INFORMATION TECHNOLOGY Fundamentals and Foundations for Court Leaders
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Transcript of INFORMATION TECHNOLOGY Fundamentals and Foundations for Court Leaders
1National Association for Court Management
INFORMATION TECHNOLOGYFundamentals and Foundations for Court Leaders
Information TechnologyInformation Technology
Date(s)
Educational Program or SponsorFaculty
1.5 Hour Toolbox
2National Association for Court Management
Information TechnologyInformation Technology
1. Purposes and Context
2. Governance: Leadership and Vision
3. Infrastructure: Court Services and Applications4. Projects
Agenda
3National Association for Court Management
Information Technology Fundamentals
PURPOSES AND CONTEXT
IT Purposes and ContextIT Purposes and Context 11
4National Association for Court Management
Information technology is a tool, not an end unto itself.
Information Technology Curriculum Guidelines
National Association for Court Management
IT Purposes and ContextIT Purposes and Context 11
5National Association for Court Management
Information technology must honor due process and equal protection, independence and impartiality, and the roles that courts and other organizations in the justice system properly play.
Information Technology Curriculum Guidelines
National Association for Court Management
IT Purposes and ContextIT Purposes and Context 11
6National Association for Court Management
Purposes of Courts1. Produce individual justice in individual cases;
2. Give the appearance of individual justice in individual cases;
3. Provide a forum for the resolution of legal disputes;
4. Protect individuals from the arbitrary use of government power;
5. Create a formal record of legal status;
6. Deter criminal behavior;
7. Rehabilitate persons convicted of crime; and
8. Separate some convicted people from society.
Ernie Friesen
IT Purposes and ContextIT Purposes and Context 11
7National Association for Court Management
IT and Purposes
IT Purposes and ContextIT Purposes and Context 11
Purposes and
Responsibilities of Courts
Leadership
Visioning and Strategic Planning
Essential Components
Court Community Communication
Resources, Budget and
Finance
Human Resources
Management
Education, Training and Development
Information Technology Management
Caseflow Management
8National Association for Court Management
Information Technology Outcome Measures
1. Improved processes and productivity;
2. Improved knowledge of the organization
3. Increased communication;
4. Timeliness;
5. Integrity and accuracy; and
6. Dynamic and personal access.
IT Purposes and ContextIT Purposes and Context 11
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1. Improved processes and productivity;
2. Increased communication;
3. Timeliness;
4. Integrity and accuracy; and
5. Dynamic and personal access.
Matching Court Purposes and Technology
IT Purposes and ContextIT Purposes and Context 11
Produce individual justice
10National Association for Court Management
Information Technology Data Measures
1. Integrity and accuracy;
2. Security;
3. Privacy;
4. Ubiquity and access
a. Speed
b. Scaleability
c. Standardization
IT Purposes and ContextIT Purposes and Context 11
11National Association for Court Management
Technology Acceleration
19401930132 mill.
1937 First ElectronicCalculator
1623 First Mechanical Calculator
1823 First Programmable Mechanical Calculator
1853 First Mechanical Computer
1890 US Census Bureau
123 mill.
190076 mill.Est. 50,000
IT Purposes and ContextIT Purposes and Context 11
1600
Babbage’s Difference Engine
Scheutz Difference Engine
18005 mill.
Hollerith Punch Card Computer
1911 IBM FoundedHollerith merges with competitor
Mechanical Era
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1991 World-Wide Web
Technology Acceleration
2000284 mill.
1943: Legacy Systems (mainframe computers)
Thin Client
1971 Email 1992 Public Email
E-Filing
1950’s Digital Imaging (documents)
Video Conferencing
281 mill.
19801970249 mill.227 mill.203 mill.
19601950
Web based
IT Purposes and ContextIT Purposes and Context 11
1992 Public Internet
151 mill.
1984: Distributed ComputingClient Server Applications
CD/Subscription: Legal Resources
1984 EDI 1992 E-Commerce
1990
13National Association for Court Management
Exercise 1
Matching the Purposes of Courts with information technology outcome and data measures
IT Purposes and ContextIT Purposes and Context 11
• Use handout• Take about 5 minutes• Group discussion
14National Association for Court Management
Information Technology Fundamentals
GOVERNANCE: LEADERSHIP, VISION and STRATEGIC PLANNING
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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InfrastructureHardware,
Systems, Software
InfrastructureHardware,
Systems, Software
IT GovernancePolicy, Standards, Funding,Architecture, Organization
IT GovernancePolicy, Standards, Funding,Architecture, Organization
Services &ApplicationsData, Business
Information Technology Foundation
Adapted by Permission of Gartner, Inc.
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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Leadership is the energy behind every court system and court accomplishment.
Leadership Curriculum Guidelines
National Association for Court Management
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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Leaders think about, create, and inspire others to act upon dreams, missions, strategic intent, and purpose.
Leadership Curriculum Guidelines
National Association for Court Management
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
18National Association for Court Management
IT Leadership Principles The Court’s mission and service must drive
technology decisions and priorities;
Technology is not self-justifying;
Organizational change is the key to advancing technology;
Court leaders must understand technology and what it can do for them;
Technologists must understand court processes;
The end users must be involved in planning and development.
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
19National Association for Court Management
What I Know That Ain’t So
Then Now
Technology will make the Courts more efficient
Changing work processes makes the Courts more efficient
Court uniqueness National standards based on similarity
Separate is essential Linked is essential
Mainframes, PCs Distributed, tiered applications
“Waterfall” development “Spiral” development
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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What is Process Reengineering?A discipline that assumes courts must:
Change processes to leverage the potential of technology;
Use technology to drive changes in processes; and Develop measurements and controls for feedback
and continuous improvement.
Process Improvement is reengineering “lite,” or incremental change, usually defined by simplification and streamlining of court work processes. It is easier to promote in conservative and horizontal organizations.
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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Process Reengineering Principles Change will not happen without leadership and
champions; Change for the sake of change is pointless and
dispiriting. Don’t oversell the benefits; Power users are your best advocates. They know the
processes, applications, and pitfalls. They will not get on your side unless they believe in the change; and
Pilot projects always help promote change and discover what we do not know.
See IT Projects, Section 5, for a step by step approach to process reengineering and improvement.
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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IT GovernanceA. Policies
B. Organization
C. Standards
D. Funding
E. Architecture
F. Systems
Someone, somewhere is making decisions about these issues for your court or court organization.
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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IT Trial Court Meta Governance Models
State Centralized
State/Local Distributed
Local Centralized
Local Distributed
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
24National Association for Court Management
Local Distributed State Capitol (AOC)• Enterprise Integration• Judicial Support Systems
Small-Medium County USA
County Government• Enterprise Integration• Infrastructure and Networks• Hardware and Software • Office Automation• Audio and Video • Email
Trial Court• Case Management System• Judicial Support Systems• Public Access Technologies
TX, GA, OH
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
25National Association for Court Management
Idealized IT Leadership Structure
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
Architecture CommitteeStakeholders and IT Representatives
Architecture CommitteeStakeholders and IT Representatives
Budget CommitteeStakeholders, Inter-AgencyBudget Committee
Stakeholders, Inter-Agency
Stakeholders: Policy and StandardsCo-Chairs: IT and Court Leader
Funding Authority
Stakeholders: Policy and StandardsCo-Chairs: IT and Court Leader
Funding Authority
Core MissionCase Management
Management Information
E-FilingDocument Mgmt.
Core MissionCase Management
Management Information
E-FilingDocument Mgmt.
Public Access
WebE-Records
E-CommerceIVR
Public Access
WebE-Records
E-CommerceIVR
Shared Services
Operating SystemsLibrary Tools
EmailWireless
Shared Services
Operating SystemsLibrary Tools
EmailWireless
EnterpriseCriminal Justice
FinanceHuman Resources
EnterpriseCriminal Justice
FinanceHuman Resources
Communities of Interest
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InfrastructureHardware,
Systems, Software
InfrastructureHardware,
Systems, Software
IT GovernancePolicy, Standards, Funding,Architecture, Organization
IT GovernancePolicy, Standards, Funding,Architecture, Organization
Services &ApplicationsData, Business
IT Strategic Planning
Adapted by Permission of Gartner, Inc.
PlanningImplementation
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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Establish Infrastructure/
Software Platform & Development
Approach
Establish Infrastructure/
Software Platform & Development
Approach
IT Long Range Planning:Waterfall Development (older approach)
Identify, Match and Prioritize
Court Services to Needed
Automation
Identify, Match and Prioritize
Court Services to Needed
Automation
Build and TestBuild and Test
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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IT Long Range Planning:Spiral Development (newer approach)
Identify, Match and Prioritize
Court Services to Needed
Automation
Identify, Match and Prioritize
Court Services to Needed
Automation
Establish Infrastructure/
Software Platform & Development
Approach
Establish Infrastructure/
Software Platform & Development
Approach
Build and TestBuild and TestEvaluate, Identify Gaps, Re-Focus on Next Phases
Evaluate, Identify Gaps, Re-Focus on Next Phases
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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Life Cycle ManagementFeasible lifespan of systems and infrastructure
NEW: Provision of connectivity, peripherals and support systems; ideally state of the art.
USED or DATED: Maintenance, updates, revisions and needed changes. Includes software licensing, new security features, increased connectivity and data exchange, software revisions and patches
OBSOLETE: Cyclical replacement of old hardware and infrastructure, strategic replacement of systems and applications
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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Disaster Recovery, Redundancy and Contingency PlanningAs dependency on technology grows, user tolerance for failure decreases.
Weigh Risk and CostBe careful of what you ask for, you may pay for it.
Do it EarlyDisaster and recovery plans may influence your strategic, infrastructure and systems choices.
Think in terms of Manageable PiecesHow much failure can the organization tolerate. One size may not fit all
IT Governance: Leadership, Vision and Strategic PlanningIT Governance: Leadership, Vision and Strategic Planning 22
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Information Technology Fundamentals
INFRASTRUCTURE, COURT SERVICES AND APPLICATIONS
IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications 33
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InfrastructureHardware,
Systems, Software
InfrastructureHardware,
Systems, Software
IT GovernancePolicy, Standards, Funding,Architecture, Organization
IT GovernancePolicy, Standards, Funding,Architecture, Organization
Services &ApplicationsData, Business
Adapted by Permission of Gartner, Inc.
IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications 33
Drivers
Backbone
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Network Questions
Can’t I just trust my IT professionals?
The State handles everything, why do I need to know this?
The County IT department seems to make all network decisions, they fund IT anyway. Why do I need to know this?
Do I care if we seem to be all Microsoft, all the time?
IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications 33
34National Association for Court Management
Information Technology ArchitecturesNo architecture is mutually exclusive, many overlap.
Legacy (mainframe)
Stand Alone
Client Server (2 and 3-tiers)
Data Warehouse Systems
Mediated Systems
Internet/Intranet Architectures
Web Services
Service Oriented Architecture (n-tier)
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
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Service Oriented Architecture
Cultural Shift to thinking about technologies as tools to provide services to users and the public;
Introduction of the term “channel,” ways that users access information;
Enterprise response to users and the public drove a rethinking about horizontal vs. vertical (silos) information, distributed computing, shared services, and integrated systems;
Synthesis of many architectures.
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
36National Association for Court Management
Conceptual Court Service Architecture
IT Governance
Infrastructure
Public/Attorneys/Justice Participants/Court Users
Data Shared Services
Business and Logic
Public Access
Integration
Channels
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
37National Association for Court Management
Court Services and Applications
Web PortalAccess to Records
PublicPublicAccessAccess
E-FilingE-Documents
CoreMission
CoreMission
AudioAudioVideoVideo
SharedSharedServicesServices
Case ManagementJury Management
IVRE-Commerce
Video ConferenceRecordingAssistive Listening
Office ToolsEmail
Operating SystemsIdentities
EnterpriseEnterprise Fiscal CJISProcurement HR
Web PortalAccess to Records
PublicPublicAccessAccess
E-FilingE-Documents
CoreMission
CoreMission
AudioAudioVideoVideo
SharedSharedServicesServices
Case ManagementJury Management
IVRE-Commerce
Video ConferenceRecordingAssistive Listening
Office ToolsEmail
Operating SystemsIdentities
EnterpriseEnterprise Fiscal CJISProcurement HR
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
38National Association for Court Management
Core Mission
Critical to the Court’s primary function – to process cases from filing through to disposition and enforcement of orders.
Case management
Jury management
E-Filing
Electronic document management (EDM)
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
39National Association for Court Management
Case Management, Mission Critical
NOTES 2002
Washington County 40% TMA; 56% DUI within time standard.
FY03 – 894 cases
filed: (1,493 – TMA)
(1,943 – 21-902)
Trial results based on %factors in FY03
Traffic Case Activity Report
* Note that Fallout
Rates are based on the 2002 Caseflow
Assessment and on the average times between
each case event.
Average scheduled time from Citation to Trial: 67-82 days
Trial Date set at Case and Docket Entry
Time Between Events
Fallout Rate
Significant Events 1
Traffic Citation Md Rule
4-201
2 Batch
Citation Mailing
4 TRIAL
3 Case and
Docket Entry
5 Body Attach/
Bond/ License
Suspended
Mailed directly to Maryland Automated
Traffic System (MATS) Processing Center by
law enforcement agencies.
Case has not yet been docketed.
Treated as Issuance of Charging Document
according to MD Rule 4-201
Cases considered misdemeanor petty
offenses, unless arrest made for associated
criminal charges (see Criminal case process)
7% (63 cases) FY03 Jury Trial Prayer Reassignment to
Circuit Court for Jury Trial
MD Rule 3-505
Filing of Charging Document
MD Rule 4-211
Citation and docket entry at MATS
Trial date set in
coordination with enforcement officers’
(witnesses) schedules
Primary sanction for non-payment of fine or FTA at
trial/hearing.
Enforcement by MD Civil Rules 3-631: 3-647
8B Motion to
Alter/Amend Judgment
Md Rule 4-331
8A Motion for New Trial
Md Rule 4-331
8C Appeal Md Rule 3-535
Within 30 days of judgment
82 TMA; 72 Payable at 67 days
60 TMA; 46 Payable
at 90 days
100 TMA 100 DUI
100 TMA 100 DUI
99 TMA 98 DUI
Within 7 days; usu. same week; MD Rule 4-211
states “promptly” Within 30 days of
Sentence
10 days after entry of
judgment
30 –45 days Judgment Enforcement Within 30-45 days
6 Sentence/ Probation/
Fine
Release after conviction
MD Rule 4-349
Traffic Payable
If Citation is paid by this event, a trial is not scheduled and the
defendant receives no notice.
MODEL TRAFFIC FLOW CHARTWashington County, MD
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
40National Association for Court Management
Case Management Systems
CasetypesAppellate, criminal, civil, domestic relations, juvenile, traffic, probate and specialized courts (drug, community);
ArchitecturesInclude legacy, stand alone, client server, Internet/intranet, and service oriented architectures;
Enterprise Links Many systems have been linked with enterprise architectures, such as criminal justice information systems, that include data warehouses and mediated systems.
Any system that records and tracks court cases electronically. Generally, they are subdivided by casetypes:
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
41National Association for Court Management
Public Access Technologies
Website portals
Electronic access to court records (Internet and public access workstations)
E-commerce
Interactive voice response (IVR) and database applications
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
42National Association for Court Management
Presence
Cyberspace Placeholder
Presence
Cyberspace Placeholder
Interaction
Channel Exploration
Interaction
Channel Exploration
Transaction
Channel Development
Transaction
Channel Development
Transformation
Channel Exploitation
Transformation
Channel Exploitation
2005
Popular E-Government ModelA channel is an electronic mechanism to access government or conduct government business.Are channels key to the court’s mission?
Gartner, Inc.
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
43National Association for Court Management
Website Portal Example
http://www.judiciary.state.nj.us/
Site Index
Large Menu3 Clicks Max.
1 Click to Search Cases
News and Community
1 Click to Pay Fines
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
44National Association for Court Management
Enterprise Applications
Criminal justice information systems (CJIS)
Problem solving court systems
Child support systems
Finance and accounting
Procurement and inventory
Human resources
Cross-jurisdictional, linked applications that build on Shared Services. Enterprise systems are architectures that link previously separate systems, allowing data exchange.
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
45National Association for Court Management
CJIS and Problem Solving SystemsMediated Approach
Police BookingPolice Booking
Federal and State Criminal History
Federal and State Criminal History
ProsecutorProsecutor
SheriffSheriff
Probation and Pretrial
Probation and Pretrial
Court Case Management System
Court Case Management System
Treatment ProvidersTreatment Providers
XMLMiddleware
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
46National Association for Court Management
Shared ServicesServices that are provided to more than one department through a single service provider (internal or external)
Departments can work together in Communities of Interest to identify needs and requirements, and determine technological solutions
Common data and tool sets
Help desk operations
Improved quality and control
Better management of public and staff data and data exchange/retrieval
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
47National Association for Court Management
Shared Services
Identities
Operating systems
Office automation systems
Judicial support and bench book applications
Geographic information systems (GIS)
Customer service – customer resource management (CRM)
Application Security
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
48National Association for Court Management
On-Line Self Help Center
http://www.courtinfo.ca.gov/selfhelp/
Seniors
Legal Help
PFA
Languages
Traffic
Small Claims
Family
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
49National Association for Court Management
Audio and VideoPrimarily technologies used in the courtroom, although increasingly in basic office tasks
Video conferencing
Audio and video recording
Evidence presentation
Assistive listening technologies
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
Public AccessPublic Access
Core MissionCore Mission
Audio VideoAudio Video
Shared ServicesShared Services
EnterpriseEnterprise
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
50National Association for Court Management
Basic Courtroom Audio Video Setup
Monitors
Screen
Evidence
Jury
Cameras
Judge
Attorneys
Clerk
33IT Infrastructure, Court Services and ApplicationsIT Infrastructure, Court Services and Applications
51National Association for Court Management
IT ProjectsIT Projects 44
Information Technology Fundamentals
PROJECTS
Identify, Match and Prioritize
Court Services to Needed
Automation
Identify, Match and Prioritize
Court Services to Needed
Automation
Establish Infrastructure/
Software Platform & Development Approach
Establish Infrastructure/
Software Platform & Development Approach
Build and TestBuild and TestEvaluate, Identify Gaps, Re-Focus on Next Phases
Evaluate, Identify Gaps, Re-Focus on Next Phases
Identify, Match and Prioritize
Court Services to Needed
Automation
Identify, Match and Prioritize
Court Services to Needed
Automation
Establish Infrastructure/
Software Platform & Development Approach
Establish Infrastructure/
Software Platform & Development Approach
Build and TestBuild and TestEvaluate, Identify Gaps, Re-Focus on Next Phases
Evaluate, Identify Gaps, Re-Focus on Next Phases
52National Association for Court Management
IT ProjectsIT Projects 44
ProjectsStrategic Principles
Plan for Versions/ Releases, not the
Big Bang
Plan for Versions/ Releases, not the
Big Bang
6 Month Development Increments
6 Month Development Increments
Constant Development,
Migration, Rollout
Constant Development,
Migration, Rollout
Pilot New Projects With a High Performance
Group
Pilot New Projects With a High Performance
Group
Budget Hardware, Software
Replacement
Budget Hardware, Software
Replacement
Spiral ApproachPlan, Build, Test,
Rollout, Fix..Repeat
Spiral ApproachPlan, Build, Test,
Rollout, Fix..Repeat
1
2
3
4
5
6
53National Association for Court Management
Failed23%
Challenged49%
Succeeded28%
IT ProjectsIT Projects 44
Project FailureDoes It Need to Be A Nightmare?
Project Resolution 2000
Data from Extreme Chaos, The Standish Group International, Inc. 2001
The CHAOS Ten
Executive Support 18
User Involvement 16
Experienced Project Manager 14
Clear Business Objectives 12
Minimized Scope 10
Standard Software Infrastructure 8
Firm Basic Requirements 6
Formal Methodology 6
Reliable Estimates 5
Other 5
Each factor has been weighted according to its influence on a project’s success. The more points, the lower the project risk.
54National Association for Court Management
IT ProjectsIT Projects 44
Project ManagementSystem Lifecycle
1. Leadership Initiation and Funding Sources2. Feasibility, Alternatives Analysis3. Functional Requirements and Conversion Analysis4. System Design and Specifications5. Procurement6. BUILD – Development7. Testing8. Training9. User Acceptance10. ROLLOUT11. System and Performance Review
55National Association for Court Management
IT ProjectsIT Projects 44
Project ManagementRisk Management Checklist
Independent verification and validation User review, testing, acceptance and training Performance based contracts and specifications Court ownership of CODE (major systems) Written PLANS for:
• Security• Systems Integration• Data Migration• Operations/Maintenance• Downtime Contingencies• Disaster Recovery
56National Association for Court Management
CO
UR
T
DE
VE
LO
PE
R
IT ProjectsIT Projects 44
Project ManagementThe Team: Contracted Developer
Stakeholders4x per project
Stakeholders4x per project
Court Project Manager
Daily
Court Project Manager
Daily
IT AnalystsDaily and Biweekly
IT AnalystsDaily and Biweekly
Vendor Project Manager
Daily
Vendor Project Manager
Daily
Vendor Project Director
4x per project
Vendor Project Director
4x per project
ProgrammersBiweekly
ProgrammersBiweekly
Senior AnalystBiweekly
Senior AnalystBiweekly
Senior DeveloperBiweekly
Senior DeveloperBiweeklyCOIs
Power User GroupBiweekly
COIsPower User Group
Biweekly
57National Association for Court Management
CO
UR
T
IT ProjectsIT Projects 44
Project ManagementIn-House Team
Stakeholders4x per project
Stakeholders4x per project
Court Project Manager
Daily
Court Project Manager
Daily
Independent Industry Analyst/Consultant
Biweekly (luxury)
Independent Industry Analyst/Consultant
Biweekly (luxury)
ProgrammersBiweekly
ProgrammersBiweekly
Senior AnalystsBiweekly
Senior AnalystsBiweekly
Senior Developer Project Manager
Daily
Senior Developer Project Manager
Daily
COIsPower User Group
Biweekly
COIsPower User Group
Biweekly
IT Director4x per projectIT Director4x per project