gta update
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GTA Update
CIO CouncilMarch 17, 2008
Georgia Technology Authority 2
• Early completion shows team’s focus and dedication
• RFQC requested proposals for two streams▪ Infrastructure: data centers, mainframes, servers, PCs,
laptops
▪ Managed network services: state’s wide area network
• Qualifying service providers to be announced by April 7
• Only qualifying vendors can respond to upcoming RFPs
RFQC Issued 10 Days Early
Georgia Technology Authority 3
Looking Ahead
• Release RFPs: April 2008
• Sign contracts with External Service Providers: October 2008
• Transition services: November 2008 – March 2009
• TRANSFORMATION: November 2008 onward
This is transformational change
Georgia Technology Authority 4
Transformation Will Affect All Agencies
• If you are not involved now, an agency with similar requirements is involved
• Many processes will change
• Enterprise agencies working with GTA to ensure success Office of Planning and Budget Administrative Services State Personnel Administration
Procurement Billing Budgeting
Planning Asset management
Georgia Technology Authority 5
The New GTA
• Business model that reflects an outsourced infrastructure▪ “Do less, manage more”
• Must lead the institutionalization of transformation and change▪ Governance plays a large role
• Vision, mission and values must reflect the Governor’s priorities and the spirit of the New Georgia
Georgia Technology Authority 6
State IT Expenditures and Priorities
GTA’s Business Model
$
GTA Service Management Organization
$+G $+G
Service Delivery StateAgency
StateAgency
External Service
Providers
$
Data Sales Private Sector
Services for Georgians
Policies, Standardsand Guidelines
Strategic Planning
Project Assurance
GTA Administration
State IT Enterprise
Governance
Security
Service Management Organization (SMO)
CIO Council
March 17, 2008
Georgia Technology Authority 8
Roadmap for Briefing
I. Two things going on at GTA▪ GTA Restructure▪ Building the Service Management Organization
II. Introducing the Service Management Organization▪ What is an Service Management Organization (SMO)?▪ Why do we need an SMO
III. An SMO for GTA ▪ What does the SMO look like?▪ How has the SMO been designed?▪ How do the SMO functions relate to the best practice
model
Georgia Technology Authority 9
GTA is Restructuring
• State finance and budget based primarily on an Agency Model – “one year at a time”
• GTA as an authority prices, delivers, bills and collects for services – “over multiple years”
• Our business model had been “shoehorned” into an Agency Financial Model - “insufficient detail”
• GTA will be restructured into a “thin” corporate layer and a robust operating layer
• Functions will be re-aligned under the COO so that the business can operate and report efficiently
• This “Operating Layer” will be the new Service Management Organization for the State of GA
What’s different About GTA?
Georgia Technology Authority 10
Model
• Thin Corporate Layer
▪ Enterprise Relationships
• Robust Operating Layer (COO)
▪ Coordinate the delivery of services to agencies
Technology Officer
EnterpriseTechnology
Planning
Administrative Officer
Information SecurityOfficer
Operations Officer
MarketingOfficer
SMO
ESP 2
ESP 1
CIO
Etc…
Georgia Technology Authority 11
CIO
Vendor Management
Administrative Services
Retained Services
Client Relationship
Product Services
Operations OfficerCOO
Enterprise Service
Solutions
To manage the relationship between GTA and infrastructure providers to ensure business receives
quality, cost effective, reliable and scaleable infrastructure services
Enterprise Disaster
Recovery
Enterprise Solutions
To leverage the best practice technologies and processes
from the infrastructure service providers to drive change in
enterprise functions
Operational Component of GTA transforms into a Service Management Organization
What Happens to Operations?
Georgia Technology Authority 12
Service Management Organization
An organization set-up to manage the relationship and services by both External and Internal Service Provider(s)
SMO terminology is commonly associated with outsourcing arrangements although the management principles are used where an internal provider / management arrangement has been established
The SMO is typically established as part of the retained organization, and draws on IT as well as other functions to support the effective management of the arrangement
The SMO is established as a single point of accountability within an organization for the effective management of the provider(s)
What is an SMO ?
Georgia Technology Authority 13
Why do we need an SMO?
Formal operating model To provide a disciplined approach in managing the
external service provider(s)
To advance the maturity of the State with regards to using external service providers
To ensure the provider delivers to the contract
Provide a uniform escalation point for Vendor relationship and delivery issues
Georgia Technology Authority 14
How are we formalizing the SMO?
Key Deliverables Define and implement a common set of processes,
procedures, and protocols as part of formalizing a SMO operating model to provide a disciplined approach in managing the external service provider(s)
Identify the key touch points between GTA, agencies and the Service Provider(s) and define the interactions that take place at those touch points
Integrate and align Service Provider requirements for interacting with, and delivering services to, GTA and the agencies
Georgia Technology Authority 15
What does an SMO look like ?
SMORSO
Retained Service
Organization
VMOVendor
Management Organization
ASO Administrative
ServicesOrganization
CROCustomer
Relationship Organization
PSOProducts &
ServicesOrganization
GTA Customers
External Service Providers
Georgia Technology Authority 16
SMO Components
Governance and Oversight
Organization Structure(Roles and Responsibilities)
Operational and ManagementProcesses
ESPProcesses
SMOProcesses
SMO Criteria
• Drivers
• Objectives
• Principles
• Critical Success Factors
• Metrics
Georgia Technology Authority 17
Defining the SMO - Criteria
What is driving the creation of the SMO?
Drivers
What are guiding principles for the SMO?
Principles
What does the SMO need to accomplish?
Objectives
What is needed for the SMO to be successful?
Critical Success Factors
How will success be measured?
Metrics
Georgia Technology Authority 18
TPI SMO Design Methodology
How does the SMO interact with other functions within
the enterprise & with external providers when
executing its core processes?
What are the key processes that the SMO executes in
order to exercise its mandate?
What is the mandate of the SMO function? How should the SMO be
funded and how should it recover its costs?
What governance bodies will be required to ratify decisions and resolve escalated issues?
Based on the organizational construct, what job roles are required to execute the processes?
Charter
Process
Relationships
Organization
People & Skills
Governance
$
Current Activities• Initial Draft Charter• Team working first 6 of
“Top 10” Processes
How should the SMO be organized in order to execute these processes in an efficient manner?
Georgia Technology Authority 19
The SMO Process Model
• TPI has identified and classified 30 Processes by SMO Discipline• Most of these processes will be owned by GTA, some by the
Service Providers and a few may be shared• There may be additional processes required which are unique to
GTA’s situation
Governance
Forecasting and demand management
Regulatory & tax compliance
Workplace services
Customer satisfaction survey management
Communications management
Project spend pool management
Performance analysis & service delivery management
Service requests & authorization
Security, architecture & standards management
Risk management
Asset management
Incident, problem, escalation, change management
Contract administration
Contract change management
Contract issue management
Dispute resolution
Service provider audit
Governance library
Invoice management.
Performance credits, earnbacks, and critical milestones
Financial analysis & planning
Procurement
Contract pricing adjustments
Value leakage mitigation
Chargeback
Relationship Management
Performance Management
FinancialManagement
ContractAdministration
Strategy & Objectives
Governance
Forecasting and demand management
Regulatory & tax compliance
Workplace services
Customer satisfaction survey management
Communications management
Project spend pool management
Performance analysis & service delivery management
Service requests & authorization
Security, architecture & standards management
Risk management
Asset management
Incident, problem, escalation, change management
Contract administration
Contract change management
Contract issue management
Dispute resolution
Service provider audit
Governance library
Invoice management.
Performance credits, earnbacks, and critical milestones
Financial analysis & planning
Procurement
Contract pricing adjustments
Value leakage mitigation
Chargeback
Relationship Management
Performance Management
FinancialManagement
ContractAdministration
Strategy & Objectives
Governance
Forecasting and demand management
Regulatory & tax compliance
Workplace services
Customer satisfaction survey management
Communications management
Project spend pool management
Performance analysis & service delivery management
Service requests & authorization
Security, architecture & standards management
Risk management
Asset management
Incident, problem, escalation, change management
Contract administration
Contract change management
Contract issue management
Dispute resolution
Service provider audit
Governance library
Invoice management.
Performance credits, earnbacks, and critical milestones
Financial analysis & planning
Procurement
Contract pricing adjustments
Value leakage mitigation
Chargeback
Relationship Management
Performance Management
FinancialManagement
ContractAdministration
Strategy & Objectives
Governance
Forecasting and demand management
Regulatory & tax compliance
Workplace services
Customer satisfaction survey management
Communications management
Project spend pool management
Performance analysis & service delivery management
Service requests & authorization
Security, architecture & standards management
Risk management
Asset management
Incident, problem, escalation, change management
Contract administration
Contract change management
Contract issue management
Dispute resolution
Service provider audit
Governance library
Invoice management.
Performance credits, earnbacks, and critical milestones
Financial analysis & planning
Procurement
Contract pricing adjustments
Value leakage mitigation
Chargeback
Relationship Management
Performance Management
FinancialManagement
ContractAdministration
Strategy & Objectives
Georgia Technology Authority 20
TPI SMO Disciplines
Governance
Forecasting and demand management
Regulatory & tax compliance
Workplace services
Customer satisfaction survey management
Communications management
Project spend pool management
Performance analysis & service delivery management
Service requests & authorization
Security, architecture & standards Management
Risk management
Asset management
Incident, problem, escalation, change management
Contract administration
Contract change management
Contract issue management
Dispute resolution
Service provider audit
Governance library
Invoice management.
Performance credits, earnbacks, and critical milestones
Financial analysis & planning
Procurement
Contract pricing adjustments
Value leakage mitigation
Chargeback
Relationship Management
Performance Management
FinancialManagement
ContractAdministration
TPI’s perspective on Governance includes both
GTA and Vendor facing activities
Right work, done right Validate and manage costs
Satisfaction, direction setting Ensure compliance
Strategy & Objectives
Georgia Technology Authority 21
• C01 Contract Administration
• C02 Contract Change Management
• C03 Contract Issue Management
• C06 Governance Library
• F01 Invoice Validation
• F02 Performance Credits, Earnbacks, and Critical Milestones
• F07 Billing
• P01 Performance Analysis & Service Delivery Management
• P02 Service Requests & Authorization
• R01 Governance
The “Top 10” processes
Georgia Technology Authority 22
What is a Process?
▪ A defined and documented sequence of goal-oriented actions
▪ that are undertaken by authorized people ▪ that can be repeated over time ▪ to deliver a pre-determined output ▪ where measured performance can be improved
over time (to reduce time, reduce resources, reduce cost or to improve quality)
▪ and that is only to be deviated from as the result of an informed and conscious business decision
Georgia Technology Authority 23
Process Document - Design
• Every document in the suite is consistent in design
• SMO discipline area and process name in header
• Revision control and confidentiality statement in footer
• Styled like a business document; ISO 9002 compliant
Georgia Technology Authority 24
• Header information:▪ Header: GTA, Discipline Name,
Process Name▪ Process name, process no.,
release date, version▪ Author, reviser, approver▪ Process owner, title▪ Attachments, description▪ Audience
1. Purpose2. Entry Criteria/Catalyst event3. Included in process4. Outside of process5. Inputs6. Outputs7. Exit Criteria8. Related Contract Terms and
Conditions
9. Retained Records and Disposition10. Process Flowcharts11. Visio 2003 Document Embedding12. Document List13. Touchpoints14. Keywords15. Definitions (may be put in the
process aid, if one is used)16. Revision Control
▪ Revision version▪ Date▪ Revised by▪ Approved by▪ Description
• Footer: Company Confidential, Page Number (of pages), revision number, revision date
Detailed Process Document Content
Georgia Technology Authority 25
• The Level 1 process is the highest level of process development
• Shows the sequence of Level 2 processes
• Identifies the documents that are inputs or outputs of the process “at a glance”
• All processes are documented in word and represented as flow charts (Visio)
Process Approach – Level 1 Flow Chart
Georgia Technology Authority 26
• The Level 2 Process is the next level of detail down from Level 1
• Simple swimlanes for GTA, Agency, and Service Provider
• Documents are shown at the step in the Level 2 process where they are used
Process Approach – Level 2 flow charts
Independent Verification and Validation:Project Assurance Process
CIO Council
March 17, 2008
Georgia Technology Authority 28
IV&V / Project Assurance Process Agenda
• What is IV&V? – Description
• When is IV&V Used? – Project Phases
• Who are the Key Participants of IV&V? – Stakeholders
• How does GTA ensure Value with IV&V? – Performance
• Feedback on Assurance Process? – New Approach
• IT Project Governance – Strategy
• Why Conduct a Self-Assessment? – Gauges Risk
• How to Conduct an Assessment? – Tool
Confidential - Georgia Technology Authority
29 29
What is IV&V?
• A 3rd Party, Value-added approach for ensuring: Technology projects meet their objectives Project deliverables meet quality and customer
expectations Costs are within project budget Schedules are met
• Required for Projects over $1 million
IV&V is an “insurance policy” for Project Risk
______________________________________
Confidential - Georgia Technology Authority
30 30
When is IV&V Used?
• Four Basic Stages during a Project
Business Justification (Rarely)
Planning / Procurement (Recommended)
Implementation (Required)
Benefits Realization (Recommended)
Confidential - Georgia Technology Authority
31 31
Who are the Key Participants of IV&V?
Primary Reporting to:
Provides Advice & Council to:
Provides Recommendations to:
Reports to, as needed:
• Executive Sponsor • GTA Executive Director
• Business Owner(s) • GTA EPMO Director
• Project Manager• GTA Engagement
Manager
• Steering Committee• Enterprise Critical
Project Review Panel
Confidential - Georgia Technology Authority
32 32
How does GTA ensure Value with IV&V?
• IV&V PERFORMANCE MANAGEMENTIV&V PERFORMANCE MANAGEMENT Manages supply and demand for IV&V services
Measures the value IV&V provides to Agencies
Measures compliance with IV&V Standard
Standard Practices drive efficient and cost-effective program
_________________________________________
Confidential - Georgia Technology Authority
33 33
Feedback on Assurance ProcessFeedback on Assurance Process
Comparing Value against Level of Risk________________________________________________
• Current “Pain Points” Current “Pain Points”
One Size Fits AllOne Size Fits All Cost Cost
• We are considering a New ApproachWe are considering a New Approach
Assessment > Assurance > AccountabilityAssessment > Assurance > Accountability
Confidential - Georgia Technology Authority
34 34
IT Project Governance
Framework for translating strategy into results________________________________________________________
• Assessment – Do we have the capabilities to deliver?
• Assurance – How well are we performing?
• Accountability – Did we realize the expected benefits?
Confidential - Georgia Technology Authority
35 35
Why Conduct a Self-Assessment?
A Gauge of Project Risk____________________________________
• Results of Self-Assessment will determine level of Risk:
High Extended IV&V
Medium Normal IV&V
Low IV&V Lite
Confidential - Georgia Technology Authority
36 36
How to Conduct an Assessment?How to Conduct an Assessment?
Beta version of Procurement Self-Assessment Tool reviews: Project Management Procurement Planning Requirements Management RFx Development (Scope and T&Cs) RFx Publication Evaluation and Award
When available, via online self-assessment tool______________________________________
Confidential - Georgia Technology Authority
37 37
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