Information & Communication

Technology Task Force

The SIO,s Approach

to formulating
an ICT strategy
 Governing Council Decision

• A decision was made in GC21/34: that UNEP should strengthen

the area of information and communication technology (ICT) by
developing and implementing a strategy for this area.
• One of UNEP’s highest priorities for the new SIO is to drive
forward the formulation and implementation of an ICT Strategy
• The Strategy will fully exploit the organisations knowledge,
processes, systems and technology to further UNEP’s mission
and mandate.
• An outline plan has been developed for the formulation of the
ICT Strategy and the SIO is now seeking the approval and
support of the Task Force to move forward.
 The Senior Information Officer

• The role of the SIO will cover :

– understand the organisations strategy and capabilities
– diagnoses of key issues
– identify the levers for change
– develop consensus on the end vision and ICT’s role
– agree a route-map to achieve vision and prioritise work
– recomend & facilitate tactical solutions to urgent problems
– identify and deliver agreed quick wins
– set in place the structures and standards necessary to maintain
the effectiveness of UNEP’s use of ICT
 Strategy Development
based on Sun Tzu’s Art of War

• The War that UNEP is engaged in, is of vital

Situation Appraisal importance to the Planet. It concerns the live and
death of its inhabitents

Formulation of Goals • With Careful & detailed planning one can win; with
and Strategies careless & less detailed planning one cannot win.
• From the way planning is done we can predict
victory or defeat
Evaluation of Strategies
Situation Appraisal
1. Moral Influence 5. Doctrine (Law)
Stategy Implemention
2. Generalship (command) 6. Strenghs
3. Climate 7. Training
Strategic Controls
4. Terrain 8. Discipline
 Strategy Development
based on Sun Tzu’s Art of War

Situation Appraisal

1. Moral Influence
If the UN in the person of Koffe Anan is the moral leader for the Globe\ Earth\ World
2. Generalship (command)
Then UNEP is his General in charge of the environmental army.

Qualities of a Capable General

1. Wisdom
2. Sincerity
3. Benevolence
4. Courage
5. Strictness
 Strategy Development
based on Sun Tzu’s Art of War

Situation Appraisal

3. Climate

• Enviromental needs have now become Mainstream Polatics

• Most Governments and Large Companies are willing to listen Environmental
considerations when considering future developments
• It is still premiture to say they all give much weight to the advise
• There is a growing militantance within certain sectures of Civil Sociaty on
Environmental issues
• UNEP’s authority has grown regarding producing & promelgating good
environmental science
• UNEP is still largly unknown to the Public at large
• UNEP along with the rest of the UN is currently under budgetry restraints
 Strategy Development
based on Sun Tzu’s Art of War

Situation Appraisal

4. Terrain
• The ground in which UNEP operates is inproving, ICT has already provided a better
platform for disemmination of it’s products
• The quantity of scientific information available for UNEP to base it advise and decitions is
greater than ever
• The total moneies available to tackle environmental concerns is growing
• There is a large & growing resource of NGO’s and civil action groups available to UNEP
5. Doctrine (Law)
• UNEP is now organised along functional lines
• In most cases reporting lines are vertical within each devision
• Finacial reorting is currently under change with the introduction of IMIS
• Most other reporting while stored and distrubuted electronical there is no
automatic distribution or colaberation
 Strategy Development
based on Sun Tzu’s Art of War
Situation Appraisal

6. Strengths
• A Global Mandate
• In the war for the long term
•Recognised for the integrity and quality of its products
• Has access to major decission makers globaly
• Has a huge number of Collabrative partners on both contract and colligate bases
• On what Sun Tzu call a ”death ground” defeat is not an option exsistence is at stake
7. Training
• Programme staff are highly skilled and commited staff
• Specialist ICT staff are in short supply Globally
8. Discipline
• The Ability for UNEP to sanction the organistions its working with is in general
terms limited, this being the case it is able to exsert considerable morale pressure in
encouraging compliance from partners and staff alike
Process Overview for Phase 1

Organisation Organisational Solutions Tactical

Strategy Architecture Architecture Solutions
What are our What is the What
Quick Wins
business drivers blueprint for the solutions could
& objectives? organisation? we use?

Programme Management and Change Enablement

Qualified Approved
with Task by the
Force & Task Force
SMG & SMG
 Phase 1 Detail

Mapping Change
Stakeholder and readiness
consultation Document
research assessment
other
initiatives
Outline
High-level
Capability Strategy
review of
Definition
strategy Map Project
Requirements Definition &
onto Plan
Request Capabilities
Organisational
for Visioning
Requirements
Information Workshop
 PROCESS Maps ASSETS
Product Knowledge Customer
Value Dynamics
Consultants
Design Mgt Mgt
“Potent Search
ial and
match” update
Vacancy Contact facility

Physical
candidate

Customer
awarene
ss

Inputs Y Available and Inputs

es interested?
Client
(vacancies)
Interview by
N
o
Feedbac Candidates Data Content Edit
k (CVs)
consultant Ye
Acquisition Mgt Content
Organisational
s

Interview by
Account Job posting client
manager mechanism Database
Reje
Database manager
ct
Accep
t

Employee &
Offer made No
to candidate
Financial
Job taken
Y Take job?
Ye
s No
Create Distribute Supplier
Outputs es
Product Product

People Business Technology

LOCATIONS Dvlpmt Mgt Mgt TECHNOLOGY
Physical Network Applications

Bespoke
Product
Design
esign
Know
nowledge
ledge
Mgt
gt Onyx
Customer
Mgt

PEOPLE
Organisation Design Omnimark Vignette
Data
Acquisition
Content
ntent
Mgt
Adobe
Co
Ed it
dit
ntentt
onten

Create WebSphere
Distribute
Produ
roduct Product
rodu

People
eople
Dvlpm
vlpmt SAP Business
usiness
Mgt
Mercury
Technology
logy
Mgt
ICT Strategy must be an Iterative Process

Enterprise Area Technology Area

Strategic plan IT Possibilities

Results
Options

Change

Matching

People & Network-Systems

Processes Architecture
 Phase 1 - Project Definition
Deliverables:
• High level understanding of the key issues
• Workshop to build consensus on the issues,
project objectives and vision for ICT within UNEP
• Analysis of findings, with initial outline ICT strategy
• Quick wins identified
• Scope, objectives and proposed project plan -
including costs and time-scales
 Outputs of Phase 1
• Assessment of Telecommunications services (internally and externally):
voice, fax, text and video etc.
• Intranet concept for connection to divisional, regional and affiliated offices
• Extranet concept for communication with external partners
• Recommendations on use of the Internet for communicating with the public
• Infrastructure requirements for all information services
• Criteria & requirements for external service provider/partners
• Identification of quick wins, and action plan for tactical solutions to urgent
problems
• Implementation plans for competencies, organisational change and
Infrastructure investments as identified
• Measurements and metrixs for ICT success evaluation
The Plan
June July August September October November December Janu
ID Task Name B M E B M E B M E B M E B M E B M E B M E B
1 Pre work

2 Set-up Office

3 Build team

4 Produce 'What' plan

5 Produce 'How' plan

6 Approval of Plan 04/07

7

8 Phase 1

10

11 Map Organisation

17 Map Internal Relationships

22 Map External Relationships

27 Map Capabilities

31 Map Current Systems

38 Questionnaire 1 (top level)

41 Analyses

44 Sanity check and detailed report

53 Vision Workshop

58 Publish Strategy
61 Quick Wins

64

65 Phase 2
66 Detailed Implementation plan
 Decision making within the Visioning Process

Hypothesis Driven -
root-cause analysis • An hypothesis driven logic tree starts from solution, and constructs a tight logical
structure that validates it
• The elements on the splits of an hypothesis driven logic tree are always reasons
• The questions/answers dialogue is always why, not how
• The reasons developed must be both necessary and sufficient to validate the solution
hypothesis

• Begin with the problem definitions arising from the hypothesis tree
Task/activity structure • Attempt to break the problem definition down into “sub” issues, e.g. which
can be related to:
- Processes
- Functions
• Describe these the “sub” issues as actions or questions
• Continue to break the “sub” issues down into increasingly finer parts
• Review and adjust the tree as you gain knowledge about the client and
problem
 Hypothesis Driven Logic Tree -
supports root cause analysis
Distribution
costs are Key Issue
primarily a
Why? function of Coverage
fixed increasingly Key Issue
Group has infrastructure uneconomic
no control
Why?
over unit
cost Exceeds
Why? Group
Why? needs
Why? Why?
Distribution Infrastructure Key Issue
costs are is too large Service
too high standards
Why? Why? inappropriat
e
Not shared
with third- Key Issue
parties
Group within
operating Key Issue secretariat
procedures are
inefficient
 In order to address each root-cause we ask
“How?” Gain share
Increase
How? volume
Increase Increase
accessability services offered
at same cost
How? Raise access
rates
Inprove Improve process
Improve
How? productivity
speed system
Simplfy Improve data
How? Reduce size of
process collection
Product
system
Improve short- How? How? Reduce ratio of
term senior to middle
Reduce management
How?
How? cost
How? Centralise
Improve XYZ’s
costs and
How? Overhea
XYZ function
accessability d Reduce
Develop sophisticated
How? How?
support staff
Develop specialised How? products for Global
How? services for orgs
different market
Improve long- segments Develop basic products for
term position How? smaller/less sophisticated
Improve marketing
How? effort to target
client segments

segment
 The framework for the ICT process.
Visions and goals
UNEP guiding principles

Formulation of the strategy

Core competencies Cultures/values

Systems
Management and Employees Style
Organization: Competencies Communication
reporting
Structure Recruitment Symbols
Resources
Human resource man. Development
Operations.
 Vision (Klaus Topfer)
• My vision of UNEP is a vision of UNEP with a strong environmental
assessment, monitoring and early warning capacity. It is a vision of
UNEP fully capable of raising consciousness and awareness and
educating people about actions that negatively affect the
environment. It is a vision of UNEP that not only speaks strongly on
behalf of the environment, but which goes well beyond speaking
and is truly capable of catalyzing action. It is a vision of UNEP
which, by working closely with governments, other United Nations
agencies, the non-governmental community, the business and the
private sector and the trade unions brings about real and
measurable improvements to the capacity of the natural resource
base to support a decent quality of life.
 The strategy
• 2002 – 2003 Work-programme as basis
The structure
Analysis of the needs
Document retriava Why?
Is not efficienet
Project administration Why?
Needs to be improved
 Hypothesis Driven Logic Tree – for
CPI
No 1 : Inefficient use of the WEB
Job discriptions? Key Issue
Why?
Staff
Background :
non technical
Why? Why?
Internal Training Key Issue
competence
low.
Understaffed? Key Issue
Why?
Why?
Why?
Inefficent No time for
use of WEB development.

Why? Why?

Low Key Issue

priority?
No common
ICT unit to give Key Issue
support.
 Hypothesis Driven Logic Tree – for
CPI
No 2 : Online Media Room

Financial Key Issue

limitations
Why?
No
mediaroom

Why?
Why?
Lack of No inventory
Key Issue
resources available
for online
production Why?
Contract staff
Key Issue
Expensive and hard to get.
Why?
Lack of
inhouse
competencies
Why?

Missing part in HRM Key Issue

 Hypothesis Driven Logic Tree – for
CPI
No 3 : Managing queries.

Financial Key Issue

limitations
Why?
No
knowledge
managemen
t systems
Why?
Why?
Inefficient Lack of
Key Issue
managemen competencies
t of queries? inhouse.
Why?

Why?

Why?
Hypothesis Driven Logic Tree – for
CPI
No n :
Key Issue
Why?

Why? Why?
Key Issue

Key Issue
Why?
Why?
Why?
No time for
development.

Why? Why?

Key Issue

Key Issue
 Root-cause no 1 :
Improve inhouse competencies for WEB and online
production.
Map
competencies in
whole UNEP
Virtual
How? team
(SIO)
Establish
common pool Manage and
market
of resources –
competencies
How?

SIO to
How? write RFP

Improve short- How? Possibel resources:

term Contract Video streaming : UIC
How? outside WEB development : Info Unit at G-A
How? resources Contract
Improve and
inhouse
How?
.
manage
competencies Define
for WEB and How? How? requirements
online (SIO)
New
production. How? organiza Organize
Improve long- tional
term position unit How? Recruit, manage
..
Update HRM - plan
How?
Training program for
use of WEB
 Root-cause no 2 :
Make financial resources available for WEB and online
production. Map
competencies in
whole UNEP
Virtual
How? team
(SIO)
Establish
common pool Manage and
market
of resources –
competencies
How?

SIO to
How? write RFP

Improve short- How?

term Contract
How? outside
How? resources Contract
Improve and
inhouse
How?
.
manage
competencies Define
for WEB and How? How? requirements
online (SIO)
New
production. How? organiza Organize
Improve long- tional
term position unit How? Recruit, manage
..
Update HRM - plan
How?
Training program for
use of WEB
 Root-cause no n :

How?

How?

How?
Improve short- How?
term
How?
How?
How?

How? How?
How?
Improve long-
term position How?

How?