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Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.
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Shared Services Canada - A Transformational Journey Through Enterprise Initiatives.

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Shared Services Canada …

Shared Services Canada
A Transformational Journey
Through Enterprise Initiatives

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  • 1. Shared Services Canada A Transformational Journey Through Enterprise InitiativesBenoît Long, Senior Assistant Deputy MinisterTransformation, Service Strategy and DesignMay 24, 2012 1
  • 2. Presentation Outline• Shared Services Canada (SSC) Mandate• Strategic Directions• The Road Ahead: ♦ Email ♦ Data Centre ♦ Telecom• The Journey 2
  • 3. Shared Services Canada Mandate “Shared Services Canada was formed to consolidate and streamline the delivery of IT infrastructure services, specifically email, data centre and network services. Our mandate is to do this so that all federal organizations have access to reliable, efficient and secure IT infrastructure services for the best value.” http://publiservice.gc.ca/ssc-spc/faq-eng.html#q2 SSC will ensure full Value for Money, achieve Service Excellence, and Innovate! 3
  • 4. Shared Services Canada Transformation Vision SSC Creation Future Duplication  Consolidated Fragmentation  Standardized Low interoperability  Innovative Strategies & Partnerships Aging Infrastructure  Value for Partners & Canadians 4
  • 5. Shared Services Canada Transformation Vision Guiding Principles for Transformation: • Innovation • Cost Efficiency • Security • Quality • Rationalization • Standardization • Sustainability 5
  • 6. Enterprise-Wide Approach to Consolidation andTransformation TRANSFORMATION Data Centres • From 300 data centres to less than 20 • Reduce carbon footprint across the country • Share computing and storage resources at an enterprise level • Standardized data centre, network and hosting environment for GC business applications Networks • From department-centric to shared infrastructure • Converge voice/data/video on same infrastructure • Expand wireless network infrastructure for mobile devices Email • Move to consolidated email platform (unclassified to secret)November 15, 2011 April 1, 2012 2015 2020 6
  • 7. SSC’s Transformation Initiatives Nov 2011 Jan – May 2012 June 2013 Oct 2013 – April 2015 Email Current state Procurement Build and Migration – 43 departments; 377,000 users Business case and plan 2012-2013 2013-2020 Data Centres (2012-2020) Current State, Business Case, Detailed Migration to New Data Centres Inventory and Plans (Multiple Waves) Networks (2012-2020) Inter-building (WAN) - integrated and aligned with data centre consolidation plan Intra-building (LAN) - integrated and aligned with data centre consolidation plan Key Stakeholders Inter-departmental Working Forums / EventsEngagement • Ministers Groups: • Chief Information Officer Council (CIOC) • Inter-departmental Advisory • Security Committees (IT Business • DPI, GTEC • Policy and Standards Transformation) • Functional • Executive Summit • CIO Council • Business Requirements Industry – Launch and closure of procurement • 43 Partner Departments • Transition • Unions • Operational & Service Mgmt process; engagement of industry based on sourcing • Industry • Information Mgmt strategies 7
  • 8. Assessment and Analysis of Current Email Services Access for Canadian Citizens & Business Effectiveness – Productivity Tool• Email is a channel of communications with citizens • The GC could make better use of email by and business to access GC programs but not used segmenting the users into groups based on the extensively for transactions email functions they need (i.e. Civilian and Military, or• Current state is complicated by numerous mobile and non-mobile users) departmental naming conventions, uncoordinated channel management strategies, security and • Departmental systems are less than optimal for privacy concerns collaboration among departments (i.e. Non-integrated calendaring systems)• Principle to make it easier for citizens to communicate with GC Costs Security and Performance • Benchmarks show the GC is not best case. • Current systems are complex: • SSC current estimate at $28 per user • Different technologies mailbox/month • At least 700 email directories • Distributed and centralized dept. systems • Gartner - Industry best case estimate $8 – 12 • High diversity - difficult to standardize per user mailbox /month • Current costly uses of email require change – • 377,804 seats records management, retention policy, privacy etc. • Current investment in licensing with three vendors / • Security vulnerabilities and varying levels of no consolidation of licenses compliance • Over 63 email systems in 43 departments 8
  • 9. Transformation Principles – Data Centres and Networks Improving Service Quality Maximizing Efficiencies• Improve levels of service and security for all • Reduce duplication of infrastructure• Standardize infrastructure and platforms Centralize operation and administration• VISION Increase system availability, reliability, robustness and scalability • • Determine appropriate level of private sector engagement• Reduce dependence on physical location • Make effective use of shrinking IT budget and (enhance mobility) resources Minimizing Risks Additional Benefits• Fewer, better quality facilities • Significant environmental benefits• Power supply diversification • Reduce power demand• Centralize planning and recapitalization; • Reduce greenhouse gas emissions (cleaner procurement power); reduce e-waste• Address aging IT infrastructure • Enable Workplace 2.0• Improve information security • Reduce travel costs (videoconferencing /• Examine industry investment and risk sharing telepresence) • Improve support to remote worker 9
  • 10. Data Centre and Networks - Current State Building Building Building Building LAN2 – LAN2 – Dept. F: Dept. C: Dept B Dept B small data small data LAN3 – centre centre Dept. A: Dept F small data LAN4 – LAN6 LAN2999 centre Dept H LAN1 – Dept A LAN5 – Dept Q LAN7 ... LAN3000 WAN1 WAN2 WAN3 ... WAN43 Dept. H: LAN6 LAN6 Dept. D: Dept. A: large. data centre small data small data centre. Dept. Q: Dept. B: centre small data small data LAN4 – centre centre LAN6 Dept H LAN5 – LAN7 LAN7 LAN7 Dept Q Building Building Building Building ... Building data centres 10
  • 11. Data Centre Directions: From – To Perspective Key Components Elements FROM (TBC) TO (TBC) Facilities Number of Data Centres 300+ Less than 20 Geographic location Dept. based Enterprise focus; objective criteria Footprint 590,000 sq. ft < 200,000 sq. ft Hardware Number of Servers 25,000+ Less than 18,000 Type of computing and storage Specialized Standardized Middleware Non standard Standardized platforms Software Virtualization Low (35:65) High (70:30) Dept. specific Common high speed and Network Consolidation WAN/LANs secure network 35 kW/sq.ft. 100 min. kW/sq.ft. Power & Cooling Power Density (watts per square feet) 17.8 MW 13.4 MW Resiliency Availability and disaster recovery Tier 0-2 Tiers 3-4 Cost of operations $ 567 M - 10% Hardware costs -18% Software costs - 9% Costs Data Centre Network costs - 19.6% For Illustration Purposes OnlyOptimize the delivery of GC data centre services, by standardizing technologies, consolidating buildings and IT, centralizing operations, and re-engineering service delivery 11
  • 12. Telecom (Networks) Transformation Inter-building Intra-building (WAN/MAN) (LAN) Converged/Unified Communications (Voice/Video) Contact Centres Network Security 12
  • 13. SSC Business Model - Enabling Transformation Plan Build Operate Enterprise & Business Deliver Services to Architect the Enterprise Project Execution and Partners & Clients, & Design Services Business Relationship ensures continuity and Management stability of Operations Portfolio and Enterprise Client Enterprise Relationships Program Project Regional Leads Portfolio Leads Architecture & Business Management Execution Intake Project Mgmt & Service and Transformation Business Implementation Process and Service Design Solutions Readiness Management Practice Enterprise Enablers Finance / HR / Communications / Procurement / Legal / Audit and Evaluation / Governance / Portfolio Management / Management of Change / Risk Management 13
  • 14. The Journey – Success Factors Principles Governance Engagement Measurement 14
  • 15. Thank youAny questions 15

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