Information Technology Services: Delivering IT Shared Services

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Information Technology Services Delivering IT
Shared Services
EDRM 407953

• Nancy Desormeau
• Director General
• Information Technology Services Branch (ITSB)
• Financial Management Institute
• November 29, 2007

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PWGSC/ITSB Enabling modernization while
transforming
As a common service provider to all government
departments, Public Works and Government Services
Canada is at the hub of the governments
management agenda. Michael M Fortier GTEC
October 23, 2006
IT Shared Services will be the centre of
excellence for IT infrastructure solutions in the
GC
PWGSC IM/IT will enable PWGSC modernization
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What We Do - ITSB Products Services
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Scope of IT Infrastructure in the GC IT is big
business
PWGSC/ITSB providing IT Services to other GC
departments annually now 457M
3B IT Infrastructure Utility
IT Infrastructure is pervasive and critical to GC
Operations
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Current Health of GC IT Infrastructure Status quo
is not sustainable

• Aging workforce, shrinking IT labour pool
• 89K short in Canada, of 600K total, in five
  years
• Aging infrastructure, too little
  re-capitalization, not Green
• Rustout occurring, year end buy process not
  viable
• Not fully leveraging Industry, inefficient,
  supply not consolidated
• Stove-piped duplication, inefficiency -
  300-500M/year
• 125 separate networks GC-wide
• 315,000 non-standardized desktops gt120 helpdesks
• 144 data centres, 120,000 servers
• We are not alone - other Governments and Private
  Sector action!

Opportunity - Grow IT Shared Services
Source Conference Board of Canada
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Building IT Shared Services
Building from a strong foundation!
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IT Shared Services VisionEnables GC
Transformation Initiatives
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Leadership / PartnershipThe GC Approach
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Common Sense IT - Network
Telecommunications (790M/year)

• Current Environment
• Over 144 separate data/ voice networks GC-wide
• Each department/resident in a shared office
  building, responsible for their own cables,
  wiring, network and communications
• Duplication
• Inefficient
• Costly
• Help desks in all departments
• Multiple service contracts

• IT Shared Services Environment
• One best practices network for the GC (not a
  single network architecture, but a single managed
  service)
• One cable into a multi-use building
• One set of wires throughout the multi-use
  building
• No duplication
• Much more efficient
• One GC help desk
• Consolidated service contracts
• Integrated help desks

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Common Sense IT - Personal Computing (1.5B/ye
ar)

• Current Environment
• 315,000 non-standardized desktops (PCs)
• Wide models disparity of service delivery across
  GC
• Technology-driven demand gadget proliferation
• High per unit costs
• Multiple help desks
• Buy and refresh technology based on year-end
  program budget lapses, no asset management
  discipline

• IT Shared Services Environment
• Standardized desktops (PCs) that work together
  share documents
• Cost-aware service delivery approach demand
  discipline
• Delivery treated as managed service - built-in
  flexibilities and industry benchmarked
• Efficient recapitalization
• Integrated help desks

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Common Sense IT - Data Centres (1B/year)

• IT Shared Services Environment
• National Capital Area alone down from 56 to 10
  data centres
• Elimination of duplicate products, services and
  facilities
• Improved service delivery and service management,
  operational efficiency, responsiveness, and
  reduced operational risks
• Greening of Government
• Enhanced security of GCs information holdings
• Strong business continuity and backup capabilities

• Current Environment
• Over 140 data centres across Canada
• Numerous mainframe computers and over 120,000
  servers GC-wide
• Excessive power usage
• Facilities all operating at capacity and
  requiring significant re-capitalization
• High operational risks to major GC programs
• Inconsistent business continuity and backup
  capabilities

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Common Sense IT - Personnel

• Current Environment
• IT professionals dispersed across GC, no HR
  strategy
• Limited capacity, expertise access to
  promotions
• Random staffing actions
• Diverse application of certification and
  professional development
• Separate HR infrastructure requirements to
  support each department

• IT Shared Services Environment
• IT professionals concentrated in a single centre
  of excellence
• Workload management leading to more effective
  delivery
• Ability to leverage expertise within a fully
  functional competency-based organization
• A workforce to meet priorities PS Renewal
• Increased opportunity for career development
• Consistent application of same level for the same
  job through standard work descriptions and job
  competency profiles
• Collective staffing opportunities
• Reduced HR infrastructure requirements via
  consolidation of IT resources
• Better labour management relations

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IT Shared Services Growth Channels Already gt
457M Business

• Growth Channel 1 - Service Catalogue
• ITSBs business growth for Channel 1 has doubled
  in last 4 years and is projected to increase by
  10 year over year
• Growth Channel 2 - IT Accountability Transfers
• TB Submission Approved Wave 1 (PCO, HC, VAC, PC)
  PWGSC
• First Transfer with CSPS - September 2006
• Growth Channel 3 - Adoption - Creating New
  Services
• Creating enterprise-wide IT Products and Services
  to meet the business needs of the Government of
  Canada
• Growth Channel 4 - Partner Leverage Major
  Departments
• DND Managed Desktop Services
• HRSDC/Service Canada - National Network renewal
• CRA - Data Centre facilities, management

2.5B GC Shared Services
457M Client Services
PWGSC accountabilities ready to shift as growth
accelerates
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Delivering IT Shared Services Key To Success

• Governance
• We have diligent governance in place
• Procurement
• IT Shared Services Procurement Strategy -
  Providing capacity on demand
• Finance
• Long-term funding investment strategy
• Demonstrating accountability and implementing
  management discipline
• Human Resources
• We have a Workplace of Choice program and union
  support

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IT Shared Services GovernanceDepartments and
agencies can influence and lead through diligent
governance now in place
IT SSO Transformation Executive Committee (TEC)
Chair CEO
PWGSC Corporate Services Steering Committee (CSSC
- IT SSO) (Chair CEO)
Service Transformation Council (STC) Chair TBS
Security Communication Interoperability Project
(SCIP) Chair TBS
Internal Services Advisory Committee
(ISAC) Chair TBS
Products and Services Executive Committee
(PSEC)
Chair PM
PWGSC Financial Management and Corporate Planning
(Chair ADM)
IT Shared Services Council (ITSSC) Chair CEO,
IT-SSO
CIO Council (CIOC) Chair TBS
Cyber Security Committee Chair TBS
Identity Management Chair TBS
Portfolio Relationship Review Committee
(PRRC) Chair EPM
GC Departments
PWGSC Contract Review Committee Chair DMA
Technology Advisory Committee (TAC) Chair CTO
PWGSC / ITSS
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Financial Management Strategy Aligned with TBS
Policy, Directives and Guidance
EXAMPLE

• Drive Cost of Goods Sold down
• Generate investment funds from internal
  efficiencies (net margin)
• Request new investments until fully transformed

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Discussion Questions