1. How to use this Presentation
unite and deliver effective support for countries
Technical Module: Common ICT (Information, Communication & Technology) Common Services and Harmonized Business Practices ToT September 2010
How to use this Presentation
Use “presenter view” when showing it so you can read the notes.
Print the notes pages as a script for yourself and a handout for audiences.
For a 45-minute presentation use the whole deck.
For a 5-minute presentation use only the introductory slides and the “key point” slides marked with the dark blue background.
Hide or delete any slides that aren’t relevant to your audience.

2. What is the UNDG ICT Task Team?
Supports Deliver as One (DaO) pilot countries in their ICT harmonization initiatives
Mission:
Provide continued direct support to pilot country implementations
Address country-level common ICT service needs
Develop and publicize guidelines and templates for Delivering as One in ICT
Propose capacity building measures that support other UNDAF offices
Consists of UNICEF, as Chair, UNDP, UNFPA DPKO, WHO, WFP, UNHCR, CEB

3. DaO ICT Guidelines
Created for UNCT and ICT to identify action plan for an ICT harmonization initiative
Focuses on:
Improving efficiencies in delivery of UN ICT services
Leveraging ICT in support of core UN business
Establishing a technical foundation for country-level collaboration and information & knowledge sharing
Provides step by step process and lessons learned from DaO key pilots
In 2009 the ICT Task Team put together guidance for UNCT and ICT to identify opportunities and develop action plans for common ICT initiatives.
In Feb 2010, the UNDG endorsed the ICT Guidance for the DaO at the Country Level.

4. Goal of the DaO ICT Guidelines
Improve efficiency and effectiveness in delivery of UN ICT services
Leverage ICT in support of core UN business
Establish technical foundations for collaboration, information, and knowledge sharing among the UN agencies and stakeholders
Assure Quality of Services
-Sharing ICT services among the various UN Agencies at the country level is not a new concept. Many Country offices are already sharing Internet connections, IT resources and equipment.
-The goal of these guidelines is to focus on improving efficiencies in delivery of UN ICT services, leveraging ICT in support of core UN business and establish the necessary technical foundations for country-level collaboration, information and knowledge sharing.

5. DaO ICT Guidelines Contents
Introduction: Background and General Strategy
Organizing for Delivering as One
Preparing for Delivering as One ICT Projects
Implementing Delivering as One ICT Projects
Supporting Shared ICT Services
Technical Guidelines
Annexes
ICT is a strategic capability that serves as an enabling platform for execution of each UN agency’s mandate and business strategy. Individual agencies developed and continue to develop global ICT infrastructures and services in a fairly independent fashion from each other. There is an inherent danger that capabilities, services and infrastructures are being implemented and deployed often in parallel, each one customized towards each agency’s governance, business processes and operating environments.
There are also services which add little to an agency’s differentiating or competitive capability such as basic communications and standardized business processes. The wide variety of technical tools deployed at country level and the parallel effort and expense needed to manage these independently to some extent detract from resources that could be allocated to ICT services needed to enable specific, custom needs of each agency.
Delivering as One in ICT is a mandate for inter-agency cooperation to leverage existing agency investments in ICT infrastructure and resources. It does not aim for total consolidation, or to unnecessarily replace existing infrastructures and services. Rather, it is a framework for collaboration that will provide business-driven efficiencies, based on industry best practices, for the benefit of all.

6. Business Perspectives of ICT
Introduction
Business Perspectives of ICT
Capabilities, services, and infrastructure tend to be developed and deployed in parallel, as per agency-specific requirements
Independent management of basic communications and standardize business processes may detract resources from substantive value-added services to marginal activities
Delivering as One in ICT is a mandate for inter-agency cooperation to leverage existing agency investments in ICT infrastructure and resources
ICT is a strategic capability that serves as an enabling platform for execution of each UN agency’s mandate and business strategy. Individual agencies developed and continue to develop global ICT infrastructures and services in a fairly independent fashion from each other. There is an inherent danger that capabilities, services and infrastructures are being implemented and deployed often in parallel, each one customized towards each agency’s governance, business processes and operating environments.
There are also services which add little to an agency’s differentiating or competitive capability such as basic communications and standardized business processes. The wide variety of technical tools deployed at country level and the parallel effort and expense needed to manage these independently to some extent detract from resources that could be allocated to ICT services needed to enable specific, custom needs of each agency.
Delivering as One in ICT is a mandate for inter-agency cooperation to leverage existing agency investments in ICT infrastructure and resources. It does not aim for total consolidation, or to unnecessarily replace existing infrastructures and services. Rather, it is a framework for collaboration that will provide business-driven efficiencies, based on industry best practices, for the benefit of all.

7. Key Benefits for DaO in ICT
Introduction
Key Benefits for DaO in ICT
Improve overall ICT response to business needs
Increase ICT value for money
Synergies gained through collective strengths
Improved business continuity posture
Improve ICT staff professionalism and motivation
Enhance communication, redundancy, and information security
These are some of the benefits to agency operations at country level for Delivering as One in ICT:
Improve overall ICT response to business needs: UN agencies share ICT resources, expertise and tools which are often scarce in developing countries. Agencies with less ICT resource availability find opportunities to leverage resources of other, better equipped agencies. New shared services set up to support needs previously unmet through local sources.
Increase ICT value for money: Service or infrastructure sharing, if provided adequate business guidance, can result in better utilization of agency ICT funds for value added services.
Synergies gained through collective strengths. Technology efficiency gains achieved from the sharing of expertise and cost-efficiencies (e.g. economies of scale, leveraging of agency contracts, volume procurement, and collective bargaining opportunities).
Improved business continuity posture: Opportunities for agencies to provide backup facilities to each other in case of disaster, either as a consolidated, central resource or in bilateral fashion. Such standby facilities are unique in the sense that these are hosted in UN premises.
Improve ICT staff professionalism and motivation: Better informed and more prepared ICT staff through sharing of agency plans, knowledge and learning resources.
Enhance communication, redundancy, and information security: Shared infrastructure enables development of various inter-agency communication modalities, provides redundant connectivity, and provides additional layers of security to the common UN standards.

8. Risks for DaO in ICT Introduction
Increased operational expense without additional services
Unsustainable shared services
Lack of governance and business foundation for shared services
Additional stress to ICT resources
Cooperation in ICT will create opportunities that yield important business value in UN agency country level operations. Due care should be taken, however, to mitigate these risks:
Increased operational expense without additional services: Joint ICT projects have potential to substitute or enhance existing services with those having reduced operating costs. However, sustainability issues should be considered to have the lifecycle view and cost of any infrastructure or service.
Unsustainable shared services: Setting up ICT infrastructures or services only for the sake of cooperation will quickly lead to unsustainable services and loss of initial investment.
Lack of governance and business foundation for shared services: Shared ICT services may involve pooling of funds, cost-recovery and sharing of ICT staff for maximum benefit. The necessary governance, roles and responsibilities, agreements and agency commitments at global and country level need to be in place to underpin this cooperation. Technology projects must be business driven.
Additional stress to ICT resources: Adequate management support needs to be put in place to provide ICT staff the necessary time, effort, training, and expertise to implement ICT projects, including change management aspects and other initiatives.

9. General Strategy for DaO ICT project
Introduction
General Strategy for DaO ICT project
Set up ICT Working Group
Identify existing & future needs
Identify key ICT assets
Identify gaps in ICT services
Consult with guidance & cases
The General strategy follows the same lines as the PAM...Governance (light blue), Assessment (green), Planning (orange), Management (blue) and decision-making (purple).
In the PAM governance structure we talked about setting up Task Forces in specialty areas to support the OMT/UNCT. The ICT Working Groups (ICTWG) are in effect a task force (i.e. Task force and working groups are used interchangeably)
Follow business case approach
Follow project based approach for changes
Establish sustainable mechanisms for support

10. Organizing for DaO in ICT
Establish UNCT Commitment
Establish local ICT Working Group
Identify ICT Opportunities and Gaps
Conduct a Joint ICT Assessment
Identify Potential ICT Efficiencies & Value Added Services
Assess Sustainability Issues
Present Roadmap to UNCT

11. Establish UNCT Commitment
Organizing
Establish UNCT Commitment
Benefits of ICT harmonization recognized at agency level
UNCT or OMT appoints ICT focal points from each agency
Time and resources provided for ICT focal points to meet

12. Local ICT Working Group
Organizing
Local ICT Working Group
Formed by ICT focal points from each agency
Small agencies may wish to delegate to other agencies
ICT WG reports to OMT/UNCT
Sample TORs (Annex A in Guidelines)
Guidance can be sought from UNDG ICT Task Team through UNCT
The General strategy follows the same lines as the PAM...Governance (light blue), Assessment (green), Planning (orange), Management (blue) and decision-making (purple).
In the PAM governance structure we talked about setting up Task Forces in specialty areas to support the OMT/UNCT. The ICT Working Groups (ICTWG) are in effect a task force (i.e. Task force and working groups are used interchangeably)

13. Working Group Collaboration
Organizing
Working Group Collaboration

14. ICT Opportunities and Gaps
Organizing
ICT Opportunities and Gaps
Analyze current and future ICT operational needs
Inventory of all Agency considerations
Optimize use of existing assets
Share resources
Identify cost reduction opportunities
Identify new services
Conduct a risk assessment

15. Joint ICT Assessment Organizing Goals:
Shared understanding of ICT infrastructure and services
Identification of common providers
Identification of ICT needs
Sharing of agency running costs and upgrade plans
Understanding of UN ICT staff resources
Shared understanding of UN country-level ICT infrastructure and services: Highlights gaps in ICT services to agencies, and identifies opportunities for sharing of infrastructure.
The ICTWG conducts joint ICT assessments to gather information regarding agency ICT spending, architecture, assets, resources and operational issues. The goals are to obtain sufficient information to allow:
Identification of common vendors and service providers: Opportunities for shared procurement of ICT supplies, assets and service contracts.
Identification of ICT needs of country programmes and common business units: Allows inter-agency teams such as a common communications unit to function more efficiently. (See Questions to find out about future common activities and units in annex B of the Guidelines)
Sharing of agency ICT spending and upgrade plans: Examine ICT current expenditures and agency upgrade cycles for equipment, software and services, to evaluate if these could be synchronized to take advantage of shared procurement. This could lead to harmonization of hardware and software and possible cost reduction.
Shared understanding of UN ICT staff resources: Review ICT profiles, expertise and capabilities to identify opportunities for leveraging other agencies’ staff for end-user support, infrastructure development and special ICT projects and to identify ICT support gaps.
Annex B of the Guidelines shows a sample format for information that could be gathered during joint assessment.

16. Efficiencies and Value Added Services
Organizing
Efficiencies and Value Added Services
Local
telecommunications
Training Resources
Connectivity
Shared
Data Centre
Financial
Control Systems
Equipment procurement & maintenance
Local telecommunications services (e.g. telephony providers, mobile telephony) and contracts: Consolidate as one UN contract to take advantage of volume procurement and reduced group calling.
Private (VSAT, MPLS...) and public (Internet) connectivity: Consolidate, share or replace with more efficient inter-agency alternatives to achieve reduced cost, increased reliability and/or availability of links.
Shared data centre opportunities: Consolidate or share thus facilitating Hosting services and server virtualisation and consolidation.
End-user and desktop support services: Share or setup a central unit to provide end-user support. Can be provided to agencies without adequate local ICT service support by other agencies having better facilities.
Equipment procurement and maintenance contracts: Share of vendor databases (e.g. UNGM) and LTAs (including piggy-backing on existing LTAs) to increase leverage over vendors for volume procurement. Establishment of procedures for problem resolution with Vendors. To be coordinated in collaboration with common procurement group if applicable.
Contingency facilities and ICT standby inventory: Can be constructed as a central service to serve as the UN community’s standby office facility in case of disaster or emergency
Security telecommunications services and infrastructure: Share with radio room (especially those operating 24x7) managed as a shared service.
Provision and sharing of training resources – e-learning or training material could be shared among ICT staff to maximize knowledge transfer and leverage existing available resources.
Other topics (new services) to think about are: green IT, network security enhancements, ICT set-up review.
Contingency facilities
End-user & desktop support services
Security
Telecommunications

17. Assess Sustainability Issues
Organizing
Assess Sustainability Issues
Cost and management issues of any shared ICT project requires assessment
Key Factors on consider:
Maintenance and operational costs
Cost sharing mechanism
Support structure
Defining investment worth, risks and benefits
Among the key sustainability factors that must be considered are these:
Maintenance and operational costs – costs of internal staff, vendor support costs, equipment replacement costs in case of breakdown, equipment replacement costs at end of life, annual license costs
Cost-sharing mechanism – a clear mechanism for cost-recovery and sharing must be setup for shared services.
Support structure – the accountability of proper operations of shared services must be clearly attributed to a single service manager, who is in charge of managing the support structure of the service. The support structure strategy may take the form endorsed by the UNCT including inter alia
Deploying technologies and communications infrastructure in order to share services often requires significant initial investment. This is also the case for cost recovery of staff working on ICT projects. This investment must be recuperated either through tangible or intangible benefits enabled by the ICT service.

18. ICT Road Map Organizing
Steps and strategies to take advantage of ICT opportunities (collaboration of ICT WG and OMT)
Includes:
Results of joint ICT assessment
Potential efficiencies and value added services
Sustainability issues
Endorsement by UNDG ICT Task Team
Presented to & Supported by UNCT
The ICT Roadmap is the equivalent to completing the Baseline, Needs and Costs analyses in the Assessment phase of the PAM.
The ICT Task Force should analyse current ICT spending, service gaps and harmonization opportunities by taking stock of all agency ICT considerations, and looking for ways to optimize use of existing assets, share resources, cost reduction opportunities or identify new services.
The ICT Task Force should take the lead from the OMT for any UN House or shared premise initiatives that may be being planned, and which would impact the nature of the ICT opportunities or services being analyzed.
Need example(s) of ICT Roadmap with comments on strengths and gaps…

19. Preparing the DaO ICT Project
Prepare the Business Case
Leverage Business &Task Team support
Gain UNCT approval for Business Case
Funding ICT changes & investments
The General strategy follows the same lines as the PAM...Governance (light blue), Assessment (green), Planning (orange), Management (blue) and decision-making (purple).
In the PAM governance structure we talked about setting up Task Forces in specialty areas to support the OMT/UNCT. The ICT Working Groups (ICTWG) are in effect a task force (i.e. Task force and working groups are used interchangeably)

20. The Business Case Preparing
Basis for UNCT to decide which ICT projects should be selected for implementation during the next UNDAF/programming cycle
Drafted by ICT WG
Realistic , Accurate and Practical
Tangible (versus intangible benefits)
Validated by all Agencies
Approved by the UNCT before implementation
The Business Case is the equivalent of the Common Services Option Report for ICT. The Business Case is drafted by the ICTWG (or its sub-group) and must illustrate both tangible and intangible benefits. A number of sample Business Cases are available from the pilot countries, and can be taken from the UNDG website. (which ones would you recommend? Where are they on the website?)
Because ICT typically comes with significant investments, the Business Case is a more detailed document than an Options Report.
The ICTWG needs to circulate the Business Case to the OMT/UNCT for review and endorsement. A presentation highlighting the major items in the Business Case needs to be made to ensure that the ICT project is thoroughly discussed within the UNCT. This will also ensure that any eventual investments and course of action have the full knowledge, buy-in and support of the entire UNCT. ( Such as the Tanzania Business case : can be found on
The ICTWG will need the full approval of the Business Case by the UNCT before proceeding to any implementation.

21. Business Case-Table of Contents
Preparing
Business Case-Table of Contents
Executive Summary
Vision and Organizational Objectives
Purpose/ Stake holder statements
Situational Assessment
Assumptions, Constraints, Risks
Statement of Business Requirements
Analysis of Solutions/Scenarios
Financial Analysis
Sustainability Plan
The Business Case (drafted by ICTWG) is derived from ICT Roadmap. The ICT roadmap should be implemented following a project approach. That is, steps in the roadmap should be constructed in a high-level work breakdown structure, and addressed as a single project. Following best practice, a Business Case document needs to be formulated for the project and is the basis for the UNCT to decide on investments and changes brought about the Delivering as One ICT project. A good Business Case needs to be realistic, accurate and practical.
The ICTWG can leverage local financial expertise for example from the UN finance staff to validate the financial calculations of the Business Case. The UNDG ICT Task Team can be contacted if there are questions about consistency with other approaches and consistency with interagency corporate policies and standards. Other business communities as well could provide support (e.g. Procurement)

22. Leveraging Support Preparing ICT WG role to leverage support
Local financial expertise to validate calculations
Share ICT road map and Business case with UNDG ICT Task team
Present Business Case to OMT & UNCT
Focus on ROI
Flexible options for Agencies
3.2. Leveraging Business and ICT Task Team Support
The ICTWG can leverage local financial expertise e.g. from the local UN finance staff to validate the financial calculations of the Business Case. Concerned agencies may request, at their discretion, the validation of the business case at other levels.
The UNDG ICT Task Team can be contacted if there are questions about consistency with other approaches and consistency with interagency corporate policies and standards.

23. Funding for DaO in ICT Preparing
ICT projects usually funded as one-time investments from RCO
Limited to No Funds from Agency HQ
Investigate other sources: Direct Donor Funding, Multilateral Donations Options for Other Countries
No funds = No implementation
Other non-Financial Resources
Not all projects require funding (process improvement)
-The ICT projects of Delivering as One pilot countries have been funded as one-time investments sourced from change management funds available to the Resident Coordinator’s Office (RCO). Other sources of funding may be investigated, including direct donor funding or multilateral donations. Agency Headquarters typically have no funds allocated for Delivering as One ICT projects, as these are country-level initiatives, but this can be investigated by individual agencies as a part of the project.
-Projects should only start when the funds for the project have been secured. As the project goes from design to implementation, funds commitments from agencies will need to be covered and supported.
-Not all projects require funding however. ICT projects geared towards process improvement may not need any significant financing, but would require resources to be allocated and dedicated to carry out the tasks.
-Funding is a UNCT responsibility .

24. Implementing the ICT Project
Identify Project Service Agency
Create Project Methodology & Plan
Establish Project Governance
Gain Commitment
Review Technical Guidance
This section of the guidelines describes the high-level recommendations when implementing Delivering as One ICT projects.
There are no hard and fast rules when implementing inter-agency projects.
However, best practice recommends that a project-based approach be used.
Project implementation should not begin until financial commitment and approval is given by UNCT.
Implement the ICT Project

25. Project Service Agency
Implementing
Project Service Agency
Drives the ICT project (organize, implement & complete)
Agency is nominated after discussion with ICT WG
Significant country-level ICT presence and/or expertise
Full support of local country representatives to DaO goals
Able to dedicate a portion of its ICT resources to support the DaO project
The project service agency is the agency that drives the ICT project. The project manager can be chosen from the project service agency, and has the overall responsibility to organize, implement and complete the project, ensuring that the business and technical goals of the project are met upon completion. In the Delivering as One pilots, the project manager was typically selected among the senior ICT staff present in the country. Depending on how big the project is given that the project manager will typically have to give up some of his normal duties, it is recommended that the project manager’s position be partially or fully funded by the ICT project during project implementation.
Characteristics of a good project lead include:
Experience with wide scope of service
Technical competence & skills
Managerial & leadership skills
The project service agency and project managers are nominated after discussion within the ICTWG, and presented for endorsement to the UNCT and Resident Coordinator. The recommended approach of service agencies and project managers should have these characteristics:

26. Project Plan Implementing Prepared by Project Manager with ICT WG
Includes: milestones, critical path, challenges, resource requirements, time requirements and financial requirements
Recommended standard: Prince 2 and PMBO
Elements: project tracking; communication and reporting; procurement, assets and resource management; risk management; closure and hand over (if applicable).
The project manager is responsible for creating the project plan in consultation with the ICTWG.
Industry best practice project methodologies such as PRINCE2 or PMBOK should be applied both in the planning and implementation phases. In accordance with the selected project management methodology, the following minimum project elements are to be covered:
project tracking;
communication and reporting;
procurement, assets and resource management;
risk management;
Closure and hand over (if applicable).
The plan heeds to contain a work breakdown statement (WBS), milestones, resource requirements, time requirements and financial requirements – just what we saw when looking at the CS Project Plans in the PAM Planning module.
Facilitators notes – in case you are not familiar with these two planning tools:
PRINCE2 is derived from an earlier method called PROMPT and from PRINCE project management method, which was initially developed in 1989 by the Central Computer and Telecommunications Agency (CCTA) as a UK Government standard for information systems (IT) project management. PRINCE2 is a process-driven project management method which defines 40 separate activities and organizes these into six processes: Starting up a project, Initiating a project, Directing a project, Controlling a stage, Managing stage boundaries, Closing a project. For further information go to
PMBOK is A Guide to the Project Management Body of Knowledge (PMBOK Guide), first published by the Project Management Institute (PMI) as a white paper in 1987 in an attempt to document and standardize generally accepted project management information and practices. The English-language PMBOK Guide - Fourth Edition was released on December 31, The Guide recognizes 42 processes that fall into five basic process groups and nine knowledge areas that are typical of almost all projects. The five process groups are: Initiating, Planning, Executing, Controlling and Monitoring, and Closing. The nine knowledge areas are: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management. For further information go to
PRINCE2, as a method and a certification, is adopted in most of Western Europe and Australia. The PMI and its certification, thePMP, are highly dominant in the US.

27. Project Governance Implementing
Governance Board- independent management oversight and direction recommended for larger scale and complex projects
Board validates changes & evaluates project goals & deliverables
Project Service Agency manages project funding & reports this to UNCT and Board
UNCT approval of high-level concepts in project plan
UNCT kept informed of high-level status of the project
The high-level concepts of the project plan need to be presented and approved by UNCT. In addition, the UNCT should to be kept informed of the high-level status of the project.
Project plan and possible revisions (cost, quality, time) are discussed in ICTWG and then presented to UNCT. Ideally, the project board should be a small group comprised of the major beneficiaries of the project deliverable, the RC office representative, and the implementing/managing agency. The board should be consulted in case there are significant changes in terms of overall project cost, quality or time.
Project funds received by the project service agency needs to be accounted for at regular intervals to the UNCT. At the close of project, agency financials need to be formally reported upon by the project manager to the UNCT and the board.

28. Gaining Commitment Implementing
Two key steps in developing a Stakeholder Engagement Plan:
Step 1 – Identify key stakeholders and their views
Step 2 – Develop strategies for engaging stakeholders
This relates back to the slides on Management Mechanisms in the PAM Planning module. In project planning circles, this is often referred to as Stakeholder Management.
Identify key stakeholders and their views: Identify the people and organisations that may be able to significantly influence project success. Analyse the positions (including values and expectations) of key stakeholders.
Develop strategies for engaging stakeholders: The next step is to develop strategies for engaging, informing and managing key stakeholders. Consider the purpose of communicating with each stakeholder. Is it to: build rapport; convey intentions; ask for feedback / input; provide them with information; build credibility; understand their perspective; and/or seek buy-in? What messages do you need to impart to them? What nature and level of contact is necessary?

29. Technical Guidance Implementing UNDG ICT Task team support:
Technical guidelines with regards to design in various areas (e.g. network security)
Specific technical support through joint missions
Review of project design documents
Inter-agency technical projects are often diverse, complex or require new technologies. In some cases, country-level ICT resources may need assistance in preparing technical designs or assessing feasibility of new services. The technical guidelines section of this document (section 6), outlines recommendations needed to make design decisions with respect to ICT infrastructures and services at country-level. Some guidelines are in the nature of general principles and would need to be analyzed and applied on a case to case basis. Other guidelines such as network security recommendations are more prescriptive, as they reflect practical rules that need to be configured in shared infrastructures. The technical guidelines are available in draft form and will be updated as material are finalized and agreed upon by ICT Headquarters departments, through the UNDG ICT Task Team.
In cases where there is insufficient expertise at country level to carry out detailed design of services or infrastructures to be delivered by the ICT project, it is useful to circulate the design documents to the ICT Task Team for consultation and review.
Going beyond written guidance, the UNDG ICT Task Team can facilitate identification of technical resources from UNDG agencies that can provide detailed technical guidance through a joint technical mission. Such design missions not only ensure that inter-agency technical designs have the benefit of knowledge from senior ICT staff typically supporting global environments, the joint nature of the missions also ensure that proposed changes are proposed in consultation with agency Headquarters policies and designs.
The ICT Task Team works to enhance ICT coherence at the country level. Initially organized as a working group to identify opportunities and support the Delivering as One pilot countries, the ICT Task team now reports to the Country Office Business Operations Working Group and responds to requests relating to ICT harmonization as country teams roll out new UN Development Assistance Frameworks (UNDAFs).

30. Implementing the ICT Project
No funds = No project start
Funds commitment needed from Agencies
Ensure plan has minimum project elements (project tracking; communication and reporting; procurement, assets and resource management; risk management; closure and/or hand over
Project Manager tasks:
Keep ICTWG and UNCT/OMT up-to-date
Track benefits and ensures ongoing validity
Manage and assign issues
Manage risks
Send out monthly status reports
The ICTWG and in a high-level way the UNCT/OMT will need to be kept up to date of progress, issues and risks by the project manager.
The project manager needs to keep track of the expected benefits of the project, ensure that they are still valid, as in changes are to be expected in large, complex projects.
The project manager needs to manage issues, assign them for ownership among agencies through the ICTWG, and close the issues.
The project manager also has to manage risk, by keeping a risk table and continually reviewing risks and mitigation items for correctness and validity.
It is recommended that in accordance with the communication plan, the project manager send out periodic project status reports, at least once a month.

31. Supporting Shared ICT Services
Define the Service Management Strategy
Define the Service Catalogue
Define the Service Management Model
Define the UN Service Agreement
Define the Financial Model
The service management model and financial model are two key elements that need to be resolved when planning for service operation (after the start-up phase has been completed). Resolving these will answer questions such as who is going to manage the services after these are implemented and how are the services going to be funded.
Service Management Strategy: The ICTWG and project manager decide together on the best way to manage any services deployed by the ICT project. Adopt ICT Best Practices while designing the project implementation. (e.g. ITIL). Sample Project Manager TORs in the guidelines.
Service Catalogue (SC): Business Requirements translated into offered ICT Services (Basic and Optional services). Market research and benchmarking on Internal vs. Outsourced service provision (e.g. Data backup Service , Helpdesk ). Examples : WHO template, Mozambique SC.
UN Service Agreements: The Inter-agency Service Catalogue is the basis for making an Inter-agency UN Service Agreement (UNLA) between service manager and the UNCT. The UNLA should contain all the services mentioned in the Service Catalogue. Other UN SLAs include: Inter-Agency MoU on expression of Interest; IA Agreement on Setup and PM; IA Agreement on financial Model (Service management);Operational level Agreement (based on the service catalogue) between the service provider and agency customers.
Financial Model: The establishment of shared ICT services and processes at country level require a re-thinking of how such infrastructures are going to be funded. Financial models for sustaining these services are still under discussion. A proposal for things to consider is found in Annex F.
Service Management Governance

32. Service Management Strategy
Supporting
Service Management Strategy
Developed by ICT WG and Project Manager
ITIL used as a best practice
Outlines who (service manager) and how services will be managed (operation, maintenance, changes, monitored, improvements)
Inter- Agency service catalogue
Identifies the project service agency
Common Service Operations Centre
Outsourcing operation/management of services
UN Service Agreement (SA) between UNCT & SM
Financial model- see considerations and case study
Service Management Board
Advantages of a project service agency:
a) Easy to set up
b) Potential for reduced management overhead
c) Can use existing agency financial mechanisms for cost-recovery
d) Can leverage agency resources for service peak/surge capacity needs
e) Build up on an existing infrastructure if possible (multiple agency service provider given existing capacity and expertise)
f) Potential for Long Term service delivery and sustainability
The Risks are:
a) Staff assigned to manage the service may prioritize agency-specific duties over shared service tasks
b) Changes in Agency presence and capacity may dilute the ability to deliver service

33. Common Service Operations Centre
Supporting
Service Management Models
Service Agency
Common Service Operations Centre
Outsourcing
An ICT service will quickly fail and become unavailable if not properly maintained and supported. To this end, projects that set up Common ICT services need to define how those services are going to be maintained and operated once the initial development project is over. Properly run services typically have well identified and equipped service managers to operate the service. Choosing the appropriate service management model is a task for the ICTWG.
The Service agency model identifies an agency to operate one or more shared services setup by the Common project. Management arrangement including cost associated with operating the service will have to be agreed upon between the UNCT and the Service Agency, which may include the development of a new MoU/ SLA/UNLA.
The Common service Operations centre model creates a new inter-agency unit at country-level to take responsibility to operate one or more shared services setup by the Delivering as One project. The shared services are managed by the service centre staff, which may be composed of inter-agency staff on rotation from UNCT agencies, or by local service contractors. Charge backs and cost-recoveries are carried out by service centre, which imposes only the necessary expenses required to operate the service.
The ICT working group can recommend to the OMT/UNCT the option to outsource to a third party the provision of ICT services. The third party can take the responsibility to setup the overall project and operate/manage one or more shared services.

34. Service Management Models
Supporting
Model: Service Agency
Pros
Easy to set up
Potential for reduced management overhead
Use of existing agency financial mechanisms for cost-recovery
Can leverage agency resources for service peak/surge capacity needs
Build up on an existing infrastructure if possible (multiple agency service provider given existing capacity and expertise)
Potential for Long Term service delivery and sustainability
Risks
Staff assigned to manage the service may prioritize agency-specific duties over shared service tasks
Changes in Agency presence and capacity may dilute the ability to deliver service
Service Management Models
An ICT service will quickly fail and become unavailable if not properly maintained and supported. To this end, projects that set up Common ICT services need to define how those services are going to be maintained and operated once the initial development project is over. Properly run services typically have well identified and equipped service managers to operate the service. Choosing the appropriate service management model is a task for the ICTWG.
The Service agency model identifies an agency to operate one or more shared services setup by the Common project. Management arrangement including cost associated with operating the service will have to be agreed upon between the UNCT and the Service Agency, which may include the development of a new MoU/ SLA/UNLA.
The Common service Operations centre model creates a new inter-agency unit at country-level to take responsibility to operate one or more shared services setup by the Delivering as One project. The shared services are managed by the service centre staff, which may be composed of inter-agency staff on rotation from UNCT agencies, or by local service contractors. Charge backs and cost-recoveries are carried out by service centre, which imposes only the necessary expenses required to operate the service.
The ICT working group can recommend to the OMT/UNCT the option to outsource to a third party the provision of ICT services. The third party can take the responsibility to setup the overall project and operate/manage one or more shared services.

35. Model: Common Services Centre
Supporting
Model: Common Services Centre
Pros
Managing, Support and delivery of services is well identified and is independent of any single agency
Potential for enhanced collaboration among the technical support team
Consolidated view of service provision in country
Risks
New Approach at country level (untested within the UN)
Agency resistance to this approach and Policy restrictions
Accountability framework not in place
Undefined Linkage with the existing regional/global service centres of individual agencies
May incur higher resource overhead
Additional facilities and working space required
Service Management Models
An ICT service will quickly fail and become unavailable if not properly maintained and supported. To this end, projects that set up Common ICT services need to define how those services are going to be maintained and operated once the initial development project is over. Properly run services typically have well identified and equipped service managers to operate the service. Choosing the appropriate service management model is a task for the ICTWG.
The Service agency model identifies an agency to operate one or more shared services setup by the Common project. Management arrangement including cost associated with operating the service will have to be agreed upon between the UNCT and the Service Agency, which may include the development of a new MoU/ SLA/UNLA.
The Common service Operations centre model creates a new inter-agency unit at country-level to take responsibility to operate one or more shared services setup by the Delivering as One project. The shared services are managed by the service centre staff, which may be composed of inter-agency staff on rotation from UNCT agencies, or by local service contractors. Charge backs and cost-recoveries are carried out by service centre, which imposes only the necessary expenses required to operate the service.
The ICT working group can recommend to the OMT/UNCT the option to outsource to a third party the provision of ICT services. The third party can take the responsibility to setup the overall project and operate/manage one or more shared services.

36. Service Management Models
Supporting
Model: Outsourcing
Pros
Takes responsibility for overall project
Responsible for operation and management of one or more shared services
Employ existing and best practice service management mechanisms and governance
Risks
Third party access to UN sensitive information and networks
May Incur higher expenses to operate the service
Lack of third party local capacity to manage such projects
Weak governance which could lead to decrease in quality of service
Agencies IT policies and standards may not be met
Service Management Models
An ICT service will quickly fail and become unavailable if not properly maintained and supported. To this end, projects that set up Common ICT services need to define how those services are going to be maintained and operated once the initial development project is over. Properly run services typically have well identified and equipped service managers to operate the service. Choosing the appropriate service management model is a task for the ICTWG.
. Charge backs and cost-recoveries are carried out by service centre, which imposes only the necessary expenses required to operate the service.
The ICT working group can recommend to the OMT/UNCT the option to outsource to a third party the provision of ICT services. The third party can take the responsibility to setup the overall project and operate/manage one or more shared services.

37. Technical Guidelines See Guidelines for Dao in ICT Section 6, page 23
6.1. Green IT Recommendations
Scope
Objectives and Quick Wins
Best Practices
Four Steps to Creating the Green IT Action Plan
Cost-benefit Mapping of Green IT Initiatives
6.2. Data Centre Architecture
6.3. IT Security Architecture in Delivering as One
IT Security Architecture Principles
6.4. Network Architecture in delivering as One
DaO Network requirements scenarios
High Level requirements
Architecture and design concepts
6.4.4 Local Area Network
6.4.5 Metropolitan Area Network
6.5. WAN Connectivity in DAO
6.5.1 Connectivity Options
Backup Connectivity

38. Annexes- Sample Templates
See Guidelines for Dao in ICT Section 7, page 38
Annex A: ICT Working Group Terms of Reference
Annex B: Sample Information for Joint ICT Assessments
Annex C: Sample Service Catalogue Template
Annex D: Sample Service Manager Terms of Reference
Annex E: Skeleton Operational Level Agreement
Annex F: Financial Model Proposal
Annex G: Data Centre Module

39. Harmonizing ICT & Business Practices
Country Office Mission:
Increase UN Coherence, harmonization and effectiveness at the
country level (one programme, leader, etc.)
Country Office ICT Objectives:
Enhance ICT partnership to the business as an enabler and
facilitator
Increase the quality of service by establishing a common approach
to ICT
Allow all country offices seamless exchange of information and
harmonized infrastructure
Implement ICT Best Practices in Delivering as One
Provide same level of ICT services to all UN agencies

40. Visit UNDG.org for more informationOr

41. Thank you

42. In 2007 eight pilot countries volunteered to test Delivering as One (DaO)
 When the Secretary-General launched Delivering as One, the governments of eight countries — Albania, Cape Verde, Mozambique, Pakistan, Rwanda, Tanzania, Uruguay, and Viet Nam — volunteered to become “Delivering as One” pilots.
 The pilot countries agreed to work with the UN system to capitalize on the strengths and comparative advantages of the different members of the UN family.
 Together they are experimenting with ways to increase the UN system’s impact through more coherent programmes, reduced transaction costs for governments, and lower overhead costs for the UN system.
It is critical to emphasize here that the objective of these efforts is to deliver as one – working and planning together in a coordinated way to reduce duplication, increase efficiency, and encourage donors to pool their funds so we can be more strategic and deliver real impact.

43. UNDG-HLCM Country-level Business Practice Review
Key Findings related to ICT
Recommendations
ICT staff not empowered for change
Use “UNDG Delivering as One in ICT” Guidance to implement a business-aligned change approach, linking local ICT WGs to the RC/CMT structure
Limited capacity to carry out business and technical changes
Enhance inter-agency capacity to support both business and technical challenges of country level ICT change projects
Limited IT support for new, shared processes
Enhance use of IT as a programme-enabler by looking at standard solutions to support new processes and information requirements
Common procurement of basic ICT components hampered by limited standardization among agencies
Enhance standardization by developing common service catalogues and shared specifications for “commodity” ICT equipment
Timeliness of gaining HQ approval for changes related to inter-agency ICT projects
Establish agency pre-approvals for standard ICT service agreements
Lack of empowerment means ICT staff, specially local staff, don’t feel that they have the right to propose variations or solutions to HQ; that ICT staff have not been formally formed as a CMT-sanctioned working group; and for those that have formed working groups, poor linkage exists with CMT or OMT management. The DaO ICT guidance addresses these gaps by defining a way for ICT staff to form their own working groups, and defines the linkages between these ICT working groups and country-level management.
Most ICT staff at country-level deal with infrastructure issues. DaO projects require engineering, service and project management skills which are not typically within the remit of country-level ICT staff. There has been a very high correlation between successful DaO ICT projects, and the amount of resources provided by HQ-level inter-agency staff. To fill this gap. the ICT task team has proposed, as part of its 2010 workplan, a “scaling-up” plan to establish a shared, inter-agency service to provide this one-time technical and service development support.
Programme and Operations staff at country-level are developing new, shared processes such as joint procurement (joint tendering, common vendor databases), shared supply inventories, joint audit and project assessments, common cash transfer mechanism to implementing partners, common reporting, etc. Thus far inter-agency ICT projects have been focusing on infrastructure-based changes. The recommendation is for ICT working groups to identify these needs, and together with HQ IT teams, investigate applications or solutions that are acceptable across agencies. Some common needs related to information exchange and communications are Intranets, to foster intra-UN communications, and a UN Extranet, to foster communications between the UN country team and its stakeholders.
CO-level ICT procurement for “basic” items such as PCs, laptops, printers, or for maintenance services could be supported if agencies standardize on specifications, as opposed to brand/make/models. While a universal rule cannot be applied, as some agencies have stringent specifications, there is opportunity for other agencies to band together and procure equipment and services at local level. Agreeing on basic items such as global PC specifications and standards will support agencies to buy local and still comply with corporate requirements.
The DaO ICT projects in the pilot countries took a long time in part due to the process of gaining HQ approvals for technical changes to networks, firewall configuration, and for business changes such as cost-sharing modalities. Getting clearance from the Legal offices of agencies for the service agreements and MOUs were also a key bottleneck. Future inter-agency projects of a similar nature would be significantly facilitated if agencies now adopt a standard inter-agency service agreement template already pre-approved by the technical and legal divisions.

44. Network Architecture & Security Guidelines
Network Architecture workshop took place at WHO Headquarters in Geneva (May 2010)
Eleven Network and IT Security architects participated, representing 6 agencies
Draft document completed and currently under review
Final version ready by mid September 2010
Guidelines to be reviewed and continuously updated in view of experience from newly implemented sites
Guidelines to be used for designing new DaO locations
as you all know, the Network architecture & security guidelines is the most important enabler to the success of the DaO offices.

45. Network Architecture & Security Guidelines
Scope of guidelines:
Local Area Networks (common LAN, small to large offices)
Shared Wireless Access
Common Voice communications
Metropolitan Area Networks
Shared Connectivity
Network Security

46. Network Architecture & Security Guidelines
Objective:
To develop a comprehensive guide for network design that can be used in all possible "Deliver as One" locations with different physical and business requirements, based on latest industry standards
We want an architecture that fits all. So we needed to ensure that we cover all different UN locations and status.

47. Network Architecture & Security Guidelines
Key requirements:
Flexibility of architecture, can be applicable to all DaO scenarios
Facilitate effective collaboration and information sharing between agencies
Provide high quality inter-agency voice and video communications
Maintain individual agencies' security standards and ensure separation of individual agencies' traffic and networks
Ensure higher availability and performance of IT infrastructure
Provide higher level of security
Reduce operational costs by sharing network infrastructure and connectivity
Improve support by standardization and joint support arrangements
Support mobility of staff within a DaO site and abroad