Rome, Italy September 8, Rumyana Tonchovska Senior Land Administration Officer IT Food and Agriculture Organisation, UN

Transcription

1 ECA EXPERIENCE IN DEVELOPIG CADASTRE AND REGISTRATION IT SYSTEMS Lessons Learned & Good Practices Rome, Italy September 8, 2010 Rumyana Tonchovska Senior Land Administration Officer IT Food and Agriculture Organisation, UN

2 2 The WBs ECA region. Red=CIS

3 Countries in ECA with WB funded Land Administration and Cadastre projects 40 projects 24 stand alone Land Administration projects 16 with large Land administration components 23 countries US$ 1.4 billion in loans and grants 19 projects currently ongoing The largest program of land reform the world has ever seen! 3 3

4 Countries in ECA with Computerised Land Administration and Cadastre Systems 4

5 Doing Business of the top 20 performers in registering property Worldwide are ECA countries: 2. Georgia 4. Lithuaniai 5. Armenia 9. Azerbaijan 10. Belarus 11. Slovakia 13. Estonia 17. Moldova 19. Kyrgyzstan And climbing a mountain is done one step at a time 5

6 IT Worldwide Statistics!

7 WORLD IT Systems Statistics More than 3 in 5 IT projects do not do what they were supposed to do for the expected costs and within the expected timeline. At best, 7 out of 10 IT projects fail in some respect. More gloomy stats include the following: 49 % suffer budget overruns 47 % result in higher than expected maintenance costs 41 % percent fail to deliver the expected business value 7

8 $6.2 trillion/year Worldwide cost of IT failure The Diagnose: Predicted Annual Cost of IT Failure Region GDP $ Billion Cost of Failure $ Billion World 69, , USA 13, , New Zealand UK 2, Texas 1, The cost of a failed project is only the tip of the iceberg. Every project failure incurs both direct costs (the cost of the IT investment itself) and indirect costs (the lost opportunity costs). 8

9 FAILURE & SUCCESS FACTORS

10 Factor FAILURE FACTORS Percent 1 Incomplete requirements No user involvement Lack of resources Unrealistic expectations No support from senior management Unstable requirements Poor planning System non-usable at finish No IT management No technical competence RPM-50

11 The level of competency required is higher than that employed within projects for 70% of the cases According to new research, success in 68% of technology projects is improbable improbable. Poor requirements analysis causes many of these failures, meaning projects are doomed right from the start.

12 Ambiguous requirements create failed projects

13 SUCCESS FACTORS Factor Percent 1 User involvement Support from senior management Clearly defined requirements Good planning Realistic expectations Phased approach Competent personnel User ownership One vision and clear goals Effective and goal oriented personnel RPM-50

14 EARLY WARNING SIGNS

15 Twelve early warning signs of IT project failure Managers often express SURPRISE upon learning their project will run LATE or OVER-BUDGET People-Related Risks 1. Lack of top management support 2. Weak project manager 3. No stakeholder involvement and/or participation 4. Weak commitment of project team 5. Team members lack requisite knowledge and/or skills 6. Subject matter experts are overscheduled Process-related Risks 7. No business case for the project 8. Lack of documented requirements and success criteria 9. No change control process (change management) 10.Ineffective schedule planning and/or management 11.Communication breakdown among stakeholders 12.Insufficient i Resources assigned

16 Building Houses & Building IT Systems

17 Building a House Step 1: Preparation Conceptual Design; Detailed Architectural Design and Bill of Quantities; Selection of Project Manager Step 2: Tendering & Contracting CONSTRUCTION SUPERVISION Step 3: Building Construction Step 4: Supervision Step 5: Inspection Step 6: Final Acceptance Step 7: Maintenance 17

18 Building an IT Systems 18 Step 1: Preparation: User and System Requirements. Business Processes Re-engineering; System Architecture; t Selection of development approach; Step 2: Tendering & Contracting Step 3: Development & implementation Inception Phase Construction Phase Elaboration Phase Transition Phase Step 4: Supervision Step 5: Phase Acceptance Step 6: Final Acceptance Step 7: Maintenance

19 ECA EXPERIENCE Key Challenges Good Practices & Lessons Learned

20 Key Challenges- Cadastre and Registration IT Systems Complex institutional arrangements; Lots of stakeholders involved; Complex procurement procedures; Unclear vision. Often the SW development starts prior to the Business Strategy; Institutional reorganization going in parallel with the SW implementation; Legal changes at the time of system development and implementation; Underestimation of the complexity of the system; Different old systems in use, not well documented, d based on different technical platforms, using different data structures and different data definitions. Issues with intellectual property rights; Data quality. Non harmonized data between the cadastre and registration services; Common standards and data definitions; Institutional capacity to manage big IT systems and perform quality control. QA/QC are not foreseen at the project design. 20

21 ICT Strategy Developed with clear: Good Practices ICT Strategy 1. Organizational i part (WHO? is responsible) Suggested management and quality assurance mechanism; Defined the necessary institutional capacity to manage the development and the implementation i of complex IT System. 2. Methodological and Management part (HOW? the IT project will be managed) 3. Technical part (WHAT? and WHEN? will be implemented). Defining Short-term, mid-term and long-term priorities. Albania, Bulgaria, Croatia, Kosovo, Kyrgyzstan, Macedonia, Serbia, Under development in Montenegro, Bosnia and Herzegovina 21

22 Good Practices Management and Quality Assurance Mechanism Examples: Albania, Bulgaria, Croatia, Kyrgyzstan (recently),?? 22

23 Examples: Croatia: Good Practices User Requirements Preparation Business processes working group was established, trained and competent to develop use-cases AS-IS, to work on the re-design of the business processes TO-BE,,participated p in the development of User requirements, worked with the contractor at the design phase, participated in the testing and acceptance. The head of the working ggroup was member of the Project Management Body. Kyrgyzstan: External luser Working Group was established dto work on the external User Requirements and testing the external users functionalities: two banks, property valuators, real estate agents, notaries, municipalities, state architecture t and taxation ti office. 23

24 IT System Development& Implementation Key Issues: Unclear and not detailed User and System Requirements/unrealistic expectations; Underestimation of complexity from both sides purchaser and supplier; Lack of experience in managing big IT systems from both the purchaser and supplier sides. Contract management is underestimated; Weak quality assurance and quality control from the purchaser side; Data quality and Data Migration. The old systems in use are not documented and are using different data structures, resulting in additional delay; Staff unavailability to support the system implementation. Underestimation of training needs. Underestimation the need of procedural and legal ltraining, i prior to the IT system users training. i 24

25 Good Practices IT System Development& Implementation Good Practices Examples: Croatia: Clear User Requirements, Intensive Users involvement, Strong QA/QC Serbia: Strong Project Management, QA and QC, clear requirements Macedonia, Moldova, Montenegro, Kyrgyzstan: Step-by-Step - small contracts for SW development and implementation; Bulgaria: Wll Well organized system roll-out and training. i The nation-wide id roll-out was organized within 6 months period only; Turkey and Russia: Good examples of system implementation in big countries. 25

26 Good Practices IT System Roll-Out and Training Bulgaria: Training and roll-out within 6 months: Phase 1: One week - Basic IT training, Legal and Procedural training, IT system basic functionalities training Phase 2: Self training at the working environment % of the incoming cases were entered into the testing environment several months before the system roll-out Phase 3: One week - Legal and Procedural training, IT system advance training Phase 4: On-the-job training 1-3 days after the system implementation in the office. Help Desk: Available at the time of system roll-out. Interactive Help both Procedural and IT Users Manual available with cross references; Roll-Out: Data migration Friday night after the end of the working time. Testing during the weekend. Monday the office is working with the new system only. The old system was used for information only. 26

27 Key Issues: System Operation and Maintenance Lack of capacity within the administration to maintain complex systems and databases. Uncompetitive salaries in the public sector in comparison with the private sector difficult to keep employ qualified IT staff with Governmental salaries; Lack of capacity to keep the data updated and support the data harmonization process after the project completion; Limited private sector involvement; Continuing to keep both paper and digital data, which requires double efforts and long processing time. 27

28 Good Practices System Operation and Maintenance Examples: Croatia Public-Private Private Partnership. The Government of Croatia decided to outsource the system operation and Maintenance to the hosting company with experience in managing big nation-wide IT systems, such as customs and taxation; The hosting company was involved at the time of design of HW technical specifications, testing and acceptance of the HW and licenses and system integration process. Bulgaria Two separate long-term contracts have been signed with the private companies for the maintenance of the system in the two data centers (Disaster Recovery 28

29 Have a Wonderful Time...