CHALLENGES FOR MANAGING COMPLEX APPLICATION PORTFOLIOS: A CASE STUDY OF SOUTH...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios
in the public sector. It takes Australian public sector organisations with the case of South Australia Police
(SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The
exploratory research surfaces some of the key challenges using interview as primary data collection
source, along with archive records, documentation, and direct observation as secondary sources. This
paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth
of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned
with long term enterprise architectural stability. Integration of different mismatched technologies, along
with the pressure from the business to always keep the lights on, does not provide the opportunity for the
portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored
at the end.
Analytics Isn’t Enough To Create A Data–Driven CultureaNumak & Company
The earned values are perhaps compatible with older technologies. As we believe big data and AI are extensions of analytical capabilities, the most common and most likely to succeed are those related to "advanced analytics and better decisions."
Digital Transformation and Application Decommissioning - THE RESEARCHTom Rieger
The resulting research paper from the August 2020 market surveying of 1000s of IT professionals around the current state of affairs and what is happening over the next 18-14 months.
CHALLENGES FOR MANAGING COMPLEX APPLICATION PORTFOLIOS: A CASE STUDY OF SOUTH...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios
in the public sector. It takes Australian public sector organisations with the case of South Australia Police
(SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The
exploratory research surfaces some of the key challenges using interview as primary data collection
source, along with archive records, documentation, and direct observation as secondary sources. This
paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth
of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned
with long term enterprise architectural stability. Integration of different mismatched technologies, along
with the pressure from the business to always keep the lights on, does not provide the opportunity for the
portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored
at the end.
Analytics Isn’t Enough To Create A Data–Driven CultureaNumak & Company
The earned values are perhaps compatible with older technologies. As we believe big data and AI are extensions of analytical capabilities, the most common and most likely to succeed are those related to "advanced analytics and better decisions."
Digital Transformation and Application Decommissioning - THE RESEARCHTom Rieger
The resulting research paper from the August 2020 market surveying of 1000s of IT professionals around the current state of affairs and what is happening over the next 18-14 months.
Technology is changing the face of safetyAndrea Miller
The technology available to us today has changed the way we think and progress in almost every field imaginable, including Safety.
http://bit.ly/2S299eJ
2 Ct1apter 1 Anne Roberts, the Ilirector of the Projec.docxeugeniadean34240
2
Ct1apter 1
Anne Roberts, the Ilirector of the Project Management l lffice for a large retail chai1
1
, stood
in front of 500 people in the large corporate auditorittlll to explain the company's new strat-
egies. She was also bro:tdcasting to thousands of other ,·mployees, suppliers, and stock-
holders throughout the world using Jive video via the ]llrernet. The company had C<)me a
long way in implementing new information systems to \Jllprove inventory control, >;ell pro-
ducts using the Web, streamline the sales and distributi'm processes, and improve <Justomer
service. However, the stock price was down, the natiott·,; economy was weak, and People
were anxious to he~tr about the company's new stratcgl•'s. ,
Anne began to address the audience, "Good mornltlg. As many of ~:?u know, Ottr CEO
pronwted me to this position as Director of the Project rvianagement Office two years ago.
Since then, we have completed many projects, includiPg the advanced data networ-ks proj-
ect. That project enabled us to provide persistent bro:l'[band between headquarters and our
retail stores throughout the world, allowing us to mal<t' timely decisions and continue our
growth strategy. Our cttstomers Jove that they can ret (t(n items to anY store, and any sales
clerl\ can look up past sales information. Loc~l store nt•magers can make timely decisions
usini!, up-to-date information. Of course, we've had sotPe project failures, too, and \vc need
to continually assess mtr portfolio of projects to meet [,tlsiness needs. Two big IT initiatives
this coming year include meeting new green IT reguJnl ;ons and providing enhanced online
collitboration tools for our employees, suppliers, and ctlstomers. Ollr challenge is to work
evc11 smarter to decide what projects will most benefit the company, how we can continue
to leverage the power of information technology to stll'port our business, and how we can
exploit our human capital to successfully plan and execute those projects. If we succeed,
we'll continue to be a world-class corporation."
"And if we fail?" someone asked from the audien'·e.
"Let's just say that failure is not an option," Anne replied.
Many people and org:mizations today have a new-or 1 enewed-interest in project manage-
ment. Until the 1980~, project management primarilY focused on proYiding scheclule and
resource data to top management in the military, con JJ r,1ter. and construction industries.
Today's project man:tgement involves much rnore an 1 I people in ewry industry :ctnd every
countrY manage proj<:cts. New technologies have becorne a significant factor in DJany husi-
nc"c'. Compute< lwtd""''· ,o!twa<e, nctwodc;, """ the"" of ioCCt<li<ciplinaty and ll!oi"l
work teams have radically changed the work .cnviron 1 11 c:.·nt. The following statisti<;s demon-
strate the significance: of project managemcnr in tod;J ·:'" society, especially for projects
involving information technology (IT). Note that IT pi~~ _iects in,·oh.
Challenges for Managing Complex Application Portfolios: A Case Study of South...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios in the public sector. It takes Australian public sector organisations with the case of South Australia Police (SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The exploratory research surfaces some of the key challenges using interview as primary data collection source, along with archive records, documentation, and direct observation as secondary sources. This paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned with long term enterprise architectural stability. Integration of different mismatched technologies, along with the pressure from the business to always keep the lights on, does not provide the opportunity for the portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored at the end.
Your firm needs to be committed to protecting information assets, including personal data and client documents. As a trusted advisor to our clients, the expectation is that we are aware of threats and are guarding their data. Data privacy and information security are fundamental components of doing business today, no matter how large your firm is.
In this paper we will look at three specific ways of protecting our clients:
1. Protection through our ability to research and improve intellectual capital
2. Protection through policies, procedures and processes
3. Protection by securing client data
Time for Converged Infrastructure? Executives Discuss the Operational and Str...EMC
CIOs whose organizations have significant Converged Infrastructure implementations share how convergence is transforming the cost structure, performance profile, and business value of information technology infrastructure.
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
Technology is changing the face of safetyAndrea Miller
The technology available to us today has changed the way we think and progress in almost every field imaginable, including Safety.
http://bit.ly/2S299eJ
2 Ct1apter 1 Anne Roberts, the Ilirector of the Projec.docxeugeniadean34240
2
Ct1apter 1
Anne Roberts, the Ilirector of the Project Management l lffice for a large retail chai1
1
, stood
in front of 500 people in the large corporate auditorittlll to explain the company's new strat-
egies. She was also bro:tdcasting to thousands of other ,·mployees, suppliers, and stock-
holders throughout the world using Jive video via the ]llrernet. The company had C<)me a
long way in implementing new information systems to \Jllprove inventory control, >;ell pro-
ducts using the Web, streamline the sales and distributi'm processes, and improve <Justomer
service. However, the stock price was down, the natiott·,; economy was weak, and People
were anxious to he~tr about the company's new stratcgl•'s. ,
Anne began to address the audience, "Good mornltlg. As many of ~:?u know, Ottr CEO
pronwted me to this position as Director of the Project rvianagement Office two years ago.
Since then, we have completed many projects, includiPg the advanced data networ-ks proj-
ect. That project enabled us to provide persistent bro:l'[band between headquarters and our
retail stores throughout the world, allowing us to mal<t' timely decisions and continue our
growth strategy. Our cttstomers Jove that they can ret (t(n items to anY store, and any sales
clerl\ can look up past sales information. Loc~l store nt•magers can make timely decisions
usini!, up-to-date information. Of course, we've had sotPe project failures, too, and \vc need
to continually assess mtr portfolio of projects to meet [,tlsiness needs. Two big IT initiatives
this coming year include meeting new green IT reguJnl ;ons and providing enhanced online
collitboration tools for our employees, suppliers, and ctlstomers. Ollr challenge is to work
evc11 smarter to decide what projects will most benefit the company, how we can continue
to leverage the power of information technology to stll'port our business, and how we can
exploit our human capital to successfully plan and execute those projects. If we succeed,
we'll continue to be a world-class corporation."
"And if we fail?" someone asked from the audien'·e.
"Let's just say that failure is not an option," Anne replied.
Many people and org:mizations today have a new-or 1 enewed-interest in project manage-
ment. Until the 1980~, project management primarilY focused on proYiding scheclule and
resource data to top management in the military, con JJ r,1ter. and construction industries.
Today's project man:tgement involves much rnore an 1 I people in ewry industry :ctnd every
countrY manage proj<:cts. New technologies have becorne a significant factor in DJany husi-
nc"c'. Compute< lwtd""''· ,o!twa<e, nctwodc;, """ the"" of ioCCt<li<ciplinaty and ll!oi"l
work teams have radically changed the work .cnviron 1 11 c:.·nt. The following statisti<;s demon-
strate the significance: of project managemcnr in tod;J ·:'" society, especially for projects
involving information technology (IT). Note that IT pi~~ _iects in,·oh.
Challenges for Managing Complex Application Portfolios: A Case Study of South...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios in the public sector. It takes Australian public sector organisations with the case of South Australia Police (SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The exploratory research surfaces some of the key challenges using interview as primary data collection source, along with archive records, documentation, and direct observation as secondary sources. This paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned with long term enterprise architectural stability. Integration of different mismatched technologies, along with the pressure from the business to always keep the lights on, does not provide the opportunity for the portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored at the end.
Your firm needs to be committed to protecting information assets, including personal data and client documents. As a trusted advisor to our clients, the expectation is that we are aware of threats and are guarding their data. Data privacy and information security are fundamental components of doing business today, no matter how large your firm is.
In this paper we will look at three specific ways of protecting our clients:
1. Protection through our ability to research and improve intellectual capital
2. Protection through policies, procedures and processes
3. Protection by securing client data
Time for Converged Infrastructure? Executives Discuss the Operational and Str...EMC
CIOs whose organizations have significant Converged Infrastructure implementations share how convergence is transforming the cost structure, performance profile, and business value of information technology infrastructure.
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
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The top trends changing the landscape of Information ManagementVelrada
The role of information and data in the private sector, and how employees and users interact with that information, is changing rapidly.
With endless buzzwords and hot topics, and a ream of new technologies and upgrades, it can be difficult for organisations to know where to begin or how it translates into actionable insight.
1. Public safety is the number one objective of the California Department of Corrections
and Rehabilitation (CDCR), one of the largest government correctional institutions in the
country. With approximately 50,000 employees and 245,000+ inmates and parolees, it
was evident to CDCR’s Director, Enterprise Information Services (EIS), Joe Panora that the
EIS team could be central to supporting this mission.
Panora recognized early that an Enterprise Architecture (EA) could convert the
Department’s IT investment into a strategic differentiator. He embarked on an EA program
using Troux and is already seeing positive returns. CDCR is benefiting from accelerated
decision-making based on real-time data linked to the Department’s objectives and new
initiatives that reduce spending, minimize risk, and maximize agility.
Not Business as Usual
The State of California, like many governments around the world, has been financially
disadvantaged for some time due to State budgetary constraints. As California’s largest
State department, CDCR is continually under pressure to streamline operations and more
tightly control costs.
This made it even more challenging for Panora to manage the consolidation of multiple
departments in the mid-2000s. The EIS team found itself governing and managing
terabytes of data as well as a complex array of hardware and software with few enterprise
procedures and a lack of enterprise-defined technology standards.
Siloed business programs across CDCR were duplicating efforts and expanding platforms
and applications based on local requirements. Inaccurate, redundant or partial data led
to inconsistent answers to ad hoc questions, and stymied project modeling and quality
assurance. Lack of a structured hardware and software inventory hindered effective cost
analysis and planning for consolidation, reuse or retirement.
Panora knew there had to be a better way. “We needed to take a hard look at our environment and create a baseline,” said Panora. “We
had to get our hands around what we were inheriting from the departmental consolidation and what we needed to support. That was the
impetus to move forward, put a framework around this, and adopt a true Enterprise Architecture program for managing our IT assets.”
That’s when Caroline Bigelow, Chief Enterprise Architect, partnered with Troux to expand EA into a mature strategic program.
“EA needed a tool that allowed CDCR to strategically align IT investments with business strategies and functions, exposing new
opportunities for CDCR,” Bigelow explained. Her goal was to have the CDCR EA Program recognized for strategic leadership.
EIS has taken steps to operationalize and roll out strategic IT and business initiatives using Troux tools, and the implementation has
already yielded impressive benefits.
BY THE NUMBERS
Adults: 245,000+ offenders, in
prison and on parole
Facilities: 33 adult institutions,
40 camps, 5 prisoner mother
facilities
Youth: 1,000+ juvenile offenders
in 3 youth correctional facilities
and 1 camp
Staff: Approximately 50,000
employees
Budget: $9.25 billion
CASE STUDY
California Department of
Corrections and Rehabilitation
CDCR uses Troux to Reduce Complexity, Control Costs
and Speed Decision-Making
CDCR: Troux Case Study • Page 1
2. Setting Standards
First, the EIS EA program established a common set of
technology standards for personal computing.
“Troux standard reports enabled us to mature past tools
such as PowerPoint and Word, allowing more efficient and
effective architecture analysis and enterprise communication,”
said Judith Christensen, EA Program Lead. “Today we have
standards established and we are retiring and migrating legacy
hardware and software technologies out of our environment.”
Currently, standards have expanded to all areas of IT including
network, infrastructure, telecommunications, applications
and databases. The ability to directly influence and achieve
standards compliance has led to significant progress,
explained Ray Roa, Enterprise Technical Architect. “As a
result of being able to steer to standards, we are achieving at
least 80% adherence to current standards,” said Roa. “The
ability to publish a catalog streamlines the process and makes
compliance much more efficient, which saves time and money.”
“These major initiatives have fiscal implications for the
Department,” added Panora. “The real-time analysis that we
gather using Troux tools allows us to improve our procurement
processes – as IT can more accurately map out life cycles for
its assets – and as a result, be more accurate in our budget
forecasting.”
Application Consolidation
CDCR’s application portfolio was another area targeted for improvement. CDCR programs often created one-off applications to satisfy
local requirements. EIS recognized that by using the capabilities provided by Troux, they could identify application redundancies,
retire non-essential applications and create a centralized pool of solutions that could be re-used across the Department.
“With Troux, CDCR was able to identify opportunities for
improvement such as the consolidation of nine disparate
mission-critical applications into four existing enterprise
solutions, avoiding wasted effort and resources, said Bigelow.
“The EA team is also using Troux to analyze an additional 55
systems for consolidation or retirement opportunities, moving
CDCR closer to its future architecture state.”
CDCR: Troux Case Study • Page 2
3. Going forward, CDCR is able to prevent the implementation
of redundant applications using Troux capabilities to align the
Department’s business functions to existing solutions.
“Now that we have fewer one-off technologies and applications,
our support staff is more efficient and can respond to more
requests because they already have the skill set,” said Panora.
“We can now focus on training our IT staff for new technologies,
brought as a result of new projects, which makes them more
valuable. Our time to market with enterprise solutions is now
dramatically reduced – we are able to realize solutions much
faster for the business.”
Speaking the Same Language
CDCR is maturing its Enterprise Data Dictionary utilizing Troux’s
Information product module.
“Information is key to any organization but is especially
important when dealing with public safety,” explained Ed Wiebe,
Enterprise Data Architect. “Using Troux, CDCR will be able to
integrate data elements with other architecture components,
providing huge analysis benefits when analyzing CDCR’s data
landscape.”
Classifying data and governing its use provides the basis for
proper security controls and enables CDCR data stewards to
better understand and share information — ultimately improving
Departmental decisions. EA has populated the enterprise data
dictionary with over 8,000 unique data elements from core
Departmental applications.
State Leadership
CDCR stands out as a leader in strategic information technology (IT) planning. In today’s economy, where government is challenged
with broad mandates and growing budget deficits, it is clear that a well-executed Enterprise Architect (EA) program which delivers
transparency and tightly aligns IT to the business is fundamental to maintaining high quality and cost-efficient service delivery.
Driven by fiscal, operational, and technological necessity, CDCR established an EA strategy to analyze and make better decisions
across a wide range of operational and transformational initiatives. With implementation of CDCR’s EA strategy underway, they are in
the process of sharing their approach of leveraging EA to maximize strategic planning and operations with other State agencies.
CDCR: Troux Case Study • Page 3