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Article Date: 25/05/2007
Article Title: Passport Service agency
The Identity and Passport Service agency ("IPS") has recently published a "Report on Key Projects Implemented in 2006". The report, a result of a failure in implementation of Electronic Passport Application ("EPA2") system, is the first document that openly admits failures on the side of government and outlines areas where they can improve.
The history of EPA2 is similar to many other projects that took place in recent years. Whereas particular components of an IT system were tested and working well, the operating system at large, during a pilot process, proved to cause serious build-ups and backlogs that made proper use difficult. The pilot was cancelled, the product withdrawn and returned to the supplier to make required amendments. What makes a difference this time, however, is the fact that the IPS decided to analyse its own mistakes and omissions throughout the programming process. IPS confirmed that it is partly to blame for the failure, because it didn't perform sufficient tests and lacked the necessary technical capability to control the supplier.
The recommendations of the report cover the main areas of project management: change control, risk management, testing and implementation procedures, and staff training. As far as change control is concerned the IPS plans to drastically limit the number of changes made to the description of services. Only business critical changes should be accepted. When the change is accepted, the impact on the project and testing schedule must be challenged by an independent test team, as well as the project team.
In the field of risk management the report underlines a need for an objective and independent test preparation process. It proposes a compulsory review of the test plans by an independent Test Assurance team. A review of all risks (not only high ones) by the project board at regular quarterly intervals should take place.
In testing the system, IPS plan to develop stronger technical capability to challenge supplier assertions. Target Go Live dates should be confirmed by the submission of detailed plans which are agreed by the independent Test Assurance team. Volume testing should be given a greater importance in the test strategy with a better appreciation of the risk of poor performance. Upon completion of successful testing, the appropriate level of support to operational staff at the Go Live date must be in place.
Finally, measures will also be taken to improve contractual awareness of IPA's staff. The team working on the project has to be familiar with its responsibilities. At the time of change of senior responsible owners, there must be a formal handover (this must include contractual information). Courses for staff should be standard.
This report is clearly of interest to those who are involved in IT projects with the government. It will have a knock-on effect on other governmental bodies as similar findings and recommendations may be true for other IT projects pursued by public sector bodies. The report shows a common sense attitude to the problem and aims at improving relations between the government and IT suppliers.
Simon Gamlin
Associate
+44 (0)845 497 4689
Eversheds LLP
www.eversheds.com
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