Page 79 - ITU-T Focus Group Digital Financial Services – Interoperability

ITU-T Focus Group Digital Financial Services
Interoperability

48. The selection of the PSI interlinking solution for the agreement should be based on well-defined
and transparent criteria. The criteria should draw on the overall vision underpinning the international
interoperability agreement, the diagnostic exercise, the gap analysis, and the business case evaluation, as
well as project development constraints and timelines. Moreover, since it is possible that more than one of
the feasible interlinking solutions meet in some form the stated requirements and standards, there should
also be an agreed-upon priority ranking on the selection criteria that are perceived as most closely aligned
with maximizing the net benefits and mitigating the risks associated with the agreement.
IMPLEMENTATION

Principle 6: The public authorities and private sector stakeholders implementing an international interoperability
agreement should set proper implementation management procedures and processes under the supervision
of a designated implementation management team, and adopt a clear communication strategy with the
stakeholders and the public in general.

Key issues

6.1 The implementation management team, to be supported by sufficient and scalable human and financial
resources, would oversee the progress of the agreement being implemented and exercise an effective
and strictly enforced implementation control function, in close interaction with the steering committee.
6.2 The implementation control function should not only ensure effective implementation, it should alert
the public authorities involved of any risks and challenges that may be emerging during implementation.
6.3 The public authorities and private sector stakeholders should set up an effective communication system
to properly inform all relevant stakeholders as well as the general public throughout the implementation
process of the project.
6.4 The agreement and its related business practices, organization, and operations should be comprehensively
documented and made public to create awareness of the new arrangement and its benefits as well as to
build support for using it.
49. A robust management team for the day-to-day implementation of the agreement should be created
at an early stage. The team should ensure strong coordination and professional support to the various
stakeholder groups from the very beginning. The team should also ensure that all potential risks faced during
the implementation stage be adequately managed and mitigated. Risks include managing changes to the PSI
interlinking solution originally accepted, delays, budget overruns, and faltering commitment of some individual
participants. Other potential risks are "development fatigue" and "project creep". The implementation
management team should be directly responsible for the development, construction, implementation, and
final rollout of the initiative. It should also be responsible for enforcing implementation time-schedules and
budgets approved by the steering committee, and for carrying out consultation activities with key stakeholders
on the PSI interlinking solution. In order to be able to perform all these duties effectively, the team should have
sufficient expertise and overall project management experience, adequate empowerment, enough financial
and human resources, and open and effective communication with project governance and the oversight
authorities.

50. Transparency throughout the deployment of the agreement should help to ensure continuing buy-in
and commitment from all relevant stakeholders. Transparency might also lead to improvements throughout
implementation if a proper feedback mechanism is developed for this purpose. Progress reports should have a
broad scope, though still with a certain level of detail. More detailed technical annexes may be produced and
attached to the main reports. Progress reports should also be made available to broader audiences, though
probably in a simplified format. This will serve the purpose of creating awareness about the initiative and its
anticipated benefits. Building demand and participation from the early stages of the initiative would be a key
part of its development and implementation process. Adequate financial and human resources should be
allocated for this type of marketing effort.

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