Digital transformation leads

Digital leaders manage and prioritize digital projects in City's departments. They form a single team within the Department of Services & Innovation but are usually based within the specialized departments, one in each.

The digital leaders have ongoing conversations with their department's executive board and other key personnel, allowing them to identify opportunities, map the needs of staff and residents, prevent waste or duplication, and ensure the right projects are given priority.

Digital transformation leads are covered in more detail in Reykjavík’s Digital Journey.

Project Office

In recent years, the Department of Service & Innovation has systematically built expertise in professional project management. This involves a well-structured process that begins with thorough preparation and planning, scheduling, monitoring, and managing all project components. Evidence shows that systematic project management increases the likelihood of meeting project goals on time and within budget.

The Digital Reykjavík project management office employs certified project managers across three teams. The projects focus on developing technical infrastructure and are carried out in collaboration with all City departments.

Examples of 2024 projects:

Azure future

Most of the City's digital solutions are hosted in a cloud environment, and over time all solutions will be migrated there. The project's goal is to strengthen the City’s cloud infrastructure, align it with the latest technology architecture, and implement changes in accordance with recent policy making by the Ministry of Finance and Economic Affairs. The project also emphasizes transparency and awareness around the cost of each digital solution.

In recent years, demand for digital solutions has increased significantly, and this trend shows no signs of slowing. It is therefore essential to ensure good access for everyone who develops, launches, and operates digital solutions. The City's digital teams need streamlined access to the cloud environment and support to use its resources sustainably.

Comprehensive services for Reykjavík’s printing environment

Following an assessment and tender process, implementation began in fall 2024 on a new comprehensive printing services model for the City, in partnership with Opin kerfi. The project includes reviewing all 900 printers in the City, reducing their number, upgrading them, and relocating them for more centralized use. A new print management system will also be installed. Experience shows that such implementations can reduce printing by up to 40%, resulting in significant cost savings for the City. This change also enhances IT security, as documents are no longer printed without user authentication. The project supports the City’s Green Steps by reducing waste and ensuring certified quality and environmental compliance of devices and consumables. Implementation is scheduled for completion in 2026.

Processing registration system

A digital solution was needed to simplify the registration of processing activities and improve oversight for the Data Protection Officer. The Danish-Faroese company Wired Relations was selected, offering a solution designed for data protection with information security at its core. The system is widely used by municipalities across the Nordic countries. Implementation was completed during the year and the system is now in product management.

Other projects

Project managers also worked on a range of projects to strengthen the City’s technical infrastructure. These included renewing wireless transmitters and network cabinets in schools, registering security cameras, managing software licenses, and coordinating national registry databases.

In addition, specialized systems were developed and implemented, including a lot application system, a new platform for the public health authority, and continued development of document delivery through the digital mailbox on island.is. Other projects included the Mathilda kitchen management system, Vala work school, Jamf for tablets, and Abler for youth centers.

More information on these projects can be found in chapters covering the City’s departments.

Product management of purchased solutions

Product management involves maintaining a clear vision for a software product, ensuring it meets user needs, complies with legal and regulatory frameworks, and supports stakeholder objectives.

For purchased solutions, product management ensures clear accountability, whether the solution is in development, implementation, or operation. The Department of Service & Innovation also supports other City departments in establishing professional and effective product management.

During the year, the team structure changed and three new product managers joined for Azure, the financial system, and Wired Relations. In January 2024, M365 was the first solution placed into operation under a formal product management framework, with revenue streams beginning to flow. Additional solutions followed: Atlassian, teaching tools, HR and payroll systems, Hlaðan, financial systems, S5, and Wired Relations.

The team also worked on articulating strategic vision and defining key processes. Numerous projects related to M365, including an electronic compliance monitor, digital barrel counting, department handbooks on SharePoint, a new project schedule for the Department of Service & Innovation, and replacing legacy booking systems with Microsoft Bookings. A project pipeline was also developed to guide projects into production, along with a roadmap for Copilot usage.

Atlassian

Atlassian projects often overlap with other improvement efforts, as implementing Atlassian products is typically part of a broader project. In 2024, work focused on defining the Atlassian product manager role within the Cty and shaping the strategy and vision for broader use and implementation of Atlassian systems such as Jira and Confluence.

Major projects during the year included the rollout of Jira Service Management in the City’s front-line services and continued implementation at the Payroll Office. Managers now submit all requests to the Payroll Office through the service portal, and general staff can apply for benefits themselves through the portal. These changes have led to increased efficiency for both managers and staff.

Asset management system

During the year, a new asset management system was implemented by the City’s IT Services. The system simplifies invoicing and improves oversight and management of all assets under the office, including hardware, software, and information systems.

Hlaðan

Improvements and integrations were carried out in Hlaðan, including links to Saltfisk, 50Skills, and the digital mailbox on island.is. We worked with service parties to establish clearer processes, align services, and prioritize projects.

Human resources and payroll solutions

Integration with 50Skills was completed, and the flow of hiring data into SAP and Hlaðan was automated. Needs analysis for a new human resources and payroll system began, and implementation of the Torgið education platform was completed across all departments.

Communication solutions and Workplace

Following Meta’s announcement about the closure of Workplace, a preliminary needs analysis was conducted to assess staff requirements for a new communication platform. This work was completed in 2024. Work also continued on developing the internal website Fróði, with an emphasis on reliable content and enhanced front-page services.

Financial system

Needs analysis for a new financial system began during the year with the goal of ensuring the City’s future system aligns with emerging needs and developments.