Issue link: https://maltatoday.uberflip.com/i/1507818
maltatoday | SUNDAY • 17 SEPTEMBER 2023 8 COMMERCIAL MITA's dynamic approach to digital enabling services and project management BY Thomas Desira - Project Manager, Digital Enabling Ser- vices Department THE Digital Enabling Services Department at MITA is stead- fastly committed to the core mission of seamlessly intro- ducing a comprehensive suite of business solutions and ena- bling (shared) services. These projects and services are me- ticulously tailored to meet the diverse needs of our Govern- ment client, the broader public, and authorized Agents, aligning precisely with their specific re- quirements. Within the department, a spe- cialised project team is dedicat- ed to the Public Registry and Person Register, both domains falling under the purview of identitá Government Agency. This project team is engaged in a wide spectrum of initiatives, including the development of cutting-edge business solutions, the modernisation of legacy technologies (which encom- passes data migration and trans- formation), and the seamless integration of new modules of functionality into existing sys- tems, among other endeavours. The team takes full responsibili- ty and actively participates in all phases of the project lifecycle, covering everything from in- ception to implementation and go-live, and continue to provide post-implementation services to ensure long-term success. Furthermore, the project team extends its expertise to provide essential business and technical consulting services to Trans- port Malta. We collaborate on a variety of projects related to the Land Transport directorate, providing valuable insight and technical guidance to enhance the efficiency and effectiveness of their operations. This broad- er scope of services underscores our commitment to driving innovation and excellence in the realm of digital enabling services, ultimately delivering substantial benefits to both our Government and the broader community. The project team is composed of highly skilled individuals pos- sessing technical, business, and managerial expertise. Their ap- proach is not isolated but thrives on continuous collaboration with a diverse array of stake- holders operating at various lev- els. To encapsulate the process succinctly, after establishing the project scope and obtaining cli- ent management's approval, the team engages in a comprehen- sive examination of both techni- cal and business requirements. In specific instances, such as modernization initiatives, the team conducts a gap analysis. Crucially, these requirements are not determined in isolation; rather, they emerge from exten- sive discussions and brainstorm- ing sessions involving multiple service teams spread across dif- ferent departments within MI- TA. This includes engagement with teams in enterprise archi- tecture, networks, security, plat- form engineering, and various other domains. Furthermore, MITA's Finance and Contracts departments play a pivotal role in the procurement of outsourc- ing services. Business require- ments, on the other hand, pri- marily evolve through dialogue with the client. On occasions, these discussions expand be- yond the client's organization to include authorized agents (part- ners) and even their respective suppliers. Once the require- ments are articulated, they un- dergo thorough discussions with the outsourcing contractors or MITA software engineering team responsible for the subse- quent development and imple- mentation phases. In essence, our suppliers are regarded as an integral extension of the project team, ensuring a seamless and collaborative approach to pro- ject execution. Collaboration between the team and these various stake- holders remains a constant and integral aspect throughout the entire project lifecycle. Effec- tive communication serves as a pivotal element in this context, ensuring that everyone involved shares a unified comprehen- sion of the project's objectives and expectations. Challeng- es naturally arise, particularly when dealing with a multitude of stakeholders, as is the case in our situation. Occasional- ly, despite everyone speaking the same language, there may be differing interpretations of identical requirements. This is precisely where the project team's value shines through. For example, owing to the pro- ject team's extensive familiarity with the client's business, it pos- sesses the capability to translate these requirements into tech- nical terms that resonate with the contractor. Similarly, the technical guidance provided by the Agency is transformed in- to a defined requirement to be incorporated into the solution. This bridge-building function of the project team not only facil- itates harmonious collaboration but also ensures the seamless in- tegration of diverse perspectives into the project's execution. In today's fast-paced business landscape, where achieving rap- id time-to-market and main- taining agility are paramount project goals, clinging to the conventional waterfall method- ology is no longer a viable op- tion. As a forward-thinking and adaptable learning Agency, MI- TA is committed to equipping its personnel with the necessary tools and training to effectively navigate the demands and com- plexities of the contemporary world. A prime illustration of MITA's dedication to staying current and dynamic is its em- brace of the SCRUM framework for the execution of significant projects. While challenges inev- itably surface during this transi- tion, MITA's project teams have demonstrated their capacity for continuous learning and knowl- edge sharing. These collective efforts have not only enabled the successful integration of SCRUM but have also trans- formed potential obstacles into triumphs within various pro- jects. This commitment to inno- vation and resilience exemplifies MITA's core principles and its forward-looking approach to project management. Thomas's Team Desira Thomas