Government ICT Process Benchmarking

Every company, organization and agency uses their own business process without understanding the tradeoffs. Process Benchmarking

Is the most detailed and most likely to be unbiased or objective

Copyright @ 2014 WICKED Design Solutions

Lisa Martinez 408.638-9016

1. Design Strategy and Vision

1.1 Define the business concept and long-term vision

1.1. Assess the external environment

What value to the greater good can we measure in this new

offer?

1.1.1.1. Analyze and evaluate competition

1.1.1.2 Identify economic trends

1.1.1.3 Identify political and regulatory issues

1.1.1.4 Assess new technology innovations

1.1.1.5 Analyze demographics

1.1.1.6 Identify social and cultural changes

1.1.1.7 Identify ecological concerns

1.1.2 Survey market and determine customer needs and

wants

1.1.2.1 Conduct qualitative/quantitative assessments

1.1.2.2 Capture and assess customer needs

1.1.3 Perform internal analysis

1.1.3.1 Analyze organizational characteristics

1.1.3.2 Create baselines for current processes

1.1.3.3 Analyse systems and technology

1.1.3.4 Analyse Financial positions

1.1.3.5 Identify enterprise core competencies Copyright @ 2014 WICKED Design Solutions


1.1 Define the business concept and

long-term vision



How do we accelerate innovation designed for the

greater good?

Community Involvement and Development ISO

26000

Facebook style involvement

Google style involvement

Citizen Issues ISO 26000 Social Responsibility

Consumers are in no way in agreement with where your

server is located

People centered design ensures the least opportunity

to bypass the rights of people

My child has no authority to release any rights same

People have a right under federal law, a consumer

privacy act.

Fair Operating Practices ISO 26000 Social

Responsibility

Human Rights ISO 26000 Social Responsibility

Labor Practices ISO 26000 Social Responsibility

ISO TL 9000 Segment - Service Providers



1.2.1 Develop overall mission statement



1.1.4 Establish strategic vision

1.1.4.1 Align stakeholders around strategic vision

1.1.4.2 Communicate strategic vision to stakeholders

1.2 Develop business strategy

1.2.1 Develop overall mission statement

1.2.1.1 Define current business

1.2.1.2 Formulate mission

1.2.1.3 Communicate mission

1.2.2 Evaluate strategic options to achieve the objectives

1.2.2.1 Define strategic options

1.2.2.2 Assess and analyze impact of each option

1.2.2.3 Develop sustainability strategy

1.2.2.4 Develop global support and shared services strategy

1.2.2.5 Develop risk mitigation and management strategy

1.2.2.6 Develop lean/continuous improvements

1.2.3 Select long-term business strategy

1.2.4 Coordinate and align functional and process strategies

1.2.5 Create organizational design



Understand

Enterprise is a system

• Social systems

• People and change

• Process and change

• Tools and change

• Quality management systems

• Published position papers

• Professional Forums

• Professional Experience

Observe

Users design patterns

• People

• Employees

• Leaders

• Suppliers

• Customers

Prototype

Tools

• Insight Maker Models

• Debate Graph Models

• Prezi Visual Guides

• Cacoo Diagrams

• Social Media as an external sensing channel

Synthesis Party Management

A static system Business Management System

Party Management

• Employees

• Suppliers

• Customers

Financial Management

Entities - Distribution

Locations

Timing

Enterprise as a System – Social System

Design Thinking Process for Enterprise Architects Copyright @ 2014 WICKED Design Solutions


ICT projects fail

ICT negative impacts to the environment are equal to the aviation industry

Business change projects are not understood and delivery of the ICT scope comes up short.

Source of many symptoms “planning” or poor planning “people, process and technology”

Billions of dollars are lost each year



Internal Service Provider to Branches

ICT Cost and Benefit Estimates

ICT Services

Cabinet Business Case

Non-ICT cost Estimates and Benefits

Branch Non-ICT Cost and Benefit Estimates

Transportation – Managing estimates for new assets (trucks, cars, motorcycles, boats)

Housing, Property and Land – Manage assets or planned purchase of assets

Treasury - Role Accountable

Res

pons

ible

, co

nsul

ted

and

info

rmed



Develops and Operates ICT services

for branches

Enables strategy with improvements to

existing ICT Services

Supports Innovation

with cabinet business case development

Stakeholder – Branch Leaders

Stakeholder group 2

Internal Customers branch managers leading branch strategy

Branch

1

Branch

2

Branch

3 Branch

4

Branch

6

Branch

7

10

20

30

Running the branch

Continuously Improving

Changing the branch

Low Complexity

Medium Complexity

High Complexity

ICT as a Service A service provider



Outputs in Record Repositories

Strategy Innovation

1.1.1.2 Identify economic trends Cost and Benefit Estimates

Expense and Revenue

Deduction and Increase

Debit and Credit

Each region or state may elect to use differing practices and often elect to use different tools. The archetype displays common

requirements and challenges for any CIO in the Government.

The left side of the diagram represents services a government supplies citizens that are familiar or a service like justice system, education, transportation or Tourism.

A portfolio may best describe the behaviors

Every branch has 3 maturity levels Sub – Account Code 10

Operational business

Sub-Account Code 20 and 30

Your continuous improvement

Your highly complex and innovation projects.

2nd level government Statewide Administration

Branch

1

Branch

2

Branch

3 Branch

4

Branch

6

Branch

7

Cabinet Members

Leaders Accountable

and Governance

Finance ICT Employee Dev

10 20

30



Roadmap to reach



After

The tools will be components designed with

the Accounting Framework rules built in.

Complexity and risk will be segmented using a

three tier framework.

Services by branch

Competencies by branch

Configured Services

Cost estimate business service as an

offer

Strategic Supplier relationships

Mutually beneficial

Before

The methods used were not consistent

Each branch uses their own tool

Fit for purpose

Each branch has their own understanding

about cost

Not iterative nor allowing for incremental

funding

Forcing complexity when we try to innovate

No way to promote innovation

Risk

BB4.1 = 0

BB4.1 - Increase from

0 - 2

High Performing Toolkit – Building Blocks



ICT Change Understand the dependencies and use

clear RACI’s.

The request is typically a Treasury

led process or driven by

Procurement.

IT decisions can have severe

threat on public opinion.

Business Change Function Point measures and cost

structures for software purchase

If no process exist – adopt broad

principle based process to minimize

audit risk and measure minimal

viable scope



Changing the Government

Sub-Account Code 20 and 30

ICT planned programs – Migrating from

distributed model (branch managed)

to a federated supplier hosted model

online cloud

service management model in a

cloud based model

Running the government

Sub-Account code 10

Cost to operate existing branch benefits

Benefits can be measured to serve

Direct or Indirect to Citizens

Service Provider to citizens

ICT Services charged to a branch

ICT delivering cost and benefits as a web service

with future integration to income and expense

reporting

ICT delivers a highly complex project in an

iterative manner delivering an integrated Portfolio,

Program and Project Accounting System in ERP

IT Service Management

Enabling employees to Innovation

on demand

Business Service Management

Task performed as part of the operational process

Negotiate 15% discount on all

telecommunications services to any branch

A cost estimate can be derived for any branch

service

10

20

30



Lead

ersh

ip

Accountability

Governance

Cabinet Member

Planning

Funding

Portfolio

A cabinet member would be a leader

Accountable for the branch and decisions made for both cost and benefits

Sub-Account 10 are normal operating expenses-cost of running a branch

Accountable to approve business case as a project on continuous improvement projects typically within a branch “changing the branch business services”

Approves business case before a highly complex project in changing the branch

Estimate

Probity/ Procurement

Purchase Contract

10

20

30



7 x • Estimate push

210 • Waste Savings

6 • Approved Budget

30 • Cost Estimate (1 item)



Portfolio

Agreed upon strategy for a branch

A branch has a cost center

A branch can be measured for maturity

A portfolio may have 3 sub-types

A resource may mature in their role by 3 tiers over the life of their career

1.2.4 Coordinate and

align functional and process strategies

Lead

ersh

ip

Accountability

Governance

Cabinet Member

Planning

Funding

Portfolio

10

20

30

Running the branch


Changing the branch

Pro

gram

s

Pro

ject

P

roje

ct

Estimate Date

Supplier

G/L code

H/W and Service labor

Department

Expire Date



Company

Code

GL Code Sub-Account

Code

Department Code Project Code

Transportation

02

A list of codes a branch was approved to

buy these types of expenses

A list of codes to recognize the benefits

10 Roads-1 G/L for cost and

1 benefits

Licensing-1 G/L for cost

and 1 for benefits

No project codes operational

Resources are generalist

Suppliers are strategic

Transportation

02





1 benefits


and 1 for benefits

Resources are advanced and manage

both people, process and technology.

Suppliers are maverick

Service to internal branches

Citizens + Collaborative projects

Transportation

02





1 benefits


and 1 for benefits

Resources are experts can design

change impacting more than one

branch

New suppliers

in both direct and indirect

Bra

nch

=

ER

P C

ompa

ny C

ode

General Ledger Code

Sub-Account

Department Code

Project Code

Activity Code

10

20

30

Running the branch


Changing the branch

Pro

gram

s

Port

folio



Government ICT Process Benchmarking

Design

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