 BLB 16/07 Page 9 of 9