POL00028013
POL00028013
Post Office IT Inquiry
‘Teach-In Briefing Pack
Idnall, Jun
POL00028013
POL00028013
Agenda — I 2° May 2021
1. Product Management & Usabi
+ Product management processes
+ Requirements management (Functional and Non
functional)
+ Usability - User involvement
+ User groups, UAT ete.
+ Current backlog and prioritisation
POL00028013
POL00028013
Agenda — 25' May 2021
2. Supplier relationships
Tower model.
Fujitsu relationship.
Assurance
Roles and responsibilities
Strategy for future development?
3. Future plans (not covered due to time)
Outline of current plans for new ‘Cloud based’ solution
Vhat is planned for later this year?
hnical approach? (Off the shelf
Configuration vs customisation et
figration/business change strat
POL00028013
POL00028013
Agenda — 9° June 2021
3. Future plans
Outline of current plans for new ‘Cloud based’ solution.
+ What is planned for later this year?
+ Technical approach? (Off the shelf?)
+ Configuration vs customisation etc.
+ Migration/business change strategy
Additional Topics to potentially cover include:
Horizon Improvement Programme
Management of bugs, errors and defects
Testing
Architecture
‘APADC scripting
POL00028013
POL00028013
Agenda — Future Meetings
4. POL IT Team overview
+ Outline of team numbers/organisation
+ In-house/outsourced etc
5. Governance Processes
+ Development operations and release processes
+ Data
6. Architecture overview
+ Outline of the current technical landscape.
. hardware in brane
provides what?)
DR
+ Resilience a
+ Data transfer and network resili
POL00028013
POL00028013
I. Product Management & Usability
POL00028013
POL00028013
To address governance findings
‘outlined in the interim report a new
governance structure has been
developed for Horizon processes
The governance framework for Horizon
processes is based on 3 ‘pillars’ used
by other organisations utilising
product/service management approach
‘and has been tailored to POL context
‘and Horizon challenges
- Strategy/Demand
Architecture
- Service Delivery
Each pillar requires a governance
forum chaired by the head of each area
Product Management Processes
Horizon Governance — 3 Pillars of Product/Service Management
Horizon Service
Delivery
Change
Service Delivery
Horizon Product
Strategy
Postmaster
Demand
Horizon Risk,
Security &
Architecture
POL00028013
POL00028013
Quick Fix Reference Data Change Process
Design Build
POL00028013
POL00028013
RAQ process
Information
Services Data
Request
Infration Secs Data Governance Forum
“Optional and tenorry}
POL00028013
POL00028013
Product
Management
Single Product Ownership & Accountability
All capabilities required to develop, maintain or service Horizon are grouped in one team focused on delivering
‘outcomes and value for the Postmaster. A Product Manager is the technical point of contact for the Postmasters
and the Post Office Business and is accountable for the success of Horizon over its entire life-cycle.
Clearer accountability for Horizon su
Customer-contric thinking and stronger Postmaster voice in IT and th
understanding of Postmasters needs and more action in the interest:
Improved response to Postmaster demand, change and fix v
Postmasters and the Post Office business
Single accountability for better prioritisation betw
:t roadmap for stronger alignment of product with Postmaster future needs
Improved innovation over the whole lifespan of the product,
Improved user journey and Postmaster experience
Prior to Horizon Product Management
Lack of end-to-end ownership and accountability meant:
Product decisions being made without sufficient guidance and oversight
Postmaster Horizon requests passed from team to team resulting in longer issue resolution times or unresolved issues
Increased internal interactions and effort needed to address Horizon support, changes and fixes
Limited product improvement planning or innovation due to a lack of end-to-end ownership of all of the components that make
up Horizon
With Horizon Product Management
Clearer accountability for Horizon success
Customer-centric thinking and stronger Postmaster voice in IT and the business leading to better understanding of
Postmasters needs and more action in the interests of Postmasters
Improved response to Postmaster demand, change and fix via a single point of contact for Postmasters and the Post Office
business
Single accountability for better prioritisation between issues, changes and fixes
Product roadmap for stronger alignment of product with Postmaster future needs
Improved innovation over the whole lifespan of the product
POL00028013
POL00028013
Five ambitions underpin our vision
‘OUR AMBITIONS
(OUR COMMITMENTS
‘WE WILL ADDRESS POSTMASTER PAIN
POINTS AND OFFER AN IMPROVED USER
EXPERIENCE,
\WE WILL IMPLEMENT THE CHANGES
REQUIRED TO ADDRESS HU CONFORMANCE
[AND ASSURE POSTMASTERS THAT THE
FUNDAMENTALS ARE FIXED.
WE WILL PROVIDE POSTMASTERS WITH
ACTIONABLE INFORMATION TO SUPPORT
‘SELF-DIAGNOSIS OF DISCREPENCIES AND
‘SECURE THE PLATFORM FROM ERRORS.
‘WE WILL IMPROVE OUR OWN PROCESSES
‘AND WAYS OF WORKING TO ENSURE
POSTMASTERS RECEIVE THE BEST POSSIBLE
SERVICE.
‘WE WILL STAND UP AN EFFECTIVE RISK AND
‘CONTROLS CAPABILITY DESIGNED TO
PROACTIVELY PROTECT THE HORIZON
PLATFORM,
WHAT DOES THIS MEAN?
Address 400+ Postmaster pain points In order of priority
Proactively engage and involve Postmaster in any Horizon
change, communicating openly and honesty with Postmastrs
+ Implement changes required to address Hl conformance and
domonctrate to Postmaster that we nave xed the
foundations
Meseurabieimaravementin the identficaton and resolution
of ncidents and probiems
Greate: transparency of data and MIto Postmastersto allow
for sef-diagnos's of transactions atthe counter
Improved investigations arocess that provides Postmastere
with real-time updates onthe status oftheir case
1 Reduce fnancil discrepancies to an acceptable standard
Improveddesign, bul testing and deploymentof changes
made to Hor207
‘uly resoureed Horizon / GLO I function, working to a
leading aractee op model, processes and tole
Implement robust controls that provide confidence that
Horizons secure and data integrity maintained,
Standup an internal audit and risk management eapebily.
MEASUREMENTS
-d control
e and
POL00028013
POL00028013
Horizon Improvement Methodology — Process & Collaboration
ch, Define
@ Empathise +
fe Ideate Q Recommend
tid Validate
Implement
ee
tas ia 23
fi
eon eo “2 8 2 @
"a>
PostMasers votttares I sueptes I aes Sapte
stateheliors @ satahldors =
aida
POL00028013
POL00028013
User involvement to shape our plans
How we get together
+ Meeting our postmasters regularly 1
{almost every two weeks)
iT
NFSP regular catch ups
Postmaster regional event - Q/A
with around 50 postmasters 2
+ Area Manager regional events ~
Simon or(and) Sree as guests to
update postmasters
* Postmaster Co Creation 4
Workshops
‘One on One chats — Based on AAA
feedbacks and other escalations
Creating 2 pool of Postmasters for 2.
What we talk about
Open discussion on top 10 key
themes
To share views on Post Office
plans to Improve the Horizon
and also to move away from
Horizon
Feedback on the user
acceptance process for
implementing changes (Lottery,
Paystation, Settle Centraly,
Dispute Mechanism etc)
Help Post Office prioritise what
we fix
What we want from our PM’s
a
Open discussion on top 10 key
themes
To share views on Post Office
plans to improve the Horizon
2nd also to move awey from
Horizon
Feedback on the user
acceptance process for
implementing changes (Lottery,
Paystation, Settle Centrally,
Dispute Mechanism etc)
Helo Post Office prioritise what
we fix
Post Marcers
ian
Teams
e
Besinese
stakeholders
Suppins
POL00028013
POL00028013
Horizon Pain Points / Improvements
We have gathered a list of circa 450 pain points of the Horizon system and processes taken when using the
system. The list has been gathered from the following sources:
ia
Teams
Help
Lottery
5 a4 < SARK
Adopt and Area
Training Feedback ce) ;
User Forum. ae + NFSP Meetings
stuwues Problem Management
KEUs + GLO teams e.g. Stamps team
Multiple retailer feedback “a * Product teams e.g. Lottery
¥ Paystation — card payments
Dispute mechanism
Paystation — costings only
Moneygram cancellations
Bureau refund to card
Screen Tidy Up
POL00028013
POL00028013
Horizon Pain Points — Current Work
Lottery in general — Initial Postmaster and
multiple partner sessions have occurred
No card payment facility causes workarounds in branch
Next day accounting at month end causes accounting sues and
Prizes cause TC's
Scratchcard accounting is difficult to get right
Removal of Tupperware tin
HLDin progress
Horizon Issue Judgement issue
Pencilled in for 70.20
Review of Horizon Screens underway
Redundant buttons on screens cause confusion
Confusion use of buttons
Inconsistent terminology on screens
ia Paystation — analysis of the pain points around
=e Paystation has commenced
No card payment facility causes workarounds in branch,
Refund/reversal issues
Product value limit causes problems
Removal of Tupperware tin
[E] Moneygram - cancellations
Cancelations and refunds require call to the helpdesk
Causes accounting issues at the branch
PClissues
Bureau — refund to card
Refund to card not provided at the counter
Only allowed to refund to cash
‘Causes accounting issues at the counter
PCI issues
? Help—freezing
Investigation on-going
POL00028013
POL00028013
Our approach to Testing
The Testing Policy aligns closely with the proposed POL Change Governance Framework and Project
Governance Model, therefore testing Quality Gates align to proposed project Stage Gates, Third Parties
Development and Testing Activities
This illustration captures what the POL Test Policy is doing to ensure
a product is de-risked before is released into production
c=
8
Having a Test
Policy it will
ensure to
POL
Product
POL00028013
POL00028013
POL and Third Parties Testing Delivery Model
Change Management*
(@ Functionality changes
Contractual Changes @ —
e@ Product Changes sosiireees
Branch Admin Changes
Horizon Accounting Changes
Branch technology Changes
Infrastructure Changes
Impact
Jassessments
¥ Technical
O9eacood
“info provided by Post Ofice
this is jst for reference and not fom
a deep analysis
POL00028013
POL00028013
Our current focus.....
HU — How quickly can we address the
issues?
Postmaster feedback (Various Sources)
Settle Centrally improvement
Dispute process introduction
Lottery (Automated Solutions)
Paystation — Options
Screen tidy-up
Various other initiatives
Improvements
underway........
Discrepancy Dispute Options
Horizon Help
Drop and Go
MoneyGram Cancellations
Bureau Refund to Card
Screen Tidy Up
Declare Stock Removal (TBC)
Part Payments
Post Code Checker
Paystation transactions (On Horizon — Is it possible?)
Post Office
POL00028013
POL00028013
POL00028013
POL00028013
2. Supplier Relationships
POL00028013
POL00028013
CONTRACT
fe)
FUJITSU
©
Computacenter
verizon’
IAGEMico Peysaton
ingenico reo
@ncr
HORIZON ELEMENTS
Service Management Service,
Security Management Serve,
(08¢ service (In. POO),
Reference Data Vanagement,
Test Rgs ete
Computacenter provides the Point of Sale
‘Terminal which the Horizon Software
operateson.
Verizon provide the Network over which
Horizon transactions are sent to both
Fujitsu 8 POL clients.
Ingenico provide the Paystation Service -
these transactions are recorded and settled
in Horizon,
Ingenico provide PED's (Pin Entry Devices)
used for customer card payment
transactions which are recorded & settled
in Horizon,
NCR provide Se-Serve Kiosks for
customers to process a discrete number of
Horizon Services.
Post Office Contracts linked to Horizon
CONTRACT TERM
Byears
4 years with an optional 142
‘8 year initial term with an option to extend
by212 months
‘5 years initial term then 12 mth rolling
3 years
{3 years initial term) + optional 142,
END DATE
31.March 2024
29,April2021 +9 months TAP *
20 May 2023 **
12 December 2023,
11 August 2022
31 March 2023
* TAP = Termination Assistance Period
** POL will shortly be exercising the 2x12 months option, taking the end date to 20 May 2025
POL00028013
POL00028013
IT Contract Management Framework
+ This diagram sets out a small part of our
contract management framework,
+ How do we manage contract effectively
+ RACImodel ~ clearroles and
responsibilities across CM/VM and
Procurement
+ Governance meetings ~ ensuring
‘compliance and Governance across the
key ITcontracts
+ Obligations tracking - ensuring
responsibilities on POL and Supplier are
met and tracked
+ Supplier Portfolio ~ gives a clear view of
‘our key IT suppliers, management, and
links to actions for any actions needed
for contract end dates
+ Quarterly Review of Risks ~ensuring 2
link with Head of IT Risk Management
(on Contract end dates and remediating
actions
+ ITLB~monthly Dashboard highlighting
activities from the CVM Teamto the
Board
POL00028013
POL00028013
IT Supplier Contractual Obligations Management
SIMPLE COMPLEX LEGAL ‘CONTRACT CONTRACT
‘CONTRACTUAL I } CONTRACTUAL OBLIGATIONS EXTENSIONS CHANGES
OBLIGATIONS OBLIGATIONS I I MAPPED IN WEB3 (cMn’s/ccn’s)
TRACKED IN TRACKED VIA A
WeB3 SPREADSHEET *
T T [CONFORMED INTO THE CONTRACT ANNUALLY I
REVIEWED AS PER IT SUPPLIER
GOVERNANCE
FAILURES TO MEET CONTRACTUAL
OBLIGATIONS ARE:
41. RAISED ON THE IT RISK REGISTER &
2. REPORTED ON THE IT CONTRACTUAL
BREACHES REPORT
IT CONTROLS: MNSP — C1.2 & MNSP 3.1.
* Due to limitations in Web3
POL00028013
POL00028013
The Tower Model: IT Supplier Procurement
The programme intended to undertake five procurements; however, the Data Centre Tower was not
delivered. NB: An SISD (Atos) was however put in place — this contract ended on 31st March 2021.
‘A Data Centre (DC) A End User Computing (EUC) & Back Office (BO) & Networks (NW) & Front Office (FO)
=
Py
POL00028013
POL00028013
3. Future Plans
POL00028013
POL00028013
Summary
@ Tepabilities
© Platform
Direction
Strategy
@ Live
Programmes.
Classic “Tower” Outsourced Model: Fujitsu, Accenture, Verizon, Computacenter,
Microsoft, AWS, IngenicoMoridline, muttiple others
Internal IT functions: Progressive build-out of existing internal core capabilites ~
‘across GLO/Horizon, Technical Architecture, Enterprise IT Platform support,
Cybersecurity, Branch & Digital Engineering, Cloud Centre of Excellence and Data
Management
‘Clear focus on focusing on “highest differential capabilties” that make the greatest
Potential contribution to Postmaster satisfaction, sustainability and cost to serve.
Strengthening capabilties across governance, controls, agile programme delivery
‘Sustain and enhance Horizon to maximise Postmaster satisfaction by addressing
pain-points and other improvements
Replacement of Horizon with a smooth transition to our new Strategie Platform
(SPM) which will take several years to execute across 11,500 branches
‘Complementary updates/replacements to other enterprise systems (data/MI stage,
master data management, Digital, ete) over the next 3 years.
Refreshes to networking infrastructure (Verizon), compute platforms in
branches/ottices (Computacenter), internal enterprise digitisation
Payments & Banking Services: Implementation of counter P2PE, evolution of PCI-DSS
processing from core Horizon to IngenicoWorldline
Belfast Pivot to Cloud: Stand up of AWS compute stage for Horizon, migration of
branches and datacentre services from physical data-centres using cloud native
technoiogies
New Data Platform: AWS Lake Formation Ml and DA platform
‘Network 2.0: Evolution from Star - Hub & Spoke to AWS cloud based architecture
UDO: Additional carries rail in network - Amazon live across 200 branches
Summary
© >ve att our activty around
Postmaster centrielty. Co-creation
@ _ Bui out our cxtca internal iT
abilties
@ Pilot our new strategie platorm for
ste
© support Postmaster business grow
through intiatv
PuDo
ike mult
9 Postmaster Trust
POL00028013
POL00028013
Future Plans
G The Horizon system has grown over 25 years and encompasses a broad swathe of processes from
customer sales journeys in: counter banking, mails, travel, bill payment, identity services, etc to
branch processes such as: training, knowledge, stock management, cash management, and
branch accounting.
Ohi Our research indicates that there is no one system that we can buy that will do it all without
©) significant customisation,
af, ur approach for delivery of the new platform i to begin with a simple use-case, Royal Mall pick
]) upandrop off, and expand products and processes over time. We expect to evaluate and
procure several components of the new platform as we continue to more complex use cases.
POL00028013
POL00028013
We will replace Horizon by 2025 with a new, modern IT system
We will start replacing
Horizon in 2023 with a
modern system, which we
will design and build with
Postmasters, for
Postmasters
»
The new system is starting to be designed now. It will take time to make
sure it is a solution that will serve Postmaster needs for years to come
We already know that it will be...
It will be fast and intuitive to use, with fewer, clearer
steps to complete transactions and faster, more
accessible training than the current system
It will support simpler, more streamlined in-branch
processes, with better safeguards, checks and easier
error-correction
It will be more flexible for Postmasters to use and for
the Post Office to make updates without disruption to
Postmasters and their staff
@.
POL00028013
POL00028013
The ‘design and build’ phase for the new system is starting now,
followed by pilots and branch migration planned for 2023-25
The new system will be our core IT Our plan for rolling out the new system
in branch for a number of years.
We want to ensure we take time to
design and build the new system,
ensuring it is well-tested with
Postmasters and matching
Postmaster needs
2023 to 2025
The new system will
start to become
available to branches,
ultimately replacing the
current system in its
2022 and 2023,
We will run pilots in branches
Of course, this means we will have
to test the new system with
Horizon for a few more years
Late 2021 different product groups and ETE
As we transition to the new system, Apilot and very small understand how it works for y
we will invest in training and support version of the new system You, ensuring we design and
every step of the way to ensure that willbe tested on atabletike ule wih Postmasters, for
‘ostmasters
you and your staff feel confident using
the new system before it goes live
device in select new stores
POL00028013
POL00028013
SPMP will deliver the first new technology for use in new format branches in 2021, and
will migrate all users to the new platform by March 2024, allowing Horizon to be retired
Key network milestones enabled by SPMP but out of SPMP scope SPMP milestones
May 2021 an 2022 Jan 2023 Jan 2024
rs @ vevovent e@
Branch and ‘sep 21 Jan 22 Mar 22 Jul 2022 Jan 2023 ar 2024
Pe First Express! First Basics’ 400 Express Slim counter Deployment of ull Deployment
branch Go Live branch Go Live branches Live deployment begins counter across complete;
(TBC) network begins Horizon ready
I tobe retred
pec a sep 24 Dee 2021 san 2022 Jun 2022 Dec 2022
Chee Tech nastucure Tech ifastucure Protolype counter Sim counter Fullcounter
= forExpress format for Basic format available as proot available avaiable
avaliable avaliable of concept
\
ry o ry > @ avins, yvercare and enhanced support
enablementand RESIS] Jan 22 Jun 22 Sep 22 Dec 2022 A select subset of key
programme Preliminary POL High level deployment Subset slim raining POLIT op model) Fulltraining __miiestones and
millestones Topmodel _ strategy defined ‘materials ready supportdefined materials ready activities are shown
defined High level training here; tis plan i far
strategy defined trom exhaustive
‘the Express forma offers PayZone retailers the opportunity to accept pre-paid Mals (eters and parcels using new software on their PayZone device 2 Basic branches will be
able to process the majority of mals products using @ Payzone device and will be able to accept payment for Mal products
Ea
POL00028013
POL00028013
Mapping Propositions, to use cases, to device types Ae
Hea Essential a
Essent prods
nS ¥ Government & dent
= 3X4 Basics winapi fats
Express aad vig
PayZone al es pods aad
~ Payzone products Mails products
Bi Payment Parcel pick-up & drop-off
Yas os “ote rots epee ett ete
“ \utomation
YGit cards " ccorllbiment 4 Roaming Device
ial upliftec Open — rolls
wyzone si Counter 4) ry a hy Fotisss
SelfServe gem
or F
/_—
Drop & Go + G =
Spare Capacity z=
a .
4 @.
POL00028013
POL00028013
We have prioritised the most critical issues as part of our ‘Fast Fix’
Fast Fix activities have been driven by the need to address HlJ findings, many of which have direct implications for Postmasters.
WHAT WEHAVE DONE... WHAT IS THE IMPACT FOR POSTMASTERS.
oxtail bal tori» dpe drat mth orion eri (new macarons “Review OR Dt
‘The end-to-end process followinga standad with measurable SLAs
Invesigadon reports b oferedto Posmae'son completo of the ies,
Postmastershave access to sufiient information and guidance so that they can solf-dlagnose a discrepancy before needing to raise a dispute,
Greater visibility of branch data
stmasters and improved
dlispute mechanism
Extabizhed a feedback loop with Postmaster: to identty and address user experience imoroverent.
Redesigned the help function such that Postmastrs can access help through the screen in use (withouthaving to ext transaction to download
ence improvement the hel fe)
‘Made rapld fixes to address Postmaster pain points
suring the hep Fle no longer “eashes" Heron when downioadng)
Greater involvement ofthe Postmaster to discuss the Impact of the KEL
445 of 62 KELs have been analyzed and resolve.
Improved process and dedieated owner, wt a suppor team, to take contro of the KELs and de them to conclusion
More const ] + More considered and coordinated apo-oscn to the way changes are raised, managed and released tothe Hor'zon te-mina.
coordinated approach t + Postmaster wl see fewer defects and rework given changes are move considered and suitable impact / tk areesements undertaken,
and release management + More accoustaity withthe business change requestor to Kdentlfy impacts to Postmasters and trereoy what communications are required
+ Improved contol over access management giving Postmaster: better assurance oftheir data
POL00028013
POL00028013
Plan on a page across all workstreams
2 maton cnngea cone
2 rat cpecng nt
2 ens mam arvana
II ratte
7 sey
a fes
ote
sacrament a
‘Audit Response ond Fast Fix
We are committed to
building the future —
for Postmasters and
with Postmasters
POL00028013
POL00028013
We can't do this without you — you are the most trusted point of contact for
Postmasters, and their preferred way to interact with POL is through you.
So we are asking you to:
+ Get involved in the design: if you can spare an hour or two every
couple of months, we’d love to hear your thoughts:
+ We will use the Branch User Forum and regional forums to ask
questions, define priorities and test prototype solutions
+ We don't want to overwhelm these sessions with one topic, so as
‘we ramp up we will also seek further input in specific working
groups
+ Keep collecting feedback on Horizon, this is shaping the solution
design.
+ Encourage your Postmasters to join in — especially anyone who is
nervous or worried about the new system, if you can. If people want to
be involved beyond the discussions (e.g., in pilots), give them our email
+ Ask questions, make suggestions, call thinas.qut..and_hold.ys to
account. Get in touch any time on Futurel§ _ GRO
POL00028013
POL00028013
As Is I IT Org Chart - Top Line Structure
11 November 2020
CONFIDENTIAL - NOT FOR WIDER RESHARE
POL00028013
POL00028013
GLO Horizon Leadership Team
CONFIDENTIAL - NOT FOR WIDER RESHARE
1
Remediation &
Change Lead
POL00028013
POL00028013
POL IT Team — Proposed Structure Overview
To deliver processes in scope of Horizon & GLO IT and deliver recommendations identified in the interim report, following
organisational structure is required:
GLO/Horizon TT Director
508 GLO prec,
PCI Botan et Testing
‘saless ge
TT)
ont
ure tom
ae
oles defined asa resutof
eM interim report
POL00028013
POL00028013
5. Governance Processes
POL00028013
POL00028013
Mandated Horizon IT Governance Principles
Bring together governance requirements and input from Fujitsu, Post Office and previous governance reviews
Support the stand up of critical Horizon IT governance forums aligned to emerging IT Operating Model thinking
Clearly articulate the mandatory IT governance, seeking to consolidate existing governance where possivle
Structure forums to cleariy lead up to overarching governing bodies
Ensure fewer decisions need to be made at the top, by making them lower down
Ensure solution options, instead of problems, come to the senior forums
“We're here, in person, for the people who rely on us”
POL00028013
POL00028013
DRAFT FOR DISCUSSION PURPOSES ONLY
Horizon Governance - Forums
‘The exhibit below outlines Horizon specific forums as well as forums that will govern Horizon at levels above. The subsequent slides outline terms of
‘reference for Horizon governance forums
Strategic
Steering
Operational
Reporing & Escalation
‘Audit, Risk and Compliance Committee
Group Executive
TT Steorco
Tawide governance forums
Account Governance @D Horizon Stereo
HZ Design Authority HZ Live Service Review
suo}sn90 9 UORDIG
POL00028013
POL00028013
DRAFT FOR DISCUSSION PURPOSES ONLY
Horizon Governance — Sub-forums
‘Additionally members of Horizon & GLO IT teams will attend existing sub-forums outlined atthe bottom of the slide
Strategic ‘Audit, Risk and Compliance Committee
Group Executive
TT steerco
wre kd eS
F-wide governance forums
‘Account Governance @D Horizon steerco
rowsignautorty © Hz Lve sevice Review
Reporing & Escalation
Operational
Commercial Review pple Fisk Review siness Impact Forum
canara Rader Programme /Release Board Problem Review
omnns lit Release Authorisation Board SI
POL Technical CAB
Eosussnusrtchs apacty Management Review
suqs990 9 UOIDIIG,
POL00028013
POL00028013
6.Architectural Overview
POL00028013
POL00028013
Architecture overview:
POL IT System Context and Key Data Flows
The Figure to the left shows
the system context of the
POLIT landscape showing
the key systems and key data
flows, grouped, and coloured
by function. It is not an
exhaustive view of the POLIT
but it provides a context by
which the detail of the
subsequent system
overviews and maps can be
understood.
POL00028013
POL00028013