King County STP Priority Projects Briefing Introduction

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King County - STP Priority Projects Briefing
Introduction

• Office of Information Resource Management (OIRM)
  
  
• Law, Safety Justice Integration (LSJ-I)
• Business Continuity Security/Privacy
• Network Infrastructure Optimization (NIO)
• eCommerce
• Performance Measurement/Cost of Technology
• Remaining 18 Strategies
• April 17, 2003

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King County - STP Priority Projects Briefing LSJ
Integration Program

• Trever Esko - Program Manager
• Norm Maleng - Business Sponsor
• Ron Sims - Executive Sponsor
• Office of Information Resource Management (OIRM)
• April 17, 2003

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Program Overview

• LSJ-I Objectives
• Reduce costs associated with data mgmt
• Improve public safety through improved info
  access
  
• Approach
• Develop business case and secure funding
• Create integrated business model and technical
  requirements
  
• Design solution, procure technology, perform
  pilot/prototype
  
• Execute iterative, business-based implementation
  projects

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Status - Current Activities

• Integration modeling
• Workflow models, data exchange models, JusticeXML
  exchange schema
  
• Proof-of-concept
• Issued middleware vendor RFI
• Selected multi-vendor team (lead by Microsoft)
  for no cost to the county proof-of-concept
  
• Deploy integration software
• Connect to subset of KC systems
• Develop a small, defined, controlled exchange
• Run it for 60 days
• All software and services at no charge

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Near-Term Plan (2003)

• Use RFI and POC to inform requirements
• Issue RFP to procure integration solution
• Deploy solution
• Perform a prototype/pilot to validate solution
• Develop implementation plan for six incremental
  sub-projects for 2004-05

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Implications for County Technology

• Opportunity to take advantage of investment by
  this large program to create Enterprise
  Integration Strategy
  
• Integration strategy will be developed and
  presented to the TMB Application and Data team
  
• Elements of that integration strategy
• Define integration requirements
• Develop an integration capability
• Outline tactical/implementation activities

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Basic Integration Requirements
Implications for County Technology

• Support business objectives
• by sharing information
• in the most simple manner possible
• Challenge
• Enterprise business objectives undefined
• Multiple ways to share information

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Information Sharing Opportunities
Implications for County Technology
Data Migration
Three exchange methods
Data Reconciliation
Composite Applications
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Simplicity
Implications for County Technology

• Point-to-point

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Integration Capability
Implications for County Technology

• Enterprise Nervous System

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Tactical Implementation
Implications for County Technology

• Agency-specific projects using the core capability

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Example LSJ-I POC
Implications for County Technology
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Conclusion

• Current activities focused on business modeling
  and technology requirements
  
• Program will procure integration solution in
  2003
  
• LSJ-I may create enterprise integration
  capability for county and is progressing with
  the broader Enterprise Integration Strategy in
  mind (handout)
• Questions?

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King County STP Priority Projects
BriefingBusiness ContinuityInformation Security
and Privacy

• Jim Keller Technology Planning Manager Program
  Manager To Be Hired
  
• David Martinez, CIO Program Sponsor
• Office of Information Resource Management (OIRM)
• April 17, 2003

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Overview

• Business Continuity
• Coordinate with Office of Emergency Management
  (OEM)
  
• Identify technology required to support critical
  business operations in an emergency or disaster
  
• Conduct a simulation exercise with OEM
• Implement incrementally

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Overview (cont.)

• Information Security Privacy
• Conduct assessment and identify critical
  deficiencies
  
• Develop information security training plan and
  conduct training
  
• Develop guidelines for roles responsibilities
• Incremental solutions to address critical
  deficiencies

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Status - Progress

• Evaluating Security Privacy RFP
• 15 proposals
• Scope of RFP
• Ethical Hacking
• Configuration Assessment Guidelines
• Security Awareness Training Program
• Develop a security organizational model for the
  county
  
• Privacy Analysis
• Privacy Awareness Training Outline
• Hiring Program Manager

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Status Progress (cont.)

• Collecting existing security and privacy
  policies, practices and procedures in preparation
  for consultant assessment in the Security
  Privacy sub teams

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Expectations from Stakeholders

• Assist as needed for Security Privacy RFP
  will coordinate through TMB Security Sub Team
  
• Help identify technology needs of critical
  business operations in an emergency or disaster
  

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Benefits to Stakeholders

• Security Privacy
• Deficiencies begin being addressed
• Security structure proposed
• Training and Awareness
• Information to support further investment
• Business Continuity
• Technologies needed in emergency identified
• Begin implementing solutions
• Information to support further investment

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Conclusion

• Questions?

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King County STP Priority Projects
BriefingNetwork Infrastructure Optimization
(NIO)
Kevin Fung Program ManagerDavid Martinez, CIO
Program Sponsor Office of Information
Resource Management (OIRM) April 17, 2003
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NIO Mission
Optimize the usage of the countys telecom
(voice), data, video, and wireless networks from
a service, operational, and financial perspective

• Identify opportunities for immediate improvement
  (Optimize current resources)
  
• Develop short-term and long-term plans for an
  efficient, manageable, and cost-effective network
  infrastructure that can support all of the
  countys voice, video, data, and wireless
  communication needs

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Anticipated Benefits

• Cost Reduction
• Reduction of recurring costs
• More bandwidth per dollar through the use of
  newer technology
  
• Improved network management and more efficient
  use of network staff
  
• Reduced dependence on vendors (leverage county
  assets)
  
• Ability to accommodate (or adapt to) future needs
  (unrestricted by limited-function equipment)
  
• Improved scalability, versatility, reliability,
  and security
  
• Better level of service to the departments

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The Current Situation

• Individual agencies are operating separately with
  no county standards
  
• Separate network infrastructures for voice and
  data -- the telecom network, KCWAN, and I-Net are
  separate entities that are individually managed
  
• Multiple (network-related) service contracts
• Various studies have been performed on the
  networks individually, but not as a whole

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The Vision

• Common Standards for All Agencies
• Standardized equipment (where possible)
• Standardized purchasing, accounting and
  charge-back methodology
  
• Networking standards (voice, data, video,
  wireless transport) that are consistent with the
  countys long-term strategy
  
• Standardized Operations, Management, and
  Maintenance
  
• An optimized network infrastructure that
• Supports all of the countys voice, video, data,
  and wireless communication needs
  
• Is consistent with agency business needs

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Tactical and Strategic

• Tactical
• Examination of our current networks and
  associated business practices to identify and
  implement the quick fixes
  
• Strategic
• Creation of the short-term and long-term visions
  for an optimized network infrastructure
  
• Build the business case and roadmap for making
  these visions a reality

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The NIO Business Objectives

• Phase I -- Assessment and Evaluation
• Examination of contracts, business practices, and
  the potential to leverage I-Net resources
  
• Identification and implementation of immediate
  cost saving opportunities
  
• High-level integrated IP network conceptual
  design
  
• Quantified business case analysis and
  development
  
• Long-term network communications bus. and tech
  model
  
• Technology pilots (e.g. Video Conferencing)

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The NIO Business Objectives (cont.)

• Phase II -- Roadmap Development
• Planning, design, and schedule for consolidating
  existing voice, data, and video networks
  
• Phase III Quantifiable Business Case
• Alternatives and recommendation for optimized
  network infrastructure including an
  implementation schedule and justifiable cost

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Program Focus Areas

• Existing contracts
• Operations model
• Policies, guidelines, and directives
• Inventory and asset management
• Billing and charge-back model
• Communications service model
• Short and long-term visions for the Network
  Infrastructure

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The NIO Program Team

• NIO Plan and Design Project Manager
• Data Network Architect and ITS Lead Coordinator
• Consultants
• Hired on an as-needed basis
• Provide subject matter expertise
• Technical expertise
• Government/business expertise
• Other Team Members, as needs are identified

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Conclusion

• Questions?

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King County - STP Priority Projects
BriefingeCommerce Pilot Program

• Sharon Glein Program Manager
• Sheryl Whitney Program Sponsor
• Office of Information Resource Management (OIRM)
• April 17, 2003

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eCommerce Pilot Program Objectives

• Develop standard eCommerce payment utility
• Develop and operate pilot applications in order
  to validate payment utility
  
• Experiment with integrating pilot applications
  and existing systems
  
• Develop eCommerce policies, standards, and
  guidelines

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Accomplishments

• Developed eCommerce architecture
• Built the payment utility and administrative web
  site
  
• Begun work on the pilot applications
• Completed design for Pet Licenses Online web site
  and Licensing database lookup
  
• Completed business requirements for property tax
  pilot and for payment of Superior Court filing
  fees

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Stakeholder Expectations

• Pilot project teams committed support
• ITS network, security, and infrastructure staff
  committed support
  
• Finance to develop and implement eCommerce
  policies
  
• BMC Privacy subteam 2003 priority to modify
  existing Internet privacy notice
  
• Pilot agencies to incorporate business process
  changes for online services

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Pilot Program Impact

• Agencies will
• Have a standard way to do eCommerce
• Need to adhere to eCommerce policies and
  standards
  
• Pilot program will provide
• Developers Guide
• Lessons learned
• Business case template
• Marketing plan template

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eCommerce Architecture Overview
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Payment Utility Web Site Offline Demo
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Conclusion

• Questions?

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King County STP Priority Projects Briefing
Performance MeasurementCost of Technology

• Dana Spencer Program Manager
• Jim Keller Presenter
• David Martinez, CIO Program Sponsor
• Office of Information Resource Management (OIRM)
• April 17, 2003

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Overview

• Cost of Technology
• Develop model templates for data collection
  guidelines
  
• Measuring the Value of Technology Investments
• Develop model templates for investment requests
  guidelines
  
• Define Develop Standard Report Formats
  Criteria
  
• Used to report countywide performance for
  enterprise systems and systems that support
  essential services

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Status Methods Put in Place

• New technology accounts added to ARMS IBIS
  financial systems to facilitate collecting costs
  correctly
  
• Form IT implemented in budget process calling out
  strategic alignment and benefits
  
• Annual Technology Business Plan implemented with
  outcomes identified

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Status Methods Put in Place (cont.)

• Measurement phase implemented in Project Review
  Board process
  
• Annual Technology Report developed with annual
  project status
  
• Research on measurement practices

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Expectations from Stakeholders

• Continue to support the Project Review Board
  process, especially
  
• Business Case
• Value Measurement
• Continue support of the annual technology
  investment process
  
• Technology Plans
• Form IT
• Technology Business Plan
• Annual Technology Report

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Benefits to Stakeholders

• The value of technology investments will become
  known and trusted
  
• Awareness and appreciation of the costs and value
  of technology investments
  
• Methods to measure successes and track investment
  outcomes
  

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Conclusion

• Questions?

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King County STP Priority Projects Briefing 18
Strategies

• Jim Keller Technology Planning Manager
• David Martinez, CIO Program Sponsor
• Office of Information Resource Management (OIRM)
• April 17, 2003

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Overview

• 18 Strategies were prioritized together as the
  6th priority of the Strategic Advisory Council
  
• Approach
• Address as part of the technology governance
  agenda and develop plans to address the highest
  priorities first
  
• Incremental implementations as the resources are
  made available

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Overview (cont.)
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Top Priority Strategies
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High Priority Strategies
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Medium Priority Strategies
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Low Priority Strategies
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Status

• 2 Partially Funded
• Enterprise Applications - 450,000 for Vision,
  Goals, Quantifiable Business Case
  
• Performance Measurement Total IT Cost -
  100,000
  
• Estimates Priorities Reviewed by Business
  Management Council Technology Management Board
  March 2003
  
• Estimates Priorities Presented to Strategic
  Advisory Council - April 16, 2003
  
• Priority Investments to be submitted in 2004
  budget

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Expectations from Stakeholders

• Help find resources to address the 18 strategies
• Participate and promote use of standard
  methodologies, guidelines, and templates as they
  become available

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Benefits to Stakeholders

• Standards developed and agreed upon making
  countywide sharing and implementations easier
  
• Methodologies, guidelines, and templates
  available - speeding technology solutions to
  business problems

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Conclusion

• Questions?

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STP Priority Project Briefing Wrap Up

• Project Management Office
• Manager, Gary Lemenager x3-4811
• Project Assistant, Lynn Mazer x3-4887
• Communications Plan
• Quarterly Newsletter
• Intranet OIRM, Projects