4IPMA Recap Challenge Enterprise Architecture Enterprise Blueprint Plan Governance StructureOperating PrinciplesYour Role
5IPMA Recap: Challenge Agencies must implement Civil Service Reform Agency financial and administrative functions are under supported by the state’s common central information systemsAgencies have implemented their own “shadow” systemsApproachPlan and implement improvements from an enterprise view
6IPMA Recap: Challenge HR Systems Overview Department of Personnel Payroll*Payroll calculationInterfacesTax reportingTime and attendance collectionTable-driven calculation rulesReportingBenefits administrationRetroactive adjustmentsVariable compensationPersonnelReporting*Personnel administrationPosition managementPerformance managementCompensation planningContract managementCollective bargainingCareer managementEmployee self-serviceManager self-serviceLeave*Leave administrationLeave collectionDataWarehouseHuman resource information reportingDOPAgencyApplicationsCombined fund drive.Employer advisory services.Executive recruiting.1LaborDistributionPayroll labor allocationTime and activity reconciliationCost accounting feed1 StatewideAccountingFinancial accountingFinancial reportingBudgetingAccounts payableAccounts receivableCost accounting1SalaryProjectionSalary project.Budget allocation.Salary administrationDepartment of PersonnelOffice of FinancialManagementRecruiting(ARMS)*Job applicant intakeHiring supportJob applicant self-serviceRecruitmentTraining(HRDIS)*Training recordsTraining administrationCompetency managementAgency HRLabor distributionHR trackingAgency recruiting3 Insurance Membership ManagementMedicalDentalLife and Long-term DisabilityInsurance AccountingOther StateAgencies2 Insurance Enrollment and Accounting1 Applications operate in DIS IBM Mainframe environment.2 DOP will decommission the Insurance system by August 30, 20033 HCA will implement the new MMS by June 30, 2003ApplicationsMeets business needsPartially meets business needsDoes not meet business needsLegend
7IPMA Recap: Challenge Interface Systems Labor and PAYROLL INSURANCE InformationServicesLiquorControlBoardLaborUnions(2)CreditUnions(10)Utilities &TransportationCommissionEcologyLegislativeEvaluation &AccountabilityProgramStatePrinterNaturalResourcesRetirementRevenueStatePatrolLaborand IndustriesLaborandPERSONNELPAYROLLINSURANCERECRUITMENTTRAININGCriminal JusticeTrainingCommissionSocial Healthand ServicesFinancialManagement& ServicesConvention andTrade CenterFinancialEmploymentSecurityHigher EducationPoliticalSub-divisionsPublicInstructionFish &WildlifeSecurityHealth CareAuthorityTransportation &Marine DivisionFish &WildlifeHealthStateTreasurerSocialSecurityAdministrationInternalRevenueServiceStateAuditorGeneralAdministrationCorrectionsInsuranceBasic Health PlanHouse&Senate
8IPMA Recap: Enterprise Architecture Definition -A holistic expression of the enterprise’s key business, information, application, and technology strategiesA set of processes that:are business strategy driven,are technology trend aware; andwill evolve over time
9IPMA Recap: Enterprise Architecture Critical Processes -Governance is key to business/IT dialogueContinually update the Migration strategyEnables iterative and incremental approachesExpands and evolves with each release
10IPMA Recap: Enterprise Architecture State and agency enterprise architecturesPoints ofcompatibilityState of WashingtonStateArchitectureDept of HealthSocial & Health ServicesCommunity ofInterestArchitectureAgencyArchitectureAgencyArchitecture
14IPMA Recap: Enterprise Blueprint Plan Objectives:Financial and administrative system changes/upgrades are needed to:Maximize the value of the state’s IT investmentsImprove business process efficiencyProvide valuable informationMeet customer expectations for “modern” systems, e.g., web-based, integrated
15IPMA Recap: Enterprise Blueprint Plan Principles:Central systems and tools“Build it once”Support it centrallyCommon, central data storesIntegration, efficiency, integrity, facilitate reportingSelf-serviceTo gain efficienciesMore consistent coding across agenciesTo support the Enterprise view
16IPMA Recap: Enterprise Blueprint Plan Principles (continued):Incremental approachTo manage risk and achieve early payoffSelect high value projectsTo reduce system duplication
17IPMA Recap: Enterprise Blueprint Plan Enterprise Strategies Committee (ESC) The ESC is formed to sponsor and lead the incremental implementation ofcomprehensive, coordinated enterprise-wide blueprint for financial and administrativesystems.Best PracticesSteering CommitteeGoverning for he New Millennium (G4NM)Enterprise Blueprint Plan Work GroupEnterprise Strategies Committee(Policy and Decision Making Body)Directors of:OFM, DIS, DOP, GA, CTED, DRS, L&I, HCAEnterprise Strategies Work Group(Task Force)(Representatives from central service agencies and customers)
19IPMA Recap: Governance Structure DefinitionInitiatives and ProjectsChainStartsHereArchitectureCustomer Needs - Shift from internal to external customersVision of ServiceDeliveryChain of NecessityArchitecture Design PrinciplesIT Governance
20IPMA Recap: Governance Structure Definition -Governance is the inter-agency organizational structure that provides a decision-making process to determine the services, architecture, policies and standards for the enterprise information technology.The institutionalization of a process that guides how individuals and groups cooperate to manage technology.Governance provides a framework for making IT decisions.Governance consists of the body of rules, agreements, and standards that define the basis for interaction between functions, roles, departments, and people within the enterprise.Governance involves discussions about architectures, standards, IT organization, deployment of IT people and skills, and IT cost structures.The overall objectives and role of IT governance is to ensure that IT organizational resources are targeted to deliver maximum business value.
21IPMA Recap: Governance Structure Generations/Phases: As enterprises become more IT-savvy, they move from viewing IT as a cost to be contained to a vehicle by which to transform their organization and even government itself.Level of InvolvementStage 4: PioneeringStage 3: ProactiveStage 2: ReactiveStage 1: PassiveWhere DoYou Fall?A critical first step in creating an effective IT governance process, either single or multiagency, is to “baseline” council members’ perceptions toward IT and the role IT plays in accomplishing the mission of the agency or the collective mission of multiple agencies. If you start with a frame of reference, it will be easier to identify the level of education that it will take to get the team up to speed. Key elements include attitude toward IT, the IT agenda, IT fluency, IT control mechanisms, IT education, information, managing IT risks and attitude toward the CIO. As the label suggests, a passive council will see no role for itself except in crisis situations. IT is a necessary evil. It is not understood and definitely does not rank high on the council’s top agenda items. A reactive council will respond to the CIO’s proposals, with IT being seen as a cost to be controlled. This council will delegate risks to the CIO, who will be invited to meetings on a situational basis. A proactive council is a little more engaged. It recognizes the IT implications of business initiatives and sees IT as an opportunity that can be exploited. IT budgets are managed within a framework of business strategy, and IT management is delegated but monitored by the council. Few government organizations sport an IT council with a pioneering spirit. These organizations see IT as a core competency, monitoring their IS performance against external benchmarks to maintain leadership. The council is IT-savvy, and formal and deliberate IT education is an agency norm. The CIO is considered a business colleague with an IT specialty. Where does your agency fall on the continuum?
22IPMA Recap: Operating Principles Definition -Operating principles are statements that help define how an organization makes business decisions.Operating principles clearly define roles and responsibilities.Operating principles are what an organization strives to achieve.Operating principles address general business operations, policies, standards, oversight, and resources.Operating principles provide the foundation for the Information Technology Governance Charter.Operating principles need to be tested over time and update as appropriate, ensuring they help facilitate improvement of out information technology infrastructure.
23Evolution of CIO Role and Enterprise Governance IPMA Recap: Your role!Evolution of CIO Role and Enterprise GovernanceNew Rules/New RealitiesMainframe Era:Conventional PlusFunctional HeadOperational ManagerDeliver on PromisesAdvisor on ‘How to’ Not ‘What to do’On-Time deliveryReliable operationsAutomate for EfficiencyAlert Line-Mgmt. to IT Investment OpportunitiesDistributed Era:Transitional, ShiftingStrategic PartnerExpectation ManagerTechnology AdvisorAlign IT with BusinessAccess to the Executive Invited ‘Seat at Table’Manage IT DepartmentProvide InfrastructureManage vendorsReduce Business Process Cycle-timeSet Direction and Secure Benefits from “Selective” OutsourcingWeb-based Era:Hybrid, EmergentBusiness VisionaryTechnology OpportunistDrive Channel Strat.Member of Executive Team or Assumed ‘Seat’Jointly Develop Bus./ IT Model; Leverage Extra-structureIntegrate Client/ Supplier Value-ChainDefine Office-of-the Future; Lead effort to Customer-centricityCIO RoleKeyResponsibilityBusinessInputMajor TasksSystemObjectiveLeadershipSPA: By 2002, the primary focus of IT management shifts from operational efficiency and effectiveness to information exploitation and extraenterprise operability (0.7 probability).By 2002, more than 60 percent of large enterprise CIOs are sourced from “the business” or ESPs, facilitating business/IT fusion and e-process innovation (0.7 probability).By 2003, 75 percent of Type A and 40 percent of Type B enterprises will have integrated IT planning and governance as key elements of their mainstream management processes to implement strategic business goals (0.7 probability).The increasing involvement and focus of line management in IT oversight reflects the importance of IT to the attainment of strategic business goals. The advent of e-business and its impact on the business model will cause IT and business leadership to integrate their roles around the transformation of core business processes, and to take advantage of new market and operational opportunities. Due to the pervasiveness of this change, smart governance will play an increasingly key role, de-emphasizing control and oversight in favor of providing appropriate forums for both internal and external stakeholders. Governance mechanisms must facilitate fluid communication and collaboration, and provide efficient connections to the mainstream business decision- making processes of the organization.Increasingly, IT is an asset and not an expense; as a consequence, CIOs will evolve to a role of asset manager for the very high value resources of the company.
24State Enterprise Operating Principles - Final Discussion Please note:The following Operating Principles were discussed during IPMA meetings held on October 4, 5 and 31. Discussion notes may be viewed in the “Notes” portion of this presentation.During the IPMA meetings, it was discussed that the following Operating Principles need to be adopted and charted, once the State identifies their overall Governance structure and processes.
25Enterprise Operating Principles Business PrinciplesWe will seek business leadership commitment for enterprise initiatives by presenting a business case that helps them understand the benefits to the State and their Agency (cross-walk between benefits to the whole and benefits for each participant)We will demonstrate our technology leadership by proposing and championing innovative solutions to business executivesAs leaders, who truly understand the business of our Agencies, we will advocate for changes in business service delivery and processes in order to improve the effectiveness of our organizationOur common community needs to help support this effort – we all need to be saying the same thingWe need to be able to identify the win and where we can all move forward togetherWe will seek business leaders’ commitment by presenting a business case that helps them understand the benefitWe will collaborate in order to share ideas, resources, technology research, and best practices in the deployment of integrated services.Issue of resourcesWe are saying HR/Payroll is a place where we should collaborate – it isn’t every person for themselvesNeed to identify the common threadsThere needs to be a benefit for each participant – we have to sell this internally even after we all agree to something hereCross-walk between benefits to the whole and benefits for each participantWe need to articulate why we should help in this time of “crisis” – this is a packaging strategy that we need to implementThose projects that are collaborative in nature will move forward in the budget process – motivationCollaboration must lead to active decisions – we have to have a formalized decision-making processWe need to harness the energy that went into the development of the disparate systems in order to move forwardWe collaborate when it makes sense for all our organizationsWe will strive for increased efficiencies through the implementation of self-service systems.We are moving data maintenance/ownership to the end userProvided we aren’t adding costs to the system we need to build – in this economic time, we wouldn’t do this just for improved customer satisfactionI don’t agree, we would pay more for self-service - we might not contribute as an Agency to cost savingsWe will embrace phased implementation in order to reduce risk and recognize system benefits as soon as possible.We will advocate for the common IT needs of the HR/Payroll system, for all departments, in order to ensure our goal is realized.We agree in theory, it is very difficult to implementWe will emphasize the commonalityWe want to do this, we just have to put this in business terms our Agencies will understandWe think the overall system will benefit and here is the benefit for our AgencyWe would not be willing to pay more to support the system so “have nots” have access to itThere may be unique needs for our Agencies that don’t make this feasibleWe advocate for the whole and help articulate how our Agencies’ unique needs would not be sacrificed – we help our Agency understand that it is beneficial to accept the direction of the whole if it does not negatively impact our unique business needsWhat happens when business people advocate for their “unique” business process? If we embrace COTS, we embrace the associated business processes. The biggest problem we run into is dealing with people who have done these processes the same way for decades – they want us to change the application.We need to define standards that the vendor community can useStandards are very difficult to develop in a very diverse environmentWe need to ensure we have leadership buy-in – otherwise we won’t be successful
26Enterprise Operating Principles Business PrinciplesWe will collaborate among departments in order to:Achieve return on investment in support of common goals and requirementsShare ideas, resources, technology research, and best practices in the deployment of integrated servicesAchieve synergies in:PurchasingApplications development and deploymentResearch and developmentWe will strive for increased efficiencies through the implementation of self-service systemsOur customer will use a single authentication process in order to receive servicesWe will develop a State business driven architecture that ensures departments can effectively communicate with each other, and share and exchange information as appropriate.We will develop plans for the effective life cycle management of technologies.We will centralize (logically, not physically) systems and tools support.For an HR/Payroll system, does it make sense that we are going to go do our own thing, or are we going to centralize where appropriate.Find common needs among us and focus on that vs. our differences.If we want a solid system (incorporating the things we have in common), we should only build it onceWe need to ensure we do a good job of identifying where our commonality existsHave to consider where your information is coming fromName, employee demographics – that should be kept once and available for appropriate people to access itNeed to determine the reality of uniqueness vs. commonalityAction item – assess the HR/Payroll systems for common functionality – determine where common requirements are so can let people know they aren’t necessarily uniqueWe need to understand what makes sense to centralize vs. decentralizeStandards and data formats – have the common framework so that systems know how to plug into a distributed architectureShould we develop this framework together?Should we talk about common tools to use?We can talk XML more easily than same applicationsWe will support the development of shared services and tools to be utilized by agency departments.What does support mean? It means committed to creation, maintenance, and usage of shared services and toolsWhat is key here is the funding model – we don’t have a model today that supports thisShared services vs. shared Our customers will use single (authentication) in order to receive information and services.Phrase as a Business issue/termSingle authentication/SignonSingle ID/multiple Ids?Single identification-walk thru other IDs
27Enterprise Operating Principles Budget/Resource Principles:Enterprise projects will be prioritized based on:Common Business need/goalsStatewide ROI (State needs to define term)Availability of fundingSupport of long term architectureConflicting priorities will be raised through the States Governance structure (State needs to define structure and process)Agencies will work collaboratively when seeking fundingAgencies will not initiate a project unless the appropriate staffing is available to support itEnterprise projects will be prioritized based on:Common Business need/goalsStatewide ROI (Define)Availability of fundingSupport of long term architectureConflicting priorities will be discussed with the (HR/Payroll) Enterprise Strategies CommitteeGovernance or principles?Agreeing to submit to resolution processAgencies will work collaboratively when seeking fundingAgencies will not initiate a project unless the appropriate staffing is available to support it.ROI- more than typical (short-term)definition-what does it mean-long term-to us? Technology is more than automation and financial return. State wide benefits.Common business need-Stewardship responsibilitiesJoining together may bring more benefits to all
28Enterprise Operating Principles TechnologyWe will develop, maintain and support an Enterprise Technology Architecture (ETA) that supports the sharing, exchange and integration of agency data and servicesWe will develop, maintain and support ETA standardsWe will support the development of shared services to be utilized by agency departmentsWe will embrace phased implementation in order to reduce risk and recognize system benefits as soon as possibleBased on knowledge and understanding of our business needs, we support the development and reuse of common application componentsWe will strive to eliminate redundant systems and processesWe will seek the best provider of a solution (commercial off the shelf or custom build)As a best business practice, we will strive for shared applications and consider reuse of applications (internal and/or COTS) the first option whenever possible.I’m not comfortable with the thought that COTS applications intrinsically include best practicesI think we need to leave the decision up to the FSR processBest practices are really the business practices, not necessarily the technical practicesWe pause to look at the internal and external market before we decide what we want to doLeverage existing investmentsWe should consider building ourselves only as a last resortWe consider internal reuse first, then COTS, then other alternatives, build ourselves lastAction Item: We may need to change our contracting rules in order to support this principle – stated that you have to indicate why you can’t do it yourself before proceeding. This is a cultural shift that we have to make.We will eliminate redundant systems and processes.HR/Payroll Systems will be accessible by individuals with special needs.
29Enterprise Operating Principles DataAgency data/information is a State enterprise resource regardless of its physical location, and departments will collaborate to manage it as suchWe will implement security policies and standards that will protect systems, networks, resources, and data from loss and unauthorized access, use, modification, destruction, and disclosureWe will create and implement a process for the creation, deployment, maintenance and retirement of informationWe will strive for shared applications and consider reuse of applications (internal and/or COTS) the first option whenever possible.Look for common(does common meet all needs?) components/appsIssue of building from the state common/standard- exceptions or non standardsKnow business need and find best business/technology solutions--whether build, COTS, outsourcingBuilding apps for “sharability”We will eliminate redundant systems and processesTechnology - Data Principles:(Enterprise) Agency data/information is a State enterprise resource regardless of its physical location, and departments will collaborate to manage it as suchPlanning & Standards (costs for example)IntegrationRestate purpose of principleWe will implement security policies and standards that will protect systems, networks, resources, and data from loss and unauthorized access, use, modification, destruction, and disclosureWe will create and implement a process for the creation, deployment, maintenance and retirement of information
30HR/Payroll Operating Principles Change Management Principles:We will ensure all employees receive the basic training necessary to operate the IT systems necessary to support their business functionsWe will support change management practices in order to ensure successful system deployment. Our focus will includeLeadership demonstrates their support of the change management processEducation and outreachCommunication that is open, timely, and accurateArticulate the benefits of changeThe State will ensure all employees receive the basic training necessary to operate the IT systems necessary to support their business functionsWe will support change management practices in order to ensure successful system deploymentWe will ensure all stakeholders are aware of how development and implementation of the HR/Payroll system will involve/affect their livesWe will properly communicate change well in advanceWe will clearly articulate the benefits of changeWe will clearly define and communicate roles and responsibilities of HR/Payroll project stakeholdersWe will give stakeholders an opportunity to provide the HR/Payroll project team members with feedback throughout project implementationWe will ensure Agency leaders are actively engaged in the change management process
31HR/Payroll Operating Principles Please note:The following Operating Principles were NOT discussed, as it was determined that the HR/Payroll team had already completed a similar exercise.
32HR/Payroll Operating Principles Technology - HR/Payroll Community Principles:As an HR/Payroll community, we will work to find and launch our efforts based on commonalityAs an HR/Payroll community we agree to centralized systems, data and tools, when there is a supporting business caseWe will develop plans for the assessment, migration and retirement of duplicate HR/Payroll processes, services and products.Before we retire something, we need to be assured that we will get the same or improved level of serviceOr (there is disagreement here)We need to be willing to accept a reduced level of serviceWe will establish individual service level objectives that will allow us to monitor and track the state’s HR/Payroll programs and services to determine if stated outcomes are being met
35Introduction to Governance Key Elements in ReviewIT-Savvy BoardTakes enterprise approach to IT managementMerges IT and business planningUses IT to facilitate mission and goalsOwns IT projectsMonitors success metricsEngages in continual educationPrioritizes IT investmentsInformation ConstitutionFramework for making informed IT decisionsDefines roles and responsibilitiesEnterprise FirstSilos SecondGovernance BoardMembersExecutive sponsorDepartment executivesCIOCFOPartnersAlthough governance in a digital world (one supporting multiple agencies, partnerships and constituencies) adds another layer of complexity to the challenge, the underlying principles for governance remain the same. There must be an established process by which to make informed IT decisions. Government operates in an environment of politics; the key players rotate in and out on a regular basis. It is critical to create a structured process that is able to transcend administrations while remaining flexible enough to be responsive to a dynamic environment. The cornerstone of the process is the full fusion of business and technology — the two being so integrated that technology becomes a business decision. All initiatives should be evaluated as to their impact on the mission(s) of the agency(s) involved. This means enterprise or global thinking first and silo or single-agency second. Council membership should include an executive sponsor, program executives, CIO, CFO, and business partners and citizens (when appropriate); or in the case of a multiagency council, representation from across these groups. One of the biggest challenges in creating viable governance at any level is keeping up with the continual process of educating the members — what does the council know and what do they need to know to make effective IT decisions?Action Item: Perform a gap analysis on what your council knows about IT — as opposed to what they need to know — and develop an aggressive educational plan to ensure that the leaders are capable of making the right decisions to support a digital environment. Make education a key council activity.Fuse ITandBusiness
36Introduction to Governance Definitions: Governance is the cross-jurisdictional organizational structure that provides a decision-making process to determine the services, architecture, standards and policies for the enterprise’s IT. E-governance is the development, deployment and enforcement of the policies, laws and regulations necessary to support a functioning digital society and economy, as well as e-government.The Next GenerationAction Items:Build extra-agency view of governanceInclude constituents, partners, advocacy groupsDevelop cooperative architectureGoverning(Policy/Regulations)GovernanceGlobal Governance(Multiagency)IT Governance(Single Agency)The term “governance” has been used to depict both the regulatory process of creating and enacting legislation as well as the process for making informed IT decisions. As we consider the next generation of governance, three components come into play: 1) governing (the regulatory process of enacting e-government legislation); 2) global governance (the IT decision process across multiple entities); and 3) IT governance (the IT decision process within one enterprise). The journey to the end state of next-generation governance will be an iterative and possibly painful experience. Agencies are struggling to implement governance structures that blend silo thinking into a single enterprise perspective, and large umbrella agencies are challenged in their endeavor to bring multiple subagencies into a single governance structure. The level of complexity increases exponentially as multiple agencies come together to implement global governance. Although legislation (e.g., the Clinger-Cohen Act in the United States) has paved the way for IT governance in the public sector, it in no way provides a definitive road map. In the near term, agencies will continue to seek solutions for single-agency governance at the same time as politicians are promising government’s many constituencies a single point of entry, or single face to government. The total transformation of government will require a merger of the three components. Gartner predicts that they will merge incrementally, with IT governance and global governance converging before the process of governing catches up. Once total convergence has taken place, the stage is set for a new generation of governance — e-governance.Time
37Introduction to Governance Agency MissionCultureOrganizationBusinessProcessTechnologyTransformationIT GovernanceCulture will be the single most important focus for governance councils as public-sector agencies come together to orchestrate a single face to government. Culture has been cited by NASIRE — an alliance of state CIOs — as the No. 1 barrier to an agency’s capability to implement digital government. Culture drives the organizational climate (e.g., personality) of an agency and sets the standard for how work is accomplished. It strongly influences how an organization uses technology, structure, process and intellectual capital to deliver services, information or products to its constituents. In short, culture can either be an enabler or a hindrance to effective product delivery and customer service. One of the ongoing challenges for a governance council is to mitigate the cultural issues that come into play when making IT decisions. How will enterprise governance affect our ability to make individual program decisions? Will we lose control by operating in a collaborative environment? Will we have to redirect our limited funding to enterprise infrastructure or projects? What will happen to the “turf”that our program currently enjoys? The list goes on and on. Agencies that sport a negative or bureaucratic culture will find it difficult (if not impossible) to embrace change at the magnitude necessary to move into multiagency models. This challenge multiplies exponentially as agencies come together to create a climate for making global IT decisions. Action Item: It is critical for all agencies to identify cultural barriers in their own organizations and drive toward the cultural changes that will enable them to operate successfully in a dynamic collaborative environment.Intellectual CapitalConstituent FeedbackServices and ProductsAdapted from J. Carr, “Human Factors: A New Perspective for Software Systems Development”
38Introduction to Governance Governance Structure High Level Implementation StepsFormalize IT Governance StructureTest IT Governance StructureModify IT Governance Structure as NecessaryFully Implement IT Governance Structure
40IT Governance Structure Purpose of GovernanceEnsure that business strategy drives IT decisionsEnsure the organization is supported by a stable and secure IT infrastructureResponsibilitiesMake decisions regarding IT strategic directionsApprove key IT policy and program decisionsSet priorities for IT projects, ensuring they support business needsMonitor implementation of IT Strategic PlanRemove barriers to IT project implementationReport results to Executive Staff
41IT Governance Structure Purpose of the IT Governance BoardProvide IT Governance Board and CIO with proposals and guidance regarding technology solutions, policies, standards, and proceduresResponsibilitiesReview alternatives and prepare recommendations for review by CIOConduct technical analysis to support business needsEnsure coordination of technical activities between centralized IT staff and business unit IT staffFacilitate knowledge sharing and exchange between centralized IT and business unit IT staffMonitor and report on appropriate IT projectsFacilitate implementation of IT Strategic Plan initiatives
42IT Governance Structure MembershipAn appropriate IT Governance Board member as ChairTechnology expertsBusiness expertsFamiliar with business processes or issues being addressedExternal Service Providers as appropriate
43IT Governance Structure Sub-Committee PurposeProvide Governance Board and CIO with proposals and guidance regarding technology solutions, policies, standards and proceduresResponsibilitiesReview alternatives and prepare recommendations for review by CIOConduct technical analysis to support business needsEnsure coordination of technical activities between Department IT staff and Information Technology Division staffFacilitate knowledge sharing and exchange between IT Department and Information Technology Division staffMonitor and report on appropriate IT projectsFacilitate implementation of strategic initiativesMeet as necessaryMonthly at a minimumReports coincide with Board meetings
44Sample IT Governance Structure A: Decision-Making BodiesExecutive OfficerIT Governance BoardB: Advisory CommitteesEnterprise TechnicalIT Resource AllocationSecurity and Privacy SteeringArchitecture and StandardsSteering CommitteeCommitteeSteering CommitteeData TaskForceCommunication and Change ManagementApplicationArchitectureTask ForceServers,Desktops andNetworks TaskForceC: Task ForcesE-GovernmentTask ForceEmployeeExcellence= Direct ReportingRelationship
45IT Governance Structure Assess where you areA. Decision-Making BodiesIT Executive Steering CommitteeExecutive Business Management TeamArchitecture CouncilB. Advisory CommitteesStrategic Planning TeamE-Gov SteeringC. Workgroups/Task ForcesServer and Desktop ManagementE-Gov Team AE-Gov Team BSecurity TeamTeamPrivacy TeamD. Information Sharing/Coordination ForumsProject OversightIT ForumTechnology Forum
48Governance Chartering A Governance Charter communicates to your organization how and why decisions will be made (IT and/or business). Charter includes:PreambleIntroductionValuesInformation Technology Governance Council, Advisory Committees and Task ForcesOrganization Structure OverviewIT Governance BoardMissionResponsibilitiesMembershipMeetings and AttendanceDecision ProcessException ProcessAdvisory CommitteesReportingTask ForcesResponsibilitiesMembershipMeetings and AttendanceReportingDecision ProcessIT Operating PrinciplesGeneralPolicies, Standards and OversightResourcesProject ManagementSecuritySystems and Networks (Including Desktops)ApplicationsData and Information
49Governance Chartering Governance Board Purpose/Responsibilities - ExampleWorking with Executive Leadership to understand business needs and set department direction, the IT Governance Board will be responsible for:Identifying, developing, and recommending IT policies (Policies are approved by Executive Staff)Developing and approving implementation procedures, and tracking and monitoring processes to support IT policyEstablishing department-wide automation priorities, including new development and on-going maintenance operationsApproving information technology projects that fit within existing budget resourcesRecommending information technology projects that require budget augmentation (BCPs) for approval by Executive StaffApproving the allocation of resources to support automation (staff and dollars)Working to resolve IT issues and challengesMonitoring implementation of the IT strategic directionCommunicating directions or decisions with Executive Staff and the organization, using existing communication and change management vehicles as appropriate
50Strategies Please note: The following Strategies were discussed high level in concept only.They should be viewed as things to consider only.
51Enterprise Implementation Strategies We will identify our community’s common goals and requirements.We will implement a formalized process to ensure our collaboration leads to active decision-making (e.g., expand governance framework).Establish project governance that ensures timely decision-making while taking into consideration staff input.Develop a business driven technical architecture that establishes capability standards.Identify shared application services that can be leveraged by the core system and interfacing applications.Design data logically to support a single customer based system.
52Enterprise Implementation Strategies Focus business application design on providing customer centric self-service.Implement a single authentication for State systems.Develop a budget allocation process that ensures all Agencies have the funding necessary to support HR/Payroll implementation and maintenance.Establish State enterprise mechanisms to govern and fund the development of new services that address business and technical needs (includes R&D money).Conduct a skills assessment of individuals involved with the HR/Payroll system to determine the training needed to support it.Ensure HR/Payroll system contracts include staff skills transfer requirements.
53Enterprise Implementation Strategies Develop and implement a cultural change management program that ensures customer buy-in and use of the new HR/Payroll system.Develop communication mechanisms to ensure stakeholders are provided with timely and clear communication regarding changes (their impacts and benefits).Articulate the vision and the importance of the project
55Session Wrap-up What will we do tomorrow? Conduct a test of the principlesHR/Payroll (internal)FinancialPossibly an external testThe process can work for other projectsTesting the valuesImportant to building of the architecture/infrastructureTake principles back to own agencyExpand from IT problem only to business challenge(s)