Due to a change in the specification made by the LCD (4) this coursed the LIBRA project to be revised, it is plotted in the index matrix as a functional redefinition as things were being changed and done differently. At this stage this was seen as a doing things differently by the LCD department. The question arises, should the LCD have issued this change and redefined the project into three separate sections. Its seems by all accounts to be a poor decision at the later stages as a communication breakdown evolved, and as a result of this, LIBRA standard equipment wasn't installed into the new buildings.
So the decision to divide responsibilities of the project (5) again was a functional redefinition. It must be noted at his point that it seems that by the LCD changing the specification it can be argued that bad management practice was but into place, as this upset project in terms of time completion and costs. With the testing of integrating the IT infrastructure (6) for the LIBRA project into the new building was a good idea, as it provided evidence for the future success of the project.
This IT development has been placed on the matrix as a service enhancement because not only is the development catering of the whole organisation but it also doing the right thing for this organisation. Its if felt that this is a good decision but tests of this nature should of somehow been implemented earlier in the project development. Stage 7 isn't an IT development benefit as such but more of a consequence of the testing phase in stage 6. The study of equipment (8) analysis in the Kidderminster new building defined more errors in the project.
This could be due to the fact that the contractors for setting up the network, Fujitsu has not specified a good specification, however, error and the blame, was due to the insufficient equipment installation. This stage is plotted on the matrix as functional improvement because it is applies the LCD and the idea of doing the right thing. Due to a survey done by Fujitsu (9), arrangements were made to alter the original plan for the department as new suggestions were added to help the Kidderminster building reach LIBRA standards. This survey both should and shouldn't have taken place.
It shouldn't have taken place because the building should have been up to standard in the first place and should have taken place in order to make the changes. Really it was a good IT/IS strategy decision in the end but shouldn't of been implemented as the building should have been up to standards anyway. Assuming that the LCD has ordered another major change to the LIBRA project, which has gone way beyond sectioning. The choice of contractors for the three section's has been decided and a clean sheet to develop a successful IT strategy for the remaining Magistrates Court systems is in place.
In order to revise a new IT strategy a plan needs to be implemented to achieve certain IS/IT benefits. The achievements which will benefit our strategy are identifying the current role of IS/IT applications in the organisation. Planning new IS/IT applications and developments. Future opportunities also need to be identified as well as ensuring that IS/IT strategies are in line with the organizational strategies. Figure 3. Method for Achieving Business Benefits The diagram above shows the techniques which will be used to plan a new IS/IT strategy following a methodology to achieve business benefits.
The following sub sections of this report will follow these techniques in detail along with a justification of why the techniques were used. Before the techniques can be used however, the stages of the strategy need to created. Revised stages of the LIBRA project 1. Use results from the Fujitsu report on the insufficiencies of the pathfinder project court buildings, to update specification of new and existing buildings. A better, revised and updated specification was created. 2.
PFI agreed with Nick Jones, Justices Chief that the building contractors were over budget and decided to reconsider new contractors that would result in reducing the overall budget of building installation, to make the implementation of linking the IT strategy with the physical implementation of the buildings and systems more cost effective. 3. Contracts with companies such as Rentokil were stopped, they were the building installation contractors. The LCD and PFI came to an agreement that Fujitsu should take on this responsibility to ensure that the installation matched their LIBRA project standards successfully.
Fujitsu agreed and began immediate implementation. 4. A LIBRA standards trained hierarchal managed IT department was created in all of the court buildings. These departments were responsible for the managing, user training and maintenance of the system. 5. The new system was tested in each court building and a feedback report was generated to see if the system is consistent with the inspectorate's review which stated the magistrate's courts strategic and functional/business objectives (see Appendix A).
A usability report is issued monthly. Minor modifications were made after testing where appropriate. 6. The LIBRA system is now in place in all Courts in England and Wales. Full testing and evaluation has been carried out over time, and the system was updated, expanded and implemented to cater for the other criminal justice departments such as the Prison Service and Probation Service. Thus enhancing the service of the system. The procedures 1 – 5 were used again but in the Prison Service and Probation Service buildings. Strategic Grid
The first stage which was developed to create an improved strategy, was the creation of a better, revised and updated specification (1) for the LIBRA project buildings. This decision will be essential to the survival of the project, if not the project would have carried on being massively over budget, and eventually failed. Continuing on from this (2) an important decision is made in terms of cost and more importantly reducing cost. This is a critical decision in order the prevent costs further spiraling and therefore it is critical also to the success of the project and achieving the strategic goals specified.
You can see illustrated in the SG (3) that this is again in the strategic quadrant because a lot of strategic decisions are being made to ensure that that the strategic objectives are quantified. The new IT department (4) integrated with full system isn't essential to the project but is important to the successful maintenance of the system. This is high on the IT dependency scale of the grid, however quite low down on the strategic impact of the project. With the system in place (5) it was tested by the users to ensure that the system was user focused, this is an important key factor is benefiting IT.
This is a useful decision; however it is not critical in terms of the systems working. The SG shows that this moves the direction of the project into the support quadrant. So far our SG is representing a good natural cycle of the strategic root of the revised IT strategy. Finally we move into the turnaround quadrant as decisions to expand the systems come into place. This is important in order to successfully restart the strategic route (6). It's is important that new ideas are employed in order to deal with change and modernization in the environment around them.
Without reconsidering the status of the project and the system developed in its environment it can lead to more serious faults later on. It has to be remembered that this project was initially to provide means of electronically transferring casework records between magistrate courts and act as an administrative tool. With the enhancements made whilst employing the system on a wider scale means that it should in theory, and if the systems is successful, become a locked in system. With the IT departments in place the system is well managed, this cuts risk of IT failure.
With this process in production the future decisions to continue to update and enhance the system are easily applicable when repeating the strategic route used. Transformation Graph MIT 90's identified 5 levels of transformation within an organisation: An explanation of the transformation stages is explained below along with a diagram in Figure 5 to give a visual representation of the stages. The first stage of the revised project (1) was the creation of an updated specification of the magistrate court buildings. The existing systems in place were mostly manual with a small amount of court buildings implementing the new automated IT system.
This was a Localised Exploitation of IT within the organisation and showed a lack of integrated infrastructure throughout all departments. The next strategic stage (2) was the agreement with Nick Jones, Justices Chief that the building contractors were over budget. This stage was also placed in the Localised Exploitation section of the transformation graph for the same reasons as in stage 1. The agreement to stop contacts with building contractors such as Rentokil (3) who were overcharging for equipment such as network points and make Fujitsu responsible for such work was placed in the Internal Integration section of the graph.
The reason behind this was to improve communications throughout the project by involving fewer parties in the building work. The fourth stage was the creation of the IT departments (4) in each of the court buildings to take responsibility of the managing, user training and maintenance of the system. This was definitely a Business Process Redesign stage as the creation of the new department was a business transformation.
The fifth decision was the testing (5) of the up and running systems in the court house's to ensure that the buildings and the system were up to LIBRA standards. After testing, changes could be made and improvements implemented. This decision was placed in Business Network Redesign as it created new business ventures and markets. The final stage is the rollout and expansion of the LIBRA system (6) which was placed in the Business Scope Redefinition phase because the system is enabling the organisation to perform business in new ways.
Chapter 4 Conclusions & Recommendations The current use of IT in the Lord Chancellor's department is currently having to battle against a lot of problems concerning the way the LIBRA project has and is being conducted strategically. As a result of analysis it seems apparent that the decisions are strategic, however, they do yield poor results in concerns to the LIBRA project and the impact it has on the organizational objectives of the courts magistrates.
The system from all accounts may be faultless, but it became highly obvious whilst installing the equipment, the process for setting up networking installations, to link the IT infrastructure isn't. The objectives are not matched because the system cannot be sufficiently integrated physically in the in the buildings to provide the staff with a system to electronically automate casework records and administration roles, without the success of this, then the key functional areas of performance shown in the magistrates inspectorate (see Appendix A) cannot be met in order to measure the performance of the courts procedures.
So far with the original LIBRA solution it seems that the lack of communication between the LDC and Fujitsu and varying project and system specifications caused a lot of implications such as loss of project time and as a result more cost expenditures. The Public Finance Initiative role also had a role in poor decision making as they were responsible for awarding the contracts to the various companies that were in charge of the development and implementation of the system.
Examples have been made of poor contractors that were not only charging high prices and over budget but were also poor in matching the LIBRA system requirements. The revised LIBRA system combats some of these problems and starts to eliminate errors in the old system such as better communication with up-to-date information on the system progress.
Testing of the system after initial training given by a new IT managed department provides not only ongoing support, training and management but constant feedback on the systems progress or failure. This information is vital in order to make room for system enhancements or modifications, this is extremely important in order to help the system grow with the user and allow the system to be user focused and apply sufficiently to the functions of the department, again meeting the department objectives and hence organisational objectives.