A technology strategy for the future UN

Transcription

1 A technology strategy for the future UN

2 Agenda Future of IT Current state Where we are going Vision Strategic Priorities Recommended Approach Next Steps 2

3 Future of IT

4 How do we consider the Future of IT IT as an enabler working leading constrained transformation UN reacting planning IT as utility 4

5 AN UNCERTAIN FUTURE WAR RISK SOCIAL CHANGE DISASTER POVERTY CYBER CRIME EMERGING TECHNOLOGY 5

6 Backdrop of global challenges mandates technology advancement climate change network age cyber crime peace and conflict Decision making health poverty digital divide sustainability 6

7 Understanding of the future Multidimensional Uncomfortable (emerges from external factors we cannot control) Perceived differently by different people 7

8 Current State

9 Deficiencies identified by the GA* Ineffective Technical Authority, Standards Framework, Operational Resilience, Information Security Need to align ICT programmes with the work of the United Nations ICT not configured to support business transformation Acute deficiencies in ICT Governance Missing balance of centralised control vs operational freedom High-level of duplication and fragmentation of ICT functions *A/RES/65/259 and A/RES/67/254 9

10 Deficiencies identified by the Board of Auditors* Lack of transparency of ICT funding and budgets Limited visibility of ICT expenditures Information is not available to those who require it, when they require it and how they require it Insufficient attention to the Reform Agenda, specifically Umoja and IPSAS Need for clarity on scope and remit of the CITO Lack of established strategy for Applications Insufficient attention to business transformation Inadequately secured information environment. Existing security controls fall short of what is expected from a global organization Absence of clear and effective governance and accountability *A/67/651 Report of the Board of Auditors 10

11 Strategy alignment priorities 11

12 Key Accomplishments Umoja deployment IPSAS compliance Completed the Enterprise Architecture Roadmap Upgraded 95% of PCs in UNHQ to reduce risks Completed 75% of IT Security Awareness Training Implementation Deployed 40% of filtering systems to reduce virus attacks Implemented 40% intrusion detection to monitor activities Completed 3 External Security Assessments Started security assessment of Umoja Started the Upgrade of firewalls and patching of systems Developed Disaster Recovery plans for UNHQ (started global assessment) Started DM Consolidation by moving OHRM to OICT, OCHA and DGACM consolidation plan underway Started deployment preparation for Fuel Management Systems in Mali, Democratic Republic of Congo and South Sudan Established an ICT organization to mainstream Umoja; security and business intelligence mainstreaming in progress Began implementation of the Enterprise Service Desk plan to ensure 24/7 support Consolidated 10 distinct networks into 1 in support of Umoja 12

13 Key Accomplishments Established a Global VTC Centre of Solutions Delivery Established a Applications Centre of Solutions Delivery; 617 Applications reduced across the Secretariat Established a Hosting Centre of Solutions Delivery; reduced the footprint of Data Center Hosting Conducted assessment of all websites, identified 1500, and began work on harmonizing, starting with UN.org Developed a new charge back model proposal Completed OICT plan to defragment the organization Deployed Connections enabling all UN personnel to work together globally Started work on a UN system wide data visualization project in collaboration with the Chief Executives Board (CEB) Established Interim Governance and meet regularly Established Policy Committee; Drafted 16 IT Policies and procedures Established Project Management Office; actively monitor 35 + projects and publish bi-weekly project status reports 13

14 Where we are going

15 Vision To realize the fullness of the mission of the United Nations through innovation & technology support supporting partner strong partner 15

16 IT budget $ $ IT SPEND $ $ $ $ $ $ $ $

17 IT cost per person 17

18 Strategic Priorities 1. Prepare the environment for, and support current critical initiatives in alignment with the Organization s strategy: service delivery model 2. Reinforce capabilities in the areas of infrastructure and ICT processes 3. Move the focus of ICT to high value innovation in support of the Organization s global mission and mandates 18

19 19

20 MODERNIZE Support strategic priorities of the Secretariat through cutting-edge ICT

21 Alignment and Enablement - Solutions Business Alignment Enable UN entities meet their mandate through automation Improve service delivery Enterprise Solutions Umoja Other enterprise solutions Collaboration and Conf mgmt solutions Document mgmt systems Workflow systems Building Management systems Field enterprise solutions 21

22 Alignment and Enablement - Infrastructure Infrastructure and architecture Networks Datacenters Desktop computing Unified access and messaging Service desks Architecture 22

23 Umoja Mainstreaming Milestone Infrastructure Hosting Disaster Recovery Security Business Intelligence Policies and Procedures Interfaces Document Management Umoja SAP Centre of Solution Delivery Complete Complete Complete 23

24 Information Security Plan Web Requirements Workstation Configuration Classify Information HIGH RISK Filtering Full asset governance Reporting LOW RISK Intrusion Detection Cyber Intelligence Policies & Procedures Awareness Training ASSESS CONTROL PROTECT MONITOR 24

25 Disaster Recovery Critical Applications without Disaster Recovery Plan Critical Applications with Disaster Recovery Plan Total number of critical applications that had a successful fail over test 0 HQ OAHs 25

26 Disaster Recovery Critical Applications Milestone Approval for UNHQ DR Plans Establish Guidelines & Criteria Develop Requirements / Proposal SEPT Approval on Proposal Complete DR Plans Implement DR Complete Complete 26

27 TRANSFORM Restructure ICT globally to provide enhanced client services

28 How harmonization will work Current State - Department A Centres of Solution Delivery Location 1 Location 2 Location 3 Location 4 Data Centres & networks Enterprise Applications Helpdesk Video Conferencing Local analytics IT support Business transformation and delivery 28

29 How harmonization will work Future State - Department A Location 1 Location 2 Location 3 Location 4 Local analytics Local IT support Business transformation and delivery Technology support Centres of Solution Delivery 29

30 Regional and Center of services model An organization dependent on interplay, collaboration and interdependence Hosting of enterprise solutions in the Enterprise Data Centers in phase 1 Creation of hubs for enterprise application delivery Creation of hubs for service delivery Harmonize certain local/departmental core IT work into regions, IT hubs and EDCs 30

31 Regional and center of services model Harmonized Value Highly fragmented Number of IT systems 31

32 ICT organization Structure 32

33 Consolidation & Harmonization 1582 Applications 1266 Websites 44 data centres ~8000 P/V servers ~100 key Applications ~300 Websites ~2 enterprise data centres Others with smaller footprint ~consolidation to virtual servers 33

34 Application Solution Delivery Milestone Inventory Validation Assessment Retire due to ERP (Umoja /Inspira) Develop Application Road Maps Build / Enhance Enterprise Wide Solutions Migrate to Enterprise Solutions Decommission Local Apps 34

35 Website Harmonization Milestone Website Technology Strategy Develop UN Standard Drupal platform Develop Content Updating Tool Develop Websites Roadmap (Requirements) Build Websites Migrate Websites Decommission Websites 35

36 Service desks number drives complexity Multiple Offices/ Departments A+B+C+D+.= 131 ICT Service Desks Multiple Business Lines Insurance, Ed. grant, Payroll, Security clearance, Travel Facility, Medical. Ineffective governance Fragmented decision making Lack of standards: process and technology Technology not leveraged in full Self service ACD Tools inadequacy Service catalogue SLAs Analytics Lack of critical mass to invest in improvement 36

37 Enterprise Service Desk 131 Service Desks Hours 9 AM 5 PM 4 enterprise Service Desks* 24/7 37

38 NYSD created Enterprise Service Desk phase 1 Today OICT-OHRM Consolidated Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Technology Foundations DM Consolidation UN HQ Consolidation Global Consolidation Bangkok Operational Geneva, Nairobi Operational ongoing fine tuning Umoja Other Enterprise Applications ESD Stabilized 38

39 INNOVATE Foster innovative solutions that enable the UN to fulfill its mandates

40 policy & research change & delivery SUBSTANTIVE Centre of Solutions Delivery to focus on substantive business 40

41 Innovate Communications and Change Management Public-Private Partnerships Analytics and Strategic Decision Making Digital humanitarianism Business process management and automation 41

42 Analytics and Business Intelligence Definition and Trend Business Intelligence is changing from measurement and reporting to analysis, prediction, forecasting and optimization. (See Gartner 20/2/2014, BI and Analytics) Why Analytics for the UN? Analytics can be used to analyze our processes and improve efficiency, to measure our performance, both in quantitative and qualitative terms: Know what we are achieving (impact analysis)? Know what people think about UN Programmes? Provide transparency to Member States and donors 42

43 Substantive Data Analytics: Effect of Propaganda Videos on Security Incidents 43

44 Substantive Data Analytics: Security Council Resolutions relationships 44

45 Analytics Milestone Establish global analytics capacity Establish data governance mechanism Provide reports for Umoja Increased data sharing, monitoring and analysis Establish local analytics capacity Enhance capacity to analyze Big Data 45

46 GOVERN Strengthen governance and technical authority to ensure compliance

47 Role of CITO Steward of the transformation of UN Global IT Create and sustain a set of shared views, programmes and values, and to implement innovative technologies to enable and facilitate the work of the United Nations Spark UN ICT staff to create and sustain an environment of innovation where we harmonize activities and spend, and move towards a reality where we can deliver as one 47

48 Governance 48

49 Architecture and Policies Development and compliance of one architecture for the UN Development of policies and technical guidance Compliance Technical Authority 49

50 OPTIMIZE Reconfigure ICT resources and structures to support objectives and strategy

51 Human Resources strategy Application Services Communications Customer Support Data Center Management Public Information Industry 34.0% 17.0% 18.0% 20.0% 11.0% Mission 8.1% 64.4% 4.8% 11.2% 6.1% 5.3% OAHs, Regional Commissions & Tribunals 16.0% 25.4% 22.5% 19.3% 16.8% Headquarters - excluding OICT 44.7% 10.4% 22.8% 8.3% 13.9% OICT 24.7% 31.1% 7.9% 2.1% 15.2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Application Services Communications Customer Support Data Center Management Public Information OICT 24.7% 31.1% 7.9% 2.1% 15.2% 0.0% Headquarters excluding OICT 44.7% 10.4% 22.8% 8.3% 13.9% 0.0% OAHs, Regional Commissions & Tribunals 16.0% 25.4% 22.5% 19.3% 16.8% 0.0% Mission 8.1% 64.4% 4.8% 11.2% 6.1% 5.3% Industry 34.0% 17.0% 18.0% 20.0% 11.0% 0.0% 51

52 Human Resources strategy Organizational right sizing and upward mobility Understand what our people do Train and develop Create metrics Reward Remove layers Give power

53 Chargeback model Move away from over 140 services to Create a standard enterprise approach in determining the cost of ICT activities including Umoja Reduce administrative overhead Move to Flat Fees Fund some shared infrastructure costs like networks, IT security or enterprise systems on an equal basis 53

54 Global sourcing strategy Much has been achieved through global negotiations 11 largest hardware/software vendors across HQ, DFS and UNOG: Total of $87M is expenditures = $72M in hardware + $15M in software 7% additional discount this year for Cisco target discount structure going forward is tiered, based on leveraging our aggregate purchasing volume and achieving the largest percentage discount from our major vendors Contract Value Potential Discounts > $10M 5% $5M-$10M 4% < $5M 3% Recent Gartner data shows savings of 10% or more by applying a standardsbased approach 54

55 Our future

56 UN deserves the best technology organization. We have a lot of work before us. There will be pain and there will be disruptions. But there will be success and we will modernize and transform together. 56

57 There is nothing here we can not fix. But I can not do it by myself. I need your help. 57

58 UnitedNationsUnite Thank you