ODOT-IS Leadership and Business Review
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  • In government and elsewhere in industry, CIOs are beginning to be aware that they are sometimes the last to know how much open source software they already have in their production and test environments. Open source software exists in our organizations we serve because members of the technical staff with administrator rights have been able to download the software directly. Likewise, the vendor community has introduced OSS to our environments by bundling open source with their closed source solutions. We don’t have OSS because its on the standards list or because managers signed for its acquisition. Our Oregon CIO Council launched a project to undergo an Open Source Inventory initiative using an Open Source Community of Practice process. We asked many of our agencies to scan their PCs, servers and mainframes to determine how much OSS was in our environments. What follows are the results of that inventory work.
  • In government and elsewhere in industry, CIOs are beginning to be aware that they are sometimes the last to know how much open source software they already have in their production and test environments. Open source software exists in our organizations we serve because members of the technical staff with administrator rights have been able to download the software directly. Likewise, the vendor community has introduced OSS to our environments by bundling open source with their closed source solutions. We don’t have OSS because its on the standards list or because managers signed for its acquisition. Our Oregon CIO Council launched a project to undergo an Open Source Inventory initiative using an Open Source Community of Practice process. We asked many of our agencies to scan their PCs, servers and mainframes to determine how much OSS was in our environments. What follows are the results of that inventory work.
  • I am going to talk on a subject dear to my heart and one that I am passionate about because I have seen the transition over time in our IT industry. They say if you live long enough you will see it all. This topic of “The Changing Shape of IT” is an important one because we the IS industry continues to move from Business Order Taking to Business Transformation. We are moving from simply waiting for the customer to give us an order transaction to working and collaborating along side the customer to really transform the business. So for IT, we cannot be satisfied with the status quo. For if we are holding things at the status quo, then we are literally allowing our organization, our customers, our constituents to literally fall behind. We cannot fall back on our laurels of the past, when customers are asking us what have we done for them lately. The charge now is to work along side the business, truly understand the business so that we look just like the business. That’s why we imbed ourselves where we can so we can add the most value.
  • And so we note that IT Value is served on several fronts, but each of these fronts has a role to play in The Changing Shape of IT. From a strategic standpoint, Business Change can come about with the introduction of IT enablers. Many of our Business Processes are invisible until we work with our customers to do Process Improvement with the identification of a AS-IS Current State and identification of COULD-BE and TO-BE Future States. The notion here is that if we expose the business process, then there is opportunity to improve it in the areas of reduced cycle times, reduction of cost and production of additional deliverables. Information Management when examined for our Assets, Data Warehouses and integrated systems can spell great improvements of business awareness for improved business agility. Operational Technology always has a role to play as the underlining infrastructure and systems engines that keep the business humming and allow for effectiveness. The Hardware, Software and other Tools just-in-time communications have to stay relevant to the business need while ensuring they are bulletproof for our customers needs.
  • TURN TO AUDIENCE and ASK the question: So if we know what IT Value is because we just talked about it, then…. Ok, so what’s the new IT Value?
  • IT VALUE: The value frontier of IT is moving to things closer to the heart and strategy of the Enterprise. So what I am saying is that we still need those things we just talked about, but there is more…. We are becoming business process centered, - We are becoming business information centered. We are building relationships with business partners. - Heck, we are partnering with customers. The frontier of IT Value is moving form service delivery to business strategy. AND We are moving to enabling and supporting nonroutine decisions. - Connecting and integrating technologies and MOST OF ALL - We are exploiting 3 critical business assets: PROCESSES/INFORMATION/COLLABORATIVE RELATIONSHIPS
  • So what’s driving the change in IT Leadership? Two things EXTERNAL INDUSTRY DEMANDS and BUSINESS EXPECTATIONS. From the initial RESOURCE INVESTMENT to the END RETURN, the drivers of change are Industry Changes, Key or strategic business alignment, IT Culture, and The Role of IT Leadership.
  • How is the IT Culture Changing? Let’s compare this chart, the TRADITIONAL IT organization culture versus the EMERGING IT Organization culture. In the TRADITIONAL model, a TRANSACTIONAL organization is seen as an “Order Taker”. Therefore, it does what it is asked to do, namely takes orders. The Process Orientated Role, may have “Inconsistent process implementation”. For a Time Based Role, the “Primary driver of success is meeting deadlines. The STRATEGIC Sourcing Role looks to Single sources and has a build vs. buy mentality. An organization’s culture dictates how work is performed and ultimately defines the role of IT leadership. Traditional IT cultures rely on “chain of command” directives and meeting deadlines as key drivers of performance.
  • So if that was the Traditional IT Organization Culture, here is the EMERGING one. The Transactional “Order Taker” role is becoming less transactional and more collaborative. The Process Orientation Culture role is seeing a “Consistent use of repeatable processes”. The Time Based IT Org Culture role is placing a greater emphasis on business value vs. timeliness. And, the Strategic Sourcing IT Org culture role, looks to Strategic Sourcing Models as a Buy vs. Sourcing. The new IT organization is creating a work culture that increases the degree of collaboration across internal IT functions, business units, and external service providers. In addition, they are defining broader definitions of success!
  • So with SWOT Analysis, we are really framing External Factors and Internal Factors with the goal of creating strategies built on strengths STRENGTHS and OPPORTUNITIES and creating defensive strategies for THREATS and WEAKNESSES.
  • Enter the Bell-shaped Curve or “The Law of Things”. For the most part on a scale of 1 to 10. The things we do in our business will fall in the middle of competitiveness. If we listed all the ta sks we do in our IT sections, we would discover o n the low end, the re are probably things our organizations perform that are less competitive and we call them Internal Weaknesses. We could score them 0, 1 or 2. But much of the tasks we do are just about as good a s any other service delivery IT shop and just as competitive as a whole bunch of other competitors. On a scale of 0 to 10, these tasks might score about 4, 5 or 6, which we say is competitive parity. Here too the bell-shaped curve works. For each of the factors, almost everyone in their industry falls near the middle of the curve, while a few score very high and a few score very low. On the high end, we do things that are exceptionally competitive, which we call Internal Strengths with scores of 8, 9 or 10. This is considered best-in-class service delivery! But it is not good enough to say we are good at Marketing. You must be able to say we are significantly better at marketing than our competitors For only then could you build a strategy based on significant competitive advantage. You’ll find that the bell-shaped curve is particularly useful when considering your organization’s strengths and weaknesses in comparison to your competition . You can also use this approach in scoring your own team or individual analysis. Use the bell-shaped curve to identify your organization’s strengths and weaknesses as compared to your competition. Then be sure the strategies you develop build on your strengths and correct your weaknesses. The goal is to minimize your weaknesses and maximize your strengths!
  • Enterprises whose mastery of business transformation with IT allows them to outpace much of the highly competitive / best-in-class service oriented organizations and will be those with a major strategic focus in the upper right. The balance of important competencies shifts from technical through business to behavioral when the organization moves to an external focus from an internal focus, and when they move to agility outcomes from efficiency-driven goals.
  • Current ODOT Business Transformation Projects based on Customer Needs E-Government based Business-to-Business; Business-to-Consumer; Business-to-Employee ERP- Enterprise Resource Planning for integrated systems and one authoritative data source for better decision making Taxonomy – What we call and define things is important in order to eliminate confusion and fragmented data within our organzation Asset Management – To get a handle on both linear assets on and serving our road systems; as well as IT assets SDC – State Data Center transformed the way we manage and serve our customers IT infrastructure ECM – Enterprise Content Management for records management, e-discovery and enterprise email archiving CIOC -Chief Information Officers Council is transformation as we leverage the ideas, products and services of other organizations IT Governance. All three of ODOT’s governance levels are charged with responsibility for the success of information technology at ODOT. The highest level is the Executive Steering Committee (ESC), which is charged with setting policy, direction, and providing high-level oversight. The next level is made up of Communities of Interest (COI). These groups provide tactical level governance for ODOT’s information technology investment and initiatives for a given segment of ODOT’s business. The ESC is responsible for determining the number and business composition of Communities of Interest.
  • Enterprise Architecture can expose core business functions of our agencies. Of our Agency Business Functions, all of our agencies have core business functions. We can call these Agency vertical functions. We also have Agency Horizontal Functions, which serve as central services functions across all our lines of business. Enter the Statewide Enterprise Services managed by DAS. These are the functions that will, over time, be replaced by the Enterprise Resource Planning (ERP) program. If we had Enterprise Architecture today for all the target agencies, then we could ensure that the requirements the agencies will surely want to give us could inform the ERP program.
  • Let’s examine this notion a little closer. – That Enterprise Architecture can inform ERP. We know that some of our agencies are already underway with Agency level enterprise architecture work. Although they might be using different EA methodologies, overall the intent of that work is to expose the Business Architecture, the Information /Data Architecture, the Application Architecture and the underlying Technology Architecture. The upper levels should inform the lower levels of this architecture stack, so we do not get into mis-starts. In any case, we want to take the fruit of their silo work and feed that to the State’s Enterprise Architecture team so they can translate it into an overall standard EA for the state. This serves to inform the Target Business Architecture, the Enterprise Information Architecture, the Enterprise Application Architecture and the Enterprise Technology Architecture.
  • The CNIC Project that resulted in the State Data Center serves as a business transformation initiative that has brought up the IT standard across multiple state agencies and overall 84 government entities.
  • The Changing Shape of IT will continue to strengthen and evolve.

ODOT-IS Leadership and Business Review ODOT-IS Leadership and Business Review Presentation Transcript

  • presented by Ben Berry, Chief Information Officer [email_address] ODOT IS Leadership & Business Review CIO Update - Key IT & Software Engineering Trends - IT Staff Capacity Building - The Changing Shape of IT - ISB Budget Update - ODOT’s Security Fabric Initiative and PCI - DMV’s eGovernment Presence October 10, 2008
  • October 10, 2008 9:00am – Noon ODOT Information Systems Leadership & Business Review 700 Summer St NE ~ Veteran’s Administration Auditorium 2:55  175     11:45a 11:55a   10 All Wrap Up 11:25a 11:45a 20 Gerald Fahrenkopf Bala Kothandapani Oregon DMV eGovernment Program Presence A review of DMV eGov applications 11:05a 11:25a 20 Pete Mason Michael Topik Scott Pell/Karina Stewart ODOT’s Security Fabric Initiative and PCI Compliance IBM’s AppScan pilot with Motor Carrier Applications Development 10:50a 11:05a 15 Barry Nathan ISB Budget Update 10:20a 10:50a 30 Ben Berry The Changing Shape of IT – F rom Business Order Taking to Business Transformation 10:10a 10:20a 10   Break 9:40a 10:10a 30 Daniel Ray & Guest IT Staff Capacity Building: Job Development for People with Disabilities 9:10a 9:40a 30 Phil Keisling Executive Vice President, Sales and Marketing for CorSource Technology Group. formerly Hepieric, Inc.
    • Key IT & Software Engineering Trends for Portland/SW Washington Keisling discusses key findings from a recent survey of local IT & business leaders. Survey is based on responses from 80 business & IT leaders in our market. Represents "first ever" effort to benchmark key trends/key findings:
    • Business and IT leaders in our region are significantly more “bullish” about IT hiring and budget increases than their national counterparts
    • There is wide agreement about a significant “talent shortage” of IT and software professionals, with real impact on organizational success.
    • While organizations increasingly view IT strategy as central to their business success, considerable progress still remains to be made.
    9:00a 9:10a 10 Ben Berry Arrival – Introduction – Service Recognition! Time Min. Presenters Agenda
  • Service Recognition
    • 5-Year Service Recognition (Year 2003)
    • Actor Arnold Schwarzenegger elected as California’s governor.
    • Hubble telescope detects 12.7 billion year old planet, nicknamed Methuselah.
    • The Space shuttle Columbia explodes.
    • Recording Industry Association of America cracked down on people who illegally swapped more than 1,000 songs over the Internet.
    Thank you Rich Topielec – Office of Info Technology Thank you Royce Otteson - DMV Thank you Jim Leamon – Motor Carrier Apps Dev.
  • Service Recognition
    • 10-Year Service Recognition (Year 1998)
    • Microsoft releases Windows 98 (First Edition).
    • New York Yankees defeat San Diego Padres to sweep them in the World Series .
    • The first XML specification is released.
    • Smoking is banned in all California bars and restaurants.
    Thank you David DeLaveaga - TAD Thank you Mary Jo Boje - DMV Thank you Samuel Ramos – Office of Info Tech Thank you Katherine Elgin – Tech Management
  • Service Recognition
    • 15-Year Service Recognition (Year 1993)
    • Bill Clinton succeeds George H.W. Bush as the 42nd President of the U.S.
    • The Intel Corporation ships the first Pentium chips.
    • Microsoft releases Windows 3.11 for Workgroups to manufacturing.
    • Los Angeles breaks into race riots as the Rodney King Police officer's civil rights verdict is announced.
    Thank you Linda Campbell - DMV
  • Service Recognition
    • 20-Year Service Recognition (Year 1988)
    • Dow Jones Industrial Average closes above 2,000 for the first time;
    • President Ronald Reagan challenges Soviet Premier Mikhail Gorbachev to tear down the Berlin Wall;
    • The 200th anniversary of the United States Constitution is celebrated;
    • Jessica McClure, falls down a well in Midland, Texas, but is later rescued.
    Thank you Tim Dunn – Technology Management
  • Service Recognition
    • 25-Year Service Recognition (Year 1983)
    • Michael Jackson's song "Beat It" hits number 1 on the Billboard music charts.
    • Sally Ride becomes the first American woman in space.
    • The final episode of M*A*S*H is broadcast in the USA, becoming the most watched television episode in history with 125 million viewers.
    • The last day that the AT&T Bell System exists before being broken up by the United States Government.
    Thank you Monique Resch – Wireless Communications
  • Service Recognition
    • 30-Year Service Recognition (Year 1978)
    • Sweden is first nation to ban aerosol sprays thought to damage the ozone layer.
    • China lifts a ban on works by Aristotle, Shakespeare and Dickens.
    • The first computer bulletin board system is created.
    • The Blues Brothers make their first appearance on Saturday Night Live.
    • Muhammad Ali beats Leon Spinks for the world heavyweight boxing title.
    Thank you Tim Avilla – Office of Information Technology
  • Phil Keisling Executive Vice President, Sales and Marketing for CorSource Technology Group. formerly "Hepieric, Inc.” [PDF] Key IT and Software Engineering Trends for Portland/SW Washington Shared Vision Key IT & Software Engineering Trends for Portland/SW Washington
  • Daniel Ray Job Development for People with Disabilities IT Staff Capacity Building
  • ODOT IS Leadership & Business Review 10 minute Break
  • Ben Berry From Business Order Taking to Business Transformation The Changing Shape of IT
  • IT Value The Changing Shape of IT Process Improvement Business Change Information Management Operational Technology & Customer Service Hardware Software and Other Tools
  • Ok, so what’s the new IT Value?
    • IT Value:
    • The value frontier of IT is moving to things closer to the heart and strategy of the Enterprise.
    Partnering with Customers Frontier of IT Value is moving from strictly service delivery to business strategy Business Process Centered Business Information Centered Building Relationships with Business Partners We are moving to Enabling and Supporting Nonroutine Decisions Exploiting 3 critical business assets: Processes/Information/Collaborative Relationships Connecting & Integrating Technologies
  • IT Strategic Plan Framework Organization Key Strategies Common Business Needs IT Strategies
  • IT Strategy Map ODOT Key Strategies IT Strategies Business Needs Line of Business Applicability                 Measures Projects
  • IS Differentiation : Listening to the Customer ! But, in a sense we are order takers, if we are not thinking strategically across the Enterprise.
  • What’s Driving the Change in IT Leadership? Ultimately, the changing role of IT leadership is being driven by external business mandates and changing business expectations. Industry Changes Business Alignment IT Culture Role of IT Leadership Drivers of Change Understanding ODOT’s transportation changes and their impact on business performance will provide the baseline for defining IT leadership requirements The Investment Developing IT leadership capabilities that align to ODOT’s transportation demands and business strategy The Return
  • How is the IT Culture Changing Effectiveness? Transactional “ Order Taker” Process Orientation Time Based Strategic Sourcing Does what is asked to do, order taker Inconsistent process implementation Primary driver of success is meeting deadlines Single source, build vs. buy mentality TRADITIONAL IT Work Culture Characteristics An organization’s culture dictates how work is performed and ultimately defines the role of IT leadership. Traditional IT cultures rely on “chain of command” directives and meeting deadlines as key drivers of performance. IT Org Roles
  • How is the IT Culture Changing Effectiveness? EMERGING IT Work Culture Characteristics Less transactional and more collaboration Consistent use of repeatable processes Greater emphasis on business value vs. timeliness Strategic Sourcing Models, Buy vs. Build The new IT organization is creating a work culture that increases the degree of collaboration across internal IT functions, business units, and external service providers. In addition they are defining broader definitions of success. Transactional “ Order Taker” Process Orientation Time Based Strategic Sourcing IT Org Roles
  • To Maximize Effectiveness in Our Organizational Role
    • In today’s dynamic business environment, managers must understand the importance of developing a longer-term, strategic view, and the impact that service actions might have on the entire agency .
    • Teamwork is essential for success, both within our ODOT divisions as well as the entire agency.
    • Listening, planning, and executing are all key to our business success and part of being a strategic decision resource.
  • Evolution of a Business Strategy Role Business View System Performance Enterprise Impact System View Technology Architecture Services Business Cooperation Operations Technology Product Transformational Value
  • SWOT Analysis: Strengths, Weaknesses, Opportunities & Threats External Factors Internal Factors Strategies Built on Strength Defensive Strategies Opportunities Threats Weaknesses Strengths
  • Bell-Shaped Curve “The Law of Things” Internal Weaknesses Score 0 2 5 8 10 Internal Strengths Score M I N I M I Z E Weaknesses Strengths Competitive Parity M A X I M I Z E
  • Necessity and Differentiation Internal Focus External Focus Business Efficiency Outcome Enterprise Necessities Business Agility Outcome Enterprise Differentiators
  • Gartner: Partnership DEMO Model
  • IT Solutions Always Needed But does it Rise to a State of Business Transformation?
  • Current ODOT Business Transformation Projects based on Customer Needs CIOC Collaboration IT Governance ECM SDC Asset Mgt. Taxonomy ERP E-Gov Business Transformation
  • Enterprise Architecture can Expose Core Business Functions Statewide Enterprise Services Agency Business Services Payroll / Budget Recruit / Hire Purchasing Agency Horizontal Central Functions Agency Vertical Core Functions Human Resources Financial Management Procurement Forestry Employment Others Revenue DAS DHS ODOT
  • Enterprise Architecture can Inform ERP Infrastructure Business Technology Application Information (Data) ODOT DAS ERP EA Procurement Financials Human Res Target Business Architecture Enterprise Information Architecture Enterprise Application Architecture Enterprise Technology Architecture Forestry Lottery OED DCBS DHS
  • Computing & Networking Infrastructure Utility Value Proposition
    • Network Consulting
    • Network Design
    • Installation Mgt.
    • SW Support
    • Performance Analysis/Rpts.
    • Capacity Planning
    • Problem Management
    • NOC support 24x7
    • (Network Operations Center)
    • Interface Engine
    • Data Integration
    System Integration Network Services SINGLE INFRASTRUCTURE MANAGED
    • Allocation of resources to areas of greatest business value for the enterprise
    • Technology guarantee; “growth” in backbone, performance statewide
    • Service Level Agreements
    • Constant predictable infrastructure budgeting System-wide ( capital/operating )
    • State Data Center Single-point responsibility for Infrastructure Mgt. & Risk
    • Flexibility to leverage State with single infrastructure contracts
    A G E N C Y B U S I N E S S V A L U E Key Concepts
    • Internet or E- Government
    • Line of Business Systems
    • Process Control Systems
    • Web-based Employee Services
    • Supply Chain Mgt Linkages
    • Customer Care applc.
    • HR & Finance Applications/
    • Strategic Planning
    Applications Highest Customer Value Hardware & Maintenance Services Lowest Customer Value
    • User Devices
    • Servers
    • Disaster Recovery
    • Cabling Services
    • Consolidation
    • Server Mgt.
    • Database Mgt.
    • Email /
    • messaging
    • Imaging/ Archiving
    Data Center Help Desk
    • Call Mgt.
    • Trouble Tickets
    • 1 st Tier Resolution
    • Tools Admin.
    • Alerts Mgt.
    • Critical Call Mgt.
    IT Monitoring Security
    • Internet Mgt.
    • Intrusion Detect.
    • Content
    • Inspection
    • - Email
    • - Internet
    • - FTP
  • IT Value The Changing Shape of IT Process Improvement Business Change Information Management Operational Technology & Customer Service Hardware Software and Other Tools
  • CIO Update ODOT IS Leadership and Business Review