This document summarizes the IT strategic plan for the Montana Department of Administration (DOA) for 2014. It outlines the DOA's goals to deliver services, manage information, and establish standards and best practices. It describes the roles of the State Information Technology Services Division and DOA IT staff in providing services. The plan discusses objectives to enhance access to information and customer service, streamline services, establish risk and data management programs, define processes and procedures, build an effective IT team, and ensure resources are spent on high-value activities. Next steps include identifying division IT projects and objectives and finalizing budgets.
How to Realize Benefits from Data Management Maturity ModelsKingland
View individual use cases from a large B2B organization, mid-size financial institution, and a scientific data repository. See the plan and outcome from all case studies.
What is the value of data? Data governance must look beyond master data to deliver real value.
Visit www,masterdata.co.za/index.php/data-governance-solutions
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Introduction to DCAM, the Data Management Capability Assessment Model - Editi...Element22
DCAM stands for Data management Capability Assessment Model. DCAM is a model to assess data management capabilities within the financial industry. It was created by the EDM Council in collaboration with over 100 financial institutions. This presentation provides an overview of DCAM and how financial institutions leverage DCAM to improve or establish their data management programs and meet regulatory requirements such as BCBS 239. Also the benefits of DCAM are described as part of this presentation.
Structured Approach To Implementing Information And Records Management (Idrm)...Alan McSweeney
Provide an overview of a structured approach to analysis, design and specification of Information, Document and Records Management (IDRM) systems
Provide introduction to generic reference models for IDRM that can assist in solution definition
Structured IDRM methodology yields benefits in ensuring appropriate analysis, design and specification is performed ensuring requirements are captured and any solution complies with them:
Consistency
Speed
Drives Delivery
Ensures Acceptance
Increases Productivity
Increases User Confidence
Speed
Accuracy
Provides Audit Trail
Maximises Cost Savings
Risk Management and Reduction
Provides for Change Management
Provides for Formal Project Closure
Standards and reference models (OAIS) provide a mechanism for designing solutions and comparing products from vendors
How to Realize Benefits from Data Management Maturity ModelsKingland
View individual use cases from a large B2B organization, mid-size financial institution, and a scientific data repository. See the plan and outcome from all case studies.
What is the value of data? Data governance must look beyond master data to deliver real value.
Visit www,masterdata.co.za/index.php/data-governance-solutions
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Introduction to DCAM, the Data Management Capability Assessment Model - Editi...Element22
DCAM stands for Data management Capability Assessment Model. DCAM is a model to assess data management capabilities within the financial industry. It was created by the EDM Council in collaboration with over 100 financial institutions. This presentation provides an overview of DCAM and how financial institutions leverage DCAM to improve or establish their data management programs and meet regulatory requirements such as BCBS 239. Also the benefits of DCAM are described as part of this presentation.
Structured Approach To Implementing Information And Records Management (Idrm)...Alan McSweeney
Provide an overview of a structured approach to analysis, design and specification of Information, Document and Records Management (IDRM) systems
Provide introduction to generic reference models for IDRM that can assist in solution definition
Structured IDRM methodology yields benefits in ensuring appropriate analysis, design and specification is performed ensuring requirements are captured and any solution complies with them:
Consistency
Speed
Drives Delivery
Ensures Acceptance
Increases Productivity
Increases User Confidence
Speed
Accuracy
Provides Audit Trail
Maximises Cost Savings
Risk Management and Reduction
Provides for Change Management
Provides for Formal Project Closure
Standards and reference models (OAIS) provide a mechanism for designing solutions and comparing products from vendors
Is Your Data Ready to Drive Your Company's Future?Edgewater
Before investing the time and money to implement a reporting and analytics solution to guide you out of the current economic crisis, make sure that your data is prepared to lead the way.
Join Edgewater Technology for a step-by-step approach to readying your data to support enterprise reporting and analytics applications.
Data Virtualization for Business Consumption (Australia)Denodo
Watch full webinar here: https://bit.ly/3llCY4s
A successful data virtualization initiative bridges the gap between two very different perspectives of data management: IT and business. However, most of the emphasis in these initiatives is put on the IT side, modeling, performance, security, etc. Business users are often left with a large library of data sets, hard to use and navigate.
Denodo’s data catalog has been designed to cover the needs of those users and simplify the use and understanding of the virtual layer from the business perspective. It provides the extra capabilities required for self-service initiatives to succeed, while avoiding many of the common pitfalls of other cataloging solutions.
Attend this session to learn:
- The role of the data catalog in a logical architecture
- How to incorporate the data catalog in the life of “citizen analysts”
- Best practices in documentation and metadata management
- Advanced usage of Denodo’s data catalog
Capacity Management Maturity: A Survey of IT ProfessionalsPrecisely
Implementing or maturing a Capacity Management process takes executive buy-in, proper planning and the tools to make it possible – plus it helps when you get to enjoy a significant return on investment from the process! Based off the results of our Capacity Management Maturity Assessment survey, we learned that organizations willing to make minor changes in their capacity management processes can reap major benefits.
View this webinar to learn the full results of the survey along with key indicators of capacity management maturity such as:
• How your organization captures key component level capacity metrics
• Where capacity reports are available and how they are generated
• If your organization stores performance and capacity data centrally in a CMIS
Introduction to DCAM, the Data Management Capability Assessment ModelElement22
DCAM is a model to assess data management capability within the financial industry. It was created by the EDM Council. This presentation provides an overview of DCAM and how financial institutions leverage DCAM to improve or establish their data management programs and meet regulatory requirements such as BCBS 239.
A Data Management Maturity Model Case StudyDATAVERSITY
How Ally Financial Achieved Regulatory Compliance with the Data Management Maturity (DMM) Model
Ally Financial Inc., previously known as GMAC Inc., is a bank holding company headquartered in Detroit, Michigan. Ally has more than 15 million customers worldwide, serving over 16,000 auto dealers in the US. In 2009 Ally Bank was launched – at present it has over 784,000 customers, a satisfaction score of over 90%, and has been named the “Best Online Bank” by Money magazine for the last four years.
Ally was an early adopter of the DMM, conducting a broad-based evaluation of its data management practices, and creating a strategy and sequence plan for improvements based on the results. Ally’s implementation of an integrated, organization-wide data management program including data governance, a robust data quality program, and managed data standards, resulted in a “Satisfactory” rating on its latest regulatory audit.
In this webinar, you will learn:
How Ally employed the DMM to evaluate its data management practices
Who was involved / lessons learned
How Ally prioritized and sequenced data management improvement initiatives
How the data management program has been enhanced and expanded
Business impacts and benefits realized
Major initiatives completed and underway
How Ally is leveraging DMM 1.0 to proactively prepare for BCBS 239 compliance.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation.
Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value.
These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data.
There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data:
• Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed
• Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data
• Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data
These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases
The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required.
Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic.
Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Data-Ed Online: Engineering Solutions to Data Quality ChallengesData Blueprint
This webinar originally aired on Tuesday, October 9th, 2012. It is part of Data Blueprint's ongoing webinar series on data management with Dr. Aiken.
Sign up for future sessions at http://www.datablueprint.com/webinar-schedule.
Abstract:
This presentation provides guidance to organizations considering or preparing for data quality initiatives. We will illustrate how organizations with chronic business challenges often can trace the root of the problem to poor data quality. Showing how data quality can be engineered provides a useful framework in which to develop an organizational approach. This in turn will allow organizations to more quickly identify data problems caused by structural issues versus practice-oriented defects. Participants will also learn the importance of practicing data quality engineering quantification.
Introduction to Data Management Maturity ModelsKingland
Jeff Gorball, the only individual accredited in the EDM Council Data Management Capability Model and the CMMI Institute Data Management Maturity Model, introduces audiences to both models and shares how you can choose which one is best for your needs.
The success of implementing technology and dealing business changes across the enterprise has never been more critical to a company’s market relevance, financial growth and employee productivity. As companies grow in either size, service and product offerings or complexity, the increased demand to deliver consistent high quality support becomes more and more challenging. Knowledge Management (KM) has the power to transform the way services are delivered and experienced by both the valued customer and the productive employee as business is conducted on a daily basis. Organizations continuing to struggle with measuring sustainable business benefits from implementing technology and business change will benefit greatly from the industry lessons learned from successful KM implementations. Peter McGarahan, a support industry analyst and expert, will share his experiences and thought leadership on successfully implementing KM to support and enable technology and business change across the enterprise. Peter will provide lessons learned and recommended practices from his Service Delivery and Knowledge Management (KM) consulting experience that will change your perspective on how to do Knowledge right! Attendees will gain valuable insights into the following aspects of the topic:
• How Service leaders can best position and leverage knowledge for any technology and business change
• How to best approach planning for your next enterprise technology and business rollout with the end-result in mind
• Assessing your organizational maturity, identifying and addressing the gaps in performance to deliver a consistently better customer experience for customers and employees
• Introducing Knowledge-Centered Support (KCS) best practices into your service and support environment to address resolving issues, answering questions and fulfilling requests
The Service Management Office - Driving it performance in the face of rising ...3gamma
Delivering IT services efficiently and effectively while managing a multi-vendor environment requires planning, coordination and a high degree of service management expertise. Establishing a Service Management Office (SMO) provides the single point of focus to achieve this.
Using the TechSoup Digital Assessment Tool for Your Nonprofit PlanningTechSoup
Learn how TechSoup’s free digital assessment tool can help assess your nonprofit's digital capabilities and provide recommendations on how to improve them.
Is Your Data Ready to Drive Your Company's Future?Edgewater
Before investing the time and money to implement a reporting and analytics solution to guide you out of the current economic crisis, make sure that your data is prepared to lead the way.
Join Edgewater Technology for a step-by-step approach to readying your data to support enterprise reporting and analytics applications.
Data Virtualization for Business Consumption (Australia)Denodo
Watch full webinar here: https://bit.ly/3llCY4s
A successful data virtualization initiative bridges the gap between two very different perspectives of data management: IT and business. However, most of the emphasis in these initiatives is put on the IT side, modeling, performance, security, etc. Business users are often left with a large library of data sets, hard to use and navigate.
Denodo’s data catalog has been designed to cover the needs of those users and simplify the use and understanding of the virtual layer from the business perspective. It provides the extra capabilities required for self-service initiatives to succeed, while avoiding many of the common pitfalls of other cataloging solutions.
Attend this session to learn:
- The role of the data catalog in a logical architecture
- How to incorporate the data catalog in the life of “citizen analysts”
- Best practices in documentation and metadata management
- Advanced usage of Denodo’s data catalog
Capacity Management Maturity: A Survey of IT ProfessionalsPrecisely
Implementing or maturing a Capacity Management process takes executive buy-in, proper planning and the tools to make it possible – plus it helps when you get to enjoy a significant return on investment from the process! Based off the results of our Capacity Management Maturity Assessment survey, we learned that organizations willing to make minor changes in their capacity management processes can reap major benefits.
View this webinar to learn the full results of the survey along with key indicators of capacity management maturity such as:
• How your organization captures key component level capacity metrics
• Where capacity reports are available and how they are generated
• If your organization stores performance and capacity data centrally in a CMIS
Introduction to DCAM, the Data Management Capability Assessment ModelElement22
DCAM is a model to assess data management capability within the financial industry. It was created by the EDM Council. This presentation provides an overview of DCAM and how financial institutions leverage DCAM to improve or establish their data management programs and meet regulatory requirements such as BCBS 239.
A Data Management Maturity Model Case StudyDATAVERSITY
How Ally Financial Achieved Regulatory Compliance with the Data Management Maturity (DMM) Model
Ally Financial Inc., previously known as GMAC Inc., is a bank holding company headquartered in Detroit, Michigan. Ally has more than 15 million customers worldwide, serving over 16,000 auto dealers in the US. In 2009 Ally Bank was launched – at present it has over 784,000 customers, a satisfaction score of over 90%, and has been named the “Best Online Bank” by Money magazine for the last four years.
Ally was an early adopter of the DMM, conducting a broad-based evaluation of its data management practices, and creating a strategy and sequence plan for improvements based on the results. Ally’s implementation of an integrated, organization-wide data management program including data governance, a robust data quality program, and managed data standards, resulted in a “Satisfactory” rating on its latest regulatory audit.
In this webinar, you will learn:
How Ally employed the DMM to evaluate its data management practices
Who was involved / lessons learned
How Ally prioritized and sequenced data management improvement initiatives
How the data management program has been enhanced and expanded
Business impacts and benefits realized
Major initiatives completed and underway
How Ally is leveraging DMM 1.0 to proactively prepare for BCBS 239 compliance.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation.
Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value.
These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data.
There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data:
• Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed
• Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data
• Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data
These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases
The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required.
Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic.
Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Data-Ed Online: Engineering Solutions to Data Quality ChallengesData Blueprint
This webinar originally aired on Tuesday, October 9th, 2012. It is part of Data Blueprint's ongoing webinar series on data management with Dr. Aiken.
Sign up for future sessions at http://www.datablueprint.com/webinar-schedule.
Abstract:
This presentation provides guidance to organizations considering or preparing for data quality initiatives. We will illustrate how organizations with chronic business challenges often can trace the root of the problem to poor data quality. Showing how data quality can be engineered provides a useful framework in which to develop an organizational approach. This in turn will allow organizations to more quickly identify data problems caused by structural issues versus practice-oriented defects. Participants will also learn the importance of practicing data quality engineering quantification.
Introduction to Data Management Maturity ModelsKingland
Jeff Gorball, the only individual accredited in the EDM Council Data Management Capability Model and the CMMI Institute Data Management Maturity Model, introduces audiences to both models and shares how you can choose which one is best for your needs.
The success of implementing technology and dealing business changes across the enterprise has never been more critical to a company’s market relevance, financial growth and employee productivity. As companies grow in either size, service and product offerings or complexity, the increased demand to deliver consistent high quality support becomes more and more challenging. Knowledge Management (KM) has the power to transform the way services are delivered and experienced by both the valued customer and the productive employee as business is conducted on a daily basis. Organizations continuing to struggle with measuring sustainable business benefits from implementing technology and business change will benefit greatly from the industry lessons learned from successful KM implementations. Peter McGarahan, a support industry analyst and expert, will share his experiences and thought leadership on successfully implementing KM to support and enable technology and business change across the enterprise. Peter will provide lessons learned and recommended practices from his Service Delivery and Knowledge Management (KM) consulting experience that will change your perspective on how to do Knowledge right! Attendees will gain valuable insights into the following aspects of the topic:
• How Service leaders can best position and leverage knowledge for any technology and business change
• How to best approach planning for your next enterprise technology and business rollout with the end-result in mind
• Assessing your organizational maturity, identifying and addressing the gaps in performance to deliver a consistently better customer experience for customers and employees
• Introducing Knowledge-Centered Support (KCS) best practices into your service and support environment to address resolving issues, answering questions and fulfilling requests
The Service Management Office - Driving it performance in the face of rising ...3gamma
Delivering IT services efficiently and effectively while managing a multi-vendor environment requires planning, coordination and a high degree of service management expertise. Establishing a Service Management Office (SMO) provides the single point of focus to achieve this.
Using the TechSoup Digital Assessment Tool for Your Nonprofit PlanningTechSoup
Learn how TechSoup’s free digital assessment tool can help assess your nonprofit's digital capabilities and provide recommendations on how to improve them.
189
C H A P T E R 10
Information
Governance and
Information Technology
Functions
Information technology (IT) is a core function impacted by information gover-ynance (IG) efforts. IT departments typically have been charged with keeping the “plumbing” of IT intact—the network, servers, applications, and data—but although
the output of IT is in their custody, they have not been held to account for it; that
is, the information, reports, and databases they generate have long been held to be
owned by users in business units. This has left a gap of responsibility for governing
the information that is being generated and managing it in accordance with legal and
regulatory requirements, standards, and best practices.
Certainly, on the IT side, shared responsibility for IG means the IT department
itself must take a closer look at IT processes and activities with an eye to IG. A
focus on improving IT effi ciency, software development processes, and data quality
will help contribute to the overall IG program effort. IT is an integral piece of the
program.
Debra Logan, vice president and distinguished analyst at Gartner, states:
Information governance is the only way to comply with regulations, both cur-
rent and future, and responsibility for it lies with the CIO and the chief legal
offi cer. When organizations suffer high-profi le data losses, especially involv-
ing violations of the privacy of citizens or consumers, they suffer serious repu-
tational damage and often incur fi nes or other sanctions. IT leaders will have
to take at least part of the blame for these incidents. 1
Gartner predicts that the need to implement IG is so critical that, by 2016, fully
one in fi ve chief information offi cers (CIOs) will be terminated for their inability to
implement IG successfully.
Aaron Zornes, chief research offi cer at the MDM (Master Data Management)
Institute, stated: “While most organizations’ information governance efforts have fo-
cused on IT metrics and mechanics such as duplicate merge/purge rates, they tend to
ignore the industry- and business-metrics orientation that is required to ensure the
economic success of their programs.” 2
190 INFORMATION GOVERNANCE
Four IG best practices in this area can help CIOs and IT leaders to be successful
in delivering business value as a result of IG efforts:
1. Don’t focus on technology, focus on business impact
Technology often enthralls those in IT—to the point of obfuscating the
reason that technologies are leveraged in the fi rst place: to deliver business
benefi t. So IT needs to reorient its language, its vernacular, its very focus
when implementing IG programs. IT needs to become more business savvy,
more businesslike, more focused on delivering business benefi ts that can help
the organization to meet its business goals and achieve its business objectives.
“Business leaders want t.
Federated data organizations in public sector face more challenges today than ever before. As discovered via research performed by North Highland Consulting, these are the top issues you are most likely experiencing:
• Knowing what data is available to support programs and other business functions
• Data is more difficult to access
• Without insight into the lineage of data, it is risky to use as the basis for critical decisions
• Analyzing data and extracting insights to influence outcomes is difficult at best
The solution to solving these challenges lies in creating a holistic enterprise data governance program and enforcing the program with a full-featured enterprise data management platform. Kreig Fields, Principle, Public Sector Data and Analytics, from North Highland Consulting and Rob Karel, Vice President, Product Strategy and Product Marketing, MDM from Informatica will walk through a pragmatic, “How To” approach, full of useful information on how you can improve your agency’s data governance initiatives.
Learn how to kick start your data governance intiatives and how an enterprise data management platform can help you:
• Innovate and expose hidden opportunities
• Break down data access barriers and ensure data is trusted
• Provide actionable information at the speed of business
Presentation to introduce information governance. This should be used in conjunction with the paper I published on my website. A full information governance methodology, with research included from the foremost authorities on data governance.
Building a Data Strategy Your C-Suite Will SupportReid Colson
Being a data leader in any industry is an advantage that creates measurable financial benefits. Many studies have shown this – I’ve seen them from Bain, McKinsey, MIT and more. Since most firms are measured on profit, getting good at making data driven decisions is a key to being competitive. You can't get there without a plan. That is where a data strategy comes in.
In speaking with ~300 firms who indicated that their organizations were effective in using data and analytics, McKinsey found that construction of a data strategy was the number one contributing factor to their success. Being good at using data to drive decisions creates a meaningful profit advantage and those who are leaders indicated that the number one driver of their success was their data strategy.
This presentation will cover what a data strategy is, how to construct one, and how to get buy in from your executive team. The author is a former Fortune 500 Chief Data Officer and has held senior data roles at Capital One and Markel.
Here are a few helpful links for your data journey:
Free Data Investment ROI Template:
https://www.udig.com/digging-in/roi-calculator-for-it-projects/
Real world data use cases:
https://www.udig.com/our-work/?category=data
Contact Me:
https://www.udig.com/contact/
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
Does Your Organization Need a Better Technology Roadmap?
DOA IT Strat Plan OVERVIEW 2014
1. Agency IT Strategic Plan 2014
Montana
Department of
Administration
“The Backbone of State
Government”
Sheila Hogan,
Director
2. Your IT “Department”
The State Information Technology Services Division (SITSD)
SITSD provides many of the core IT services to our Department, including network
connectivity, computer support, email, telecom support and other “basic” IT services.
SITSD also hosts the technology infrastructure of some of our major systems, such as
SABHRS and the Department’s website. In addition, SITSD provides enterprise IT
services to the rest of the State. The DOA spends approximately $2.2M per year to SITSD
for services they provide or for pass-through costs managed by SITSD.
Michael Sweeney, DOA IT Manager
Provides the overall leadership, guidance and coordination of all IT
activities across the DOA. Michael conducts the DOA’s technology
planning and budgeting, brokers and manages services from vendors
and SITSD and ensures Divisions successfully deploy and use
technology that support the DOA’s mission to serve, satisfy and support
our customers.
Linda Glatz, Senior Systems Analyst
Conducts business process and systems analysis and performs IT project
management. Linda applies a broad IT knowledge across a diverse array
of business units and helps develop and implement solutions by
performing complex analysis of systems and processes and functions as
the project manager or project coordinator on projects.
3. Why an IT Strategic Plan?
Services
and
Customers
Business
Operations
Foundation and
Infrastructure
Governance and
Guidance
• Governance and Guidance supports the
strategic planning, budgeting and alignment
with the Department’s mission and the
Governor’s and State CIO’s objectives
• Foundation and Infrastructure supports a
stable, consistent technology to efficiently
and effectively support current operations
and enable future capabilities
• Business Operations are the day to day
operations of your Divisions
• Services and Customers is what we’re all
about, whether they are other agencies,
citizens or businesses, our department
exists to serve them
4. Deliver Services
Align with the Department’s
Vision, Mission and Goals
Manage Information
Establish Standards and
Best Practices
5. Department Mission,
Vision and Goals
Vision
To be the role model for state government agencies in delivering excellent customer service
Mission
To serve, satisfy and support our customers
Goals
1. Advance the department's mission, vision, and values by providing excellent, timely, and
cost-effective customer service.
2. Create and maintain a highly qualified, professional, diverse, and responsive workforce that
accurately reflects the labor force in Montana and supports the department's mission, vision,
and values.
3. Promote a safe and healthy work environment for employees to experience job satisfaction
in their achievements and contributions to the agency's mission and vision.
6. DOA Information
Technology Goals
GOAL 1: DELIVER SERVICES - Assist divisions in providing
services that meet our customer’s needs and support their
Vision, Mission and Goals.
GOAL 2: MANAGE INFORMATION - Develop comprehensive
information and data management strategies and associated
supporting programs.
GOAL 3: ESTABLISH STANDARDS AND BEST PRACTICES -
Establish an IT services foundation based on standards, best
practices, and fiscal sustainability.
7. Assist divisions in providing services that meet
our customer’s needs and support their vision,
mission and goals.
Goal
8. Deliver Services
• Improving access to information will help our
customers to more easily find information they
need, efficiently contribute information they are
responsible for and enable transparency in
State of Montana information and operations.
Objective 1-1: Enhance and improve access to information
9. Deliver Services
• Good customer service is the cornerstone of the
Department’s mission. Poor customer service,
whether real or perceived, inhibits our ability to meet
our mission.
• The ability to identify and quantify processes and
services and their effects on customer service will be
a key to this objective and help business process
owners to make decisions that support superior
customer service.
Objective 1-2: Enhance and improve customer service
10. Deliver Services
Objective 1-3: Streamline services and create a DOA services identity and culture
• Many divisions in the DOA provide complimentary or
overlapping services but are “siloed” in the way they
are delivered and inadvertently create disconnects
and redundancies, resulting in barriers to accessing
information and good customer service.
• Success of this objective will help us better identify
key areas for IT investments and resource allocation
when it comes to deciding on which services and
systems to invest and improve.
12. Manage Information
Consolidate the
number of disparate
business systems
Objective 2-1: Establish an Information Risk Management Program.
• The DOA has an obligation to protect sensitive
and protected information that it manages or is
the custodian of.
• An Information Risk Management Program will
help the DOA to better evaluate information
risks and prioritize efforts and resources to
mitigate those risks.
13. Manage Information
Consolidate the
number of disparate
business systems
Objective 2-2: Establish a data management strategy
• The DOA is the primary custodian of the State’s
enterprise administrative data and information.
Currently, data ownership is ad hoc, informal
and undefined and has resulted in barriers to
creating efficient and effective processes and
services.
• This objective effort will establish a formal data
management strategy to identify ownership and
responsibility of information and data managed
or maintained by the DOA.
14. Manage Information
Consolidate the
number of disparate
business systems
Objective 2-3: Establish a records management program that aligns with Statewide
strategies and efforts.
• Records management is a statewide challenge therefore,
establishing a formal Records Management program in the
DOA that is aligned with statewide strategies and efforts will
help ensure our efforts are coordinated and gain from the
cooperation and collaboration with statewide efforts.
• Establishing and running a formal records management
program will benefit the DOA by ensuring compliance with
records management statutes. In addition, the DOA will gain
the business benefits of sound records management practices,
such as being able to better control the creation and growth of
records, minimizing litigation risks and safeguarding vital
information.
15. Establish an IT services foundation based on standards,
best practices, and fiscal sustainability.
Goal
16. Establish Standards and
Follow Best Practices
Conduct community
outreach campaign
Strategy Areas of Focus
Objective 3-1: Develop procedures and policies that create structure and
accountability for both users and providers of IT services.
• Currently, many services and technologies do not
have well defined processes or procedures
regarding how they are provisioned or used.
This leads to inefficiencies and wasted
resources.
• Defined processes and procedures will help
services to be deployed more efficiently and
ensure that employees are aware of their
responsibilities and accountable for their actions.
17. Establish Standards and
Follow Best Practices
Conduct community
outreach campaign
Strategy Areas of Focus
Objective 3-2: Build an effective DOA IT team that can deliver services and
provide expertise and guidance to all DOA Divisions.
• DOA IT currently has a limited staff that cannot provide
needed IT services to the department. A dedicated DOA IT
team will focus on understanding DOA lines of business
and deliver high-value services such as project
management, business process analysis and technology
consulting.
• The benefits of business analysis and project management
activities have been well documented. A team that
provides these types of services across the department will
build institutional knowledge and better position the
department to identify and act on opportunities and work
towards the other goals and objectives identified in this
plan.
18. Establish Standards and
Follow Best Practices
Conduct community
outreach campaign
Strategy Areas of Focus
Objective 3-3: Ensure scarce DOA IT resources are spent on activities and
services that provide the most value to the DOA and State of Montana as a
whole.
• The DOA is better served when its IT resources are
invested in high-value activities such as business process
analysis, project management, process automation and
other activities that are geared towards improving DOA
businesses functions. Activities that support technical
infrastructure or are common across multiple agencies are
likely better provided at an enterprise level by SITSD or
other entities.
• DOA IT should act as a “service broker” for technical and
infrastructure support
19. Now thru April – Identify specific IT projects and objectives in
each Division for inclusion in the Department’s “formal”
strategic IT plan, to be submitted to the State CIO.
Now thru August – Finalize your FY16/17 IT budgets and
identify key HB10/EPP projects for inclusion in the EPP
process.
Next Steps…