INFORMATION TECHNOLOGY

1
Information Technology
INFORMATION TECHNOLOGY Fundamentals and
Foundations for Court Leaders
Date(s) Educational Program or
Sponsor Faculty 1.5 Hour Toolbox
2
Information Technology
Agenda

• Purposes and Context
• Governance Leadership and Vision
• 3. Infrastructure Court Services and
  Applications
• 4. Projects

3
IT Purposes and Context
1

• Information Technology Fundamentals
• PURPOSES AND CONTEXT

4
IT Purposes and Context
1

• Information technology is a tool, not an end
  unto itself.
• Information Technology Curriculum Guidelines
• National Association for Court Management

5
IT Purposes and Context
1

• Information technology must honor due process
  and equal protection, independence and
  impartiality, and the roles that courts and other
  organizations in the justice system properly
  play.
• Information Technology Curriculum Guidelines
• National Association for Court Management

6
Purposes of Courts
IT Purposes and Context
1

• Produce individual justice in individual cases
• Give the appearance of individual justice in
  individual cases
• Provide a forum for the resolution of legal
  disputes
• Protect individuals from the arbitrary use of
  government power
• Create a formal record of legal status
• Deter criminal behavior
• Rehabilitate persons convicted of crime and
• Separate some convicted people from society.
• Ernie Friesen

7
IT and Purposes
IT Purposes and Context
1
8
Information Technology Outcome Measures
IT Purposes and Context
1

1. Improved processes and productivity
2. Improved knowledge of the organization
3. Increased communication
4. Timeliness
5. Integrity and accuracy and
6. Dynamic and personal access.

9
Matching Court Purposes and Technology
IT Purposes and Context
1

1. Improved processes and productivity
2. Increased communication
3. Timeliness
4. Integrity and accuracy and
5. Dynamic and personal access.

Produce individual justice
10
Information Technology Data Measures
IT Purposes and Context
1

• Integrity and accuracy
• Security
• Privacy
• Ubiquity and access
• a. Speed
• b. Scaleability
• c. Standardization

11
Technology Acceleration
IT Purposes and Context
1
1623 First Mechanical Calculator
1823 First Programmable Mechanical Calculator
Babbages Difference Engine
1853 First Mechanical Computer
Scheutz Difference Engine
1890 US Census Bureau
Hollerith Punch Card Computer
1911 IBM Founded
Hollerith merges with competitor
1937 First Electronic Calculator
Mechanical Era
1940
1930
1900
1600
1800
132 mill.
123 mill.
76 mill.
Est. 50,000
5 mill.
12
Technology Acceleration
IT Purposes and Context
1
1991 World-Wide Web
E-Filing
1984 EDI 1992 E-Commerce
CD/Subscription Legal Resources
1992 Public Internet
Video Conferencing
1950s Digital Imaging (documents)
1971 Email 1992 Public Email
Thin Client
Web based
1984 Distributed Computing
Client Server Applications
1943 Legacy Systems (mainframe computers)
2000
1980
1970
1960
1950
1990
284 mill.
281 mill.
249 mill.
227 mill.
203 mill.
151 mill.
13
Exercise 1
IT Purposes and Context
1

• Matching the Purposes of Courts with information
  technology outcome and data measures

• Use handout
• Take about 5 minutes
• Group discussion

14
IT Governance Leadership, Vision and Strategic
Planning
2

• Information Technology Fundamentals
• GOVERNANCE LEADERSHIP, VISION and STRATEGIC
  PLANNING

15
Information Technology Foundation
IT Governance Leadership, Vision and Strategic
Planning
2

Services Applications Data, Business
Infrastructure Hardware, Systems, Software
IT Governance Policy, Standards,
Funding, Architecture, Organization
Adapted by Permission of Gartner, Inc.
16
IT Governance Leadership, Vision and Strategic
Planning
2

• Leadership is the energy behind every court
  system and court accomplishment.
• Leadership Curriculum Guidelines
• National Association for Court Management

17
IT Governance Leadership, Vision and Strategic
Planning
2

• Leaders think about, create, and inspire others
  to act upon dreams, missions, strategic intent,
  and purpose.
• Leadership Curriculum Guidelines
• National Association for Court Management

18
IT Leadership Principles
IT Governance Leadership, Vision and Strategic
Planning
2

• The Courts mission and service must drive
  technology decisions and priorities
• Technology is not self-justifying
• Organizational change is the key to advancing
  technology
• Court leaders must understand technology and what
  it can do for them
• Technologists must understand court processes
• The end users must be involved in planning and
  development.

19
What I Know That Aint So
IT Governance Leadership, Vision and Strategic
Planning
2
Then Now
Technology will make the Courts more efficient Changing work processes makes the Courts more efficient
Court uniqueness National standards based on similarity
Separate is essential Linked is essential
Mainframes, PCs Distributed, tiered applications
Waterfall development Spiral development
20
What is Process Reengineering?
IT Governance Leadership, Vision and Strategic
Planning
2

• A discipline that assumes courts must
• Change processes to leverage the potential of
  technology
• Use technology to drive changes in processes and
• Develop measurements and controls for feedback
  and continuous improvement.
• Process Improvement is reengineering lite, or
  incremental change, usually defined by
  simplification and streamlining of court work
  processes. It is easier to promote in
  conservative and horizontal organizations.

21
Process Reengineering Principles
IT Governance Leadership, Vision and Strategic
Planning
2

• Change will not happen without leadership and
  champions
• Change for the sake of change is pointless and
  dispiriting.
• Dont oversell the benefits
• Power users are your best advocates. They know
  the processes, applications, and pitfalls. They
  will not get on your side unless they believe in
  the change and
• Pilot projects always help promote change and
  discover what we do not know.
• See IT Projects, Section 5, for a step by step
  approach to process reengineering and improvement.

22
IT Governance
IT Governance Leadership, Vision and Strategic
Planning
2

• Policies
• Organization
• Standards
• Funding
• Architecture
• Systems
• Someone, somewhere is making decisions about
  these issues for your court or court organization.

23
IT Trial Court Meta Governance Models
IT Governance Leadership, Vision and Strategic
Planning
2

• State Centralized
• State/Local Distributed
• Local Centralized
• Local Distributed

24
Local Distributed
IT Governance Leadership, Vision and Strategic
Planning
2

• State Capitol (AOC)
• Enterprise Integration
• Judicial Support Systems

• Small-Medium County USA
• County Government
• Enterprise Integration
• Infrastructure and Networks
• Hardware and Software
• Office Automation
• Audio and Video
• Email

• Trial Court
• Case Management System
• Judicial Support Systems
• Public Access Technologies

TX, GA, OH
25
Idealized IT Leadership Structure
IT Governance Leadership, Vision and Strategic
Planning
2
Stakeholders Policy and Standards Co-Chairs IT
and Court Leader Funding Authority
Architecture Committee Stakeholders and IT
Representatives
Budget Committee Stakeholders, Inter-Agency
Communities of Interest
Core Mission Case Management Management
Information E-Filing Document Mgmt.
Public Access Web E-Records E-Commerce IVR
Shared Services Operating Systems Library
Tools Email Wireless
Enterprise Criminal Justice Finance Human
Resources
26
IT Strategic Planning
IT Governance Leadership, Vision and Strategic
Planning
2

Services Applications Data, Business
Planning
Implementation
Infrastructure Hardware, Systems, Software
IT Governance Policy, Standards,
Funding, Architecture, Organization
Adapted by Permission of Gartner, Inc.
27
IT Long Range PlanningWaterfall Development
(older approach)
IT Governance Leadership, Vision and Strategic
Planning
2
Establish Infrastructure/ Software Platform
Development Approach
Identify, Match and Prioritize Court Services to
Needed Automation
Build and Test
28
IT Long Range PlanningSpiral Development (newer
approach)
IT Governance Leadership, Vision and Strategic
Planning
2
29
Life Cycle ManagementFeasible lifespan of
systems and infrastructure
IT Governance Leadership, Vision and Strategic
Planning
2

• NEW Provision of connectivity, peripherals and
  support systems ideally state of the art.
• USED or DATED Maintenance, updates, revisions
  and needed changes. Includes software licensing,
  new security features, increased connectivity and
  data exchange, software revisions and patches
• OBSOLETE Cyclical replacement of old hardware
  and infrastructure, strategic replacement of
  systems and applications

30
Disaster Recovery, Redundancy and Contingency
Planning
IT Governance Leadership, Vision and Strategic
Planning
2

• As dependency on technology grows, user tolerance
  for failure decreases.

• Weigh Risk and Cost
• Be careful of what you ask for, you may pay for
  it.
• Do it Early
• Disaster and recovery plans may influence your
  strategic, infrastructure and systems choices.
• Think in terms of Manageable Pieces
• How much failure can the organization tolerate.
  One size may not fit all

31
IT Infrastructure, Court Services and Applications
3

• Information Technology Fundamentals
• INFRASTRUCTURE, COURT SERVICES AND APPLICATIONS

32
IT Infrastructure, Court Services and Applications
3

Services Applications Data, Business
Drivers
Infrastructure Hardware, Systems, Software
Backbone
IT Governance Policy, Standards,
Funding, Architecture, Organization
Adapted by Permission of Gartner, Inc.
33
Network Questions
IT Infrastructure, Court Services and Applications
3

• Cant I just trust my IT professionals?
• The State handles everything, why do I need to
  know this?
• The County IT department seems to make all
  network decisions, they fund IT anyway. Why do I
  need to know this?
• Do I care if we seem to be all Microsoft, all the
  time?

34
3
IT Infrastructure, Court Services and Applications
Information Technology Architectures No
architecture is mutually exclusive, many overlap.

• Legacy (mainframe)
• Stand Alone
• Client Server (2 and 3-tiers)
• Data Warehouse Systems
• Mediated Systems
• Internet/Intranet Architectures
• Web Services
• Service Oriented Architecture (n-tier)

35
3
IT Infrastructure, Court Services and Applications
Service Oriented Architecture

• Cultural Shift to thinking about technologies as
  tools to provide services to users and the
  public
• Introduction of the term channel, ways that
  users access information
• Enterprise response to users and the public drove
  a rethinking about horizontal vs. vertical
  (silos) information, distributed computing,
  shared services, and integrated systems
• Synthesis of many architectures.

36
3
IT Infrastructure, Court Services and Applications
Conceptual Court Service Architecture
37
3
IT Infrastructure, Court Services and Applications
Court Services and Applications
38
3
IT Infrastructure, Court Services and Applications
Core Mission
Critical to the Courts primary function to
process cases from filing through to disposition
and enforcement of orders.

• Case management
• Jury management
• E-Filing
• Electronic document management (EDM)

39
3
IT Infrastructure, Court Services and Applications
Case Management, Mission Critical
MODEL TRAFFIC FLOW CHART Washington County, MD
40
3
IT Infrastructure, Court Services and Applications
Case Management Systems
Any system that records and tracks court cases
electronically. Generally, they are subdivided
by casetypes

• Casetypes
• Appellate, criminal, civil, domestic relations,
  juvenile, traffic, probate and specialized courts
  (drug, community)
• Architectures
• Include legacy, stand alone, client server,
  Internet/intranet, and service oriented
  architectures
• Enterprise Links
• Many systems have been linked with enterprise
  architectures, such as criminal justice
  information systems, that include data warehouses
  and mediated systems.

41
3
IT Infrastructure, Court Services and Applications
Public Access Technologies

• Website portals
• Electronic access to court records (Internet and
  public access workstations)
• E-commerce
• Interactive voice response (IVR) and database
  applications

42
3
IT Infrastructure, Court Services and Applications
Popular E-Government Model A channel is an
electronic mechanism to access government or
conduct government business. Are channels key to
the courts mission?
Gartner, Inc.
43
3
IT Infrastructure, Court Services and Applications
Website Portal Example
1 Click to Search Cases
Site Index
1 Click to Pay Fines
Large Menu 3 Clicks Max.
News and Community
http//www.judiciary.state.nj.us/
44
3
IT Infrastructure, Court Services and Applications
Enterprise Applications
Cross-jurisdictional, linked applications that
build on Shared Services. Enterprise systems are
architectures that link previously separate
systems, allowing data exchange.

• Criminal justice information systems (CJIS)
• Problem solving court systems
• Child support systems
• Finance and accounting
• Procurement and inventory
• Human resources

45
3
IT Infrastructure, Court Services and Applications
CJIS and Problem Solving Systems
Mediated Approach
Prosecutor
Sheriff
Police Booking
XML Middleware
Treatment Providers
Federal and State Criminal History
Probation and Pretrial
Court Case Management System
46
3
IT Infrastructure, Court Services and Applications

• Shared Services
• Services that are provided to more than one
  department through a single service provider
  (internal or external)

• Departments can work together in Communities of
  Interest to identify needs and requirements, and
  determine technological solutions
• Common data and tool sets
• Help desk operations
• Improved quality and control
• Better management of public and staff data and
  data exchange/retrieval

47
3
IT Infrastructure, Court Services and Applications
Shared Services

• Identities
• Operating systems
• Office automation systems
• Email
• Judicial support and bench book applications
• Geographic information systems (GIS)
• Customer service customer resource management
  (CRM)
• Application Security

48
3
IT Infrastructure, Court Services and Applications
On-Line Self Help Center
Legal Help
Family
Small Claims
PFA
Traffic
Seniors
Languages
http//www.courtinfo.ca.gov/selfhelp/
49
3
IT Infrastructure, Court Services and Applications
Audio and Video Primarily technologies used in
the courtroom, although increasingly in basic
office tasks

• Video conferencing
• Audio and video recording
• Evidence presentation
• Assistive listening technologies

50
3
IT Infrastructure, Court Services and Applications
Basic Courtroom Audio Video Setup
Screen
Monitors
Jury
Evidence
Cameras
51
IT Projects
4

• Information Technology Fundamentals
• PROJECTS

52
ProjectsStrategic Principles
IT Projects
4
Plan for Versions/ Releases, not the Big Bang
Spiral Approach Plan, Build, Test, Rollout,
Fix..Repeat
1
4
Pilot New Projects With a High Performance Group
Constant Development, Migration, Rollout
2
5
6 Month Development Increments
Budget Hardware, Software Replacement
3
6
53
Project FailureDoes It Need to Be A Nightmare?
IT Projects
4

• Project Resolution 2000

Data from Extreme Chaos, The Standish Group
International, Inc. 2001
54
Project ManagementSystem Lifecycle
IT Projects
4

1. Leadership Initiation and Funding Sources
2. Feasibility, Alternatives Analysis
3. Functional Requirements and Conversion Analysis
4. System Design and Specifications
5. Procurement
6. BUILD Development
7. Testing
8. Training
9. User Acceptance
10. ROLLOUT
11. System and Performance Review

55
Project ManagementRisk Management Checklist
IT Projects
4

• Independent verification and validation
• User review, testing, acceptance and training
• Performance based contracts and specifications
• Court ownership of CODE (major systems)
• Written PLANS for
• Security
• Systems Integration
• Data Migration
• Operations/Maintenance
• Downtime Contingencies
• Disaster Recovery

56
Project ManagementThe Team Contracted Developer
IT Projects
4
Vendor Project Director 4x per project
Stakeholders 4x per project
COURT
Court Project Manager Daily
Vendor Project Manager Daily
DEVELOPER
Senior Developer Biweekly
COIs Power User Group Biweekly
Senior Analyst Biweekly
IT Analysts Daily and Biweekly
Programmers Biweekly
57
Project ManagementIn-House Team
IT Projects
4
Independent Industry Analyst/Consultant Biweekly
(luxury)
Stakeholders 4x per project
IT Director 4x per project
Senior Developer Project Manager Daily
Court Project Manager Daily
COURT
Senior Analysts Biweekly
COIs Power User Group Biweekly
Programmers Biweekly
58
IT Projects
4
Discussion and Feedback