Alaska Strategic Partners...
Transcript of Alaska Strategic Partners...
Jim SteeleDeputy Chief Information Officer
OIT, State of Alaska
AGENDA
Welcome – Bill VajdaComms – Catherine HatchAdmin & Budget – Ben ShierCTO PresentationsIT Procurement – Jason SozaClosing – Jim Steele
ADMIN AND BUDGETBenjamin Shier, OIT Chief of Staff• Lifelong Alaskan, busy dad of six• 16 years with SOA• Former interim ETS Director/Deputy Director• Experience in software development,
policy & compliance, privacy & security• Bachelor’s Info Systems,
Masters Public Admin
Ben ShierChief of Staff
OIT, State of Alaska
Administrative (OIT’s people processes)BudgetingInternal Rate settingProcurementWorking with CTOs around procurement
activities
Working with vendors to connect them with appropriate parties in OIT
Working with Jason Soza and P3 to better understand what we’re currently buying from our vendor community
Working with CTOs to identify cost efficiencies Addressing challenges with billing/invoicing
Education
University of South Carolina: BA Middle Eastern Politics and Naval Science (1997)
Capitol Technical University: M.Sc. Information Assurance (2007)
Industry Certifications
CISSP
CISM
Utica College: M.B.A with concentration in Cybersecurity (2017)
CNDA/ CEH
C|CISO
Experience (~20 yrs)
Navy Cryptologic Technician: Communications
National Security Agency: Red Team Operations and Information Security Assessments
NMCI West Coast CIRT
Private industry: Sarbanes-Oxley Compliance for IPO
SSC Pacific Command Information Assurance Manager
Navy Reserve Cryptologic Warfare Officer
Director, Cybersecurity (SPAWAR CIO)
BACKGROUND
• Build team- Org chart & hiring actions• Develop enterprise risk picture• Review SOA security policies• Conduct security architecture review• Complete McAfee contract- Due Dec 15
FIRST 100 DAYS
• Risk picture for all agencies• Team development- Soft & technical skills• Vulnerability/ compliance/audit management• Incident Response/ eDiscovery/ Digital Forensics• Two factor authentication (TFA/ 2FA) solution • Mobile device data-at-rest encryption• Asset management/ rogue device detection
FIRST YEAR CAPACITY GOALS
TELECOM NETWORKChris White, CTO• 35 year Alaska resident• 16 years with SOA• 22 years as an IT professional• Background is in IT infrastructure.
Chris WhiteCTO – Telecom
OIT, State of Alaska
MISSION STATEMENTTo provide and maintain the highest quality of Telecommunications services, consisting of the transport network infrastructure and supporting equipment for voice, video and data connectivity for the State of Alaska, to all executive branches of Alaska government and emergency responder agencies within the state of Alaska. To provide and maintain the health and security of the network. To research and evaluate new technologies as they pertain to the needs of the State of Alaska. To plan and implement services that improve Telecommunications for the State of Alaska.
SHORT TERM GOALS
Assess the telecommunications organizationDevelop initial operating posture
Staff skills assessmentDevelop service streamlining/consolidation opportunitiesDevelop an investment plan for team members
DATACENTER OPERATIONSRussell Kunibe, CTO• 37 year Alaska resident• 28 years with SOA• 22 years as an IT professional• Experience in both
IT project management & operational IT management
Russell KunibeCTO – Datacenter Operations
OIT, State of Alaska
Mainframe ServicesServers and Data StorageDatabase Server Administration and
ManagementIdentity Management ServicesOIT Support ServicesEnterprise ApplicationsO365 email
WHAT IS INCLUDED IN THE DATACENTER?
Change our overall administrative model and organizational structure from a Department centric model to a single OIT administrative model.
Consolidate and standardize the implementation of support services in order to remove Departmental administrative boundaries and to simplify our support requirements.
Separate the management of computer hardware infrastructure, operating systems, common computer software platforms, from SOA business units to facilitate the migration to a SLA driven service delivery model.
SHORT-TERM VISION
Prioritize and execute consolidations projects that reduce our facilities, server and storage foot print and increase standardization and virtualization densities.
Use continuous process improvement to keep improving the operational execution of service delivery.
MEDIUM-TERM VISION
Standardize• Lower cost• Increase performance• Reduce complexity
Consolidate• Release Assets• Improve efficiencies• Improve mgmt &
control
Automate• Lower cost• Increase utilization• Speed implementation
Orchestrate• Dynamically aligned
to the business;Self-adapting
• Reduce complexity
Virtualize• Lower cost• Increase utilization• Higher flexibility
Time
Effectiveness
STEPS TO INCREASE IT OPERATIONAL EFFICIENCY
CUSTOMER SERVICEChris Hamilton, CTO• 35 year Alaska resident• 15 years with SOA• Working with technology for 20 years• 4 years teaching information management
courses at the University of Alaska
Chris HamiltonCTO – Customer Service
OIT, State of Alaska
Service Desk providing 24/7 support State of Alaska - service ticketing system
Knowledge base
Self-service portal
Enterprise-wide end-point management End-point software deployment methodologies/tools
Asset management capabilities
Customer Service Team Development Training opportunities
Informal training/shadowing opportunities
CUSTOMER SERVICE
P3 – POLICY, PORTFOLIO, PLANNINGRyan Mitchell-Colgan, CTO• Lifelong Alaskan• Prefers adventure; drawn to challenge• Organizational leadership experience
- Deputy Commissioner of DOA- President and C-level positions for ~30 person non-profit
• Interested in organizational design & behavior
Ryan Mitchell-Colgan CTO – P3
OIT, State of Alaska
POLICY, PORTFOLIO, PLANNING (P3) OVERVIEW1. OIT “nervous system”2. Responsibility scope includes:
a. architecture, innovation, portfolio, business intelligence, and governance.
3. Supports CTOs and OIT as a whole.
Portfolio Management Office
Business Intelligence Competency Center
Architecture GovernanceInnovation
Shor
t-Ter
m
Focu
sLo
ng-T
erm
Fo
cus
Charter Innovation Center
Kick-off roadmap development
Baseline practice/resources.
Charter PMO Interim portfolio
Onboard BA&IA Baseline Data development
Interim improvements
Entrench innovation in OIT culture and practice
First roadmap Renewal
cycle
Full life-cycle capability Robust business intelligence drives decisions.
Comprehensive investment-based framework.
IT PROCUREMENTThe Future is Here
October 25, 2017
Jason Soza, CPPO, CPPBChief Procurement Officer
State of Alaska
/ VISION
Energize Alaska’s spirit through self-determination
and resource stewardship to improve the life of every
Alaskan.
DOA CED DOC EED DEC DFG GOV HSS DOL LAW MVA DNR DPS DOR DOT
ProcurementAcquire goods and services efficiently, timely, and effectively to maximize
resources and help agencies accomplish their public mission.
ITProvide core information technology services to agencies to help agencies
accomplish their mission.
• Cross-Departmental Procurement Team• Lean Six Sigma / Kaizen Events• Category Management• Data-Based Purchasing• Procurement Streamlining & Modernization• Ethics Disclaimer
/ PROCESS IMPROVEMENT
Communicate more, share skills, and educate.Share
Foster an environment that encourages ownership.Enable
Change the culture.Change
/ IMPROVEMENT IN ACTION
3.24
2.19
1.00 0.44
0.000.501.001.502.002.503.003.504.00
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Request Processing - FY17
Process Days Log. (Process Days)
/ IMPROVEMENT IN ACTION
Over a year of waiting eliminated.Streamlined process, decisions made by
those empowered to make them.Statewide impacts.
/ ACCELERATED RFP MODEL
Focus on finding expertiseEasier for experts to shineMinimized decision-makingStreamlined selection processOngoing accountabilityInterest in success for all involved
/ ACCELERATED RFP MODEL
Risk Assessment (RA)Experts should be able to identify major project risksExperts should also be able to clearly lay out a
mitigation planClear, non-technical explanations are necessary
/ ACCELERATED RFP MODEL
Value Adds (VA)The model recognizes industry expertiseWe rely on expertise to find better
approaches to our problem
/ ACCELERATED RFP MODEL
InterviewsAfter considering RA/VA and cost,
highest-ranking offeror(s) invitedLimited to two individuals actually working
on projectNo marketing/sales
/ ACCELERATED RFP MODEL
ClarificationHighest-ranked offerorLongest part of the processVerifies RA/VA, interviews, costs, and moreGoes on as long as necessaryResults in contract roadmap
/ ACCELERATED RFP MODEL
Contract AwardClarification document serves as risk
mitigation planData and accountability drives performance
/ CATEGORY MANAGEMENT
Eight categories: IT, MRO, Office, Fuel, Safety, Health, Food, Travel
FY17 goal of saving 5% more achievedKaizen event will drive consistent data