Implementation of TTBizLinK involved a range of strategies to ensure the project’s success.
Firstly, prior to the full implementation of TTBizLinK, a comprehensive feasibility study was undertaken by the MTII to examine the project needs and potential of a single window and review of best practices and standards by international organisations as well as the then current enterprise-wide ICT and public administration reforms which were being implemented by other Government departments. This first step ensured that the system that was built was customized to the needs of the country and that potential obstacles in project implementation were mitigated. More importantly, it ensured that the Project did not duplicate but complement many of the reforms which were being also undertaken by other Government Departments at that time.
Secondly, Strategic Leadership and Effective Project Governance were established by ensuring that the Cabinet of the country had approved the Project thus allowing all relevant stakeholders to use the system for their trade and business clearances. Additionally, an Inter-Ministerial Steering Committee with various sub-committees comprising several Senior Ministers and Public Officers were established to steer the implementation of the Project.
Thirdly, Commitment and Cooperation of Stakeholders was sought from the inception of the project and in every stage of its development and implementation. In this regard, stakeholders formed part of the various project teams and worked alongside the MTII during the project development and implementation. This strategy ensured stakeholder understanding of all components, clarification of expectations, roles and responsibilities and and project buy-in.
Fourthly, a main focus of the SEW Project was on business process reengineering in the relevant GORTT departments administering the various SEW Modules. This entailed a comprehensive review of existing work flows to identify and eliminate points of inefficiencies so that automation could result in an enhanced system. A comprehensive Business Process Mapping and Reengineering (BPR) Report was developed and implemented by the various project teams.
Fifthly, a detailed communications plan was developed and implemented over the phases of the project to ensure that stakeholders were informed about current developments and to provide feedback to the project teams on concerns that may have arisen.
Sixthly, a specialized PMO was established within the MTII staffed by competent and committed professionals. Each TTBizLink Specialist has responsibility for the operationalization of a particular module/e-service and is charged with strengthening working relationships with the Module’s stakeholders to ensure smooth delivery of service, adherence to set targets, monitoring and performance evaluation against agreed parameters. Such Performance Based Management is encouraged at all levels within the Unit. A comprehensive Knowledge Management Framework was also established to facilitate sharing of information, best practices and lessons learnt. Moreover, the PMO adopted a customer focused approach to service delivery. To this end, there has been the establishment of a dedicated TTBizLink Help Desk mandated to ensure that no stakeholder is unduly inconvenienced when issues arise and that incident resolution turnaround times are kept to a minimum.