how orange county public schools is rebuilding & using governance to manage its technology...
TRANSCRIPT
HOW ORANGE COUNTY PUBLIC SCHOOLS IS REBUILDING & USING
GOVERNANCE TO MANAGE ITS TECHNOLOGY PORTFOLIO
IT Governance
CGCS FALL CONFERENCEOCTOBER 2011
TIMOTHY MARSHALLCHIEF INFORMATION OFFICER
The Organization
Strategic
Tactical
Transactional
The Organization
Strategic
Tactical Transactional
Gartner on Governance
Gartner defines ITG as: "The processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals." This definition contains certain key concepts:
ITG is composed of processes with the inputs, outputs, roles and responsibilities that are inherent in a process definition.
The role of ITG "ensures," as opposed to "executes.“
The goal of ITG is defined as a business goal, not just IT-related.
Key performance measures, identified as effectiveness and efficiency, together represent business value.
ITG processes often have a role in controlling the "creative tension" built into every organization by balancing trade-offs, building agreement and resolving conflicting priorities.
ITG can act as a stabilizing force to smooth the process of execution and act as a constant to help organizations endure disruptive organizational change.
~Defining IT Governance: IT Governance Demand & Supply Model,
Publication Date: 16 October 2006
Governance: OCPS Condition
Governance framework lacked strategy.Far more projects expected than IT could
deliver.Projects without clear ROI to the mission.Those who had funding, ate like kings, and
those who didn’t, starved…IT was blamed for both IT and non-IT issues.Ownership was unclear.Systems changes were made informally.“Total cost” of IT projects was not
documented.
Governance: Intended Outcome
Priorities – Align planning to strategic goalsEquity – Ensure financial balance among
divisionsDemand & Supply – Only take on load that
can be executed effectively.Cost of Doing Business – Transparently show
total cost of implementation.ROI - Link total cost to the value to the district.Accountability – Provider and customer are
linked for mutual accountability and success.Controls – Nothing gets done without
approval.
Governance: The Governance Pyramid
ITGBoard
Projects
Strategic Level• Focus: OCPS-wide strategic goals & plans• Role: Prioritize + Provide ultimate accountability• Activities: Make portfolio decisions & “Draw the line” Tactical Level
• Focus: Impacted units & Cross-Functional processes• Role: Provide sponsorship + Execution oversight• Activities: Prioritize, Track & Resolve escalationsTransactional
Level• Focus: Daily activities of initiatives
• Role: Deliver projects• Activities: Technical + process work to deliver project objectives & outcomes
ExecutiveSteering Teams
OCPS-Wide Portfolio
Governance: Strategic
The OCPS IT Governance Board: “the Strategic Level”
Focus: OCPS-wide view of the strategic goals & plans for the District and considers how IT initiatives and resources can best be applied to realizing those goals.
Role: Primary decision-making body for the prioritization of IT-related initiatives and budget, accountability for making these decisions and following through on their execution.
Activities: Decisions about which initiatives will be placed into the portfolio and will compete for funding and resources.
Governance: Tactical
Executive Steering Teams: “the Tactical Level”
Focus: EST’s represent the organizational units most impacted by a given initiative and account for the cross-functional coordination
Role: EST’s and their individual members (Chiefs) provide sponsorship and execution oversight as an initiative is defined, considered, approved, delivered and verified to have met business needs.
Activities: EST’s track the progress of initiatives and resolve issues and risks as they are escalated for their consideration.
Governance: Executive Steering Teams
Business Operations: All SAP and other business applications for operations, Finance, Facilities and Human Resources.
Curriculum & Instruction: All SIS and other instructional systems.
Integration & Enablement: Technology infrastructure and applications to support daily operations and the IT portfolio.
Governance: Transactional
IT-Related Projects: “the Transactional Level”
Focus: IT Project Teams perform the daily activities of initiatives as they are executed.
Roles: IT Project Team roles cover the range of technical skills and business representation needed to account for functional requirements and technical activities that will be applied to deliver the expected outcomes of the initiative.
Activities: IT Project Teams execute the technical work and the business-related work needed to realize IT project objectives & outcomes.
Governance: Effective Mgt. Through Governance
Business Need
BusinessCase
ProjectCharter
ProjectPlan
QuantifiableBusiness Results
ITGBoard
Projects
…is documentedas a
…are committedto in a written
…that’s made executable as a
…whichdelivers
It starts with a…
ExecutiveSteering Teams
OCPS-Wide Portfolio
Portfolio& Budget …which is
converted to a written
Portfolio: How a Projects Gets Life
Business Case: Demonstrates the need and the outcome in terms of return-on-investment (ROI).
Spend Analysis: Cash flow for the length of the project through the first year of maintenance.
Resource Estimate: Who is in the project and allocate their time for it. It recognizes you may have the money, but not the “bandwidth”.
Timeline: Implementation timeline reasonable to schools.
Ranking: Ranked according to priority and viability.
Portfolio: How Projects Get Prioritized
• Fit to OCPS Strategic Goals• Custom vs Standard Best
Practices• # of Internal/External
Stakeholders• ROI Potential• Technical Complexity/Stability• Self-Sufficiency/OCPS
Capability• Organizational Change Impact• Fit to the IT Strategic Plan• Time/Resource Investment
Required• Scope of Positive Process
Impact
Portfolio: PrioritizationFY2011 Potential
Initiatives* BPS/BPO EST Ranking H/M/L Notes:
SSN Usage Kelly Prough/Tisha Rumph
Carol Kindt 92 Compliance Cost neutral
SRM Michelle / Kay Syed Michael Eugene 136 H
eRecruiting Stabilization & Modernization
Kelly Prough/Tisha Rumph
Carol Kindt 128 H
Fleet Management Basilio Reyes/ Randy Wheeler
Michael Eugene 127 H
ACR Patrick Smith/Dale Kelly Rick Collins 125 H Research / recommend how to Include data archiving. Phases?
Accident & Incident District Solution
Michelle/Basilio/Mary Alford/Kelly ProughGroup of BPOs
122 M Cost neutral; work into scheduled based on capacity. Lower priority.
New OCPS Michelle Gonzalez / Arby Creach
Michael Eugene/Carol Kindt
120 M Cost neutral; work into scheduled based on capacity. Lower priority.
Travel Management ACH Jermaine / Margo Marten Rick Collins 118 M
Travel Management ESS Jermaine / Margo Marten Rick Collins 88 L
SAP Data Slice for Training Tom McNabb/Hermes Mendez
Roland Moore 120 Goes to I&E Portfolio;Include Data Slice for Instructional Training
Adobe Forms Jermaine / Margo Marten Rick Collins 126 Goes to I&E Portfolio
Portfolio: Spend Analysis (Cash Flow)
FY10 FY11 FY12 FY13 Total OngoingItem
Software 2,287,000 412,272 412,272 412,272 3,523,816 412,272Hardware
Servers 65,000 65,000 12,000Data Storage 60,000 60,000 12,000VM Servers 80,000 80,000 20,000
Consulting Campus Management 2,430,314 1,338,440 3,768,754 Staff Aug - ICTS 60,000 80,000 80,000 80,000 300,000 80,000PI Consulting 210,000 90,000 300,000 SRS Component - Ciber 200,000 200,000
Travel 289,917 161,500 451,417 PM 113,220 75,480 188,700 OCM Licenses
MS SQL 150,000 150,000 300,000 50,000Windows Server 12,000 12,000 24,000 4,000
Training Positions
DBA 90,000 90,000 90,000 90,000 360,000 90,000Application Analyst III 100,000 100,000 100,000 100,000 400,000 100,000Application Analyst II 78,000 78,000 78,000 78,000 312,000 78,000Systems Engineer III 90,000 90,000 90,000 90,000 360,000 90,000
Contingency 180,000 180,000 180,000 Helpdesk
Total 6,495,451 2,695,267 850,272 1,012,272 10,873,687 948,272
Portfolio Budget: Spend Analysis
OneSpend
Analysisper
Initiative
TechProject SA.xlsTechProject SA.xls
BizProject SA.xls
BizProject SA.xls
C&I ProjectSA.xls
C&I ProjectSA.xls
OnePortfolio Budget
for allOCPS IT
Initiatives
OCPS Portfolio Budget
OCPS Portfolio Budget
OneConsolidated Spend
Analysis Per
Executive Steering TeamBusine
ss CSA.xls
Business
CSA.xlsI & E
CSA.xlsI & E
CSA.xlsC & I
CSA.xlsC & I
CSA.xls
Enterprise-Wide Portfolio
Portfolio: Budget
Portfolio: Staff Resource EstimatesName Role FY2012 Labor Hours
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunMichael Eugene Chief 1 1 1 1 1 1 1 1 1 1 1 1Barbara jenkins Chief 1 1 1 1 1 1 1 1 1 1 1 1Kathy Palmer Chief 1 1 1 1 1 1 1 1 1 1 1 1John Chamberlain Chief 1 1 1 1 1 1 1 1 1 1 1 1Carol Kindt Chief 1 1 1 1 1 1 1 1 1 1 1 1Tim Marshall Chief 1 1 1 1 1 1 1 1 1 1 1 1Pat Hafer-Plunkett BPO 4 4 4 4 4 4 4 4 4 4 4 4Tanya Godley BPO 4 4 4 4 4 4 4 4 4 4 4 4Lindsay Bowlin SME 8 8 8 8 8 8 8 8 8 8 8 8Debbie Lucas BPO 4 4 4 4 4 4 4 4 4 4 4 4Pam Carson BPO 4 4 4 4 4 4 4 4 4 4 4 4Letty Lohman SME 16 16 16 16 16 16 16 16 16 16 16 16Charlie Boston SME 16 16 16 16 16 16 16 16 16 16 16 16Linda Krapp SME 16 16 16 16 16 16 16 16 16 16 16 16Patrick Smith BPS 100 100 100 100 100 100 100 100 100 100 100 100Ron Pilgrim SME 4 4 4 4 4 4 4 4 4 4 4 4Cindy King BPS 100 100 100 100 100 100 100 100 100 100 100 100Sany Obrien BPS 100 100 100 100 100 100 100 100 100 100 100 100Kelly Prough BPS 100 100 100 100 100 100 100 100 100 100 100 100Cirene powell ICTS-Security Analyst 20 20 20 20 20 20 20 20 20 20 20 20Amy Abner ICTS-Developer/Engineer 20 20 20 20 20 20 20 20 20 20 20 20Tom McNabb ICTS-Administrator 10 10 10 10 10 10 10 10 10 10 10 10CJ Harris ICTS-Administrator 10 10 10 10 10 10 10 10 10 10 10 10John Dibble ICTS-Administrator 10 10 10 10 10 10 10 10 10 10 10 10Cindy Scott ICTS-Developer/Engineer 10 10 10 10 10 10 10 10 10 10 10 10Development ICTS-Developer/Engineer 80 80 80 80 80 80 80 80 80 80 80 80Hermes Mendez ICTS-Administrator 4 4 4 4 4 4 4 4 4 4 4 4
Portfolio: Timelines
The FY12 OCPS Portfolio
InstructionIMSCertifySRSPeerCharter/ADTesting
BusinessFleetSRM Ph IIInternal
AccountsAccident/
IncidentESS/MSSTIFF
Reporting
EnablementIDMFormsDocument
ImagingTelephonyQAPM/OCMDevelopmentTrainingERATEInfrastructure
Governance: The Governance Pyramid
ITGBoard
Projects
Strategic Level• Focus: OCPS-wide strategic goals & plans• Role: Prioritize + Provide ultimate accountability• Activities: Make portfolio decisions & “Draw the line” Tactical Level
• Focus: Impacted units & Cross-Functional processes• Role: Provide sponsorship + Execution oversight• Activities: Prioritize, Track & Resolve escalationsTransactional
Level• Focus: Daily activities of initiatives
• Role: Deliver projects• Activities: Technical + process work to deliver project objectives & outcomes
ExecutiveSteering Teams
OCPS-Wide Portfolio
Governance: Project Level
Project Governance•Roles:
•Business Process Owner•Project Manager•Business Process Specialist
•Internal Project Mgt.
•Delegated Vs. Approved
•New Development & Changes Approved
•Dashboard Status
Projects
OCPS-Wide Portfolio
