The document provides an agenda and overview for an Industry Day on the Government of Canada's Email Transformation Initiative. The objective is to modernize email services across government to reduce costs, increase security, and enhance program delivery. The agenda includes presentations on the initiative scope and requirements, procurement approach, and cybersecurity threats. Industry feedback is sought on solution options, leveraging existing investments, and meeting key requirements around consolidation, accessibility, security, and cost effectiveness.
Cogent Company is an IT and management consulting firm that specializes in helping clients solve business problems through technology solutions. The document describes three success stories where Cogent helped clients:
1. An upscale retailer complete a delayed mobile application project on time for important marketing campaigns. Cogent assessed the project, validated priorities, and accelerated completion through additional resources and scope adjustments.
2. A pathology services firm build business intelligence capabilities by integrating multiple lab systems into a data warehouse for unified reporting and analysis.
3. A broker services firm deepen insights for carrier partners by leveraging accumulated data in QlikView to provide pre-aggregated metrics on product performance.
Lepton is a leading global supplier of digital maps and GIS solutions. It has incomparable geo-processing capabilities and sources demographic and lifestyle data from the Indian Census and other sources. Populace+ integrates administrative boundary data with demographic and lifestyle data on population, housing, amenities, and more for various administrative levels in India. This provides customers with a powerful demographic profiling and market analysis tool.
Hudson Community Enterprises is a non-profit organization based in Jersey City, NJ since 1957 that aims to create employment opportunities for individuals with disabilities or other barriers. It works closely with state and federal agencies to provide a range of education, training, and employment services. It is accredited by CARF and maintains the highest standards of quality in its services. With over 400 staff, it offers document management and business process optimization services to help organizations reduce costs and improve efficiency by digitizing paper records and optimizing processes.
Voyager Networks is a managed services and solutions provider based in the UK.
For more information on how Voyager Networks can help with your project, please visit:
http://www.voyager.net.uk/partners/shoretel-uc/
We're also on Twitter at:
https://twitter.com/voyagernetworks
LinkedIn:
https://www.linkedin.com/company/voyager-networks
Facebook:
https://www.facebook.com/VoyagerNetworks
Katten Muchin Rosenman LLP deployed Microsoft Exchange Server 2010 to improve email availability and reduce costs. Exchange Server 2010 provides high availability through database availability groups between sites and a co-location facility. This prevents email outages. It also improves compliance capabilities through multi-mailbox searches and improved retention policies. Storage costs are reduced through more efficient storage configurations. Administration is simplified through role-based access control and delegated tasks. Users benefit from improved performance and a more robust platform. Overall, the upgrade enhances client service while controlling IT costs.
Tech Talk SQL Server 2012 Business IntelligenceRay Cochrane
This document provides an overview and update on Microsoft Business Intelligence tools in SQL Server 2012, including:
1) New features for Analysis Services like improved multidimensional model performance and new tabular project types.
2) Enhancements to Master Data Services and Data Quality Services for data governance and quality.
3) Updates to Reporting Services including new SharePoint integration and Office Open XML rendering extensions.
4) A introduction to Power View and its interactive data exploration and visualization capabilities integrated with PowerPivot.
This document discusses improving customer experience through better network and IT quality management. It proposes a three-level framework to: 1) fix basic technical issues, 2) align network/IT workflows with customer perspectives, and 3) exceed customer expectations through predictive analytics. The approach considers both improving customer experience and agent work conditions. Incremental benefits are gained at each maturity level.
Interoperability versus Cyber Security/Information Assurance?GovCloud Network
A view on Interoperability vs Cyber Security/Information Assurance by Mr. Jack Zavin Advisor Council Member,
NCOIC Member Executive Representative, & Vice Chair Net Centric Attributes Functional Team
Cogent Company is an IT and management consulting firm that specializes in helping clients solve business problems through technology solutions. The document describes three success stories where Cogent helped clients:
1. An upscale retailer complete a delayed mobile application project on time for important marketing campaigns. Cogent assessed the project, validated priorities, and accelerated completion through additional resources and scope adjustments.
2. A pathology services firm build business intelligence capabilities by integrating multiple lab systems into a data warehouse for unified reporting and analysis.
3. A broker services firm deepen insights for carrier partners by leveraging accumulated data in QlikView to provide pre-aggregated metrics on product performance.
Lepton is a leading global supplier of digital maps and GIS solutions. It has incomparable geo-processing capabilities and sources demographic and lifestyle data from the Indian Census and other sources. Populace+ integrates administrative boundary data with demographic and lifestyle data on population, housing, amenities, and more for various administrative levels in India. This provides customers with a powerful demographic profiling and market analysis tool.
Hudson Community Enterprises is a non-profit organization based in Jersey City, NJ since 1957 that aims to create employment opportunities for individuals with disabilities or other barriers. It works closely with state and federal agencies to provide a range of education, training, and employment services. It is accredited by CARF and maintains the highest standards of quality in its services. With over 400 staff, it offers document management and business process optimization services to help organizations reduce costs and improve efficiency by digitizing paper records and optimizing processes.
Voyager Networks is a managed services and solutions provider based in the UK.
For more information on how Voyager Networks can help with your project, please visit:
http://www.voyager.net.uk/partners/shoretel-uc/
We're also on Twitter at:
https://twitter.com/voyagernetworks
LinkedIn:
https://www.linkedin.com/company/voyager-networks
Facebook:
https://www.facebook.com/VoyagerNetworks
Katten Muchin Rosenman LLP deployed Microsoft Exchange Server 2010 to improve email availability and reduce costs. Exchange Server 2010 provides high availability through database availability groups between sites and a co-location facility. This prevents email outages. It also improves compliance capabilities through multi-mailbox searches and improved retention policies. Storage costs are reduced through more efficient storage configurations. Administration is simplified through role-based access control and delegated tasks. Users benefit from improved performance and a more robust platform. Overall, the upgrade enhances client service while controlling IT costs.
Tech Talk SQL Server 2012 Business IntelligenceRay Cochrane
This document provides an overview and update on Microsoft Business Intelligence tools in SQL Server 2012, including:
1) New features for Analysis Services like improved multidimensional model performance and new tabular project types.
2) Enhancements to Master Data Services and Data Quality Services for data governance and quality.
3) Updates to Reporting Services including new SharePoint integration and Office Open XML rendering extensions.
4) A introduction to Power View and its interactive data exploration and visualization capabilities integrated with PowerPivot.
This document discusses improving customer experience through better network and IT quality management. It proposes a three-level framework to: 1) fix basic technical issues, 2) align network/IT workflows with customer perspectives, and 3) exceed customer expectations through predictive analytics. The approach considers both improving customer experience and agent work conditions. Incremental benefits are gained at each maturity level.
Interoperability versus Cyber Security/Information Assurance?GovCloud Network
A view on Interoperability vs Cyber Security/Information Assurance by Mr. Jack Zavin Advisor Council Member,
NCOIC Member Executive Representative, & Vice Chair Net Centric Attributes Functional Team
Shared Services Canada - A Transformational Journey Through Enterprise Initia...KBIZEAU
- Shared Services Canada was formed to consolidate and streamline IT infrastructure services like email, data centers, and networks across the Canadian federal government to improve efficiency and security.
- SSC's transformation vision involves moving from a fragmented, aging infrastructure with duplication across departments to a consolidated, standardized, and innovative shared IT environment.
- Key initiatives include consolidating over 300 data centers into less than 20 standardized centers, migrating over 377,000 email users to a shared platform, and converging voice, data, and video networks.
[AIIM18] Can Unstructured Anarchy be Governed? How We Conquered Google Land -...AIIM International
When Edmonton transitioned to Google Suite from Microsoft Office and network drives, few employees understood basic Google functionality. The complexity of storing information in a structure compliant with RIM standards went way beyond the basics for users. We found ourselves in a familiar position: trying to conform a “boxed” product to meet our essential requirements with thousands of users generating thousands of records everyday.
This presentation tells the story of how we developed and delivered a product that met RIM requirements and was successfully adopted by the populace.
The document discusses an upcoming event hosted by the Arizona Technology Council. The event will include partnering presentations from various technology companies from 1:30-3:00pm, followed by a break and an executive panel discussion. From 4:00-6:00pm there will be a reception and expo. Some of the companies giving presentations include OneNeck IT Services, Loop Demand Gen, Telesphere, and others. The document provides details on these companies and their partnerships.
Google apps CIO Peer Group presentationJames Sutter
Google Apps provides cloud-based email, productivity, and collaboration tools. While cloud email currently makes up a small percentage of the enterprise email market, it is growing rapidly and expected to reach 20% by 2016 and 55% by 2020. The presenter discussed his experience migrating First Team Real Estate, a large real estate company, from an on-premise Exchange email system to Google Apps in order to improve email reliability, reduce costs, and leverage Google Apps as a competitive differentiator through improved collaboration capabilities. While the migration was more difficult than anticipated, reliability and security goals were achieved. Overall, the presenter believes moving to Google Apps was the right choice for First Team and should be considered by other companies.
Partners in Technology 11Oct2013 DSDIP DLGCRR Mark CushingDigital Queensland
Mark Cushing will provide an overview of the profile of DSDIP and DLGCRR, the departments' strategic direction and change agenda. Mark will discuss the departments' forward ICT procurement and major business challenges expected over the coming years.
Tim Willoughby - Ideas and Ideals on an ICT Strategy for Local Government Tim Willoughby
This document discusses an ICT strategy for a local government. It outlines goals of reducing costs through shared business solutions, integration across business units, and digital transformation. The strategy emphasizes moving to the cloud for cost flexibility, business scalability and agility, and easier consumption. It addresses security, data protection, and business continuity concerns with the cloud. Trends discussed include consumerization of IT, increasing productivity, and public expectations of new technologies. The future envisions smart cities and the internet of things generating large amounts of data.
Meg Middaugh presented on maintaining contact and client database integrity in VisionCRM. She discussed four common problems with databases: duplicate clients/contacts, orphaned contacts, constantly changing data, and quality control taking too long. For each problem, practical solutions were provided, such as using match codes to identify duplicates, requiring fields to prevent orphans, automating monitoring of changes, and engaging users to distribute quality control workload. The key takeaways were to involve users, address pain points, maximize automation, and effectively distribute maintenance workload to maintain high quality data with minimal effort.
Transitioning projTransitioning Projects and Services into Production - by Ms...NUS-ISS
Sam Cox provides a summary of challenges in transitioning IT services and projects into production. She discusses issues such as focusing only on functional requirements, change management being unable to push back, and support teams being busy fighting fires. Cox also summarizes the objectives of ITIL service transition and service design. Finally, she provides hints and tips on getting the right balance such as engaging support teams early and recognizing that technology complexity will likely increase.
Robert Kirby is seeking an IT position that utilizes innovative technologies. He has over 20 years of experience in IT including roles as an IT Technician, Infrastructure Support Analyst, and starting his own IT company. He has extensive experience administrating Microsoft technologies and networks.
Elaine Hutcheson is an experienced IT professional with over 30 years of experience managing IT projects and teams at Perth and Kinross Council. She has held several leadership roles at the Council, currently serving as the IT Coordinator for Customer & Business Services. Elaine has a proven track record of delivering complex IT projects on time and within budget, and has extensive experience implementing ITIL frameworks and digital transformation strategies. She is skilled in areas such as project management, IT asset management, procurement, and relationship management.
Update from the Province of Prince Edward Island - Laura StanfordIdentityNorthEvents
This document outlines Prince Edward Island's digital government vision and strategy. It discusses establishing digital identity and design standards, conducting legislative reviews, and implementing new technologies like an enterprise integration platform. The goals are to modernize government services, make them more accessible digitally to citizens, and center programs and policies around people's needs. Key activities include business process redesign pilots, a service design playbook, digital skills training, and establishing governance for digital identity and standards.
Peritus Infogain Connect for Google Workspace-Partnership V1.pptxVishalBajpai37
Peritus Inc. is a 23-year-old IT services and solutions company headquartered in Texas with delivery centers in India. It provides services such as cloud migration, application development, data engineering, and staff augmentation. Peritus has expertise in industries such as banking, healthcare, manufacturing, and retail. It uses methodologies like PRIM for rapid implementations and guarantees customer satisfaction.
Digital Transformation Myths Debunking 3 Common ConfusionsNandita Nityanandam
In today’s era, if a business wants to succeed, it needs to digitally transform itself. And although digital transformation can lead to several benefits, the many myths surrounding digital transformation often restrict organizations from embarking on the journey towards sustained innovation. Go through this presentation to debunk common myths around digital transformation.
Debashish Adhikari is a data analyst working for Cognizant Technology Solutions. He has over one year of experience in data migration, analysis, cleansing, and management. His key skills include using Siebel UCM and CRM for data quality assurance and cleansing of customer accounts, contacts, and addresses. He aims to work for an organization that offers opportunities for learning, excelling in technical skills, and professional growth.
"TDG is a leading provider of eBusiness, eGovernment, backO ce Automation and Infrastructure & Management Information Systems. Established in 1999, we have grown
globally to employ over 600+ ICT professionals."
Tim Willoughby presentation to cloud workshop 2016Tim Willoughby
This document discusses shared services and cloud computing in the context of Local Government Management Agency (LGMA) in Ireland. It notes that LGMA provides shared services to local governments, including procurement, ICT, HR, and other business and technical support services. It then discusses how the pace of technology is rapidly changing, with the growth of cloud computing, web services, and new tools that have democratized technology. It emphasizes that every business is now a technology business and explores some of the opportunities and challenges of cloud computing and shared services for local governments.
The document discusses the benefits of moving college IT systems to the cloud. It outlines 3 main benefits: 1) Expenditure management by shifting to a pay-per-use model and reducing fixed costs, 2) Improving quality by gaining more capacity and services to better serve customers, and 3) Enhancing innovation and agility to keep up with changing needs. Potential risks like data security, legal compliance, and reliability of partners are also addressed, but are described as manageable challenges. The document concludes that building shared services in the cloud will enable easier process innovation across multiple college locations compared to maintaining separate on-site systems.
Aitp presentation ed holub - october 23 2010AITPHouston
This presentation from Gartner discusses 10 top IT infrastructure and operations trends for organizations to watch. The trends covered include virtualization, big data, energy efficiency, unified communications, staff retention, social networks, legacy migrations, compute density, cloud computing, and converged fabrics. For each trend, the presentation provides details on how the trend affects organizations and recommendations on how to prepare and respond. The overall message is that IT leaders need to be aware of these emerging trends and develop strategies to leverage and adapt to them.
From ITIL to eTOM Gluing Together the eProcess Value Chain In Mixed CivilMili...Ameur BENTOUTA
This document discusses using ITIL and eTOM frameworks to better understand end-to-end processes across mixed civil and military environments. It proposes using these frameworks and NGOSS systems to improve service delivery and coordination between different service providers. By taking an end-to-end process view and piloting new business approaches, organizations can better meet customer needs and create value. The presentation concludes by thanking the speakers and opening the floor for questions.
Review of the Collaborative Procurement ProcessKBIZEAU
The document provides an overview of an upcoming review of the collaborative procurement process used by Shared Services Canada (SSC). The review will identify opportunities for improvement and present findings to the Information Technology Infrastructure Roundtable in May 2015 and the Departmental Audit and Evaluation Committee in September 2015. The objectives of the collaborative procurement process are to maintain public procurement values while engaging with industry early in the process to co-develop requirements and ensure optimal solutions. The review will focus on processes and design, alternatives, SSC's relationship with industry, and effectiveness. Interviews, surveys, literature review, and case studies from January to March 2015 will inform the findings.
Shared Services Canada - A Transformational Journey Through Enterprise Initia...KBIZEAU
- Shared Services Canada was formed to consolidate and streamline IT infrastructure services like email, data centers, and networks across the Canadian federal government to improve efficiency and security.
- SSC's transformation vision involves moving from a fragmented, aging infrastructure with duplication across departments to a consolidated, standardized, and innovative shared IT environment.
- Key initiatives include consolidating over 300 data centers into less than 20 standardized centers, migrating over 377,000 email users to a shared platform, and converging voice, data, and video networks.
[AIIM18] Can Unstructured Anarchy be Governed? How We Conquered Google Land -...AIIM International
When Edmonton transitioned to Google Suite from Microsoft Office and network drives, few employees understood basic Google functionality. The complexity of storing information in a structure compliant with RIM standards went way beyond the basics for users. We found ourselves in a familiar position: trying to conform a “boxed” product to meet our essential requirements with thousands of users generating thousands of records everyday.
This presentation tells the story of how we developed and delivered a product that met RIM requirements and was successfully adopted by the populace.
The document discusses an upcoming event hosted by the Arizona Technology Council. The event will include partnering presentations from various technology companies from 1:30-3:00pm, followed by a break and an executive panel discussion. From 4:00-6:00pm there will be a reception and expo. Some of the companies giving presentations include OneNeck IT Services, Loop Demand Gen, Telesphere, and others. The document provides details on these companies and their partnerships.
Google apps CIO Peer Group presentationJames Sutter
Google Apps provides cloud-based email, productivity, and collaboration tools. While cloud email currently makes up a small percentage of the enterprise email market, it is growing rapidly and expected to reach 20% by 2016 and 55% by 2020. The presenter discussed his experience migrating First Team Real Estate, a large real estate company, from an on-premise Exchange email system to Google Apps in order to improve email reliability, reduce costs, and leverage Google Apps as a competitive differentiator through improved collaboration capabilities. While the migration was more difficult than anticipated, reliability and security goals were achieved. Overall, the presenter believes moving to Google Apps was the right choice for First Team and should be considered by other companies.
Partners in Technology 11Oct2013 DSDIP DLGCRR Mark CushingDigital Queensland
Mark Cushing will provide an overview of the profile of DSDIP and DLGCRR, the departments' strategic direction and change agenda. Mark will discuss the departments' forward ICT procurement and major business challenges expected over the coming years.
Tim Willoughby - Ideas and Ideals on an ICT Strategy for Local Government Tim Willoughby
This document discusses an ICT strategy for a local government. It outlines goals of reducing costs through shared business solutions, integration across business units, and digital transformation. The strategy emphasizes moving to the cloud for cost flexibility, business scalability and agility, and easier consumption. It addresses security, data protection, and business continuity concerns with the cloud. Trends discussed include consumerization of IT, increasing productivity, and public expectations of new technologies. The future envisions smart cities and the internet of things generating large amounts of data.
Meg Middaugh presented on maintaining contact and client database integrity in VisionCRM. She discussed four common problems with databases: duplicate clients/contacts, orphaned contacts, constantly changing data, and quality control taking too long. For each problem, practical solutions were provided, such as using match codes to identify duplicates, requiring fields to prevent orphans, automating monitoring of changes, and engaging users to distribute quality control workload. The key takeaways were to involve users, address pain points, maximize automation, and effectively distribute maintenance workload to maintain high quality data with minimal effort.
Transitioning projTransitioning Projects and Services into Production - by Ms...NUS-ISS
Sam Cox provides a summary of challenges in transitioning IT services and projects into production. She discusses issues such as focusing only on functional requirements, change management being unable to push back, and support teams being busy fighting fires. Cox also summarizes the objectives of ITIL service transition and service design. Finally, she provides hints and tips on getting the right balance such as engaging support teams early and recognizing that technology complexity will likely increase.
Robert Kirby is seeking an IT position that utilizes innovative technologies. He has over 20 years of experience in IT including roles as an IT Technician, Infrastructure Support Analyst, and starting his own IT company. He has extensive experience administrating Microsoft technologies and networks.
Elaine Hutcheson is an experienced IT professional with over 30 years of experience managing IT projects and teams at Perth and Kinross Council. She has held several leadership roles at the Council, currently serving as the IT Coordinator for Customer & Business Services. Elaine has a proven track record of delivering complex IT projects on time and within budget, and has extensive experience implementing ITIL frameworks and digital transformation strategies. She is skilled in areas such as project management, IT asset management, procurement, and relationship management.
Update from the Province of Prince Edward Island - Laura StanfordIdentityNorthEvents
This document outlines Prince Edward Island's digital government vision and strategy. It discusses establishing digital identity and design standards, conducting legislative reviews, and implementing new technologies like an enterprise integration platform. The goals are to modernize government services, make them more accessible digitally to citizens, and center programs and policies around people's needs. Key activities include business process redesign pilots, a service design playbook, digital skills training, and establishing governance for digital identity and standards.
Peritus Infogain Connect for Google Workspace-Partnership V1.pptxVishalBajpai37
Peritus Inc. is a 23-year-old IT services and solutions company headquartered in Texas with delivery centers in India. It provides services such as cloud migration, application development, data engineering, and staff augmentation. Peritus has expertise in industries such as banking, healthcare, manufacturing, and retail. It uses methodologies like PRIM for rapid implementations and guarantees customer satisfaction.
Digital Transformation Myths Debunking 3 Common ConfusionsNandita Nityanandam
In today’s era, if a business wants to succeed, it needs to digitally transform itself. And although digital transformation can lead to several benefits, the many myths surrounding digital transformation often restrict organizations from embarking on the journey towards sustained innovation. Go through this presentation to debunk common myths around digital transformation.
Debashish Adhikari is a data analyst working for Cognizant Technology Solutions. He has over one year of experience in data migration, analysis, cleansing, and management. His key skills include using Siebel UCM and CRM for data quality assurance and cleansing of customer accounts, contacts, and addresses. He aims to work for an organization that offers opportunities for learning, excelling in technical skills, and professional growth.
"TDG is a leading provider of eBusiness, eGovernment, backO ce Automation and Infrastructure & Management Information Systems. Established in 1999, we have grown
globally to employ over 600+ ICT professionals."
Tim Willoughby presentation to cloud workshop 2016Tim Willoughby
This document discusses shared services and cloud computing in the context of Local Government Management Agency (LGMA) in Ireland. It notes that LGMA provides shared services to local governments, including procurement, ICT, HR, and other business and technical support services. It then discusses how the pace of technology is rapidly changing, with the growth of cloud computing, web services, and new tools that have democratized technology. It emphasizes that every business is now a technology business and explores some of the opportunities and challenges of cloud computing and shared services for local governments.
The document discusses the benefits of moving college IT systems to the cloud. It outlines 3 main benefits: 1) Expenditure management by shifting to a pay-per-use model and reducing fixed costs, 2) Improving quality by gaining more capacity and services to better serve customers, and 3) Enhancing innovation and agility to keep up with changing needs. Potential risks like data security, legal compliance, and reliability of partners are also addressed, but are described as manageable challenges. The document concludes that building shared services in the cloud will enable easier process innovation across multiple college locations compared to maintaining separate on-site systems.
Aitp presentation ed holub - october 23 2010AITPHouston
This presentation from Gartner discusses 10 top IT infrastructure and operations trends for organizations to watch. The trends covered include virtualization, big data, energy efficiency, unified communications, staff retention, social networks, legacy migrations, compute density, cloud computing, and converged fabrics. For each trend, the presentation provides details on how the trend affects organizations and recommendations on how to prepare and respond. The overall message is that IT leaders need to be aware of these emerging trends and develop strategies to leverage and adapt to them.
From ITIL to eTOM Gluing Together the eProcess Value Chain In Mixed CivilMili...Ameur BENTOUTA
This document discusses using ITIL and eTOM frameworks to better understand end-to-end processes across mixed civil and military environments. It proposes using these frameworks and NGOSS systems to improve service delivery and coordination between different service providers. By taking an end-to-end process view and piloting new business approaches, organizations can better meet customer needs and create value. The presentation concludes by thanking the speakers and opening the floor for questions.
Review of the Collaborative Procurement ProcessKBIZEAU
The document provides an overview of an upcoming review of the collaborative procurement process used by Shared Services Canada (SSC). The review will identify opportunities for improvement and present findings to the Information Technology Infrastructure Roundtable in May 2015 and the Departmental Audit and Evaluation Committee in September 2015. The objectives of the collaborative procurement process are to maintain public procurement values while engaging with industry early in the process to co-develop requirements and ensure optimal solutions. The review will focus on processes and design, alternatives, SSC's relationship with industry, and effectiveness. Interviews, surveys, literature review, and case studies from January to March 2015 will inform the findings.
Shared Services Canada is working to deliver innovative public services that meet Canadians' evolving expectations for a modern, accessible government. This includes collaborating on initiatives like Canada Digital 150 and open data through data.gc.ca. SSC aims to provide innovative digital services to both citizens and public servants. SSC sees innovation as generating new ideas that add practical value. It plans to harness innovation to improve services and value for money through approaches like partnering earlier with the private sector, exploring agile procurement, and public-private partnerships. Potential innovation options discussed include a pilot-to-enterprise procurement process, building on programs like BCIP, and partnering with organizations like CANARIE on research.
Leveraging Procurement for Socio-Economic Benefits - Presentation by Acting C...KBIZEAU
The document summarizes a presentation about leveraging government procurement of information and communications technology (ICT) to achieve socio-economic benefits. It discusses how Shared Services Canada (SSC) considers policies around supporting small businesses, indigenous groups, innovation, and the environment in its $1.2 billion annual ICT procurement. The presentation outlines SSC's plan to establish tools and engagement strategies to better select socio-economic objectives and stakeholders for each large procurement. It poses questions about balancing direct and indirect benefits, prioritizing objectives, industry needs, and tracking progress toward objectives.
Shared Services Canada's $398 million contract with Bell Canada to consolidate the federal government's 63 email systems into a single system has faced significant delays, disappointing SSC. The project was supposed to start transitioning departments in March 2014 but has yet to begin. SSC blames Bell for missing deadlines but will not provide specifics. The delay raises concerns about potential lack of transparency and outsourcing expertise currently existing within the public service. There are also questions about how the private sector will handle sensitive government information and whether the needs of Canadians are being prioritized over corporate profits.
Shared Services Canada's transformation aims to streamline IT infrastructure across the Canadian government. Key elements include consolidating data centers, networks, and security services. The transformation is an ongoing process with milestones over several years, including establishing additional data centers, migrating departments to shared telecom and workplace services, and improving cybersecurity capabilities through releases of a new Security Operations Centre. Maintaining focus on the transformation plan and ensuring all necessary capabilities are in place will be important for successful implementation.
The document summarizes a report from the Smart Sourcing Advisory Committee (SSAC) on developing an analytical framework to inform decisions about insourcing versus outsourcing IT services at Shared Services Canada (SSC). The SSAC includes representatives from SSC, government organizations, unions, and private sector IT companies. It outlines SSC's context and mandate to transform government IT infrastructure. The report proposes categories and criteria for the framework but the union representative disagreed with outsourcing assumptions and said evidence was not provided showing outsourcing SSC's skills is appropriate. It aims to balance public and private delivery to achieve savings, service, security and sustainability.
This document provides an overview and summary of Shared Services Canada's (SSC) 2014-2015 Integrated Business Plan. The plan outlines SSC's mandate to modernize and consolidate the Government of Canada's IT infrastructure through initiatives in five key areas: email, data centers, networks, cyber and IT security, and workplace technology devices. In 2014-2015, SSC will focus on implementing its transformation plan, including rolling out a new email solution, closing additional data centers, awarding contracts for networks, and developing strategies for workplace devices. SSC will balance managing current legacy systems with establishing new enterprise services to generate savings and improve service across government.
Information Technology Infrastructure Roundtable Meeting June 11th, 2014: Transformation Initiatives Update given by Grant Westcott of Shared Services Canada.
Information Technology Infrastructure Roundtable Meeting on June 11th, 2014: Update on priorities and activities presentation given by Liseanne Forand, President of Shared Services Canada.
Shared Services Canada - Reports on Plans and Priorities 2014-2015KBIZEAU
Shared Services Canada's (SSC) 2014-15 Report on Plans and Priorities outlines its priorities and plans for the upcoming fiscal year. SSC was created to transform and standardize how the Government of Canada manages its IT infrastructure. Key priorities include consolidating email, data center, and telecommunications services while improving security and generating savings. SSC will continue establishing data centers and consolidating networks to reduce costs and improve performance. The report provides details on SSC's strategic outcome, programs, planned expenditures, and contributions to government priorities.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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ETI Industry Day Briefing Deck
1.
2. Industry Day Objective
Today’s goal is to inform and seek feedback from industry on
T d ’ li t i f d k f db k f i d t
the Email Transformation Initiative. This includes:
• Providing an overview and expected business outcomes for
Providing an overview and expected business outcomes for
the Email Transformation Initiative;
• Assessing the level of interest from industry in providing a
solution for the modern email platform for the Government
of Canada; and
of Canada; and
• Gathering input on the procurement approach for the
Initiative.
2
3. Industry Engagement Day Agenda
Time Presenter Description
1:30-1:35 Moderator Industry Day Objectives
1:35 – 1:50 President,
President Shared Services Canada Welcome
ADM, Acquisitions Branch, Public Works and
1:50 – 2:00 Procurement Opening Remarks
Government Services Canada
Shared Services Canada: Email Transformation Initiative
Senior Assistant Deputy Minister of Description and Objectives
2:00 – 3:00 Transformation, Service Strategy and Design Current State
Scope and Requirements
Director General, Email Transformation Solution Options being Considered
3:00 – 3:15 Break
Communications Security Establishment Cyber and Supply Threats to the
3:15 – 3:35
Canada Government of Canada
Acquisitions Branch Industry Engagement
3:35 – 3:50 Public Works and Government Services Overview of the Collaborative
Canada Procurement Solutions Approach
3:50 – 4:45 Questions and Answers
4:45 – 5:00 Recap and Closing Remarks 3
5. Public Works and Government Services Canada
Tom Ring
Assistant Deputy Minister, Acquisitions Branch
6. Email Transformation Initiative
Industry Engagement Day Briefing
I d E D B i fi
Benoît Long,
Senior Assistant Deputy Minister,
Transformation, Services
Strategy and Design
Gail E
G il Eagen
Director General
Email Transformation Initiative
6
8. Email Transformation Initiative Overview
• Project Objective
• Business Drivers
i i
• Desired Business Outcomes
• Current State
• Project Scope
• Email Service Delivery Options
• Key Requirements
• Other Considerations
• Areas we need your input …
8
9. Email Transformation Initiative (ETI)
Overall Project Objective
The Email Transformation Initiative (ETI) will consolidate and
modernize Shared Services Canada (SSC) mandated email
services to reduce costs, increase security, and enhance
program delivery to Canadian citizens and businesses.
Shared Services Canada will offer the new service to rest of
Government of Canada.
9
10. Business Drivers
Industry benchmarks for email have identified significant cost
savings potential for the Government of Canada
savings potential for the Government of Canada
Complexity
100 different email system configurations across the
Government of Canada
Within the 43 SSC Partner Departments and Agencies:
Within the 43 SSC Partner Departments and Agencies:
81% using Microsoft Exchange
13% Novell GroupWise
6% IBM Lotus Notes –
A range of software versions installed
Increasing demand for mobile access (Blackberry Tablets etc )
Increasing demand for mobile access (Blackberry, Tablets, etc.)
10
11. Business Drivers
Security Pressures
Citizens and private sector
organizations rely on on‐line services
i i l li i
to communicate with the Government of Canada
Email is a key channel
Email security has been implemented using different
strategies to meet departmental requirements
Cyber‐threats are on the rise
Cyber threats are on the rise
Service Delivery Consistency
Varied service levels are in place across the
partner organizations
Complex email naming conventions are in
Complex email naming conventions are in
place
11
12. Desired Business Outcomes
• Establishment of a consolidated email solution for the
Government of Canada, starting with our partners and then
Government of Canada starting with our partners and then
offering to other departments and agencies
• Reduction in costs to deliver email services
Reduction in costs to deliver email services
• Continuous improvement to the security posture of email services
so that programs and services can be delivered securely and
reliably to Canadians
• Consistent naming standards
• Common service levels for all users
• Secure and reliable email service that can process emails ‐
Classified up to Secret and Designated up to Protected C
12
13. Current State
Access for Canadian Citizens & Business Effectiveness – Productivity Tool
• Email is a channel of communications for • The GC could make better use of email by y
citizens/business to access GC programs segmenting users into groups based on
but not used extensively for transactions the functions they need (i.e. Civilian and
• Current state is complicated by Military, or mobile and non‐mobile users)
numerous departmental naming • Current systems do not promote
Current systems do not promote
conventions, security and privacy collaboration among departments and
concerns agencies (i.e. Non‐integrated calendaring)
Costs Security and Performance
• Benchmarks show the GC has • Current systems are complex:
significant opportunity for cost savings • Different technologies
• 63
63 email systems in 43 SSC partners
il t i 43 SSC t • At least 700 email directories
At least 700 email directories
• Distributed and centralized systems in place
• 377,804 employees, 637,000 mailboxes
• High diversity ‐ difficult to standardize
and 70,000+ Blackberries
• Systems require standardization for
• 1700+ email servers
records management, retention policy and
d t t ti li d
privacy
13
14. ETI: What is in Scope?
Functional Other
• Email
Classified up to Secret and Designated
• Classified up to Secret and Designated
• Instant messaging up to Protected C
• Calendar
• All SSC Partner Locations in Canada, as
• Personal Contacts
Personal Contacts well as all Embassies and Missions
well as all Embassies and Missions
• Personal and Shared Email Folders
• Data Migration and Transition
• Email Fax Service Integration
• Implementation and Training Support
• Historical Email Access (Email
Historical Email Access (Email
Archiving) • On‐going Email and User Support
• Email Directory • Integration Support for GC ”Corporate”
• Email Anti Virus / Anti Spam
Email Anti‐Virus / Anti‐Spam and “Program” applications (via
and “Program” applications (via
• Mobile Device Management standard interface toolkits)
(Blackberry, Smart Phone, Tablet)
14
15. ETI: What is out of scope?
Functional Other
• Integrated Inbox (e.g. Voicemail • Top Secret Email Systems
Integration)
• Email services for mobile physical
• Collaborative Workspaces
Collaborative Workspaces platforms (i.e. DND Naval Ships)
• Wikis, Blogs and Forums
• Desktop Management (excluding email
• Office Productivity Suites (except for
Office Productivity Suites (except for client)
li t)
the email client)
15 15
16. Where we need more industry feedback…
y
Options Descriptions Details
Vendor would design, build and
Managed Service Crown Owned, Vendor
operate the new email system on GC
operate the new email system on GC
(Hybrid)
( b id) Operated
d
managed premise.
Fully Outsourced Vendor Owned & Vendor would design, build and
Service
i Operated
d provide an email service to the GC.
id il i h
1. SSC recognizes that there is a continuum of infrastructure
1 SSC recognizes that there is a “continuum” of infrastructure
sourcing options for Managed Services and Full Outsourcing.
2. SSC is interested in hearing about any other options that
industry considers viable and cost effective to meet SSC’s needs.
bl ff ’
3. SSC has made significant investments in hardware, software,
training and application integration. SSC is interested in hearing
training and application integration SSC is interested in hearing
how industry would leverage this investment as Government
Furnished Equipment (GFE). 16
17. Key Requirements
y q
BUSINESS AND FUNCTIONAL REQUIREMENTS
1. CONSOLIDATED EMAIL ‐ The email solution must consolidate and modernize Shared Services
Canada (SSC) mandated email services for SSC and its Partners. The new solution must be
Canada (SSC) mandated email services for SSC and its Partners The new solution must be
made available to the rest of the Government of Canada.
2. USER FRIENDLY ‐ The email service must be user‐friendly and intuitive, requiring limited
formal training.
formal training
3. ACCESSIBLE – The service must be available to all SSC partner locations in Canada, as well as
all Embassies and Missions abroad. The system must be available in both official languages.
The email solution must meet the standards on accessibility, and accommodate those with
special needs, e.g. interoperability with applications to support visually and hearing impaired
employees.
4. MOBILITY SUPPORT ‐ The service must provide Mobile Device Management capabilities for
platforms such as Research in Motion (RIM) Blackberries, Apple iPhones and iPads, and
Android/Windows smart phones and tablets.
5. AVAILABLE AND RELIABLE ‐ The email service has a target of 100% uptime for users, on a
24/7/365 basis.
17
18. Key Requirements
BUSINESS AND FUNCTIONAL REQUIREMENTS
6.
6 BROAD INTELLIGENT SEARCH ‐ The service must support end‐user email message
BROAD INTELLIGENT SEARCH The service must support end user email message
and content search.
7. LOCAL EMAIL ADMINISTRATION SUPPORT – The service must allow for SSC and
partner personnel to perform email administrative functions such as adding and
removing accounts, and resetting passwords.
8.
8 LEGISLATIVE AND POLICY ALIGNMENT – The service must adhere to existing
LEGISLATIVE AND POLICY ALIGNMENT Th i t dh t i ti
Legislation and Treasury Board instruments (e.g. policies, standards, guidelines).
Note: Treasury Board Secretariat is addressing any policy gaps resulting from the
implementation of a “cross government” email service.
p g
9. TIME SENSITIVE ‐ The end date for the implementation (including migration) is
targeted for March 31, 2015.
10. COST EFFECTIVE – This initiative must enable the Government of Canada to deliver
email services at costs that are on par with industry and peer groups. 18
19. Key Requirements
SECURITY and PRIVACY REQUIREMENTS
1. SECURE ‐ The new email service must be certified to accommodate emails:
Classified up to Secret and Designated up to Protected C.
Classified up to Secret and Designated up to Protected C
2. LAYERED SECURITY ‐ The service must support layered security controls, such as:
‐ Perimeter security services (e.g. firewall, anti‐virus, anti‐spam)
‐ Protection from threats to the data at rest (e.g. access control)
‐ Protection for data in motion (e.g. encryption)
3. TRUSTED SUPPLY CHAIN – Please reference CSEC Presentation “Cyber and Supply
Threats to the Government of Canada” for more information on this requirement.
4. PRIVACY ‐ The service must ensure that information is accessible only to those
authorized. The service must comply with the statutory obligations under the
Privacy Act and the Access to Information Act.
5. NATIONAL SECURITY EXCEPTION (NSE) – The Email Transformation Initiative falls
under the NSE recently invoked by PWGSC on behalf of SSC. 19
20. Key Requirement: Vendor Security Profile
• SSC will be finalizing the Vendor Security Profile requirements after
the Industry Engagement phase.
the Industry Engagement phase
• Our objective is to provide as much time as possible for companies
Our objective is to provide as much time as possible for companies
to arrange their security clearance.
Please go to http://ssi-iss.tpsgc-pwgsc.gc.ca/questions/esosp-psos-eng.html
for more information
information.
• Companies should expect that personnel assigned after the industry
engagement phase will be required to be security cleared to Secret.
Companies can expect that at the RFP stage, all bidders must satisfy
all security requirements.
all security requirements
20
21. Key Requirement: Data Sovereignty
Principle
Pi i l
SSC will safeguard the security and privacy of all data for which it is responsible and will
ensure the Government of Canada’s requirements with respect to data sovereignty are met.
Vendors will be required to demonstrate their ability to maintain Government of Canada data
Vendors will be required to demonstrate their ability to maintain Government of Canada data
sovereignty.
At a minimum:
1. All data are the property of the Government of Canada
2. All data infrastructure components for the email system must reside in Canada
a. All email servers and data repositories must be housed in Canada
b. Off site storage must be housed within secure approved location(s) in Canada
b Off‐site storage must be housed within secure approved location(s) in Canada
c. All GC internal emails sent from government users located in Canada or abroad to
other government users located in Canada or abroad must travel through appropriately
secured networks; Any redirections of emails by vendors not expressly following these
two circumstances will not be accepted. No data in transit will be saved or stored
ll b d d ll b d d
between the starting and end‐point.
3. The email solution must contain access controls and/or monitors on data repositories and
p y , y, , , , /
other computer systems, such that SSC may, at its discretion, restrict, monitor, and/or
audit access to the government’s data
4. No limitation of liability in the event of a security or privacy breach
21
22. Key Requirements
TECHNOLOGY PLATFORM REQUIREMENTS
1. OPEN STANDARDS SUPPORT – The service must be compliant with industry
standards using open, non‐proprietary standard interfaces.
2. LEGACY SYSTEM INTEGRATION TOOLKIT – The service must provide an integration
toolkit for partners to leverage in order to integrate their business applications into
the new email service.
3. ACCESS MANAGEMENT – The service must manage user profiles, credentials,
authentication, and authorization.
22
23. Key Requirements
IMPLEMENTATION AND MIGRATION REQUIREMENTS
1. EMAIL MIGRATION – Existing email content/data must be migrated to the new
service, including file attachments.
2. SMOOTH TRANSITION – Existing functionality must be in place during the transition
wherever possible. Minimal impacts to users are expected. Minimal training will be
required.
IT SERVICE MANAGEMENT REQUIREMENTS
1. SSC IT SERVICE MANAGEMENT INTEGRATION – The vendor will be expected to
integrate with the IT Service Management processes and tools of SSC and its
Partners. The level of integration may vary depending on service delivery sourcing
option.
option
23
24. Areas we need your input…
1. Email Service Delivery options and considerations?
2. Email Application Platform options? How can GC leverage
Government Furnished Equipment (GFE)?
G tF i h dE i t (GFE)?
3. Alternatives for the underlying Infrastructure Services?
4. Options for a user friendly identity, credential and access
management?
5. Strategies to meet the security requirements of Secret email and
5 Strategies to meet the security requirements of Secret email and
the GC’s requirements for data sovereignty?
6. Minimizing costs, complexity and business impacts for:
6 Minimizing costs complexity and business impacts for:
I. Data Migration?
II. Application Integration?
III. User Training?
7. Emerging technologies? Lessons Learned? Case Studies? 24
26. Cyber and Supply Chain Threats to the GC
E-mail Transformation Initiative
E il T f ti I iti ti
Industry Day
June 12, 2012
Carey Frey, Communications Security Establishment Canada
26
27. UNCLASSIFIED
CSEC: What We Do
• CSEC C
CSEC: Canada’s national cryptologic agency
d ’ ti l t l i
• Our Mandate
– Signals Intelligence
– IT Security
– S
Support to Lawful Access
tt L f lA
• ‘B’ Mandate
B
– To provide advice, guidance and services to help ensure the
protection of electronic information and of information
infrastructures of importance to the Government of Canada
Canada.
27
28. UNCLASSIFIED
CSEC: IT Security Program
• W help prevent, d t t and d f d against IT security
We h l t detect d defend i t it
threats and vulnerabilities.
• CSEC provides unique technical expertise, capabilities
and classified information that we use to complement
commercial security technologies available to IT
security practitioners.
• We use our own methods and operations to detect and
defend against threats that are not in the public domain.
28
29. UNCLASSIFIED
Effects of Market Forces on Technology
• Market forces favour commercial and personal technologies over
requirements for security features
• Our society is almost totally dependent on software and hardware
y y p
commercial technology providers from global markets
• New products and new versions of products are rapidly produced
• No regulatory framework exists for hardware/software safety and security
• Traditional government policies and processes impose security
requirements after products and systems have been developed
• Few incentives for commercial technology developers to invest in security
gy y
29
30. UNCLASSIFIED
Technology Vulnerabilities
• “People write software sloppily Nobody checks it for mistakes before it gets sold”
People sloppily. sold
– Peiter Zatko (Mudge), WhiteHouse Cyber-Security Summit (2000)
• Unintentional vulnerabilities or weaknesses
– Design flaws
– Implementation errors
• Cyber Threat – A threat actor, using the Internet, takes advantage of a known
vulnerability in a product for the purpose of exploiting a network and the information
the network carries
• Intentional vulnerabilities or weaknesses
– Predetermined deliverables can be implanted in a product with or without knowledge of
company
• Supply Chain Threat – a product can be easily tampered with in the supply chain to
later facilitate a cyber-intrusion against that product in order to exploit a network and
the information the network carries
30
31. UNCLASSIFIED
The Evolving Cyber-Threat
Cyber Threat
• O l af
Only few years ago the situation was very different
th it ti diff t
• Today, cyber attacks occur daily against Canada and
cyber-attacks
our closest allies
• Threat actors range in sophistication from malfeasant
hackers to organized crime groups, to terrorists to
nation states
• Canadians trust the GC to defend Canada’s cyber
sovereignty and p
g y protect and advance our national
security and economic interests
31
32. UNCLASSIFIED
An Issue of National Security
• Risks from vulnerable technologies
– Persistent, covert access by cyber threat actors to GC e-mail systems
threatens the sovereignty of GC information and the integrity of government
operations
– C b th t actors are effective at exploiting both e-mail t h l i and
Cyber threat t ff ti t l iti b th il technologies d
human behaviours through the use of e-mail systems
• Risks from complexity
– Consolidation of the GC e-mail systems are a prerequisite for manageable
cyber protection & defence
– Security through obscurity is not a viable long-term strategy to deter cyber
threat actors
• Risks from the supply chain
– Increases opportunities for threat actors to compromise systems that have
been hardened against cyber intrusions
cyber-intrusions
– More difficult for the GC to detect and remediate
32
33. UNCLASSIFIED
Counterfeit Cisco Equipment **
• An FBI investigation res lted in the disco er of 3500 co nterfeit
in estigation resulted discovery counterfeit
Cisco components in networks of US military agencies, military
contractors and electric power companies
• “…a number of industry executives and technologists said that the
threat of secretly added circuitry intended to subvert computer and
network gear is real.”
• Counterfeit equipment is sold over the Internet and then resold to
government as legitimate equipment at the full price
• Government procurement processes which use layers of
contractors and subcontractors adds to the problem
** New York Times (May 9, 2008)
33
34. UNCLASSIFIED
US Military Bans Disks USB Drives **
Disks,
• A virus called Agent bt spread b cop ing itself to th mb dri es
ir s Agent.btz by copying thumb drives
and other removable computer media
• The most significant incident ever acknowledged by the Pentagon
• “Someone was able to get past the firewalls and encryption
devices of the US military and sit there for days they could read
days…they
documents…the could interfere with things”
• “(Jim) Lewis believes it was done by foreign spies who left
(Jim)
corrupted thumbnail drives…around…in places where…personnel
were likely to pick them up.”
** 60 Minutes (Nov 8, 2009)
34
35. UNCLASSIFIED
GC Shared Services Procurements
• Shared Services Canada CSEC & PWGSC are working in partnership to
Canada,
mitigate the risks to the GC from cyber threats & global supply chain
vulnerabilities.
• CSEC will provide follow up briefings on supply chain risk mitigation to
follow-up
interested suppliers for GC shared services.
– Companies must be willing to sign a CSEC non-disclosure agreement to
receive this information
• Security requirements for cyber-protection, cyber-defence and supply
chain risk mitigation must be met by suppliers in order to successfully bid
on GC shared services initiatives.
– As the IT Security authority for the GC CSEC will seek long-term partnerships
GC, long term
with successful suppliers.
• Examples of these requirements can be found on CSEC’s website under
Technology Supply Chain Guidance.
35
36. Email Transformation Initiative
Procurement Approach
Normand Masse
Masse, Photo to be
inserted
Director General,
Services and Technology
gy
Acquisition Management Sector
36
37. Industry Engagement Phase
Industry
Industry Responses RFI Clarifications
Engagement RFI Posting RFI Industry
Engagement to the RFI and One-on-One
One-on-One Workshop
Day meetings
meetings
12 June 13 -15 June 22 June 5 –6 July 18 July 27 -31 July
2012 2012 2012* 2012* 2012* 2012*
*Dates are tentative
37
38. Procurement Approach
Collaborative Procurement Solution (CPS)
Request for
Industry Responses Review & Refine Bid
Engagement for Requirements Solicitation Award Implementation
Phase
Ph Phase Phase
h Contract Phase
Evaluation
Phase
38
38
39. Request for Response for
Evaluation (RFRE)
• Identify respondents to advance to the Review and
Refine Requirements phase
• RFRE evaluation could b b
l ti ld be based on:
d
Capability and experience to deliver email
services in a secure and timely manner
Financial Viability
Security clearance
• Your input on these elements will be sought during
the RFI portion of the engagement phase
39
40. Review and Refine Requirements
• Successful respondents from the RFRE will
work jointly with Canada to review and
finalize the technical and solicitation
requirements
• The successful respondents may be asked to
demonstrate how their solution will meet
specific requirements
p q
• The results will be used to finalize the formal
Request for Proposal (
q p (RFP) document
)
40
41. Bid Solicitation
• Formal RFP issued to the successful
respondents that have completed the Review
and Refine Requirements phase
• Each successful respondent to formally
respond to the full set of requirements
• Canada will conduct a comprehensive
evaluation and select the proposal which
provides the best value to Canada
41
42. Contract Award and Implementation
• Contract Award
• Implementation / migration period estimated
at 18 to 24 months
• The new solution is expected to be fully
in-service by the end of March 2015
42