IT Infrastructure Partnership Program Fred Duball and Joe Fay Program Directors July 18, 2007 ITIB IT Infrastructure Committee

Agenda Service Delivery Transformation Partnership Financials Service Delivery Metrics Customer Satisfaction Request for Service P2P Procurement Transformation Partnership Financials Independent Program Maturity Assessment

Service Delivery

Service Delivery Dashboard Significant Incidents: Controller switch failure disrupted communication between mainframe and tape drives- mainframe services down all day 6/20, primary impact DMV, DSS, VEC + 12 other agencies – Interim fix 6/20 Final fix 6/24 User executable caused the Unisys mainframe multiple brief outages on 6/22, 7/3 and 7/4. Primary Impact DSS. Final patch applied 7/15. DCR call center bandwidth not adequate for peak period VOIP Calls –customer calls garbled for 1.5 weeks. Resolved 6/8 with new DS3 circuit. VDOT Bristol Email and BlackBerry E-mail Failure – e-mail down 610 users for 5 days, BB e-mail down 16 users for 22 days. Resolved 6/12 Symantec uninstall at Library of Virginia did not work– 40 PCs down 1 day, 7 PCs down 1.5 days. Resolved 5/15 Combination of server and network configuration issues results in DFP slow network – response for primary applications slow for 3 months. Planned remediation complete 9/14 Central Metrics Apr May Jun B 64.3% 28.6% 57.1% 42.9% 42.8% 50.0% G Y 0% 0% 7.1% R 7.1% 0% 0% Field Metrics Apr May Jun B 68.8% 31.25% 62.5% 31.25% 88.2% 6.2% G Y 0.0% 6.25% 1.7% R 0.0% 0.0% 3.9% Legend

Central Operation Metrics Domain Measure MOU-SLO A S O N D J F M End User Average Speed to Answer <30 sec 33 22 14 18 26 28 47 Call Abandon Rate < 5%   6.1% 2.1% 0.8%   2.0% 1.5%   2.2%   2.1%  3.1%  3.3% 3.7% 2.5% Email Response <60 mins 15 16 25 46 Voicemail Response <30 mins First Call Resolution >70% 20% 21% 61% 67% 73% 74% 77% 79% 83% 86% VITA Messaging System Availability >99.0% 99.9% 100% 99.7% 99.8% Shared Messaging System Availability 99.4% 99.5% Data Center IBM Mainframe Availability >99.9%  99.9%  100% 98.6% Unisys Mainframe Availability UNIX Server Availability >99%  99.8% Windows Server Availability  99.3%  99.4% Network Circuits Availability 99.2%  99.5%  99.7%  99.6% 99.4 99.6% N/A Security ACF2 Logon Requests 95% 99% Security Incident Reporting FCR – Start Oct measure is (Resolved on First Call/Can be Resolved on First Call. Previous measure was (Resolved on First Call/Total Calls). May NG/VITA agreed to First Call Resolvable categories Legend

Speed to Answer Actions to address problem: Seconds Speed to Answer Call Volume Calls Week Average Month Average Goal Actions to address problem: Apr/May – incentives to agents to meet goals May/Jun –Added interim support through overtime and temp assignment of up to 3 field techs May/Jun/Jul – For longer term fix, increased agent staffing from 11 (Apr) to 21 (Jul) 11 Jun – Jan Weiner, Lafayette QA Manager, is Interim VCCC Manager to standardize processes/procedures and optimize Peregrine utilization. Staffing Agents Slots Actual Plan

Field Metrics   SLO # Agencies MOU S O N D J F M A Average Speed to Answer 3 30 Sec 16 20 22 21 Call Abandonment Rate 5.0% 7.0% 8.4% 9.4% 5.3% 4.3% 6.4 First Call Resolution 12 70.0% 76.0% 79.3% 84.6% 84.7% 86.9% 87.7% 88.0% 92.8% 91.9 End User  Average Time On-hold 2 90 Sec 5 4.5 5.5 6.5 Help Desk Password Resets 24 90.0% 87.6% 94.8% 93.9% 96.8% 98.1% 94.6% 97.5% 97.4 Service via Incident Ticket 78.0% 81.8% 82.7% 79.2% 82.6% 77.8% 79.1% 85.9% 85.4 Service via Service Request 25 80.0% 86.6% 89.7% 91.4% 90.7% 92.5% 89.6% 94.2% 95.3% 96 Incident Repair 23 84.3% 83.4% 88.1% 86.4% 89.4% 91.0% 92.0% 92.1 Messaging Service 27 99.0% 99.6% 100% 99.9% 99.9 Windows Mission Critical Servers 41 99.1% 99.8% RISC/Unix Mission Critical Servers 14 100  Data Center Windows Other Server 34 RISC/Unix Other Servers 11 QA/Test Systems and Servers Development Servers 17 99.5%  Network Internet Access 100.0% 4.0% 6.6% 5.3% 12.7% 11.0% 5.5% 11.2% Call Abandonment Rate recalculated in Apr to account for calls received only during Help Desk operating hours and not count abandons during first 30 seconds. Dec-Mar identifies previous calculation above, recalculated below. Legend

Service delivery - Measuring and improving Partnership continues to reinforce importance of customer satisfaction and customer service mind-set Service delivery - Measuring and improving Reduced customer wait time - average speed-to-answer for VCCC at 18 seconds for June Reduced down time - Verizon mean-time-to-repair on circuit outages under four hour SLA/4th month running 93.2% on-time installation - processed 929 telecommunication service requests in May Request for Service (RFS) and Procure to Pay (P2P) improvements reduced process time Combined tasks in parallel Consolidating desktop orders through Product Support Center (PSC) Drill down reporting of tasks and steps Actively engaging customers

Customer satisfaction is high for desktop support Q1 Avg. = 5.61 Q3 Avg. = 5.71 Q2 Avg. = 5.53 Q4 Avg. = 5.66 Period of Analysis: 04/07/07 – 06/29/07 Number of Responses: 435 Number of Resolved Tickets: 3807 Response Rate: 11.4% Q5 Avg. = 5.60

Customer satisfaction is high for help desk services Q1 Avg. = 5.36 Q3 Avg. = 5.57 Q2 Avg. = 5.31 Q4 Avg. = 5.33 Period of Analysis: 02/09/07 – 06/29/07 Number of Responses: 1282 Number of Resolved Tickets: 27172 Response Rate: 4.7% Q5 Avg. = 5.32

Customer satisfaction is high for messaging services Q5 Avg. = 5.02 (341 Responses) Q11 Avg. = 4.46 (333 Responses) Q12 Avg. = 4.76 (340 Responses) Q14A Avg. = 4.60 (153 Responses) Q10 Avg. = 4.50 (341 Responses) Survey Period: 04/30/07 – 05/14/07 Number of Responses: 348 Number of Recipients: 3,567 Response Rate: 9.8%

Request for Service (RFS) Process Monthly Totals RFS is new “project” work, incremental to the contract, such as: Providing infrastructure in a new Commonwealth facility or supporting an agency move Standing up infrastructure to support a new information system Status Totals Total Value Total RFS Requests 67 Proposals in development 22 Proposals submitted to customer 45 $9.42M Proposals under review by customer 18 $2.99M Proposals authorized to proceed 27 $6.43M RFS projects in progress 11 $1.68M RFS projects completed 16 $4.75M

Improved P2P (Procure to Pay) Process Near-term Improvements: Communicate standards to the agency community Streamline approvals; parallel vs. sequential Move Northrop Grumman Procurement workflow to work parallel with eVA workflow Use Help Desk to initiate and verify installation – June 15 - Utilize Peregrine to track PRs/POs from submission to installation and generate automated reports Long-term Improvement Strategy: Develop and deploy service catalog Consolidate contracts - 4Q07 *Assumption is that no approvals are escalated

P2P end-to-end processing time reduced TOTAL NUMBER OF LINE ITEMS Jan 531 Feb 967 Mar 623 Apr 332 May 603 June 1006 Line items = quantity of products (1 to n) on a single line of PO 5.6 Note: The end-to-end processing time includes the time from submission of the eVA request until the proof of delivery is received from the vendor.

End-to-end processing for standard products Total number of items procured Product May June PCs 591 439 Monitors 430 206 Printers 84 82 Note: The end-to-end processing time includes the time from submission of the eVA request until the proof of delivery is received from the vendor.

End-to-end processing for non-standard products Total number of items procured Product May June Servers 61 42 Network 193 1,275 Software --- 3,837 Maintenance 902 506 Misc. 3,060 3,533 Note: The end-to-end processing time includes the time from submission of the eVA request until the proof of delivery is received from the vendor.

Service Catalog When Benefit Impact Initial production phase start: November 15, 2007 Benefit Ability for end user to select “pre-packaged” bundles for quick order Allows standardization across the Commonwealth Easy approval process For common systems “extra” and “additional” features easily identified and selected Impact End user training for a new order process Agency mapping for approval process Custom orders still may require current P2P process Possible changes to firewall to allow access to Web-based tool

Service Delivery Improvements Service Delivery Agency Focused Improvements Library of Virginia now using Enterprise E-mail Migrated Tax i-File to new server hardware/software – hosted in RPB – can accommodate more concurrent users when filing taxes. Migrated VDOT to new e-mail software – more reliable and many new features. Transformation Deployed to Operations Desktops (5000+ deployed) Standard platform with anti virus and firewall security Reduces support calls required for older equipment Global Address List Single e-mail address list for the Commonwealth of VA reducing support calls Peregrine live at 7 sites (14 waiting agency signoff) Centralized ticket reporting to support teams Easier metrics consolidation and monitoring Server consolidation Standardizing hardware platforms and added redundancy to the architecture allows for fewer problem outages. Disk Consolidation – storage Removes older hardware from the architecture. Rapid deployment of new storage requirements Data replication to improve recovery timeframes Piloted ITIL Integrated change management to increase successful change and coordination for infrastructure teams Network MPLS Points of presence Provides redundancy for main core infrastructure. Less down time and allows for maintenance to be performed while keeping network available

Transformation Desktop Messaging Services Help Desk Mainframe Mass Desktop Refresh Projects Network Printer Consolidation and Refresh Enterprise Desktop Management Systems $35M Investment Enterprise Exchange/Outlook Email Enterprise Collaboration Tools Active Directory, DNS $25M Investment Messaging Services Enterprise Help Desk in Russell and Chesterfield Field Based Agents and Technicians for Level 3 Enterprise Help Desk System (Peregrine) $10M Investment Help Desk New IBM and Unisys Mainframes Consolidation and Refresh of Servers Migration of servers to the Data Center $50M Investment Mainframe and Servers Enterprise Security Operations Center Computer Security Incident Response Center Secure Internet Gateway $10M Investment Security Transformation People – Process – Tools Reliable, High Performance, Enterprise-Wide IT Infrastructure $270 Million Investment New Data Center/Office Building in Chesterfield New Disaster Recovery Center and Help Desk in Russell County $60M Investment Facilities Tier 3 and Tier 2 New Commonwealth-wide MPLS Core WAN LAN upgrades to Local Switches/Routers as Needed Network Re-addressing of IP, DHCP $60M Investment Network Voice over IP Network Optimized for Voice and Video Traffic $20M Investment Voice / Video

Transformation Phase (36 Months to June 2009) 2006 2007 2008 2009+ months J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A Domains Transformation Phase (36 Months to June 2009) Service Commencement Date 7/1/06 General Process Cutover (Internal Apps) ITIL Process Optimization Complete SCD+23 (6/1/08) Procedures Manual (10/1/06) Procedures Manual Plan (8/1/06) DR Test at SWESC SCD+22 (5/1/08) Help Desk Knowledge Mgt. System Operational P10/1/06-A4/01/07 Production Incident Mgmt System / SPOC Help Desk (SWESC) SCD+24 (7/1/08) Incident Mgmt. Web Accessible (8/1/06) Desktop Begin Desktop Refresh (P3/01/07-A3/15/07) Complete Desktop Refresh SCD+32 (3/1/09) EUS Desktop & asset mgmt system operational (P1/1/07-A1/29/07) Messaging Single Statewide Address List SCD+9 (P4/1/07-A3/22/07) DNS / WINS Infrastructure SCD+13 (9/1/07) Enterprise messaging 90% complete SCD+ 35 (6/1/09) CESC Ready for Occupancy SCD+12 (7/1/07) RPB Migration Complete SCD+19 (2/1/08) Facilities SWESC Ready For Occupancy SCD+16 (11/1/07) DCS Mainframe / Server Infrastructure Ops Center (Interim) 11/1/06) Mainframe / server workload migration from RPB to CESC SCD+18 (1/1/08) Server Consolidation 90% Complete SCD+35 (6/1/09) Data Network Temp. NOC (11/1/06) MPLS Core Complete SCD+14 (9/1/07) Enterprise NOC SCD+16 (11/1/07) Complete Agency LAN migration (90%)SCD+30 (1/1/09) NVS Arch Network Blueprint Addressing Plan (2/1/07) Voice VoIP Architecture Design And Recommendations SCD+9 (4/1/07) VoIP Completion (90%) SCD+63 10/01/11 Security Interim Security Incident tracking and Mgmt System SCD+3 (10/1/06) Enterprise Vulnerability Assessment Program Operational SCD+20 (3/1/08) SS CSIRC Complete SCD+20 (3/1/08) ESOC Complete SCD+23 (6/1/08) SCD +6 +12 +18 +24 +30 = Delivered = Delivered, awaiting final VITA acceptance = Delayed

Q2 07 Q3 07 Q4 07 Service Area Technology Domain End User Services Help Desk Installation of Telephony and Dedicated Incident Mgt System and Agent workstations installed (12/07) Desktop Qtr 1 Desktop Refresh (4/1) Qtr 2 Desktop Refresh (7/1) Qtr 3 Desktop Refresh (10/1) Qtr 4 Desktop Refresh (01/08) Messaging Standup Messaging Back End (8/30) Begin Messaging Refresh 10/1) Commonwealth GAL Update (4/1/07) Data Center Services Facilities SWESC Ready for Occupancy (11/1/07) CESC Ready for Occupancy (7/1/07) Mainframe and Server RPB Server testing begins (6/06/07) 1st Mainframe Mock cutover test (10/1/07) Move Mainframe/Server workload from RPB to CESC (1/1/08) Commonwealth Server Consolidation 25% complete (11/1/07) RPB Server consolidation complete(5/15/07) Network Services Data MPLS Core Complete Begin Agency Migration (9/1/07) Enterprise NOC (11/1/07) 15% LAN Migration SCD+15 (10/1/07) Connectivity to SWESC (11/1/07) Connectivity to CESC (7/1/07) Voice Security Services Security ESOC System detailed Design (6/1/07 ESOC Transitional Complete (11/1/07) CSIRC System Detailed Design (5/15/07) VITA security Dashboard (09/10/07) General Services Internal Apps Service Catalog Production Demo (9/30/07) Service Catalog Production Demo (11/15/07) Cross Functional Change Management “go live” Phase 1 Change, Config and Release Mgt begins (4/01/07) Phase 2 Incident Mgt Begins (8/20/07)

Transformation Dashboard EUS Desktop Moved from red to yellow May 21 – Will move from yellow to green with achievement of scheduled refresh rate Asset management system delivered and accepted Q1 desktop refresh completed. Target 3484+ systems Q2 desktop refresh on target. Target additional 2500+ systems Helpdesk Knowledge management system in post live test. Target July 15th for testing complete Agency migration schedule to Peregrine system has been defined and started Project upgrade to green status based on achievement of scheduled rate, planned by August 1 Messaging Change in storage solution to EMC will impact stand-up of backend infrastructure in CESC AITR approval to proceed with pilot migration for Department for the Aging and Virginia Department of Health Project will go from yellow to green when timeline from storage solution change is brought back onto baseline DCS Server Phase 1 server consolidation complete at RPB Phase 2 server consolidation begins for greater Richmond area data centers Monitor server move into CESC. Will move from yellow to green after successful execution of first phase moves Mainframe New mainframe deployment at CESC in progress Monitor mainframe test at CESC. Will move from yellow to green after successful execution of first phase of testing Facilities CESC on schedule. SWESC on schedule NWS Data Network Pilot deployments began – June 30 Modifying network rollout schedule for ABC and VEC requirements Will move from yellow to green after successful execution of first agency to the MPLS infrastructure Voice Network Awaiting business decision on VoIP Engineering Change Proposal for CESC Security Two week delay on Internet security gateway beta agency testing Beta testing for three agencies schedule in progress; will move from yellow to green after successful testing GEN Internal Apps Delay in briefing VITA on the “managed service” chargeback offering warrants yellow status Cross-Functional ITP change management training goals achieved VITA change management pilot in progress Phase 2 process design complete for incident, problem, capacity, availability processes

Desktop Refresh When Benefit Impact Q3 refresh targeting 4500+ additional systems Benefit New PCs for workers Standardized environment Altiris system management tool deployed Standard antivirus software deployed Firewall for desktops deployed Impact Potential of 2-4 hours of end user down time during PC upgrade Agency testing of application packages prior to deployment Site operations staff assistance during refresh activity Equipment storage and agency logistic support may be required

Desktop Quarterly Run Rate Quantity Q207 “Actual Run Rate” as of June 30, 2007

Desktop Weekly Run Rate

Helpdesk Peregrine Tool Rollout When Q3 rollout targeting 12,942+ additional supported users Q3 rollout targeting 25 additional agencies Benefit Standardized environment for problem/change management Allows multiple support groups to cover multiple agency/systems from a single management tool Allows for centralized metrics reporting / trend analysis Centralized SLA management Impact No impact to end users Agency participation for retained application support encouraged Operations staff availability for training Documentation of environment and critical level for systems to be defined

Helpdesk – Peregrine Tool Coverage Agencies Complete Larger Agencies in Progress Dept. of Mental Health (pilot site) VITA Dept. of Veterans Services Virginia Museum of Natural History Dept. of Minority Business Enterprise Dept. of Historic Resources Virginia Museum of Fine Arts Dept. of Mental Health Office of the Governor Dept. of Employment Dispute Resolution Dept. of General Services Dept. of Business Assistance Virginia Department of Health

Messaging Client Rollout When Q3-Q4 Pilot for 5,029 users at Virginia Department of Health and Virginia Department for the Aging Benefit Standardized environment for e-mail systems Redundant architecture with complete failover capability Disaster recovery planned for SWESC to support e-mail Centralized e-mail environment for finding addresses, rooms, etc. Impact End users will get a new mail client installed Agency participation for communicating mail policies Service delivery staff participation Agency documentation of application environment that uses e-mail systems

Messaging Quarterly Run Rate Q4 No Activity Messaging follows Network Refresh Q108 Starts Messaging Full Rollout Q3 Pilots

Network Refresh Rollout When Began Q3 with pilot at Department of Juvenile Justice (DJJ) Planned Virginia Department of Transportation and Alcohol Beverage Control headquarters Alcohol Beverage Control stores (230+) begin refresh process Benefit Standardized equipment for reliability and management Redundant architecture with complete failover capability Connectivity to new network allows logical extension of agency connection to new data centers Higher security, monitoring, speed and allows rapid expansion Impact End users get new IP addresses automatically Agency participation for ensuring application readiness Service delivery staff participation Agency documentation of application environment that uses hard-coded IP addresses

Server Consolidation Rollout When Began Q3 server consolidation site surveys Working with VDOT to assist in virtualizations Benefit Standardized equipment for reliability and management Redundant architecture with complete failover capability Expand the use of tape robotics to improve data access performance Upgrade to current disk technology will enable data replication of virtual tape and disk Impact Agency participation for ensuring application readiness Service delivery staff participation Agency documentation of application environment that uses hard-coded IP addresses

Server Consolidation Metrics Scheduling the following RPB servers for virtualization 37 Federally-funded servers 34 Agency released servers 12 VITA servers Working with VDOT to consolidate 70 servers Planning to consolidate and move 10 Dept. of Environmental Quality servers to RPB Developing weekly view for server consolidation

Data Center Move

Data Center Move Moving the data center from RPB to new, secure CESC facility is complex Significant coordination with agencies, minimizing business disruptions, technical complexity Robust, detailed data center move plan in place Move strategy, test objectives, risk mitigation, communication plan with agencies

Data Center Move Strategy Mainframe Move Strategy Replicated mainframe and related hardware required for full application testing Coordinate all mainframe users (15 agencies) Provide agencies isolated external connectivity to CESC test environment Test environment available for 60-90 days Multiple mock cutover test prior to final go-live Server Move Strategy Virtualize/consolidate servers at RPB Consolidate multiple SAN/DISK storage systems at RPB Replicate RPB internal network (LAN) at CESC A two-phased cutover approach will be utilized Phase 1 is movement of servers onto an extended duplicate RPB network at CESC Phase 2 will require that servers be moved from duplicate RPB network to “New” network at CESC Servers will be moved in 7 logical groups, based primarily on agency usage

Data Center Move Test Objectives Operations Team objectives and control Test All systems will IPL/boot and communicate with peripherals Administrative functions (monitoring and management) operate as expected Data replication between CESC and RPB functions properly Internal CESC network (LAN) and firewalls function properly Print infrastructure functions properly Tape backup infrastructure functions properly Control-M infrastructure functions properly for support of batch operations Point-to-point connections function properly Retained Application support Team objectives Applications will initiate and connect with database(s) Applications will update data and print reports as expected Regression test of all applications components on the mainframe systems

Data Center Move Risk Mitigation Top 5 risks identified during the server and mainframe move from RPB and CESC. Standup of an Isolated Test Environment Replicate mainframe hardware and software infrastructure Replicate servers running tier 2 applications that interface with mainframes Replicate DASD and tape storage infrastructure and data via high speed data links Extended Test Period Provide agencies with at least 60 days to complete application testing Mock move weekends scheduled to accommodate thorough integration testing of complex, interdependent applications Test Coordination / Command Center Support Provide rapid response team to quickly address problems that surface during testing Testing coordination teams will be assigned to each key mainframe using agency Weekly reporting of testing progress by agency and application to be shared with agency managers Stand-by Hardware Mission critical application hardware can be made available if hardware problems arise due to move Fallback Contingency RPB processing infrastructure will remain intact for at least 2-3 weeks following the move to provide fall-back capability

Mainframe and Server Communication Plan Communications is key to the successes of the RPB Move to CESC. Detailed weekly planning meetings with all Service Delivery Teams – started May 28 Overview and kick-off meeting with each affected agency – started June 1 Review move plans and get feedback on proposed move dates and process Agencies need to assign POC for application testing and coordination Detailed planning meetings with agency application teams to develop test scenarios Detailed weekly status reviews with all agency/VITA test teams throughout test window Monthly status/update meetings with agency management directly affected by the RPB move Dedicated test coordinators from the Transformation Team, Current Ops Team, and the agency 24x7 command center setup before, during, and post move/cutover Multiple locations linked by phone and/or video conferencing (agency, RPB, CESC) Participation by agency application staff, Service Delivery, VITA, Transformation, and vendors (as needed) Representation by network, security, mainframe, server, applications, etc

ITP Financials

Partnership Budget and Forecast – Year 1 Actuals Forecast $M $230.0M Forecast Total: $81.8M Current Ops $1.4M Facilities $57.5M Milestones $89.3M Managed Exp Cumulative expenses through April continue to track closely to the budget; this is largely due to the delay of several milestones $57.5M for milestones based on Northrop Grumman’s proposed schedule, which includes performance bond, relaxed refresh and service level agreement (help desk & messaging) adjustments

Independent Program Maturity Assessment

Independent Program Maturity Assessment To date CACI has completed 3 of 4 currently scheduled assessments July and November 2006 with net 192 positive findings and 115 minor negative findings – no major negative findings relative to program best practices May 2007 with net 70 consolidated minor negative findings and 45 minor positive findings – no major negative findings relative to program best practices Remaining assessment scheduled for November. Slower than expected rate by which the program governance and stakeholder management processes should have matured. ITP Program Governance Council next steps Focus on scope, timing and targets relative to best practices for program management maturation Balance demands of tactical program performance, management and best practices Determine long-term focus for program assessment

IT Infrastructure Partnership Program Fred Duball and Joe Fay Program Directors July 18, 2007 ITIB IT Infrastructure Committee