cio assessment - vbgov.com assessment appendix c . ... 3.60 3.32 3.70 3.44 3.52 3.37 city business...
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ComIT Master Technology Plan (Apendix C) | City of Virginia Beach2
CIO Assessment
COMIT HEALTH CHECK
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 3
Bottom Line Up Front
Organizational Opportunities Empower Virginia Beach Members and Citizens with Technology Innovations
Create New Collaborative Relationships Improve System Sustainability and System Performance
Leverage Strategic Investments
ComIT Opportunities Develop Virginia Beach’s first Comprehensive IT Strategic Plan
Develop a New IT Technology Architecture Roadmap Perform Benchmarking
Improve Budget Management Improve Operations and Support
Develop a Continuous Improvement Program
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach4
Checking the Vital Signs
Checkup #4 – Maturity Assessment
IT Score Analyst Reviews
Checkup #3 - Surveys
Customer ComIT Members
Checkup #2 - Environment
Products Processes
Checkup #1 - Customer Interviews
One on One Small Groups
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 15
5
Diagnosis #1 - Customer Interviews
Customer Themes
Good Smart People
Good Technologists
Risk Averse
Inhibitor vs. Enabler
Be More Responsive
Need for Better Relationships
Develop Collaborative Relationship with Schools
14
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach16
Checking the Vital Signs
Checkup #4 – Maturity Assessment
IT Score Analyst Reviews
Checkup #3 - Surveys
Customer ComIT Members
Checkup #2 - Environment
Products Processes
Checkup #1 - Customer Interviews
One on One Small Groups
15
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 17
5
Checkup # 2 - Products and Processes
Products/Facilities
InSITE, Accela, RAC’s, Hansen, GIS, Email
VBGOV.com
Phone System and Radios
Network, Servers and Storage
Desktop/Laptops/MDCs
Datacenters
Processes
Budget
CIP
Program Groups
SIT Teams
EOC
Service Desk
Project Management
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach18
5
Checkup # 2 - Products and Processes
Products
• Networking Devices ~1198 (Approx. 30% 6yrs and older)
• Radios Public Safety ~1100 (2007) School Bus ~900 (2007) Non-Public Safety - City ~ 2065 (1999+) No Replacement Plan Schools Subscribers - ~1311 (1999 +) No Replacement Plan
• Desktops/Laptops 4764 Desktops (Approx. 32% 5yrs and older) 1352 Laptops (Approx. 52% 5yrs or older) Servers (~240 –Physical; ~300 -Virtual) Replacement Fund Started FY14
• Telecommunications Mix of Copper and Fiber; Leased and Owned Various speeds, Ad-hoc design (not optimal)
• Applications 800+ in Portfolio
Processes • Service Desk
Average 600 Calls/Month Backlog of 573 tickets/month
• Project Management 86 Projects in Portfolio 66 – Active; 20 – Pending
Average Time to Completion: FY12 and FY13 – 588 days (33 Projects)
Cost - Project Managers FY12 Costs: 6 FTE - $528,387; 3.5 FTC - $648,015
FY13 Year to Date (March 2013): 6 FTE - $366,185; 5 FTC - $697,906
FY13 Full Year Projected: 6 FTE - $$549,278; 5 FTC - $992,000
Average of 6 Projects per Project Manager Gartner Metrics: Industry Standard– 4; Best Practice- 2
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 19
5
Diagnosis # 2 - Products and Processes
Products
• Review current hardware refresh plans and funding sources; Propose modifications to programs to increase transparency and leverage technology investments.
• Develop a new technology architecture roadmap.
• Design a current state-of-the-art fiber communications architecture for the city.
• Create framework to support mobility devices to create efficiencies within organization. – Tablet Transformation
• Create framework to properly manage the organizations application portfolio.
Processes
• Create IT Strategic Plan
• Perform Benchmarking • Infrastructure & Operations
• Applications Management (Including Project Management)
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach20
Checking the Vital Signs
Checkup #4 – Maturity Assessment
IT Score Analyst Reviews
Checkup #3 - Surveys
Customer ComIT Members
Checkup #2 - Environment
Products Processes
Checkup #1 - Customer Interviews
One on One Small Groups
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 21
5
Checkup #3 - Survey Results
3.8
0
3.5
2
3.3
2
3.6
0
3.7
0
3.4
4
3.5
2
3.3
7
C IT Y BUSINESS UNITS ARE PROVIDED WITH
EFFECTIVE TECHNOLOGY TOOLS TO DO THEIR JOB
CIT Y HAS MADE GOOD DECISIONS ON IT
INVESTMENTS
IT SYSTEMS PROVIDE EXCELLENT SUPPORT
FOR BUSINESS PROCESSES
IT SYSTEMS ARE EASY TO USE
Customers ComIT Members
Note: Based on Likert Scale 1 – 5; 1 = Strongly Disagree and 5 = Strongly Agree
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach22
5
Checkup #3 - Survey Results
3.2
4
3.0
8
3.9
6
3.7
6
2.8
9
3.1
7
4.0
6
3.2
7
CHANGES TO IT SYSTEMS ARE
DELIVERED IN A TIMELY MANNER
IT PROJECTS ARE DELIVERED IN A COST
EFFECTIVE MANNER
CRITICAL BUSINESS INFORMATION/DATA IS
APPROPRIATELY PROTECTED
EFFECTIVE TRAINING IS PROVIDED FOR THE IT
SYSTEMS I USE
Customers ComIT Members
Note: Based on Likert Scale 1 – 5; 1 = Strongly Disagree and 5 = Strongly Agree
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 23
5
Checkup #3 - Survey Results
3.8
8
3.6
8
2.7
2
2.6
8
3.9
6
3.5
6
2.8
8
3.2
1
C IT Y SHOULD HAVE A TECHNOLOGY
INNOVATION FUND SPECIFICALLY
EARMARKED FOR NEW AND INNOVATIVE
BUSINESS PROJECTS
COMIT DELIVERS EFFECTIVE IT SERVICES
COMIT IS AGILE AND FLEXIBLE
COMIT IS A TECHNOLOGY ENABLER, BUT NOT THE DECISION-
MAKER
Customers ComIT Members
Note: Based on Likert Scale 1 – 5; 1 = Strongly Disagree and 5 = Strongly Agree
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach24
5
Checkup #3 - Survey Results
3.7
6
2.9
2 3
.80
3.5
2
3.6
8
3.4
3
3.5
4
3.4
3
COMIT PROVIDES EFFECTIVE HELP WHEN I
NEED IT.
COMIT WORKS CLOSELY WITH DEPARTMENTS TO
DEVELOP INNOVATIVE APPLICATIONS
COMIT STAFF MEMBERS HAVE THE RIGHT SKILLS
COMIT STAFF MEMBERS HAVE THE
RIGHT ATTITUDE
Customers ComIT Members
Note: Based on Likert Scale 1 – 5; 1 = Strongly Disagree and 5 = Strongly Agree
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 25
Checkup #3 - Survey Results
3.64
3.56
3.28
3.37
3.27
2.95
OUR EXTERNAL/THIRD PART Y IT SERVICE
PROVIDERS DELIVER EFFECTIVE SERVICES
THE COMIT MANAGEMENT TEAM
PROVIDES SOUND GUIDANCE AND
LEADERSHIP
OVERALL, OUR CUSTOMERS ARE
EXTREMELY SATISFIED WITHY COMIT'S
CONTRIBUTIONS TO THE ORGANIZATOIN
Customers ComIT Members
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach26
Checkup #3 - Survey Results Directors/Line of Business Leaders - Only
0.010.020.030.040.050.060.070.080.090.0
100.0
Over the past five years,has ComIT become more
or less critical to yourbusiness?
In the upcoming fiveyears, do you think
ComIT will become moreor less critical to city
lines of business?
More CriticalNo ChangeLess Critical
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 27
Checkup #3 - Survey Results ComIT Members - Only
0.010.020.030.040.050.060.070.080.090.0
100.0
Over the past five years,has ComIT become more
or less critical to yourbusiness?
In the upcoming fiveyears, do you think
ComIT will become moreor less critical to city
lines of business?
More CriticalNo ChangeLess Critical
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach28
Checkup #3 - Survey Results Directors/Line of Business Leaders - Only
0.010.020.030.040.050.060.070.080.090.0
100.0
Who is responsible fortechnology innovation forthe organization, ComITor the business units?
Completeley ComIT'sresponsibilityMostly ComIT'sresponsibilityComIT and LOB share theresponsibilityMostly the business units'responsibilityCompletely the businessunits' responsibility
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 29
Checkup #3 - Survey Results ComIT - Only
0.010.020.030.040.050.060.070.080.090.0
100.0
Who is responsible fortechnology innovation forthe organization, ComITor the business units?
Completeley ComIT'sresponsibilityMostly ComIT'sresponsibilityComIT and LOB share theresponsibilityMostly the business units'responsibilityCompletely the businessunits' responsibility
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach32
Checkup #3 - Survey Results Directors/Line of Business Leaders - Only
0.010.020.030.040.050.060.070.080.090.0
100.0
Do you consider ComITan innovator compared
to other localgovernments?
Yes, they're a leader
Somewhat
No, they tend to follow theherdI don't know
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 33
Checkup #3 - Survey Results ComIT Members - Only
0.010.020.030.040.050.060.070.080.090.0
100.0
Do you consider ComITan innovator compared
to other localgovernments?
Yes, they're a leader
Somewhat
No, they tend to follow theherdI don't know
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 37
5
Diagnosis #3 – Director/LOB Survey Results
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach40
5
Diagnosis #3 – ComIT Member Survey Results
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 41
Checking the Vital Signs
Checkup #4 – Maturity Assessment
IT Score Analyst Reviews
Checkup #3 - Surveys
Customer ComIT Members
Checkup #2 - Environment
Products Processes
Checkup #1 - Customer Interviews
One on One Small Groups
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach42
5
Checkup #4 - Maturity Assessment
Gartner
• The world's leading information technology research and advisory company.
• Founded in 1979, Gartner is headquartered in Stamford, Connecticut, U.S.A., and has 5,300 associates, including 1,280 research analysts and consultants, and clients in 85 countries.
• Their clients range from CIOs and senior IT leaders in corporations and government agencies, to business leaders in high-tech and telecom enterprises and professional services firms, to technology investors, which encompass 12,400 distinct organizations.
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach46
5
Functional LEVEL 1
Enabling LEVEL 2
Contributing LEVEL 3
Differentiating LEVEL 4
Transformational LEVEL 5
Process management disciplines are adopted. People programs shift from skills to results orientation.
Integrated tools support IT processes and cost
compensation.
IT is run like a
business
Technology Strategy is explicitly aligned to business goals. IT Performance Measures are tied to key business indicators. IT service and solution capabilities are rock-solid. Sourcing is approached strategically and based on explicit business models.
CIO is a fully-vested business leader reporting to CEO. Strategic human capital management processes, maintain appropriate short, mid, and long term talent pipelines. IT organization proactively identifies and pursues opportunities to leverage technology for strategic advantage.
CIO has formal accountability for at least some business outcomes. IT Leaders drive innovation, pursuing IT enabled opportunity where external competitors find constraint. IT leaders fuel agility through extensive external relationships, partnerships, and personal networks.
2.4
Service and Solution outcomes are measured against formal performance obligations.
CIO Assessment
Purpose: Enables leaders to determine their IT organization’s capacity for helping the enterprise advantageously leverage information technology.
Level 2 - Enabling: IT gives business leaders the leeway to use technology as required to achieve their objectives. IT organization is cast in the role of supporters, meeting expectations and providing tools and solutions as required by business leaders. CIOs focus on responsiveness, services and tools.
Recommendations:
1. Build front office capabilities for sensing and managing demand, influencing decisions, and managing stakeholder relationships.
2. Invest in effective governance. Build disciplined planning, investment and portfolio management.
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 47
5
Awareness LEVEL 1
Committed LEVEL 2
Proactive LEVEL 3
Service Aligned LEVEL 4
Business Partner LEVEL 5
Reactive, pro-fighting culture. Ad-hoc processes.
Low Customer confidence
Looking at industry best practices. Initial process formalization.
Working on implementing industry best practices. Application SLAs. Widespread virtualization. Systems management tools integration.
Industry best practices in place. Service SLAs. Process automation. Trusted service provided.
Real-time infrastructure/ private cloud computing. Strategic relationship managers. Proactively pilots new technology for business innovation.
2.3
Tiered Support.
Consolidation/ Standardization
Infrastructure and Operations Assessment
Purpose: Enables I&O leaders to identify shortcomings, determine priorities, and establish goals for improving their organizations
Level 2 - Committed: Managers have started to standardize software and hardware and are documenting processes. They are studying best practices and putting together plans for improvement. They are talking with vendors and looking at ROI of various technologies and implementations.
Recommendations:
1. Improve Quality of Service – Improve and standardize on tools that alert, monitor and report on systems (Pro-active vs. Reactive).
2. Establish Key Performance Indicators (KPI’s) and Operational Metrics. Example KPI’s: - % LAN/WAN utilization - Avg./Peak Storage capacity utilization - Avg./Peak Server capacity utilization - Call abandonment rate/% abandoned calls - % of calls answered within X seconds - % of problems resolved on initial call - % uptime of core applications - # of Severity 1 and 2 outages - % availability of systems
3. Improve Disaster Recovery Planning.
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach48
5
Infrastructure and Operations - Detail
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 49
5
Reactive LEVEL 1
Emerging Discipline LEVEL 2
Initial Integration
LEVEL 3
Effective Integration
LEVEL 4
Effective Innovation
LEVEL 5
All internal processes centered on management of official projects Projects have budgetary estimates. No formal management tools.
Project processes are standardized. PMO(s) established. Projects are aligned to strategy. Projects and Programs are prioritized
Specialized PPM leader roles formalized. Cross-functional groups are easily formed and collaboration is the norm. Programs increasingly managed in-house. Career paths defined.
Centers of competency improve workload management. The portfolio is modeled and appropriately optimized, factoring in risk. Multiple methods exist and are used by all PMs. Benefit realization is being tracked.
Charge Operations provides a constant stream of mini-projects. Rapid Strategy Execution is the focus of Enterprise Programs. Change Management and Communications are core capabilities of the EPMO.
2.7
Project and Portfolio Management
Assessment
Purpose: Enables PPM leaders to identify shortcomings to determine priorities and establish goals for improving their organizations.
Level 2 - Emerging Discipline: The concept of disciplined teams working on a project is developed and project collaboration and team workspaces are supported. Nevertheless, “stovepipe” systems and inconsistent data still bedevil business processes. Relationships tend to breakdown, and the term “the business” begins to be heard.
Recommendations:
1. Tailor processes to the needs of the organization. Avoid the potential trap that says, “If some processes are good, more is better”.
2. Focus must shift to looking at IT staff as “generic” resources available to support projects. Preserve as many opportunities as possible for them to make unique contributions.
3. Establish an advisory committee that should include stakeholders to help prioritize projects based on resource capacity. This enables full transparency with all projects on the table. IT fails when they work more projects than they can really complete.
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach50
5
Initial LEVEL 1
Developing LEVEL 2
Defined LEVEL 3
Managed LEVEL 4
Optimizing LEVEL 5
Automation limited to backup recovery software. Governance and recovery activities are ad hoc, improvised, and reactive. Knowledge, responsibilities, and skill are lacking. Activities are IT centric. Basic plans
No program management or recovery plan automation. Management processes support event response only. IT DRM responsibility assigned. Limited business involvement and commitment.
Vision and program strategy definition in progress. BCM roles, responsibilities, and Steering Committee in place. IT DRM classes and plans for all mission-critical applications.
Program management and recovery plan automation in place. BCM processes standardized and exercised across enterprise. BCM governance is formalized. IT DRAM classes and plans cover more than mission-critical applications. Business recovery plans in place. .
Program management automation enables continuous improvement. KFIs and KPIs linked and reported. BCM program responsibility aligned with strategic business management. Comprehensive BCM plans are in place and regularly exercised. .
1.5
Business and Continuity Management
Assessment
Purpose: Enables BCM leaders to identify shortcomings, determine priorities and establish goals for improving their organizations. This maturity model is intended to support crisis management, emergency management, IT disaster recovery management, business recovery, contingency planning/supply chain availability and pandemic planning enterprise-wide.
Level 1 - Initial: The enterprise is broadly aware of the need for improvements in its recovery capabilities, but lacks the knowledge base to build a true BCM program. Its activities and processes (where they exist) are ad hoc, improvised and reactive, and largely IT-centric and extremely siloed.
Recommendations:
1. Begin a process of developing an IT DRM program, naming an individual within the IT organization who will be responsible for developing IT DRM strategies for the various “siloed” areas.
2. Align business unit IT DRM delivery expectations with what IT can realistically provide given both current and projected budget allocations.
3. Perform an assessment against business expectations of recovery needs. Develop a gap report of current capabilities to recovery need expectations.
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 51
5
Initial LEVEL 1
Developer LEVEL 2
Defined LEVEL 3
Managed LEVEL 4
Optimizing LEVEL 5
Ad hoc activities. Initial executive awareness. IT-centric approach.
CISO appointed. User awareness outreach. Formal program initiated
Policies and processes defined. Security organization defined. Improving user awareness.
Governance body established. Info-centric approach Effective metrics. Security organization working well
Information owners accountable. Risk-aware culture. Refine for changes in business, technology, compliance, and economic environments.
3.2
Information Security Assessment
Purpose: Assessment to help identify the organizations current and desired levels of maturity and both drive and justify improvements in tier information security efforts.
Level 3 - Defined: The enterprise has created a solid body of policies, and may also have the beginnings of a responsibility matrix defining individual information security roles. Rules are in place, but accountability for and enforcement of these rules are in their earliest stages. Information security activities are still heavily IT-centric. Most progress in information security is still driven by “top down” concerns from senior management, and enterprise security awareness remains limited.
Recommendations:
1. Create a formal cross-organizational committee to discuss and collaborate on information security issues. This may be a high-level policy approval committee, with membership drawn from line-of-business managers, or a lower-level operational security committee, with members from the IT organization and representatives of the lines of business.
2. Conduct a gap analysis to identify and prioritize areas where improvement is required.
3. Begin to separate operational security functions from strategic risk management functions.
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach52
5
Ad-hoc LEVEL 1
Repeatable LEVEL 2
Defined LEVEL 3
Optimized LEVEL 4
Innovating LEVEL 5
Processes not specified. Reinvent wheel each time. Individuals determine
Teams establish processes. Little cross- discipline activity. Repeatable within team.
Processes and defined and documented. Consistently followed across the organization. Synergy among disciplines strengthens, interdependency emerges.
Measures indicate process performance. Clear improvement responsibility assigned. Interdependency among disciplines is essential. Continuous improvement driven by measures
Anticipates technology and industry trends. Competency in change management. Creative and collaborative culture. Rapid ability to adjust strategy and plans. .
2.0
Applications Management Assessment
Purpose: The assessment measures the maturity of an application organization's processes, not of the applications themselves.
Level 2 Repeatable: Processes are established in work teams or departments, but there is little consistency in approach across the application organization. There's not much cross activity definition; each discipline is conducted independently, like a stovepipe. Little proactive work is done to change or improve things.
Recommendations:
1. Manage projects from budget, commitment, and actual expense perspective.
2. Identify a Project Portfolio Manager
3. Engage in continuous improvement by focusing on the pain points. Cost, agility and responsiveness are typically at the forefront while reliability and usability are less commonly noted as pain points.
4. Establish Key Performance Indicators (KPI’s) and Operational Metrics. Example KPI’s: - % of post implementation reviews rated as “Good” or “Very Good” - % of systems uptime for which a group of specified “business applications” are unavailable during a given period of time.
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 53
5
Enterprise Assessment
Purpose: Enterprise Capacity to Leverage IT is a factor of the role IT plays in the organization, the predispositions and effectiveness of business and IT leaders, and the robustness of certain critical capabilities in the IT organization.
Level 2 Enabling: Enterprises expect IT to enable and potentially improve back-office business operations, but through an arm's length relationship. Top executives engage with IT leaders only as necessary to place orders for tools and solutions. CIOs are not engaged in business planning and focus on discovery processes to identify business demands as early as possible, instituting basic relationship management roles and rudimentary project management.
Recommendations:
1. Start the transformation by bringing performance management discipline and rigor to infrastructure and operations.
2. Improve IT's ability to operationally sustain the IT environment so applications and data are available as expected by the organization.
3. Improve IT's ability to deliver new capabilities and solutions through effective project management
Functional LEVEL 1
Enabling LEVEL 2
Contributing LEVEL 3
Differentiating LEVEL 4
Transformational LEVEL 5
The enterprise regards IT as a commodity most useful for cost-effective transaction processing. IT is a utility that efficiently delivers a limited set of core capabilities.
The enterprise is focused on continuous improvement. Business unit leaders independently leverage IT as and when they consider it necessary. IT reliably and predictably delivers technology services and solutions on demand.
IT is critical to achieving business performance goals. IT is engaged in addressing explicit business problems or opportunities. IT contributions to business performance are well understood.
Enterprise is committed to dominating its industry. IT is a source of agility and product/service innovation. IT collaborates with other disciplines like R&D, BPM, and OT to deliver new products, services , and differentiating operations.
Enterprise is on a path of continuous reinvention. IT is a primary driver of business model innovation. IT is leveraged to redefine markets and rules of competition. .
2.5
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach54
Final Diagnosis
Business processes depend on IT. When IT fails due to immature capabilities, business processes start
to breakdown and fail.
Maturity Assessment
Products and
Processes
Interviews and Surveys
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 55
5
24 – 36 Month Action Plan
1. Align ComIT with Organization i. Create VB’s first IT Strategic Plan
ii. Create Technology Architecture Roadmap based on IT Strategic Plan
iii. Empower/Enable Customers a) Mobile Data Computer Project
b) Development of Mobile Strategy
a) Mobile Device Management
b) Mobile Application Development
c) Opening Wireless in Conference Rooms
d) Create New Fiber Optic Communications Design
2. Operational Improvements i. Perform in-depth Benchmarking within the
Infrastructure & Operations and Applications and Portfolio Management Domains
ii. Proceed with Proposed Network Optimization Analysis
i. Motorola: $300,000 Analysis; No Charge to VB
iii. Establish KPI’s and Operational Metrics
iv. Standardize and invest in appropriate tools
v. Create divisional staffing and skills matrix
vi. Create divisional training programs
Assessment Maturity Level Score CIO 2- Enabling 2.4
Infrastructure & Operations 2- Committed 2.3
Project & Portfolio Management
2- Emerging Discipline 2.7
Business Continuity Management
1- Initial 1.5
Information Security 3 - Defined 3.2
Applications Management 2 - Repeatable 2.0
Enterprise 2 - Enabling 2.5
Checkup #1 - Customer Interviews One on One Small Groups
Checkup #2 - Environment Products Processes
Checkup #3 - Surveys Customer ComIT Members
Checkup #4 – Maturity Assessment IT Score Analyst Reviews
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach56
5
24 – 36 Month Action Plan
3. Management Improvements i. Hire new CTO
ii. Reduce Vacancy Rate
iii. Improve Budgeting: Planned vs. Actual
iv. Establish Bi-Monthly Operational Meetings
v. Strengthen the ComIT Business Center to become the centralized financial center
Assessment Maturity Level Score CIO 2- Enabling 2.4
Infrastructure & Operations 2- Committed 2.3
Project & Portfolio Management
2- Emerging Discipline 2.7
Business Continuity Management
1- Initial 1.5
Information Security 3 - Defined 3.2
Applications Management 2 - Repeatable 2.0
Enterprise 2 - Enabling 2.5
Checkup #1 - Customer Interviews One on One Small Groups
Checkup #2 - Environment Products Processes
Checkup #3 - Surveys Customer ComIT Members
Checkup #4 – Maturity Assessment IT Score Analyst Reviews
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 57
5
Initiatives Underway
1. Budget Improvements 1. Projected Planned vs. Actual – Lowest in Years
2. Lowest Vacancy Rate in two years
2. Management Improvements 1. Performance Management Program
2. Continuous Improvement Program Based on Maturity Model – To Be Done Yearly
3. Capacity Planning
3. Hire CTO • Interviews Completed March 21 and 22
4. Proposed Network Optimization Analysis • Motorola: $300,000 Analysis; No Charge to VB
5. Create New Fiber Optic Communications Design
6. New Direction for MDC CIP Project • No longer a one-to-one computer replacement
7. Developing a Mobile Strategy • Mobile Device Management Platform
• Mobile Application Development Cell
8. Creating Team Culture • New Budget Process
• Bi-Monthly Operational Meetings
• IT Score – Maturity Modeling
Assessment Maturity Level Score CIO 2- Enabling 2.4
Infrastructure & Operations 2- Committed 2.3
Project & Portfolio Management
2- Emerging Discipline 2.7
Business Continuity Management
1- Initial 1.5
Information Security 3 - Defined 3.2
Applications Management 2 - Repeatable 2.0
Enterprise 2 - Enabling 2.5
Checkup #1 - Customer Interviews One on One Small Groups
Checkup #2 - Environment Products Processes
Checkup #3 - Surveys Customer ComIT Members
Checkup #4 – Maturity Assessment IT Score Analyst Reviews
ComIT Master Technology Plan (Apendix C) | City of Virginia Beach58
5
IT Strategic Plan
57
Strategy is about doing the right things; operations are about doing things right. As such, strategy defines the potential value of an enterprise, while operations are
about delivering on that potential.
Today’s new realities require continuous planning to ensure strategic fit with constantly changing business needs: Maximize demand and supply by balancing and integrating imperatives for
growth, optimization, and risk-taking. Do the right amount of things, with a level of investment commensurate with
expected return. Monitoring trends and drivers for impacts to ROI, time to market, capability
effectiveness and future business requirements. Engage in continual strategic planning processes, not simply once and-done
strategic plans, which are invariably outdated and forgotten.
A sustainable technology plan should address three fundamental questions: Demand: What does the business need and how will IT contribute? Control: How will business and IT balance opportunities for growth,
optimization, and risk-taking given changing demand conditions and with the appropriate investment in supply?
Supply: What capabilities will IT provide to meet demand?
City of Virginia Beach | ComIT Master Technology Plan (Appendix C) 59
5
Gartner Consulting IT Strategic Planning Approach
Business Capability Needs and IT Implications
Understand Business Demand
Strategy
Business Imperatives
IT Implications
Pro
ject
In
itia
tio
n
Exe
cuti
ve B
rie
fin
gs
Determine IT Direction
Vision
IT Imperatives
Operating Principles
Directional Guidance for IT
Determine Required Actions
IT Initiatives
Operating Model
Governance
Actions to Close Gaps
Develop Road Map
Programs
Timeline and Resources
Communication Plan
Three to Five Year Plan to Move Forward
2 3 4 5 6 1 7
Assess Capabilities
People
Process
Technology
Key IT Capability Gaps
Benchmark