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ODOT Information SystemsIT Strategic Plan Framework2006–2010

IT Executives Breakfast Group

October 26, 2006

[email protected]

Ben Berry, CIOOregon Department of

Transportation

2 ODOT Information Systems: Strategic Plan Framework

ODOT IS Strategic Planning Initiative

2002Statewide Enterprise IRM Plan

PastODOT IT Strategic

Plans

State ITDirection

ODOT Strategic Direction

ODOT Business

Plan

BusinessDirection

BusinessGoals

Tactical Plans and Project Portfolios

Results

IT Projects

2005Statewide Enterprise IRM Plan

Tre

nd

s

NEWSIT Strategic Planning

Inputs and Information Flow

2006-2010 IT Strategic Plan

ODOT IT

Strategic

PlanWorkshop and Interviews with IS Leaders

Workshop and Interviews with COI Leaders

Strategic Planning Scorecard

ODOT Strategic Goals and Outcomes

Adjustments

Results

ODOT COI IRM Plans

TransDMVMC

Central

Services

BusinessOpportunities


ODOT Business and Technology

Demographics


Wrestling with 21st Century Issues

New Economic Reality

Globalization in three dimensions

24 x 7

Continuous Improvement

Prerequisites for Success

Business Environment

• Strategic Thinking has become a prerequisite to success.

• We’ve seen the business environment become far “tougher” and far less forgiving of mediocrity.

• Products & services being sold where income is higher• Production moving to where labor costs are lower• Labor moving to where wages are higher

• We operate in a new economic reality, one of rapid change. Change in IT, in networked organizations, in knowledge workers “carrying the business around in their heads, and in globalization.

• Thinking strategically is not a once a year event. Rather, management team must think strategically 24x7

• Chaos of our 21st Century is continuous. It isn’t waiting patiently for your next planning cycle. If management is not constantly thinking strategic, then your organization is vulnerable.


IT

Business-IT Alignment is Elusive

Business


IT Strategic Planning Drives Business-IT Alignment

ITBusiness


Communities of Interest (COI) Builds Collaboration!

InformationTechnology

BusinessStrategy


Co

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un

itie

s o

f In

tere

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IT PlanFramework

BusinessResults

BusinessSystems

ISReadiness

State Legislation | Federal Mandates | Citizen Expectations | Industry Demands

IRM Projects

Community ofInterest Needs

Drive

Drive

ODOT K ey Strategies

CommonBusiness Needs

IT StrategiesIT Strategic

Projects

Map

Drive

Support

Organization Key Strategies

Common Business Needs

ITStrategies


Situation Analysis

Objectives

Strategies

The Traditional Strategic Planning Process

• Internal good news

(strengths)• Internal bad news

(Weaknesses)

• External good news (Opportunities), and

• External bad news (Threats)

Mission Statement

“2-dimensional”


SWOT Analysis: Strengths, Weaknesses Opportunities & Threats

External FactorsExternal Factors

InternalInternalFactorsFactors

Opportunities ThreatsOpportunities Threats

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S

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sW

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Str

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Strategies Built on Strength

DefensiveStrategies


Internal Weaknesses Score

Bell-shaped Curve“The Law of Things”

0 2 5 8 10

Weaknesses Strengths

Internal Strengths Score

Competitive Parity


The Hockey Stick Curve “What are you doing that’s different?”

Revenues at 10% growthCustomer Service to top 90%All of a sudden improvement?

Growth from single digits to double digits generally does not happen because someone or even everyone does a better job at doing the same old thing!


The Hockey Stick Curve “Two Rules of Thumb”

2. A sudden improvement from low single-digit to double-digit growth (represented by the hockey stick curve) comes from doing something different.

1. If you do what you’ve always done, you’ll get what you’ve always gotten.


ODOT IS SWOT Analysis: Strengths, Weaknesses Opportunities & Threats

Strengths A highly skilled workforce Cost-effective, stable, robust and secure computing environment Good internal IT processes and governance established Organizational structure and work ethic that reinforces customer service Enterprise-wide process improvement ethic Established E-Government section Best of Class Intelligent Transportation Systems

Weaknesses Barriers to efficient IT contracting IRM Plan and budget disconnects An increasing percent of budget is needed for baseline

Operations and Essential Maintenance. Need to better identify IT expenses within business line budgets Need to better leverage resources and skills across Information

Systems sections Long learning curves and reinvention because of high

management turnover, in both in businesses and in IT

Opportunities Integrated financial management information system Enterprise data management Interagency data sharing and collaboration Document management Closer integration of engineering, technology, and geographic information

systems with other systems Integrate project delivery systems (e.g. PDWP, PCS) Potential federal investment in programs such as OWIN Business continuity planning Efficiency gains through standardization, centralization and external

partnering where feasible Empower customer innovation using IT while still maintaining the integrity

of the central IT systems New methods and technologies for faster, more agile IT service delivery Maturing business planning practices that help IT align to business goals New chart of accounts helps identify IT expenses across departments.

Threats Funding and headcount is flat but workload and costs are

increasing significantly. Maintaining a complete and skilled workforce in spite of high

retirement eligibility, external opportunities, and uncompetitive IT compensation

State-level initiatives take on high priority, impacting ability to deliver internal projects

Current contracting practices impede ability to use external resources effectively (for example SMARTBUY)

IT focus could be diluted because of changing culture and because ODOT is broadening into new businesses such as mobility, economic stimulus, asset management, Connect Oregon, and Connect Rail

IS must be more nimble in order to respond quickly to changing business needs

Unproven service levels and cost model from the SDC may impact the ability to maintain

Agency IT expense comparisons by the Legislature.


Key Internal Factors

• Move to State Data Center (SDC). A move is underway to a consolidated statewide data center that will act as an outsourced service provider. ODOT Technology Management will have to manage the SDC to meet ODOT needs rather than providing some services to COI’s directly.

• Mandated Projects. An increasing number of projects are driven primarily by mandates and standards that must have Federal government compliance. One example is the Real ID Act.

• Flat IT Budget. The demand for IT services is rising as the COI’s are taking on more new projects, but the IT budget is flat.

• IS Staff Turnover. ODOT-IS is expecting to lose key staff due to transfers to the SDC, high rates of retirement and other factors.

• Aging Systems. Aging IT infrastructure requires an increasing share of the budget for operations and maintenance, and poses an increasing risk of failure due to inability to adapt to growing loads and changing business requirements.

• Statewide Initiatives. The number of statewide projects is increasing, requiring more collaboration across agencies, communication and coordination.


Key External Factors• Internet Opportunities and Expectations. The web has become a major tool for

conducting business, providing opportunities to reduce cost and improve customer service. However, it has also elevated customer expectations for constant access and ease of use.

• New System Delivery Efficiencies. New technologies for software development, such as UML (unified modeling language) and Agile, are showing excellent results in reducing development time and improving software quality.

• New Standards for Interoperability. Innovations for sharing data in a more standard way, such as service oriented architectures and XML (extensible markup language), may reduce development effort, improve interoperability and produce higher quality applications.

• Opportunities from Open Source Solutions. For certain applications, open source software is high quality, reliable and cost-effective.

• Business and Public Expectations. The public and business have high expect-ations for real time, easy access to government, including outside of normal business hours.

• Increasing Accountability on Public Dollars. There is growing concern about the total cost of government, increasing existing pressure to be very efficient and accountable with the public's dollars.

• Need to Share Information Across Agencies. There is a strong push rapidly to increase coordination and data sharing between government entities, for example to increase security and combat terrorism.


The Traditional Strategic Planning Process (cont’d)

• Declares what business the organization is in and

• What specific benefit the organization provides to its customers

Situation Analysis

Objectives

Strategies

Mission Statement


ODOT Key Business StrategiesODOT’s mission is “to provide a safe, efficient transportation system that supports economic opportunity and livable communities for Oregonians.” ODOT has seven key strategies for fulfilling this mission. They are:

The seven ODOT Key Strategies form the highest level in the strategy map. ODOT-IS can make significant contributions to these key strategies, so they framed the IS planning team's further strategic planning.

• Provide outstanding customer service. • Use innovative program design and technologies to solve

transportation problems.• Improve the return on investment of transportation funds.• Attract, retain and develop an outstanding ODOT workforce.• Engage the public, other state agencies, local governments, business

and community leaders in solving transportation problems and planning for the future.

• Increase intermodal linkages to improve access for people and goods.• Communicate, educate and inform the public about transportation

issues.


ODOT IS Mission Statement

The mission of Information Systems is to enable people to deliver ODOT products and services by putting sustainable business and technology solutions in their hands.


The Traditional Strategic Planning Process (cont’d)

• Are quantified measurements of success

• They address “Where do we wish to arrive, and when?”

• They characterize the management team’s vision of the desired future state

• They are quantified so we can measure our arrival at the future state

Situation Analysis

Objectives

Strategies

Mission Statement


Business NeedsB1Information Exchange: We need to quickly and easily engage external partners and customers in real-time information exchange (G2G, G2B and G2C).

B2Agility: We need to respond quickly and easily to changing business requirements and new State and Federal requirements

˜ ˜ ˜ ˜

B3Risk Mitigation: We need to mitigate risks from inefficient and vulnerable business systems.

˜

B4IT ROI: We need to maximize the business value of each dollar invested in IT and minimize IT operational expenses.

˜ ˜ ˜ ˜

B5Internal Processes: We need to have internal processes that are well designed, efficient, integrated, easily implemented and easily changed.

˜ ˜ ˜ ˜ ˜ ˜

B6IS Service Delivery: We need to preserve or improve current IS service levels through the transition to the SDC and beyond.

˜

B7Web-based Service Delivery: We need to deliver more services electronically and through the Inter-, intra-, and extra- net

˜ ˜ ˜ ˜ ˜ ˜

B8Information Assets: We need fast and easy access to reliable information to support good business decisions. We must manage our information and data as a valuable enterprise asset.

˜ ˜ ˜ ˜ ˜ ˜

B9GIS Integration: We need to make GIS information easy to reference and integrate in our processes.

˜ ˜ ˜ ˜

B10

Wireless: We need to support a mobile workforce by providing wireless and interoperable access to voice, video, and data

˜ ˜ ˜

B11

Workforce Collaboration: We need tools that will improve collaboration among our workforce, partners and suppliers

˜ ˜ ˜ ˜ ˜

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Key Goals


The Traditional Strategic Planning Process

• The activities that the organization will implement to achieve its objectives (desired future state)

• Strategies answer the question, “How do we get from here to there?”

Situation Analysis

Objectives

Strategies

Mission Statement


S1Electronic Data Exchange: Common, shared architecture, toolkit and processes for system to system data exchange of business transactions with ODOT's business partners

˜ ˜ ˜ ˜

S2Collaboration Tools: Suite of standard collaboration tools and services that is supported and easy to access ˜ ˜ ˜

S3

Access Architecture: Standard architecture and infrastructure for access to information and applications by staff and partners, including access management, authentication, security, and balance between security and ease of access

˜ ˜ ˜ ˜ ˜

S4ODOT Enterprise Architecture: An enterprise IT architecture that aligns business and IT, reduces costs, improves agility and increases shared services and reuse

˜ ˜ ˜ ˜ ˜ ˜

S5Data Management: A common infrastructure that manages enterprise data through its entire information life cycle, including archiving, warehousing, mining, and creating appropriate metadata

˜ ˜ ˜ ˜

S6Rapid Development and Deployment: An understanding of what rapid development and deployment means to each COI, as a foundation for further action by ODOT-IS

˜ ˜ ˜

S7Process Modeling Services and Skills: Analysts with excellent skills, methods, and standard tools for business process analysis, for use on IT projects and offered as a standalone service to COIs

˜

S8Document Management and Workflow: Electronic workflow, document and process management infrastructure that allows ODOT-IS customers to quickly automate key business processes

˜ ˜ ˜ ˜ ˜

IT Strategies

B1:

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Exc

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B2:

Ag

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B3:

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B4:

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B6:

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B7:

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B9:

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B10

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IT Strategies

B1:

Info

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Exc

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B2:

Ag

ility

B3:

Ris

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B4:

IT R

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B5:

Inte

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Pro

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B6:

IS S

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B7:

Web

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B8:

Info

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Ass

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B9:

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B10

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S9

IS Service Model: A new IS service level management model and supporting systems that take into account shared SDC services and deliver a stable IT infrastructure that is responsive to business needs

S10 GIS Application Integration: Skills, interfaces, and resources needed to integrate GIS information with our systems

S11 Wireless Infrastructure: A wireless communication infrastructure that meets ODOT business needs and statewide requirements

S12

Research and Development: Research, standards, and processes for evaluating and implementing technologies such as the following, when justified by costs and benefits: open source technology, radio frequency identification (RFID), wireless 802.11 Wi-Fi, voice over IP (VOIP), desktop video conferencing

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Integrated Strategy Map• A strategy map creates a clear picture and map that will lead

an organization step-by-step to strategic results. It helps an organization optimize its project portfolio for strategic results. The full strategy map for ODOT-IS is shown on the following pages in three parts.

• The ODOT IT Strategy Map itself shows ODOT's Key Strategies, Business Needs, IT Strategies, and the relationship between them.

• Strategy Score Card shows the measures and goals to levels of the map.

• Strategy Project Portfolio shows the projects relating to the needs and strategies on the map.


IT Strategy MapODOT Key Strategies

IT Strategies

Business Needs

Line of BusinessApplicability


ODOT-IS Strategy Map

ID

K1 Provide outstanding customer service COI Importance

K2 Use innovative program design and technologies to solve problems 0-4 Scoring

K3 Improve the return on investment of our transportation funds 4 Highest

K4 Attract, retain and develop an outstanding ODOT workforce 0 None

K5 Engage others in solving transportation problems and planning the future

K6 Increase intermodal linkages to improve access for people and goods

K7 Communicate, educate and inform the public about transportation issues

B1Information Exchange: We need to quickly and easily engage external partners and customers in real-time information exchange (both G2B and G2C).

4.6 4.0 4.0

B2Agility: We need to respond quickly and easily to changing business requirements and new State and Federal requirements

4.0 5.0 4.0

B3 Risk Mitigation: We need to mitigate risks from inefficient and vulnerable business systems 4.4 3.0 4.0

B4IT ROI: We need to maximize the business value of each dollar invested in IT and minimize IT operational expenses.

4.4 3.5 3.0

B5Internal Processes: We need to have internal processes that are well designed, efficient, integrated, easily implemented and easily changed.

4.8 3.0 2.0

B6IS Service Delivery: We need to preserve current IS service levels through the transition to the SDC and beyond.

4.6 4.0 5.0

B7Web-based Service Delivery: We need to deliver more services electronically and through the Inter-, intra-, and extra- net

4.2 2.0 5.0

B8Information Assets: We need fast and easy access to reliable information to support good business decisions. We must manage our information and data as a valuable enterprise asset.

4.2 3.0 3.0

B9 GIS Integration: We need to make GIS information easy to reference and integrate in our processes. 3.2 1.5 2.0

B10Wireless: We need to support a mobile workforce by providing wireless and interoperable access to voice, video, and data

3.6 1.5 2.0

B11Workforce Collaboration: We need tools that will improve collaboration among our workforce, partners and suppliers

3.8 2.0 2.0

B1

B2

B3

B4

B5

B6

B7

B8

B9

B10

B11

S1Electronic Data Exchange: Common, shared architecture, toolkit and processes for system to system data exchange of business transactions with ODOT's business partners

S2Collaboration Tools: Suite of standard collaboration tools and services that is supported and easy to access

S3

Access Architecture: Standard architecture and infrastructure for access to information and applications by staff and partners, including access management, authentication, security, and balance between security and ease of access

S4ODOT Enterprise Architecture: An enterprise IT architecture that aligns business and IT, reduces costs, improves agility and increases shared services and reuse

S5Data Management: A common infrastructure that manages enterprise data through its entire information life cycle, including archiving, warehousing, mining, and creating appropriate metadata

S6Rapid Development and Deployment: An understanding of what rapid development and deployment means to each COI, as a foundation for further action by ODOT-IS

S7Process Modeling Services and Skills: Analysts with excellent skills, methods, and standard tools for business process analysis, for use on IT projects and offered as a standalone service to COIs

S8Document Management and Workflow: Electronic workflow, document and process management infrastructure that allows ODOT-IS customers to quickly automate key business processes

S9IS Service Model: A new IS service level management model and supporting systems that take into account shared SDC services and deliver a stable IT infrastructure that is responsive to business needs

S10GIS Application Integration: Skills, interfaces, and resources needed to integrate GIS information with our systems

S11Wireless Infrastructure: A wireless communication infrastructure that meets ODOT business needs and statewide requirements

S12Research and Development: Research, standards, and processes for evaluating and implementing new technologies, when justified by costs and benefits.

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ODOTIT Strategy Map


ID

K1 Outstanding customer service

K2Innovative program design and technologies

K3 Improve the ROI on transportation funds

K4 Outstanding IT workforce

K5 Engage others

K6 Increase intermodal linkages

K7 Communicate transportation issues

B1 Information Exchange Improvement on annual survey of COI's

B2 Agility Improvement on annual survey of COI's

B3 Risk Mitigation Improvement on annual survey of COI's

B4 IT ROI Improvement on annual survey of COI's

B5 Internal Processes Improvement on annual survey of COI's

B6 IS Service DeliverY Improvement on annual survey of COI's

B7 Web-based Service Delivery Improvement on annual survey of COI's

B8 Information Assets Improvement on annual survey of COI's

B9 GIS Integration Improvement on annual survey of COI's

B10 Wireless Improvement on annual survey of COI's

B11 Workforce Collaboration Improvement on annual survey of COI's

S1 Electronic Data Exchange 1. Solutions assessed, POC completed andplan of action approved by 3/1/07

S2 Collaboration Tools 1. Suite of tools and services in place by 3/1/07

S3 Access Architecture1. Tivoli adopted as standard and POC completed by 6/1/072. Roadmap for update of existing applications developed by 6/1/073. Migration of old applications started by 6/1/07

S4 ODOT Enterprise Architecture 1. High level assessment complete by 7/5/06

S5 Data Management1. Data management governance, tools and best practices established within transportation and central services by date specified in FMARS implementation plan2. Alignment with data classification standard assessed by 6/1/07

S6 Rapid Development and Deployment1. Research complete by 9/1/062. Assessment with each COI complete and recommendations approved by <TBD>

S7 Process Modeling Services and Skills 1. Standard tools and training provided by 12/29/06

S8 Document Management and Workflow1. Doc management and workflow standard and infrastructure implemented by 12/29/062. ODOT enterprise doc management strategy created by 9/29/06

S9 IS Service Model1. LOA with SDC to sustain current service levels executed by 6/1/062. New management model, skills and tools implemented by 7/5/073. Scope of SLAs expanded by 7/5/07

S10 GIS Application Integration1. Governance systems integrated by 6/30/062. First instance of improved delivery of GIS capabilities to a business app done by 4/06

S11 Wireless Infrastructure

1. Internal wireless network security approach verified by 7/5/062. Infrastructure for ODOT wireless communication implemented by 9/1/063. Stds. and architecture for ODOT internal wireless communication defined by 10/2/064. OWIN completed by 1/1/12

S12 Research and Development

1. Determine ODOT's role in the CIO council's Open Source COP by 7/5/062. Establish IS organizational responsibilities for open source management by 12/31/063. Serve on OSU Community Open Sourcing for the Coho Enterprise Help Desk Project4. Establish RFID pilot for IT Asset Locator by 3/31/07

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ODOTStrategy Scorecard

Gap

Present Performance

Target Performance


StrategicProject

PortfolioNeed is a major project driver

Need is a secondary project driver

Project contributes to strategic vision

Project benefits from delivered strategy


•Traditional Level •ODOT-IS Level

Strategic Goals•ODOT Key Strategies

Strategic Deliverables to the Customer

•Business Needs

Required Systems and Business Processes

•IT StrategiesRequired Skills and Cultural AdjustmentsODOT customized some of the balanced scorecard concepts to fit the role of ODOT-IS as a service provider in a government department. The IS planning team's strategy map has 3 levels instead of the traditional 4 shown above.


COI “Needs” Report Card• COI Results

• Summary Results

• How Will Results Be Used?• Prioritization

• Account for Plan adjustments

• Establish baseline for measurement

Long-Term Importance to COI Business Needs COI’s Satisfaction with ODOT-IS Progress Toward Enabling Long-Term Capability

None Low Mid High Highest Very Low

Low Fair Good Excellent

1 2 3 4 5 B1 Information Exchange: We need to quickly and easily engage

external partners and customers in real-time information exchange (both G2B and G2C).

1 2 3 4 5

1 2 3 4 5 B2 Agility: We need to respond quickly and easily to changing

business requirements and new State and Federal requirements. 1 2 3 4 5

1 2 3 4 5 B3 Risk Mitigation: We need to mitigate risks from inefficient and

vulnerable business systems. 1 2 3 4 5

1 2 3 4 5 B4 IT ROI: We need to maximize the business value of each dollar

invested in IT and minimize IT operational expenses. 1 2 3 4 5

1 2 3 4 5 B5 Internal Processes: We need to have internal processes that

are well designed, efficient, integrated, easily implemented and easily changed.

1 2 3 4 5

1 2 3 4 5 B6 IS Service Delivery: We need to preserve current IS service

levels through the transition to the SDC and beyond. 1 2 3 4 5

1 2 3 4 5 B7 Web-based Service Delivery: We need to deliver more services

electronically and through the Inter-, intra-, and extra- net. 1 2 3 4 5

1 2 3 4 5 B8 Information Assets: We need fast and easy access to reliable

information to support good business decisions. We must manage our information and data as a valuable enterprise asset.

1 2 3 4 5

1 2 3 4 5 B9 GIS Integration: We need to make GIS information easy to

reference and integrate in our processes. 1 2 3 4 5

1 2 3 4 5 B10 Wireless: We need to support a mobile workforce by providing

wireless and interoperable access to voice, video, and data. 1 2 3 4 5

1 2 3 4 5 B11 Workforce Collaboration: We need tools that will improve

collaboration among our workforce, partners and suppliers. 1 2 3 4 5


Report Card Baseline


Examine the Current Business Model

Look Beyond the Current Business Model

Design the “Grand Strategy”

Develop a Compelling Vision

Assure Enablers of Strategy- Intellectual capacity- Processes- Organizational structure

Set Objectives to Measure Success

Design a Monitoring Process for Sustainability

- Technologies- External relationships- Capital resources

Can a strategic framework make the

difference in realizing the goal of competitive advantage or best-in-

class service delivery?


IT Strategic Plan

ODOT Information SystemsIT Strategic Plan Framework

2006-2010

…IT Strategy Map…

…IT Strategy Plan…

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