GTA Update

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GTA Update
CIO CouncilMarch 17, 2008
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RFQC Issued 10 Days Early

• Early completion shows teams focus and
  dedication
• RFQC requested proposals for two streams
• Infrastructure data centers, mainframes,
  servers, PCs, laptops
• Managed network services states wide area
  network
• Qualifying service providers to be announced by
  April 7
• Only qualifying vendors can respond to upcoming
  RFPs

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Looking Ahead

• Release RFPs April 2008
• Sign contracts with External Service Providers
  October 2008
• Transition services November 2008 March 2009
• TRANSFORMATION November 2008 onward

This is transformational change
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Transformation Will Affect All Agencies

• If you are not involved now, an agency with
  similar requirements is involved
• Many processes will change
• Enterprise agencies working with GTA to ensure
  success
• Office of Planning and Budget
• Administrative Services
• State Personnel Administration

• Procurement
• Billing
• Budgeting

• Planning
• Asset management

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The New GTA

• Business model that reflects an outsourced
  infrastructure
• Do less, manage more
• Must lead the institutionalization of
  transformation and change
• Governance plays a large role
• Vision, mission and values must reflect the
  Governors priorities and the spirit of the New
  Georgia

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GTAs Business Model
Services for Georgians
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Service Management Organization (SMO)

• CIO Council
• March 17, 2008

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Roadmap for Briefing

• Two things going on at GTA
• GTA Restructure
• Building the Service Management Organization
• Introducing the Service Management Organization
• What is an Service Management Organization (SMO)?
• Why do we need an SMO
• An SMO for GTA
• What does the SMO look like?
• How has the SMO been designed?
• How do the SMO functions relate to the best
  practice model

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Whats different About GTA?
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Model
CIO
Operations Officer
Technology Officer
Enterprise Technology Planning
Administrative Officer
Information Security Officer
Marketing Officer
SMO

• Thin Corporate Layer
• Enterprise Relationships
• Robust Operating Layer (COO)
• Coordinate the delivery of services to agencies

ESP 1
ESP 2
Etc
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Operational Component of GTA transforms into a
Service Management Organization
What Happens to Operations?
CIO
Operations Officer COO

Vendor Management
Administrative Services
Retained Services
Client Relationship
Product Services
Enterprise Service Solutions
Enterprise Disaster Recovery
To manage the relationship between GTA and
infrastructure providers to ensure business
receives quality, cost effective, reliable and
scaleable infrastructure services
Enterprise Solutions To leverage the best
practice technologies and processes from the
infrastructure service providers to drive change
in enterprise functions
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What is an SMO ?
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Why do we need an SMO?
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How are we formalizing the SMO?
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What does an SMO look like ?
GTA Customers
SMO
External Service Providers
Functional View into the processes of the SMO
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SMO Components
SMO Criteria

• Drivers
• Objectives
• Principles
• Critical Success Factors
• Metrics

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Defining the SMO - Criteria
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TPI SMO Design Methodology
What is the mandate of the SMO function?
How should the SMO be funded and how should it
recover its costs?

• Current Activities
• Initial Draft Charter
• Team working first 6 of Top 10 Processes

What governance bodies will be required to ratify
decisions and resolve escalated issues?
Charter
What are the key processes that the SMO executes
in order to exercise its mandate?
Process
Governance

Based on the organizational construct, what job
roles are required to execute the processes?
People Skills
Relationships
How does the SMO interact with other functions
within the enterprise with external providers
when executing its core processes?
Organization
How should the SMO be organized in order to
execute these processes in an efficient manner?
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The SMO Process Model

• TPI has identified and classified 30 Processes by
  SMO Discipline
• Most of these processes will be owned by GTA,
  some by the Service Providers and a few may be
  shared
• There may be additional processes required which
  are unique to GTAs situation

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TPI SMO Disciplines
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The Top 10 processes

• C01 Contract Administration
• C02 Contract Change Management
• C03 Contract Issue Management
• C06 Governance Library
• F01 Invoice Validation
• F02 Performance Credits, Earnbacks, and Critical
  Milestones
• F07 Billing
• P01 Performance Analysis Service Delivery
  Management
• P02 Service Requests Authorization
• R01 Governance

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What is a Process?

• A defined and documented sequence of
  goal-oriented actions
• that are undertaken by authorized people
• that can be repeated over time
• to deliver a pre-determined output
• where measured performance can be improved over
  time (to reduce time, reduce resources, reduce
  cost or to improve quality)
• and that is only to be deviated from as the
  result of an informed and conscious business
  decision

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Process Document - Design

• Every document in the suite is consistent in
  design
• SMO discipline area and process name in header
• Revision control and confidentiality statement in
  footer
• Styled like a business document ISO 9002
  compliant

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Detailed Process Document Content

• Header information
• Header GTA, Discipline Name, Process Name
• Process name, process no., release date, version
• Author, reviser, approver
• Process owner, title
• Attachments, description
• Audience
• 1. Purpose
• 2. Entry Criteria/Catalyst event
• 3. Included in process
• 4. Outside of process
• 5. Inputs
• 6. Outputs
• 7. Exit Criteria
• 8. Related Contract Terms and Conditions

• 9. Retained Records and Disposition
• 10. Process Flowcharts
• 11. Visio 2003 Document Embedding
• 12. Document List
• 13. Touchpoints
• 14. Keywords
• 15. Definitions (may be put in the process aid,
  if one is used)
• 16. Revision Control
• Revision version
• Date
• Revised by
• Approved by
• Description
• Footer Company Confidential, Page Number (of
  pages), revision number, revision date

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Process Approach Level 1 Flow Chart

• The Level 1 process is the highest level of
  process development
• Shows the sequence of Level 2 processes
• Identifies the documents that are inputs or
  outputs of the process at a glance
• All processes are documented in word and
  represented as flow charts (Visio)

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Process Approach Level 2 flow charts

• The Level 2 Process is the next level of detail
  down from Level 1
• Simple swimlanes for GTA, Agency, and Service
  Provider
• Documents are shown at the step in the Level 2
  process where they are used

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Independent Verification and ValidationProject
Assurance Process

• CIO Council
• March 17, 2008

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IVV / Project Assurance Process Agenda

• What is IVV? Description
• When is IVV Used? Project Phases
• Who are the Key Participants of IVV?
  Stakeholders
• How does GTA ensure Value with IVV?
  Performance
• Feedback on Assurance Process? New Approach
• IT Project Governance Strategy
• Why Conduct a Self-Assessment? Gauges Risk
• How to Conduct an Assessment? Tool

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What is IVV?
IVV is an insurance policy for Project
Risk ______________________________________

• A 3rd Party, Value-added approach for ensuring
• Technology projects meet their objectives
• Project deliverables meet quality and customer
  expectations
• Costs are within project budget
• Schedules are met
• Required for Projects over 1 million

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When is IVV Used?

• Four Basic Stages during a Project
• Business Justification (Rarely)
• Planning / Procurement (Recommended)
• Implementation (Required)
• Benefits Realization (Recommended)

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Who are the Key Participants of IVV?

• Primary Reporting to
• Provides Advice Council to
• Provides Recommendations to
• Reports to, as needed

• Executive Sponsor
• GTA Executive Director
• Business Owner(s)
• GTA EPMO Director
• Project Manager
• GTA Engagement Manager
• Steering Committee
• Enterprise Critical Project Review Panel

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How does GTA ensure Value with IVV?
Standard Practices drive efficient and
cost-effective program __________________________
_______________

• IVV PERFORMANCE MANAGEMENT
• Manages supply and demand for IVV services
• Measures the value IVV provides to Agencies
• Measures compliance with IVV Standard

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Feedback on Assurance ProcessComparing Value
against Level of Risk____________________________
____________________

• Current Pain Points
• One Size Fits All
• Cost
• We are considering a New Approach
• Assessment gt Assurance gt Accountability

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IT Project GovernanceFramework for translating
strategy into results____________________________
____________________________

• Assessment Do we have the capabilities to
  deliver?
• Assurance How well are we performing?
• Accountability Did we realize the expected
  benefits?

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Why Conduct a Self-Assessment?

• A Gauge of Project Risk
• ____________________________________

• Results of Self-Assessment will determine level
  of Risk
• High Extended IVV
• Medium Normal IVV
• Low IVV Lite

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How to Conduct an Assessment?
When available, via online self-assessment
tool ______________________________________

• Beta version of Procurement Self-Assessment Tool
  reviews
• Project Management
• Procurement Planning
• Requirements Management
• RFx Development (Scope and TCs)
• RFx Publication
• Evaluation and Award

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