Rudawitz JLCIMT Testimony Sep04 Slides
- 1. September 2004 Copyright 2004 Antevorte Consulting, LLC Vision for InformationVision for Information Technology ServiceTechnology Service Delivery in OregonDelivery in Oregon David RudawitzDavid Rudawitz Antevorte Consulting, LLCAntevorte Consulting, LLC
- 2. September 2004 Copyright 2004 Antevorte Consulting, LLC IT service delivery today in OregonIT service delivery today in Oregon Each State department as well as several agenciesEach State department as well as several agencies and divisions have their ownand divisions have their own independentindependent ITIT organizationsorganizations–– these are often referred to asthese are often referred to as ““silos.silos.”” These each have their own budgets, staffs, processes,These each have their own budgets, staffs, processes, standards, proceduresstandards, procedures …….. Each silo is held accountable for its own activitiesEach silo is held accountable for its own activities giving them no reason to spend or act to help othersgiving them no reason to spend or act to help others IT leadership is not properly positioned within theIT leadership is not properly positioned within the administration of State government to be effectiveadministration of State government to be effective How can stateHow can state--wide efforts be as successful as hoped?wide efforts be as successful as hoped?
- 3. September 2004 Copyright 2004 Antevorte Consulting, LLC What about a StateWhat about a State--wide IT strategy?wide IT strategy? There is no single StateThere is no single State--wide IT strategy for Oregonwide IT strategy for Oregon This encourages microThis encourages micro--management by the Legislaturemanagement by the Legislature How can there be a single strategy for IT serviceHow can there be a single strategy for IT service delivery for the State?delivery for the State? There is anecdotal information that the various departmentsThere is anecdotal information that the various departments and agencies do not work together to deliver IT servicesand agencies do not work together to deliver IT services There are many reasons for them to keep workingThere are many reasons for them to keep working independently for their own best interestsindependently for their own best interests From their silo perspective, there are few reasons for them toFrom their silo perspective, there are few reasons for them to all work togetherall work together Getting everyone to work together will be like trying toGetting everyone to work together will be like trying to manage a herd of catsmanage a herd of cats
- 4. September 2004 Copyright 2004 Antevorte Consulting, LLC The current siloThe current silo--based model for IT servicebased model for IT service delivery will never allow the State of Oregondelivery will never allow the State of Oregon to realize the full benefit of IT.to realize the full benefit of IT. It will be the source of constant impediment toIt will be the source of constant impediment to the hard work, good intentions and wellthe hard work, good intentions and well meaning attempts to reduce cost and createmeaning attempts to reduce cost and create improvements.improvements. A change to this model is absolutely necessaryA change to this model is absolutely necessary The Oregon IT service delivery modelThe Oregon IT service delivery model is costly and inefficientis costly and inefficient
- 5. September 2004 Copyright 2004 Antevorte Consulting, LLC Some PhilosophySome Philosophy If you do not knowIf you do not know where you are going,where you are going, any road will do.any road will do. If you do not knowIf you do not know where you are, a mapwhere you are, a map will not help.will not help.
- 6. September 2004 Copyright 2004 Antevorte Consulting, LLC What are some industry trends?What are some industry trends? Companies are moving to a centralized IT serviceCompanies are moving to a centralized IT service delivery model from their historical silo modelsdelivery model from their historical silo models SingleSingle enterpriseenterprise approachapproach Shared services and infrastructureShared services and infrastructure Common and standardized processesCommon and standardized processes Less diversity in hardware and softwareLess diversity in hardware and software Companies and governments are formalizing ITCompanies and governments are formalizing IT governance through the use of Enterprise Architecturegovernance through the use of Enterprise Architecture
- 7. September 2004 Copyright 2004 Antevorte Consulting, LLC Business and governments areBusiness and governments are creating enterprisecreating enterprise--wide IT strategieswide IT strategies Enterprise Architecture (EA) is mandated forEnterprise Architecture (EA) is mandated for Federal agencies (OMB MFederal agencies (OMB M--9797--02, Funding02, Funding Information Systems Investments, OctoberInformation Systems Investments, October 1996)1996) National Association of State CIOs (NASCIO)National Association of State CIOs (NASCIO) developing pro forma EA materialsdeveloping pro forma EA materials Businesses are developing their strategies andBusinesses are developing their strategies and buildingbuilding EAsEAs to guide and manage ITto guide and manage IT
- 8. September 2004 Copyright 2004 Antevorte Consulting, LLC What is my Vision?What is my Vision? IT service delivery for Oregon government shouldIT service delivery for Oregon government should be an enterprise level activitybe an enterprise level activity –– where thewhere the enterprise encompassesenterprise encompasses allall of State governmentof State government There should be a single comprehensive program withThere should be a single comprehensive program with common governance, evaluation criteria, jobcommon governance, evaluation criteria, job descriptions, processes, rules, service level agreements,descriptions, processes, rules, service level agreements, standardsstandards …….. Decisions and guidance such as out/right/in sourcing,Decisions and guidance such as out/right/in sourcing, cost recovery, technology standards, build vs. buy, etc.cost recovery, technology standards, build vs. buy, etc. should be made at the enterprise level guided by thisshould be made at the enterprise level guided by this single vision and single plansingle vision and single plan
- 9. September 2004 Copyright 2004 Antevorte Consulting, LLC How do we get there from here?How do we get there from here? Going from vision to realityGoing from vision to reality Six step planSix step plan 1.1. Inventory theInventory the ““asas--isis”” 2.2. Develop and analyze three to five IT service deliveryDevelop and analyze three to five IT service delivery scenariosscenarios 3.3. Select the best scenario for OregonSelect the best scenario for Oregon 4.4. Develop an Enterprise Architecture for Oregon based onDevelop an Enterprise Architecture for Oregon based on the selected IT service delivery scenariothe selected IT service delivery scenario 5.5. Develop a transition plan to go from theDevelop a transition plan to go from the ““asas--isis”” to the newto the new ““toto--bebe”” 6.6. Execute the transition plan to build the newExecute the transition plan to build the new ““toto--bebe””
- 10. September 2004 Copyright 2004 Antevorte Consulting, LLC Step 1Step 1 -- Inventory theInventory the ““asas--isis”” Collect asCollect as--is information about IT services areis information about IT services are currently provided to State governmentcurrently provided to State government Resulting in a comprehensive compendium ofResulting in a comprehensive compendium of the current state of IT service assets and deliverythe current state of IT service assets and delivery Documents the baseline for the later enterpriseDocuments the baseline for the later enterprise architecturearchitecture
- 11. September 2004 Copyright 2004 Antevorte Consulting, LLC Step 2Step 2 -- Develop and analyze three toDevelop and analyze three to five IT service delivery scenariosfive IT service delivery scenarios Identify three to five IT service delivery scenariosIdentify three to five IT service delivery scenarios Develop the comparison criteria to perform anDevelop the comparison criteria to perform an objective analysisobjective analysis Flesh out and document the selected scenarios andFlesh out and document the selected scenarios and compare themcompare them To each otherTo each other With the currentWith the current ““asas--isis”” Investigate and document service level requirementsInvestigate and document service level requirements and other customer relationship issuesand other customer relationship issues
- 12. September 2004 Copyright 2004 Antevorte Consulting, LLC Step 3Step 3 -- Select the best scenario for OregonSelect the best scenario for Oregon The direction to change from the current modelThe direction to change from the current model to a new and different IT service delivery modelto a new and different IT service delivery model may have to be provided by the Legislaturemay have to be provided by the Legislature The results of the previous steps should provideThe results of the previous steps should provide the necessary facts and supporting data to allowthe necessary facts and supporting data to allow the legislature to make an informed policythe legislature to make an informed policy decisiondecision Transformation to the new model would beTransformation to the new model would be initiatedinitiated
- 13. September 2004 Copyright 2004 Antevorte Consulting, LLC Step 4Step 4 -- Develop an Enterprise Architecture forDevelop an Enterprise Architecture for Oregon based on the selected modelOregon based on the selected model Create an Enterprise Architecture (EA) for OregonCreate an Enterprise Architecture (EA) for Oregon based on the new IT service delivery modelbased on the new IT service delivery model The EA includes the IT strategyThe EA includes the IT strategy An Oregon State EA would be a comprehensiveAn Oregon State EA would be a comprehensive ““documentdocument”” and would include:and would include: ““AsAs--isis”” statestate Goals and strategiesGoals and strategies IT guiding principlesIT guiding principles Architectural building blocksArchitectural building blocks A comprehensive EA governance modelA comprehensive EA governance model ProposedProposed ““toto--bebe”” architecturearchitecture
- 14. September 2004 Copyright 2004 Antevorte Consulting, LLC Step 5Step 5 -- Develop a transition plan to goDevelop a transition plan to go from thefrom the ““asas--isis”” to the newto the new ““toto--bebe”” An integral part of a quality EA is aAn integral part of a quality EA is a ““livingliving”” transition plan.transition plan. The transition plan is the prioritized roadmap toThe transition plan is the prioritized roadmap to move from themove from the ““asas--isis”” to theto the ““toto--bebe”” This can take several years and may requireThis can take several years and may require changes to remain viable.changes to remain viable. The EA governance structure keeps the EA onThe EA governance structure keeps the EA on track and relevanttrack and relevant
- 15. September 2004 Copyright 2004 Antevorte Consulting, LLC Step 6Step 6 -- Execute the transition planExecute the transition plan to build the newto build the new ““toto--bebe”” IT service delivery can now be changed into theIT service delivery can now be changed into the plannedplanned ““toto--bebe”” structurestructure Careful prioritization of the transition plan willCareful prioritization of the transition plan will Provide the most expeditious transitionProvide the most expeditious transition Deliver as much immediate value as possibleDeliver as much immediate value as possible
- 16. September 2004 Copyright 2004 Antevorte Consulting, LLC No one said this would be easy!No one said this would be easy! Changing the model for IT service delivery willChanging the model for IT service delivery will not be simple nor easy.not be simple nor easy. However changing to a more relevant model willHowever changing to a more relevant model will enable Oregon to leverage IT to reduce costsenable Oregon to leverage IT to reduce costs and improve government services.and improve government services. The citizens of Oregon are demanding moreThe citizens of Oregon are demanding more government services for less cost. Informationgovernment services for less cost. Information Technology is an effective tool to achieve thisTechnology is an effective tool to achieve this goal.goal.
- 17. September 2004 Copyright 2004 Antevorte Consulting, LLC My ChallengeMy Challenge My challenge to the Governor and the OregonMy challenge to the Governor and the Oregon Legislature is to take the lead and, after properLegislature is to take the lead and, after proper study, change the model for IT service deliverystudy, change the model for IT service delivery in Oregon to one that is enterprisein Oregon to one that is enterprise--centric socentric so that Oregon citizens can reap the benefits ofthat Oregon citizens can reap the benefits of IT with better government service at the rightIT with better government service at the right price.price.
- 18. September 2004 Copyright 2004 Antevorte Consulting, LLC Questions?Questions?