Harvard Kennedy School Cambridge, Massachusetts IT Strategy for the Commonwealth Annual Update...

Harvard Kennedy SchoolCambridge, Massachusetts

IT Strategy for the Commonwealth

Annual Update Workshop

June 10, 2010

Objectives for the Workshop

1. Take stock of where we are on the Strategic Plan

2. Assess environmental changes affecting state government and their implications for IT

3. Advance the Strategic Plan forward one year to reflect progress and changes in priorities

4. Heighten awareness of leveraging IT to enable business strategy

6/10/2010 2

Today’s Agenda

1 Welcome and plan for the day Anne MarguliesCommonwealth CIO

2 IT Strategy for the Commonwealth• Looking Back—FY2009, FY2010

- Recap: Original Plan—Fall 2008 - Recap: Progress—FY2009- Progress on Plan—FY 2010

• Looking Ahead—FY2011

Anne Margulies

3 Case Study: Enabling Business Strategy with IT at the World Bank

Jerry MechlingHarvard Kennedy School

4 Update: IT Strategy in the Commonwealth Jerry Mechling

5 Massachusetts: The Challenges Ahead Jay GonzalezSecretary of Admin and Finance

6 Rolling the Strategic Plan Forward: Priorities for FY 2011

Working Lunch/Breakout Session

7 Rolling the Strategic Plan Forward: Working Group Reports and Discussion

Jerry Mechling

8 Conclusion and Wrap Up Anne Margulies

6/10/2010 3

Looking Back

• Recap: Original Plan—Fall 2008

• Recap: Progress—FY2009

• Progress on Plan—FY 2010

6/10/2010 4

9/9/2009 5

Looking Back:Plan Summary as of Fall 2008

We seek an IT environment that will enable…• Efficient and easily accessible services for all

constituents• Open and transparent engagement with

citizens of the Commonwealth• Accurate and timely data for policy making,

service delivery, and results evaluation

VISION FOR THE FUTURE

IT in the Commonwealth characterized by…

CURRENT STATE

BUT, at the crossroads of a unique opportunity…• Strong sense of collaboration, consensus

among IT leaders• Bond funding to invest in collective action

• Aging systems• Constrained resources• Uneven, fragmented IT planning, services and

skills

Build a technology foundation comprising…

ROADMAP

• Robust, agile enterprise IT infrastructure• Shared services and applications• Common, effective management practices

To be accomplished through…

• 7 key initiatives• 4 supporting initiatives

9/9/2009 6

Looking Back:Strategic Initiatives (FY 2009 – FY 2010)

ROBUST, AGILE ENTERPRISEIT INFRASTRUCTURE


1 Secretariat Consolidation

2 Shared SOA Infrastructure

3 Network Architecture

4 Enterprise Security Plan

SHARED SERVICESAND APPLICATIONSSHARED SERVICESAND APPLICATIONS

5 Civic Engagement Strategy

6 Identity Management

COMMON, EFFECTIVE MANAGEMENT PRACTICES


7 Enhanced Procurement Process

SU

PP

OR

TIN

GIN

ITIA

TIV

ES

KEY

IN

ITIA

TIV

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1 Second Data Center

2 Systems Modernization

3 IT Recruitment & Training

4 Project Management

Looking Back:Assessment of Plan Progress—FY 2009

6/10/2010 7

Working together, we have made good progress on the Strategic Plan over the last year.

Legend:

On Track

Some Progress

Weighted Avg

Looking Back:Strategic Priorities for FY 2010

• Keep the momentum going on all strategic initiatives!

• Define more metrics

• Engage more business leaders and legislature

• Focus near term priorities on initiatives that will save money– Procurement– Shared services– Systems modernization

• Find ways to offer services to municipalities to take advantage of economies of scale

• Reform financing for IT– Plan capital to keep projects going without disruption– Build operating and maintenance costs into annual budgets– Rationalize chargebacks

6/10/2010 8

Looking Back:Progress on the Plan

Year 2—FY 2010

6/10/2010 9

Looking Back:Progress on Strategic Initiatives—FY 2010

Working together, we have made good progress on the Strategic Plan over the last year.

Sample Comments

• The plan has helped us focus on what we need to do to build a strong IT foundation

• …a blueprint for how we are moving IT forward—exceptionally helpful and well thought out

• In this time of change and uncertainty, it is a testament to all of those involved that so much progress has been made

• …a cadre of people in state government who have demonstrated a strong willingness to work together

• Despite technical progress, still difficult to see impact at this early date

• Too focused on just making it happen, rather than establishing benchmarks and plans to foster buy-in

6/10/2010 10

Looking Back:Progress on Strategic Initiatives—FY 2010

6/10/2010 11

Looking Back:1. Secretariat Consolidation

6/10/2010 12

Key Milestone ANF EOE EOEEA EOHED EOHHS EOLWD EOPSS MassDOT

Appointed SCIO

Created IT Steering Committee

Developed Consolidation Plans

Established SCIO Authority Over All IT Spending

Inventoried Staff by Job Function

Trained the Workforce on ITIL

Defined an EO504-Compliant Electronic Security Plan

Inventoried IT Assets

Consolidated Email

Consolidated Websites onto Mass.gov

Consolidated Helpdesk and Desktop and LAN Services

Consolidated Data Center Services

Consolidated Network

“It seems like every other government…has…played the IT consolidation game…But if any of them want to see how to play to win,

they should look at Massachusetts.” - Government Technology

“It seems like every other government…has…played the IT consolidation game…But if any of them want to see how to play to win,

they should look at Massachusetts.” - Government Technology

Looking Back:2. Shared SOA Infrastructure

6/10/2010 13

Looking Back:3. Network Architecture

6/10/2010 14

Looking Back:4. Enterprise Security Plan

6/10/2010 15

Looking Back:5. Civic Engagement Strategy

6/10/2010 16

Looking Back:6. Identity Management

6/10/2010 17

Looking Back:7. Enhanced Procurement Process

6/10/2010 18

Looking Back:8. Second Data Center

6/10/2010 19

Looking Back:9. Systems Modernization

6/10/2010 20

Looking Back:10. IT Recruitment and Training

6/10/2010 21

Looking Back:11. Project Management

6/10/2010 22

Common Values - Common Goals

CommonWay

Common Values - Common Goals

CommonWay

6/10/2010 23

Looking Ahead

FY 2011

Looking Ahead:Strategic Initiatives—Existing Structure: 7 + 4



1 Secretariat Consolidation

2 Shared SOA Infrastructure


4 Enterprise Security Plan


5 Civic Engagement Strategy

6 Identity Management



7 Enhanced Procurement Process

SU

PP

OR

TIN

GIN

ITIA

TIV

ES

KEY

IN

ITIA

TIV

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3 IT Recruitment & Training

4 Project Management

6/10/2010 24

Looking Ahead:Strategic Initiatives—Maturing Efforts

Maturing Efforts

• Enhanced Procurement Process

• IT Recruitment and Training

• Project Management

6/10/2010 25

Some initiatives are transitioning…

• From planning to implementation

• With ongoing improvement

Looking Ahead:Strategic Initiatives—Simplified, Updated Structure

6/10/2010 26

In addition, we are combining or re-categorizing some initiatives to

• Put closely related efforts together

• Simplify how we think about strategic projects

Looking Ahead:Strategic Initiatives—Simplified, Updated Structure

6/10/2010 27






4 Civic Engagement/Open Data

3 Shared SOA Infrastructure•SAI•ID Management

3 Shared SOA Infrastructure• ID Management



UPDATED, RESPONSIVE SYSTEMS


5 IT Consolidation

6 Service Excellence•Service Catalog•ITIL

7 Enterprise Security

NEW!

Looking Ahead:Simplified Structure for Strategic Initiatives

The proposed recasting of the strategic initiatives for FY 2011 to reflect progress and evolving priorities makes sense

6/10/2010 28

Summary of Comments

• Better organized definition—greatly simplified, eliminates overlaps

• Reflective of a focus on implementing change and maturing new business processes, organization structures, and infrastructure capacity

• At this stage Network Architecture and 2nd Data Center need to be at the top of the list

• Appreciate sharper focus for civic engagement

• Security should not be eliminated! Could be part of shared services or effective management practices

• Danger that removing initiatives may be interpreted as assigning lower importance—de-emphasizing may result in slowed or even backward progress

Looking Ahead:Other Changes to the Plan?

6/10/2010 29

Summary of Comments

• Keep focus on proposed plan—this covers the fundamentals

• Develop mechanisms to provide feedback on IT value delivery

• Partner with Secretariat HR/Admin groups to expand IT training opportunities

• Business continuity and disaster recovery do not receive enough attention

• Service Level Agreements (SLAs) should be a priority

• Bring business leaders more into process—more focus on information, less on tech terms

• Business leaders want consistent service, systems designed for data driven decision making

Additional IT priorities or directions not already in the plan? Anything we should stop doing?

Overall Assessment

6/10/2010 30

Overall, do you agree that the IT strategic plan has served us well so far?

Most feel the plan is working…

• The clarity of vision and attention to strategy is refreshing

• Terrific progress on many fronts—very impressive!

• The plan has helped us focus on what we need to do to build a strong IT foundation

…though some have concerns…

• The plan reflects IT priorities but not necessarily the business priorities of the state

• We have a vision and set of goals, but no detailed plans describing the work that needs to be done—no vetting to ensure plans are complete and accurate

Case StudyEnabling Business Strategy with IT at the World Bank

Professor Jerry MechlingHarvard Kennedy School of Government

6/10/2010 31

Update: IT strategy in the Commonwealth

Environmental Factors Influencing IT in the Commonwealthand

National Picture of IT in State Government


6/10/2010 32

Company

Customers

Competition

What capacity creates valuefor customers relative to the competition?

Public sector strategy: similar, yet different from private sector strategy…

Capacity

Customers

Competition

What capacity creates value

Public sector strategy: similar, yet different to private sector strategy…

Capacity

Value

Competition

. . .What capacity creates valuefor society


Capacity

Value

Support

. . .What capacity creates valuefor society and gains political support?

• Orgs/issues largerOrgs/issues larger• Checks and balancesChecks and balances• Major concerns forMajor concerns for equity and legitimacy equity and legitimacy


37

THE CHALLENGE: IT and alignment…

Analyst role:• efficiency• equity/transparency

Manager role• infrastructure• innovation

Advocate role• new financing• new authority

With IT . . .

Capacity

Value

Support

Environmental Factors

6/10/2010 38

Environmental FactorsSample Comments

Most important positive factors affecting our ability to provide IT services

• Talented, dedicated, innovative IT workforce

• Strong IT vision and leadership

• Funding for IT consolidation and major initiatives

• Realignment of IT support resources from agency to secretariat—very positive

• Working together toward a common goal

• Excellent communications and project management

• Collaboration, working groups, strong executive support, thorough planning

Most important negative factors affecting our ability to provide IT services

• Budget cuts, lack of staff resources, short timelines, many competing priorities

• Uneven bench strength in middle layers of IT

• Spotty ability to communicate IT imperatives and strategy to business leaders

• Lack of high level support for IT and IT-based process transformation6/10/2010 39

GOVERNANCE:feedback + authority

PROCESS:specialization and scale

rules rules rules rules rules rules

hierarchy

VALUE:productivity

equitylegitimacy/transparency

predictability

MOVES: Process + Governance Value

4. Infrastructure extension

Major Moves . Val. Feas.

1. Delivery: online/interactive 2

2. Production: integration/shared services 3

3. Value Chain: Industry reconfiguration 1

5. Feedback/transparency

6. Massive collaboration

7. New and open standards

8. New patterns of authority

4

8

7

6

4

Analysis: Portfolio priorities?...p

rocess

govern

an

ce

8

2

1

3

5

4

7

6

1. Services 2. Open government 3. Shared services and health++

Shared Agenda (strawman…)

1. 21st century service model. Bundle infrastructure, shared services, and delivery (for productivity, equity – hi value and feasibility):

– Especially support services, health care, education, police, transport, economic development

– Small locals to consume services while keeping customer relationships; states and private sector to develop and host (via cloud); feds to provide venture capital for development/evaluation/standards

2. 21st century open government model. Bundle data and collaboration (for transparency, competitive efficiency – potentially high but uncertain value and feasibility)

3. 21st century “business” model. Use self-service, volunteers, capital funds, user fees, and a tax base appropriate for a service economy.

42 04/21/23

Massachusetts: The Challenges Ahead

Jay GonzalezSecretary of Administration and Finance

6/10/2010 43

Working Lunch: Breakout Sessions

Rolling the Plan Forward:Priorities for FY 2011

• Network Architecture• Second Data Center• Shared SOA Infrastructure• Civic Engagement/Open Data• Business Intelligence

6/10/2010 44

Working Lunch—Breakout Sessions:Updates to Strategic Plan

Process

• Select a group from the list below

• Get lunch and bring back

• Reconvene at 2:15 for readout

6/10/2010 45

Initiative Facilitator

Network Architecture Jason Snyder

Second Data Center Stuart Lecky/John Letchford

Shared SOA Infrastructure (SAI) Gillian Lockwood

Civic Engagement/Open Data Susan Parker/Tim Vaverchak

Business Intelligence Sharon Wright

Discussion questions (included in Workshop Packet and Group Handout)

• Are the goals and vision for the initiative clear?

• What specific goals should be targeted for FY’11?

• After next year what will be left to accomplish and by when should it be done?

• Are there any new priorities or directions we should consider not already integrated in the key initiatives of the Plan?

Discussion questions for Business Intelligence are unique for that group(included in Workshop Packet and Group Handout)

Rolling the Strategic Plan Forward: Breakout Session Reports and Discussion


6/10/2010 46

Conclusion and Wrap Up

Anne Margulies

6/10/2010 47

Bottom Line: Over Last Three Years…

• Developed strategic plan that is broadly understood and accepted– Defined vision– Identified key initiatives

• Made significant progress in priority areas– IT Consolidation– Security– Enhanced Procurement– 2nd Data Center

• Expanded IT governance and aligned planning– Implemented broader and deeper IT governance– Completed annual…

• strategic plan refresh• secretariat IT plans

• Maintained and improved on-going operations– Launched ITD Service Excellence– Made significant capital investments in new systems

• Developed PMO, capital investment and oversight process • Invested in 34 IT projects

• Developed IT innovations– Open Data– Public Private Security Partnership– Social Media Tool Kit, Commonwiki

6/10/2010 48

What It Adds Up To

• Moved from loosely connected IT management to disciplined, aligned enterprise IT management

• Improved transparency, control, quality and standardization of key IT services

• Strengthened the IT community through governance groups, training and knowledge sharing

• Delivered significant savings and better optimized IT resources

6/10/2010 49

Next Steps

6/10/2010 50

• Compile workshop notes

• Refine FY 2011 – FY 2013 goals for each initiative

• Draft Strategic Plan Annual Report and Update

• Review Annual Report with governance groups

• Publish Annual Report by end of July, 2010

THANKS TO ALL!

And a special thanks to Jerry…

Jerry, You’re the Man!

Harvard Kennedy School Cambridge, Massachusetts IT Strategy for the Commonwealth Annual Update...

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