I Tplanimplementation

State of Alaska – July 31, 2003

Enterprise Integration of IT Planning, Budgeting and Resources

Craig Holt

Practice Director

Enterprise Transformational Services

Property of Unisys Corporation and not to be reprinted or used in any fashion without the prior consent of Unisys Corporation and the Alaska Department of Administration

Overview – 9 Phases

Phase 1: Customize Enterprise Integration Methodology

Phase 2: Integrated Enterprise Workshops

Phase 3: Function Specific Workshops

Phase 4: Develop IT Planning/Budget Methodology

Phase 5: Present findings from Workshops

Phase 6: IT Planning/Budgeting Workshops for ITG/AST

Phase 7: Develop Enterprise Integration Implementation

Phase 8: On-site review of Department IT Plans

Phase 9: OMB review and approval of Dept. IT Plans


Deliverable: Customized methodology which leverages the existing Statewide IT Plan.

Time Frame: Aug.18 – Sept.1, 2003

Review PTI report, summarize key findings with respect to IT integration

Develop recommended approach, based on findings

Present findings to Commissioner of Administration and Cabinet

Adjust and finalize approach based on feedback

Phase 1: Customized Enterprise Implementation Methodology


Deliverable: Workshop(s) on Enterprise Integration.

Time Frame: September 2-5, 2003

Phase 2: Integrated Enterprise Workshops

Customize workshop materials

Workshop for Information Technology Group (ITG)

Workshop for Department IT Managers

Workshop for Directors of Administrative Services


Structure of IT Function(s) - EXAMPLE

Best practices research indicates there is not an ideal or recommended structure for the Information Technology (IT) function. IT structures vary from organization to organization. Rather, organizations considered ‘best-in-practice’ ensure capacity to deliver IT services in five primary areas* - which have been adapted to the City’s Core Services contained in the IT Master plan:

Technology Strategic Planning

Network & Communications

Services

TechnologyCustomer Support

City-WideData Management

Technology Solutions Consulting

Geographic Information Systems

Call Center / IT Help Desk

* Not typically a “stand alone”best practice.


Deliverable: Functional recommendations for integration.


Phase 3: Function Specific Workshops

System Services Workshop

Business Application Services Workshop

IT Planning Workshop

Customer Services Workshop

IT Administrative Services

Note: Above Functional Categories from PTI Report


Structure of IT Function(s) - EXAMPLE

San Jose

Centralized

Decentralized

Centralized/Decentralized

Decentralized

Integrated

CentralizedIntegrated

IT Functions

Technology Strategic Planning

Data Management -Geographic

Information Systems

Network & Communication

Technology Solutions Consulting

Technology Customer Support

Call CenterIT Help Desk

San Diego

Integrated

Integrated

Integrated

Integrated

Integrated

DecentralizedIntegrated

Seattle

Centralized

Centralized

Decentralized

Integrated

Centralized

CentralizedCentralized

Scottsdale

Centralized

Centralized

Centralized

Centralized

Centralized

CentralizedCentralized

Recommendation

Centralized

Integrated

Integrated

Integrated

Integrated

IntegratedIntegrated


Phase 4: IT Plan/Budget Methodology

Review and leverage Statewide IT Plan (PTI)

Present Methodology to Administrative Services Team (AST)

Present Methodology to Commissioner of Administrative and OMB

Finalize Methodology

Deliverable: Customized methodology which leverages the existing Statewide IT Plan.

Time Frame: September 17 - 22, 2003


Prioritization Methodology - EXAMPLE

Budget Office

Range of IT Dollars available

(by funding source) for City

Replacement

“On-going”Support

ITP

BS

ub-A

lloca

tion

New Project

January 17 - Decision By ITPB

December 7CSA IT Investment Needs

due to ITD (Wendy)

December 7


Proposed BUDGET(IT) Process - EXAMPLE

Budget Office

TOTAL IT Dollars for City

( $22.8 M )

CSA “IT Plan” “New Projects” - $6.25M

•eGovernment•PeopleSoft Upgrade•GIS Enterprise•Integrated Waste Mgt.

IT Enterprise “Budget” - $16M

•$4.8 m = Phone•$10.6 m = Personal Serv

IT “Replacement”

$755.9K

Department Specific• non-project• non-network• non-city wide license

IT Enterprise Investment • on-going support• “enterprise” investments• city-wide “upgrades”

CSA Business Plan• new project• CSA approved• money in dept. budget


Detailed Sub-Process - EXAMPLE

Replacement*

“On-going”Support

New Project

Departments determineneed, and submit throughthe normal budget process

ITD determines enterpriseneeds, and submits to theITPB for modification/approval

CSA’s review feedback fromITPB, and makes adjusts asnecessary - within numbers.

Budget officemakes final

decision - NO ITPBInvolvement

ITD includesenterprise

investments in Business Plan

ITPB Selection of City’s IT Portfolio

for next year

Budget officereceives

list of Projects

Budget officereceives

ITD Business Plan

Ad j

ust

Fun

ds a

s N

eede

d

* Once asset management is operational (03-04), this process will become part of enterprise planning


Deliverable: Agreement by ITG and Dept. IT Managers regarding functional integration.


Phase 5: Present findings – Functional Workshops

Aggregate materials, from functional workshops

ITG Workshop – Enterprise Integration Recommendations

Department IT Managers Workshop – Enterprise Integration Recommendations


Technology Customer Support = Provide direct customer support and training for technology equipment and applications.

Rationale for Integration;

Integration of Technology Customer Support allows the city the ability to continue support of those operations

that currently operate efficiently and strengthen those that need assistance. Integration identifies areas of

equalization as well as specialization. For example, an IT technician located in a specific building could provide

customer support for all customers located within that building allowing other IT staff to concentrate on their specific

functional responsibility. Integration will maintain the integrity of IT staff functionality and responsibilities. It will help

create strategies to bridge gaps through better collaborative planning and implementation of training, application

support, etc.

Benefits of Integration:Creates a support system accessible by all departments. IT support will be better leveraged.An integrated approach helps identify needs to create balance between specialists and generalists. Stops competition of staff within departments.

Catalyst for Integration:Some departments have created dependency on very few IT staff for support without a back up support system. As a result, there is no planning time or cross-functional training time or preparation time for emergency situations. Current emergency situations warrant a citywide approach to emergency planning such as the energy crisis.


Phase 6: IT Plan/Budget Training

Develop training materials

Information Technology Group (ITG) training on IT Planning Methodology

Directors of Administrative Services training on IT Planning Methodology

Deliverable: Training on the IT Methodology, and templates to use in developing Dept. Plans.

Time Frame: Sept. 29 – Oct. 8, 2003


IT Governance Structure - EXAMPLE

Mayor’s Office &City Council

IT PlanningBoard

InformationTechnologyDepartment

Technology

Standards

InternetStrategies

DataManagement

Project QA/Management

PublicAccess

(ITPB Subcommittees)

City Manager’sOffice

Prioritize IT projects/investmentsCoordinate IT investmentsOversee IT plans & strategiesRecommend IT policies/standards

PoliciesPrioritiesFunding approval

Recommend policiesProvide leadershipManage service delivery

Provide central IT servicesStaff ITPBProvide IT leadership


IT Department Plan “Roll-Up” - EXAMPLE

Public Safety

FIRE PolicePublicWorks

StreetsTraffic

TransportationServices

PRNSPRNS

1

2

3


1

2

3

Division/Unit specific project proposals. This would include existing and proposed projects, to be presented to the Departments selection committee.

Department priority projects, which are to be presented to the appropriate CSA selection committee. “Best” candidate projects are those that leverage across multiple divisions/units and generate the greatest impact.

ITPB final selection of projects that leverage across multiple departments, and/or generate the greatest impact for the investment for the City.

IT Department Plan “Roll-Up” - EXAMPLE


Phase 7: Develop Implementation Schedule

Develop 3-6-12-18 month milestone driven implementation plan

Present implementation plan to ITG and Department IT Managers

Present Enterprise Integration Schedule to OMB and Cabinet

Deliverable: Enterprise Integration Implementation Schedule.

Time Frame: October 13-21, 2003


Preparing the CitySan Jose - Integrate Like IT Functions - Zero to Three Months

Develop a communication plan for disseminating project information to key stakeholders such as; Senior Staff, City Council, Mayor’s Staff, ITD Staff, Department “IT” staff, etc. KEY points for the communication plan should include the following;

Rationale for the Study – the “why”

Back ground / History – the “what”

Process used / those involved – the “who” and “how”

Project plan going forward – the “when” and “where”

Revise ITPB “charter” to clearly designate Roles, Responsibilities, and Decision Authority of ITPB.

Examples: Role of ITPB oversight needs to lead citywide technology decisions that affect smaller offices or departments such as City Clerks Office; Develop corporate policy that impacts how software/hardware is deployed; Determine if ITPB needs a technology subcommittee to help advise on decisions by providing data; Determine if ITPB needs dedicated support staff; Determine how project and customer needs are prioritized within the dotted/solid line reporting relationships, etc.

Reconstitute membership on the ITPB to include team lead designees for the City Service Area (CSA) teams but don’t

dilute the knowledge of the ITPB with CSA.

ITPB “charter” a team to establish budget and budget plan which corresponds with “transitional” structure phasing.

Integrate the reporting relationship of other “IT Project” , other “non-traditional” technologies – cable TV as an example,

and other Technology oriented “oversight “ groups with the ITPB.


Preparing the CitySan Jose - Integrate Like IT Functions - Zero to Three Months

ITPB Evaluation of Progress:

1. Internal ITPB member survey on confidence level of the following: Member involvement (attendance) Understanding of Direction & Focus of ITPB Trust & Reliability with Progress Feel that process supports Citywide benefits Feel that process supports & honors departmental needs

2. Charter Team Identified and Operational.

3. Resources identified to support enterprise process.

4. General Pulse Check with Department Heads (including ITPB members) that the enterprise process is

incorporating their business needs or at least understanding them.


“Transition” StructureRecommendations for Consideration by CIO - Three to Six Months

Announce the formation of the eGovernment Project Team to support a citywide focus on customer service delivery through multiple technology-enabled channels (e.g., internet, messaging/e-mail, etc.).

To achieve unity of purpose and better integration create GIS Management Project Team.

Rename Administrative Officer/Office to Management & Administrative Services Division to service Enterprise IT functions, providing: Budget Administration Personnel Services ITPB logistical support and communication Communications Related to IT Miscellaneous Administration (e.g., logistics)

Action Steps:

EnterpriseTechnology Planning

Strategy &

Architecture

TechnologyResearch

Operational Planning

Corporate ITServices

eGovernmentManagement &Administrative

ServicesIT Help Desk

Chief InformationOfficer

TelecommunicationsInfrastructure

NetworkInfrastructure

Development &Enterprise Applications

Deployment

ApplicationDevelopment

Streets and Traffic

Airport

Human Resources

Fire

Police

Others…

ITPB

Proje

ct S

tatu

s

GIS Management Division

Deputy Chief Information Officer(s)(3)

AdministrativeOffice Applications

E-MailSystems

EnterpriseSupport Systems

* NOTE: Green eclipse isn’t intended to be inclusive of every city dept, only as an example.

City-wide Data Management - DMTechnology Solutions Consulting - TSCTechnology Customer Support - TCSNetwork & Communication Services - NCS

Denotes function stays “As Is”

Denotes new function

Denotes modified function Technology Strategic Planning - TSPStrategic Support - SSHybrid (multi-function)


Phase 8: Review of Department IT Plans

On-site review of Department IT Plans – assumption is that 14 department IT plans will be reviewed.

• Natural Resources / Environmental

• Public Safety

• Health and Social Services

• Revenue / Financial

• Education

• Etc…..

Deliverable: Draft Department IT Plans

Time Frame: Oct. 20 - Nov.7, 2003


Departmental Information Technology Plan

DEPARTMENT NAME: _______________________________________________________________________CONTACT NAME: _____________________________________ TELEPHONE: ________________________ 1. INITIATIVE1.1. Name […] 1.2. Purpose […] 2. DESCRIPTION2.1. Key Functionality […] 2.2. Requirements […] 3. IMPACT 3.1. Customer Service - External service oriented […] , (High, Medium, or Low) 3.2. Operational Excellence - Internal efficiency/effectiveness oriented […],(High, Medium, or Low) 3.3. Equity - “Digital divide”, fairness for all departments […],(High, Medium, or Low) 3.4. Innovation leadership - First to market oriented […],(High, Medium, or Low)

Section 1: Justification - EXAMPLE


Section 1: Justification - continued

1. COST1.1. Drivers 1.2. Estimates [Includes: “best estimate” dollars and city staff time, consultant dollars, hardware and software IF part of the system, infrastructure modifications due to new system requirements and projected on-going maintenance/support costs] 2. SOURCE OF FUNDING AND JUSTIFICATION 3. SPEED TO IMPLEMENT

[In months, beginning with approval] 4. TECHNOLOGY RISK ASSOCIATED WITH THE INITIATIVE

(High, Medium, or Low)


SECTION 2 – Technology Asset Inventory EXAMPLE

Existing Planned

HARDWARE

Number of Desktop PCs and operating systems

[…] […]

Number of Laptop PCs and operating systems

[…] […]

Printers […] […]

Other hardware […] […]

SOFTWARE

Word processing software and number of units

[…] […]

Spreadsheet software and number of units

[…] […]

E-mail software and number of units

[…] […]

Database software and number of units

[…] […]

Web browser software and number of units

[…] […]

Other software […] […]

SERVERS Brand and model and number of units

[…] […]

Operating systems […] […]


Phase 9: Final Review (OMB/Governor)

Facilitated review of Department IT Plans

Assist in presenting recommendations to OMB

Deliverable: Approved Department IT Plans, consistent with the Statewide IT Plan.

Time Frame: November 10-17, 2003


Detailed Schedule

ID Task Name Duration Start Finish

1 Phase 1: Customize Enterprise Integration Methodology 11 days

2 Review PTI Report, summarize key findings with respect to IT Integration 5 days

3 Develop recommended approach, based on findings 5 days

4 Present Findings to Commissioner, Administrative Services 0.5 days

5 Adjust and Finalize approach based on feedback 0.5 days

6 Phase 2: Integrated Enterprise Workshops 3.5 days

7 Develop workshop materials 2 days

8 Workshop for ITG 0.5 days

9 Workshop for Department IT Managers 0.5 days

10 Workshop for AST 0.5 days

11 Phase 3: Function Specific Workshop - Breakout follows PTI Categories 7.5 days

12 System Services (WAN, LAN, Server, etc.) Workshop 1.5 days

13 Business Application Services Workshop 1.5 days

14 IT Planning Workshop 1.5 days

15 Customer Services (Help Desk, Training, PC/Desktop, etc.) 1.5 days

16 IT Administration Services 1.5 days

17 Phase 4: Customize IT Planning/Budgeting Methodology 4 days

18 Present draft methodology to AST 1 day

19 Present to Governor/OMB 1 day

20 Finalized methodology 2 days

21 Phase 5: Present Findings from Workshop(s) 4 days

22 Develop workshop materials 2 days

23 Workshop for ITG 1 day

24 Workshop for Department IT Managers 1 day

25 Phase 6: IT Planning/Budgeting Workshops 8 days

26 Develop training materials 4 days

27 ITG training on IT Planning Methodology 2 days

28 AST training on IT Planning Methodology 2 days

29 Phase 7: Develop Enterprise Integration Implementation Schedule 7 days

30 Develop 3-6-12-18 month milestones 5 days

31 Present Implementation Schedule to ITG and Dept. IT Managers 1 day

32 Present Enterprise Integration Schedule to Governor/OMB 1 day

33 Phase 8: Conduct "on-site" review of IT Plans 15 days

34 14 departments - 1/2 day review each 15 days

35 Phase 9: Final Review(s) 6 days

36 Facilitate review of Department IT Plans 3 days

37 Assist in presenting Dept. IT Plans to OMB 3 days

Time Commitment (approximate) Summary:

• Project Manager – ¾ time through-out

• Administrative Services Directors - 10 days

• Department IT Managers - 9 days

• IT Staff (per person) - 10 days


Results – IT Planning/Budget

Department IT spending aligned with State-wide direction and standards,

Integrated “IT Capital” prioritization process between departments and OMB,

Statewide IT Governance model/methodology,

Department and ITG staff trained to conduct on-going IT planning and budgeting,

Department IT plans completed and aligned to the Statewide IT Plan.


Results – Enterprise Staffing

Alignment of IT staff – statewide – to an Enterprise approach to managing and delivering services.

Maximum utilization(efficiency) and allocation(effectiveness) of IT resources, statewide.

Integrated Enterprise IT Organization, including detailed work plan that transitions the current ITG and Department IT staff to the desired – Enterprise - state.

Clearly defined and agreed upon roles and responsibilities between ITG and Department IT staff.


QuestionsJan Moyer – Enterprise Integration Project Manager

• 907.465.5169

Craig Holt – Unisys Engagement Manager

• 503.371.7224

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