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Page 1: Information Technology (IT) Organizational Transformation ...nascio.org/events/sponsors/vrc/IT Organizational Transformation... · Information Technology (IT) Organizational Transformation

White Paper - IT Organizational Transformation Capabilities

White Paper 1

Information Technology (IT) Organizational Transformation –

Moving Your IT Organization Forward

Many of today’s IT organizations are finding themselves at a

crossroads and are recognizing the need for transformation in terms of

how they are aligned with the business functions they serve and how

they deliver services more effectively and efficiently. To launch a

successful set of transformation activities an analysis or assessment of

the current state is required in order to create a baseline for change

and the key focus organizational areas. These focus areas may

include improvements to:

Planning – Strategic Planning and Enterprise Architecture (EA)

Governance – IT Investment Portfolio Management, Business-

Focused Risk Management, Communications and Collaboration

Project management – Plan, initiat, execute, monitor and

controll, communicate and report, and close-out

Service management, measurement, and delivery – Service

strategy, design, transition, operation, and continual improvement

Systems development life cycle processes – Iterative Systems Development, Agile Software

Development, Packaged Software Integration, and Production Application Maintenance

Skills development and management – developing and maintaining knowledge, skills, abilities, and

competencies of staff

SAIC has provided IT organizational transformation services and support to our clients in each of these

focus areas throughout our 44 year history and has fine-tuned our processto ensure we deliver valuable

insights, results, recommendations, and innovative solutions for our clients in the Federal, State, and

commercial marketplace. Specifically, within the past five years, these services have included:

assessing the enterprise information technology (IT) environment for a State as it prepared to create the

first-ever IT strategic plan;

defining a complete enterprise architecture (EA) and a 10-year transitioning and sequencing plan to move

the organization from its “as is” state to the future “to be” environment;

assessing the adequacy of specific IT elements within the organization – Data Center, Disaster Recovery

and Continuity of Operations Plans, Service Desk, Applications Development, Project Management;

performing alternative analyses relative to proposed technical solutions;

assessing and recommending the feasibility of data center locations and disaster recovery options;

performing comprehensive IT service rate analyses;

assessing, evaluating, and rating IT staff members’ knowledge, skills, and abilities to create an enterprise

IT skills inventory;

assessing organizational structures and providing organizational right-sizing recommendations using

industry benchmarks;

assessing the maturity of key elements within an IT organization (i.e., governance, application of systems

development life cycles, project management) based on industry best practices;

developing IT strategic plans, IT transition plans, and IT transformation plans for large, complex

environments; and,

defining requirements and assessing “best choice” solutions or products or systems.

SAIC’s wealth of experience has taught us that there are three key factors to providing accurate and

complete systems planning services:

SAIC’s Integrated Services Management Center (ISMC), located in Oak Ridge, TN, provides full consulting services related to organizational transition and transformation and process development and implementation to Federal, State, and commercial organizations around the world. The ISMC is certified in industry best quality practices:

ISO 9001:2008- QA Best practices;

ISO 20000:1:2011-ITIL Service Delivery and Service Management Best Practices;

ISO 27001:2005-IT Security and Risk Management

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White Paper - IT Organizational Transformation Capabilities

White Paper 2

Doing our “homework” before we begin in order to gather as much

information as possible, through research, to minimize the time

required by the staff within client organizations.

Applying our systems planning services approach/methodology,

based on project management best practices, that is tailored to the

specific needs of each engagement.

Bringing highly experienced team members who have real IT

management and service delivery experience in the topical area and a

keen sensitivity to the challenges of performing systems planning

services relative to the involved stakeholders.

The following highlights our expertise and recent experience in IT

organizational transformation.

State of Tennessee – Preparing for the Next Generation of IT

The State of Tennessee engaged SAIC, as part the NextGen IT initiative, on a project to address several of the State’s key challenges. The following describes the initiatives and SAIC’s role.

IT Governance Process and Structure – SAIC provided a detailed design for an IT governance structure and process grounded in COBIT and ISO 38500 best practices that has now been adopted as the State’s approach to reviewing and approving project investment management.

Upgrade of the State’s Systems Development Life Cycle (SDLC) – SAIC defined a set of SDLC models and detailed processes to effectively design, build, or implement systems or applications. These models describe the steps for each approach and include an Agile SDLC Model, Production Application Maintenance Life Cycle, Packaged Software Integration Life Cycle, and Iterative SDLC. Posted on the State’s intranet site, they provide a best practice library accessible to the entire IT community.

Independent Assessment of the IT Workforce – SAIC was engaged to provide an assessment of the State’s IT workforce and create recommendations for optimum IT service delivery across the State by:

providing baseline ratings of IT staff skills and workforce requirements within 23 agencies in order to effectively achieve mission goals and objectives

identifying of the effective application of best practices in service delivery by the IT workforce

gathering information on the utilization of IT workforce in project management, applications development and maintenance, and the enterprise infrastructure

assessing succession planning for key IT leadership and staff

characterizing learning preferences of the IT workforce

providing “right-sizing” considerations using industry benchmarks based on the new position descriptions and IT organization realignment with the necessary positions for the future

identifying opportunities to better leverage IT workforce members and engaging the business leadership in IT decisions.

IT Academy – Funding for the IT Academy offered the opportunity to re-think and develop a new training curriculum and training approach based on the new position descriptions; best practices in adult learning that includes an appropriate blend of classroom, online, and self-study; and the desire to move the State’s IT professionals toward industry best practices such as Information Technology Infrastructure Library (ITIL), Agile, SCRUM, Project Management Professional (PMP). As a result, the State’s CIO leveraged the contract with SAIC to define new curriculum paths against the newly developed position descriptions.

The implementation of SAIC’s recommendations is underway and being factored into IT budget requests for the coming years. Agency Commissioners, who were purposefully engaged in the assessment activities, have praised the insights provided and the assessment’s focus on the alignment of IT strategies for workforce development, technology selection and implementation, the applications portfolio management with business mission goals and objectives that deliver services to the citizens of Tennessee.

“The SAIC Assessment Team is recognized state-wide as the consultants who come to each interview or meeting totally prepared with meaningful questions based on the homework they have already done; are always sensitive to the ongoing work responsibilities of each Department’s staff when scheduling meetings; and most importantly make recommendations that are based on real world experience and not just theory.”

---Chief of Staff for the Hawai`i CIO

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State of Hawai`I Baseline Assessment – A Precursor to Strategic Planning

In May 2011, SAIC was awarded a three-month contract issued by the University of Hawai`i. The engagement was to conduct a comprehensive information technology (IT) assessment, on behalf of the State of Hawai`i. The goal of the assessment was to create a service delivery baseline and support the newly hired, first ever Chief Information Officer (CIO) and the creation of the first IT Strategic Plan for the State.

Using a structured process to gather the data that formed the basis of this report, the SAIC assessment team interviewed all of the 34 Executive Branch Departments’ Directors, bureaus, and special offices; special members of the Governor’s Cabinet; Departmental Administrative Services Officers, and each Department’s IT directors and other key leadership. In total, more than 200 individuals were involved in assessment activities.

The SAIC assessment team cataloged more than 1,500 pages of notes and other materials, and gathered information regarding mission, mission objectives, services provided, key stakeholders, key relationships and dependencies, composite views on effectiveness of services, and the impact of the IT infrastructure on mission and service delivery.

The assessment team also gathered information regarding the IT environment relative to:

governance processes and strategy,

data and information assets,

more than 700 applications and the supporting technology infrastructure.

The final report provided a baseline of information describing the “As Is” or current environment, outlined a “To Be” vision for the State in terms of IT, and provided 20 high-level recommendations and a tentative transition and sequencing plan defining a set of “must-do activities” for the newly formed Office of Information Management and Technology (OIMT).

In addition to the final report two additional deliverables were provided:

Data Center Assessment Report that served as the baseline for future decisions relative to physical security, environmental controls, personnel, computer usage, access/data/file controls, and communications network; and,

Benchmarking Report that identified IT governance and management benchmarks including priorities, consolidation trends, funding/budget, organizational structure/approach, customer focus, and security and privacy; and, technology benchmarks including priorities, enterprise hosting and infrastructure (cloud computing), enterprise collaboration and messaging (broadcast, user messaging, social media, collaborative workspaces), enterprise information management (analytics, geospatial, graphics, imaging, and healthcare), and enterprise application environment (enterprise application, enterprise application interaction and Integration, and mobile applications).

Finally, to give greater access to the wealth of critical data captured during the assessment, details of the “As Is” state were documented in a web-enabled, cloud-based repository and also provided to the State. This repository was adopted as state-wide the first IT investment portfolio.

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White Paper - IT Organizational Transformation Capabilities

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State of Hawai`i – Transforming the IT Enterprise

SAIC was engaged to create the State of Hawai`i’s, Enterprise Architecture (EA) – A Blueprint for Change. The defined content for the EA document included a description of the current or “As Is” environment in addition to the “To Be” or future state vision that would guide information technology (IT) architectural directions and decisions within the State going forward in terms of the business architecture, information architecture, solutions architecture, and technology architecture.

In addition, the State’s CIO requested that the EA document include a strategic and tactical roadmap (Transition and Sequencing [T&S] Plan) of activities, projects, and initiatives that would close the gaps between the current state and future state vision. The T&S Plan elements were defined for each layer of the EA layers and for the State’s 35 lines of business (LOB) and included details relative to the:

ongoing and planned investments and projects that address the transition between the As Is and To Be states in ever increasing levels of detail; and,

strategic order or sequence of the defined investments or projects to achieve or move the State of Hawai`i closer to the future state vision over the next ten years.

In developing the IT/IRM, the Oak Ridge, TN-based team conducted more than 300 interviews on-island. The team also reviewed industry best practices and lessons learned from other states so they could be incorporated into Hawai`i’s plan.

The resulting EA provided a comprehensive description of the enterprise or IT components of the State [each Department or more specifically each line of business (LOB)] and the relationships of these components with one another (e.g., services delivered internally and services delivered to residents) as well as the relationships with external entities (e.g., the city and county governments, other offices and entities, business partners, and the Federal government). Each of the EA layers and LOBs were defined by taxonomies, diagrams, documents, and models to describe the components and their logical organization of business functions, business capabilities, business processes, people organization, information resources, business systems, software applications, computing capabilities, and the information exchange and communications infrastructure within the enterprise. These were presented in an ever increasing level of detail.

SAIC’s work to help Hawai`i update its IT infrastructure garnered solid reviews from the State’s governor, CIO, and external reviewers and earned the company Hawai`i’s IT Consultants of the Year Award.

CONTACTS:

Patty Baird

Senior Consultant

[email protected]

Valeria Gillum

Project Manager Consulting Services

[email protected]

Randy Reagan

Senior Consultant and Enterprise Architect

[email protected]

Stacy Stratton

Business Development, EAST

[email protected]

Brenda Beranek

Business Development, WEST

[email protected]

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White Paper - IT Organizational Transformation Capabilities

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