This document provides an overview of Arizona's plan to migrate 36,000 state employees to G Suite. The plan is broken into multiple phases over 18 months. It outlines the strategy, planning and preparation, communication, training, support and ongoing aspects of the project. Key elements include breaking the migration into groups, designating champions, conducting trainings, establishing command centers for go-live support, and conducting post-migration surveys and lessons learned. The goal is to improve cross-agency collaboration, enhance transparency, improve communication and make data sharing easier across the 130+ state agencies.

2. Sean Feeney
Cloud Practice Director
About Your Presenters
Proprietary and Confidential 1
Derek Chin
Director of Strategic Innovation
Holly Schoch
Google Cloud Account Manager
Heather Sheston
Google Statewide Champion

3. 2
Change is hard… but not impossible
2
However, 60% of change initiatives are somewhere between
a base-hit and a home run, with only 1 in 10 being strikeouts.

4. 3
Software Led
Seamless Interactions
Cloud
Waiting is no longer an option. Employees & citizens expect their everyday interactions -
with peers, with companies, with government - to be available from anywhere in just a few
clicks.
IT Disruptors to Navigate
Taking hyperconverged to the extreme, three hyperscaler players have emerged with
economies of scale and capabilities previously unimaginable to power these interactions.
“Software is eating the world,” said Marc Andreessen in 2011. Since then trends like
virtualization, DevOps and the maturation of Configuration Management tools have
brought infrastructure into the purview of Software Engineering.
3

5. Digital Transformation
4
f
Four Pillars of
Digital Transformation
Our clients are finding consistent success by
strategically investing across the four pillars of digital
transformation. By effectively leveraging these four
pillars, your organization will be well positioned to
navigate IT disruptors.
PROCESS
IMPROVEMENT
PLATFORM
MODERNIZATION
PIONEER
TALENT
CULTIVATION

6. ‘Our Government needs to
operate at the speed of business.’
Governor Doug Ducey

7. Arizona Department of Administration
Arizona Strategic Enterprise Technology Office (ASET)
Statewide
IT Strategic
Leadership
Enterprise
Shared Services
Provider
Customer

8. Enterprise IT Projects
Cloud First
Online Services
Cyber Security
Enterprise Email

9. Desired Benefits
8
Enhanced contract transparency04
Better and more efficient communication02
Improved cross agency collaboration01
Easier data sharing03

10. Confidential + ProprietaryConfidential + Proprietary
Holly Schoch
Account Manager - Google Cloud
hschoch@google.com

11. 1
BILLION
users
Proprietary + Confidential

12. Google has built the largest, most
advanced, computing
infrastructure.

14. Students, faculty, and staff usage
80M+ users
100% growth
in the last 4 years
October
2014
January
2018
20
40
60
80
10
20
30
40
0 to 40M
users in 3+ years
October
2014
October
2018

15. Improve cross agency collaboration01
Enhanced contract transparency04
Better and more efficient communication02
Easier data sharing03

16. Communicate Comment ConsolidateCreate
Transform from a culture of Sending to Sharing
Accelerate productivity by challenging old approaches to work...

17. Proprietary + Confidential
Disconnected experience
& expensive
Seamless
One identity
Single product
Native integrations
SitesDocs
Drive
Google+
Hangouts Search
™
Transform the Way You Work

18. Project Everest
Campaign City Ideas
Project Everest
Campaign City Ideas
Get the right people together, without friction
Google Docs

19. Google Sheets
Track critical information in real time

20. Improved cross agency collaboration01
Enhanced contract transparency04
Better and more efficient communication02
Easier data sharing03

23. Improved cross agency collaboration01
Enhanced contract transparency04
Better and more efficient communication02
Easier data sharing03

24. A single space for the team to store everything, securely
Google Drive

25. Improved cross agency collaboration01
Enhanced contract transparency04
Better and more efficient communication02
Easier data sharing03

26. Three Simple SKUs
$6
Basic
● Business email through Gmail
● Video and voice conferencing for up to 25
participants (US dial in)
● Smart shared calendars
● Documents, spreadsheets, and
presentations
● 24/7 support by phone, email, and online
● Security and administration controls
● 30GB cloud storage
Per user per month
$12
Business
Per user per month
Enterprise
$25
Per user per month
25
Same as Basic, plus:
● Unlimited cloud storage (or 1TB per
user if fewer than 5 users)
● eDiscovery for for emails, chats,
Google Drive and Groups
● Session length control
● Granular access and sharing controls
● Domain Whitelisting
● Audit reports to track user activity
● Video and voice conferencing for up
to 50 participants
Same as Business, plus:
● Data loss prevention for Gmail, Drive and
mobile management
● Video and voice conferencing for up to
100 participants (+international dial in
access)
● Protect users from zero-day threats,
ransomware and polymorphic malware
● Encryption using your own S/MIME
certificates
● G Suite log analysis in BigQuery

27. Governor’s Office
Statewide
Initiatives
Administrative
State Leadership
Leadership per
state agencyExecution
IT strategies are recommended - not enforced
Arizona is a
federated state.
Statewide organization
130+ agencies and leaders
$9.5 billion budget
36,000+ employees
30+ email platforms
IT organization
58 agency IT leaders
1,450 IT employees
500+ IT contractors
100+ data centers

28. Support
Communications
Enterprise Email
Change Management
activities
Strategy
Training
Planning & Preparation

29. Strategy

30. Overall Plan
Roadmap
Phase 1
(6 months)
April ‘18 - Sept ‘18
Phase 2
(6 months)
Sept ‘18 - Feb ‘19
Phase 3
(6 months)
Dec ‘19 - June ‘19
G Suite Deployment
∼4,982 Users
Business
Transformation
- Training / Adoption
G Suite
Deployment
∼11,700 Users
Business
Transformation
- Training / Adoption
G Suite Deployment
∼10,000 Users
Business
Transformation
- Training / Adoption
G Suite Deployment
- ∼10,000 Users
Business
Transformation
- Training / Adoption
OngoingPhase 0
(10 months)
Sept ‘17 - June ‘18
1,000 Users Live 16,000 Users Live 26,000 Users Live 36,000 Users Live
ITAC Review/Approval 29Lessons Learned sessions
We are
here

31. Phase Plan
Phase
February March April May June July
Initiating
Change Management Execution
Group A Group B Group C
Preparing
Discovery
Technical Setup
Change Management Preparation
● Admin panel, Vault, MDM and AD workshops
● Provisioning
● Migration preparation
● Communication planning & sending
● Training planning & coordination

32. End-user Deployment
Preparing Support
1 Preparing
● Collection of technical lists
● Technical Setup
● Finalizing communications plan
● Finalizing training plan
2 Group A ● Agency IT teams
3 Group B ● Champions (5-10% of their total users)
4 Group C ● All remaining users
~ 120 Days
Group A1 Group B2
Phase 2
3 Group C4

33. 2 weeks
Go-Live
(Group A)
Project
Nomination
Form
3 - 4 Months
Kick-off
Meeting
Stabilization
Period
- Issues
resolution
- Remigration
Communications
to Agency
Face-to-face
Meetings
Change
Management
Calls
Technical Calls
General
Training
week
before
Go-Live
- MX cutover Friday
before Go-Live
General Training
week of Go-Live
(SADA, Google,
ASET)
2 weeks 3 weeks
Go-Live
(Group B)
Go-Live
(Group C)
On-Site Go Live Support (Google, SADA, ASET,
Other State agency volunteers) during week of
Go-Live
Champion Training
week of Go-Live
Champion
Training
week
before
Go-Live
Close-out
Activity Cadence

34. Planning & Preparation

35. Engagements
34
Kick-off meetings
○ Review all migration activities around technical, communication and
training as well as resource allocation
Weekly Change Management calls:
○ Communication templates and timeline
○ Training dates, locations, and outlets
Weekly technical calls:
○ Review of onboarding checklist - mailboxes, users, applications, etc
○ General technical questions
Weekly face-to-face sessions with ASET and agency project teams

36. Communication

37. 36
Executive support
○ Governor’s support communicated to agencies
○ Director’s support kick-off to agencies
Project Teams:
○ Comm plans to project teams
○ Regularly cadenced meetings for open communications
○ Playbook on Resource Site
End-users:
○ Robust comm plan with actions and dates
○ Resource site for additional details

38. Training

39. 38
SME’s
○ Deep dive on full suite
○ Early provisioning to use tool
End-users:
○ Web-based and in-person
○ Beginner and intermediate
○ Recorded sessions
Executives:
○ White glove sessions

40. Support

41. Go Live Support
• Environmental summary provided to onsite support
• Onsite support from SMEs
• Command centers for IT leads
• Live trainings for end-users throughout the week
• Super users support throughout agencies
• Resource site for instructions
• Live web sessions & queues for remote workers
40

42. Ongoing
Communications:
● Statewide newsletter
● Social media - Workplace
Training:
● Ongoing training for end-users
● In-depth training for IT
Technical:
● Workflow improvements using G Suite
● Modernizing applications
● Ongoing updates to Google platform
41

43. Feedback is a gift.

44. Internal Lessons
Learned
External Lessons
Learned
Post migration
Surveys
Timeframe
Audience
Topics
• 1 week post migration • 1 week post migration
• ADOA
• SADA
• Migration (technical)
• Roll-out (operational)
• Adoption (change-mgt)
• Agency project team
(customer)
• ASET project team
• Project stakeholder(s)
• Migration (technical)
• Roll-out (operational)
• Adoption (change-mgt)
• Open dialog
● What went well
● What could be
improved
• Sample of end-users at
all levels of an agency post
migration
• Overall migration
• Training
• Communication
• Go-live day
• General feedback/Other
• Within 30 days post
migration
43

45. An opportunity to work
differently.

46. 45
Completing the Cloud Transformation
45
Data
Identity & Security
Internet of Things
NetworkingCompute

47. 46
Seamless Interactions
01
46

48. We live in a world of
Seamless Interactions
47

49. Technology is increasingly
enabling frictionless interactions
in our lives.
Organizations everywhere are
reimagining how technology can
reinvent their legacy products
and services.
48

50. Proprietary and Confidential 49Proprietary and Confidential 49
PING had been working on a rebuild of their e-commerce website
for years. In partnership with the PING team, Nerdery brought the
brand to life and put the energy of the brand into the website. The
new PING.com represents a step forward in PING’s digital
transformation to build a more consumer-focused relationship.
PING.com will serve as PING’s launchpad in creating new
consumer interactions.
While rebuilding PING.com, we were tasked with 3 core
challenges; Modernize, Assure Accessibility Compliance, and
adhere to GDPR & PII standards. Not only was sales a marketing
begging for a more modern and easy to use experience, legal was
feeling external pressures to be compliant both from and
accessibility perspective as well as following the regulations of
being an international digital storefront.
Foundational Change at Scale
Digital
Transformation f
PROCESS
IMPROVEMENT
PLATFORM
MODERNIZATION
PIONEER
TALENT
CULTIVATION

51. 50
Paul TenHaken is an entrepreneur who started a successful digital
marketing business in Sioux Falls that became mayor last year. Since he
took office, he’s made a top priority of building a more innovative culture
inside City Hall.
The transportation group — what everyone simply calls the “Core Team”
is a group of creative people from across the local government.
Departments represented include Finance, Fire, Innovation &
Technology, Library, Parks & Recreation, Planning & Development,
Police, Public Health, and Public Works—there’s one transportation
planner on the team, who is able to inject subject-matter expertise when
it’s needed.
● Break preconceived assumptions about the problems to solve
(like no bus on Sundays, routes, bus size)
● Use human-centric research to understand the needs of the
people
● Leverage this cross-functional team to break down barriers
across government agencies
Sioux Falls, SD
Mayor Paul TenHaken
The digital transformation of government
50

52. 51
How do you power these
interactions?
02
51

53. 52
“Information technology should enable government to better serve
the American people ... Too often, Federal IT projects run over budget,
behind schedule, or fail to deliver promised functionality. Many
projects use “grand design” approaches that aim to deliver
functionality every few years, rather than breaking projects into more
manageable chunks and demanding new functionality every few
quarters ... Agencies must focus on consolidating existing data
centers, reducing the need for infrastructure growth by implementing
a ‘Cloud First’ policy for services, and increasing their use of available
cloud and shared services.”
-Vivek Kundra, U.S. CIO (White House), 2010

54. 53
Characteristics of Cloud-First
53
Cost and risk
management built-in

55. 54
w/ Infrastructure
APIs are now the standard
way of interacting with
infrastructure. DevOps
tooling allows you to
automate every step from
provisioning to deployment.
Applications can now be
infrastructure-aware, scaling
based on demand or cost
constraints.
What changes will you have
to make in your agency to
get comfortable with these
new realities?
w/ Vendors
The shift from CapEx to OpEx
fundamentally changes the way
IT projects are budgeted and
procured. Cloud marketplaces
enable you to use the latest
software without procurement
headaches.
As your agency gets more
comfortable with this
on-demand model, how might
it change your expectations of
other types of vendors?
w/Stakeholders
With no datacenter to be
physically adjacent to, the IT
team should become highly
visible across your agency.
Consider pairing analysts
and architects with key
agency stakeholders to help
drive the digital
transformation. Cloud
enables new ways of working,
and your IT team is best
positioned to communicate
those possibilities!
w/ Teams
Silos and handoffs are no
longer acceptable.
“Putting in a ticket” for
tasks to get done in a
world where developers
could do it themselves no
longer cuts it.
As the grey tsunami hits,
use it as an opportunity
to move teams towards
new DevOps and Agile
modes of operation.
Cloud Empowers a New Way of Interacting...
54

56. 55
Following the disastrous rollout of HealthCare.gov, Presidential
Innovation Fellows were tasked with making their services - Lean,
Design Thinking, and Agile - a more permanent fixture of the US
government. Part of the GSA, 18F acts as internal consultants for
government agencies to plan large (agile) transformation projects, build
custom software, and move to modular procurement. Their successes
include:
● Helping CA & AK move away from monolithic RFPs
● College Scorecard
● myRA
● FEC’s first API
● FedRAMP Dashboard
● cloud.gov
Change is Possible at Scale
55

57. 56
How do you scale with limited
resources?
03
56

58. 57
01.
02.
03.
Breakdown silos - build
cross-functional teams
Build a learning culture -
incentivize knowledge
sharing and collaboration
Encourage experimentation -
reduce stigma around failure
04.
05.
06.
Incentivize “You Build It, You
Run It” product ownership
Discourage heroics
Balance configuration
management and immutable
infrastructure patterns
07.
Get to one standard/source of
truth for:
● Project Status (Jira, etc.)
● Source Code
Management (GitHub,
etc.)
● Continuous
Integration/CI (Jenkins,
etc.)
● Continuous Delivery/CD
(CodeShip, etc.)
● Cloud Orchestration
(Terraform, etc.)
● Inventory (CMDB)
● Logging (ELK, etc.)
● Monitoring (DataDog,
etc.)
● On-Call Rotation
(PagerDuty, etc.)
Getting Started with
DevOps
57
“DevOps isn’t a team. CI/CD isn’t a
group in JIRA. DevOps is a way of
thinking.”
-Carlos Nunez, Former Google SRE
“Tools alone are not enough to create
the collaborative environment that
many of us refer to now as DevOps.
However, creating such an environment
is a huge challenge; it requires
assessing and realigning how people
think about their teams, the business,
and the customers.”
-Mandi Walls, Building a DevOps
Culture

59. 58
Change won’t happen all at once
58
There is an evolutionary progression to digital transformation

60. 59
Transformation Overview
59
1. Migrate productivity & collaboration tools to a SaaS provider
2. Review your business application portfolio for other SaaS opportunities
then follow through to PaaS, IaaS options - Begin planning migrations!
3. Simultaneously push all new deployments to cloud, so you don’t increase your
migration backlog
a. Encourage experimentation - iterate towards innovation!
4. Educate and evangelize (Ongoing)
5. Execute - Migrate, migrate, migrate!
a. The best transformation lessons come from actually executing!

61. 60
Thank you | Q&A
60