A technology strategy for the future UN

Agenda

Future of IT

Current state

Where we are going

• Vision

• Strategic Priorities

Recommended Approach

Next Steps

2

Future of IT

How do we consider the Future of IT

working leading

reacting planning

4

IT as an enabler

IT as utility

transformationconstrained

UN

AN UNCERTAIN FUTURE

DISASTER

RISK

WAR

SOCIAL CHANGE

POVERTYCYBER CRIME

EMERGING TECHNOLOGY5

Backdrop of global challenges

6

mandates

technology advancement

cyber crime

Decision making

poverty

sustainability

climate change

network age

peace and conflict

health

digital divide

Understanding of the future

7

Multi-dimensional

Uncomfortable (emerges from external factors we cannot control)

Perceived differently by different people

Current State

Deficiencies identified by the GA*

*A/RES/65/259 and A/RES/67/254

• Ineffective Technical Authority, Standards Framework, Operational Resilience, Information Security

• Need to align ICT programmes with the work of the United Nations

• ICT not configured to support business transformation

• Acute deficiencies in ICT Governance

• Missing balance of centralised control vs operational freedom

• High-level of duplication and fragmentation of ICT functions

9

Deficiencies identified by the Board of Auditors*

*A/67/651 Report of the Board of Auditors 

• Lack of transparency of ICT funding and budgets

• Limited visibility of ICT expenditures

• Information is not available to those who require it, when they require it and how they require it

• Insufficient attention to the Reform Agenda, specifically Umoja and IPSAS

• Need for clarity on scope and remit of the CITO

• Lack of established strategy for Applications

• Insufficient attention to business transformation

• Inadequately secured information environment. Existing security controls fall short of what is expected from a global organization

• Absence of clear and effective governance and accountability

10

Strategy alignment priorities

11

Key Accomplishments Umoja deployment

IPSAS compliance

Completed the Enterprise Architecture Roadmap

Upgraded 95% of PCs in UNHQ to reduce risks

Completed 75% of IT Security Awareness Training Implementation

Deployed 40% of Email filtering systems to reduce virus attacks

Implemented 40% intrusion detection to monitor activities

Completed 3 External Security Assessments

Started security assessment of Umoja

Started the Upgrade of firewalls and patching of systems

Developed Disaster Recovery plans for UNHQ (started global assessment)

Started DM Consolidation by moving OHRM to OICT, OCHA and DGACM consolidation plan underway

Started deployment preparation for Fuel Management Systems in Mali, Democratic Republic of Congo and South Sudan

Established an ICT organization to mainstream Umoja; security and business intelligence mainstreaming in progress

Began implementation of the Enterprise Service Desk plan to ensure 24/7 support

Consolidated 10 distinct networks into 1 in support of Umoja

12

Key Accomplishments Established a Global VTC Centre of Solutions Delivery

Established a Applications Centre of Solutions Delivery; 617 Applications reduced across the Secretariat

Established a Hosting Centre of Solutions Delivery; reduced the footprint of Data Center Hosting

Conducted assessment of all websites, identified 1500, and began work on harmonizing, starting with UN.org

Developed a new charge back model proposal

Completed OICT plan to defragment the organization

Deployed Connections enabling all UN personnel to work together globally

Started work on a UN system wide data visualization project in collaboration with the Chief Executives Board (CEB)

Established Interim Governance and meet regularly

Established Policy Committee; Drafted 16 IT Policies and procedures

Established Project Management Office; actively monitor 35 + projects and publish bi-weekly project status reports

13

Where we are going

Vision

To realize the fullness of the mission of the United Nations

through innovation & technology

15

support supporting partner strong partner

IT budget 2010-2014

16

$-

$100.00

$200.00

$300.00

$400.00

$500.00

$600.00

$700.00

$800.00

$900.00

2010 2014

IT SPEND

IT cost per person

17

Strategic Priorities

1. Prepare the environment for, and support current critical initiatives in alignment with the Organization’s strategy: service delivery model

2. Reinforce capabilities in the areas of infrastructure and ICT processes

3. Move the focus of ICT to high value innovation in support of the Organization’s global mission and mandates

18

19

MODERNIZESupport strategic priorities of the Secretariat through cutting-edge ICT

Alignment and Enablement - Solutions

Business Alignment• Enable UN entities meet their mandate through automation

• Improve service delivery

Enterprise Solutions• Umoja

• Other enterprise solutions

• Collaboration and Conf mgmt solutions

• Document mgmt systems

• Workflow systems

• Building Management systems

• Field enterprise solutions

21

Alignment and Enablement - Infrastructure

Infrastructure and architecture• Networks

• Datacenters

• Desktop computing

• Unified access and messaging

• Service desks

• Architecture

22

Umoja Mainstreaming

23

Milestone 2014 2015 2016 2017

Infrastructure

Hosting

DisasterRecovery

Security

Business Intelligence

Policies and Procedures

Interfaces

Document Management

Umoja SAP Centre of Solution Delivery

Complete

Complete

Complete

24

HIGH RISK

LOW RISK

Web Requirements

Reporting

Cyber Intelligence

Policies & Procedures

Awareness Training

Workstation Configuration

Intrusion Detection

Email Filtering

ASSESS CONTROL PROTECT MONITOR

Information Security Plan

Classify Information

2013 2014 2015 2016 2017

Full asset governance

Disaster Recovery

40 43

53

79

0

20

40

60

80

100

120

140

HQ OAHs

Critical Applications withoutDisaster Recovery Plan

Critical Applications with DisasterRecovery Plan

Total number of critical applications that had a successful fail over test

25

Disaster Recovery – Critical Applications

26

Milestone 2014 2015 2016 2017Approval for UNHQ DR Plans

Establish Guidelines & Criteria

Develop Requirements / Proposal

SEPT Approval on Proposal

Complete DR Plans

Implement DR

Complete

Complete

TRANSFORMRestructure ICT globally to provide enhanced client services

How harmonization will work

28

Location 1 Location 2 Location 3 Location 4

Data Centres& networks

Enterprise Applications

Helpdesk

Video Conferencing

Current State - Department A

Centres of Solution Delivery

Local analyticsIT support

Business transformation and delivery

How harmonization will work

29

Location 1 Location 2 Location 3 Location 4

Future State - Department A

Centres of Solution Delivery

Local analyticsLocal IT support

Business transformation and delivery

Technology support

Regional and Center of services model

An organization dependent on interplay, collaboration and interdependence

• Hosting of enterprise solutions in the Enterprise Data Centers in phase 1

• Creation of hubs for enterprise application delivery

• Creation of hubs for service delivery

• Harmonize certain local/departmental core IT work into regions, IT hubs and EDCs

30

Regional and center of services model

31

Number of IT systems

Highly fragmented

Harmonized

Value

ICT organization Structure

32

Consolidation & Harmonization

33

~100 key Applications ~300 Websites ~2 enterprise data centresOthers with smaller footprint

~consolidation to virtual servers

1266 Websites 44 data centres ~8000 P/V servers1582 Applications

Application Solution Delivery

34

Milestone 2014 2015 2016 2017Inventory Validation

Assessment

Retire due to ERP (Umoja/Inspira)

Develop Application RoadMaps

Build / EnhanceEnterprise Wide Solutions

Migrate to Enterprise Solutions

Decommission Local Apps

Website Harmonization

35

Milestone 2014 2015 2016 2017WebsiteTechnology Strategy

Develop UN Standard Drupal platform

Develop Content Updating Tool

Develop WebsitesRoadmap (Requirements)

Build Websites

Migrate Websites

Decommission Websites

36

Service desks’ number drives complexity

Ineffective governance

• Fragmented decision making

• Lack of standards: process and technology

Technology not leveraged in full

• Self service

• ACD

Tools inadequacy

• Service catalogue

• SLAs

• Analytics

Lack of critical mass to invest in “improvement”

Multiple Business Lines Insurance, Ed. grant, Payroll, Security clearance, Travel Facility, Medical ….

Multiple Offices/ Departments

A+B+C+D+….= 131 ICT Service Desks 

Enterprise Service Desk

37

131 Service Desks

4 enterprise Service Desks*

Hours9 AM – 5 PM

24/7

Enterprise Service Desk – phase 1

38

2014 2015 2016

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

DMConsolidation

OICT-OHRM Consolidated

Today

Global Consolidation

UN HQConsolidation

Umoja

Technology Foundations

Other EnterpriseApplications

NYSD created

Geneva, Nairobi Operational – ongoing fine tuning

Bangkok Operational

ESD Stabilized

INNOVATEFoster innovative solutions that enable the UN to fulfill its mandates

40

policy & research

Centre of Solutions Delivery to focus on substantive business

change & deliveryS

UB

ST

AN

TIV

E

Innovate

Business process management and

automation

Digital humanitarianism

Public-Private Partnerships

Analytics and Strategic Decision

Making

Communications and Change Management

41

Analytics and Business Intelligence

Definition and Trend

Business Intelligence is changing from measurement and reporting to analysis, prediction, forecasting and optimization. (See Gartner 20/2/2014 , BI and Analytics)

Why Analytics for the UN?

Analytics can be used to analyze our processes and improve efficiency, to measure our performance, both in quantitative and qualitative terms:

Know what we are achieving (impact analysis)?

Know what people think about UN Programmes?

Provide transparency to Member States and donors

42

Substantive Data Analytics: Effect of Propaganda Videos on Security Incidents

43

Substantive Data Analytics: Security Council Resolutions relationships

44

Analytics

45

Milestone 2014 2015 2016 2017

Establish global analytics capacity

Establish data governance mechanism

Provide reports for Umoja

Increased data sharing, monitoring and analysis

Establish local analytics capacity

Enhance capacity to analyze “Big Data”

GOVERNStrengthen governance and technical authority to ensure compliance

Role of CITO

Steward of the transformation of UN Global IT

Create and sustain a set of shared views, programmes and values, and to implement innovative technologies to enable and facilitate the work of the United Nations

Spark UN ICT staff to create and sustain an environment of innovation where we harmonize activities and spend, and move towards a reality where we can deliver as one

47

Governance

48

Architecture and Policies

Development and compliance of one architecture for the UN

Development of policies and technical guidance

Compliance

Technical Authority

49

OPTIMIZEReconfigure ICT resources and structures to support objectives and strategy

Human Resources strategy

51

Application Services Communications Customer Support Data Center Management Public InformationOICT 24.7% 31.1% 7.9% 2.1% 15.2% 0.0%

Headquarters ‐ excluding OICT 44.7% 10.4% 22.8% 8.3% 13.9% 0.0%OAHs, Regional Commissions & Tribunals 16.0% 25.4% 22.5% 19.3% 16.8% 0.0%

Mission 8.1% 64.4% 4.8% 11.2% 6.1% 5.3%Industry 34.0% 17.0% 18.0% 20.0% 11.0% 0.0%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

OICT

Headquarters - excluding OICT

OAHs, Regional Commissions & Tribunals

Mission

Industry

24.7%

44.7%

16.0%

8.1%

34.0%

31.1%

10.4%

25.4%

64.4%

17.0%

7.9%

22.8%

22.5%

4.8%

18.0%

2.1%

8.3%

19.3%

11.2%

20.0%

15.2%

13.9%

16.8%

6.1%

11.0%

5.3%

Application Services Communications Customer Support Data Center Management Public Information

Human Resources strategy

Organizational right sizing and upward mobility

52

Understand what our people do

Remove layers

Train and develop

Give power

Create metrics Reward

2014 2015 2016 2017 2018

Chargeback model

Move away from over 140 services to 15-20

Create a standard enterprise approach in determining the cost of ICT activities including Umoja

Reduce administrative overhead

Move to Flat Fees

Fund some shared infrastructure costs like networks, IT security or enterprise systems on an equal basis

53

Global sourcing strategy Much has been achieved through global negotiations

11 largest hardware/software vendors across HQ , DFS and UNOG:

• Total of $87M is expenditures = $72M in hardware + $15M in software

7% additional discount this year for Cisco

• target discount structure going forward is tiered, based on leveraging our aggregate purchasing volume and achieving the largest percentage discount from our major vendors

Recent Gartner data shows savings of 10% or more by applying a standards-based approach

54

Contract Value Potential Discounts

> $10M 5%

$5M-$10M 4%

< $5M 3%

Our future

56

UN deserves the best technology organization.

We have a lot of work before us. There will be pain and there will be disruptions. But there will be success and we will modernize and transform together.

57

There is nothing here we can not fix.

But I can not do it by myself. I need your help.

unite.un.org@UN_CITO

UnitedNationsUnite

Thank you