The document outlines the strategy for building a Data Analytics Center of Excellence (CoE) in Illinois, aimed at optimizing analytics through improved structure, collaboration, and governance. It highlights the current challenges of inconsistent analytics capabilities across agencies and proposes a transition towards a centralized analytics function through a series of phased actions and deliverables. The CoE is designed to enhance data-sharing, standardize practices, and facilitate better analytics outcomes across the enterprise.

1. First 90 days
March 30, 2015
State of Illinois © 2015 Confidential Draft: For discussion only
1
Building a
Data Analytics
Center of Excellence
December 2015

2. Big Picture: Part of a Larger Strategic Effort…
• Change Strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
• Center of Excellence Development Steps
2
Table of Contents

3. Goal:
• Build world class, value generating data analytics capabilities
Situation:
• Consolidating 38 business unit IT staff and budgets
• Decentralized, uncoordinated and varied levels of analytics talent
Actions:
• Unifying strategy and vision
• Investment in:
• Team
• Strategic communications
• Cross business unit collaborative communities to break down silos:
• Working Groups
• Centers of Excellence
• Enterprise service organizations 3
Change Strategy

4. Approach
Top down
• CIO working group created high level strategy
• Enterprise data practice initiated to create centralized analytics
services
Bottom up
• Center of Excellence to unite disparate, scattered analytics
talent
• Some talent to be moved to the enterprise data practice over
time. Degree of centralization TBD.
Vertically
• Vertical by vertical approach to build specific analytics talent
and combine data

5. World
Class
Enterprise
Data Analytics
Function
Data Analytics Center of Excellence
Path to enterprise data analytic capability building
• CIO Working Group high level strategy development
• Vertically focused analytics: 360 view of the customer by vertical
• Enterprise Analytics Center of Excellence
• Identify, connect, leverage Agency analytics talent
• Over time, transition to more centralized talent and services
• Enterprise data analytics practice and services
5
Vertical
Data Analytics
Agency
CIO
Working
Group
Approach

6. • Change Strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
• Center of Excellence Development Steps
6
Table of Contents
11 CIO Working Groups Over 60 Agency CIOs
Created 11 enterprise strategies
…including data analytics…
In less than 6 months

7. © 2014 CEB. All rights reserved.
7
DATA ANALYTICS CENTER OF EXCELLENT STRATEGY: 2015 AND BEYOND
Data Analytics CoE Strategy and Value Proposition: The Analytics Center of Excellence (ACE) drives an enterprise
strategic focus on optimizing analytics through people, process. best practices, tools, metrics and monitoring, communication
& training. This is a bridging organization facilitating the centralization of the analytics function over time.
Current State Future State
Top Characteristics
• Inconsistent quality, efficiency
and application of analytics
across agencies.
• Talent within agencies is not
leveraged flexibly across the
enterprise
• Complex rules regarding data
sharing internally & externally
limits innovation opportunities
• Resource & funding
constraints limit data’s value
• Lack of enterprise data
analytics governance, tools,
processes, roles, training &
metrics increases costs &
inefficiencies
Long Term Deliverables
1. Work with the HHS team to implement a
centralized Data Hub
2. Train and manage talent for cross-Agency data
analysis projects. Train Agency Data Stewards to
manage Agency specific data projects
3. Implement enterprise data governance
4. Business case development assistance for new
data analytics projects and investments
Short Term Deliverables
1. Current state assessment: assess current data
analytics tools, skills, training, vendors, projects,
policies, demand, etc.
2. Future state design: services, organization
structure, talent, training, tools, best practices,
governance, budget, etc.
3. Roadmap: phased plan, budget, etc.
4. Seek to simplify rules regarding information
sharing between Agencies
7
Top Characteristics
• Agency analytics expertise
in business super-users
• Centralized data analytics,
management & infrastruc-
ture, organized by vertical,
reporting to CDO
• Works collaboratively to
drive greater insight, share
& build skills, & standards
and repeatable practices.
• Manages the analytics
strategy, including data
centralization, technology
selection & implementation.
• Cross agency data analytics
• Expands the view of IT as a
source of value
Statement of Risk: Lack of consistent commitment to data collaboration, requires different skill sets than currently
commonly found in-house, inability to change the culture and processes.

8. • Change Strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
• Center of Excellence Development Steps
8
Table of Contents
Targeted CIO Working Groups
Evolve into
Centers of Excellence

9. What is a Center of Excellence (CoE)?
A virtual team of people across the organization
sharing expertise, policies, best practices and assets
to achieve business results
What it is not:
A dedicated team within one organization providing shared services
CoE
Executive
Sponsors
Team
Members:
SMEs
Team
Members:
SME
SME
Advisors
CoE Team
Lead
Benefits: better results faster
• Accelerate pace
• Leverage assets
• Improve quality
• Increase expertise
• Create standards
• Improve processes
• Reduce costs
• Increase innovation
• Promote collaboration
9

10. Key Elements of a CoE
10

11. CoE Value Proposition
• Rapid solutions
• Efficiency
• Reduced cycles
• Reduced costs
• High performance
• Enablement
• Competency
• Employee loyalty
• Expert Systems
• Just-in-time advice
• Innovation
• Integration
• Collaboration
• Alignment
• Growth
• Thought
leadership
• Quality
• Customer loyalty
• Increased
Revenues
• Metrics and KPIs
Governance
&
Best Practices
Purpose-Driven
Disruption
Frameworks
and
Reusable
Artifacts
Knowledge
Dissemination
11

12. The Analytics Center of Excellence (ACE) drives the enterprise
strategic focus on optimizing data analytics and value creation
through:
• People
• Process
• Best practices
• Tools
• Metrics and monitoring
• Communications
• Training
This is a bridging organization that facilitates the consolidation
of an enterprise analytics function over time.
12
ACE Mission

13. Focus on:
• People
• Process
• Best practices
• Metrics and monitoring
• Communications
• Training
• Tools
• Data
13
Strategic rollout:
• Data analytics
• Mobile
• Cloud
• Security
• Internet of Things
• To be determined…
Leverage: Strategic, phased rollout:
Centers of Excellence

14. Why an Analytics CoE?
• Promotes “Illinois First”: maximizes the quality, efficiency and
application of analytics across all lines of business
• Leads to a higher success rate for analytics deployments,
delivering more value at less cost and in less time
• Drives end user education and adoption, leading to a smoother
path to improved outcomes
• Provides an organization structure enabling the organization to
strike the right balance between agility and sound
management in deploying analytics technologies
• Reduces the gap between business and IT, improving time-to-
market and responsiveness to change
14

15. CoE Phased Approach
15
Set up Center of Excellence
Shared services model
Economies of scale /
leverage knowledge
Standardization and efficiency gains
Phase 1
Phase 4
Phase 3
Phase 2

16. • Change strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
16
Table of Contents
Centers of Excellence
Interact with
Strategic Advisory Boards

17. Governor’s Transformation Advisory Board
Objectives:
• Receive input for transformation
and the role of technology
• Get access to the second tier of
executive leadership (CIO, CTO,
Data Scientists, CISO, HR directors)
• Receive private sector assistance
in expediting technology
transformation
• Entrepreneur Showcase
17

18. Data Driven Value Creation Subcommittee
The private sector is leading value creation through Big Data. Through this
subcommittee, we look to learn how to apply your data driven value
creation principles to analyze, predict and provide better services to our
customers.
Deliverables: Strategy and recommendations regarding data science, Big
Data, analytics, and analytics organizations’ best practices, policies,
change management and tools, and recommendations for partnerships.
Members
• Boeing
• HSCS / BCBS
• Caterpillar
• CME Group
• State Farm
• University of Illinois
Knowledge sharing
• Organizational structure
• Job descriptions
• Talent development
• Tools
• Security approach
• Partnerships

19. • Change Strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
• Center of Excellence Development Steps
• Charter
• Strategy
• Kickoff
• Regular meeting and reporting
• Roles 19
Table of Contents

20. 20
Charter Development

21. 21
Charter Development

22. 22
Charter Development

23. 23
Charter Development

24. • Change Strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
• Center of Excellence Development Steps
• Charter
• Strategy
• Kickoff
• Regular meeting and reporting
• Roles 24
Table of Contents

25. © 2014 CEB. All rights reserved.
25
DATA ANALYTICS CENTER OF EXCELLENT STRATEGY: 2015 AND BEYOND
Data Analytics CoE Strategy and Value Proposition: The Analytics Center of Excellence (ACE) drives an enterprise
strategic focus on optimizing analytics through people, process. best practices, tools, metrics and monitoring, communication
& training. This is a bridging organization facilitating the centralization of the analytics function over time.
Current State Future State
Top Characteristics
• Inconsistent quality, efficiency
and application of analytics
across agencies.
• Talent within agencies is not
leveraged flexibly across the
enterprise
• Complex rules regarding data
sharing internally & externally
limits innovation opportunities
• Resource & funding
constraints limit data’s value
• Lack of enterprise data
analytics governance, tools,
processes, roles, training &
metrics increases costs &
inefficiencies
Long Term Deliverables
1. Work with the HHS team to implement a
centralized Data Hub
2. Train and manage talent for cross-Agency data
analysis projects. Train Agency Data Stewards to
manage Agency specific data projects
3. Implement enterprise data governance
4. Business case development assistance for new
data analytics projects and investments
Short Term Deliverables
1. Current state assessment: assess current data
analytics tools, skills, training, vendors, projects,
policies, demand, etc.
2. Future state design: services, organization
structure, talent, training, tools, best practices,
governance, budget, etc.
3. Roadmap: phased plan, budget, etc.
4. Seek to simplify rules regarding information
sharing between Agencies
25
Top Characteristics
• Agency analytics expertise
in business super-users
• Centralized data analytics,
management & infrastruc-
ture, organized by vertical,
reporting to CDO
• Works collaboratively to
drive greater insight, share
& build skills, & standards
and repeatable practices.
• Manages the analytics
strategy, including data
centralization, technology
selection & implementation.
• Cross agency data analytics
• Expands the view of IT as a
source of value
Statement of Risk: Lack of consistent commitment to data collaboration, requires different skill sets than currently
commonly found in-house, inability to change the culture and processes.

26. © 2014 CEB. All rights reserved.
26
CENTER OF EXCELLENCE STRATEGY ON A PAGE FOR 20XX – XX
Work Group Strategy and Value Proposition: …
State of IT in 20XX State of IT in 20XX
Top Characteristics of the Initial
State
• TBD
• TBD
• TBD
• …
Top 5-7 Metrics Describing the
Initial State
• TBD
• TBD
• TBD
• …
Top Initiatives*
1. TBD
2. TBD
3. TBD
4. TBD
Top Underlying Beliefs and Assumptions
1. TBD
2. TBD
3. TBD
4. TBD
5. ...
Top Characteristics of the End
State
• TBD
• TBD
• TBD
• …
Top 5-7 Metrics Describing the
End State
• TBD
• TBD
• TBD
• …
Statement of Risk: Overview the risks involved with this strategy

27. © 2014 CEB. All rights reserved.
27
Purpose of This Template
 Use this customizable template to create and communicate your IT strategy by focusing on:
• The most critical underlying assumptions of the strategy to ensure rapid course-correction
when required;
• The key initiatives required to achieve your target end state;
• A concise statement that captures the essence of the strategy; and
• A few metrics that define the organization’s current and target end state.
Instructions
 Customize the template on the second page by following these steps:
• Document five to seven critical assumptions, underpinning the strategy;
• List five to seven key IT initiatives required to achieve the end state;
• Craft a concise, but memorable, statement that captures the essence of the strategy; and
• Identify five to seven metrics that define the IT organization’s current and target end state.
 For more tools to support to your IT strategic planning, use our IT Strategy Planning Template
CIO Leadership Council
STRATEGY ON A PAGE FOR 20XX – 20XX

28. • Change Strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
• Center of Excellence Development Steps
• Charter
• Strategy
• Kickoff
• Regular meeting and reporting
• Roles 28
Table of Contents

29. • Mission review/confirmation
• Relationship to other internal and external
organizations
• Standard agenda review
• Current team members
• Materials and assets to share and Sharepoint site
• Meeting and reporting frequency
29
Kickoff: Sample Agenda

30. • Change Strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
• Center of Excellence Development Steps
• Charter
• Strategy
• Kickoff
• Regular meeting and reporting
• Roles 30
Table of Contents

31. • Update on current projects
• Goals, deliverables, timeframes, tools
• Potential synergies and assistance
• Project demos
• Community assistance
• What do you need help with?
• What can you share?
• Build expertise
• Training recommendations, resource sharing
• Potentially host knowledge sharing events and
mechanisms (ex: portal, Smart State workshop, etc.)
• External events and organizations
31
Standard Meeting Agenda: Sample

32. • Change Strategy
• CIO Working Groups
• Center of Excellence
• Strategic Advisory Board
• Center of Excellence Development Steps
• Charter
• Strategy
• Kickoff
• Regular meeting and reporting
• Roles 32
Table of Contents

33. • Ensures business results and strategic alignment
• Provide subject matter expertise and thought leadership
• Organize and facilitate the team’s:
• Work
• Knowledge sharing
• Tools, standards and best practice development
• Continuous improvement process
• Communicate and collaborate with stakeholders
• Determine metrics and reporting against goals
• Demonstrate and communicate value
• Coordinate training
• Establish needed infrastructure and principles of operations
33
Role: Center of Excellence Lead

34. • Focus on business results
• Design, develop, maintain and centralize tools, standards and
best practices
• Provide subject matter expertise
• Develop and provide enterprise training
• Work on cross-organizational efforts
• Drive consistency of approach
• Invest in continuous improvement
• Be a central point of contact
• Contribute to the measurement and reporting against goals
• Deliver value
34
Role: Center of Excellence Team Members

35. • Align on strategy and focus on business results
• Provide subject matter, organizational and industry expertise
• Promote cross-organizational collaboration and results
• Provide ideas, advice and counsel
• Remove barriers and accelerate success
• Communicate the value
35
Role: Center of Excellence Executive Sponsor

36. First 90 days
March 30, 2015
State of Illinois © 2015 Confidential Draft: For discussion only
36
Building a
Data Analytics
Center of Excellence
December 2015
Marian.Cook@illinois.gov
marianfcook@gmail.com
https://www.linkedin.com/in/marianfcook