Restructuring of PACT Programme at DVLA
PACT (DVLA)
Relevant section
– Programme
Structure
Background
•
The Partners Achieving Change Together (‘PACT’) ICT contract
was awarded by DVLA in September 2002 on a 10 year term,
which was then extended by 3 years, expiring in September 2015.
•
This was a large monolithic outsourced contract with a single
supplier, typical of the other large government IT contracts of its
time, and was viewed as being restrictive and expensive from the
perspective of a modern day agile business.
•
The prime contract was entered into with IBM (now Concentrix),
with Fujitsu as the key sub-contractor, delivering circa 99% of
legacy support services, with over 180 third party contracts
supporting overall delivery. The vast majority of these were
coterminous with PACT.
Multi-Disciplinary Programme
Structure
•
The project had a 15-month timescale, including obtaining necessary spend
approvals.
•
A multi-disciplinary team comprising of IT, Project Management, Commercial
and Finance was created to manage and deliver this transition.
•
Where it was identified, via analysis of the skill sets already possessed plus
those which would be needed going forwards, that the skills were not
available in-house, DVLA brought in external client-side resources via G
Cloud and Crown Commercial Service’s Contingent Labour ONE framework,
to enhance its own project team to support delivery.
•
A defined governance structure was implemented to enable transparent
decision making
PACT Programme Structure
Governance Structure
T2T Programme
Board (monthly)
Review Group
(monthly)
PACT Contract Exit
Project Board
(monthly)
PACT Contract Exit
Checkpoint
(fortnightly)
PACT Contract Exit
Project
PACT Governance
Forum (monthly)
Service Authority
(Fortnightly)
•
Weekly stand ups
•
Weekly team meetings
(workstream reports)
First formal tier of supplier/DVLA
project meetings where exit plan
was discussed and reviewed,
along with risks and issues
highlighted.
Attended by senior managers
with a high level view of progress
against the plan, as a point of
escalation where appropriate.
Pre-existing supplier management
forum chaired by IT Director
which covered day to day service
delivery and performance, with
PACT exit a standard agenda item.
The PACT Programme at DVLA underwent a significant restructuring process to modernize its monolithic outsourced contract structure. A multi-disciplinary team was formed to manage the transition, external resources were brought in via G Cloud and CCS Contingent Labour ONE framework, and a transparent governance structure was implemented for decision-making. Various governance meetings and checkpoints were established to oversee the transition and exit plan from the existing contract.
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Presentation Transcript
PACT (DVLA) Relevant section Programme Structure
Background The Partners Achieving Change Together ( PACT ) ICT contract was awarded by DVLA in September 2002 on a 10 year term, which was then extended by 3 years, expiring in September 2015. This was a large monolithic outsourced contract with a single supplier, typical of the other large government IT contracts of its time, and was viewed as being restrictive and expensive from the perspective of a modern day agile business. The prime contract was entered into with IBM (now Concentrix), with Fujitsu as the key sub-contractor, delivering circa 99% of legacy support services, with over 180 third party contracts supporting overall delivery. The vast majority of these were coterminous with PACT.
Multi-Disciplinary Programme Structure The project had a 15-month timescale, including obtaining necessary spend approvals. A multi-disciplinary team comprising of IT, Project Management, Commercial and Finance was created to manage and deliver this transition. Where it was identified, via analysis of the skill sets already possessed plus those which would be needed going forwards, that the skills were not available in-house, DVLA brought in external client-side resources via G Cloud and Crown Commercial Service s Contingent Labour ONE framework, to enhance its own project team to support delivery. A defined governance structure was implemented to enable transparent decision making
Governance Structure Pre-existing supplier management forum chaired by IT Director which covered day to day service delivery and performance, with PACT exit a standard agenda item. T2T Programme Board (monthly) PACT Governance Forum (monthly) Review Group (monthly) Service Authority (Fortnightly) PACT Contract Exit Project Board (monthly) Attended by senior managers with a high level view of progress against the plan, as a point of escalation where appropriate. First formal tier of supplier/DVLA project meetings where exit plan was discussed and reviewed, along with risks and issues highlighted. PACT Contract Exit Checkpoint (fortnightly) Weekly stand ups Weekly team meetings (workstream reports) PACT Contract Exit Project
