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GTA Business Plan - agency heads and CIOs, 05/08/2007
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GTA Business Plan - agency heads and CIOs, 05/08/2007

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  • We have good people but poor processes, and it’s validated by a third party. These areas translate into: Slow to implement requests from customers (request management) Slow to fix things that break (incident management, problem management) We don’t plan well (capacity management, release management, configuration management)
  • Emphasize that 70 percent of our equipment exceeds the useful life cited by industry standards.
  • From Operations: Emphasize partnership with Governor’s Office and OPB.
  • Transcript

    • 1. GTA’s Business Plan May 2007
    • 2. Agenda
      • Why Change? Why Now?
      • Where We Are Going
      • Next Steps
      Page 1
    • 3. Our Current Situation
      • GTA faces unsustainable financial losses
      • GTA’s IT operations do not meet industry standards
      • GTA lacks processes and automation to operate effectively
      • State’s IT enterprise has not been managed well
      Page 2
    • 4. Governor’s Intent
      • IT enterprise managed well
      • Technology leadership
      • Best managed state
      • Best value
      Page 3
    • 5. What We Hear From Agencies
      • Agency heads
        • All I see are expenses
        • I don’t know where my IT dollars go
      • CIOs
        • Set priorities
        • Make it easier to do business with GTA
        • Coordinate communications within GTA
        • Don’t let processes become barriers
        • Empower staff to make decisions
      Page 4
    • 6. Operational effectiveness falls short * Making demonstrable improvements in service and have integrated processes Has begun to leverage investments through activities like trend analysis, management reporting and process automation to improve service Has implemented all the basic practices, but are not leveraging the investment to improve service or add value Has not yet implemented all the basic (mandatory) practices such as documented processes, organizational commitment and budget, and maintenance of process information * Based on Information Technology Infrastructure Library (ITIL) Page 5 IT Service Continuity Release Management Capacity Management/Planning Service Level Management Request Management Configuration Management Change Management Problem Management Incident Management GTA Process
    • 7. Infrastructure Currency
      • Hardware and software running beyond reasonable and supportable timeframes
      • Significant capital expense required to update
      Original Asset Value Page 6
    • 8. Where We Are Going Page 7
    • 9. GTA’s Two-Prong Approach
      • Shift from expense to investment management
      • Fix the infrastructure
      Page 8
    • 10. First Prong: Focus on Investment Management Page 9 Expense Management Investment Management Current State Future State
      • What’s best for the enterprise?
      • the right dollar
      • at the right time
      • in the right area
      • How do we fix the problem at the lowest cost?
      • the minimum amount
      • as late as possible
      • on minimally acceptable technology
    • 11. A Few Agencies Control Most of the IT Infrastructure $407M $76M 2670 661 Page 10
    • 12. Agency IT – A Snapshot Page 11 1 58 21.8 31.2 53.0 7.7 2.0 9.7 Dept of Juvenile Justice 11 2670 516.8 443.4 960.2 $133.6 $274 $407.6 Top 10 Agencies 1 44 20.0 71.0 91.0 2.5 7.4 9.9 Dept of Driver Services 1 94 30.1 0.0 30.1 11.6 0.0 11.6 Ga Bureau of Investigation 0 0 2.0 63.3 65.3 1.3 10.7 12.0 State Accounting Office * 73 14.0 0.0 14.0 23.6 0.0 23.6 Dept of Technical & Adult Education 2 650 12.1 86.4 98.5 2.6 22.7 25.3 Georgia Technology Authority 2 500 68.8 29.2 98.0 28.2 1.4 29.6 Dept of Corrections 2 48 160.0 0.0 160.0 23.7 14.8 38.5 Dept of Revenue 1 1200 188.0 127.0 315.0 18.5 91.6 110.1 Dept of Human Resources 1 3 0.0 35.3 35.3 13.9 123.4 137.3 Dept of Community Health 48 3331 808 595 1403 $188 $296 $484 State of Georgia Data Centers # Servers # Infra FTEs # App FTEs # Total FTEs Infra $M Apps $M Total $M Agency
    • 13. Second Prong: Fix the Infrastructure
      • Creates opportunities for the enterprise
      • Sourcing assessment will set criteria for minimum infrastructure standards
      • Everyone will be graded against the same criteria
      Page 12
    • 14. What Will the Sourcing Assessment Do?
      • Assessment is designed to:
        • determine where a unit of work will be done
        • conduct detailed financial analysis
        • answer questions about what to source
        • recommend bundled or segmented approach
      • Performed with help from a third party
      • Complete in about six months
      • Scope includes GTA and other agencies
      Page 13
    • 15. All Agencies Face Similar Challenges
      • Aging infrastructure
      • Meeting minimum standards
      • Security and disaster recovery
      • Systems development
      Page 14
    • 16. Case Study: March 7 Power Outage at Towers
      • Five data centers affected
        • Corrections
        • DOAS
        • Education
        • Natural Resources
        • Pardons and Paroles
      • No transparency into recovery and backup processes
      • Everyone does their own thing
      Page 15
    • 17. Case Study: Security
      • GTA’s Office of Information Security findings as of May 4, 2007:
        • 88 ISOs for 117 agencies (complete)
        • 19 of 117 agencies have identified BC Coordinators
        • 11 of 88 ISOs identified systems they oversee
        • 2 of 45 high-impact systems have been assessed
      Page 16
    • 18. What’s Different
      • Infrastructure
        • Viewed and run as a Utility
        • Common across the enterprise (Georgia)
        • Cornerstone to integration
        • GTA operations will transition to a Service Management model
      • Agency (Business) Applications
        • Where and why do they spend their dollars today
        • Integration and sharing of data within the agency
        • Positioning to share data throughout the State: build once, use many times
        • Expand Portfolio Management function within ETP
      Page 17
    • 19. Page 18 Assessment and Transition Timeline
    • 20. What Change Will Enable Us to Do
      • Reach a minimum level of operational performance
      • Focus on the state’s business needs
      • Manage the state’s investment in IT
      Page 19
    • 21. Next Steps
      • RFQC released May 2, responses due May 17
      • RFP for sourcing assessment vendor
      • Review of GTA’s internal project portfolio – some projects accelerated, others terminated
      • Ongoing communications plan
      Page 20
    • 22.