Results and priorities

Synergies and benefits management

Throughout the year, the City deliberately strengthened oversight and synergies across its digital projects. The City paid special attention to standardizing benefits analyses and assessing project value to better inform prioritization and decision-making.

Greater visibility into projects, digital solutions, and shared challenges enables better resource use, less duplicated effort, and more focused digital solution development. This work also supports data-driven decision-making and clarifies the returns on digital transformation investments.

Organizational changes and operational development

The City reviewed web and product development operations during the year and reorganized the structure to meet growing demands for operating and developing digital solutions. The unit was divided into two independent divisions:

• Web Division

• Product Management Division

These changes aimed to strengthen professional accountability, clarify roles, and lay a better foundation for ongoing development. They reflect the expanding scope of digital solutions, the web's growing importance as a service channel, and the rising need for focused product management.

Processes and workflow 

Purpose

Processes and workflow play a central role in project administration, quality management, and overseeing projects and products within the Department. This work includes maintaining the project schedule, product catalog, and quality matters, while developing processes that support effective digital project delivery.

Work continued during the year on:

• Developing the Varða quality manual

• Building out the project schedule

• Developing the product catalog

• Reviewing Fylkið as the Department's prioritization tool

Key projects of the year 

Varða quality manual
Varða continued growing during the year as more departments joined the system. The rollout produced a more unified approach to quality matters, processes, and practices across the City. ÞON will continue leading the development and maintenance of Reykjavík City's quality manual.

Product catalog 
The City published the first version of a shared product catalog during the year. It provides an overview of operational products, costs, revenues, responsibilities, and development to support more targeted product management.

Project Management Office

The project management office leads investment projects and supports professional project management across the City's digital transformation efforts. Project management relies on clear processes, thorough preparation, and focused follow-through to support successful delivery.

In 2025, the Project Management Office tackled a more diverse range of projects and expanded its role beyond traditional technology initiatives. Examples of projects led by the Project Management Office PMs include:

MOLI — new human resources and payroll system

Preparation and procurement for a new City human resources and payroll system began during the year. The project involves rolling out a new solution, automating processes, and preparing to decommission the current system.

The project's focus areas include:

• Automation

• Integrations

• Data migration

• Modern HR processes

Digital city card

A collaboration with PassCreator began rolling out a digital city card, giving residents access to Department of Culture and Sports services through a digital solution.

New financial system

The City conducted a needs assessment and began preparing for the next phase of its new financial system project, focusing on modern financial processes, automation, and improved oversight.