Libra: From Blackhole to successful rollout''

1
Libra From Black-hole to successful rollout..

• Karen Wheeler
• Change Director - Courts and Tribunals
• Ministry of Justice

2
What Ill cover

• Overview- and where we are now
• The history
• On taking over the project
• The changes
• The successes
• Where we are now

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Overview

• 2005 due to start rolling out
• But major problems, delays
• 2006- implemented into 4 pilots but didnt work
• Discovered major application problems stopped
  to review/ resolve
• Major reduction in scope
• Major doubts about when/ whether it would ever
  rollout
• And now rolling out successfully, and will
  complete on schedule end 2008

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3 projects- 3 changes of direction

• 1989- Original Magistrates Admin System (MAS) IT
  project (Home Office). Failed.
• 1995 Libra project launched in DCA.
• New supplier. Hardware, OA case mgt
  application
• 2002 successful delivery of the Infrastructure
  and OA
• 3. 2003- new project for the application
• New supplier - based on existing legacy
  application- EQUIS
• 2005 Creation of HMCS
• 2006 re-baselined, HMCS took over the project
• 2008 will complete rollout
• 3 Changes of project and Direction!

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In 2006 - Failure for a third time?

• ..the project hit problems
• Major application problem needed to be fixed
• Pilots implemented not working successfully
• Review of pilots- issues with readiness, training
• DCA Mgt Board
• project not under control, costs spiralling,
  will it ever deliver?

Should the project be stopped?
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Analysis of the situation

• Complex application and interfaces
• More complex than expected needs to stabilise
• Review of application independent quality
  assessment
• Basically sound though needs improvement
• Review of costs and business case
• genuine assessment of the alternative options
• No sensible alternative all options mean
  starting again, more cost, delays
• Review of the project team, mgt, roles
• IT driven not business -led
• Present review to Senior Mgt for a decision

The application was Ok the project should
proceed
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Major issues and risks

• Was the application fit for purpose?
• Minimise change, and set expectations
• Was the supplier adequate for the task?
• Needed to arrange extra support from DISC
  supplier
• Could the application be ready for rollout?
• Changed rollout plan - put back start and end of
  rollout to allow for breaks, learning and
  application drops- firebreaks
• Could the project get ready for rollout?
• Resources, plans, methodology, tight assurance/
  readiness
• Was the business able to adapt and ready?
• Many changes needed but a strong field
  commitment to proceed.

Many major risks but manageable
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The changes

• HMCS mgt of the project rather than IT
• Change in project mgt, organisation structure
• Focus, decision making, priorities realism (vs
  undue optimism!)
• New governance
• IT limit application development
• Stop change, stabilise, prioritise
• Processes Implementing into different models in
  each court
• Need to define and implement one standard process
• Training
• Rework to tailor to business needs
• Change mgt and readiness, and support for field
• Inadequate support needs much greater focus and
  resource

The project coped well with a great deal of
change
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Major successes and achievements

• March 07 - First early adopters
• London NW courts in Feb-March - successful
• Sept 07 - Gateway review pre-rollout - Green
• A great confidence boost for the project
• Oct 07 - Implementing new processes and training
• Successful good feedback
• Dec 07 Green Gateway for different legacy areas
  
• A major risk effectively managed
• 2008 - Rollout continues on track
• And project continues within budget

Business confidence has grown based on solid and
successful delivery
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Where we are now

• Performance scalability issues
• We have hit issues, as we rolled out
• We continue to improve the quality of the
  application and its performance
• The Application standing up well
• We continue to enhance the functionality
• Very successful rollout and implementation
• Close working with police, focus on data quality
  and end to end CJ processes
• Close mgt of business expectations and risks
• Planning for completion, and handover to business
  as usual

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Lessons

• Quality Leadership management
• Managing expectations be honest
• Business vs IT leadership
• Focus on the business issues and requirements
• Tight management of suppliers
• Quality resources project mgt, technical and
  change