Industry news

  • 1 Apr 2011 12:00 AM | Anonymous

    HP today announced that Google Cloud Print users can print directly to any HP ePrint-enabled printer from any Google Cloud Print supported app on any computer or smartphone.

    The combination of Google Cloud Print and HP ePrint eliminate the need for a print driver or PC connection to the printer. Apps supported by Google Cloud print currently include Gmail for Mobile, Google Docs for Mobile and Chrome OS, and will expand to include third-party apps.

    “Making it easy for our customers to print where and how they want is a top priority for HP,” said Stephen Nigro, senior vice president, Imaging and Printing Group, HP. “With HP ePrint and cloud-aware printers, you get the best experience printing via Google Cloud Print.”

    Users simply add the unique email address of their HP ePrint-enabled Photosmart, Officejet or LaserJet Pro to their Google account, which provides the ability to print easily and securely from Google apps to the selected HP printer.

    “Users are rapidly migrating to web and mobile apps, and Google Cloud Print brings full-featured printing capabilities to these apps,” said Mike Jazayeri, director, Product Management, Google. “We are excited that HP has brought the first-generation of cloud-ready printers to market. While cloud printing is possible with any printer that is connected to a PC, users can achieve a more streamlined, intuitive experience by printing directly to a cloud-ready printer.”

  • 1 Apr 2011 12:00 AM | Anonymous

    The justice secretary, Kenneth Clarke, has confirmed that he is willing to call in the army should "serious trouble" erupt over his decision that the private security company, G4S, should run Birmingham prison – making it the first public sector jail to be privatised.

    "We have to be prepared should anything go wrong," he told MPs.

    The Prison Officers' Association (POA) said it would not rule out industrial action in protest at the decision, despite the fact that such action may be illegal.

    Clarke said the military contingency plans, involving up to 3,000 trained regular soldiers, were needed because industrial action involving prisons "can rapidly become far worse than an ordinary strike".

    The justice secretary told MPs: "Nobody is contemplating a military takeover of a prison; the governor will still be in charge. But it is only proper that we have made military preparations that would be required if serious trouble erupts."

  • 1 Apr 2011 12:00 AM | Anonymous

    Fujitsu has launched a Cloud Consulting service which aims to help senior IT decision makers to understand how they could potentially be using Cloud within their organisation.

    After several years of industry hype and mounting expectation around Cloud, the consensus is that Cloud is set to move from theory to practice. Industry analyst Gartner has recently predicted that 20% of businesses will own no IT assets by 2012 and that $150 billion in global cloud-related revenues are expected by 2013.

    Similarly, whilst there is great promise for cloud, so too there is confusion and uncertainty about how to deploy Cloud and in what context certain Cloud services may or may not work. It is against this backdrop that Fujitsu now feels it is the right time to launch its Consultancy service. Fujitsu’s extensive knowledge of the Cloud is demonstrated in its educational publication, The White Book of Cloud, which explains clearly the different cloud models on offer to users.

    Jo Millott, head of Cloud Consulting Fujitsu UK and Ireland comments, “Cloud is no longer the preserve of just the IT department - it is coming to much broader CXO attention and subsequently CIOs must be well equipped and prepared. There is some confusion in the market about what Cloud is and what choices should be made. Fujitsu’s Cloud Consulting Service will provide advice and guidance on how Cloud should be exploited to drive business value as well as providing expert advice on key considerations such as security and legal/data compliance.”

    Fujitsu is already leading the market in Cloud. Its Infrastructure as a Service (IaaS) and Software as a Service (SaaS) offerings are available and were among the first to be launched in the UK market. Fujitsu’s further commitment to the Cloud is underpinned by investment of over $1.2 billion in developing its Global Cloud capability in 2011. Furthermore, the company predicts that Cloud-related services will account for 30% of new business by 2015.

    This consulting-led approach is essential to help the market to understand that Fujitsu has the right combination of consulting expertise, technical knowledge and infrastructure to deliver on cloud at all levels.

    Millott continues, “There has been so much talk about Cloud over the last few years it is hard to distinguish which IT suppliers and vendors have genuine offerings and which simply pay lip-service to Cloud. Some IT service providers can offer strong consultancy credentials but are lacking in the physical infrastructure to ever deliver on their recommendations. I firmly believe that by combining Fujitsu’s proven infrastructure and technology capabilities with a formalised consulting practice, we have a unique proposition in the IT services market.”

  • 1 Apr 2011 12:00 AM | Anonymous

    In this age of globalisation, outsourcing has become an integral part of the way large, multinational enterprises are managed. From helping to provide application support, processing claims, managing networks, billing systems or even customer service, the majority of large businesses are spending more on outsourcing now than at any point in the last few years. Research from Gartner shows that 53%of European organisations in 2010 were planning to outsource more with 40% due to increase their external IT services spending.

    Innovation is increasingly becoming a vital element of outsourcers’ offering, and businesses are relying ever more heavily on their outsourcers to deliver the innovation capabilities. Research we recently conducted with Warwick Business School among 250 CIOs and CFOs across six regions (the UK, Germany, Switzerland, Benelux, France and the Nordics), reveals just how important this innovation is: 70% of European C-level executives believe the innovation achieved through outsourcing contributes to their organisations’ financial performance. But, worryingly, the research suggests that businesses are not getting most of outsourcers’ innovation capabilities. If only 35% are actually quantifying the financial value that innovation adds to their business, how can they prove its worth and make the case for future investment?

    Outsourcing-driven innovation

    As companies navigate the reset economy, they are investing wisely in processes that will be cost-effective and beneficial in the long-term. As both outsourcers and clients can attest, modern outsourcing relationships now offer and deliver far, far more than just cost savings. They can transform the business, achieving greater efficiency and productivity, helping a company maintain the competitive edge. The survey, available at www.valueofinnovation.com, suggests that many businesses are now turning to outsourcers to offer innovation capabilities. As CIOs across the globe are constantly challenged by the board to deliver value by doing things differently, 67% of European CIOs look to their outsourcing partner to develop ideas into new and improved processes.

    Enterprise innovation is no longer a spectator sport; it is now in everyone’s hands. But, importantly, not all innovation is about once in a decade breakthroughs. Both radical and incremental innovation are delivering major benefits to businesses.

    The future of work depends on next-generation business models which enable globally distributed teams consisting of the best innovative talent to provide new perspectives on a project or ongoing line of work.

    In traditional models, innovation typically takes the form of a costly R&D-generated product that may or may not be monetised. In the reset economy, however, these projects are difficult to underwrite.

    For innovation to work, it should be an enterprise-wide, collaborative initiative where vision and enablement are steered by senior leadership. The middle level owns and drives the initiative with the team implementing it. In order to deliver innovation to clients, we think innovation has to be embedded into the outsourcer’s make-up in three key ways. Firstly, culture. By making innovation part of employees’ everyday work, they can seek and identify challenges – to generate ideas and to collaborate effectively. Only in such a culture can every employee discover what it means to innovate, and how to contribute using their own ‘innovator’s mindset.’

    Secondly, process. For each innovation initiative, and at every stage, a series of discussions between the outsourcer and the client is vital to ensure stakeholders are initiated. This sets the tone for innovation efforts to be tightly aligned with client business strategy. And thirdly, infrastructure. Outsourcers have to have the right infrastructure to enable the global execution and scalability of an innovation framework with clients, where innovation efforts and outcomes are measured and monitored, including the evaluation of innovation scorecards by the leadership team.

    Framework

    Where innovation often falls down is in its management. This is frequently one of the key weaknesses in firms’ ability to build an innovation capability. From measuring the return on investment to proving that all processes have tangible benefits, it has to be part and parcel of any outsourcing engagement. A recent study by SAP among 500 senior IT staff in eight countries across Europe, the Middle East and Africa showed that they feel restricted in their investments as they have to divide expenditure between operations, maintenance and innovation. One third said the current IT strategy focuses on ‘keeping the lights on’ in the day-to-day running of existing IT systems and two thirds claimed this strategy ‘held them back’ from investing in innovation.

    A modern outsourcing relationship, therefore, should help a business to innovate and set out metrics from the start. If innovation achieved through outsourcing is boosting a company’s financial revenues, this needs to be properly appraised and communicated.

    In order to drive repeatable innovation, companies need to establish a framework with their outsourcing partners to determine their objectives and formalise the innovation achieved. Developing metrics will also help the C-level share the results and prove the worth of outsourcing-led innovation. This benefits both parties, the CIOs in terms of the innovation and expert knowledge they can work with, and the CFOs with regards to their balance sheets and to increase profit margins.

    Our research demonstrates that CFOs and C-level IT executives are aware of the financial benefits of outsourcing-led innovation. Tying this innovation back to the advantages gained from outsourcing – better talent, increased expertise, improved efficiencies and overall cost-savings – and communicating this to the stakeholders and the board, however, will help free IT staff from existing strategies and become more flexible.

    Conclusion

    So, while businesses are clearly turning to outsourcers to aid and deliver innovation within their organisations, many are missing a major opportunity to demonstrate its success by not measuring the benefits achieved or communicating these effectively. This can only mean that money is being wasted by investment into innovation initiatives that are not delivering tangible results.

    The next steps must be to harness this innovation, by measuring it, communicating the effect it has on a company’s bottom line and growing it.

  • 1 Apr 2011 12:00 AM | Anonymous

    Cloud computing is obviously on an upwards trajectory, with Gartner predicting cloud services growth from $46 billion to $150 billion between now and 2013.

    Cloud solutions can offer potentially cost effective and flexible service offerings. However, these solutions, often reasonably, involve important operational and legal constraints and risks. Key operational risks are, unsurprisingly, centred on the reliability and security domains but are the legal risks always as clear?

    This article seeks to assist the reader’s understanding of legal risks associated with cloud services, to help better inform business decisions.

    Protecting Important Business Data

    Often involving the overseas processing of business data, it is imperative that the use of cloud services is consistent with the customer’s regulatory and other data compliance requirements (e.g. the Data Protection Act, and, for those working in the FS sector, the Financial Services Authority's data security requirements). In a nutshell, the primary focus of this legislation and regulation is that data is appropriately and fairly protected, controlled and used.

    Critically, under UK data laws, just because the cloud supplier is housing and processing your business data, this does not relieve you of obligations as a data controller. If improper disclosure, use or loss of personal data occurs you must be able to show you took appropriate compliance steps or risk fines and even prosecution (on top of the almost inevitable public relations issues).

    Key questions include, therefore, does the cloud service you are considering provide commitments to practical protections (e.g. does the supplier commit to compliance with ISO/IEC 27002)? Is there a requirement for the supplier to maintain ‘on-shore’ data backups? Do the contract terms allow you access to your data or that it be promptly deleted should you require it? You should review the cloud supplier’s terms and assess, given the nature of the data concerned, whether these and related issues are adequately dealt with.

    It is also important, where the supplier moves the data off-shore as part of the cloud service, to ensure the requisite consents to process data overseas have been obtained from the data subjects.

    TUPE

    It cannot be assumed that legal requirements associated with more traditional outsourcing do not apply to cloud services. This notably includes the Transfer of Undertakings, Protection of Employment (TUPE) regulations. These regulations help protect employees’ rights when a business undertaking is transferred to another body - which might include moving a customer’s traditional service to a cloud service, especially where the transfer remains within the EU.

    TUPE could transfer to the cloud supplier the employment of staff formerly delivering the service. Cloud suppliers' business models are invariably not premised on accommodating such transfers, as the services are designed to be readily scalable and often not labour intensive. Under TUPE the customer may face financial exposure if staff claim they have been unfairly dismissed by the customer as part of any associated down-sizing. These costs can be considerable, even weighted against significant cost savings or other service benefits.

    Standard Terms

    Customers should appreciate at the outset that many cloud services are offered using a set of the supplier's standard terms – these often lay the majority of the legal risk at the customer’s door. Typically, and alarmingly, the terms might include:

    • very strict limits on the supplier's financial liability;

    • rights for the supplier to change the service offering on little or no notice;

    • little clear provision for exit or associated costs (is there a risk that what seems an agile and flexible cloud service offering at the outset, results in a longer term lock-in?).

    Another consideration is whether the contract terms permit the supplier to sub-contract its obligations to other providers (with whom the customer may be less familiar, having not conducted related due diligence) and, if so, on what terms. Again, the flexibility and financial benefits of cloud services may come at a price in terms of risk.

    Procuring Cloud Services

    The above comments should not be interpreted as suggesting that cloud offerings are a hugely risky proposition, with cloud suppliers showing disdain for the needs and concerns of customers. Far from it. However, the model inherently means that risks relating to matters such as data controls can be exacerbated. Furthermore, fundamental legal issues when contracting for traditional IT services do not magically go away by selecting a cloud services solution.

    Negotiation of terms and conditions for cloud services is often strongly resisted by suppliers. Consequently, it requires addressing early and resolutely in the procurement process. Such efforts are worth the investment, if significant risks are present. The service benefits are clearly there and the risks should be open to control and mitigation.

  • 1 Apr 2011 12:00 AM | Anonymous

    Not only is pseudonymisation essential for protecting patients' rights when private data is used for secondary purposes, it is also an important legal requirement for all NHS Trusts, says Laurence Cook, Vice President Healthcare, Mastek

    The use of medical records for research purposes has long been a contentious issue. On the one hand, patients' rights groups are concerned with the need to protect an individual's privacy, and yet on the other hand, medical researchers argue that the studies they're conducting will increase their knowledge of human disease and treatment, and will therefore help to bring a number of valuable benefits to patients.

    Patients in the UK allow the NHS to gather a wide range of sensitive information relating to their health, as well as other matters related to their treatment. They do so in confidence, and therefore have the legitimate expectation that staff will respect their privacy and act appropriately.

    As a consequence, the NHS Code of Practice regarding confidentiality states that any information "that can identify individual patients must not be used or disclosed for purposes other than healthcare without the individual’s explicit consent, some other legal basis, or where there is a robust public interest or legal justification to do so". As such, these same guidelines go on to state that the use of anonymised data is preferable for research purposes, as it is not confidential and may be used with relatively few constraints .

    The fact that anonymisation/pseudonymisation negates the need for patient consent makes the need for effective pseudonymisation even more important, since any data that has been partially or inadequately pseudonymised could potentially be linked back to an individual patient. Legal issues aside, this kind of breach would be completely unacceptable, as patients have the right to know that their health records will remain confidential – and shared only with the doctors, nurses and other medical staff who are providing direct patient care – unless they've given consent for this information to be released and/or their personal data has been sufficiently pseudonymised.

    The subject of pseudonymisation is now especially relevant, since all NHS Commissioners and providers of NHS commissioned care will be required to complete the implementation of pseudonymisation by the end of March 2011 for any data that is being used for a purpose other than the direct care of the patient concerned, as set out in the 2010/11 NHS informatics planning guidance . As such, it's vital that all of these organisations have an effective strategy in place to meet all the relevant legal requirements in this area, and thus mitigate against the risk of incurring significant fines – as well as potential damage to both brand and reputation brought about through non-compliance.

    The need to protect Patient Identifiable Data (PID)

    With the storage and transfer of electronic data now part of everyday life, pseudonymisation is more than just a legal requirement: it is also a moral one. All patients have a right to privacy when it comes to their medical records, and indeed any of their personal data held by organisations. Unfortunately, mistakes can and do happen, and patient data can be easily exposed.

    Just two weeks ago, Mastek was contacted by a patient who had received another patient's details from the “Blood Sciences” department of her local hospital by mistake. The document contained many of the most sensitive fields, including patient name, address, date of birth, postcode and hospital number. Full details of the procedure and patient’s telephone number were also included. Unsurprisingly, the recipient of this information was left very concerned as to where her own details may have ended up.

    In this case, although some of these fields needed to be completed in full (clearly the letter required a name and address in order to be delivered), other fields could have been pseudonymised. Incidents like these serve to remind us how vulnerable Patient Identifiable Data can be, and therefore underlines the importance of keeping this data 100 per cent secure – not only in the event of errors like these, but also when being transferred between various healthcare organisations and/or when used for purposes other than the direct care of patients.

    'Secondary uses' of patient data

    According to the NHS Connecting for Health's Guidance on Terminology (contained in the Pseudonymisation Implementation Project's Reference Paper 1), the primary use of patient data covers two types, those that directly contribute to the diagnosis, care and treatment of an individual, and those used in the audit/assurance of the quality of the healthcare provided. Other uses of the data (i.e. those not directly related to patient care) are usually known as ‘secondary uses’.

    For example, local NHS trusts will often share data with third parties such as those providing data verification or business intelligence services, as well as for research and teaching purposes. Although this information is no doubt very useful for all of these purposes, it's not too difficult to see the risks of sharing patient data in this way – and the vital importance of effective pseudonymisation.

    The Department of Health's Informatics planning 2010/11 guidelines clearly state that all NHS Commissioners and providers of NHS commissioned care should therefore:

    • Complete the implementation of pseudonymisation by March 2011 in line with plans submitted in October 2009;

    • Ensure that relevant staff are aware of and trained to be able to use anonymised or pseudonymised data;

    • Ensure appropriate changes are made to processes, systems and security mechanisms in order to facilitate the use of de-identified data in place of patient identifiable data; and

    • Use the latest Information Governance Toolkit (IGT) to assist in the implementation and assessment of compliance with policy and legal requirements.

    Because the secondary use of patient data has been deemed to be vital for medical research, it is likely to continue. As such, it is essential that the appropriate steps are taken to comply with these Department of Health (DH) guidelines, as well as the latest NHS policy guidelines and legislation in this area.

    Working with the Information Governance Toolkit (IGT)

    The basic need to maintain confidentiality over patient records stems from many sources, including the Caldicott Principles, the Data Protection Act 1998, the Human Rights Act 1998, and the Common Law duty of Confidentiality. The latest DH regulations surrounding Information Governance also have an important role to play here, as they concern the way in which the NHS and its partners handle personal information, including any data relating to patients.

    As a result, the Information Governance Toolkit (IGT) has been launched to provide an online system that will allow NHS organisations and partners to assess themselves against these Department of Health Information Governance policies and standards. To assist in this activity, the IGT draws together all of the legal rules and central guidance in this area, and presents them in one place as a set of information governance requirements.

    The IGT makes it clear that robust information governance processes have been established to support the current Pseudonymisation Implementation Project (PIP) and also states that all organisations should be achieving level 2 compliance by 31st March 2011, and that the following criteria must all be satisfied:

    1) Attainment level 2 has been achieved against all information governance management, confidentiality and data protection assurance, and information security assurance requirements within the IG Toolkit. A completed IGT assessment will be required as evidence of this.

    2) The planned business process changes have been fully implemented, and pseudonymised and/or anonymised data is now being used for all secondary purposes where permission to process confidential service user data is not provided by law. The evidence needed to satisfy this requirement will include all relevant project documentation, including a project closure document as well as any additional project reports.

    3) The adoption of formal safe haven processes (whereby any work that needs to be undertaken on identifiable data must be controlled in terms of the function, staff and facilities involved), and pseudonymisation and/or anonymisation functionality in line with Department of Health guidelines, including multiple pseudonym generation, where appropriate. Again, project reports and a project closure document will be required as evidence.

    All of these objectives are vitally important, since everyone agrees that any research being conducted based on patient data should not come at the expense of patient privacy. In order to ensure that these objectives are met, however, Trusts will clearly need to generate robust and effective pseudonymisation procedures to remove key identifiers that may associate any specific treatment or treatments with a particular individual.

    Next steps for pseudonymisation

    At the moment, there is a real need to define the specific criteria and deadlines that will be required to implement these new pseudonymisation guidelines effectively, and therefore to balance patients' privacy concerns with the need to share their medical data for secondary uses.

    Perhaps the 2010/11 NHS Operating Framework can satisfy this role, as it sets clear targets for all NHS bodies with regard to maintaining data privacy. Its Guidelines on Informatics Planning state that: "It is NHS policy and a legal requirement that patient level data should not contain identifiers when they are used for purposes other than the direct care of patients, including local flows between organisations as well as data extracted from the Secondary Uses Service."

    In order to achieve this objective however, each NHS trust, will need to follow the strict guidelines set out by the Department of Health not only in order to comply with key requirements for pseudonymisation and avoid any penalties, but most importantly – to keep your patient data private, safe and confidential.

    Laurence Cook is the Vice President for Healthcare in Mastek (UK) Limited, an innovative solution provider to the National Health Programmes for over 7 years, including extensive management and governance around the central processing of patient records. Pseudonymisation techniques have been at the heart of these data management and analytics services, and are now realized in the company's innovative Pseudonymisation product, Kameleon™ (Patent Pending). Details can be found at www.mastek.co.uk/dataprivacy.

  • 1 Apr 2011 12:00 AM | Anonymous

    In today’s market there is increasing pressure on businesses to reduce costs and ensure that best practice is being adopted to enable the business to get the most from their IT estate. By implementing a benchmarking policy, businesses can gain a comprehensive breakdown of the most efficient options for an organisation’s business strategy.

    Often many organisations are not clear on the current state of their IT environment, their licensing entitlement and actual software usage. In effect they don’t really understand what they have, nor do they have a cohesive licensing strategy or understand the implications of all the licensing options available to them, which can make planning any new agreements or negotiations a daunting prospect. Adopting a benchmarking strategy is an effective way to combat this.

    Benchmarking involves measuring different products, vendor agreements and technology implementations against each other, with the aim of finding the most efficient routes to achieving the businesses goals, whether that is cutting costs, ensuring compliance or conducting a refresh of your IT estate. By matching up products, costs and goals an organisation can make informed decisions about their software spend. When done well, it can provide a solid business case for whichever option is taken and give an organisation a much clearer view of how their IT estate is contributing to the business as a whole, avoiding those unnecessary costs.

    Benchmarking also enables the IT Manager to understand all the options that are available to them and how they can maximise their budget. In the case of software licensing not only does this give IT departments the final decision over their licensing policy, but it also provides confidence in the choices made, and a business case for the selected licensing options. The service is most effective when a true value partnership between Trustmarque and our clients is forged. The reason for this is that only with a true in-depth understanding of the client’s future implementation strategy for the chosen vendor, plus budgetary limitations and growth/decline/acquisition/divestiture plans, can the results be fully optimised to their specific needs.

    An example of where Trustmarque’s Commercial Benchmarking service has been successfully implemented is at Plymouth City Council. Plymouth City Council needed assistance with planning a number of Microsoft technology implementations over a three year period and engaged Trustmarque to review its Microsoft licensing strategy. Using Trustmarque’s commercial benchmarking and negotiation service, the Council was able to review its Microsoft software usage and determine optimal future licensing options. Trustmarque undertook an in-depth analysis which culminated in a recommendation and negotiation strategy for the Council which introduced a 26 percent reduction in costs equating to £494,000 worth of immediate savings.

  • 31 Mar 2011 12:00 AM | Anonymous

    Ed Miliband is to launch Labour's campaign for council elections in England, saying the party will be the "first line of defence" against cuts.

    The Labour leader will argue that local authority budget cuts will hit the poorest communities hardest and his party will stand up for those affected.

    David Cameron told Conservative MPs on Wednesday they could win the "big argument" over the extent and speed of coalition plans to cut the deficit.

    Voters go to the polls on 5 May.

    More than 9,500 council seats will be contested in 279 local authorities across England, on the same day as devolved elections in Scotland, Wales and Northern Ireland and a referendum on the future of the UK electoral system.

    Although Labour has won both by-elections held since Mr Miliband became leader in September, next month's polls will be the first across-the-board national test of his performance.

    In his speech later, he will argue that reductions in councils' spending power this year will be equivalent to a £182 cut for every two-parent household with children.

    "Cuts designed by David Cameron and Nick Clegg are coming direct from Downing Street to your street," Mr Miliband is expected to say.

    But he told BBC Radio 4's Today programme he was "proud" of Labour councils' record on making efficiency savings in "difficult" circumstances - and rejected coalition claims that some were deliberately cutting services to embarrass the government.

    "It's nonsense for the prime minister to somehow say that Labour councils are making politically-motivated cuts to services.

    "They are making efficiency savings and they are doing their very best to protect services that people really value and contribute to social justice in this country."

    Under plans announced in October, central government funding for local authorities will fall by 28% over the next four years.

    Ministers say councils can cut back on bureaucracy and procurement costs to mitigate the impact on core services used by the public and stress they are providing transitional funding for the first two years for the most affected councils.

    Labour, who say this funding will provide only a "small cushion" for a short while, argue that councils are being forced to "frontload" cuts to services into the first two years. And they say town halls in more deprived parts of the country are being unfairly treated.

    'Hold its nerve'

    "Areas with the greatest need are being asked to bear the greatest burden," Mr Miliband is expected to add.

    "The worst-off areas are being hit the hardest while the average family will be hit much harder than people in David Cameron's constituency.

    "Labour will be your community's first line of defence against the damage being done by a Conservative-led government and their Liberal Democrat allies."

    He will add: "Labour launches our election campaign with a clear pledge to people across the country: we will be your voice in tough times."

    The government has accused Labour of having no concrete plan to deal with the UK's record peacetime deficit while stressing steps it is taking to help people with rising living costs - such as ensuring no council tax payer in England will see a rise in their bills this year.

    Addressing a meeting of Tory MPs on Wednesday evening, Mr Cameron said they should be confident that they could win the key economic argument about the deficit and the pace of cuts.

    The prime minister pledged to spend three days a week campaigning ahead of May's poll and urged MPs to campaign "hard locally".

    Lib Dem leader Nick Clegg has urged his party to "hold its nerve" ahead of the elections, saying they are taking difficult decisions in the national interest and will be rewarded in the long term.

    Source

  • 31 Mar 2011 12:00 AM | Anonymous

    Hours after a "faulty switch" took the entire BBC website network offline for an hour on Tuesday night, a row has broken out between the corporation and its IT contractor, Siemens.

    The BBC News site reported the outage on Wednesday morning, quoting an internal security bulletin sent to corporation staff by Siemens explaining the cause of the disruption.

    The BBC article – which has now been amended to remove all reference to Siemens – paraphrased the memo as: "Or, in layman's terms, they turned it off and back on again."

    Siemens executives are understood to have been furious the internal email was published. Choice quotes from the email, which has been seen by MediaGuardian.co.uk, have been replaced by comment from Richard Cooper, the BBC's controller of digital distribution.

    The offending email sent by Siemens to BBC staff on Wednesday morning said: "Cause of issue: Faulty Switch ... Services Impacted: Everything."

    It adds: "Siemens network engineers remotely powered down equipment at a second Internet connection at Telehouse Docklands. This got things back up and running again.

    "They then isolated the core router in Telehouse Docklands, and restored power to it. Once power was restored and the router was running in a satisfactory way, they reconnected to the internet and BBC networks in a controlled manner. Further investigations are ongoing to identify the root cause of this fault."

    Siemens' £1.9bn contract with the BBC is thought to be coming to an end. The German engineering giant won the contract after acquiring the corporation's IT unit, BBC Technology, in 2004.

    The BBC's decision to sell its technology arm to Siemens was heavily criticised at the time. A report published in 2007 by the House of Commons' public accounts committee said BBC management omitted millions of pounds of hidden costs when encouraging the board of governors to approve the sale in 2004.

    Last March, the BBC narrowly averted industrial action by Siemens staff after offering a revised pay plan. Siemens staff working on the BBC contract were balloted for industrial action by the broadcasters' union Bectu over a pay freeze. The deal came after more than 70 redundancies were made among staff working on the BBC contract.

    Steve Herrmann, editor of the BBC News website, explained the outage on the broadcaster's editors blog: "Last night, just before midnight, there was a thankfully rare event: a total outage of all BBC websites. We're still investigating precisely what happened, but as I said last night, I promised to keep you updated as we find out more."

    The routers which direct people to the site had failed, Herrman explained. He added: "Normally this would not cause any problems as we plan for events like this and run backup equipment.

    "But, in an unusual turn of events, these also failed meaning that the whole of BBC Online became unavailable. A number of internal services were also affected."

    Source

  • 31 Mar 2011 12:00 AM | Anonymous

    Tony Blair's former IT chief has said Labour ministers ordered expensive computer projects because they wanted their policies to "sound sexy".

    Ian Watmore - who is now in charge of a Whitehall efficiency drive - gave a scathing assessment of the previous government's IT record.

    He told the public administration committee Labour's procurement had been over-ambitious and badly-managed.

    The coalition has called a halt to big IT projects to save cash.

    In a strategy document published by the Cabinet Office, it vowed to move to "smaller more manageable projects" and said no scheme will cost more than £100m.

    It has also promised to open up procurement to smaller firms, who have found it difficult in the past to break the grip of giants such as HP, BT and Fujitsu, who together get about a third of central government contracts, worth about £5bn a year.

    'Big bang'

    Mr Watmore, who is permanent secretary at the Cabinet Office, said some of the high profile IT "fiascos" under the previous government had not been down to defective technology but to poor project management and badly-defined policies.

    Too often, he told the Commons public administration committee, ministers simply ordered IT as an "after thought... or worse, there were people thinking they needed to have a piece of technology to make their policy sound sexy".

    Mr Watmore became the head of Tony Blair's e-Government Unit in 2004 - at the height of Labour's IT procurement strategy - before going on to head the then Prime Minister's Delivery Unit.

    He then left government for a brief spell as chief executive of the Football Association, before being brought back to Whitehall last year by Cabinet Office minister Francis Maude - who was also being grilled by the committee - with the task of cutting waste.

    But it was Mr Watmore's career before entering government, when he was managing director of IT consultancy giant Accenture, that came under the spotlight most during the two-hour grilling by MPs.

    'Open source'

    Committee chairman Bernard Jenkin told him: "You come from exactly the large corporate culture which has bedevilled IT procurement in government. Are you part of the cultural change the minister is looking for, or aren't you just part of the problem?"

    Mr Watmore replied: "I am certainly not part of the problem and I would contest that the corporate industry of this country has caused the problems."

    He said the "so-called IT disasters" of recent years were not down to technical problems but "over-ambitious projects" that were expected to deliver complex changes at a national level on a single day, "the so-called 'Big Bang' implementation".

    Mr Jenkin also questioned the government's commitment to "open source" software, asking how many civil servants in charge of making the policy work had a background in the open source community. He pointed out that the previous government's "open source" guru had left to join Microsoft.

    Mr Watmore, who claims to have already saved £2bn in Whitehall efficiencies, said he wants to end the UK government's reliance on Microsoft products, which are used by about 90% of civil servants.

    He insisted the government was committed to using more "open source" software to save cash - but had to balance this with concerns about how easily it could be "hacked".

    Apple call

    His "personal" view, he added, was that Apple products, which he said he used at home, should also be used more in government.

    "I personally would like to see people move off Microsoft products onto open source or use Apple technology.

    "I use Apple at home. I know it's not very open but I use it. I love it, it works and I think it is great - I'm Steve Jobs' best customer.

    "But 95% of the business and government world still use Microsoft for its basic desktop products because it is reliable and it works.

    "I think we, in government, have an opportunity to change that game quite dramatically, particularly on desktop technology, by getting greater use of open products."

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