Ryerson University ITM 706: Enterprise Architecture

Final Report Saljoq Khurshid ­ Project Manager

Neelkamal Sandhu ­ Assistant PM/QA

Baldeep Aulakh ­ BA/EA

Group: 4

Telephone number: 647­448­2404 905­867­7694 647­381­0834

Date: July 14, 2016

Table of Contents 1.0 EXECUTIVE SUMMARY

2.0 PURPOSE OF REPORT

3.0 BACKGROUND

3.1 TransformTO Project Timeline

4.0 HIGHLIGHTS OF THE ENTERPRISE

5.0 ENTERPRISE ARCHITECTURE ANALYSIS

5.1 As­is Enterprise Model

5.2 Scope Statement

5.3 Strategic Objectives

5.4 Key Deliverables and Relation to Strategic Objectives

5.4.1 Mobile Based Application

5.4.2 Cloud­based Management Information System

5.4.3 Strategic Partnerships

5.5 Short­Term Goals

5.6 Long Term Goals

6.0 GOVERNANCE

6.1 Architecture Governance

6.2 IT Governance: COBIT Framework

7.0 RECOMMENDATIONS

7.1 Sales Force (PaaS)

7.2 Mobile Application

7.3 Key Performance Indicators

8.0 CONCLUSION

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WORK CITED

APPENDICES

1.0 EXECUTIVE SUMMARY TransformTO was designed to engage Toronto residents, businesses and research institutions to analyze data and facilitate the structural changes to successfully reduce greenhouse gas emissions.

The organization currently has inadequate means to achieving their strategic goals and is in need of an Enterprise Architecture solution to support their mission.

Upon the completion of a thoroughly performed analysis of the as­is business model, we identified gaps and developed a multi­phased enterprise architecture solution to align with the following strategic objectives ­ participation, performance, outreach, and incentive.

Our recommendations include developing a mobile application to more effectively engage participants, implementing a cloud­based solution to improve the organization's information storage, processing, and distribution needs, and implementing a well­defined governance structure to ensure all decisions being made are aligned with the overall vision.

2.0 PURPOSE OF REPORT This report will discuss the necessity of an Enterprise Architecture solution to allow TransformTO in achieving its strategic goals. This will be done by first conducting an in­depth analysis of the current enterprise model, identifying the gaps, and then recommending an Enterprise Architecture solution.

In our analysis we will review the mission and goals of the organization and then thoroughly assess their governance structure, Information systems and technology architecture. We will identify the reasons why their current Enterprise Architecture cannot adequately support their vision and strategic objectives and then we will provide a recommendation on the necessary changes to assist TransformTO in achieving its strategic goals.

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The purpose of this report is to implement a new Enterprise Architecture strategy that will assist TransformTO in transitioning from its as­is enterprise model to a future­state model in which its Enterprise architecture is in alignment with its mission and the organization is in a position to achieve its goals.

3.0 BACKGROUND The City of Toronto has taken a key role in monitoring environmental energy usage and has supported the development of new projects to help the city improve its sustainability for the future. Out of the many projects and visions created by city council, TransformTO is one of its highest priorities as it targets the pressing issue of the increasing levels of Greenhouse Gas emissions (GHG). The staff involved with this project will be co­managed and developed by the Environment and Energy Division and receive funding through the Toronto Atmospheric Fund.

The Purpose of TransformTO is to engage the residents of Toronto in order to raise awareness of the negative impacts of GHG and to get the city to participate in coming up with solutions. By educating as many people within the city of Toronto on the necessity of creating a more sustainable and greener city they hope to help reduce GHG and plan for a more sustainable future. The goal that it has created to evaluate such a change is to reduce greenhouse gas emissions by 20% by the year 2020 and 80% by the year 2050. 3.1 TransformTO Project Timeline Shown below is the current timeline for this project. This timeline is based on the strategy of the as­is enterprise model as highlighted on their website. The Timeline gives a breakdown of the short­term strategy leading up to November 2016.

Project Phases Activities

January to April 2015

• Development of project concept and proposal • Review of project proposal by the Parks & Environment Committee

May to December 2015

• Literature reviews of best practices, greenhouse gas modelling and forecasting techniques and visualization techniques • Funding proposals • Collect data internally and externally for use in scenario modelling • Develop and run scenarios

January to June • Community wide engagement & discussion about possible scenarios

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2016 of change • Detailed financial, economic, social, health and environmental analysis of short­listed options and strategies

July to September 2016

• Development of first draft of the short term action plan (2017­2020) and path that can followed to a low carbon city

October to November 2016

• Community wide discussion about proposals • Consideration by the Parks and Environment Committee

4.0 HIGHLIGHTS OF THE ENTERPRISE The following is our high­level overview of the enterprise. It covers the vision statement, mission statement, the two­part strategic plan of the organization, and a short list of preliminary desired changes. Vision: TransformTO will reveal how it's possible to create a more prosperous, healthy and equitable Toronto while living and working in sustainable ways. Mission: TransformTO is engaging Toronto residents and businesses in imagining the transformative changes we will need to implement to reduce our greenhouse gas emissions 80% by 2050 while improving public health and enhancing our plans for sustainable energy. Strategic Plan TransformTO has outlined its strategic plan in two phases ­ a short term and long term initiative:

1. A short­term strategy (2017­2020) outlining the actions that will allow Toronto to meet its 30% greenhouse gas emissions target by 2020 through policy and programming.

2. A long­term (2020­2050) approach that will identify how we can reduce emissions 80% by 2050 while generating a healthier, more prosperous and equitable city.

Achieving these goals will require major changes in the way that we live, travel, work and consume goods and services. Changes in transportation, energy consumption and infrastructure development will affect everything from the structure of our local economy, to the types of jobs we hold, to our education and training programs. A short list of desired changes includes:

Electric Vehicles adapting to a more energy efficient transportation system while still keeping traffic

flows and expectations in compliance with population and city needs

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Laneway Homes Built to be more energy efficient (net­zero solar power) using smaller lots.

Introduced in Vancouver first and later reintroduced in Toronto Rooftop Gardens/More Greenery

Many future benefits include: energy efficiency, jobs, reduction of radiation/noise, improved air quality, “Urban Heat Island effect”, Storm water Management, etc.

Solar Energy/Renewable Resources Replacement of non­renewable energy with solar energy in parks, public areas,

libraries and so on Further Methods/Research

Additional research is still being conducted on a global level on how emission targets of an 80% reduction will be met as well as ensuring the success of incorporating low emission strategies (learning from lessons and information provided by global cities)

5.0 ENTERPRISE ARCHITECTURE ANALYSIS The objective of this analysis is to evaluate the current enterprise model, assess their goals, and identify and mitigate any gaps preventing the organization from successfully transitioning to their target enterprise model.

Below we will begin by addressing TransformTO’s current as­is enterprise model, how governance should play a role, how information systems architecture is lacking and the gap’s that exist amongst all of this.

5.1 As­is Enterprise Model TransformTO has done an excellent job of clearly defining their mission and goals for transforming Toronto into a more sustainable and greener city. The problem arises when you move from the “what” to the “how”. TransformTO has feasible and ambitious goals but does not have the strategy, resources, or governance in place to make their vision a reality. Their current operations based on their timeline does not support their long­term strategic goals. This disconnect is a result of the misalignment in their enterprise architecture. Governance Even children with colouring books need lines and boundaries on the page to establish where and where­not to colour. Governance takes on the role of establishing these boundaries whereas the “colouring” represents the organization's ability to actually deliver on the services they plan to provide. TransformTO’s current operations can be represented as a child colouring ‘outside the lines’. The organization is lacking a formal governance structure which is severely

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jeopardizing their chance of achieving their strategic goals. The current governance practises are premature and misaligned with TransformTO’s vision and as a result the organization's IT needs are not supporting their business needs. TransformTO’s current priorities include:

Encouraging residents to host local events to educate attendees on best practises to reduce GHG.

Collecting feedback from residents and businesses and transforming the information into a provocative format to more effectively engage participants.

Facilitating changes in infrastructure, energy consumption and transportation to help reduce GHG.

Information Systems and Technology Architecture TransformTO’s current business processes are significantly misaligned with their strategic goals. Their current information systems and technology architecture lacks the capabilities to assist the organization in realizing their goals of reducing GHG 80% by 2050. The main cause of this is not necessarily that their technology architecture isn’t right, but more so that their current technology architecture isn't right for the grandeur of their current strategic vision. Their current information systems are dedicated to simply encouraging participants to host local events and contribute feedback to make Toronto a more sustainable city. However, they don’t have the strategy or information systems in place to actually facilitate the changes in transportation, infrastructure and energy consumption to make this happen. These changes in transportation, infrastructure and energy consumption are considered long­term goals which will have the largest contributing factor in reducing GHG by 80% by the year 2050. The GAPS Based on TransformTO’s priorities we have identified significant gaps which have resulted from the absence of alignment between the Governance, IT infrastructure, and strategy. Some key questions that were raised as a result of our analysis include

1. Is simply educating participants enough to facilitate the necessary changes to reduce GHG?

2. What incentive do they have to participate? 3. What Information systems and supporting technology will be necessary to effectively

collect, store, and organize this data? 4. In what way can this data be transformed into information that can be used as input to

facilitate the necessary changes to reduce GHG?

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Business needs should always drive IT needs. However, based on the gaps that exist between their current business strategy and their long term strategic goals, it is evident that TransformTO is in desperate need of an Enterprise Architecture solution.

The following section, below, will consist of a thorough enterprise architecture analysis decomposed into five areas of focus: Scope statement, strategic objectives, Key Deliverables and their relation to the strategic objectives, and finally short and long term goals of the enterprise.

5.2 Scope Statement Our first area of analysis is the scope statement which will define what our project will encompass ­ what we will deliver and the boundaries of the project. To implement an Enterprise Architecture solution in order to help TransformTO reduce Greenhouse gases 80% by the year 2050. The Scope of this project will be decomposed into 3 objectives:

1. Develop and implement an IT strategy to assist the program in collecting, storing, processing and distributing information to and from stakeholders.

2. Developing, maintaining, and leveraging strategic partnerships with institutions, corporations, businesses and residents to facilitate the transportation, infrastructure, and energy changes necessary to assist TransformTO in reaching its strategic objectives.

3. Developing a communication platform to educate and engage residents, increase interest, involvement and investments, and expand TransformTO’s reach across the GTA.

5.3 Strategic Objectives Our second area of analysis is the strategic objectives. These are the long term goals by which TransformTO will convert its mission statement to more defined objectives to ensure the success of its strategy. Based on our detailed evaluation of the as­is business model, technology infrastructure, short­term, and long­term goals, we’ve established the following metrics to assist TransformTO reach its strategic objectives. Participation: Increase the interest, investments and total quantity of businesses, research institutions, and residents providing input to the program Performance: To access, analyze, process, store, and transform this information to best reflect the stakeholder’s information needs

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Outreach: To effectively build relationships and efficiently distribute information back to participants with the purpose of educating them and facilitating the economic, environmental and structural changes necessary to reach strategic goals. Incentive: To develop a marketing platform to advertise the level of involvement from sponsors and residents and increasing engagement and interaction with all participants in creative ways.

5.4 Key Deliverables and Relation to Strategic Objectives Our third area of analysis is key deliverables and their relationships to the strategic objectives. We will recommend three solutions for TransformTO ­ a mobile based application, a cloud based management information system, and strategic partnerships.

5.4.1 Mobile Based Application Leveraging the mobility and outreach capacity of cell phones will be an important strategic initiative to help TransformTO reach its strategic goals.

Participation: The mobility of cell phones makes it convenient and effortless for interested clients to provide input.

Performance: Mobile application will be based on a “push” communication method in which any data captured by the application is uploaded to cloud based software directly connected to the enterprise Information Systems.

Outreach: The outreach capacity of cell phones makes distributing information to clients simple and efficient.

Incentive: Provides a platform to advertise the level of commitment from corporate sponsors.

5.4.2 Cloud­based Management Information System TransformTO is currently looking at the lessons learned of other similar initiatives to determine their Enterprise technology needs.

This means they don’t have any actual plans for how they will collect, store, process and distribute information within the organization and amongst external stakeholders. We recommend a Cloud Based Solution on which we will elaborate more in our recommendation section.

Participation: All inputs from residents, businesses, and research institutions will be stored and organized according to the interest, impact, and influence of stakeholders.

Performance: Using a “pull” communication method, analysts will be able to access, analyze, and process this data and use it as input towards their alternatives analysis.

Outreach: The ease of accessibility provided by the cloud based information system will make the distribution of information to stakeholders more efficient.

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Incentive: All financial investments from corporate sponsors will be captured automatically through batch jobs. These batch jobs will be executed during optimal business hours and generated into an automated report which will provide TransformTO with the necessary inputs to update their corporate CSR advertising platform.

5.4.3 Strategic Partnerships This will be a key initiative in helping TransformTO reach its goal to reduce greenhouse emissions 80% by 2050.

Instead of just distributing information back to stakeholder with the intent of educating them to make better decisions, this will facilitate tangible change such as:

Changes in existing transportation services to reduce GHG Changes in urban design practises Changes in the energy consumption

Participation: Being affiliated with renowned organizations will contribute to brand

awareness and increase financial investments. Performance: Various software (or components of software) can be outsourced and

procured from external organizations. Outreach: Forming these strategic relationships will allow TransformTO to pool

resources with business partners allowing them to increase their marketing capacity and thus outreach to clients.

Incentive: After information is processed and transformed it can be used as input by specialized organizations such as urban planning firms, Toronto Transit Commission, and energy centres to incorporate this into their projects to ensure real economic, infrastructure, and structural changes.

5.5 Short­Term Goals Our fourth area of analysis is short term goals. This is what TransformTO hopes to achieve by the year 2020.

A short­term strategy (2017­2020) outlining the actions that will allow Toronto to meet its 30% reduction in greenhouse gas emissions by the year 2020 through policy and programming.

Goal Description

Engagement Engage residents and businesses in imagining the transformative changes, while at the same time improving public health and enhancing our sustainable energy

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Cooperation TransformTO will be co­created with ideas, advice and input from residents, businesses, community organizations, and research institutions, and analysis will help us identify what is technically feasible as we look to create the best path to a low carbon future.

Opportunities People will be at the centre of the transformation and there will be multiple opportunities for interested residents and businesses to participate in the TransformTO conversations.

Assessment TransformTO will also assess the impact of these strategies on air quality and health and identify how the cost of energy will affect businesses, homeowners and vulnerable populations into the future.

Communication We have already been communicating with other cities to understand their lessons learned when it comes to the complex modelling that will be necessary in this project.

Acknowledgement

Acknowledge the individual as the primary system upon which all other system changes rely on.

Revision Rethink current lifestyle and priorities like education, work hours, volunteer time, diet, art and culture

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5.6 Long Term Goals Our fifth and final area of study in this section is the long term goals. This is what TransformTO hopes to achieve by the year 2050. A long­term (2020­2050) approach that will identify how we can reduce emissions 80% by the year 2050 while generating a healthier and more prosperous city.

Goals Description

Reduce gas emissions The City of Toronto, like many other cities in the world, has set a goal to reduce greenhouse gas emissions 80% by the year 2050 to help reduce the most negative impacts of climate change.

Tax Breaks Provide tax breaks for development of shared economy.

Encouragement Encourage shared transportation

Buildings Set mandatory building retrofits

Cloud­Computing Leverage the exploding Cloud­based knowledge sector to spread information.

Education Expanding access to education through online tools.

Energy Use the knowledge sector to influence energy technology adoption

Engagement Engage Faith communities – leverage moral focus

Social Media Media, Advertising and Knowledge Transfer – increase local media influence

Equality Address wealth distribution and employment

Low­Carbon Mobility and Transportation

The transportation sector accounts for over 40% of Toronto's overall greenhouse gas emissions. Burning vehicular fuel results in the mission of a number of pollutants, including carbon dioxide (CO2) and Nitrogen Oxides (NOx), which can be harmful to our health and the environment.

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6.0 GOVERNANCE Below is our Governance analysis within TransformTO. First we explain what the architecture governance body is, the architecture principles it must uphold and then we apply the COBIT model to study TransformTO’s as­is IT Governance maturity level.

6.1 Architecture Governance In order to achieve TransformTO’s goal of bridging the gap between the as­is and target enterprise model, an architecture governance methodology must be implemented. The manifestation of an effective governance strategy will assist in the establishment of guidelines pertaining to resource management, strategic planning, and streamlining business processes. The Governance strategy will cover the enterprise end­to­end and will ensure the integrity of a few key aspects. Governance must aspire to achieve quality strategic guidance, ensure effective monitoring and control, and uphold ethical accountability for its actions. An architecture governance board will help distribute decision rights and responsibilities across the different areas of the organization such as the board, managers, and stakeholders by defining procedures and rules for decision making. Doing so will help ensure that the means through which to achieve the business objectives are in place for every decision maker in the organization.

To help implement this governance body within the enterprise architecture framework, we have created a few enterprise principles for its adherence.

[PR­1] Accountability

Statement

All decision making members are accountable for their choices.

Short description

Making executive decisions can be seen as a challenging feat especially when those decisions affect an entire organization. If individuals are held accountable for their choices, then we will help ensure that a well thought out and educated decision has been made. Sometimes decision makers will face stress from above to make a timely choice but this principle is in effect to safeguard from rash decision making. If all members understand the importance of personable accountability, decisions will be well justified and positively impactful.

Rationale

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When push comes to shove and individuals are under immense pressure to make critical decision in a time sensitive environment, this principal will ensure that best practices are being followed. We want all decisions to be made using guidelines already established and not out of fear or necessity of just making a decision on a whim. Decisions made within the enterprise will have ramifications throughout the organization which could potentially jeopardize the organization's strategic objectives and so we must hold individual accountable for their actions. If members understand their responsibilities and the ramifications, then they will make decisions in the best interest of the organization and not in the best interest of themselves.

Implications

Decisions must be made in a manner that is justifiable and backed up by up to date statistics. Biased and self­interest decisions will be escalated and dealt with in the appropriate manner.

Decision makers can/should ask for more time or information if they feel it is needed to make a better informed choice.

Information must be collected and communicated in real time. If a wrong decision has been made the individual must provide proof of his justifications

in making said decision.

[PR­2] Visibility

Statement

All actions taken must be transparent in nature and easily viewable.

Short description

All strategic decisions made within the organization should be transparent. Individuals must ensure that all documentation associated with decisions as well as all outcomes of the decision are easily accessible by senior management. This will assist the organization in auditing and monitoring and controlling purposes to help understand the processes involved in achieving an outcome and assist in making future decisions as well as documenting lessons learned.

Rationale

When information is hidden or guarded from the organization it prevents senior management from having access to data in order to make informed decisions. If an action was taken with the best interest of the organization in mind and through the use of appropriate communication channels then all stakeholders impacted by the decision will be adequately informed. Withholding information and attending closed door meetings is a sign of alarm because decisions are being made without the knowledge or consent of the proper authorities. Information might be manipulated for ulterior motives. Having all cards on the table create

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traceability for the organization. This will help ensure that every decisions is made to meet a business need.

Implications

No decision will be made without the knowledge and consent of appropriate stakeholders. All records must be kept and shared with the appropriate authorized members.

All decisions and actions must be traceable to the respective business need in order to ensure alignment with organizational objectives. All staff must follow guidelines on how to access, document and share information.

Transparency will ensure that all decisions being made follow well defined processes and procedures and adhere to the governance methodology established by the organization.

[PR­3] Value Creation

Statement

All actions taken and decisions made must provide a benefit for the organization.

Short description

When decisions are made it has a rippling effect on the enterprise as a whole, no decision is a small decision. This means that priority must be given to decisions that are deemed to offer the most value in return. Value does not necessarily have to be limited to financial matter, it can also entail value creation, value addition and a value proposition. Our organization is a non­profit organization geared towards the betterment of the Toronto community at large. Offering value to our city is value to our project.

Rationale

Our goals go beyond just our internal business; they have an effect on the entire city of Toronto. This means decisions must be made to have the most impactful value at large. Decisions must not be made in a selfish manner or to garner more funding for a specific project within the organization. It must ensure that projects are approved on the scalability of their value. If poor decisions are made regarding which project is pursued, it affects more than just us. We have a moral obligation to the city of Toronto to maximize the potential of our objectives on the wellbeing of the city.

Implications

We have both short and long term goals; to achieve them we must make decisions that are geared towards long term growth.

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We must make use of our most valuable resources, the community at large and take into account their feedback to make the best decision.

Information is mission critical to the enterprise, we must prioritize its value. Priorities will shift as we reach our short and long term markers, the enterprise

governance will approve such changes as they are deemed necessary. We must be proactive not reactive to stay ahead of schedule. By the time we react it

might be too late to get back on track due to the large and slow moving nature of our project.

With these enterprise principles in mind the architecture governance body must implement systems that are in compliance with both these internal and external standards. Managing control over the development and implementation of all architecture activities means ensuring the success of the architecture within the enterprise.

6.2 IT Governance: COBIT Framework To further assess the as­is enterprise model we have utilized the COBIT framework to represent the current maturity model of TransformTO. Below we depict the as­is enterprise maturity and the target enterprise maturity levels.

The COBIT framework provides organizations with ‘good practices’ that help in implementing an IT governance structure throughout the enterprise.

Based on our assessment of the as­is business model we concluded that, currently, TransformTO is significantly lacking these best practices and IT governance as a whole. The organization has set its IT goals at a high­level but their implementation of IT governance is premature.

TransformTO is proactively assessing the lessons learned of other organizations with a similar business model and thus management is aware of issues. However, since there are no defined procedures currently in place we have assigned their current maturity level as Repeatable.

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= As­is maturity level

= To­be target maturity level From our GAP assessment we have concluded that after the implementation of our Enterprise strategy, TransformTO will have clearly defined all issues and will be able to improve or change their business processes to ensure alignment and traceability with Enterprise principals. We have assigned a target maturely level of Managed because we believe this is a realistic and feasible goal.

7.0 RECOMMENDATIONS Through careful analysis and discussion, we have collectively arranged for the most appropriate plan of action to help TransformTO reach the next steps in their endeavour. We have already addressed the issue of Governance previously and now we outline the introduction of a cloud solution, followed by the compliment of a mobile solution. Then we conclude our recommendations with KPI’s which will help to ensure that the goals are being met and tracked over time.

As stated above, based on gaps identified from our Enterprise Architecture Analysis of TransformTO, key changes need to be made in order to transition from the as­is business model to the target business model. In order for TransformTO to reach their strategic objectives they need to enhance their communication strategy with residents and businesses, develop IT

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infrastructure necessary to collect, store and distribute the data to and from stakeholders and develop key partnerships with organizations to facilitate the structural changes necessary to reduce greenhouse gas emissions. In order to achieve these goals, we have proposed a 2 phase recommendation consisting of implementing a cloud­based service and developing a mobile application. Followed by KPI’s to measure their rate of success over time.

7.1 Sales Force (PaaS) Our goal with a cloud based solution was to provide a platform for TransformTO to handle the information storage needs for data collected from stakeholders, but also to provide the right technology architecture to assist the organization in day to day operations.

We recommend SalesForce Platform as a Service Cloud solution. Based on the current size of TransformTO, along with their technology needs and organizational budget we decided that this solution was a feasible option.

Traditionally organizations that adapt this cloud solution see on average:

+27% increase in sales revenue +32% increase in lead conversion +34% increase in customer satisfaction +56% faster deployment.

For the cost of just $150 per month (billed annually) and the high integration capability of this service TransformTO would be able to implement this solution in a matter of days with minimal disruption to existing operations.

Additionally, the flexibility provided by cloud based solutions would allow the program to scale up or down as necessary so they would only be paying for exactly what they need. Choosing a PaaS option vs. a SaaS option is more feasible for TransformTO since they will be able to develop custom solutions that can integrate with their mobile application and give them the option of developing more applications in the future as the organization grows.

7.2 Mobile Application TransformTO’s information system model revolves heavily around on­going communication between the program and Toronto residents. The core modeling stage of the program is contingent on the organization's ability to effectively engage residents in order to collect data. Following the data collection, they will model that data to produce the key strategies necessary to facilitate the transformative changes outlined in their mission statement.

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Based on their as­is business model the only platform being used to engage residents currently is their website. Their information system lacks the diverse platforms necessary to not only engage residents but also to increase their outreach across the GTA. That is why we recommend a mobile application to engage the residents. In this day and age, mobile technology is always on hand.

The mobility of smartphones makes it even more convenient for residents to submit their opinions and concerns on how to create a cleaner and more sustainable Toronto. The use of this mobile application in conjunction with our Cloud platform will allow TransformTO to effortlessly collect and store this data. This data can then be used to model the strategies to facilitate these transformative changes and distribute them back to the residents and business partners. A few functional and non­functional requirements of the mobile application have been listed below. Mobile App Feature/Functionality

Surveys, questionnaires, feedback Contact us TransformTO overview Notification settings Sync with social media FAQ How to get involved Sponsor advertisement Personal goal tracker Timeline of short and long term goals Calendar with event dates Sing up form

Buy vs. Build Analysis

After deciding on implementing a mobile application the next question was to decide whether this application would be developed in­house or procured externally. A few key questions we took into consideration included:

Can off the shelf software meet our needs? Will off the shelf allow us to modify functionality? Will off the shelf be compatible with our current or future systems? Do we have a limited budget? Do we lack technical proficiency? Do we lack time?

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Will a specifically designed application help increase productivity and efficiency?

To answer these questions, we conducted the follow build vs buy analysis below.

To understand the advantages and disadvantages between the two alternatives we need to answer the above questions. But first let’s analyze the model below.

It is clear to see that the market maturity for the mobile application industry is high. The project we are about to tackle will start off slow and scale as we grow during the span of our long term goal by 2050. The market competitiveness is also on the high end since there are many mobile development organizations in the market. So the right half of the model would lead us to buy the application.

The application complexity is also garnered to be on the high end for the initial stages of the mobile development because the features we have identified thus far are rather unique in the mobile world for the service we are trying to provide. The strategic impact of the application is low to medium because it is seen as one channel of communication with the community at

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large, while perhaps in­person workshops might be more effective and engaging. Thus, the left half of the model would also lead us to buy the application instead of building it.

To support this decision to buy the mobile application we can now visit our previous concerns. It seems an off the shelf application will meet our needs since this industry is well matured and there are many developers in the marketplace already.

Since we also expect our app to be in use over the 34­year long plan, outsourcing the development of the application will help to manage the growth and scalability by not straining our infrastructure. It will therefore also help us to integrate it with all of our other services that will come online in due time without taxing our resources.

We also lack time since we need the mobile app online to help us achieve our short term goal by 2020, a dedicated development team will help greatly in that time crunch. A custom built app will help meet our needs so that we can focus on the business aspect rather than spend resources on the IT infrastructure and in doing so will help increase the productivity in achieving our business objectives.

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7.3 Key Performance Indicators

Participation Increase the interest, investments and total quantity of businesses, research institutions, and residents providing input to the program. We split this into 2 groups, residents and businesses. Since TransformTO’s as­is business model is primarily targeting residents we established a goal to increase participation from 12000 people to 18000 people by 2020. In terms of participation from businesses we decided to tackle it in two ways:

1) Increase the participation per business 2) Increase the number of businesses contributing

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The second point would fall under our outreach goal. Out of all of the businesses involved we would like the participation from each to increase by 75% by the year 2020. This would be accomplished through our mobile based application and from facilitating on­going communication through meetings, reports and emails with their corporate relations teams. Performance To access, analyze, process, store, and transform this information to best reflect the stakeholder’s information needs. Because TransformTO doesn’t currently have standardized processes their maturity level is relatively low. Therefore, we feel it is important to set a technology adoption goal of 100% by 2018 since they’re currently looking to invest in the information systems necessary to help them achieve their strategic goals. The goal of the company is to provide exposure of the data and information collected to residents and businesses meaning mass exposure is required. Through our research, the solutions we outlined above including the cloud computing software and mobile application will help achieve this goal. Outreach To effectively and efficiently distribute information back to participants with the purpose of educating them and facilitating the economic, environmental and structural changes necessary to reach strategic goals. TransformTO wants to make Toronto a more GHG free environment by:

Completing Streets Increasing the number of Electric Vehicles Developing Laneway Homes Increasing Rooftop Gardens/More Greenery Increasing Solar Energy/Renewable Resources Investing in more research

In order to accomplish this, they would need to first develop key partnerships with industry leaders in each of these areas. This is why we have set a goal of establishing 6 strategic partnerships with each of the industries responsible for making the changes noted above. Some partners we believe that can be crucial in aiding the success of these various industries have been outlined below:

Completing Streets City of Toronto 311 toronto

Electric Vehicles City of Toronto Ministry of Transportation MetroLinx

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Energy Efficient Housing Ministry of Energy STATS Canada IESO

More Greenery City of Toronto Waterfront Toronto

Renewable Energy IESO Hi­RIS Green Energy Act

Incentive To develop a marketing platform to advertise the level of involvement from sponsors and residents and increasing engagement and interaction with all participants in creative ways. Customer satisfaction will be measured through our mobile based application. It will provide an opportunity to evaluate our services and assist TransformTO in assessing their level of engagement with residents and businesses. Since TransformTO doesn’t have any standardized processes currently in place to measure customer satisfaction we don’t have a baseline for reference. However, our goal of increasing customer satisfaction 75% will be based on the 75% of total customers that have been measured by 2020. Additionally, TransformTO should add a page to the website dedicated to showing the active involvement of our sponsors. Since we will be aiming to establish strategic sponsorships with 6 businesses, we are aiming to obtain at least $3000 from each in sponsorship funding, hence the $18000 expected sponsorship revenue as noted in our KPI table above.

8.0 CONCLUSION To conclude, in order for TransformTO to achieve both its short and long term goals the organization must implement three solutions.

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A mobile application to engage residents, organizations, and research institutes. A cloud based information system platform to help collect, transform and distribute

information. Lastly, a governance body to ensure the organization stays on target during the course

of its 34­year long plan. With these recommendations our hope is to bridge the gap between TransformTO’s as­is and target enterprise model. To realize a reduction in GHG by 80% will require a gradual change in the way we live, travel, work and consume goods. Therefore, meeting our objectives through participation, performance, outreach and incentives is key to ensure the populous is on board with the changes that will take place. We want a committed and engaged city, TransformTO must transform and deliver the right information to the right groups at the right time, and finally, the program should incentivize the participation of active contributors. People will be at the centre of this transformation so we must at all stages keep in mind the impact on daily living such as the cost of energy. Acknowledging the individual as the primary system on which all other system changes rely is what will help ensure all of TransformTO’s decisions are aligned with the needs of the people.

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WORK CITED City of Toronto. (n.d.). TransformTO ­ Climate & Energy Goals. Retrieved June 05, 2016, from http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=ba07f60f4adaf410VgnVCM10000071d60f89RCRD

Halton, C. (2013, February 20). Build vs Buy Strategy. Retrieved June 05, 2016, from http://www.slideshare.net/chrishalton/build­vs­buy­strategy Architecture Governance. (n.d.). Retrieved June 19, 2016, from http://pubs.opengroup.org/architecture/togaf8­doc/arch/chap26.html "Editions and Pricing ­ Service Cloud ­ Salesforce.com." Salesforce.com . N.p., n.d. Web. 27 June 2016, from http://www.salesforce.com/service­cloud/pricing/

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APPENDICES

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Fig. 1 ­ GHG emissions by Sector

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Fig. 2 ­ Toronto’s Future Weather

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Fig. 3 ­ Short­term and long­term goals

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