1. Implementation of Application Portfolio Management
Governance, Process, and Execution
(The What and Why of APM)
February, 2006

2. Approximate Times (Minutes)
Presentation Agenda
Approximate Times (Minutes)
Topic
Slides
Perspectives and Overview of APM
Concepts, Processes, and Practices of APM
Implementation of APM in NC State Government
Questions
3 -10 10 20
24 -36 15 15
Total Time 60

3. Portfolio Management Portfolio Management is:
A collection of items grouped together to facilitate efficient and effective management and optimally allocate fiscal, staffing, and other scarce resources. The purpose is to meet strategic business goals and objectives in the most effective and productive manner by appropriately considering key factors, such as desired returns or public value, initial and life cycle costs, architectural directions, risk profiles, and the inter-relations among investments. The objective is to make fact-based, data-driven, and analytics -oriented management decisions, using a consistent and disciplined approach within a well-defined governance structure.
Copious amounts of data, quantitative analyses, and useful and actionable information are not enough to produce right (versus wrong) and good (versus bad) decisions. They only start and enable the conversations.
Executive perspectives, management expertise, and healthy decision-making cultures are essential ingredients. Political understandings, business sense, governmental program knowledge, technical awareness, and an honest open atmosphere for discussion are absolute prerequisites. This is a debate-and-decide; not a review-and-approve process.
Major Portfolio Management Tasks are:
Inventory and classify items in the portfolios.
Perform relevant analyses – identify problems and opportunities, develop viable options, determine relevant criteria, ask the right questions, evaluate alternatives using pertinent information, and make decisions.

4. Status of Implementation of Portfolio Management
Phase/Type of Portfolio Management Effort
Implementation Status and Timeframe
Topic Research and Purchase of Tool
Completed – performed in 2004 and early 2005
Project (PPM)
Completed – performed summer and fall 2005
Applications (APM)
In process - winter and spring 2006
Investment (IPM)
In process - initial efforts in winter and spring 2006 as part of applications endeavor; more advanced capabilities will be implemented later as agencies are ready and need them

5. Summary of Findings of Keane/Gartner Legacy Applications Study – December 2004
In the portfolio of approximately 900 applications: 40% are considered critical for department mission/strategy; 17% are enterprise (statewide) applications; and 75 of the applications processed by the state data center require 1-day return-to-service capability.
The statewide portfolio is relatively young, with an average age of 7.5 years – since 1997, from 70 to 90 new or replacement applications have been added each year to bring down the average age.
Health status is: 23% presenting functional, technical, or both problems; 50% with some problems, but manageable; and 27% healthy, with a prescription for continuing on-going operations and maintenance.
Remediation timeframes are: 11% require action immediately (within next two years), 35% require action in the near term (2 to 4 years), and 54% require action in the long term (4 to 6 years).
Although the immediate needs of the portfolio appear to be manageable, projections of its future status, if no remediation actions are taken, indicate an increasingly deteriorating condition as the applications age.

6. Framework for Managing IT Investments
I. Strategic Business and IT Planning and Investment Selection and Budgeting
- Investment Portfolio Management (IPM) – Build, Buy, and/or Implement the Right Assets
III. Investment Operation and Maintenance, and Renewal, Retirement, or Replacement - Applications Portfolio Management (APM) – Maintain and Operate Assets in the Right Ways and Retire or Replace Them at the Right Times
Life Cycle of IT Investments
Identify investments that best:
Enable governmental initiatives or agency missions and strategies
Result in financial returns – revenue generation or cost savings
Provide better constituent services or program effectiveness
Fit technical architectures
Satisfy budget, staffing, and other constraints
Meet risk profiles
Operate and maintain assets so that:
Benefits/costs are optimized over their useful lives through astute and timely renovations, consolidations, or eliminations
Services offered meet availability, reliability, security, quality, and recoverability expectations within acceptable budgets
Retirements and replacements are effected when assets are no longer cost-justified or risk-acceptable
II. Project Implementation - Project Portfolio Management (PPM) – Build and Implement Assets in the Right Manner
Manage projects by:
Clarifying roles and responsibilities
Providing appropriate oversight
Ensuring they are well planned and thoroughly researched prior to starting
Defining, tracking, and evaluating project progress frequently to achieve budget, schedule, scope, and quality expectations
Completing them successfully so that business goals and objectives are realized

8. NC is not Alone in Implementing APM - Gartner Prediction for 2006
Gartner predicts that 40% of large public and private enterprises will implement application portfolio management in the next two years. The reason for the rapid growth in the use of APM is other companies and government entities have achieved successes in cost reduction, managing the complexities of hundreds of established assets, and improving budget process effectiveness.
Applications portfolio management is critical to understanding and managing the 40 percent to 80 percent of IT budgets devoted to maintaining and enhancing software. Most organizations don’t track established applications over time to ascertain return on investment (or to determine which should be disposed of), and few manage application portfolios with tools. In other words, these organizations haven’t truly associated the substantial amount of money they’re spending with what they are spending it on.
Gartner Research Note “Predicts 2006 Reacting to Application Development Challenges With Management and Automation” dated November 15, 2005

9. Reasons for Applying APM Concepts and Disciplines to Existing Applications
Identify and catalogue all applications – know what you have and what they do in order to manage them.
Track and communicate technical and business status of applications to identify problems and take advantage of opportunities.
Enhance the alignment of applications with agency strategies and technical architectures to improve support of business processes.
Identify and eliminate or replace applications that are redundant, high-risk, low-performance, or high-cost (especially O&M).
Develop a multi-year management decision roadmap to optimize benefits/costs and minimize risks over application useful lives.

10. Primary Goals for Managing Applications
Reduce maintenance and support costs – provide a source of funds for new investments.
Align IT with business – better satisfy business priorities and evolving needs.
Fund the right application remediation efforts – maximize benefits/costs for dollars spent.
Coordinate and prioritize IT investments – there is not enough money to do everything, so do the right things.

11. Issues Surrounding Systems Obsolescence
Over time, sustainability of applications becomes questionable due to age and technology advances, combined with changed business needs. They no longer:
a) support business goals and objectives,
b) are cost-effective to operate or maintain, and/or
c) are risk-acceptable by presenting too great a likelihood of failure with cataclysmic consequences.
Business Issues
Impediment to the implementation of new and more cost-effective service delivery models – unable to respond to demands for new functionality, support business processes, or provide adequate and secure information access
Becomes a constraint in meeting regulatory requirements
Staffing issues - Unavailability of Skills
Unavailability of staff skills or expertise to maintain
Unavailability of third party vendors
Dependency on individual contractors
Technology issues
Expired warranties, with no vendor support
Can not handle increased usage or volumes of data
Does not run anymore on available platforms
Inefficient IT resource utilization
Used beyond original intent, and cannot be enhanced
Cannot meet security, privacy, or confidentiality requirements
Are not easily recoverable for disaster recovery and business continuity
System can fail, with untraceable error
Inconsistent or inadequate information and data quality
Not compliant with state or agency technical architectures
Sources of Risks
Application modernization projects are created because: enterprises need to boost performance, make easier to access (through Internet), transition from technologies no longer being supported, or extend the reach of existing applications by integrating them with new programs being built by Java or other modern platforms.
Extending legacy applications, rather than calling in the virtual bulldozer, appeals to some enterprises because these applications are proven after perhaps decades of battle hardening, and because they are full of important business and customer information.
Seems to run forever, but ultimately has a finite business, economic, and/or technical life

12. Key Concepts: Analysis Perspectives
Business, technology, and financial perspectives are combined to determine the posture of the application, indicate the appropriate remediation strategy, and to provide recommendations for managing the application portfolio over time
General idea – action is required when an asset is not cost-effective or risk-acceptable (it is worn out, no longer technically fits, or costs to much to keep)
Do we have the right capabilities in place?
Are they aligned with business priorities?
Where are potential synergies?
Are there duplications?
Business
How do we maximize overall value?
Can costs be optimized across the organization?
To what extent can innovation and new applications be funded by cost savings?
Do they cost too much to operate or maintain?
Application Portfolio Analysis Perspectives
Technology
Financial
Are applications sustainable?
Do they fit in the desired architecture?
What is the technical migration road-map?
Are they risk-acceptable?
Do they present security, privacy, or disaster recovery vulnerabilities?

13. Applications Portfolio Inventory and Classification
Key Attributes for Each Application
General – ID, business owner, age, etc.
Business processes enabled/supported
Business value/criticality
User information
Functional quality
Present business requirements
Future business growth and new business needs
Technical quality
Architectural compliance
Operations and maintenance – support of or detriment to
Costs
Operations
Maintenance and technical support
Risk profile
Disaster recovery/business continuity status
Attributes can be unlimited – use potential for compelling analyses (usefulness) and ability for consistent refresh as decision criteria for the selection of them.

14. Applications Portfolio Inventory and Classification
Who Knows About Particular Attributes:
Public Users (State’s Citizens and Businesses)
Users From Other Government Entities
Business Users
Managers and Executives
IT Managers
Technical Architects
Application Developers
Application Maintainers
IT Operations
Help Desk
Business and IT Security and DR/BC Staff
Financial, Accounting, and Budgeting Personnel
Sources of information can (and maybe should) be numerous – don’t overcomplicate, but ensure that all perspectives are offered and data is fact-based, reliable, and complete.

15. Analysis of Applications Portfolio - Basics
Business leaders
What are strategic business drivers?
Which apps fit drivers (contribute to business)? Which do not?
Users
Which apps meet business needs? Which are lacking?
How many users are dependent on app? What are the vulnerabilities and what are the impacts of outages.
Business analysts
Which apps have accessible, complete, actionable, accurate, and timely data? Which do not?
Which apps enable business process reengineering? Which do not?
Applications maintenance
Which apps require the most maintenance effort and expense? Which are scalable and adaptable? Which are not? Which are most reliable and maintainable? Which are not?
Help desk
Which apps generate the most trouble tickets?

16. Analysis of Applications Portfolio - Basics
Technical architects
Which apps contain components that comply with agency and statewide technical architectures? Which do not?
Which apps contain components that are beyond vendor support – aged releases and/or removal of product support?
IT managers
Which apps have reliable and dependable vendor maintenance support – either in-house or outsource? Which do not?
Which apps do not integrate (share data) well? How critical are the these apps to the performance of other applications supporting critical business processes?
Which apps have performance problems? What are the business and cost impacts of these? Can they be rectified?
Which apps are subject to determinable vendor mergers or acquisitions? What are the consequences, and how can they be mitigated?
Which apps have questionable risk profiles – security; DR/BCP; vendor viability; regulatory compliance; HR risk from staff retirement; privacy and confidentiality; and/or information availability, quality, and retention?

17. Application Portfolio Management -Approach for Assessing and Managing Applications
Data Collection, Analysis, and Decision-Making Process
Step 1 - Build and Maintain Inventory
Step 2 - Analyze Portfolio
Step 3 - Manage Portfolio
Step 4 – Optimize Portfolio
Next Steps
Determine if Remediation (Other Than Regular Ongoing Support and Maintenance) Required and Develop Life Span Transformation Roadmap
Incorporate Results in Business and IT Planning and Funding Request Processes - Investment Portfolio Management
Assess Overall Posture of Application
Business Status?
Technical Status?
Continue
Regular
Support & Mainte-nance
Create and Maintain Inventory in UMT Portfolio Management Software Tool
Near-Term Action Needed? No
Yes
Approximately 50% of UMT database updated from data used in Keane/Gartner study
Evaluate Business Importance and Criticality of Problems or Opportunities – Prioritize, Specify Timeframe for Action, and Determine Costs and Benefits

18. Application Portfolio Management - Determining the Posture of Applications
Generic criteria are defined to assess applications from a business and technology perspective
Good
Meets present service delivery needs
Meets anticipated needs for new services, business process reengineering initiatives, and information access
Protective of individual privacy and data confidentiality
High
Warning Zone – High Technical Risks
Safe Zone
Safe Zone
Business Perspective
Creates inefficient and less effective service delivery processes
Constraint on implementation of new services, expanded citizen benefits, and/or more efficient business processes
Individual privacy and data confidentiality at risk
High Attention Zone – Both Business and Technical Risks
Warning Zone – Not Making Best Use of In-Place Technology to Meet Business Needs
Bad
Low
High
Bad
Good
Technical Perspective
Expensive to operate or maintain
None or decreasing vendor support for major components
Insufficient or decreasing availability of staff support
Can not enhance for new business requirements
Inefficient IT resource utilization
Inadequate data access and quality
Vulnerable security
Recoverability difficult or suspect
Not compliant with state or agency tech. architectures
Cost-effective to operate and maintain
Adequate vendor support for major components
Adequate availability of staff support
Can enhance for new business requirements
Efficient IT resource utilization
Adequate data access and quality
Adequate security protection
Resilient to human-induced or natural disasters
Compliant with state and agency tech. Architectures
Easily recoverable
Understanding strengths and weaknesses of the existing set of applications from both a business and technical perspective can offer a good starting point for portfolio management. This starts with building profiles for each application (costs, business purpose/value, technology footprint, support, and architecture fit) followed by a business assessment that examines operational efficiency, business risks, and strategic importance and a technology assessment that examines capabilities, ongoing risks, and architecture issues. The results can be graphically displayed using a 4 sector quadrant that show poor performing applications, those with primarily technical issues, those with functional issues, and those that are doing a god job supporting business needs. Red zone applications are candidates for replacement or renovation. Orange zone applications are technically sound, but have shortcomings in providing effective business support and are god candidates for functional enhancements with relatively minor investment. Yellow zone applications are meeting business needs, but have technology shortcomings that probably require technical enhancements to address risk and prolong their life. Green zone applications are healthy and require regular support and maintenance.

19. Options for Life Span Transformation Roadmap
Technical renovation/enhancement, such as re-host, employ Service Oriented Architecture (SOA) or Web services architectures to modernize, recode, update database management software, etc.
Functional enhancement.
Replace (COTS, GOTS, or custom development) and retire.
Sunset/eliminate.
Consolidate with applications performing the same or similar business functions.
Consolidate with multiple diverse applications as part of an agency wide or state wide initiative.
Continue maintenance.

20. Application Portfolio Management - Remediation Approaches
High/Good
Good Technical Reengineering Candidates:
High business value means quicker ROI
Renovation will improve support and maintenance costs
Low Priority Technical Reengineering:
Low maintenance and support costs
Provides value as is
Regular support and maintenance
Business Perspective
Replace - if possible, with Commercial or Government Package:
If low business value, probably doesn’t justify custom code renovation or replacement
Consider elimination or consolidation
No Technical Reengineering:
Re-host candidate
Functional enhancement
Tolerate or invest
Low/Bad
Low/Bad
High/Good
Technical Perspective

21. Business/Technology Risk or Urgency
Application Portfolio Management - Investment Selection and Prioritization
Prioritization and timeframe for action is driven by overall importance as well as risks.
“At Risk/Critical” are highest priority were level of risks drive (broader) remediation activities
“Limited Risk/Critical” applications are second priority compared to critical/at risk
“At Risk/Less Critical” applications are also second priority for remediation, especially if risks can be mitigated
“Limited Risk/Non Critical” applications should be reviewed to minimize technology investments and look for opportunities to consolidate or substitute for better solutions
High
Limited Risk / Critical
At Risk / Critical
Second Priority
First Priority
Overall Importance to Organization
Selectively
Second Priority
Low
Limited Risk / Non Critical
At Risk / Less Critical
Low
Business/Technology Risk or Urgency
High
In addition prioritization is driven by:
Specific business initiatives, programs, and/or funding streams available
Overall risk issues, interrelationships between applications, and the general need for modernization of legacy systems

22. APM is an Ongoing Process – Not Just a Project
Examples of How APM Information Will be Used by Agencies
Identify expansion budget requests for:
Long (biennial budget) session of General Assembly
Short (2nd year of biennial budget) session of General Assembly
Assist in preparation of BCPs
Provide IT cost data to OSC for annual report submitted to General Assembly
Identify funding needs from other sources, such as federal funds
Assist in making decisions for or documenting changes due to:
New implementation projects
Additions, renovations, or upgrades to technical infrastructure
Renovations/modernizations to applications
Provide answers to ad hoc questions

23. Overview of IT Portfolio Management
Agency Missions and Vision and Business Goals and Objectives
Develop Business Drivers and Business Cases
Investment Portfolio Management
Identify Problems and Opportunities
Statewide and Agency IT Plans
Analyze Candidate Investments
Project Proposals for Applications Renovations, Retirements, or Replacements
Select and Plan Investments
Funded New Projects
Manage Portfolio
Adjust Project Portfolio
Analyze Portfolio
Application Portfolio Management
Optimize Portfolio
Assess Value of Projects and Portfolio
Project Portfolio Management
Manage Portfolio
New or Renovated Applications
Implement Projects
Build and Maintain Inventory

24. Conclusions
Applications swallow cost, time, and management bandwidth, while increasing risks – unless they are well managed to reduce complexity and risk and retired or consolidated in a timely fashion, the entire IT budget will be operations and DR/BCP will be unaffordable
Creating a portfolio view of existing applications does not have to be complicated; focus on the basics and the big picture – let the software tool highlight problem areas and offer improvement opportunities for management decision making
Benefits of APM are clear;
Investment decisions for elimination, replacement, or remediation are made in a consistent manner considering application risks, value/importance to organization and its priorities, most effective use of personnel, and life span optimization of costs/benefits
IT complexity is reduced; thereby, maximizing business value received while minimizing IT cost incurred
Planning for DR/BCP is facilitated to ensure continuity of operations
Risks are managed, and stewardship for assets is facilitated

25. Application Portfolio Management Perspectives
Level IV (Step 4)
Alignment (Optimize Portfolio)
Process Inventory, contribution, function association
Core Business Drivers, priorities, process contribution
Initial
Deployment
Focus
Level III (Steps 2 and 3)
Financial (Analyze and Manage Portfolio)
Detailed application-level costs and cost-effectiveness analyses
Level II (Steps 2 and 3)
Assessment (Analyze and Manage Portfolio)
Risk, Operational Performance, Architectural Fit
Scope of Keane-Gartner Study
Level I (Step 1)
Inventory (Build and Maintain Inventory)
Application identity and basic information

26. Applications Portfolio Management Process
Transition to Executive Decision Making Process
Funding Requests
Tool Assisted Decisions
Subjective Business Decisions
Step 1 – Level I
Collect, Validate, and Maintain Data
(Build and Maintain Inventory)
Step 2 – Levels II & III
Perform Assessments
(Analyze Portfolio)
Step 3 – Levels II & III
Determine Dispositions and Life Span Transition Roadmap
(Manage Portfolio)
Step 4 – Level IV
Determine Priorities, Timeframes, Costs, and Benefits
(Optimize Portfolio)
Investment Portfolio Management (IPM) Process
One-Time Work
Transfer data from Keane/Gartner study
Perform initial collection and validation of remaining data
Ongoing Work
Perform data changes and validations as they occur
Collect and validate data for implementation projects transitioning to applications assets
Major Data Elements ID
Costs
Business criticality
Business processes enabled or supported
Functional quality
Technical quality
Risk profile
Identify
Business problems/issues
Technical problems/issues
Risk vulnerabilities, probabilities, and impacts
Other problems/issues
Evaluate
Status/Health (Good, Bad, Moderate)
Value to organization (High, Moderate, Low)
Risk of unrecoverable failure (High, Medium, Low)
Identify
Dependencies on other applications and projects
Costs/fiscal requirements
Technical infrastructure requirements
Benefits/value to accrue
Alignment with state/agency priorities
Confirm and/or Develop
Implementation approach
Determine Priorities and Timeframes
Select priority for action (High, Medium, Low)
Select timeframe for action (Immediate, Near-Term, Long-Term)
Potential Benefits for Selected Actions
Cost savings from consolidate/eliminate applications
Improvements in public service, reliability, recoverability, and security resulting from functional/technical renovation or replacement
Consider
Cost-effectiveness
Risk acceptability – status of
Identify
Problems/opportunities
Alternative approaches
Best actions for managing application over expected life spans
Mission criticality/importance to agency
Determine Whether To
Invest additional funds (technical or functional enhancement or replacement)
Sunset/eliminate
Consolidate
Replace and consolidate as part of an agency wide or state wide initiative
Continue maintenance

27. Comparison and Contrast of Keane/Gartner Study with APM Implementation Project
1. Database attributes for applications:
K/G – all data collected by agencies and input by K/G staff from scratch
APM – Approximately 50% of data elements transferred from K/G study and agency staff will both collect additional data and input it into UMT software tool
2. Annual maintenance and support costs:
K/G – not included in data collection or analyses
APM – included in data and an important part of analyses
3. Perspectives for analyses and future actions for applications:
K/G – Single point-in-time assessment, analogous to annual physical
APM – Long-term management plan, analogous to lifetime health/fitness plan

28. Comparison and Contrast of Keane/Gartner Study with APM Implementation Project
4. Responsibilities for application assessments and action plans:
K/G – K/G staff performed all analyses with agency review
APM – Agency staff responsibility for performing assessments and developing life-span transition roadmaps
5. Follow-up to initial assessments and updating of attributes, analyses, and transition plans over time:
K/G – Not within scope of study and little/limited follow-up to date
APM – Frequent and regular, especially in response to budgeting and funding cycles and development of BCPs
6. Project planning, management, and reporting:
K/G – K/G staff and State CIO project team
APM – Each agency responsible for its performance and the meeting of schedules and quality, while the State CIO project team will provide overall coordination, training, and assistance to agencies

29. APM Rollout Preparation
January 2006
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday 1
2 NC Holiday 3
Training Materials Review 4
Legacy Study roadmap complete 5 6
Training Materials ready for Beta 7 8 9 10
Beta Kickoff Meeting 11
Beta Basic Training 12 13 14 15
16 NC Holiday 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
APM Rollout Preparation
Beta Implementation
Beta Implementation
Beta Implementation
Beta Implementation

30. February 2006 Sunday Monday Tuesday Wednesday Thursday Friday Saturday1 2 3 4 5 6 7 8 9 10 11 12 13 14
DENR Business Objectives
DPI Business Objectives 15 16
DENR Business Processes & Functions DPI Business Processes & Functions 17 18 19 20 21 22
DENR Level IV Advanced Training 23
DPI Level IV Advanced Training 24 25 26 27 28
Beta Implementation
Beta Implementation
Beta Implementation
Beta Implementation
Beta Feedback – Revise Configuration & Training
Beta Feedback – Revise
Configuration & Training

31. Beta Feedback – Revise Configuration & Training
March 2006
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday 1 2 3
Training materials ready for rollout 4 5 6 7
Wave 1 Kickoff 8
Wave 1 Basic Training 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Wave 1 Business Objectives
Wave 2 Kickoff 29
Wave 2 Basic Training 30
Wave 1 Business Processes & Functions 31
Beta Feedback – Revise Configuration & Training
Wave 1
Wave 1
Wave 1
Wave 1
Wave 2

32. April 2006 Sunday Monday Tuesday Wednesday Thursday Friday Saturday1 2 3 4 5
Wave 1 Level III Charting Analysis 6
Wave 1 Level IV Advanced Training 7 8 9 10 11 12 13
14 NC Holiday 15 16 17 18
Wave 2 Business Objectives
Wave 3 Kickoff 19
Wave 3 Basic Training 20
Wave 2 Business Processes & Functions 21 22 23 30 24 25
Wave 2 Level III Charting Analysis 26
Wave 2 Level IV Advanced Training 27 28 29
Wave 1
Wave 2
Wave 2
Wave 2
Wave 3
Wave 2
Wave 3

33. May 2006 Sunday Monday Tuesday Wednesday Thursday Friday Saturday1 2 3 4 5 6 7 8 9
Wave 4 Kickoff
Wave 3 Business Objectives 10
Wave 4 Basic Training 11
Wave 3 Business Processes & Functions 12 13 14 15 16 17
Wave 3 Level III Charting Analysis 18
Wave 3 Level IV Advanced Training 19 20 21 22 23 24 25 26 27 28
29 NC Holiday 30 31
Wave 3
Wave 3
Wave 4
Wave 3
Wave 4
Wave 4
Wave 4

34. Agency “To Do” List Before Start of APM Implementation – We Will Help Accomplish
Develop approach for collecting and inputting application attribute data:
Application independence and autonomy (minimum central control of data integrity or completeness)
More centralized input and quality control (managed approach)
Develop approach for conducting application analyses work, reviewing results, and making decisions regarding life span transformation roadmaps
Determine agency personnel that will participate in the project, and ensure each is scheduled for training, has the time availability to contribute to the effort, and calendars are updated to reflect time commitments

35. Agency “To Do” List Before Start of APM Implementation – We Will Help Accomplish
Develop high level project plan, with key responsibilities, schedule/milestones, organization chart, etc.:
Appropriate to size, business and IT complexities, number of applications, governing structure/relations, and culture of agency
Include sufficient numbers of personnel and appropriate representation from business, IT, senior executive/management, and other types of agency staff
Determine whether agency desires to participate in Level IV (step 4) implementation – voluntary option:
Significant participation and commitment from top executives, business managers, and senior IT staff
May introduce needs for major cultural changes and considerable modifications to long-standing business unit-to-business unit relations and business-to-IT interactions
May not be appropriate/useful for all agencies, and must request this optional implementation effort through the State CIO

38. Contact Information
Tom Runkle
Jim Tulenko
754 – 6606
Charles Richards
Barbara Swartz