1. 1 What Does the Chief Know? Chief video

2. 2 Fundamental Principles of Implementing Information Technology Chapter 1

3. 3 Chapter 1: Goal Provide key principles established by project managers to implement information technology. Apply the principles of enterprise architecture planning and relate the importance of enterprise architecture planning to an agency’s strategic plan.

4. 4 Fundamental Principles of Strategic Planning Strategic Plan Long Term Information Technology Plan Information Architecture Phase Planning

5. 5 Fundamental Principles of Project Management Develops a sequence of steps for project planning Creates the budget Develops implementation plan Keeps all stakeholders on task Develops training timelines including the costs of training

6. 6 Fundamental Principles of Project Management Scope Control Cost Performance and Performance Measurements Project Management

7. 7 Developing A Successful Management Strategy Do you know the best technology system for your agency? Do you have a master plan?

8. 8 Road Map To A Cost Effective Strategy What do the “experts” say about your next move? Reference: TIME Magazine, October 12, 1998, Quarterly Business Review

9. 9 Key Factors and Strategies GET HELP - Don’t be afraid to hire experts, talk to colleagues, and seek out other agencies. DON'T BE A PIONEER - Avoid the “bleeding edge”. Proceed with caution.

10. 10 Key Factors and Strategies (cont.) SIMPLIFY - Standardize. Less expensive, easier to upgrade and long term savings will be realized. LOOK AHEAD - Try to anticipate the future needs of your organization.

11. 11 Key Factors and Strategies (cont.) GET WEB SAVVY - Pay attention to the Internet as both a tool and a resource for information. EVALUATE - Develop a process for assessing your system. Don’t wait for a problem. Be proactive.

12. 12 Facts About IT Management Implementing IT is difficult. Planning and installing IT is different than other projects. IT planning and implementation is not a one-time activity. Reference: SEARCH - “Law Enforcement Tech Guide,” 2002

13. 13 Facts About IT Management (cont.) IT must support the strategic business mission, goals and objectives of the agency. Successful projects require strong project management. Reference: SEARCH - “Law Enforcement Tech Guide,” 2002

14. 14 Facts About IT Management (cont.) Successful IT implementation can happen! Reference: SEARCH - “Law Enforcement Tech Guide,” 2002

15. 15 Key Components To A Successful Strategy Build the foundation Conduct a needs analysis Create a project plan Acquire the technology Implement the technology Maintain the technology Reference: SEARCH - “Law Enforcement Tech Guide,” 2002

16. 16 Top 10 Critical Success Factors 1.User involvement 2.Executive management support 3.Clear statement of requirements 4.Proper planning 5.Realistic expectations Reference: SEARCH- “Law Enforcement Information Technology, Challenges, Pitfalls and Lessons Learned” by Kelly J. Harris

17. 17 Top 10 Critical Success Factors (cont.) 6.Interim project milestones 7.Competent staff 8.Ownership 9.Clear vision and objectives 10.Hard-working, focused staff Reference: SEARCH- “Law Enforcement Information Technology, Challenges, Pitfalls and Lessons Learned” by Kelly J. Harris

18. 18 Managing Criminal Justice Technology Internet Site References

19. 19 Managing Criminal Justice Technology Break

20. 20 Strategic Planning

21. 21 “The Planning Process Is More Important Than the Plan”

22. 22 Steps in Strategic Planning Develop a strategic vision Determine objectives Create a plan to achieve those objectives Implement plan Evaluate and make changes to plan (as necessary)

23. 23 “Don’t Let the Tail Wag the Dog with IT Projects”

24. 24 Prior to Performing Your Own Process Re-design Research ASK: 1. What are other agencies doing? 2. How did they get there? 3. What technologies are other agencies using to accomplish those goals? 4. What can we do to adjust our processes to allow for maximum compatibility for products that are currently available?

25. 25 Without Strategic Planning Initiatives: Time is lost Resources are used less efficiently and the outcomes are typically less effective Interoperability of systems may not be possible because of purchase of disparate systems each with distinct proprietary rights

26. 26 Enterprise Architecture

27. 27 Definition and Components of an Enterprise Architecture Describes an organization’s business activities, the applications and automation that support those activities, the information necessary to carry out those activities, and the technologies and infra-structure used to deliver the applications and information.

28. 28 Enterprise Architecture Plan Activities and coordinated projects that guide the progression of an organization’s application systems and infrastructure.

29. 29 Seven Principles of Enterprise Architecture Planning 1.Establish interoperability standards 2.Coordinate technology investments with current business and architecture 3.Minimize the data collection burden (integration and standardization) Reference: Federal Enterprise Architecture Framework, September, 1999

30. 30 Seven Principles of Enterprise Architecture Planning (cont.) 4.Secure information against unauthorized access 5.Take advantage of standardization based on common functions and customers Reference: Federal Enterprise Architecture Framework, September, 1999

31. 31 Seven Principles of Enterprise Architecture Planning (cont.) 6.Provide access to information (agency and public) 7.Select and implement proven market technologies. Measure investment and architectural decisions against these criteria. Reference: Federal Enterprise Architecture Framework, September, 1999

32. 32 Principles of EAP - Leadership Maintain Control Direction Momentum Reference: CIO council “Federal Enterprise Architecture Framework” vol. 1.1

33. 33 Principles of EAP Leadership Federal Enterprise Principles (General application) Standards: Establish Federal interoperability standards - National Institute of Standards and Technology (http://www.nist.gov) Investments: Coordinate tech investments with the Federal business and architecture Data Collection: Minimize the data collection burden Security: Secure Federal information against unauthorized access Reference: CIO council “Federal Enterprise Architecture Framework” vol. 1.1

34. 34 Principles of EAP Leadership (cont.) Federal Enterprise Principles (General application) Functionality: Take advantage of standardization based on common functions and customers Information Access: Provide access to information Proven Technologies: Select and implement proven market technologies Privacy: Comply with Privacy Act of 1974 Reference: CIO council “Federal Enterprise Architecture Framework” vol. 1.1

35. 35 Statewide Information Architecture NASCIO Project (National Association of State Chief Information Officers) Addresses all sharing (except Fed-Fed) Focus on state justice systems BJA partnership with NASCIO Pilot projects and models identified Website: www.nascio.org link to “Hot Issues,” “Justice National Information Architecture”www.nascio.org

36. 36 EAP Layers and Planning Steps EAP Layer 1 – Getting Started Planning Initiation EAP Layer 2- Where we are today: Business Modeling Assessment—Current Systems & Technology

37. 37 EAP Layers and Planning Steps (cont.) EAP Layer 3 – The vision of where we want to be Data Architecture Applications Architecture Technology Architecture

38. 38 EAP Layers and Planning Steps (cont.) EAP Layer 4: How we plan to get there Implementation/Migration Plan

39. 39 Managing Criminal Justice Technology Lunch

40. 40 Managing Criminal Justice Technology Review of morning and afternoon agenda

41. 41 Assessment of Criminal Justice Technology Capacity

42. 42 Assessment of Criminal Justice: Objectives To be able to identify major human resource, technology, organizational, and community assets available to each participant’s organization To understand the use of criminal justice technology assessment tools

43. 43 Assessment of Criminal Justice: Objectives (cont.) To define baseline technology status within your agency To monitor progress towards defined technology goals

44. 44 Why Assess Criminal Justice Technological Capacity? To help agencies understand major strengths related to the implementation of new technology initiatives To help answer the question: How ready are we to engage in new technologies? To help address major areas of weakness

45. 45 Global Assessment of Criminal Justice Technological Capacity LowModerateHigh Where does your agency stand?

46. 46 Phases of Technology Adoption Where do we stand?

47. 47 Phases of Technology Adoption Flirtation Experimentation Partial implementation Systematic implementation Full implementation

48. 48 Human Resources Why is each important? What skills are needed at each level? 1.Managers 2.Technical Staff 3.Facilitators 4.Line officers Title

49. 49 Technology 1.Software 2.Hardware 3.Networks Aspect Why important?

50. 50 Organizational 1.Morale 2.Participation 3.Mission Issue Why important?

51. 51 Community 1.State 2.Fiscal 3.Political Issue Why important?

52. 52 Managing Criminal Justice Technology Law Enforcement and Criminal Justice Assessment Tool

53. 53 Managing Criminal Justice Technology Milestone Analysis Grid

54. 54 Managing Criminal Justice Technology Practical display of enterprise architecture

55. 55 Managing Criminal Justice Technology End of Chapter 1 Break Chapter 2: Projects, Process, and Performance Measurement Chapter 2: Projects, Process, and Performance Measurement