To establish a national 112 emergency calls management system is a very complex task. It requires an extra wide view on several dimensions and the ability to connect everything into an integrated design that can be further implemented and operated. It is even more challenging to observe that the dimensions of this system are so different but, in the same time, so connected. In a nutshell, the main dimensions that are the core of the system are LAW, ORGANISATION, PEOPLE and TECHNOLOGY.
We figured out very fast that the results of our design on each of the four dimensions will be a multi-dimensional compact structure formed by thousands of blocks (requirements) on several levels (components, modules) arranged on six main functional areas (Legal, Organisational, Public Warning, Public Awareness, Facilities and ICT) and all these having cross-organisation impact. And we put our selves in the shoes of the Beneficiary that would have been in the position to receive a bunch of documents (thousands of pages) that would have to be used as guidelines for the actual implementation and operation for what is expected to be a functional system that will have a major contribution in saving lives.
Let's imagine that each atomic requirement that has to be implemented inside the future system is a wooden block, exactly like in the very popular Jenga game (although a Jenga game has only 54 blocks ... so imagine a Jenga game in which each block is a Jenga game made of other Jenga games ... and, maybe, at the fourth level you can, finally, play with the wooden blocks).
At that moment we asked our selves some very common sense questions:
A. Who can estimate which blocks can be removed without collapsing the structure? - this is the equivalent of a phased implementation of the future 112 system (a more than probable scenario)
B. Who can estimate what will be the risk of removing some blocks but still having the structure standing? - this is the equivalent of the risks of non-compliance by not implementing all the requirements at the expected level of quality or not implementing at all some requirements (a highly probable scenario in all complex projects implementations without a good monitoring tool)
C. Who can estimate what other blocks will fall when removing some of them? - this is the equivalent of being aware of dependencies and having full traceability of requirements
D. Who can estimate what will be the cost of filling-in the gaps if some blocks are removed? - this is the equivalent of the cost of compliance (a situation often seen when a beneficiary decide not to implement some requirements and to modify some of its current capabilities in order to fill-in the gaps)
We were able to answer to all of these questions by creating the CONNECTED PERSPECTIVE on the future 112 system and we simply named it CP112.
There is a very simple concept behind CP112. Following the system design, the implementation of 112 Emergency Calls Handling service and of each of its components produces assets that are used (consumed) by the 112 organisation during operations. CP112 provides dedicated features for each stage of the 112 system life cycle. We provided the tools and the assistance for all the three stages of the life cycle, DESIGN - IMPLEMENT - OPERATE.
For the DESIGN stage, CP112 gives the possibility to define all requirements that the 112 system shall meet and to group them in projects. Projects can be further grouped in programmes and functional areas that, eventually, leads to the main 112 programme. Each entity can have specific and main objectives. CP112 connects them all in a fully traceable picture of the system, thus allowing the best understanding of the impact of each entity into the overall 112 implementation.
For the IMPLEMENTATION stage, CP112 gives the possibility to monitor the progress and the quality of the implementation for each task, project and programme as well as at he level of the whole 112 implementation.
For the OPERATION stage, CP112 gives the possibility to asses the performance of the 112 service against the KPIs and to perform regular audits and compliance checks for the 112 components.
(COLLECT) First, we created a general digital model (CP112 General Data Model) that is basically a framework for this kind of systems and allows further personalised models applicable in specific contexts (country, legal framework, the level of organisation of emergency services, the level of knowledge and many other parameters).
(CONNECT) The second step was to create the personalised data model for the specific of our situation (CP112 Custom Data Model). This data model is the foundation for running the functionalities. We connected all the dots (data entities), we created the relations between them (logical or hierarchical), we created the specific profiles (metadata for each data entity), we established the road ahead (the provisional implementation calendar) and we set the goals (KPIs, regulatory and EU compliance obligations).
(REFLECT) The last step was to create the intuitive way of presenting the information to the users, of course, depending on their responsibilities and position in the organisation. The execution levels will be able to report progress or status while the middle and top management levels will be able to work with intuitive dashboards offering them both the consolidated view on the situation and the option to drill down to the problem if needed.
The outcome of this implementation of CP112 allows our customer to capture the most relevant aspects related to their task. First, they have now a complete understanding on what is the impact of each and every requirement on the main objective that they set. They can always run the impact analysis and see what will be the expected result. They can prioritise, they can add/remove/modify requirements and see what they can expect at the end of the journey.
Second, the customer has now a very good understanding of the cost of compliance and of the risk of non-compliance. This will bring significant importance in the implementation because the customer can easily assess these factors and schedule the implementation accordingly (that's crucial in a multi-year phased transformation programmes).
Third, the customer can monitor the implementation on at least three levels, the main programme, the functional areas programmes and projects inside the functional areas programmes. Each project can be separately monitored and the results are automatically consolidated.
Last but not least, during the operations, the customer is able to understand the performance of the operations through periodically collection of data and assessing it against the KPIs. Moreover, continuous improvement principle is inside already, the customer can at any time change the objectives and KPIs, assess the situation against these and set the path ahead towards meeting these new goals.
It was a great experience with a very complex customer and for a huge transformation process. That's because, in essence, what our customer want to do is a transformation process from the current way of handling the emergency calls to a modern Next Generation 112.
For us it was a confirmation that the CONNECTED PERSPECTIVE is a valid concept and the software platform can accommodate such transformations. It is clear that any organisation (business or government body) can use it for similar processes. Moreover, the backbone of our case is the technology that will allow the best performance of the emergency calls handling system, so we are talking here about DIGITAL TRANSFORMATION too. Feel free to contact us if you want to find out more.