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

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

2. Service Delivery

3. 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 and BlackBerry Failure – down 610 users for 5 days, BB 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

4. 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%
Response
<60 mins 15 16 25 46
Voic 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

5. 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

6. 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

7. 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

8. 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

9. 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:
Response Rate: 4.7%
Q5 Avg. = 5.32

10. 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:
Number of Recipients: 3,567
Response Rate: 9.8%

11. 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

12. 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

13. 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.

14. End-to-end processing for standard products
Total number of items procured
Product May June
PCs
Monitors
Printers
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.

15. End-to-end processing for non-standard products
Total number of items procured
Product May June
Servers
Network ,275
Software ,837
Maintenance
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.

16. 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

17. Service Delivery Improvements
Service Delivery Agency Focused Improvements
Library of Virginia now using Enterprise
Migrated Tax i-File to new server hardware/software – hosted in RPB – can accommodate more concurrent users when filing taxes.
Migrated VDOT to new 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 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

18. 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
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

19. Transformation Phase (36 Months to June 2009)
2006
2007
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 /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

20. 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)

21. 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 systems
Q2 desktop refresh on target. Target additional 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

22. Desktop Refresh When Benefit Impact
Q3 refresh targeting 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

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

24. Desktop Weekly Run Rate

25. 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

26. 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

27. 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 systems
Redundant architecture with complete failover capability
Disaster recovery planned for SWESC to support
Centralized 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 systems

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

29. 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

30. 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

31. 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

32. Data Center Move

33. 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

34. 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 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

35. 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

36. 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

37. 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

38. ITP Financials

39. 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

40. Independent Program Maturity Assessment

41. 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

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