Technology Governance Board The Evolution of Executive Branch IT Governance

State of IowaState of IowaDepartment of Administrative ServicesDepartment of Administrative ServicesInformation Technology EnterpriseInformation Technology Enterprise

Technology Governance Technology Governance BoardBoard

The Evolution of Executive Branch IT GovernanceThe Evolution of Executive Branch IT Governance

Presented by:Presented by:

Mollie AndersonMollie Anderson John GillispieJohn GillispieDirectorDirector Chief Operating OfficerChief Operating OfficerDepartment of Administrative ServicesDepartment of Administrative Services Information Technology Information Technology EnterpriseEnterprise

State of Iowa – Department of Administrative Services

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The EIP AssessmentThe EIP Assessment

EEnterprisenterprise IInfrastructure nfrastructure and and PPersonnel ersonnel AAssessmentssessment

(1QFY04 through 3QFY05)(1QFY04 through 3QFY05)

• Focused on Executive Branch Information Focused on Executive Branch Information TechnologyTechnology

• Addressed three interrelated aspects ofAddressed three interrelated aspects of organizational agility:organizational agility:

• Definition of processesDefinition of processes• Technology capabilities and agility Technology capabilities and agility • Organizational capacity for change and Organizational capacity for change and readiness to support Executive Branch readiness to support Executive Branch business requirementsbusiness requirements

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EIP RecommendationsEIP Recommendations

Programmatic RecommendationsProgrammatic Recommendations• Leverage Common Statewide Infrastructure Leverage Common Statewide Infrastructure • Data Center Consolidation Data Center Consolidation • Move To A Highly Standardized Statewide DesktopMove To A Highly Standardized Statewide Desktop Environment – Initiate A “Lifecycle” Program Environment – Initiate A “Lifecycle” Program • Conduct A Complete Enterprise Application Inventory &Conduct A Complete Enterprise Application Inventory & Consolidation Consolidation

Critical IT Organizational RecommendationsCritical IT Organizational Recommendations• Redefine The Role Of The Chief Information Officer Redefine The Role Of The Chief Information Officer (CIO)(CIO)• Create A Customer Relationship Management Focus Create A Customer Relationship Management Focus • Create A Statewide Information Technology ServiceCreate A Statewide Information Technology Service Provider OrganizationProvider Organization

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EIP Recommendations EIP Recommendations (Continued)(Continued)

Technology Process RecommendationsTechnology Process Recommendations

• Establish a Technology Governance Board Establish a Technology Governance Board Decision-making based on business drivers in support of Decision-making based on business drivers in support of

customer requirements.customer requirements.

• Develop an Enterprise Portfolio Develop an Enterprise Portfolio Management Office Management Office

Funding methodology to promote fiscal and management Funding methodology to promote fiscal and management efficiencies.efficiencies.

• Develop a Statewide Enterprise Develop a Statewide Enterprise ArchitectureArchitecture

Statewide common infrastructure standard.Statewide common infrastructure standard.

• Develop a Performance Based Partnering Develop a Performance Based Partnering StrategyStrategy

Centralized IT procurement process.Centralized IT procurement process.

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Technology Governance Technology Governance BoardBoard

TheTheLegislationLegislation


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Technology Governance Board Technology Governance Board (TGB)(TGB)

House File 839 - Eighty-First General House File 839 - Eighty-First General Assembly (2005)Assembly (2005)

Established the Technology Governance Board Established the Technology Governance Board Within the Department of Administrative Services Within the Department of Administrative Services

The Bill Establishes:The Bill Establishes:

• Membership Membership

• Powers and DutiesPowers and Duties

• Funding of the BoardFunding of the Board

• Rulemaking Authority Within DAS for the BoardRulemaking Authority Within DAS for the Board

• Initial Terms of Membership (Transition)Initial Terms of Membership (Transition)

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TGB MembershipTGB Membership

• The Director of DAS (Permanent Chair of the Board)The Director of DAS (Permanent Chair of the Board)

• The Director of the Department of Management (or The Director of the Department of Management (or designee)designee)

• Eight Governor’s AppointeesEight Governor’s Appointees• Three representatives from large agencies.Three representatives from large agencies.

• Two representatives from medium-sized agencies.Two representatives from medium-sized agencies.

• One representative from a small agency.One representative from a small agency.

• Two public members knowledgeable about information Two public members knowledgeable about information technology matters.technology matters.

Vice chair annually elected from among the members.Vice chair annually elected from among the members.

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Powers and Duties of the TGBPowers and Duties of the TGB

• Annual report to the Governor, the DepartmentAnnual report to the Governor, the Department of Management, and the General Assembly. of Management, and the General Assembly.

• Work with the Department of Management and theWork with the Department of Management and the State Accounting Enterprise to maintain the relevancyState Accounting Enterprise to maintain the relevancy of the central budget and proprietary control accounts of the central budget and proprietary control accounts of the general fund of the state to information of the general fund of the state to information technology. technology.

• Develop and approve administrative rules governing Develop and approve administrative rules governing thethe activities of the board. activities of the board.

• Develop and adopt information technology standards Develop and adopt information technology standards applicable to all agencies. applicable to all agencies.

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• Make recommendations to DAS regarding:Make recommendations to DAS regarding:• Technology utility services to be implemented by Technology utility services to be implemented by

the department or other agencies.the department or other agencies.• Improvements to information technology service Improvements to information technology service

levels and modifications to the business continuity levels and modifications to the business continuity plan for information technology operations. plan for information technology operations.

• Technology initiatives for the executive branch.Technology initiatives for the executive branch.

• Review the recommendations of the IowAccess Review the recommendations of the IowAccess Advisory Council regarding rates to be charged for Advisory Council regarding rates to be charged for value-added services performed through IowAccess. value-added services performed through IowAccess.

• Designate advisory groups to assist the board. Designate advisory groups to assist the board.

Powers and Duties of the TGB Powers and Duties of the TGB (continued)(continued)

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TGB Advisory Groups For:TGB Advisory Groups For:

• Development of an executive branch Strategic Development of an executive branch Strategic Technology Plan.Technology Plan.

• Annual review of technology operating expenses andAnnual review of technology operating expenses and capital investment budgets of agencies by October 1.capital investment budgets of agencies by October 1.

• Quarterly review of requested modifications to budgetsQuarterly review of requested modifications to budgets of agencies due to funding changes.of agencies due to funding changes.

• Review and approval of all RFPs (prior to issuance) forReview and approval of all RFPs (prior to issuance) for all information technology devices, hardwareall information technology devices, hardware acquisition, information technology services, and acquisition, information technology services, and software development projects that exceed the greatersoftware development projects that exceed the greater of fifty thousand dollars or 750 seven staff hours. of fifty thousand dollars or 750 seven staff hours.

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• Development of a plan and process to:Development of a plan and process to:• Improve service levels Improve service levels • Improve continuity of business operations Improve continuity of business operations • Maximize the value of information technology Maximize the value of information technology

investments investments

• Formation of internal teams to address cost-savings Formation of internal teams to address cost-savings initiatives, including consolidation of informationinitiatives, including consolidation of information technology and related functions among agencies.technology and related functions among agencies.

• Development of information technology standards. Development of information technology standards.

• Development of rules, processes, and procedures forDevelopment of rules, processes, and procedures for implementation of aggregate purchasing among implementation of aggregate purchasing among agencies.agencies.

TGB Advisory Groups For: TGB Advisory Groups For: (continued)(continued)

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TGB Advisory Groups TGB Advisory Groups

Executive Branch Executive Branch Strategic Strategic

Technology PlanTechnology Plan

Annual Review Of Annual Review Of Agency Technology Agency Technology

Expenses & Expenses & BudgetsBudgets

Quarterly Review OfQuarterly Review Of Requested Changes Requested Changes To Agency BudgetsTo Agency Budgets

Review & Approval Review & Approval of Informationof Information

Technology RFPsTechnology RFPs

Development of Development of Service Service

Improvement Improvement Plans & ProcessesPlans & Processes

Internal Teams to Internal Teams to Address Cost Address Cost

Saving InitiativesSaving Initiatives

Development of Development of Information Information Technology Technology StandardsStandards

Implementation of Implementation of Aggregate Aggregate Purchasing Purchasing

Among AgenciesAmong AgenciesTechnology Governance Board

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TGB Annual ReportTGB Annual Report

The report shall include: The report shall include: • Total spending on technology for the previous fiscal year.Total spending on technology for the previous fiscal year.• Total amount appropriated for the current fiscal year.Total amount appropriated for the current fiscal year.• Estimate of the amount to be requested for theEstimate of the amount to be requested for the succeeding fiscal year for succeeding fiscal year for allall agencies. agencies. • A five-year projection of technology cost savings.A five-year projection of technology cost savings.• An accounting of the level of technology cost savings for An accounting of the level of technology cost savings for the current fiscal year.the current fiscal year.• A comparison of the level of technology cost savings for A comparison of the level of technology cost savings for the current fiscal year with that of the previous fiscal the current fiscal year with that of the previous fiscal year. year. • The report is due after the close of a fiscal year no later The report is due after the close of a fiscal year no later than the second Monday of January of each year. than the second Monday of January of each year.

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TGB BriefingTGB Briefing

Information Information Technology Technology GovernanceGovernance


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The Goals of Successful IT The Goals of Successful IT GovernanceGovernance

Vision & Vision & Strategic Strategic PlanningPlanning

Sustained Sustained LeadershipLeadership

A Broad A Broad Perspective Perspective of Customer of Customer

NeedsNeeds

CommunicationCommunication CollaborationCollaboration

Sustained Sustained Agency Agency

CooperationCooperationIT G

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Increasing the Value of IT in Increasing the Value of IT in GovernmentGovernment

Three Dimensional Value Accretion ModelThree Dimensional Value Accretion Model

TacticalTactical

OperationalOperational

StrategicStrategic

CustomerCustomer

RelationshipRelationshipArchitectureArchitecture

InformationInformationArchitectureArchitecture

BusinessBusinessArchitectureArchitecture

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Disciplines Required to Affect Disciplines Required to Affect ImprovementImprovement

Value Centric Performance Measurement – Developing business and financial disciplines, using business performance metrics to assess and monitor value contributions.

Enterprise Portfolio & Program Management – Ensuring technology investments gain maximum value and return, managing repeatable, stable project execution to increase the business value of an organization’s project portfolio.

Enterprise Architecture – Creating an adaptable IT environment using business-aligned technology consideration and selection processes.

TacticalTactical


StrategicStrategic

CustomerCustomer




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Value Sourcing – Strategies that optimize IT service delivery sources such as selective outsourcing, performance-based vendor management and procurement excellence.

Human Capital & Organization Management – Enhancing organizational performance for enabling the business and information processes through a focus on business alignment, relationship management, and mobilization of the Governor's and Legislature’s vision and strategy.

Disciplines Required to Affect Disciplines Required to Affect Improvement Improvement (continued)(continued)

TacticalTactical


StrategicStrategic

CustomerCustomer




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IT Lifecycle ManagementIT Lifecycle Management

AcquisitionAcquisition

DeploymentDeployment

Management &Management &

SupportSupport

RetirementRetirement

Standardized Statewide Information Technology Standardized Statewide Information Technology ““Lifecycle” ProgramLifecycle” Program

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IT Portfolio Management

Information Information Systems Systems CommonCommonServicesServices

Infrastructure Infrastructure ArchitectureArchitecture

Strategic Sourcing & Strategic Sourcing & Relationship Relationship ManagementManagement

Asset Portfolio Asset Portfolio ManagementManagement

Consulting Consulting & Project & Project

ManagementManagement

A Tool for Attaining Our Goals

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Infrastructure Architecture

Relevancy - Design & Maintenance of Information Technology Shared Resources

Mission & Value - Common Information Architecture Fuels:

• Efficiency; • Collaboration; and • innovation across organizational, geographical, &

technical boundaries.

Sample Service: Common Statewide IT Infrastructure

Core Processes: Shared resource design; engineering; interoperability; modularity; standardization; reusability; & management.


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Strategic Sourcing & Relationship Management

Relevancy - Interactions With Employees, constituents, vendors, external service providers, contractors, strategic partners, & other stakeholders.

Mission & Value: Fulfill, measure, & continuously improve business processes.Sample Service: Customer Relationship Management Focus

Core Processes: Resource cultivation; contract negotiation & administration; expectation & service level management; pricing & funding determination; performance monitoring & measurement; dispute resolution; facilitation; arbitration; & business intelligence.


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Asset Portfolio Management

Relevancy - Asset types such as hardware, software, data, real property, people skills & capabilities, & intellectual property.

Mission & Value - Acquire, maintain, enhance, leverage, protect, & dispose of assets.

Sample Service - Standardized Statewide DesktopEnvironment .

Core Processes - Supply & demand management; asset acquisition; financial valuation; inventory management; security administration; disaster recovery; risk management; license management; and life-cycle management.


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Consulting & Project Management

Relevancy- Infrastructure projects, internal & external capability delivery.

Mission & Value - Efficiency, innovation, & acceleration.

Sample Service - Enterprise Application Inventory &

Consolidation

Core Processes - Needs analysis & prioritization; solution innovation; prototyping; process engineering; methods management; resource allocation & scheduling; escalation management; issue & problem resolution; & change management (organizational & technical).


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Information Systems Common ServicesInformation Systems Common Services

• Help Desk and Trouble Ticketing

• Desktop Support

• Application Development

• Application Hosting

• Web Development

• Contingency Planning and Disaster Recovery Services

• Virtual Private Networking (VPN)


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TGB Meeting Discussion TGB Meeting Discussion ItemsItems

Administrative Support Funding for the First YearAdministrative Support Funding for the First Year

TGB Support

Enterprise Portfolio Management

Enterprise Architecture

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Emerging IT Government IssuesEmerging IT Government Issues

Most Important IT Actions a Governor Can Take to Improve Service Delivery and/or Government

Efficiency

• Implement an IT governance model focused on results;

• Establish a decision-making body and process for IT investment;

• Empower a trusted advisor to bridge policy and technology;

• Develop an enterprise model for managing technology;

• Leverage IT to solve business problems;

• Use IT to understand and better manage federal funds;

• Reform procurement to save money and improve outcomes;

• Make information sharing a priority; and

• Encourage and leverage IT innovation. Source: National Governor’s Association – Center for Best Practices


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Desired TGB Goals and OutcomesDesired TGB Goals and Outcomes

• Implement a standard process to manage the selection, control, and evaluation of the State’s IT investments.

• Assist the Chief Information Officer (CIO) in developing an Information Technology budget to reflect the total annual technology expenditure.

• Set statewide standards and ensure that IT projects follow those standards.

• Identify projects that can cross agency and program boundaries to leverage resources.

• Review the progress of current projects to determine if their success rate (i.e. on time, within budget, and meets functional requirements.)


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What is the role of the TGB?

What activities are suggested for the TGB?

Measurements of a Successful Governance Model?


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Annual Review of Agency Technology Budgets and Expenditures

Background & Background & DiscussionDiscussion

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““. . . maintain the relevancy of the central budget . . . maintain the relevancy of the central budget and proprietary control accounts of the general fund and proprietary control accounts of the general fund of the state to information technology”. of the state to information technology”.

BackgroundBackground

Peat-Marwick Established an Information Peat-Marwick Established an Information Technology Financial Base Case 1996. It took over 4 Technology Financial Base Case 1996. It took over 4 months and cost $80,000 plus an estimated 600 – months and cost $80,000 plus an estimated 600 – 800 hours of involvement from State of Iowa FTEs.800 hours of involvement from State of Iowa FTEs.

IT expenditure codes were implemented in IFAS IT expenditure codes were implemented in IFAS 1998 to dynamically track IT expenses. 1998 to dynamically track IT expenses.

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To efficiently capture and report the following To efficiently capture and report the following information for the Executive Branch:information for the Executive Branch:

• Total spending on technology for the previous fiscal Total spending on technology for the previous fiscal year.year.

• Total amount appropriated for the current fiscal year.Total amount appropriated for the current fiscal year.• Estimate of the amount to be requested for theEstimate of the amount to be requested for the succeeding fiscal year for succeeding fiscal year for allall agencies. agencies.

It will be necessary to develop and use an effective set It will be necessary to develop and use an effective set of account and expenditure codes in the Budget and of account and expenditure codes in the Budget and Accounting systems. The data generated can also assist Accounting systems. The data generated can also assist with the assessment of cost savings from year to year.with the assessment of cost savings from year to year.

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Action ItemsAction Items

• Monitor the new object and class codes have Monitor the new object and class codes have been implemented for FY06 expenditures and been implemented for FY06 expenditures and FY07 budgets. FY07 budgets.

• Adopt a standard way of having >$50K or 750 Adopt a standard way of having >$50K or 750 man-hour projects documented and prepared man-hour projects documented and prepared for review by the TGB or an advisory group.for review by the TGB or an advisory group.



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EIP Report ProjectionsEIP Report Projections

Projected Projected Investments, Investments, Savings, & Savings, &

Strategic SourcingStrategic Sourcing


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EIP Report Projected Savings EIP Report Projected Savings and Investmentsand Investments

Projected Five Year SavingsProjected Five Year Savings

Applications Development Applications Development & Maintenance: $12.7& Maintenance: $12.7

Data Center: $9.5Data Center: $9.5

Network: $5.3Network: $5.3

Servers: $3.0Servers: $3.0

Desktops: $4.2Desktops: $4.2

Investments Required: $8.6Investments Required: $8.6

(All $ in Millions)

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Investments Required: $8.6MInvestments Required: $8.6M

Consulting (Data Center): $1.5Consulting (Data Center): $1.5

BuildBuild--out (Data Center): $3.8out (Data Center): $3.8

Vendor Management Vendor Management Program (Network): $0.4Program (Network): $0.4

Architecture RedesignArchitecture RedesignNetwork: $0.4Network: $0.4

Applications Development & Applications Development & Maintenance: $0.8Maintenance: $0.8

Vendor Management Vendor Management Program (Servers): $0.2Program (Servers): $0.2

Architecture Study Architecture Study (Servers): $0.3(Servers): $0.3

Desktop Lifecycle Mgmt: $1.5Desktop Lifecycle Mgmt: $1.5

Investments Required toInvestments Required to

Realize SavingsRealize Savings

(All $ in Millions)

EIP Report Projected Savings EIP Report Projected Savings and Investmentsand Investments

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Source: ESource: Enterprise nterprise IInfrastructure and nfrastructure and PPersonnel ersonnel AAssessment Final Reportssessment Final Report


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Current Collaborative IT Current Collaborative IT Initiatives & ProjectsInitiatives & Projects

• Mainframe Consolidation Studies• Domain Name Service Coordination• Virtual Private Networking (VPN) • Pooled Purchases to Achieve Cost Savings (Desktop PCs, Laptop PCs, IBM Passport Licenses, Computer Associates Software, Oracle Software, Veritas Email Enterprise Vault, Mainframe Leases, and Secure Socket Layer Server Certificates).• Continuing Improvements to the Return on Investment (ROI) Program• Information Technology Communications Plan • Revision and Updating of Enterprise IT Standards

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Strategic SourcingStrategic Sourcing

Slide Completion Pending - Input Needed From GSE

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TGB BylawsTGB Bylaws

Discussion of Draft BylawsDiscussion of Draft BylawsArticle 1. NameArticle 1. Name

Article 2. PurposeArticle 2. Purpose

Article 3. Article 3. Guiding PrinciplesGuiding Principles

Article 4. Membership Article 4. Membership

Article 5. Officers And StaffArticle 5. Officers And Staff

Article 6. Duties Of OfficersArticle 6. Duties Of Officers

Article 7. CommitteesArticle 7. Committees

Article 8. MeetingsArticle 8. Meetings

Article 9. VotingArticle 9. Voting

Article 10. AdministrationArticle 10. Administration

Article 11. Parliamentary ProcedureArticle 11. Parliamentary Procedure


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TGB – Next StepsTGB – Next Steps

Where Do

Where Do

We Go We Go

From Here?

From Here?


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TGB Meeting DatesTGB Meeting Dates

To be added when they are available.

Technology Governance Board The Evolution of Executive Branch IT Governance

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Transcript of Technology Governance Board The Evolution of Executive Branch IT Governance