The Paradigm Shift Towards Adding Value by Adopting Best Practice

The Malta Information Technology and Training Services Ltd (MITTS Ltd) continues to place all its efforts in order to sustain the momentum gained in the past years of continuous improvement and to ensure that the challenges brought about by the exciting change programme in the Public Service and the Company’s adoption of best practices in the application of ICT converge.

The need to be in the leading edge, coupled with the inevitable requirement to be flexible, fast responding and innovative are not only characteristics of the information economy and society, but are now an integral part of the strategic and operational fabric of MITTS Ltd.

2001 saw MITTS Ltd consolidate its business strategy, its operations, its internal structure and its processes, together with adopting the paradigm shift of not seeing its clients as such, but as building a relationship of partnership which embraces the concept that together we can achieve more. This consolidation process and the business partnership approach reinforced the Company’s foundations and induced MITTS Ltd to move further in its efforts to bring even more value to its business partners, whilst placing the internal pressure to continue improving on what has been achieved.

In this context, 2002 saw considerable efforts in extending quality mechanisms, re-aligning internal structures that are more conducive to the business environment in which MITTS Ltd is operating and heavily investing not only in technology and people, but also in a culture of being client focused and professional in everything MITTS Ltd does. Re-aligning Ourselves to Add Further Value

In January 2002, MITTS Ltd embarked on a journey that turns the often used cliché of being ‘effective and efficient’ into reality. MITTS Ltd was cognisant of the fact that although its internal structures were consolidated, however, the Company through its continuous efforts of trying to translate its client expectations into value added solutions, required to re-align its organisation structure in order to bring in synch what is actually being developed in terms of solutions and services with what is being demanded by the Public Service client base. In this regard, the Company re-aligned its internal structures in order to clearly distinguish solutions that are developed within the parameters of a project, as opposed to ICT services that are offered by MITTS Ltd. The Company moved away from the traditional structure of having a Systems House and a Technical Infrastructure Department, and instead consolidated all projects of a systems or infrastructure nature under a Projects Management Office, whilst having all type of ICT Service Management functions, such as Networks Management; Service Call Centre; Internet and Groupware Services; and Workstation and Server Support all housed under a Service Management Department.

Moreover, the Company recognised the increased relevance of integrity, trust and confidence in the ICT institutional ambiance, and thus established an Information Security and Risk Management Department which placed the critical importance of business continuity for the Public Service and in ensuring that the Public Service has the means to manage the risks associated with Information Management as a core business function for MITTS Ltd.

Apart from aligning the delivery arms with the market, MITTS Ltd also looked internally to always keep pace with organisations of the Information Age, through the appointment of a Chief Information Officer for MITTS Ltd and the establishment of the required supporting functions in this Office such as ICT Improvements; Applied Research and Development; Quality Assurance; and Process Improvement. Due to economies of scale, this Office also includes a delivery function in relation to testing of solutions, Data Architecture Standards and Data Protection.

Furthermore, as part of the consolidation exercise of ensuring that the delivery arms have the required support structures, Human Resources; Finance; Administration; and Contracts and Supplier Management were consolidated under a Corporate Services Department, whilst Corporate Strategy; Business Development; and Performance Monitoring were migrated to a newly established Strategy and Business Development Department.

MITTS Ltd, however, did not stop at just ensuring that its structure is conducive to business requirements, but also continued in the efforts that stemmed from the 2001 vision and strategies which encompassed a wide ranging programme of adopting internationally recognised best practice methodologies, tools and processes. In particular, 2002 saw the continued realisation of three major corporate

initiatives that initiated in 2001, namely - the implementation of a Cost Management Accounting Framework (CMAF); the formal establishment of PRINCE II as the corporate project management methodology; and the ITIL Service Management methodology.

An Integrated Approach towards Management and Financial Information

The 2002 saw the mobilisation process following to the 2001 approved framework, for the introduction of the CMAF for MITTS Ltd. A multidisciplinary and interdepartmental project team was established and a Request for Proposals was issued, where two out of three major CMAF components where chosen. The cost accounting engine and a new Human Resource Information System were selected as part of a programme for an integrated framework.

Although the third, that is the project management engine is still in evaluation stage where a prototype solution is being tested, however, the selected components will enable the company to produce more detailed analysis on its financial state of health and will allow both management and MITTS Ltd people to have a dynamic and interactive Human Resource Information System. It is planned that the cost accounting engine and the Human Resources Information System will be in place by April 2003.

A Corporate Framework to Manage Projects

Managing Projects, being one of the Company’s core areas and strengths, MITTS Ltd identified that in order to increase its competitive edge in this regard, the Company required refining further on its project management discipline whereby one corporate methodology would be applied for the management, control and reporting of projects. To this effect, PRINCE II was identified as the ideal international IT methodology and in mid 2002, articulated the first draft policies and procedures related to the adoption of Prince II. A tailored training programme was designed, which will be delivered to all those who are involved in the project delivery lifecycle in the first quarter of 2003. The choice of PRINCE II was not only prompted by the fact that this is a tried and tested international methodology that ensures high quality standards in the management of projects, but also because this methodology focuses on the client and seeks high client involvement at all stages of the project lifecycle, thereby complementing our client focused value system.

This significant step forward will realise the vision of a Corporate Project Management Framework ensuring the continuous improvement of one of MITTS Ltd’s core competencies.

Not Only Breathing Quality, but also Exhaling It!

The 2001 Annual Report highlighted the importance that MITTS Ltd is placing in ensuring that it delivers quality, where emphasis was placed that MITTS Ltd breaths quality. In essence, however, MITTS Ltd went far beyond simply ‘breathing’ quality, but has now reached a stage where its efforts are placed to ‘exhale’ quality. 2002 was a successful year in this regard, where the international ISO auditors did not only confirm full compliance in the areas that were certified in 2001, but also certified the service management delivery arm as being ISO certified. Such an accomplishment was made possible through the drive of the MITTS Ltd people, who not only reengineered processes and documented ISO procedures, but also managed to marry the ITIL Service Management methodology within the ISO framework and successfully implemented it. The next delivery arm that is up for ISO certification is the Project Management Office, which through the implementation of the PRINCE II framework is planned to achieve ISO certification in 2003.

Service Call Centre – A Best Practice Concept Turned Reality

In 2001 MITTS Ltd had the vision to adopt an industry best practice of setting up a Service Call Centre (SCC) that would not only replace the traditional ‘call logging service’ when a user wants to report a particular problem, but introduce an SCC that would be staffed with technical people who would be able to offer callers a solution to their technical problem and would offer first line diagnosis that could be efficiently routed to the ‘second line’ support personnel for fast resolution.

After the successful outcome of the 2001 pilot project, 2002 saw the SCC roll-out its services corporately across the Public Service, Schools and the Local Councils. In 2002, the SCC managed to resolve 25% of logged calls over the phone, thus providing MITTS Ltd clients with prompt resolution, whilst through SCC, the MITTS Ltd service delivery increased in its efficiency through a more efficient escalation of incidents to the appropriate response and support teams. It is planned that by the end of 2003, the SCC would be closing over the phone approximately 30% of logged calls, thus signifying a marked improvement in MITTS Ltd support services.

In 2001, MITTS Ltd sponsored Clint in following an Advanced Diploma in IT which encouraged him to continue with his studies in order to obtain a Degree in Computing and Information Systems.

“I am grateful that the Company sponsored me…the Company offered me both fi nancial assistance together with technical and theoretical help which complement my studies”.

Clint believes that working with MITTS Ltd has given him an advantage in his studies as the Company is a “centre of information”.

Clint Mintoff Software Developer