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Department for Transport: ICT

Department for Transport written question – answered on 21st December 2017.

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Photo of Jon Trickett Jon Trickett Shadow Minister (Cabinet Office), Shadow Lord President of the Council

To ask the Secretary of State for Transport, what steps his Department is taking to implement the guidance set out by the Government Commercial Function in its paper entitled Exiting Major IT Contracts: Guidance for Departments, published in November 2017, in respect of (a) using market engagement, (b) setting up disaggregation work, (c) risk assessment, (d) developing a programme plan through the transition, (e) identifying the skills and capabilities that will be needed in the future and (f) any other work related to that guidance.

Photo of John Hayes John Hayes Minister of State (Department for Transport)

Exit arrangements from Major IT Contracts is limited across the Department as IT services are predominantly delivered through in-house IT teams and supplemented by a small number of services through commercial partners. The DVLA exit from the PACT contract is well documented within the guidance and is an example of best practice for exiting large IT contracts. The experience gained from PACT exit is being shared across the Department and the recently implemented IT Category approach provides forum network for IT commercial professionals to share best.

Further work is being undertaken to collaborate across HMG with representation at the Digital Commercial forum and numerous CCS led initiatives.

The exception within the Department is DVSA, as there are current programmes of work to disaggregate the two existing large IT contracts. The work being carried out is covered explicitly below;

(a) using market engagement,

DVSA is well acquainted with the guiding principles within the GCF paper ‘Exiting Major IT Contracts: Guidance for Departments’ and routinely proactively engages with GDS and CO Commercial on exit from current major IT contracts which are with Atos and Capita. Exit from these contracts formed a core objective of 2015 DVSA Digital Services & Technology strategy. Individual projects and procurements have already been launched for replacement services with market sounding as a routine step in the procurement process e.g. the new End User Computing contract. Digital Partners have been selected through the G Cloud framework for development of replacement services with significant market interest shown when the procurement exercise was launched 12 months ago. DVSA ensures it understands User Needs through a Discovery phase e.g. in developing new digital MOT service which fully replaced the old MOT PFI contract. In addition, DVSA makes use of technology analysists to understand developments in the market.

(b) setting up disaggregation work,

Projects for replacement services to exit from the two existing major IT contracts are launched and have governance processes that requires scrutiny and approval of full business cases and have a SRO identified.

Agile methodology is used within these projects with MVP and service backlogs identified and routinely tracked through burn down charts for each sprint. Project benefits are tracked through internal governance and include enabling benefits the exit of existing contracts. E.g., the Commercial Vehicle Services (CVS) project will enable the exit of a majority of the DVSA IS2003 contract with Atos during its remaining term. All other activities to enable contract exit are managed on a Common Technology Service backlog.

(c) risk assessment,

DVSA has identified non exit within the remaining term of their two major IT contracts as a corporate risk and this is monitored by the DVSA Directing Board. Each project that facilitates contract exit is subject to normal project governance including monthly risk assessments. All contract end dates are routinely monitored through the DVSA Investment and Change Committee (ICC).

(d) developing a programme plan through the transition,

Planning for contract exit and introduction of replacement services are managed through project plans and transition is part of the deliverable for the projects. For exit of the two major IT contracts, an internal DVSA Oversight Board has been established to monitor risks to exit timescales. This updates the DVSA Investment and Change Committee which is chaired by a Director.

(e) identifying the skills and capabilities that will be needed in the future and

The need for futures skills and capabilities was recognised in the 2015 DVSA Digital Services & Technology strategy. DVSA has already successfully run an apprentice programme and a graduate programme for developing digital capability. In addition, recruitment campaigns are being run to fill permanent posts in the organisation consistent with the Digital, Data and Technology (DDAT) professional requirements. DVSA Digital Services and Technology Directorate has measured itself against Government Commercial Function operating standards.

(f) any other work related to that guidance.

Incumbent suppliers are being proactively managed by DVSA to secure their cooperation for exit and transition. Formal partnership meetings are held with senior executives and a collaborative approach has been established. This is reinforced through DVSA engagement with the relevant Crown Representatives and Strategic Relationship Mangers at Cabinet Office.

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