1 ITIM and the Integrated Financial Management System (IFM) IT Investment Management (ITIM) and the...

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ITIM and the Integrated Financial Management System (IFM)

IT Investment Management (ITIM) and the Integrated Financial Management System (IFM)

Ernest F. Steidle, Ph.D.Deputy Commissioner, Administration and Chief Operations Officer

Commonwealth AITR Communications Exchange October 28, 2008

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Project Scope

• Integrates all fiscal processes, fiscal data management systems and data exchange processes for five DSA agencies and their subordinate units into a single system

– Department of Rehabilitative Services (DRS)– Woodrow Wilson Rehabilitation Center (WWRC)– Department for the Blind and Vision Impaired (DBVI)– Virginia Rehabilitation Center for the Blind and Vision Impaired

(VRCBVI)– Virginia Department for the Deaf and Hard of Hearing (DDHH)– Virginia Board for People with Disabilities (VBPD)

• A data exchange engine that allows communication between CARS, CIPPS and eVa via 28 data exchange files with agency based systems.

• Upon implementation, used by 25 COV agency codes.

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Identification of Gaps • A high level of scrutiny by objective outsiders leads to questions that when answered, improves project performance, stakeholder expectations and reduces risk.

• The project began using traditional life cycle processes, a detailed contract and unrealistic expectations.

• DRS/DSA followed IT Investment Management (ITIM) Project Management (PM) processes required for Major Projects to uncover gaps and problem areas

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Identification of Gaps

– There was no vendor management plan

• The contract requirements was the only documentation guiding deliverables. There was no mention of agency staff roles or expectations. Deliverables were not organized by project life cycle.

• Commonwealth PMD identified that the Vendor’s management plan lacked key details for a Major IT Project

– Project Team involvement was inadequate resulting in inconsistencies in understanding project requirements.

• The project began several times • A re-charter of the Project Teams along with definitions of Team responsibilities and a

high level of management support resolved this issue.

– Because of the lack of a coherent Vendor Management Plan, the detailed project plan was flawed.

• Commonwealth Project Management Division (PMD) identified the problem• Project status immediately went to “Yellow” alerting management

– Conducting weekly status meetings revealed inconsistencies with the Project Schedule

• Commonwealth PMD identified that the schedule showed 70% complete but supporting tasks showed 0% complete

• All of the problems were related!

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DRS/DSA Benefits

• Project was headed toward failure. Early intervention allowed a realignment of milestones and more realistic deadlines

• Project risks were significantly reduced by establishing consistency between a vendor management plan, project plan and project schedule

• Stakeholder expectations were properly managed with clear expectations of project team participants and an accurate project schedule

• Risk aversion thru transparency is the name of the game. ITIM PM provides the tool.

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DRS/DSA Process Areas of Improvement

• Just the right governance, just in time (under development by the ITIM Customer Council)– “Right size” governance requirements to project

complexity

• First priority is the project result– Establish viable project performance measures to insure

project outcome exceeds user expectations

• A “yellow” or “red” status report is not necessarily “bad”– It can elicit additional support from outside resources

to get the project back on track

• Clear communication with IV&V vendor is key for valid, relevant IV&V recommendations

• COST– For IFM, 10% of Project cost is IV&V– For IFM, 10% of Project Cost is internal PM

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Lessons Learned

• ITIM has potential to reduce risk and save money, but it is still maturing

– ITIM PM is not embraced by all agencies in the Commonwealth and not necessarily fully mature at this point, but the refinement work continues

– While ProSight is one of the #1 leading tools for managing investments, some infrastructure issues remain and expect growing pains

– Sometimes ITIM PM produces a false negative! Don’t be shy about pointing it out.

• An ITIM Standard will help agency business and IT leaders understand the value of using investment management processes

Communicate ITIM processes to your agency

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Commonwealth ITIM Standard

Managing Technology Investments to Provide Value to Citizens in Virginia

PresenterPresenter’s Title

Group/Event NameDate

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Commonwealth IT Investment Management (ITIM) Standard

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The Commonwealth must be innovative in the way in which it invests in IT.

Commonwealth goal of continuous improvement

The Commonwealth must find ways to meet increasingdemands through cost savings and increased productivity.

“Expand constituent impactthrough lower operation costs”

Investment managementcan contribute to loweroperating costs and thegeneration of internal capital.

“We must pursue more aggressive, transparent goals” Governor Tim Kaine

WHY IS ITIM IMPORTANT FOR THE COMMONWEALTH?

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HOW DOES ITIM SUPPORT COMMONWEALTH BUSINESS?• Maximizes business value• Allows the Commonwealth to select IT investments that align with

business goals and objectivesExamples: Business Need IT Strategy

Your business drives Commonwealth IT investments

Reducing long customer wait times

Web-based customer service applications

Obtaining quick access to medical data

High performance networks and databases

Preparing for hurricane evacuations

New wireless radios and centralized computers

Identifying vehicle license plates High speed laptops in State Police cars

Reducing the time to process tax paperwork

Web-based software solutions

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WHAT CAN ITIM DO FOR MY AGENCY?

ITIM is a proven business investment methodology that will help you:

• Align investments to business goals and objectives• Identify and track spending on IT investments• Control and monitor IT investment projects• Confirm that IT investments are meeting business objectives• Leverage IT investment opportunities that may generate internal

capital• Make informed decisions on an IT investment portfolio by

assessing value and risk

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WHAT IS THE ITIM STANDARD?

• The ITIM Standard documents the current Commonwealth IT investment governance process, for better stakeholder understanding, that allows the ITIB and CIO to meet Code-directed responsibilities in collaboration with business leaders

• The ITIM Standard utilizes best practices that are commonly used in both the public and private sector, around the world

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Pre-Select

Business Plans & Needs

Commonwealth Technology

Portfolio

Commonwealth

Strategic Planning

Process

Investment Results

Are the selected IT investments performing as planned?

What proposed IT investments potentially solve business needs?

Did the selected IT investments deliver the expected business value?

Which IT investments best meet the business needs?

ITIM ANSWERS KEY INVESTMENT QUESTIONS FOR BUSINESS LEADERS

Select

Control

Evaluate

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WHAT BENEFITS HAVE WE ALREADY SEEN?

• There have been no failed major projects in past 5 years

• Projects are completing and meeting performance goals

• The Commonwealth has significantly lowered project failure risks and improved decision-making capabilities

• IT investments are aligned with business strategy

• The Commonwealth has a systematic approach for managing portfolio risk and controlling investment activities

• The Commonwealth has identified new opportunities such as shared services

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AS AN AGENCY, WHAT DO I NEED TO DO?

• Identify and document business needs derived from:– Citizen needs– Council on Virginia’s Future– Grant funding– Code of Virginia– Agency Strategic Plans– Consumer boards– Governor’s initiatives– Commonwealth Strategic Plan for IT– Federal and State mandates

• Identify business needs and prioritize potential investments

• Develop Investment Business Cases

• Research possible enterprise/collaboration opportunities

• Update the Agency Strategic Plan and Commonwealth Technology Portfolio

• Evaluate, score, and rank IT investments

• Prioritize IT projects

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Fleet Equipment Management Information System (FEMIS)

• VDOT had a business need to track and manage fleet equipment– Documented need for IT investment in the Agency Strategic

Plan and Commonwealth Technology Portfolio– Business need aligned with the goals and objectives from the

Council on Virginia’s Future

A COMMONWEALTH ITIM SUCCESS STORY - VDOT

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A COMMONWEALTH ITIM SUCCESS STORY – VDOT (continued)

• Commonwealth CIO reviewed the Investment Business Case in the portfolio and saw a potential for multi-agency solution

• VDOT worked with the CIO to establish a shared service that will benefit multiple agencies– Commonwealth contract is now in place for all agencies– Shared service will reduce Commonwealth costs to set up future

independent contracts

• Enterprise investment opportunity and resulting shared-service would not have been identified without following ITIM best practices

Fleet Equipment Management Information System (FEMIS)

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AS AN AGENCY, WHAT DO I NEED TO DO NEXT?

• Translate business value into performance measures

• Develop detailed project plans and execute projects as directed in the Commonwealth Project Management Standard

• Develop applications in accordance with statewide technical and data standards for information technology

• Submit monthly status reports, requests for baseline adjustments greater than 10%, and IV&V reports for each Major IT Project (as scheduled)

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VA Election & Registration Information System (VERIS)

• SBE had a business need for a new statewide voter registration and election management system

• Project started fine, but began to run into serious problems– Vendor missed deliverables and milestones– Assumptions and user requirements were not clearly understood by all the

stakeholders– Vendor did not clearly understand the business problem

A COMMONWEALTH STORY WHERE ITIM GOVERNANCE AND OVERSIGHT PLAYED AN IMPORTANT ROLE - SBE

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• ITIM governance and oversight helped recover a failing IT investment– Internal Agency Oversight Committee (IAOC) identified problem areas and escalated them to

the Cabinet level– Secretary of Administration consulted with CIO on action plan– CIO recognized need for new Project Manager and weekly assistance to the Project

Management team

• A “Help America Vote Act (HAVA)” compliant system was finally delivered, but there were several key lessons learned along the way


A COMMONWEALTH STORY WHERE ITIM GOVERNANCE AND OVERSIGHT PLAYED AN IMPORTANT ROLE (continued)

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• Lessons learned– VERIS Post Implementation Review Report dated September 19, 2008 stated, “Ensure that the state

standards for project management and development are followed”

– Stakeholder identification and commitment is vital to success

– Assumptions and user requirements must be identified and validated early in the investment lifecycle

– The statement of work with the vendor must be detailed and accurate

– A realistic, achievable, and detailed project plan is critical to success


A COMMONWEALTH STORY WHERE ITIM GOVERNANCE AND OVERSIGHT PLAYED AN IMPORTANT ROLE (continued)

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• Conduct Post Implementation Reviews on Major IT Projects using the asset performance measures established in the Control Phase

• Use asset performance measures to measure the business value

• Document IT asset performance

• Analyze gaps between current business needs and performance of IT assets

• Make a determination to maintain, migrate, improve, or retire each IT asset in the agency technology portfolio

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USING THE ITIM STANDARD

• Each phase of the ITIM process is clearly explained

4.3 Control PhaseThe purpose of the Control Phase is to ensure, through timely oversight, quality control, and executive review, that IT investments are developed and placed in operation using a disciplined, well-managed, and consistent process.

• At the end of each phase, roles and responsibilities are clearly identified

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USING THE ITIM STANDARD (continued)

Pre-Select

Select

Control

Evaluate

At the end of the Standard, stakeholder responsibilities are listed in bullets and grouped together by phase for quick reference

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Commonwealth Strategic PlanningCommonwealth Strategic Planning

CommonwealthInformation Technology

Investment Management

(ITIM)

Long Term Objectives

Service Area Plans

I.T. Strategic Plans

Agency Strategic Plans

EfficiencyEfficiency & EffectivenessEffectivenessCouncil on Virginia’s Future

2003

Commonwealth Strategic Planning Process

2005

Commonwealth Strategic Plan for Information

Technology2006

HOW DOES ITIM FIT WITHIN THE COMMONWEALTH’S EXISTING STRATEGIC PLANNING AND PERFORMANCE MANAGEMENT MODEL?

ITIM insures that IT

investments arealigned with

the Council on Virginia's

Future long term objectives

and The Commonwealth Strategic Plan for Information

Technology

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Execute an education and awareness campaign; enhance stakeholder understanding

Enhance investment portfolio management tool to better support ITIM

ITIB approved September 30, 2008

NEXT STEPS

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Contact InformationContact Information

AITR Name 804-phone number

Email address

Commonwealth ITIM Contact

Constance ScottManager, ITIM Office

(804) [email protected]

QUESTIONS?

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Additional References

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• Identify and document business needs derived from:– Citizen needs– Council on Virginia’s Future– Grant funding– Code of Virginia– Agency Strategic Plans– Consumer boards– Governor’s initiatives– Commonwealth Strategic Plan for IT– Federal and State mandates

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• Identify business needs and prioritize potential investments

• Develop Investment Business Cases

• Research possible enterprise/collaboration opportunities

• Update the Agency Strategic Plan and Commonwealth Technology Portfolio

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• Evaluate, score, and rank IT investments

• Prioritize IT projects

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• Translate business value into performance measures

• Develop detailed project plans and execute projects as directed in the Commonwealth Project Management Standard

• Develop applications in accordance with statewide technical and data standards for information technology

• Submit monthly status reports, requests for baseline adjustments greater than 10%, and IV&V reports for each Major IT Project (as scheduled)

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• Conduct Post Implementation Reviews on Major IT Projects using the asset performance measures established in the Control Phase

• Use asset performance measures to measure the business value

• Document IT asset performance

• Analyze gaps between current business needs and performance of IT assets

• Make a determination to maintain, migrate, improve, or retire each IT asset in the agency technology portfolio

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GOVERNOR’S MESSAGE: CONTINUOUSLY IMPROVE MANAGEMENT OF IT INVESTMENTS

• Optimize management, efficiency and productivity from our information technology investments

• Align the Commonwealth’s business model and IT strategy

• Improve maintenance and operations planning

• Increase transparency in our return on investment

• Provide a comprehensive IT governance model for managing all the IT resources of the Commonwealth

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GENERAL ASSEMBLY’S MESSAGE: MANAGE IT INVESTMENTS MORE EFFECTIVELY

• § 2.2-2457. Information Technology Investment Board. “The Board shall be responsible for the planning, budgeting, acquiring, using, disposing, managing, and administering of information technology in the Commonwealth.”

• § 2.2-2007. CIO. “Direct the development of policies and procedures for the effective management of information technology investments throughout their entire life cycles, including, but not limited to, project definition, procurement, development, implementation, operation, performance evaluation, and enhancement or retirement.”

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Commonwealth Technology

Portfolio (ProSight)

ITIM Processes

Commonwealth Strategic Planning Process

Procurements (Current)

Assets - Includes Services (Future)

Projects(Current)

ITIM PORTFOLIO INFORMATION OVERVIEW (CURRENT AND FUTURE)

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Document Management Implementation

• DEQ had a business need for consistent records management processes that included quick, efficient, and reliable electronic access to documents– Documented need in the Agency Strategic Plan– Business need aligned with the goals and objectives from the Council on

Virginia’s Future– Identified need for IT investment to CIO

A COMMONWEALTH ITIM SUCCESS STORY - DEQ

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Document Management Implementation

• Commonwealth CIO reviewed the business case in the portfolio and saw a potential for an Enterprise effort

• DEQ worked with the CIO to consolidate document management requirements across the Commonwealth

• VEAP took lead on setting up Enterprise contracts

• Enterprise investment opportunity and resulting contracts would not have been identified without following ITIM best practices

A COMMONWEALTH ITIM SUCCESS STORY – DEQ (continued)

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