Team A SaaS Strategy. 2 What is a strategy? “Strategy is the direction and scope of an...
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Transcript of Team A SaaS Strategy. 2 What is a strategy? “Strategy is the direction and scope of an...
Team A SaaS Strategy
2
What is a strategy? ““Strategy is the Strategy is the directiondirection and scope of an and scope of an
organization over the organization over the long-termlong-term: which achieves : which achieves advantagesadvantages for the organization through its for the organization through its configuration of resources within a challenging configuration of resources within a challenging environmentenvironment, to meet the needs of , to meet the needs of marketsmarkets and fulfill stakeholder expectations.” and fulfill stakeholder expectations.”
“A strategy is a plan of actions designed to achieve a particular plan.”
Deliverable: SaaS Strategy DocumentSaaS Strategy Document
3
Selection of domains
Multi-tenants selection
Vendor criteria
SaaS Strategy SaaS Strategy DocumentDocument
Long-term opportunities
Long-term threats
• The Threat and Opportunity Matrix will help identify and prioritize the long-term opportunities of implementing a SaaS strategy.
• From the SaaS Universe we need to select those domains that worth pursuing at the state level.
• Multiple agencies use a single software instance. Identify the horizontal and vertical application domains.
SaaS strategy elementsSaaS strategy elements
• The Threat and Opportunity Matrix will help identify the long-term threats of implementing a SaaS strategy.
• Brainstorm and select top essential and desirable criteria for picking vendors.
4
Long
Ter
m
Sho
rt T
erm
Hindrance (Threat) Help (Opportunity)
Threat and Opportunity Matrix
Financial Security Staffing Financial Security Staffing
Updates Resources Operations Costs FinancialMaintenance
Security
5
Selection of domains
Multi-tenants selection
Vendor criteria
SaaS Strategy SaaS Strategy DocumentDocument
Long-term opportunities
Long-term threats
• The Threat and Opportunity Matrix will help identify and prioritize the long-term opportunities of implementing a SaaS strategy.
• From the SaaS Universe we need to select those domains that worth pursuing at the state level.
• Multiple agencies use a single software instance. Identify the horizontal and vertical application domains.
SaaS strategy elementsSaaS strategy elements
• The Threat and Opportunity Matrix will help identify the long-term threats of implementing a SaaS strategy.
• Brainstorm and select top essential and desirable criteria for picking vendors.
6
Sales force automation
Customer service contact center
Enterprise marketing management
Employee performance management E-recruitment
Corporate learning system
CRMHR
Supply chain planning E-procurement
Supplier relationship
management
Document Management
Finance
Collaboration
Procurement
Compliance
Others
Enterprise governance (Risk and compliance platform)
Content management
Financial /accounting software Expense management ERP
Warehouse management Transportation management
Web hosting and hosted Cloud System Infrastructure Service (IaaS)
E-mail archiving Unified communication
Social software
SaaSSaaS UniverseUniverse
7
What are the domains the State should pursue?
Finance
DocumentManagement
Collaboration
Compliance
Human Resources
Procurement
CRM
Others
8
Selection of domains
Multi-tenants selection
Vendor criteria
SaaS Strategy SaaS Strategy DocumentDocument
Long-term opportunities
Long-term threats
• The Threat and Opportunity Matrix will help identify and prioritize the long-term opportunities of implementing a SaaS strategy.
• From the SaaS Universe we need to select those domains that worth pursuing at the state level.
• Multiple agencies use a single software instance. Identify the horizontal and vertical application domains.
SaaS strategy elementsSaaS strategy elements
• The Threat and Opportunity Matrix will help identify the long-term threats of implementing a SaaS strategy.
• Brainstorm and select top essential and desirable criteria for picking vendors.
9
Multi-tenant approach (horizontal vs. vertical applications)
Multitenancy refers to a principle in software architecture where a single instance of the software runs on a server, serving multiple client organizations (tenants).
ODOT DAS DHS … …Human Resources
Compliance
Collaboration
Procurement
Customer Relationship Management
Finance
Document Management
Other SaaS Products
SaaS domains Agency names
10
Selection of domains
Multi-tenants selection
Vendor criteria
SaaS Strategy SaaS Strategy DocumentDocument
Long-term opportunities
Long-term threats
• The Threat and Opportunity Matrix will help identify and prioritize the long-term opportunities of implementing a SaaS strategy.
• From the SaaS Universe we need to select those domains that worth pursuing at the state level.
• Multiple agencies use a single software instance. Identify the horizontal and vertical application domains.
SaaS strategy elementsSaaS strategy elements
• The Threat and Opportunity Matrix will help identify the long-term threats of implementing a SaaS strategy.
• Brainstorm and select top essential and desirable criteria for picking vendors.
11
How do we select vendors?
Essential criteria Desirable criteria
12
Vendor selection criteria
Essential
Desirable
Essential
___________________
______________________________________
_________________________________________________________
______________________________________
Desirable
___________________
______________________________________
_________________________________________________________
______________________________________
13
Selection of domains
Multi-tenants selection
Vendor criteria
SaaS Strategy SaaS Strategy DocumentDocument
Long-term opportunities
Long-term threats
• The Threat and Opportunity Matrix will help identify and prioritize the long-term opportunities of implementing a SaaS strategy.
• From the SaaS Universe we need to select those domains that worth pursuing at the state level.
• Multiple agencies use a single software instance. Identify the horizontal and vertical application domains.
SaaS strategy elementsSaaS strategy elements
• The Threat and Opportunity Matrix will help identify the long-term threats of implementing a SaaS strategy.
• Brainstorm and select top essential and desirable criteria for picking vendors.
14
SaaS Strategy Document
15
Selection of domains
Multi-tenants selection
Vendor criteria
SaaS Strategy SaaS Strategy DocumentDocument
Long-term opportunities
Long-term threats
• The Threat and Opportunity Matrix will help identify and prioritize the long-term opportunities of implementing a SaaS strategy.
• From the SaaS Universe we need to select those domains that worth pursuing at the state level.
• Multiple agencies use a single software instance. Identify the horizontal and vertical application domains.
SaaS strategy elementsSaaS strategy elements
• The Threat and Opportunity Matrix will help identify the long-term threats of implementing a SaaS strategy.
• Brainstorm and select top essential and desirable criteria for picking vendors.
16
Team A
Report-out
17
What it a SaaS Strategy and why is it important?
The Software as a Service (SaaS) strategy represents the methodology and process guidelines for the ongoing acquisition of SaaS solutions.
There are a variety of benefits to the State including opportunities of lower cost of ownership, improved data and process performance and process consistency. On demand solutions historically have provided reduced maintenance costs, faster implementation and adoption times. This strategy provides the opportunity to foster consistency of software applications across agencies, improve quality and efficiency and reduce risk.
18
Stakeholders affected
1. Agency business owners
2. Citizens
3. CIO’s
4. IT staff
5. Enterprise business owners
6. Legislature (must adopt budget perspective)
7. Local government
8. Federal government
19
Long Term Strategies
Effective/Efficient Procurement Process Effective ongoing menu of SaaS services (available
online) Stakeholder engaged governance At some point having all stakeholders provide input for a
hybrid model A funding model that allocates funding for a SaaS model.
(Requirement for re-allocation of funding methodology) Appropriate development of standards for SaaS
solutions
20
Long
Ter
m
Sho
rt T
erm
Hindrance (Threat) Help (Opportunity)
Threat and Opportunity Matrix
Quality improvement
Resource efficiency
Cost savings
Quick Business Process
Improvement
Risk
Exiting
Funding Standards
Data
Transition
Change Adverse
Security
Process Changes
Vendor
21
Addressing risk factorsRisk Factors Mitigation Actions
Designated party to take
actionAgency Agreement on Common Functions-Administrative Functions not valued
Master Change Facilitation to come to agreement. Workshops with stakeholders to come to common understanding.
Individual agency and Enterprise level
Threat of Employee Job Loss--cultural change-Impact to Workforce
Cost Benefit Analysis, Part of Communications strategy, outreach to staff and the unions Enterprise level
TransitionDevelop a Transition Plan, incorporate terms and conditions in documents in how we would make a transition,
Individual agency and Enterprise level
Unable to realize savings due to SDC
Work with SDC finance committee, Cost Benefit Analysis, TCO considering sunk costs and planning cycles, prior investment made Individual agency
Existing Technology Inconsistency Developing Standards for SaaS applications Enterprise level
How to manage the data -- privacyApplying Information Security Architecture Standards for SaaS applications
Individual agency and Enterprise level
Ineffective Procurement Process
Crafting a Procurement Process that is calculated to achieve the outcomes that is necessary to achieve this strategy, Ensure agencies know how to state their requirements in a SaaS offering through an online menu of SaaS applications readily accessible to state agencies to establish an account.
DAS- SPO (State Procurement Office)
Lack of ability to determine TCO (ST)
Establish a few key common performance indicators & metrics for the TCO model. Establish baseline for candidate SaaS opportunities
DAS- SPO (State Procurement Office)Enterprise level
22
Addressing risk factors (cont.)Risk Factors Mitigation Actions
Designated party to
take action
Lack of Data Interoperability Establish a requirement with the SaaS vendor, evaluation
prior to the purchase
DAS- SPO (State Procurement Office)
Changing vendors In the contract process mitigate these risks for an exit
strategy
DAS- SPO (State Procurement Office)
The complexities and lead time for getting agreement with agencies to allow clear pathways for procurement process Published SaaS procurement process
DAS- SPO (State Procurement Office)
Vendor support and reliability
Establish a requirement with the SaaS vendor, evaluation prior to the purchase (financial statements, backbone of the company)
DAS- SPO (State Procurement Office)
Executive Approval--executives burned at the stake for taking risks
Formal agency buy-in and endorsement as you go. (When you roll out programs start with small pilot, staged approach) Enterprise level
Funding and Budget Process
Partner with BAM and LFO to develop a funding strategy and alternatives for SaaS that would be discussed with legislative committee Enterprise level
Legislative Opposition Education, Socializing, Early successes, staged approach
with pilot Enterprise level
Potential Loss of Data or Data breach -- Public Records, Privacy, Is the information on the system secure? What are the security issues?
Established in the contract, must meet DAS security standards and policies. Assessment and evaluation to comply with state and federal laws and communicated with vendor in the contract SLA’s. Understanding the risk going in at the RFP stage versus the contract stage. Understanding the inherit risk of the data model.
DAS- SPO (State Procurement Office)
23
No. SaaS Solution Selection CriteriaHorizont
al Vertical
1 Avoid duplication - the State should be using a single instance of the software. Yes Yes
2Enable business needs – the selected solutions has to directly address and help achieve specific business needs of the agencies and state as an enterprise. Yes Yes
3
Vendor stability / maturity – the selected vendor needs to have a stable financial situation and experience in delivering the solution; its track record needs to prove the maturity and stability. Yes Yes
4Vendor capacity / Disaster recovery – the selected vendor needs to have the capacity to satisfy the State needs for a large number of end-users. Yes Yes
5Interoperability – the new SaaS solution needs to integrate well with the diverse applications and systems the State agencies us Yes Yes
6Cost and time of implementation – the benefits of implementation need to outweigh the effort - financial effort as well as other resources required. Yes Yes
7Scalability – the vendor needs to be able to deliver high quality solution to an increased number of end users over time Yes Yes
8Security and privacy – the vendor needs to be able to address the security and privacy requirements of the agencies. Yes Yes
9Tiered pricing/service offerings – because of the large number of end-user inside the agencies, the State needs to look at opportunities for achieving economies of scale. Yes Yes
10Exiting – before acquiring a solution the State needs to develop an exiting strategy: this refers to vendor change or even changing back to hosted solutions. Yes Yes
11Functionality – the basic attributes of the solution needs to be satisfy specific requirements the agencies set Yes Yes
12
Enterprise authority – for horizontal solutions that will be implemented state-wide, the State needs to assign an executive team in charge of high-level decision making for the new solution. Yes
Not applicable
13Stakeholder group – for horizontal application the State needs to select a multi-agency team in charge of dealing with any issues related to the new solution. Yes
Not applicable
14
Short and long term cost – when acquiring a new solution the TCO (Total Cost of Ownership) needs to be calculated for short and long-term and the cost effectiveness needs to be addressed. Yes Yes
24
Action PlanWhat – Action/ Commitment Who - Responsibility
When - Deadline
Communications Plan for the SaaS Strategy
CIOC Workgroup Multi- Agency Workgroups Ben Berry, Master Change Facilitator
On-going November
2009
Staffing strategy- “Do no Harm” re-allocation versus elimination of resources – (reallocation of IT staff that used to work on the hosted solution)
Human Resource Services Division (HRSD )– Diana Foster
Administrative Business Services Directors (ABSD)
TBD
Security and privacy, public records and legal approach – monitor vendor’s access to confidential data
ESO State Procurement Department of Justice (DOJ) Archives
TBD
Review best practices and industry standards to formulate/develop recommendations for the State procurement and RFP process
Designated Procurement Officers Diana Lancaster Jan Dean
TBD
Review the inventory of common deployed software and identify SaaS opportunities
See Team C’s results
Agency CIOs Agency Business Managers Enterprise System Owners (DAS and
other agencies)
December 2009
Review existing procurement practices and develop streamline SaaS procurement methodology
See Team B’s results
Designated Procurement Officers Diana Lancaster Agency CIOs and State CIOs office DOJ - Business Transaction Unit
December 2009
Conduct outreach to other States and Federal agencies and document their experience
See example from Gartner study
CIOC and Multi- Agency Workgroups End-users
TBD