proproject workshop for city staff capitol region council of governments funded by state of ct opm...
TRANSCRIPT
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PROPROJECT WORKSHOP FOR CITY STAFF
CAPITOL REGIONCOUNCIL OF GOVERNMENTSFUNDED BYSTATE OF CT OPM
December 16, 2008
By: Sheldon S. CohenICA Consulting, LLC
IT APPLICATION SHARING& DEVELOPMENT:
FINDINGS AND RECOMMENDATIONS
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RESPONDINGTO THE
PRIORITIES OF THE TOWNS
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GOAL OF THIS PHASEOF THE IT APPS PROJECT
Determine a limited set of applications which respond to the priorities of the towns and can be implemented by the end of May, 2009 in order to meet the requirements of the OPM grant and build a sustainable future for the towns.
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PROJECTCHARACTERISTICS
Participative: All 32 towns involved throughout. Full view of possible applications. Examine alternatives: COTS or development. Consultant’s intense involvement. Key, active role of the Committee. Careful preparation of RFP’s & contracts. Thorough evaluation of alternatives. Towns/Committee make well informed choices. Implementation/Execution/Long-term Success.
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WORK PLAN:PHASE I
• Coordinate closely with the Steering Committee, CRCOG & towns.
• Develop survey of potential applications.• Meet individually with all 32 towns to
promote understanding of the project and execute the survey, specifying each town’s priorities.
• Analyze surveys & prepare findings for Steering Committee.
• Committee’s findings & recommendations.• 32 towns make final decisions per
Committee’s findings & recommendations.
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STEERING COMMITTEE’S CHALLENGES
• Respond to priorities of the towns as these may vary by size, etc.
• Meet the requirements of the OPM grant—what’s doable in next 6 months and represents fiscally prudent expenditure of OPM’s $$$.
• Establish criteria for decision-making.• Weigh input per 60 applications on the survey
with others suggested during this process.• Be able to explain findings and
recommendations to the 32 towns.• Establish a basis for sustainability.
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SURVEY PRIORITIES BY TOWN POPULATION—Page 1
SMALL: 0–13,000 POP: N = 12• 1. On-line Permitting.• 2. E-mail Archiving.• 3. Remote Backup; Land Records
Integration; Recreation Registration.MID-SIZED: 13,000–30,000 POP: N = 15• 1. Disaster Recovery.• 2. Document Management.• 3. E-mail Archiving.
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SURVEY PRIORITIES BY TOWN POPULATION—Page 2
LARGE: 30,000–61,000 POP: N = 5• 1. E-mail Archiving.• 2. Document Management.• 3. CAMA/Appraisal.
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SURVEY PRIORITIES FOR ALL TOWNS WITH TOTAL
VOTES
• 1. E-Mail Archiving 20.• 2. Disaster Recovery 19.• 3. Document Management 17.5• 4. On-line Permitting 17.• 5. Remote Backup 16.• 6. Land Records Integration 16.• 7. Facility Management 13.5
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OTHER APPLICATIONSSUGGESTED BY TOWNS
32 potential applications have been suggested in addition to those on the original list of 60.================The Steering Committee has reviewed these and, following an initial screening, has used the same criteria as the 60 to
evaluate those which are serious candidates for pilot projects.
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2 CLASSESOF APPLICATIONS
1. Services-based: Involve the procurement of professional services,not software.
2. Software-based: Involve the procurement of application software.
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1. SERVICES-BASED APPLICATIONS & VOTES
1. E-Mail Archiving 20
2. Disaster Recovery 19
5. Remote Backup 16
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2. SOFTWARE-BASED APPLICATIONS & VOTES
3. Document Management 17.5
4. On-line Permitting 17
6. Land Records Integration 16
7. Facility Management 13.5
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KEY CHARCTERISTICS: SERVICE-BASED
APPLICATIONS
Several vendors. Expedited procurement. Expedited implementation. Relatively low front-end cost. Relatively short-term contractual
commitment. Need for highly specialized contract.
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KEY CHARCTERISTICS: SOFTWARE-BASED
APPLICATIONS
Relatively few vendors: < 5. Expedited procurement only by eliminating
usual detail in RFP. Challenging implementation. Relatively high front-end cost even with ASP
model, e.g., systems analysis, conversion, training.
Effective longer-term contractual commitment. Need for highly specialized contract.
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COMMON ISSUES FOR SOFTWARE AND SERVICES
Organization: Subcommittees--specific responsibilities.
Organization: Monthly/Frequent meetings of Steering Committee and subcommittees.
Organization: Subject matter experts (SME’s). Complete, formal, written, documented plan for all
tasks from procurement through implementation and support.
Establish common standards, terms and conditions (mandatory?) for all services and software.
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SPECIALISSUES
Constraints: Time & $$$. # of applications which can be done in next months. # of towns participating in the pilot for each
application. How to spend the $$$--how much for which specific
applications? Wide geographic area: Scotland=>Plainville. Population range of towns: 1,700 – 61,000. Differences in IT baseline—staffing, range and
quality of current applications, infrastructure. Sourcing: COTS or development? What else???
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CRITERIA FORDECISION-MAKING
Responsiveness to town’s priorities/services. Show results quickly. Low lifecycle cost. Increase revenue/Reduce costs. Scalability. Sustainability/Future projects. Probability of success. Amenable to shared approach. Community visibility. Buy-in from towns. Intangible benefits.
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EVALUATION OFAPPLICATIONS WITH SCORING
App Server 48On-line Permits 46Disaster Recovery 41E-Mail Archiving 39Pet Licensing 39Document Mgt 38Remote Backup 36
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SUMMARY OF2 TOP APPLICATIONS
1. App ServerServes all 32 towns quickly with low
cost and broad range of immediately useful information.
2. On-line PermitsHigh vote getter with significant,
highly visible immediate and long-term value to many towns and their customers.
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LOOKING TO THE FUTURE
The Steering Committee and towns may wish to think about which applications to put in the “parking lot.”================Those which may not be able to be implemented quickly but could have significant value to the 32 towns over the longer term.
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APPLICATIONS IN THE PARKING LOT
3. Disaster Recovery.4. E-Mail Archiving.5. Pet Licensing.6. Document Management.7. Remote Backup.
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MOVING TO PHASE II
What happens next—and how—now that the final priorities for the IT Application Sharing & Development project have been determined by the towns?
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PROCUREMENTALTERNATIVES
1. COTS: Commercial Off the Shelf. 2. Existing development by towns. 3. New development by towns. 4. New development by COTS
vendors. ========= Same RFP for all alternatives in order
to assure the same functionality.
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NO NEED TO CHOOSEONE HORSE
Make multiple awards for each application in order to maintain healthy competition among vendors.
===================No leverage if you give the house away.
Applies both to COTS andin-house development.
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WHAT THE RFPMUST DO
Present the towns’ needs accurately. Stratify vendors’ proposals, e.g., by
population range, in an easy-to-use format. Choose more than 1 vendor. Keep options open: no need to make
preemptive choices. Apply to both new development and COTS. Incorporate performance-based contracting.
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WHAT COTS & DEVELOPMENT HAVE IN COMMON
Oversight—initial and ongoing. Training—initial and ongoing. $ Costs—initial and ongoing. Maintenance/Support: timeliness & quality. Managing professional services: $$$. Need/Opportunity for BPI/OPT. Future enhancements: What, When, How
=====Committee decides.
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STAFFING
The Town Can Only Implement What It Can Staff.
The Town Can’t Implement What It Can’t Staff.
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Applications Change/Improve
Nothing
By Themselves.
===
Organizations and People
Achieve Change With Good Applications.
CHANGE
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WHAT ORGANIZATIONSNEED TO DO TO
REENGINEER SUCCESSFULLY
1. Define the organization’s identity and determine Its goals:
A. Who are you today?B. Who do you want to be in the future?C. Why?
2. Determine how best to build support for reengineering:
A. External/Political.B. Internal/Organizational.
3. Define Resources:A. Human.B. Fiscal.C. Physical.D. Informational.
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THIS IS A BUSINESSFIRST, LAST AND ALWAYS!
Realities.1. Business first: The Boeing story.2. Technology second.=====Why the RFP and performance-based contract are
critical to the immediate and long-term success of this project for the towns!!!
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Thank youTo CRCOG and the Towns for All of Your Hard Work During This Project!
ICA Consulting, LLCSheldon [email protected] 978-470-1470