It’s been described as “one of the greatest injustices in British legal history”. It led to the wrongful convictions of huge numbers of British submaster-people.
The technological horror story started when the UK Post Office installed Fujitsu’s Horizon accounting system in its branches in 1999. Not unlike new software, it was said to be full of bugs. One major flaw caused it to falsely to report shortfalls running sometimes into thousands of pounds. Rules were that managers of the system at each post office needed to compensate for imbalances, before they can start the following days transactions.
The key bug apparently was around lack of designed in resilience, when transmitting batch details via the internet. Slow speeds were common in the early noughties, as well as some lack of resilience. Where batches intermittently failed, they were re-submitted, doubling the amount in the reconciliation. With hindsight, a schoolboy programming error, that could be easily mitigated by better acknowledgement routines.
736 sub-postmasters were prosecuted unlawfully. A terrible miscarriage of justice. More on that here - https://news.sky.com/story/horizon-it-scandal-former-subpostmistress-contemplated-suicide-after-being-accused-of-stealing-by-post-office-12545482
So, what can we learn from the Horizon scandal, to help with our procurements and implementations? Well, quite a lot!
1- Know your risks to start with – No supplier will ever outline risk, its always for the buyer to determine. If your appetite for risk is low, look for established/proven product, avoid the blue sky
2- Have a fair contract in place for both parties. Do not just sign up to your suppliers template contract without digesting and possibly challenging it
3- Have a thorough test plan for UAT and execute it – if you have not got sufficient expertise in your organisation to support this, buy it in.
4- Volume testing is key, to replicate real world conditions.
5- Any new development utilising connectivity, needs to be tested to death with slow, unreliable or intermittent web links.
6- Invoke contract clauses to satisfactorily rectify issues, before even considering go-live
7- Ensure resilience is built in. Warnings when limits are exceeded (allocated disk/web space etc) well before failure, diagnostics for all services designed in, particularly for reconciliations and audit
8- Avoid the exercise becoming a ‘Poker Game’. Just because you have chucked in x million pounds, it doesn’t mean that you need to keep wasting time/money, rather than considering to ‘fold’.
9- Don’t feel forced to go-live too early, or just go live with one little module, to tick a ‘met the deadline’ box.
10- Trust your users more when they report issues. As we know, systems do exactly how they have been programmed, often erroneously. All systems have vulnerabilities, bugs and quirks. Admit to them and improve the system with suppliers to remove issues and reduce user generated waste.
I’ll put my cards on the table. I help plenty of organisations big and small, to procure the right solutions compliantly, but I also help many that have already become unstuck. Generally, its one or more of the issues above, that has made the situation way worse. Learning from our mistakes is a hard route, easier to have some good Critical friend on board to help OR learn from others who have made mistakes.
Do let me know your feelings via DM or comments 😉
Related Post: Why on earth are some projects taking way too long?
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Alter Bridge , Clear Horizon.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009
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