1 commonwealth itim standard managing technology investments to provide value to citizens in...

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Commonwealth ITIM Standard

Managing Technology Investments to Provide Value to Citizens in Virginia

PresenterPresenter’s Title

Group/Event NameDate

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Commonwealth IT Investment Management (ITIM) Standard

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The Commonwealth must be innovative in the way in which it invests in IT.

Commonwealth goal of continuous improvement

The Commonwealth must find ways to meet increasingdemands through cost savings and increased productivity.

“Expand constituent impactthrough lower operation costs”

Investment managementcan contribute to loweroperating costs and thegeneration of internal capital.

“We must pursue more aggressive, transparent goals” Governor Tim Kaine

Why is ITIM important for the Commonwealth?

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How does ITIM support Commonwealth business?• Maximizes business value• Allows the Commonwealth to select IT investments that align with

business goals and objectivesExamples: Business Need IT Strategy

Your business drives Commonwealth IT investments

Reducing long customer wait times

Web-based customer service applications

Obtaining quick access to medical data

High performance networks and databases

Preparing for hurricane evacuations

New wireless radios and centralized computers

Identifying vehicle license plates High speed laptops in State Police cars

Reducing the time to process tax paperwork

Web-based software solutions

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What can ITIM do for my agency?

ITIM is a proven business investment methodology that will help you:

• Align investments to business goals and objectives• Identify and track spending on IT investments• Control and monitor IT investment projects• Confirm that IT investments are meeting business objectives• Leverage IT investment opportunities that may generate internal

capital• Make informed decisions on an IT investment portfolio by

assessing value and risk

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What is the ITIM Standard?

• The ITIM Standard documents the current Commonwealth IT investment governance process, for better stakeholder understanding, that allows the ITIB and CIO to meet Code-directed responsibilities in collaboration with business leaders

• The ITIM Standard utilizes best practices that are commonly used in both the public and private sector, around the world

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Pre-Select

Business Plans & Needs

Commonwealth Technology

Portfolio

Commonwealth

Strategic Planning

Process

Investment Results

Are the selected IT investments performing as planned?

What proposed IT investments potentially solve business needs?

Did the selected IT investments deliver the expected business value?

Which IT investments best meet the business needs?

ITIM answers key investment questions for business leaders

Select

Control

Evaluate

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What benefits have we already seen?

• There have been no failed major projects in past 5 years

• Projects are completing and meeting performance goals

• The Commonwealth has significantly lowered project failure risks and improved decision-making capabilities

• IT investments are aligned with business strategy

• The Commonwealth has a systematic approach for managing portfolio risk and controlling investment activities

• The Commonwealth has identified new opportunities such as shared services

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As an agency, what do I need to do?

• Identify and document business needs derived from:– Citizen needs– Council on Virginia’s Future– Grant funding– Code of Virginia– Agency Strategic Plans– Consumer boards– Governor’s initiatives– Commonwealth Strategic Plan for IT– Federal and State mandates

• Identify business needs and prioritize potential investments

• Develop Investment Business Cases

• Research possible enterprise/collaboration opportunities

• Update the Agency Strategic Plan and Commonwealth Technology Portfolio

• Evaluate, score, and rank IT investments

• Prioritize IT projects

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Fleet Equipment Management Information System (FEMIS)

• VDOT had a business need to track and manage fleet equipment– Documented need for IT investment in the Agency Strategic

Plan and Commonwealth Technology Portfolio– Business need aligned with the goals and objectives from the

Council on Virginia’s Future

A Commonwealth ITIM success story - VDOT

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A Commonwealth ITIM success story – VDOT (continued)

• Commonwealth CIO reviewed the Investment Business Case in the portfolio and saw a potential for multi-agency solution

• VDOT worked with the CIO to establish a shared service that will benefit multiple agencies– Commonwealth contract is now in place for all agencies– Shared service will reduce Commonwealth costs to set up future

independent contracts

• Enterprise investment opportunity and resulting shared-service would not have been identified without following ITIM best practices

Fleet Equipment Management Information System (FEMIS)

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As an agency, what do I need to do next?

• Translate business value into performance measures

• Develop detailed project plans and execute projects as directed in the Commonwealth Project Management Standard

• Develop applications in accordance with statewide technical and data standards for information technology

• Submit monthly status reports, requests for baseline adjustments greater than 10%, and IV&V reports for each Major IT Project (as scheduled)

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VA Election & Registration Information System (VERIS)

• SBE had a business need for a new statewide voter registration and election management system

• Project started fine, but began to run into serious problems– Vendor missed deliverables and milestones– Assumptions and user requirements were not clearly understood by all the

stakeholders– Vendor did not clearly understand the business problem

A Commonwealth story where ITIM governance and oversight played an important role - SBE

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• ITIM governance and oversight helped recover a failing IT investment– Internal Agency Oversight Committee (IAOC) identified problem areas and escalated them to

the Cabinet level– Secretary of Administration consulted with CIO on action plan– CIO recognized need for new Project Manager and weekly assistance to the Project

Management team

• A “Help America Vote Act (HAVA)” compliant system was finally delivered, but there were several key lessons learned along the way


A Commonwealth ITIM success story - SBE (continued)

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• Lessons learned– VERIS Post Implementation Review Report dated September 19, 2008 stated, “Ensure that the state

standards for project management and development are followed”

– Stakeholder identification and commitment is vital to success

– Assumptions and user requirements must be identified and validated early in the investment lifecycle

– The statement of work with the vendor must be detailed and accurate

– A realistic, achievable, and detailed project plan is critical to success


A Commonwealth ITIM success story - SBE (continued)

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• Conduct Post Implementation Reviews on Major IT Projects using the asset performance measures established in the Control Phase

• Use asset performance measures to measure the business value

• Document IT asset performance

• Analyze gaps between current business needs and performance of IT assets

• Make a determination to maintain, migrate, improve, or retire each IT asset in the agency technology portfolio

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Using the ITIM Standard

• Each phase of the ITIM process is clearly explained

4.3 Control PhaseThe purpose of the Control Phase is to ensure, through timely oversight, quality control, and executive review, that IT investments are developed and placed in operation using a disciplined, well-managed, and consistent process.

• At the end of each phase, roles and responsibilities are clearly identified

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Using the ITIM Standard (continued)

Pre-Select

Select

Control

Evaluate

At the end of the Standard, stakeholder responsibilities are listed in bullets and grouped together by phase for quick reference

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Commonwealth Strategic PlanningCommonwealth Strategic Planning

CommonwealthInformation Technology

Investment Management

(ITIM)

Long Term Objectives

Service Area Plans

I.T. Strategic Plans

Agency Strategic Plans

EfficiencyEfficiency & EffectivenessEffectivenessCouncil on Virginia’s Future

2003

Commonwealth Strategic Planning Process

2005

Commonwealth Strategic Plan for Information

Technology2006

How does ITIM fit within the Commonwealth’s existing strategic planning and performance management model?

ITIM insures that IT

investments arealigned with

the Council on Virginia's

Future long term objectives

and The Commonwealth Strategic Plan for Information

Technology

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Execute an education and awareness campaign; enhance stakeholder understanding

Enhance investment portfolio management tool to better support ITIM

ITIB approved September 30, 2008

Next steps

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Contact InformationContact Information

AITR Name 804-phone number

Email address

Commonwealth ITIM Contact

Constance ScottManager, ITIM Office

(804) [email protected]

Questions?

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Additional References

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• Identify and document business needs derived from:– Citizen needs– Council on Virginia’s Future– Grant funding– Code of Virginia– Agency Strategic Plans– Consumer boards– Governor’s initiatives– Commonwealth Strategic Plan for IT– Federal and State mandates

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• Identify business needs and prioritize potential investments

• Develop Investment Business Cases

• Research possible enterprise/collaboration opportunities

• Update the Agency Strategic Plan and Commonwealth Technology Portfolio

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• Evaluate, score, and rank IT investments

• Prioritize IT projects

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• Translate business value into performance measures

• Develop detailed project plans and execute projects as directed in the Commonwealth Project Management Standard

• Develop applications in accordance with statewide technical and data standards for information technology

• Submit monthly status reports, requests for baseline adjustments greater than 10%, and IV&V reports for each Major IT Project (as scheduled)

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• Conduct Post Implementation Reviews on Major IT Projects using the asset performance measures established in the Control Phase

• Use asset performance measures to measure the business value

• Document IT asset performance

• Analyze gaps between current business needs and performance of IT assets

• Make a determination to maintain, migrate, improve, or retire each IT asset in the agency technology portfolio

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GOVERNOR’S MESSAGE: CONTINUOUSLY IMPROVE MANAGEMENT OF IT INVESTMENTS

• Optimize management, efficiency and productivity from our information technology investments

• Align the Commonwealth’s business model and IT strategy

• Improve maintenance and operations planning

• Increase transparency in our return on investment

• Provide a comprehensive IT governance model for managing all the IT resources of the Commonwealth

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General Assembly’s message: manage IT investments more effectively

• § 2.2-2457. Information Technology Investment Board. “The Board shall be responsible for the planning, budgeting, acquiring, using, disposing, managing, and administering of information technology in the Commonwealth.”

• § 2.2-2007. CIO. “Direct the development of policies and procedures for the effective management of information technology investments throughout their entire life cycles, including, but not limited to, project definition, procurement, development, implementation, operation, performance evaluation, and enhancement or retirement.”

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Commonwealth Technology

Portfolio (ProSight)

ITIM Processes

Commonwealth Strategic Planning Process

Procurements (Current)

Assets - Includes Services (Future)

Projects(Current)

ITIM portfolio information overview (current and future)

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Document Management Implementation

• DEQ had a business need for consistent records management processes that included quick, efficient, and reliable electronic access to documents– Documented need in the Agency Strategic Plan– Business need aligned with the goals and objectives from the Council on

Virginia’s Future– Identified need for IT investment to CIO

A Commonwealth ITIM success story - DEQ

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Document Management Implementation

• Commonwealth CIO reviewed the business case in the portfolio and saw a potential for an Enterprise effort

• DEQ worked with the CIO to consolidate document management requirements across the Commonwealth

• VEAP took lead on setting up Enterprise contracts

• Enterprise investment opportunity and resulting contracts would not have been identified without following ITIM best practices

A Commonwealth ITIM success story – DEQ (continued)

1 commonwealth itim standard managing technology investments to provide value to citizens in...

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