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  • Notes: The purpose of this presentation is to provide an information briefing on the Commonwealth IT Investment Management Standard and how it supports business in the Commonwealth today.
  • Notes: These slides are from a presentation given by the Secretary of Technology to the Council on Virginia’s Future in 2006. The goals remain the same. Slide 1: The Commonwealth must find ways to meet increasing demands. Cost savings was one of the solutions offered up. Through sound analysis and selecting the right investments, potential cost savings can be found. Slide 2: The ability to lower operation costs was also targeted. Through ITIM/Portfolio management comes the ability to analyze on-going operational investments to reconsider their viability and contribution to the organization’s strategic direction. This analysis has the potential to lower costs as cheaper alternatives are found and redundant investments retired. Slide 3: As demonstrated in the third slide some of the best performers are innovators. As Alan Greenspan pointed out, increases in productivity can be directly attributed to the incorporation of innovative technology. It then follows that the ability for an organization to have a standard consistent and innovative method for handling I.T. investments is essential.
  • Notes: IT Investment Management (ITIM) supports Commonwealth Business by maximizing the business value through the identification (the agency strategic planning process defines business needs) and selection (selecting IT investments that align with business goals and objectives using strategies from the Enterprise Architecture) of those investments.
  • Notes: IT Investment Management is a proven business investment methodology used successfully around the world by leading organizations both in the private and public sectors to: 1. Align investments to business goals and objectives 2. Identify and track spending on IT investments 3. Control and monitor IT investment projects: Investments are often not made based upon a specific long term business strategic goal but are a reaction to daily operational emergencies. Once an investment decision is made, it is also important that the investment be controlled and monitored. 4. Leverage IT investment opportunities that may generate internal capital: In general investments are made in isolation, in traditional stovepipes. A high-level standardized view of investments will allow the Commonwealth and agencies to identify like investments and leverage one against another for the greater good. In leveraging investments and identifying commonality, there is a great potential at all levels (agency and Commonwealth) to release capital that would otherwise be allocated to duplicate efforts. 5. Make informed decisions on an IT investment portfolio by assessing value and risk: One of the primary goals of ITIM is to support value-based agency IT investment decisions. Value and risk must be tracked across the entire ITIM cycle.
  • Notes: The purpose of the Commonwealth of Virginia Information Technology Resource Management ITIM Standard (ITIM Standard) is to: Describe the phases in the ITIM process; Define how the value of an IT investment is measured in each phase; Identify the required actions associated with each phase; and Assign roles and responsibilities for those actions, in order to maximize the business value of IT investments in the Commonwealth.
  • Notes: ITIM is a key component/building block in Performance Management and that the fundamental principals of investment management support Efficiency and Effectiveness. ITIM is about selecting the right investments; insuring that these investments align properly to the organizations’ missions, goals, and objectives; insuring that the investments are performing as planned; and determining if the investments delivered the anticipated business value. At the center of the process is an automated IT Investment Management Tool, the Commonwealth Technology Portfolio, which captures all IT investments and provides analytical tools to assist management with business decisions. ITIM is the Commonwealth’s primary process for: Identifying which proposed IT investments potentially solve agency business needs; Selecting IT investments that best meet the business needs; Monitoring the performance of the initiatives for developing and placing the selected IT investments into operation; and Determining if the selected IT investments are continuing to deliver the expected business value. The ITIM process consists of four Phases. The goal of the Pre-Select (Identify) Phase is to identify, analyze, and document IT investments that support agency business needs. The goal of the Select Phase is to decide from among the investments identified in the Pre-Select (Identify) Phase which investments to undertake. The goal of the Control Phase is to ensure that IT investments are developed and placed in operation using a disciplined, well-managed, and consistent process. The goal of the Evaluate Phase is to compare the actual performance results and benefits of an investment to the range of target performance measures established for the investment. The ITIM process is repeated within the agency and the Commonwealth on an annual basis and as part of the budget cycle.
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  • Notes: The following elements of the Performance Leadership model have been established over the past several years: The Council on Virginia's Future was established in 2003 to develop a vision and long-term goals for Virginia's future.  It was also tasked with developing a performance leadership and accountability system for state government that aligns with and supports achievement of the vision (http://www.future.virginia.gov/index.php). The Commonwealth of Virginia’s strategic planning process was overhauled in 2005. At this time, the IT strategic plan was merged into the agency business plan (http://www.dpb.virginia.gov/sp/sp.cfm). The COVA Strategic Plan for Information Technology for 2007-2011 was written in 2006 (http://www.vita.virginia.gov/library/default.aspx?id=829). ITIM is a key component/building block in Performance Management and that the fundamental principals of investment management support Efficiency and Effectiveness. ITIM is about selecting the right investments; insuring that these investments align properly to the organizations’ missions, goals, and objectives; insuring that the investments are performing as planned; and determining if the investments delivered the anticipated business value. ITIM in the Commonwealth is based on: The recognition that the Commonwealth strategic planning process drives technology investment strategies; The need to support effective communication about technology investment decisions; The concept that technology investments in the Commonwealth support and add value to the business of state government; and, The premise that technology investments should be prioritized, executed, and measured based on how they achieve agency and enterprise-wide strategic goals and objectives, and how they serve the critical business needs of the Commonwealth.
  • Notes: The first step in implementing IT Investment Management (ITIMI) is to ensure that everyone has a level of knowledge and awareness of ITIM. An education campaign on the methodology, its benefits, its tie to performance leadership and how it will be implemented was incorporated into ProSight training classes and special presentations to agencies. Implementation of the portfolio management tool, ProSight, centralized procurements, project management, and IT strategic planning workflows into one system thereby streamlining the process. The ITIM standard provides the overall framework of requirements agencies are to follow. The ITIM Standard will be submitted to the ITIB for approval on 10/16/08.
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Transcript

  • 1. Managing Technology Investments to Provide Value to Citizens in Virginia Presenter Presenter’s Title Group/Event Name Date Commonwealth IT Investment Management (ITIM) Standard
  • 2.
    • 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 increasing
    • demands through cost savings and increased productivity.
    “ Expand constituent impact through lower operation costs ”
    • Investment management can contribute to lower operating costs and the generation of internal capital.
    “ We must pursue more aggressive, transparent goals” Governor Tim Kaine Why is ITIM important for the Commonwealth?
  • 3. How does ITIM support Commonwealth business?
    • Maximizes business value
    • Allows the Commonwealth to select IT investments that align with business goals and objectives
      • Examples:
      • Business Need IT Strategy
    Your business drives Commonwealth IT investments Web-based software solutions Reducing the time to process tax paperwork High speed laptops in State Police cars Identifying vehicle license plates New wireless radios and centralized computers Preparing for hurricane evacuations High performance networks and databases Obtaining quick access to medical data Web-based customer service applications Reducing long customer wait times
  • 4. 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
  • 5. 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
  • 6. 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
  • 7. 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
  • 8. 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
  • 9. 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
  • 10. 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)
  • 11. 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)
  • 12. 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
  • 13.
    • 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
    VA Election & Registration Information System (VERIS) A Commonwealth ITIM success story - SBE (continued)
  • 14.
    • 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
    VA Election & Registration Information System (VERIS) A Commonwealth ITIM success story - SBE (continued)
  • 15. As an agency, what do I need to do next?
    • 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
  • 16. Using the ITIM Standard
    • Each phase of the ITIM process is clearly explained
    4.3 Control Phase The 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
  • 17. Using the ITIM Standard (continued) Pre-Select Select Evaluate
    • At the end of the Standard, stakeholder responsibilities are listed in bullets and grouped together by phase for quick reference
    Control
  • 18. Commonwealth Strategic Planning Efficiency & Effectiveness How does ITIM fit within the Commonwealth’s existing strategic planning and performance management model? ITIM insures that IT investments are aligned with the Council on Virginia's Future long term objectives and The Commonwealth Strategic Plan for Information Technology Commonwealth Information Technology Investment Management (ITIM) Long Term Objectives Service Area Plans I.T. Strategic Plans Agency Strategic Plans Council on Virginia’s Future 2003 Commonwealth Strategic Planning Process 2005 Commonwealth Strategic Plan for Information Technology 2006
  • 19. 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
  • 20. Contact Information AITR Name 804-phone number Email address Commonwealth ITIM Contact Constance Scott Manager, ITIM Office (804) 416-6179 [email_address] Questions?