In Plain Sight: Transformation at the U.S. Marshals Service · o Service Orientated Architecture ~...

In Plain Sight:

Transformation at the U.S.

Marshals Service

Lisa Davis

Assistant Director / CIO

United States Marshals Service –

Information Technology Division (ITD)

2

United States Marshals Service

The USMS is the nation’s oldest law enforcement agency charged with

defending the Constitution and executing missions that include:

Judicial Security – Ensure the safe and secure conduct of

judicial proceedings

Fugitive Operations – Conduct fugitive investigations and

apprehension

Asset Forfeiture – Manage assets seized by federal law

enforcement agencies

Prisoner Operations – House and transport of federal prisoners

Judicial Prisoner and Alien Transport System – Move

prisoners between districts, institutions, and foreign countries

Witness Security – Manage the Federal Witness Security

Program

Tactical Operations – Conduct sensitive and classified

operations involving homeland security, national emergencies,

and domestic crises

3

USMS Information Technology

USMS Information Technology (IT) is responsible for all use and

deployment across the enterprise including

– IT strategy, architecture & portfolio management

– Help Desk support

– Desktop/laptop management

– Software development & implementation

– Information security

Support capacity

– 6500 people

– 9300 desktops/laptops

– Headquarters and 490 offices in 94 districts, which includes the

continental U.S, Guam, Puerto Rico, US Virgin Islands, Northern Mariana

Islands (Saipan), Mexico, Jamaica, Dominican Republic, and Colombia

ITD Mission: Enable the USMS law enforcement mission with

trusted, agile, and innovative information technology solutions

4

Where We Started

Original State

Current State

Lagging Leading

In the past, IT was focused on merely “keeping the lights on” with few resources

available to modernize the infrastructure or enable the mission

• Outdated technology

• Immobile applications

• Aging HW / SW / Infrastructure

• Operations / mission alignment

• Performance management and

accountability

• Lost focus on the customer

• System Administrator roles /

responsibilities

• Staff lacked skills to fully

support customers

• 900,000 security vulnerabilities

• Significant audit deficiencies

USMS IT in 2008

5

IT Transformation

IT completed a business process and service delivery evaluation, resulting in a

future-state vision and comprehensive transformation roadmap

Assessment Objectives

– Evaluate 3 key areas:

• Strategy & Governance

• People & Organization

• Enterprise Architecture

Sub-Initiative Dependency

#

MilestoneKey

ObjectiveLink

Q4 2004 Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006Initiative / Sub-Initiative

Continue As Is Entirely NewSome Changes

Manage the Investment

IT Strategic Transformation Roadmap

Initiatives & Expected ResultsKey Strategies & Business Goals

Architectural & Business Alignment Principles

Information Asset ~ Information is an enterprise asset and should be managed.

Accountability ~ Accountability for accuracy resides at the point of origin, not in subsequent steps.

Standards ~ Standards should be adopted where available. Where standards are not available, internal standards should be developed and adopted.

Key Objectives Key Capabilities Platform Simplification

TM PMO & Change Management

Establish Architectural Review

Implement Release Planning

Implement Enterprise Testing

Identify Implementation Standards

Roll-Out Policies & Procedures

Customer Common Data Services

Define Common Customer Data Model

Define & Build Customer / Account Service Engine

Product Common Data Services

Define Common Product Data Model

Define / Build Product Services Engine

Reporting & Data Warehousing Phase 1

Enterprise Connectivity / Common Services

Order Management System Phase 1

Order Management System Phase 2

DI & EI Retrofit

Implement CRM Phase 1


Billing System Upgrade Phase 1




DI & EI Retrofit

Reporting & Data Warehousing Phase 2

ERP Transformation

Transformation Management

Data Infrastructure &Enterprise Integration

Order ManagementTransformation

Billing System Transformation

CRM Transformation

Financial, Reporting &Controls Transformation

DI & EI Retrofit




Order Common Data Services

Identify MigrateIdentify Migrate

Billing System Consolidation

OperateSetup

Setup Operate

Initiative Timing & Dependencies

Realize the InvestmentAlign InvestmentsBuild Sustainable Business Value

4

5

Define Common Order Data Model

Define / Build Order Services Engine

Consolidation

Enterprise Testing Operation

Product Data Transformation

Customer Data Transformation

DI & EI Retrofit

Establish Security Architecture


How to Read the Roadmap

Investments Initiatives

Strategies& Goals

GuidingPrinciples

...are

alignedwith...

...are

managedby...

...

resultin...

KeyObjectives &Capabilities

SimplifiedArchitecture &Organization


3

InvestigateInvestigate UpgradeUpgrade

Phase 2Phase 2

1

2

MigrateMigrateIdentifyIdentify

Legacy Migration to Core Platforms Phase 4





6

RetireLegacyMigrate

MigrateMigrateRetire

Legacy

MigrateMigrateRetire

Legacy

MigrateRetire

Legacy

MigrateRetireLegacy

Plan

Plan

Plan

Plan

Plan

Data

o Core Data Model ~ Data Model should logically separate data entities for customer, product and order data at a minimum. Data should be managed to remain standard across systems and business lines. Data should be at a granular level in order to support standardization. Reviews should incorporate the core data model.

o Data Independence ~ An enterprise data model should be used to define and manage data. This data model should be independent of specific systems and should be used to coordinate data updates, maintain data integrity and increase data sharing throughout the company.

o Data Ownership ~ The business should be responsible for and own the data.

Application/Integration

o Interoperability of Systems / Platforms ~ Systems and platforms should be unified and interoperable utilizing industry standard APIs. Open standards-based systems and tools should be used where appropriate.

o Minimize Redundant Systems ~ A new system or platform should only be deployed if it creates a fundamental new and strategic capability, and only if the system or platform itself creates the capability.

o Service Orientated Architecture ~ Common functions should be implemented using a modular / componentized, service oriented architecture. Reusable functional components should be used across systems and business lines. The platforms should provide exit and entry points that are cohesive across the business lines.

o Support Future Business ~ Platforms and systems should be flexible and extensible such that changes to business goals, governance and organizational structure can be transitioned into the architecture.

o Availability and Performance ~ Platforms and systems should be available and should adequately perform the daily business needs and the business needs in times of crises.

o Table Driven Logic ~ Systems should be based on table driven logic to facilitate data sharing.

o Minimize Business Rule Redundancy ~ Business rules should be encapsulated in services to minimize redundancy.

o Data Availability ~ Systems should provide the option for non-IT personnel to configure selected business rules and data on their own accord.

o Global Perspective ~ Platforms and systems should be selected and developed to support International Requirements (e.g. Multilingual, multicurrency, localization).

Controls

o Audit Controls ~ Systems should track and maintain audit trails for data additions, updates and deletions. The audit trails should be used for a variety of reasons including data reconciliation.

o Security Controls ~ Security controls must permeate all systems and platforms. The security controls should protect at a minimum against unauthorized access, intentional modification and unintentional modification of data. All appropriate security standards should be followed (e.g. ISO 17799)

o Confidentiality and Privacy Controls ~ Systems must protect customer data.

o Accountability and Separation of Duty ~ Systems and platforms promote accountability via reporting and controls and support separation of duty via application security.

o Standard for Controls ~ Architecture design and decisions should be consistent with current controls standards.

Process

o Common Functions ~ Common functions across systems and platforms should be standardized to promote reusability.

o Standardized Policies & Processes ~ Systems and platforms adopted should be based on common / standardized policies and processes where such standards exist.

o Standardized Tools ~ Tools used to support the platforms and systems should be based on common open standards.

Value

o Alignment of Business and Architecture ~ Platforms and systems should be aligned with the business goals and strategies.

o Return on Investment ~ New platforms, systems and initiatives must have positive ROI and increase shareholder value. A corresponding business case demonstrating the ROI should accompany all new platforms, systems and initiatives. Risks should be reflected in the range of ROIs predicted. ROIs that vary widely should require executive level review and approval.

o Total Cost of Ownership ~ TCO for platforms, systems and initiatives must capture development, maintenance, disaster recovery and retirement costs along with the costs of achieving and maintaining all architectural and business alignment principles.

Improve performance with a [new product] o Reduced Customer Churn %

o Increased Customer Growth %

o Increased Revenue Growth %

o Increased Average Revenue per Customer

o Reduced Operating Costs

o Reduced Fixed Costs

o Reduced Cost per new user

o Increased Market Share

o Reduced Cycle Time for Product / Service

o Increased Customer Satisfaction

Grow contribution from [business

area] o Increased [business area] Revenue Growth %

o Reduced [business area] Operating Costs

o Increased [business area] Contribution Margin

o Increased Average [business area] Revenue

per Product / Service Offering

o Increased Average [business area] Profit per

Product / Service Offering

o Reduced Cycle Time for [business area] New


Build, integrity, accountability, and public trust o Increased Budgeting Accuracy

o Maintained SARBOX Compliance

o Maintained SEC Compliance

o Achieved Diversity Goals

Reinforce market leadership o Reduced Customer Churn %

o Enhanced Customer Growth %

o Reduced Operating Costs

o Maintained / Increased Market Share

o Increased Customer Satisfaction Rating

Better prioritize resources to invest

in growth o Increased Resource Utilization


Diversify products & pricing o Reduced Customer Churn %

o Increased Customer Growth %


o Increased Average Revenue per Customer

o Increased number of Product / Service

Offerings

o Increased number of product packages

o Increased average number of Price Points per


o Reduced Cycle Time for New Product / Service

Offerings

o Reduced Cycle Time for New Price Points

o Increased Close Sale Ratio

o Increased Cross-Sell / Up-Sell Ratio

Financial, Reporting, & Controls Transformation

~ NPV $XX

o ERP Transformation

Increases efficiencies in procurement and finance

Decreases operating costs

o DI & EI Retrofit

Enables realization of benefits from other Financial, Reporting and Controls sub-initiatives

o Reporting & Data Warehousing Phase 1-3

Provides capabilities to increase revenues

Increases operational efficiency

Decreases operational costs

Increases analytical capabilities to determine customer behavior

Decreases revenue leakage

Facilitates compliance with Sarbanes-Oxley and other regulations

Consolidation

~ NPV $XX

o Legacy System Migration to Core Platforms Phase

1-5

Decreases total cost of ownership

Increases revenue from product packages, cross-selling capabilities

Transformation Management

~ NPV $(XXM)

o TM PMO & Change Management

Provides a shorter time to market for projects, products, and services

Increases ease of budget auditing and monitoring

Facilitates effective program coordination

Provides fundamental capabilities to support other projects

o Establish Architectural Review

Promotes a centralized and service-oriented architecture

Subjects projects to more thorough scrutiny

Facilitates more timely project launches


o Implement Release Planning

Facilitates planning

Reduces the number of accelerated releases

Decreases the costs of new releases


o Implement Enterprise Testing


o Identify Implementation Standards


o Roll-Out Policies & Procedures


o Establish Security Architecture

Facilitates compliance with Sarbanes-Oxley and other regulations

Facilitates compliance with firm security standards

Data Infrastructure & Enterprise Integration

~ NPV $XX

o Enterprise Connectivity / Common Services

Reduces development costs for future initiatives

Increases data sharing while promoting a service-oriented architecture

Provides the foundation for future architectural and application changes

o Customer Common Data Services

Provides the foundation for business capabilities Increases the synchronization / consistency of customer data

o Customer Data Transformation

Facilitates achieving the benefits stated in the Customer Common Data Services sub-initiative

o Product Common Data Services

Simplifies the pricing process

Increases pricing accuracy

o Product Data Transformation

Facilitates achieving the benefits stated in the Product Common Data Services sub-initiative

o Order Common Data Services

Provides the foundation and data model to support advanced Order Management applications

Order Management Transformation

~ NPV $XX

o Order Management System Phase 1-2

Provides comprehensive, centralized service

Streamlines the order management process

Improves billing capabilities

Includes rules driven business logic

Centralizes the order management process

o DI & EI Retrofit

Enables realization of benefits from other Order Management sub-initiatives

CRM Transformation

~ NPV $XX

o Implement CRM Phase 1-5

Increases revenue through increased retention rate

Increases revenue through increased activations

Decreases Customer Care costs via central customer self-support

Decreases Customer Care costs through holistic desktop content management tools

Increases productivity of Customer Care staff

Increases revenue through advertising and sales

Increases the speed for activation and payment issue resolution

o DI & EI Retrofit

Enables realization of benefits from other CRM sub-initiatives

Billing System Transformation

~ NPV $XX

o Billing System Upgrade Phase 1-4

Increases revenue from customer renewal, product packages, and pro-ration capabilities

Decreases operational costs

Provides additional functionality, capabilities and services

Provides foundation for Consolidation initiative migrations

Provides an infrastructure that meets auditor requirements

Supports multiple payment methods and processors, cycle billing, cash credits

Provides cost savings for market-specific projects.

o DI & EI Retrofit

Enables realization of benefits from other Billing sub-initiatives

o Billing System Consolidation

Provides updates to the Billing system to migration efforts from legacy systems

Streamlined Organization

Current Organization

Future Organization

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FUTURE ARCHITECTURE

CURRENT ARCHITECTURE

Business Area 2

Business Area 3 Business Area 4

Business Area 1

Customer DevelopmentBiz

Intelligence

System Controls

Authentication

& Authoriz

ation

Detailed Event Collection

Registration

ProductServices

ServiceAssurance

Order Management Billing, Invoicing

and Settlement

ERP

Fulfillment

SecurityMgmt

eCommerce


Intelligence

System Controls

Authentication

& Authoriz

ation


Registration

ProductServices

ServiceAssurance


and Settlement

ERP

Fulfillment

SecurityMgmt

eCommerce


Intelligence

System Controls

Authentication

& Authoriz

ation


Registration

ProductServices

ServiceAssurance


and Settlement

ERP

Fulfillment

SecurityMgmt

eCommerce


Intelligence

System Controls

Authentication

& Authoriz

ation


Registration

ProductServices

ServiceAssurance


and Settlement

ERP

Fulfillment

SecurityMgmt

eCommerce

System Controls

Authentication

& Authoriza

tion

eCommerce

Product

Services

Customer Development

Service

Assurance

ERP

Registration Fulfill

ment

BizIntelligence

Security Management

Billing,

Invoicing

and

SettlementOrder Management

Common Services Management

Encapsulation

Layer

Common

Business

Rules

Product Data

Product

Rules

Mapping

Definition

Customer Data

Data File

Integration Layer

Se

rvic

e R

ou

ter

Service Router

Se

rvic

e R

ou

ter

Service Router

Other Application

Data Stores

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Target Key Capabilities

Billing CRM OrderManagement

FinancialData Infrastructure

& EnterpriseIntegration

BusinessTechnologies

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Reinforce market leadershipReduced Customer Churn % P P P P P P P P P

Enhanced Customer Growth % P P P P P P P P

Reduced Operating Costs P P P P P P P P P

Maintained / Increased Market Share P P P P P P P P P

Increased Customer Satisfaction Rating P P P P P P P P

Better prioritize resources to invest in growthIncreased Resource Utilization P P P P P P P P P

Increased Revenue Growth % P P P P P P P P

Diversify products & pricingReduced Customer Churn % P P P P P P P P P

Increased Customer Growth % P P P P P P P P

Increased Revenue Growth % P P P P P P P P P

Increased Average Revenue per Customer P P P P P P P P P

Increased number of Product / Service Offerings P P P P P P P P

Increased number of product packages P P P P P P P P P

Increased average number of Price Points per Product / Service Offering P P P P P P P P P

Reduced Cycle Time for New Product / Service Offerings P P P P P P P P

Reduced Cycle Time for New Price Points P P P P P P P P P

Increased Close Sale Ratio P P P

Increased Cross-Sell / Up-Sell Ratio P P P P P P P P

Improve performance with a [new product]Reduced Customer Churn % P P P P P P P P P

Increased Customer Growth % P P P P P P P P

Increased Revenue Growth % P P P P P P P P P

Increased Average Revenue per Customer P P P P P P P P P

Reduced Operating Costs P P P P P P P P

Reduced Fixed Costs P P P P P P P P P

Reduced Cost per new user P P P P P P P P P

Increased Market Share P P P P P P P P

Reduced Cycle Time for Product / Service P P P P P P P P P

Increased Customer Satisfaction P P P P P P P P P

Grow contribution from [Business Area]Increased [business area] Revenue Growth % P P P P P P P P P

Reduced [business area] Operating Costs P P P P P P P P P

Increased [business area] Contribution Margin P P P P P P P P

Increased Average [business area] Revenue per Product / Service Offering P P P P P P P P P

Increased Average [business area] Profit per Product / Service Offering P P P P P P P P P

Reduced Cycle Time for [business area] New Product / Service Offering P P P P P P P P

Build, integrity, accountability, and public trustIncreased Budgeting Accuracy P P P P P P P P P

Maintained SARBOX Compliance P P P P P P P P

Maintained SEC Compliance P P P P P P P P P

Achieved Diversity Goals P P P P P P P P P

Initiatives/Benefits

Billing Systems

Transformation

Financial, Reporting

and Controls

Transformation

CRM

Transformation

Ke

y S

tra

teg

ies

Data Infrastructure &

Enterprise Integration

Transformation

ManagementConsolidation

Order

Management

Transformation

IT Assessment & Transformation Roadmap

6

Adoption Strategies & Integration

Mission Alignment

Security

Modernization

People

Financial Efficiency

Initiatives

Opportunities

Challenges

Strategic Goals

Objectives

Priority Actions

Transparency

Accountability

Customer Service Framework

Operational Excellence

Credibility with Stakeholders

Audit Success

Integrated PMO

Strategies

Strategic Plan & Goals Communication Plan

Quick WinsPerformance Measures

7

Managing Change

Regulatory

Customers

Community

Sr. Leadership

IT

Our successful organizational and cultural transformation relies on the support,

investment and commitment of all USMS stakeholders

Law Enforcement Partners

Vendors

Challenges

– Resistance to change

– Staff skills

– Stakeholder buy-in

– Inadequate funding

Approach

– Develop a passion for quality

customer service

– Develop operational

excellence

– Build credibility with

stakeholders

8

USMS Stakeholders

Approach: Quality Customer Service

Account Managers

Improved Tool Suite

Help Desk

Services

Transformation Objectives

– Provide world-class customer

service

– Develop Account Manager role

Approach

– Implement Customer Service

Framework

– Create dedicated Account

Managers

– Deliver consistent IT enterprise

service

– Increase Help Desk

capabilities

– Utilize improved Tool Suite

– Leverage component

partnerships

9

Approach: Operational Excellence

Audit remediation

strategy

Next generation

desktop

capabilitiesBreak Fix:

Remediated

vulnerabilities /

reduced manpower

Inventory

control

Reduced

footprint

Co

ntin

uo

us Im

pro

ve

me

nt

Transformation Objectives

– Stabilize environment

– Modernize and centralize

infrastructure

– Improve security posture

– Promote technology adoption

– Enable USMS mission

through technology

Approach

– Implement equipment

replacement program

– Employ defense-in-depth

architecture

– Achieve audit success

– Establish integrated PMO &

governance

10

Approach: Credibility with Stakeholders

11


12

Keeping the lights on

Using technology to

enable mission needs

Continually evolving IT capabilities

Steady State Operations

Mission Alignment

Modernization

Deliver on

the priorities

you’ve

defined

Stabilize the

environment

Make

enterprise

technology

current


13

Lessons Learned

14

In Plain Sight: Transformation at the U.S. Marshals Service · o Service Orientated Architecture ~...

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