The review has been conducted in four phases over an 11-month period:
The review followed this approach to ensure that there was a focus on identifying the business needs, and then matching technology to these needs. Also there has been a clear focus of following processes through their full lifecycle across the organisation, and irrespective of where the various functions are actually carried out.
A modified Offender Lifecycle Framework has been used as the basis of the IOMS Review Project. This approach was taken because it captures both the Department's core business activities as well as legislative and public sector accountabilities.
View larger Offender Lifecycle Approach image (jpg: 63KB)
Refer to IOMS Review Project IOMS Review - Current Business Processes version 1.0 dated 12 March 2004 for details about the source of the Offender Lifecycle Framework and the rationale for modification.
The first phase of the project involved IT and the business identifying and documenting all current and known business processes.
The business processes relate back to the context of the Offender Lifecycle Framework.
Each lifecycle grouping is made up of a number of business processes, which in turn comprise a series of tasks as illustrated in the diagram below:
View larger Current Business Processes image (jpg: 55KB)
Note: Instructional steps and actions required to complete a task were not documented as part of this process.
All business process information has been captured in an MSAccess database, which is now managed by the IT Business System Development (BSD) team, and will be maintained on an on-going basis.
See IOMS Review - Current Business Processes version 1.0 dated 12 March 2004 and IOMS Review - Current Business Processes Amendment One version 1.1 dated 15 April 2004 for details.
The second phase of the project identified which tasks involve using the IOMS system and quantifying how well the IOMS system functionality and usability supports the successful completion of the process. This was completed by IT and the business.
The result was that each task received a functionality support score and a usability support score. The two scores were multiplied to give an overall task support score. The task support scores were then consolidated to produce business process support scores as illustrated in the diagram below:
View larger Gap Analysis image (gif: 57KB)
All gap analysis information was captured in the same MSAccess database, which is now managed by the BSD Team.
See IOMS Review - Gap Analysis version 1.1 dated 21 May 2004 for details.
The third phase of the project was based on working with the business to identify Corrections' long term view of offender management and the impact of that on support systems. The following five key initiatives were identified:
At this stage of the project, these initiatives were standalone and sat outside the context of the Offender Lifecycle Framework as illustrated below:
View larger Futures image (gif: 64KB)
See IOMS Review - Futures version 1.0 dated 13 May 2004 for details.
The fourth phase of the project was to integrate the previous three phases and provide a view of the life of the IOMS system over the next eight years. This has been completed in three stages:
The output from this phase is a strategy report for the IOMS system to 2012.
Current business processes, their support scores and the future initiatives were integrated through a process of identifying like groups of system functionality.
For example, Community Work was identified as a specific module of functionality, however it involves tasks from the following business process groups:
The diagram below illustrates how areas of functionality cut across business processes:
View larger Functionality image (gif: 66KB)
A workshop involving IT and the business was held to establish and agree the general implementation principles for the IOMS system. The principles relate to:
The final stage was to identify and agree system development priorities. This was achieved by the business scoring each development area in terms of:
The scores were entered into a spreadsheet model resulting in a prioritised listing based on the final weighted scores as attributed by the business. The priorities were also grouped into the following work streams:
This grouping together with the priority scores, enabled the project to produce a draft IOMS work plan. The work plan outlined the sequence, synergies and work year in which each priority is planned to be delivered.
A further workshop was held to gain agreement between the services for this work plan.
The work plans resulting from the review project details a matrix of initiatives grouped into work years, work streams and service(s) that will benefit from its implementation. Taken together with the maintenance, development and technology approach, these will enable the IOMS system to continue to support the business in future years.