WINNERS&

SHORTLISTEDPROJECTS

Celebrating Value for the Business Now in its 8th year, the Forum's Awards - 'by the members for the members' - rightly acknowledge the ingenious approaches and extraordinary achievements of Corporate IT in stimulating business's success. A Question of Honour and Recognition What makes the Forum's Real IT Awards so special is the recognition by peers who understand, sympathise and appreciate the effort, energy and dedication involved in projects that deliver the hundreds of thousands, and often millions, of pounds worth of difference that corporate IT adds to business. Designed and judged by senior IT players in Global, European and UK organisations, a Corporate IT Forum Award represents the best acknowledgement of success. They are not judged or influenced by consultants, media or suppliers. Judges focus on reflecting the best in Corporate IT during 2011.

John Harris Corporate IT Forum Chairman

Chief Architect and VP Global IT Strategy, GlaxoSmithKline

The Real IT Awards keep going from strength to strength and I delight every year in finding out how innovative corporate IT is and how it is responding to its varying and varied business’ needs. With new categories reflecting a new age of consumerisation, this year’s submissions prove how critical Corporate IT is. Some clear messages have emanated this year - the customer is king and Corporate IT is responding! Any single one of these entries is testament to the skills, innovation, dexterity and sheer capability of Corporate IT driving business forwards into growth. Congratulations to you all. John Harris

What is REAL IT? Fact over Fiction ‘Real IT’ is a term used by the Corporate IT Forum to denote IT practices in large organisations. The term was coined to help distinguish the practical experiences and views of the Forum’s 100,000 practitioners against both the theoretical analyses provided by consultants and the ‘hype’ that can surround supplier communications. Like a ‘hot knife through butter’, the Corporate IT Forum cuts through the hype to provide its members with the reality of providing excellent, cost efficient and worthy IT projects, skills and strategies to the business. Established in 1996, the Corporate IT Forum has become a market leader in the Enterprise IT information industry. It delivers enterprise organisations with real information, as-it-is-analysis and best-in-class IT management tools. The Forum is a service for the whole IT organisation providing support frameworks to practitioners at the top of their IT profession, irrespective of level, function or sector. By acting as a conduit for the free flow of experience between members, the Forum allows large organisations to exploit investments, avoid unnecessary costs and time expenditure by making faster and better informed decisions based on real world experience.

The Real IT Awards 2012

1

Winner

Judges Comments: “We were mightily impressed by the thoroughness of the HMRC developing talent entry”. Against a background of reducing budgets and headcount the CIO of HMRC launched a programme of investment in people designed to establish them as experts in their chosen field with external accreditation of their professional skills. The programme was supported by the infusion of external staff from a leading consultancy into joint teams to transfer skills and act as best practice role models.To engage people, a 'change agent' network was established, and the Capability Development Programme established as a brand for communications within the organisation. In addition to formal training courses, 'bite sized' skills based learning hours were designed to fit in with busy work schedules.During the process teams developed ‘The Delivery

Framework’, a one stop shop for all technical and management delivery processes across the development life-cycle. This covered 6 technology types, project and architectural methodologies; finance tracking, internal governance and continuous process improvement.The results of the programme have been impressive. There has been a threefold increase in the take up of professional learning. The progress of the organisation has been measured and assessed and is now at CMMI Capability Level 2 and likely to achieve Level 3 in 2012. IMS teams have produced their best ever scores for user satisfaction and Project delivery in terms of timeliness and quality while the number of business hours lost has fallen dramatically.

Runners-upAgile (BTT)

IT Services Functional Technical Roles

Capability Development Programme (CDP)

Shortlistedprojects

Supporting a Culture of Ambition & AchievementWorking in conjunction with Human Resources, IT developed and adopted Job Families within the department. The required attributes, business knowledge and skill expectations at each level within the job family provide a clear progression route for all members of the team.

Technology Summer SchoolHaving identified technology and talent as two of the strategic challenges faced by the business, the Summer School brought top technology talent together for a course that covered leadership styles, strategy, management of change, innovation, and entrepreneurialism. Innovative ideas generated during the course are being further developed, and the attendees have a continuing programme of coaching and mentoring.

Reason for the Award At a time where skills in the IT industry are under pressure, this award recognises organisations’ schemes and techniques to promote and grow talent within Corporate IT. Best-in-Class approaches to mentoring and skills within an organisation must be shared and celebrated.

As part of a programme for investing in people and talent management Kimberly-Clark worked with consultants from the British Computer Society to align the industry standard skills and competency framework, SFIAplus, with their organisation by creating detailed corporate role profiles for their IT staff. The objective was to create transparency of job profiles across the organisation and a clearer understanding of the career opportunities available to individuals. The platform supports individual development planning, continuous professional development, and the capability to conduct a personal self-assessment of skills and development goals that feed the performance management process. Every IT position now has a comprehensive definition describing both the leadership and the technical expectations for the role. There is now a standard common language across IT, independent of geography, enabling employees to use an industry recognised skills framework to guide their professional development. 2

Developing Talent in Business

Late delivery of projects using the 'waterfall development' method had become a serious issue within Bupa. A directive from the Chief

Information Officer stated that Agile was a critical capability to deliver Bupa's strategy. Key teams within Bupa were tasked with designing and delivering a comprehensive training programme to support the adoption of Agile. The learning solution was produced using the Agile rules and practices and in conjunction with some external consultants. The training includes an e-learning package, and short course delivered using Agile techniques, attended by IT and business users. Both provide a consistent message across the business. Staff can join the Agile community on the business social media site, where they can access resources, discuss issues, and see the results of successful Agile projects.

Agile

3

Winner

Judges Comments: “An excellent project that demonstrates the Public Sector's ability to innovate for the benefit of citizens and other organisations” The Environment Agency initiated and delivered a project to provide secure and regulated access to live flood warning data for commercial development, and to provide a targeted infrastructure flood warning service for emergency flood responders. The summer floods of 2007 resulted in estimated insurance losses of £3 billion and a subsequent Government review recommended the need to establish more targeted flood warnings. The solution designed and built by the Environment Agency included a Data Distribution Hub to enable live flood warning and river and sea level data to be accessed by external organisations. Any organisation can be licensed to access the Data Distribution Hub. Value Added Resellers are actively developing

specialised warning services for utilities and transport operators, ensuring that more people are receiving flood warnings in the way they want them and freeing up the Agency to concentrate on improving the quality of the data. The Targeted Flood Warning Service is the world's first targeted warning service for the flood response community. It enables subscribers to upload spreadsheets containing details of their assets. Flood warnings are managed via the website, and subscribers can view a dynamic map that relates the alerts to their assets. Flood Risk Management organisations around the world have taken an interest in this project with a view to adopting a similar model.

SABIC was looking to establish a system for data visualisation and collaboration. They identified the need to provide platforms rather than systems, combined with dash board style environments that users could manage themselves, creating ‘social network’ style communities that didn't

need IT's involvement.Working with a supplier, Sabisu, they were able to combine real time data displays with the ability of users to build their own communities, and using a cloud solution, share data across organisational boundaries. The result is, a 'Facebook for Business' that leaves developers to focus on data quality rather than the end user interface and collaboration requirements.The new system has delivered direct man power savings. More importantly, real time data presented through a single TV screen replacing dozens of ERP screens reviewed hourly, has significantly improved the management of the plant. For both SABIC and their logistics suppliers a fog of data has been replaced by a clear vista of information.

Runners-upIT Transformation Programme

Futures Are Connected

Targeted Flood Warnings

Shortlistedprojects

Hampshire IT - Hosted School ServiceHampshire IT's Hosted School Service is a centrally managed infrastructure that delivers a whole school solution, for both administration and curriculum. School's buying into the traded service save on average 11% on previous IT costs. Staff and pupils have access to the latest teaching and learning resources from any location via the web.

Cost Unit PricingThe cost unit pricing project brings IT costs transparency. For the first time, HMRC has comprehensive data on IT services and equipment in an easy to use format, accessible at all levels of the organisation. The perception that 'IT was free' has changed dramatically leading to savings of £24 million in the first year

Reason for the Award

A project nominated for an award in this category should have shown outstanding Innovation in its use of technology, services or processes. In doing so the project may have changed accepted local or industry practices, produced or used new development methods or used common technology in a particularly innovative way.

The size and complexity of the project is not a major factor in the judges' deliberations; the pure innovation of the project must make it stand out from the rest.

HMRC was formed from the merger of Inland Revenue and HM Customs & Excise, two Departments which had large and complex IT estates. With Capgemini, their IT services partner,

HMRC developed an innovative commercial solution which enabled them to deliver a transformation of their IT estate funded by decommissioning and without any capital investment. By changing the Aspire contract to enable Capgemini to make up-front investment in a transformation team, and commit to lower running costs from 2011-12, the programme was able to fund decommissioning, a new virtualised infrastructure, and system mergers. Initial cost savings were put back into the programme to deliver further savings. The re-sized IT estate has sustainably lower support costs, and HMRC spends £110 million a year less to run IT operations. The common platforms created provide the foundation for future IT investment. The money saved from switching off systems has also been recycled to fund projects to provide modern, greener end user equipment.

2

Innovation in Business & Public Sector

Winner

Judges Comments: “A great example of a win/win in providing value for both the Land Registry and their customer”. Land Registry has set out to be more customer focused, delivering products and services through channels that meet their needs. With a recession in the Housing Market, reducing the costs and improving the quality of conveyancing has become a priority.Conveyancers have to order an Official Copy of the Land Register from Land Registry and input the information into their case management software systems; a manual process prone to errors, which then require a further process to resolve.The solution has been to provide a service that provides the raw data from the Land Register in XML format, enabling information to be fed directly into the users' Case Management Systems. Initially only the top 40 Land Register entries are

provided but by April 2012 the service will cover all entries opening up the service to a wider market.Decision makers within the conveyancing industry are not well known for the early adoption of new technology and a dedicated team of Account Managers and IT technical support team were appointed to assist integrators' development.The development costs were recovered in less than a year. Take up of the service is now expanding rapidly, bringing in a new revenue stream to the Registry. At the same time Conveyancers have seen their transaction costs fall significantly, and the error rate requiring re-processing has fallen by 10%, making even further savings.

Bupa's project involved the implementation of improved collaborative visual communication services, including Telepresence in international locations, and major improvements to local Video Conferencing

facilities. Their objective was to deliver at least an 8% reduction in business travel (with a target of 15%) across Bupa globally.The visual communication platform allows regional, national and global collaborative interaction, access to experts wherever they are located; and importantly a broadcast facility for Senior Management. In the first six months over £400K pa has been saved including over £300K pa in the UK alone, on short-haul flights and train journeys. In addition to savings in travel time, effective collaboration has made for faster overall decision making, while remote interviews and mentoring have enhanced the support of Talent Management.

Runners-up

Contactless Card Payments

Collaborative Visual Communications

Register Extract Service

Shortlistedprojects

Succeeding with SearchSABIC had accumulated vast amounts of data over the years. The challenge was to find a "Google-style" search environment allowing end users to find information easily.The project team adopted an Agile approach to search and test several Enterprise search offerings before selecting the right one. Lessons from the Corporate IT Forum's Conference on Search made the implementation a lot easier.

Reason for the Award Delivering value to the business has always been central to the aims of IT departments, perhaps never more so than in the current economic climate. For the first time, in recognition of the changing face of doing business in Enterprise, this award will celebrate excellence in the way organisations deal with customers across all channels.

McDonald's has taken the opportunity presented by the introduction of contactless payment, for low-value transactions by Visa and MasterCard, to give their customers an additional payment option. This required the total replacement of the existing card

payment software and infrastructure. 8,000 single devices were installed in over 1,200 restaurants to handle all types of card payments over a period of three months. The system has the ability to take payments via all forms of contactless hardware, including mobile phones, giving a range of options to the customer for payment. ‘Speed of service’ is essential for any Quick Service Restaurant. Contactless, improves customer service by allowing for a quicker ‘at the till’ experience. Customers simply order their food, tap their payment card against the contactless card reader, collect their food and go.

4

Delivering Business Value And E-Commerce

5

Winner

Judges Comments: “The Gondola initiative blew us away. What a cool thing to do”! Zizzi is a restaurant chain that supports The Prince's Trust as part of its social responsibility strategy. The project involved working with the Pennies Foundation who created Pennies, the electronic charity box which allows customers paying by card to donate spare change to charity.The project involved the suppliers of the chip and pin and POS equipment, both of whom undertook most of the work free of charge. The team successfully dealt with a number of key issues. From a technical perspective they had to find a way of enabling the charity donations without impacting data security. Importantly the process needed to ensure customers did not feel pressured to donate and viewed the donation amount as small change. After wide consultation the donation amount

was fixed at 20 pence. Finally restaurant staff particularly waiters, (much of whose earnings are dependent on tips), needed to be fully bought in to the concept, to ensure positive engagement with customers in explaining how the donation worked.The end product has a watertight audit trail, and the success of the implementation has been measured by staff and customer surveys, along with transaction data from restaurants and donation data from Pennies.This has been a highly successful project and is on track to deliver £100,000 of micro donations through the restaurant's electronic charity box. Staff feel positive raising money for a charity, and customers like giving in this way because it is simple, affordable, and private.

Previously companies within the Balfour Beatty group made their own arrangements for the purchase of desktop printers and consumables. The team set out to consolidate and rationalise all current arrangements in the acquisition of printers, large format copiers, and scanners into a single source solution to take commercial advantage of all spend and improve the service. The result was a solution that consolidated the printing estate into a series of 'central' multifunctional devices across the UK.

Falling under Balfour Beatty's global sustainability agenda, print multifunction devices have delivered a number of tangible benefits within

Group Head Office; combining operational savings of 40% (£4000pm), with greener 'behaviours' within the business, significantly increased document security and a reduction in waste.

Runners-up

Greening IT

Managed Print Services Multifunctional Devices

Pennies with Zizzi

Shortlistedprojects

MWH Carbon ReductionMWH Global relocated their Data Centre and deployed some of the latest energy efficiency technologies to significantly reduce their carbon footprint as well as lowering their operating costs. Further plans include power to be supplied by a 100% recycled fuel source.

Our Lounge‘www.ourlounge.co.uk’, is a crew engagement portal built for everyone who works in the McDonald's community. The site goals are to drive business efficiencies through improved communications, and improve staff engagement. The site also supports younger staff, giving helpful day to day advice about living and working in the UK, and managing their money. Our Lounge has enabled access to the extensive staff training schemes, from literacy and numeracy courses to apprenticeship schemes and foundation degrees.

Reason for the Award

Corporate Social and Environmental Responsibility covers many areas, including the local community, employees, suppliers and the environment.

Essentially it is about how business takes account of its economic, social and environmental impacts in the way it operates – to produce an overall positive impact on society. This award recognises the important part that can be played by IT in achieving these aims.

Corporate, Social and Environmental Responsibility

2

HMRC has one of the largest IT estates in Government and along with others the department was charged with cutting carbon emissions by 10% in the space of a year. To achieve this target both the 68,000 employees, and IT partners, were fully engaged in the campaign.Within IT the project was either self-funding or returned the implementation cost within the financial year. The money saved from running old, energy hungry equipment was recycled to fund end-user equipment which uses less power. This included power savings of 70% on 25,000 new desktop machines, the introduction of power and paper efficient printers and, upgraded data centres with segregated hot and cold isles.Accounting tools were used to create a Green IT Model, and to calculate and monitor CO2 reductions against forecast, as well as keeping on top of projects in the 'Greening IT' Programme. The model can also forecast the future effects of initiatives on carbon emissions and is part of the process that has embedded Green IT criteria in business cases and decision making processes within HMRC.

Winner

Judges Comments: “While this project is not the biggest or most expensive project in the category. The team has created a solution which allows other organisations to access and share data for the protection of the environment and community. One of the closest categories we have judged in 3 years”. The Environment Agency initiated and delivered a project to provide secure and regulated access to live flood warning data for commercial development, and to provide a targeted infrastructure flood warning service for emergency flood responders. The summer floods of 2007 resulted in estimated insurance losses of £3 billion and a subsequent Government review recommended the need to establish more targeted flood warnings. The solution designed and built by the Environment Agency included a Data Distribution Hub to enable live flood warning and river and sea level data to be accessed by external organisations. Any organisation can be licensed to

access the Data Distribution Hub. Value Added Resellers are actively developing specialised warning services for utilities and transport operators, ensuring that more people are receiving flood warnings in the way they want them and freeing up the Agency to concentrate on improving the quality of the data. The Targeted Flood Warning Service is the world's first targeted warning service for the flood response community. It enables subscribers to upload spreadsheets containing details of their assets. Flood warnings are managed via the website, and subscribers can view a dynamic map that relates the alerts to their assets. Flood Risk Management organisations around the world have taken an interest in this project with a view to adopting a similar model.

HMRC was formed from the merger of Inland Revenue and HM Customs & Excise, two Departments which had large and complex IT estates. With Capgemini, HMRC developed an innovative commercial solution which enabled the transformation of their IT estate to be funded by decommissioning - without any capital investment.

By changing the Aspire contract to enable Capgemini to make up-front investment in a transformation team, and commit to lower running costs from 2011-12, the programme was able to fund decommissioning, a new virtualised infrastructure, and system mergers. Initial cost savings were put back into the programme to deliver further savings.

The re-sized IT estate has sustainably lower support costs, and HMRC spends £110

million a year less to run IT operations. The common platforms created provide the foundation for future IT investment. The money saved from switching off systems was also recycled to fund projects to provide modern, greener end user equipment.

Runners-upIT Transformation Programme

NL Daily

Targeted Flood Warnings

Shortlistedprojects

Futures Are ConnectedA review of IT within SABIC identified the need to provide platforms, deploying dashboard style environments that users could manage themselves, creating ‘social network’ style communities that didn't need IT's involvement.They combined real time data displays with the ability to build communities and share data across organisational boundaries. The result is a 'Facebook for Business' that leaves developers to focus on data quality rather than the end user interface and collaboration requirements.

Pipeline SCADA Network ReplacementCommunications and monitoring equipment on the ethylene pipeline between Teeside and Grangemouth was nearly 20 years old and needed replacement. IT systems need to be refreshed between 5 and 7 years, so the team found a 'black box’ network solution that allowed communications technologies to be changed more easily when required and allowed secure contact between remote field stations and the plant control room.

Reason for the Award As necessity is the mother of invention, so austerity is the mother of innovation. Nowhere is this more true than in Corporate IT.This award recognises outstanding examples of driving innovation through technology.

New Look has invested heavily in a variety of social media as channels of communication with customers. The introduction of New Look Daily required systems and content to be created, integrated and populated, within 12 weeks.

The design had to meet a number of key requirements: scalability to cope with spikes in demand brought about by TV advertising, integration with all the existing social media channels, a Content Management System capable of publishing in multiple formats in real time, and the provision of sophisticated analytics to track customer behaviour. The result was a cloud solution based on an Amazon Web Service platform with hosting by Acquia who provided the open source environment on which New Look Daily could be built. The provision of this infrastructure enables NL Daily to deliver across multiple channels increasing the levels of customer engagement with the brand. Customers who interact with NL daily typically spend 20% more than the rest. 6

Innovation in Technology

7

Winners

Diseases of the Developing World Employees in the Research and Development-aligned innovation group (R&D IT Lite) identified the opportunity to securely connect GSK scientists with external scientists anywhere in the world who are researching the same topics. It required a solution that allowed access to users outside of the GSK internal network regardless of location and device, but without exposing GSK proprietary data.Partnering with ChemAxon, an existing supplier of scientific software, who contributed data handling expertise, the R&D Lite team provided the know-how for cloud based solutions. The solution involved building a complete SaaS model using Amazon Web Services (AWS) and Citrix XenApp. Lengthy contractual negotiations were overcome by applying the R&D Lite team's 'agile' philosophy. This engagement model has had an impact on the way GSK runs projects and engages external partners. The result was a system that was set-up quickly, is simple to access and gives visibility of key data to researchers wherever they are working in the world. This helps those involved to more rapidly and collaboratively fight some of the worlds' most neglected diseases, such as Malaria which kills 800,000 people a year.

Runner-upProject LTRM

Shortlistedprojects

'IT Business Alignment through Partnership'While the Co-operative Banking Group was transforming its core banking platform, a joint IT/Senior Business Leadership Partnership Team was created. Their task, to generate greater value across the Group through cohesive strategic alignment, by sharing knowledge and best practice.

GordianProject Gordian involved a substantial rationalisation of corporate structures, profit centres and systems re-engineering to reduce costs. Key to the whole project was the partnership and collaborative working of all the back office teams in nearly 20 countries worldwide.

Reason for the Award

Everyone talks about Partnerships and achieving a 'win:win' situation when working with other organisations to deliver IT services or projects. Very few really achieve such an objective.Whether working in the public or private sector, with suppliers or in collaboration with others; the reality is working with partners is often the norm rather than the exception. What then are the ingredients for making partnerships a success both for those parties involved and for the project as a whole?

Gazprom Marketing and Trading needed an external partner to build a trading, risk management and settlements system to handle their Liquefied Natural Gas business. Planlogic were selected for their domain knowledge and systems experience.

There were problems and challenges in the early stages of the project. The new IT project manager responded by building a hybrid Planlogic and Gazprom team. At the same time a new commercial agreement put in place a 'Balanced Scorecard' model to qualitatively rate the performance, effectiveness and delivery of the Planlogic team. Planlogic in return put a percentage of their fees at risk based on client feedback. Following the delivery of the project Gazprom was able to use the process, knowledge and software assets to reduce the financial and volatility risk they had previously been exposed to. Planlogic had further enhanced its capability to deliver software solutions for the energy industry.

The Big Card Programme

The Big Card programme delivered a new card processing platform involving 3 million credit and debit cards with their associated data. This was one of the largest IT programmes ever undertaken by the Banking Group, and a fundamental enabler for the Bank's overall transformation plan. First Data was selected after a competitive tender. The size and complexity of the change made it essential to work in close partnership with the business and suppliers to ensure all parties were fully engaged throughout the life of the Programme - from design and definition to implementation and migration. Through an 'out-of-the-box' platform the team worked with the Business and external partners to ensure that the intricacies of the Business, customer, legacy and future system requirements were considered and incorporated in the final solution. Business Engagement managers were tasked to liaise with

Readiness Champions and subject matter experts in the Business.In creating a single Programme Team all parties

had a voice in the decisions that were made and the engagement with the business ensured the delivery of a fit for purpose solution.

2

Partnership

Judges Comments: “There was nothing between these two entries and so, for the first time in Real IT Awards history, we have declared them joint winners. They are both examples of first class partnerships”.

Winner

Judges Comments: “The link between social channels, dynamic content and uplift in sales is a great use of technology. In a tough economic environment this also shows a great return”. New Look has invested heavily in a variety of social media as channels of communication with customers. The introduction of New Look Daily required systems and content to be created, integrated and populated, within 12 weeks. The design had to meet a number of key requirements: scalability to cope with spikes in demand brought about by TV advertising, and integration with all the existing social media channels; a strategy known as 'fishing where the fishes are’. Many customers were already Facebook users. The solution also required a Content Management System capable of publishing in multiple formats in real time. The result was a cloud solution, based on an Amazon Web Service platform, with hosting by Acquia who

provided the open source environment on which New Look Daily could be built. NL Daily is updated on a daily basis helping it to become a staple part of its customers' on going fashion conversation. Users in turn can interact with that content, share it and add their own via the social networks they already use rather than having to go to a new destination site. Customers who interact with NL daily typically spend 20% more than the rest.

The major transport disruptions brought about by heavy snowfalls in the UK last year made the task of updating passengers on changes to flight times extremely difficult. The IT Lite team were asked to look at a process based around Twitter. The plan was to enable customers to send in a (formatted) request, and then an automated response provided the current status of the flight requested. The response had to meet Twitter's message length restrictions, but contain all the necessary information in a user friendly format. Virgin Atlantic was the first airline to provide a completely automated system and is operational 24x7x365. The only thing that customers need is access to Twitter.Com on whatever device they happen to be using at the time, wherever they are.

Runner-up

Shortlistedproject

Reason for the Award New to the Real IT Awards, the Social Media award celebrates and rewards the best social media practices in Enterprise which have enhanced an organisation’s business, finances or reputation. All mobile strategies are considered including Twitter, Facebook, mobile apps, based on any platform.

NL Daily

VAA Info Tweet Bot

Potty Trainer AppKimberly-Clark identified that a high proportion of their target market (mothers) were iPhone users and research showed many allowed their young children to use simple games on the phone. The application provides tips on toilet training and interactive games for toddlers. The source code was taken from the US, recompiled to overcome some problems and adapted for the UK market. This is the first iPhone development within Kimberly Clark and has led to the creation of a Mobile Centre of Excellence opening up a new channel of communication with consumers.

8

Social Media

9

Winner

Judges Comments: “GSK took a difficult situation in terms of the balance between confidentiality and availability. Through the work they achieved a higher level of security whilst at the same time giving access more easily to those who had a need for the data”. Until now GSK has kept authorisation details to clinical studies in disparate sources, and this provided a disconnected view of GSK applications to healthcare workers external to GSK. The externalisation of systems also increased the risk of compromising blind trials which has both ethical and financial repercussions. The requirements were to provide single sign on, a standardised approach to authentication, authorisation, fine-grained access, and federation with business partners. The GSK security team split the project into phases: technology selection, proof of concept trials to ensure products from

different suppliers would work together and business partners could be federated. Finally a security data model had to be developed and the project implemented. The result is a more holistic view of users' access to applications and data, replacing the need for administrators to log on to specific applications to grant access. Users are granted access to systems based on being provisioned to a specific business role. Business partners can also manage their own access to GSK systems. The amount of communication and approvals between companies is greatly reduced. This not only saves time but eliminates errors and will result in clinical trials running more efficiently and with less risk.

Runner-up

SAP User Access Review Tool (SUART)

Secure Enhance

Shortlistedproject

Securely Managing the transition from Process ControlA team of 4 infrastructure engineers carried out a series of projects that were focussed on re-engineering the existing architectures The aim was to produce an architecture that enhanced the security of the internal networks hosting the critical process control systems operating high hazard chemical plants.

Reason for the Award

In the past, information security has been perceived as restrictive and an inhibitor to business development. This award is to highlight and celebrate the positive role that security can play in enabling the business to develop, expand and operate efficiently and effectively through one or a combination of security features.

The Kimberly Clark security team was tasked with improving the review process for access to SAP. Their objective was to create an easy and effective access review process that could be applied globally and was based on the data being accessed rather than managing data classification at system level. Deciding that off-the-shelf products were far too expensive, the team and their outsourced partners designed and built their own solution. Responsibility for carrying out access reviews was passed from role owners to team leaders who were able to complete the task in less than 10 minutes and had personal knowledge of their team's requirements. Now, role owners only carry out role reviews as they changed - a saving of 7,000 hours on previous practice. The project has made access reviews easier to complete, improved the accuracy of the review and freed up time for both users and the security team to pursue higher value tasks.

Threat Management SolutionReliance Infrastructure has completely re-vamped its network security to meet the needs of the expanding business. Following proof-of-concept trials with leading suppliers, Reliance has introduced a comprehensive Unified Threat Management System covering its networks.

2

Security as an Enabler

Winner

Judges Comments: “Getting individual Operating Companies to buy into a Shared Services model can be tricky. Careful planning and execution ensured this was a resounding success”. Balfour Beatty sought significant improvements to service, operating costs and productivity in Finance, Procurement and HR across all Operating Companies. The various projects to achieve these objectives were brought together under the programme title, Platform for Growth. Three areas were identified - an effective internal shared service, improved supply chain management, and a robust platform to deliver procurement, project accounting, finance, and HR benefits. The implementation of Oracle R12 further increased standardisation and productivity.To overcome the concerns of their highly federated organisation, Balfour Beatty used a detailed questionnaire to collect the information to build a compelling, fact-based business case for transforming the way the business services are

run. Locally based Business Champions were critical in gathering feedback and supporting the communication of the changes to ways of workingThe creation of Shared Services and the launch of a Customer Support Centre has meant Operating Companies have higher service levels, and falling costs as processes are refined.This programme gives Balfour Beatty consistent ways of working to remove unnecessary duplication and complexity, so that information can be more easily shared across Operating Companies. In addition to delivering a complex technology project that will ensure regulatory compliance, the Programme has encouraged a highly federated organisation to work together to achieve common goals and mutual benefits through a shared services delivery model.

Launched in 2010 the 'New Vehicle System' replaced approximately 70% of the systems and processes previously used by the business. Following a post implementation review and a customer satisfaction survey, the need for an advanced level of support was identified. A new Business Support team selected specifically for their expert knowledge was created, to reduce recurring calls and resolution times, while at the same time significantly improving customer experience.

An Operational Procedures Manual was set up and maintained to ensure processes and procedures were consistent across all brands. A knowledgebase was developed using the company Intranet to share FAQs, resolutions, tips and hints on the use of the applications. This also allowed users to collaborate and share knowledge/learning across the brands.The original targets for the Business Support team were soon beaten and higher targets were set. Their main objectives were achieved in very short timescales (3 months from start to finish) and the beneficial impact was immediate.

Runners-upEnd User Programme

Business Support

Platform for Growth

Shortlistedproject

'Using customer insight to deliver Contact Centre performance improvements'.The Co-operative Banking Group used the information from Contact Centre staff that ran a series of clinics with business users, to deliver simple service improvements to desktop performance that had a major benefit to the business and their people.

Reason for the Award Service levels need to be continually increased to meet customer expectation and stay competitive within the market place. There is progressively more demand for improving the customer experience, providing value for money and high availability services and at the same time increasingly less tolerance of poor service. This award is for the organisation that has, in the opinion of the judges, best identified the need for a significant service improvement and then realised the improvement in a timely and effective manner, thereby considerably increasing customer satisfaction and/or business gain.

Based on user feedback and the work of their Customer services teams IMS instigated a programme to drive up user satisfaction, reduce system downtime, and minimise lost business hours. 50,000

desktops were refreshed funded entirely by savings in other areas replacing ageing and slow machines. IT downtime was reduced by moving application upgrades and fixes to overnight. The Video Conferencing service was completely refreshed improving user experience and reducing travel expenses. Operational Service Relationship Managers have been embedded into business areas to understand and seek

improvements to the IT services they require. VIP user groups now have a dedicated support dealing with their issues and concerns. Key to the success of the initiatives has been giving all users a better understanding of their services, and how to get the best out of them.

Average end user satisfaction scores have risen from 3.8 (out of 6) in 2008 to 4.3 in 2011; high priority incidents have dropped by 55% and lost business hours by 62% since 2009

10

Service Improvement

11

Winner

Runners-up

Following a dramatic increase in customer demand, by the early Bank Holidays of 2011 customers using web services experienced extensive service degradation. The challenge was to identify which IT components were responsible for the problems and resolve them

before the August Bank Holiday.

The changes required were delivered by a programme manager and team of five project managers, each managing their own technology areas. These included the installation of a new mainframe, storage upgrades, and improvements to web performance and capacity management.

Delivering the five projects in the programme within four months bearing in mind the complexities involved was some achievement and has provided customers with a much improved service and the Bank with a stable infrastructure capable of growing to meet demand for years

to come.

Meeting Customer Demand

Shortlistedprojects

Consumption Unit Pricing ModelHMRC faced the challenge of making substantial reductions in their IT. Using a rapid application development methodology they put in place a simple tool using SharePoint enabling managers to view their consumption and cost of IT resources each month.For the first time, HMRC has comprehensive data on IT services and equipment in an easy to use format, accessible at all levels of the organisation. The perception that 'IT was free' has changed dramatically leading to savings of £24 million in the first year.

Bank of Ireland Asset ManagementThe acquisition of Bank of Ireland Asset Management required the rapid integration of the two businesses without impacting the service to business users. The solution was found in the creation of a Virtual Integration Architecture that created a path from the initial stages of transition to the final fully integrated environment. Having created an overall integration strategy, individual teams were free to develop and implement their own solutions within their remit. This approach reduced a substantial amount of potential project management overhead that would have slowed delivery of the final solution.

Judges Comments: “a worthy winner and a British success story all achieved against a background of very difficult circumstances physically and technically”. Following the liberation of Tripoli the project team were given six weeks to set up effective and secure communications (phone and IT) for up to 20 cross-Government officers and to ensure the UK could operate as one of the first Foreign Governments in the new Tripoli. The major challenge at the outset was that the FCO did not possess a secure rapid deployment solution that would not impact the security of the rest of their global network. They had to start from scratch knowing that the Tripoli office was to be based in a hotel with no infrastructure available, and an unstable physical environment.

Tripoli - Rapid Deployment of IT

Pizza Express App

Pizza Express wanted to cut down the time it took customers to pay their bills from attracting the waiter's attention to completing the transaction. The project delivered in four months, provided a link from a customer's mobile to the till system, installing a Wi-Fi solution in 400

sites, and involved half a dozen suppliers. Pizza Express is the first company in the world to develop an iPhone app for payment by smartphone. In addition beating targets for customer use of the App they gained a very significant amount of worldwide publicity for their brand through media reporting of the development.

2

Rapid Response

The solution delivered involved the use of satellite technology and mobile servers provided by a group of suppliers many of whom had not worked together before. In addition to the technical and project management challenges the team had to deal with the logistical problems in delivering the solution to a war zone. HMG was the first foreign government to have a Special Representative based in Tripoli and was able to use a secure fully functioning communications system back to the UK. Further sets of the RAPID Deployment IT system are now on standby ready to respond to new crises around the world.

Reason for the Award Large scale IT projects are usually the ones that make the news both within and outside organisations. Now is the time to put the spotlight on those teams who have responded to current business demands or spotted opportunities; kept it simple, brought about change at speed and created a success story.

Winner

Judges Comments: “This was a classic problem: partly improvised systems that increased risk and inefficiency and yet which were liked by their users who could not see the problem. This project team delivered a quick and simple solution that produced demonstrable cost savings and won the full support of the users community”. Loading and dispatch of bulk tankers at British Sugar's depots was controlled by individual spreadsheets, a process that led to inefficiencies and higher costs.

The solution was developed and implemented over a period of three months using an Agile development methodology. This new approach, initially met with scepticism by both business and IT was embraced once the benefits of the approach were realised, both

in terms of breaking down problems, and faster delivery of a workable ‘user friendly' solution.

The programme enables a loading schedule to be created that takes into account the physical constraints in handling different varieties of bulk products from silos to tankers and on to customers. Different views of the data are provided to site teams in easy to use formats.

The Load Slots programme has reduced tanker waiting times leading to improvements in customer experience.

The existing business reporting system was 11 years old, contained a confusing array of over 500 reports, and was slow to process queries. The project team set about addressing the key areas of performance functionality, and security, as well as designing a governance model to control the

commissioning and deployment of new report sets. The library of 500 reports was reduced to 20 key dashboards each focussed on achieving clear business benefits. The restructuring of data and creation of aggregated views has led to big performance benefits to end users, waiting time for some reports being reduced from 20 minutes to less than 10 seconds. In addition important areas that had previously gone unreported were now able to be performance measured. The efficient design and performance of the system has led to its extension to both franchisees and suppliers, a user base previously left out by the old system.

Runners-upProject to Industrialise ‘Connect’

UK Business Reporting

Load Slots - Optiflex

Shortlistedprojects

Agile TransformationLate delivery of projects using the 'waterfall development' method had become a serious issue within Bupa. The IT group embarked on a carefully managed transformation programme that made large scale use of Agile in a short timeframe as the business standard for delivering IT development projects.Over 30 Agile teams are now working on synchronised 2 weekly sprints and quarterly releases, projects are being delivered faster and with an increase in software quality.

Application Services Consolidation & TransformationNetwork Rail had two separate Application Support Groups operating in five different locations. A process of rationalisation over eighteen months created a merged Applications Services Group working in two locations, and a new operating model focussed on service and added value. As a result of the changes OPEX costs were reduced by 37.5% (£1.3m) while at the same time support for critical applications was expanded from 6am - 6pm to 24x7.

Reason for the Award ‘Working smarter not harder’ is a common exhortation from senior management. Achieving this aim often requires a well thought out combination of changes to behaviour, processes and technology. With many organisations operating with reduced headcount and difficult market conditions the ability to ‘work smarter’ has never been so important.

Previously HMRC identified potential fraud by analysing spreadsheets from individual tax regime systems. Finding links and sourcing internal/external information was largely manual. HMRC was one of the first organisations to use bulk data analytics and

visualisation technology to combat tax evasion. Following a pilot to establish a business case, the Connect project was fully developed to incorporate the visual

representation of customers and their data links, an analytical compliance tool that identifies targets for further investigation, and an interface to HMRC's case management system.

Connect produces in minutes what previously took months of research, helping HMRC direct staff to the highest value cases. From proof of concept to-date, Connect has been used to uncover hidden relationships between people, organisations and data, which increased tax yield from investigations by around £1.3 billion and streamlining staff involved in risk and intelligence operations.

12

Working Smarter

13

Winner

Judges Comments: “An excellent example of combined business and IT customer focus and innovation. The problem was neatly articulated; the process followed clear, the challenges addressed through teamwork, and the benefits absolute and measureable. A worthy winner”. Pizza Express wanted to improve customer service by cutting down the time it took customers to pay their bills from attracting the waiter's attention to completing the transaction. The project, delivered in four months, provided a link from a customer's mobile to the till system, installed a Wi-Fi solution in 400 sites, and involved half a dozen suppliers.

Pizza Express was the first company in the world to develop an iPhone app for payment by smartphone.

In addition to beating targets for customer use of the App, they gained a very significant amount of worldwide publicity for their brand through media reporting of the development.

This project illustrates how a global company can respond to opportunities quickly, by combining business based innovation teams with Agile techniques and a consumerised approach. GSK has created an in-house mobile application store, which is available to all GSK employees globally, and hosts GSK-built iOS/BlackBerry/WindowsMobile applications and links through to a number of business applications hosted on the public application store. The solution has been of particular benefit to sales representatives worldwide. This project was instigated by one of GSK's business IT-embedded innovation groups, called "IT Lite Pods," all of whom work under a set of guiding principles that include delivery of a prototype in one month. To meet the guiding principles the team brought in an external supplier who could provide a solution. The team successfully overcame technical and managerial challenges and found innovative ways to promote their solution globally exploiting GSK's internal version of YouTube.

Runners-up Automating Distribution for Metro Newspapers

GSK App Store

Pizza Express App

Shortlistedprojects

Board PortalBalfour Beatty needed to replace the slow and cumbersome 'print and courier' method used to service Board members with presentation packs that were used around the world. The solution was an iPad Board Portal Application which provides global access to confidential board papers and presentation materials. Paper savings amount to over 10,000 pages for the Board alone, more preparation time and worldwide connectivity.

Potty Trainer AppKimberly Clark identified that a high proportion of their target market mothers were iPhone users and research showed many allowed their young children to use simple games on the phone. The application provides tips on toilet training and interactive games for toddlers.

Reason for the Award A project nominated for an award in this category should have shown outstanding Innovation in its use of mobile technology. The size and complexity of the project is not a major factor in the judges' deliberations; the pure innovation of the project must make it stand out from the rest.

Based on an initial innovation pilot this project created a paperless, PDA and web-based system to manage the delivery of copies of the Metro Newspaper and replaced a laborious manual process.This project involved four very distinct organisations who operated in different ways with different cultures, each of whom committed resources to the project and to achieving the end goal.

The project encountered a number of technical problems that required several potential solutions to be tested before finding the right one.

Key benefits were from real time tracking of driver activity, optimising the routes the drivers make, resulting in driver and van savings. Improvements were made in fewer returned copies, greatly reduced manual administration and a cut in the auditing cycle for deliveries from four days to one.

2

Innovation in Mobile

Winner

Judges Comments: This was such an excellent idea and ticked all the boxes. A real social benefit, true customer engagement from concept to delivery, internal and external partnership - what a neat idea! Zizzi showed its determination to create a way of supporting casual donations in the new age of electronic payment; they paid close attention to communications to make sure all stakeholders - particularly customers - would embrace it. We were particularly impressed by the way this was driven by the IT department”. Zizzi is a restaurant chain that support The Prince's Trust as part of their social responsibility strategy. The project involved working with the Pennies Foundation who created Pennies, the electronic charity box which allows customers paying by card to donate spare change to charity. The project involved the suppliers of the chip and pin and POS equipment, both of whom undertook most of the work free of charge. The team successfully dealt with a number of key issues. From a technical perspective they had to find a way of enabling the charity donations without impacting data security. Importantly the process needed to ensure customers did not feel pressured to donate and viewed the donation amount as small change. After wide consultation the donation amount was fixed at 20 pence. Finally restaurant staff particularly waiters, (much of whose earnings are dependent on tips), needed to be fully bought in to the concept, to ensure positive engagement with customers in explaining how the donation worked. The end product has a watertight audit trail, and the success of the implementation has been measured by staff and customer surveys, along with transaction data from restaurants and donation data from pennies. This has been a highly successful project and is on track to deliver £100,000 of micro donations through the restaurant's electronic charity box. Staff feel positive raising money for a charity, and customers like giving in this way because it is simple, affordable, and private.

Runner-upDiseases of the Developing World

Pennies with Zizzi

Judges Comments: “GSK demonstrated strong social responsibilities and took partnering to beyond the norm and into the world of cloud sourcing. An excellent project in terms of the outcome, speed of delivery, and the way it combined the best partnership principles with an agile approach to the supplier engagement process".

Employees in the Research and Development-aligned innovation group (R&D IT Lite) identified the opportunity to securely connect GSK scientists with external scientists anywhere in the world who are researching the same topics. It required a solution that allowed access to users outside of the GSK internal network regardless of location and device, but without exposing GSK proprietary data.

The project also brought together a partnership with ChemAxon, an existing supplier of scientific software. ChemAxon contributed data handling expertise, and the R&D Lite team provided the know-how for cloud based solutions. The solution involved building a complete SaaS model using Amazon Web Services (AWS) and Citrix XenApp.

Lengthy contractual negotiations were overcome by applying the R&D Lite team's 'agile' philosophy. This engagement model has had an impact on the way GSK

runs projects and engages external partners. The result was a system that was set-up quickly, is simple to access and gives visibility of key data to researchers wherever they are working in the world. This helps those involved to more rapidly and collaboratively fight some of the worlds' most neglected diseases, such as Malaria which kills 800,000 people a year.

Future Forum Workshops

14

Project of the Year 2012

For more information or to book your place visit the Forum website:

www.corporateITforum.com

15

The Forum would like to thank the judges who consented to judge and who have given so generously of their time. It is their vast wealth of practical experience that makes the Real IT Awards the most prestigious accolade in the industry.

John HarrisChairman of the Corporate ITForum, Chief Architect and VP Global IT StrategyGlaxoSmithKline plc Mark LawsHead of Application SupportA&N Media Darryn WarnerChief Information OfficerBalfour Beatty plc Haig TylerIT Director, Shared ServicesBUPA Dave LymerHead of Operations & Service SupportCooperative Banking Group Neil JarvisGlobal Head of IT Security & IT RiskDHL Gareth NaylorEOI Senior Product Portfolio ManagerE.ON IT Graham Green-BuckleyHead of Corporate SecurityEnvironment Agency

Tim SearleHead of SolutionsLaing O’Rourke Chris DareGroup Information Services DirectorMonarch Airlines Ltd Jonathan MitchellFormer Chairman of the Corporate IT Forum and Director Corporate Development, Rolls-Royce plc Paul JervisChief Information Security OfficerRWE IT UK Ltd Andy WillicottCustomer Support DirectorSouth West Water Ltd Hennie WesslingCIOTNT Post. (Ret.) Ian CampbellFormer Chairman of the Corporate IT Forum and Group CIO, Transport for London Nick GainesDirectorVolkswagen Group UK Ltd (formerly)

2

Judges

What members say

Save Time“With the Forum we’re not starting from scratch. We can talk to people who are already doing it and get to the higher value stuff straight away.”

Cut Costs“In terms of value, the saving is in excess of £100,000.” “It would take months or a fortune in consultants’ fees to get the same information as The Corporate IT Forum gives me. There’s a huge amount of accumulated knowledge there.”

Avoid Mistakes“My team can make decisions with more confidence. The risks are reduced because we’ve checked with people who are in the same boat as us.”

Sanity Check“We do, like most of you, use a variety of other services and have consultants left, right and centre but if I lost all of those tomorrow, I wouldn’t lose much sleep over it. The Corporate IT Forum is the only one that I would be concerned about keeping.”

Book Now: www.corporateITforum.com/activities-and-events

The Olympics are Coming....Is your business ready?

Exceptional Experiences driving Informed Decision-Making

Consumerisation of IT 1,000 man years experience was ‘locked in a room’ during the Forum’s Consumerisation Summit in February. Discussions continue through the Forum’s website in this ongoing Corporate Debate. Cloud Computing A firm favourite and still unresolved Forum topic. There is no one-size-fits-all solution and plenty of pitfalls and traps that Enterprises need to be wary of. Learn from those that have already side stepped the issues and dipped more than their big toe in the Cloud. Licensing Another topic making a big noise in Enterprise. Suppliers’ licensing programmes are still giving Procurement and IT departments headaches. Mobile Enterprise The focus of the Forum’s June 2012 conference takes the discussion around the mobile enterprise to the next level. Capture the experiences of those who have tried and failed, tried and succeeded.

David Roberts,Executive Director,

The Corporate IT Forum The Corporate IT Forum works very successfully for businesses’ IT functions/departments because of its simple rules: 1. No IT Supply or Consulting

organisation can join – Demand Side only.

2. Everyone accepts a Code of

Confidentiality. 3. It is a requirement that

participating MEANS SHARING EXPERIENCES of the subject in hand.

Professionally consolidated conclusions and options are documented for the benefit of anyone across all member organisations. The resulting powerful library now includes 1,000 workshops plus multiple answers to some 3,000 questions as well as 100 surveys. All organisations have every reason to be very pleased and proud of what the Forum has contributed to their businesses. Thank you for your contributions and thanks to everyone involved. David Roberts

Skills and Personal Development In the current economic climate skills have once again come to the fore. This time, though, CIOs debate the future of their own role within the organisation and what tomorrow’s IT leaders will look like, if they exist at all! Collaboration and Social Media Business’s continued expansion and global spread dictates the need for increasingly innovative solutions for collaboration. Forum members share experiences on tools used and solutions that perform. Innovation Times are hard, budgets are tight, but Corporate IT appears to continue to deliver what the business needs. Arguably the best way to innovate is to emulate and the Corporate IT Forum is packed with examples of large organisations sharing experiences and driving innovation in their businesses.

16

The Corporate IT Forum

High quality exchanges based on valid and current experiences about any IT issue is the backbone of the Corporate IT Forum. Sharing those experiences in a confidential manner is the bread and butter of Forum members who are looking to save COSTS and continue to over-deliver to the business. Currently members are debating the following key themes:

The Forum ServiceAt the heart of the Forum lies the principle of driving information sharing. ‘People who know what they’re talking about’ and those seeking the most trustworthy knowledge benefit from each others’ experiences to reap multi-million pound savings. Through a busy Q&A service, impartially facilitated workshops, hundreds of one-to-one introductions as well as large conferences, the Forum is geared up to extract and disseminate raw and real IT experiences.In the last 12 months alone, 240 questions have collected over1,200 answers; the

experiences of 2,406 people collated through 24 surveys; 1,261 senior corporate IT managers have debated at workshops on topics identified as critical to Business. Not to mention the 100+ Topic Reports, Reality Checkers and Case Studies depicting hundreds of years of experience. As an International learning organisation, The Forum’s ‘Real IT Awards’ programme showcases exemplary projects that have been judged by peers as worthy of recognition. Congratulations to all participants.

Forum PeoplePeople behind the scene, the 35 strong Forum Service Team, are responsible to the wholly Member-populated Advisory Group. They cause millions of experiences to be debated, collated and distributed; facilitating the knowledge transfer. They bring the Forum to life, bringing common interests together; making real experiences come to life; collating experience to form opinion.

Working with Member organisations from all sectors and dealing with over 150

topics annually, the Forum People strive to meet Members’ diverse needs. The Team makes visible and valuable contributions to the success of many Member projects. They are currents in the rivers of experience.

The Corporate IT Forum

The Mobile Enterprise:Is it time to sunset the Desktop?

Corporate IT Forum conference

June 2012

Submit agenda suggestions and queries via the website now:www.corporateitforum.com/activities-and-events/conferences

For more information, about partnering please contact Geraldine Hamblin-Deere: Tel: +44 (0)1442 866634Email: GHDeere@corporateITforum.comWeb: www.corporateitforum.com/activities-and-events/conferences

17

Postal Address: PO Box 246, Berkhamsted, Hertfordshire, HP4 1AS, UKTelephone: +44 (0)1442 866 634Email: info@corporateITforum.comWebsite: www.corporateITforum.comCorporate IT Forum and tif. are trading names of The Corporate IT Forum LimitedOffice: Audley House, Northbridge Road, Berkhamsted, Hertfordshire, HP4 1EH, UKRegistered in England No. 3356661