Chairman’s Statement David Spiteri Gingell
02
The focus in 2004 was directed primarily towards five thrusts: (i) incrementally moving towards the core business focus of management of the infrastructure; management of designated strategic applications; management of projects, change and implementation; and management of information security; (ii) the delivery of work that is of a high quality and that meets our clients’ expectations; (iii) the rationalisation of costs and overheads; (iv) the continued upgrading of the ICT infrastructure environment; and (v) the continued investment in knowledge and skills.
consultancy in the reform of Bermuda’s tax process.
To a large extent, MITTS Ltd has been successful on most of these thrusts. In terms of the core business realignment MITTS Ltd in 2004 completed the reform of its internal cost structures by eliminating cross-subsidisation amongst various services offered. The ability to place the true cost against each of the services provided, now allows MITTS Ltd to assume a more aggressive pace in the divestment of services designated as non core. In 2004 a tender was in fact issued for the sub-contracting of PC support of a population of 3,000 desktops and related peripherals – approximately 50% of the population of PCs in the Public Service for which MITTS Ltd is responsible for.
In order to improve the quality of work delivered by MITTS Ltd and meet the service expectations of our clients, MITTS Ltd over the past years worked hard to introduce international disciplines that would enable it to strive and audit itself against international standards. The Company in 2004 attained full ISO 9001:2000 certification for all of its departments and processes – the last to be accredited being the afore mentioned Department of Information Security and Risk Management. PRINCE II is introduced as the Company’s project management methodology. In 2004 we intensified our work related to the introduction of the ITIL Service Management methodology.
In tandem with the above, MITTS Ltd, unless otherwise directly instructed by the Government, did not participate in small application development and front end interfaces for e-government services – rather, changing its role towards that of a contract manager or systems integrator. Furthermore, in terms of 2nd generation strategic applications such as the Human Resources Information System and the Departmental Accounting System, MITTS Ltd role was transformed to one of business process change and functional analysis as against that of be-spoke developer. It is pertinent to mention that in 2004, MITTS Ltd was successful in two international tenders issued by the Government of Bermuda – the first for training in IS planning and budgeting, and the second for business and functional analysis
It is pertinent to underline that in spite of the efforts and investment to upgrade our abilities to perform excellently in terms of quality and service provision failures do at times occur. In order to ensure that failures when they occur are experiences from which lessons must be learnt and which should act as a spur for further improvements, an Office of Internal Audit was constituted reporting to a Board Audit Committee under the stewardship of the Deputy Chairman of MITTS Ltd.
: mitts ltd Annual Report 2004
I cannot not mention that in 2004, the relatively young (created in January 2002) Department of Information Security and Risk Management earned its mettle. Working together with the Cabinet Office and the Infosec Authority the Department was instrumental in the attainment of the appropriate EU accreditation for the management of EU Classified Information and for the setting up of the EUGovernment Communications Centre.
MITTS Ltd has for the past five years adopted the strategic philosophy that the sustainability of the Company is ultimately dependent on its ability to manage its structured costs. Over the past year various measures have been
