corporate information and technology strategy

June 2013

CORPORATE INFORMATION AND TECHNOLOGY STRATEGY

The City of Edmonton’s Information and Technology Plan, 2013 - 2016

Bringing the Ways to Life through Information and Technology

Version 1.1

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Copyright (c) 2013 City of Edmonton

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the City of Edmonton.

Version 1.1 of the Corporate Information and Technology Strategy includes a new executive summary, clarification about information management and information technology and other terminology, additional detail about strategic objectives, and a glossary. This version also includes detailed information about Phase 1: Mobilization. Future versions may contain more information about other phases, and may be updated at regular intervals throughout the implementation of the strategy.

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Corporate InformatIon and teChnology Strategy, June 2013

EXECUTIVE SUMMARYIn late 2012, Deloitte was hired to assess the City of Edmonton’s readiness to support and become involved in developing a corporate-level strategic direction for IT in the City. One that would not just be driven by the IT Branch, but would also involve both the Corporate Leadership Team (CLT) and representatives from across the City. Following their initial assessment, it was determined that the City required a City-wide strategic direction not just for information technology (IT), but also for information management (IM). This led to extensive work on developing a strategy, the results of which are captured in this document: the Corporate Information and Technology Strategy.

The Corporate Information and Technology Strategy will be the roadmap that guides the IT Branch, CLT, and all City branches to the state of being a Mature Business Partner, ensuring that all IM and IT initiatives are aligned with the needs of the branches throughout the City of Ed-monton. This document aims to clarify the strategic direction for the Corporate Information and Technology Strategy, to help ensure that everyone has a clear understanding of what is involved. The content has been organized into the following chapters.

1.0 A New Direction for IT and the City of Edmonton

• Summarizes and references the City’s strategic direction (The Way Ahead) and the City’s leadership principles. And, clarifies some of the terminology used in this document.

• Introduces the vision statement that was defined by the CLT: “A client-focused, strategic partner who is action oriented and nimble.” And discusses the following five themes for this vision: client focused, strategic, partner, action oriented, and nimble.

• Provides an overview of the IT guiding principles that were defined to help guide the City in making decisions about investments in information and technology, and that also played an important role in the development of the strategy. Also includes a table that maps the themes to the IT guiding principles and the City’s leadership principles.

• Describes the future role of IT in the City of Edmonton, where the IT Branch will evolve from its current state as Service Provider to a Mature Business Partner. In addition, the CLT and all City branches involved in IT initiatives will also become Mature Business Partners.

2.0 Strategy Development Process

• Includes background information about initial assessment of the current state of IT, including positive feedback about the IT Branch, and the perceived challenges. Also provides a brief discussion of the history of IT in the City and the ongoing struggle to find the balance between innovation and sustainment.

• Describes the strategic approach, including a discussion about the analysis and assessment of five delivery streams: IT Governance, Technology, Information Management, the IT Branch (Organization and People), and Process. Also lists the obstacles that were identified

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for each delivery stream, as part of the analysis. And, summarizes the goals that were identified for each delivery stream.

3.0 Taking Action

• Provides a detailed discussion about the strategic actions that are required to successfully implement the strategy and transition to becoming a Mature Business Partner. Describes each action, identifies the designated CLT and ITLT roles that will champion each action, and also lists the corresponding goals and objectives for each action.

• Summarizes the three project phases for implementing the strategy. These phases are: Mobilization (Phase 1), Effective Service Provider (Phase 2), and Emerging Business Partner (Phase 3). Also includes additional information about the target state (Mature Business Partner) that will be achieved once the strategy is implemented.

• Introduces the seven programs (or initiatives) for managing the different projects for implementing the strategy. The programs are: IT Governance, Enterprise Architecture, Technology Rationalization, IT Strategy and Planning, IT Organizational Optimization, Information Management, and IT Transformation.

• Also includes acknowledgements.

4.0 Roadmap

• Provides project schedules (by month) for all three phases of the strategy.

Appendices

• An organizational chart that shows the IT Branch Leadership Team (ITLT) roles in the target state.

• A table that maps the delivery streams to the strategic actions and strategic programs.

• A detailed list of the Phase 1: Mobilization projects, with project descriptions, plus the accountable and responsible owners at the branch levels.

• A glossary of terminology used throughout the Corporate Information and Technology Strategy.

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CONTENTS1.0 A New Direction For IT and the City 6

1.1 The Way Ahead: City of Edmonton Strategic Plan 7

1.2 City of Edmonton Leadership Principles 8

1.3 About this Document 8

1.4 A New Vision 9

1.5 IT Guiding Principles 10

1.6 The Future Role of IT 12

2.0 Strategy Development Process 14

2.1 Background 14

2.2 Approach 16

3.0 Taking Action 22

3.1 Strategic Actions 23

3.2 Strategic Plan Phases 31

3.3 Strategic Programs 32

Acknowledgements 35

4.0 Roadmap 36

Phase 1: Mobilization 37

Phase 2: Effective Service Provider 38

Phase 3: Emerging Business Partner 39

Appendices 40

Appendix A: ITLT Roles 41

Appendix B: Delivery Streams, Strategic Actions and Programs 42

Appendix C: Project Details (Phase 1) 43

Appendix D: Glossary 50

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1.0 A NEW DIRECTION FOR IT

AND THE CITY IT is part of everything we do. IT is integrated into every business process and every interaction with our citizens. Our City is totally dependent on information and technology. We expect to have easy access to information, and we expect our technology to be running 24 hours per day and 365 days per year.

Edmonton is growing. As are the demands of business and citizens. The IT Branch is faced with the challenge of responding to an increasing demand for new information management (IM) and information technology (IT) initiatives across the City of Edmonton.

How do we meet these demands? We could explore temporary solutions, such as hiring more peo-ple, spending money on external service providers, and even delivering ad hoc solutions in reac-tion to specific demands. But these options do not provide a long-term solution.

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Instead, we have chosen to invest in a new strategic direction that aligns information and technol-ogy with the City, by evolving the IT Branch from a Service Provider to a Mature Business Partner who delivers sustainable solutions that address the business needs of the City, and, ultimately, contributes towards helping the City achieve its strategic vision, as outlined in The Way Ahead.

1.1 The Way ahead: CiTy of edmonTon sTraTegiC PlanThe Way Ahead — the City’s strategic Plan — was established by City Council in 2008. It provides the City’s vision for Edmonton in 2040 and establishes six 10-year strategic goals to provide a clear focus for the future.

Since the establishment of The Way Ahead, Council and Administration developed additional detail and direction to focus City actions toward achieving the vision and goals. This has been through the development of directional plans for each of the goals as well as identifying specific out-comes, which are linked to performance measures and targets.

http://www.edmonton.ca/city_government/city_vision_and_strategic_plan/the-way-ahead.aspx

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1.2 CiTy of edmonTon leadershiP PrinCiPles

A leader with the City of Edmonton is a visionary, credible and trusted role model who inspires and challenges others to achieve their full potential.

-- Leadership Expectation

In addition to The Way Ahead, the following leadership principles were created to help establish a unified approach to leadership at all levels within the City of Edmonton.

• We are One City.

• We are proud to serve the public.

• As stewards we lead.

• We do as we say.

• I make a difference every day.

The leadership principles are available online at www.edmonton.ca/city_government/documents/PDF/Leadership_Principles_final_combined.pdf.

The Corporate Information and Technology Strategy will be the roadmap that guides the IT Branch towards becoming a Mature Business Partner by 2017, ensuring that everything the IT Branch does is aligned with the City’s vision, direction, and leadership principles, and that the IT Branch is fully prepared to help the City and the individual branches achieve their long-term goals.

1.3 abouT This doCumenTThe Corporate Information and Technology Strategy describes the strategic direction for infor-mation management and information technology in the City of Edmonton. Although it focuses on the business of IT (and on the relationship between the IT Branch, the Corporate Leadership Team (CLT), and the branches that consume IT services) it will apply to both shared services as well as customer-specific services. As a result, anyone who uses shared IT services should be aware of the strategy.

This strategy includes high-level information about the project phases and programs, plus road-maps for the different phases. It does not provide detailed information about each program. Nor does it include implementation details and performance measures.

abouT The Terminology in This doCumenT The Corporate Information and Technology Strategy (sometimes called the Corporate IT Strategy) is not just about IT (or information technology), but also about information management (IM). This

http://www.edmonton.ca/city_government/documents/PDF/Leadership_Principles_final_combined.pdf

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is why it is sometimes called the IM/IT strategy, which is shorthand for information management and information technology. Throughout this document, when we say “information technology”, or “IT” or “information and technology”, we are often referring to both information management and information technology. In some cases, when the discussion is specifically about either one or the other, the full name will be used. For example, discussions about information management will use the term “information management”.

For additional clarification about the terminology in this document, please see “Appendix D: Glossary” on page 50. Whenever a glossary term first appears in a chapter, it will be in bold with italics (for example, Mature Business Partner).

1.4 a neW Vision

“A client-focused, strategic partner who is action oriented and nimble.”

The Corporate Leadership Team (CLT) developed the above vision statement to articulate the future role of the IT Branch in the City, as well as the role of the CLT and all departments and branches involved in making decisions about information and technology. For example, an IT Branch specic version of this this vision statement would be “The IT Branch is a client-focused, strategic partner who is action oriented and nimble.”

This new Vision consists of five key themes.

ClienT foCused

The IT Branch exists to serve the needs of the departments and branches throughout the City of Edmonton. Understanding and meeting those needs is of the utmost importance. The IT Branch’s primary clients (also called customers) are the City’s departments and branches. Secondary clients are the citizens and other customers who interface directly with the City’s information technology or use products and services based on the City’s information technology.

sTraTegiC

The IT Branch has a “One City” approach to decisions about information management and infor-mation technology. By understanding the City’s strategic vision, the IT Branch offers solutions that go beyond operational or tactical problem solving and advance the City’s strategic vision whenever practical. The IT Branch has technology insights that make it possible to provide advice, identify options, and recommend solutions, while acting as a trusted steward of the City’s strategic invest-ments in information and technology assets.

ParTner

All of the City’s branches, including the IT Branch, are mutually invested and are working together towards a common goal. Collaboration on programs and projects is the norm, with shared respon-

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sibility and accountability for outcomes. The IT Branch understands the root causes of issues and proposes solutions that are not constrained by common or historical practices, but are innovative and driven by the business interests of the City’s branches. Trust and openness is firmly estab-lished between all involved branches and the IT Branch.

aCTion orienTed

The IT Branch meets its commitments and has an action plan that is clear, grounded in reality, and aligned with the City’s strategic direction. The IT Branch understands business and IT capacity and capability, but is also aware of constraints and limitations, and balances what is possible with what is practical. The IT Branch measures performance against agreed-upon criteria, and rewards accordingly.

nimble

By being nimble in its thinking, the IT Branch understands the changes the different branches must make to respond to the wants and needs of the citizens of Edmonton and, as a result, can support each branch through these changes whenever possible. The IT Branch is performing at an optimal level, with the least waste of time, effort, and resources.

1.5 iT guiding PrinCiPlesThe IT guiding principles have been defined to provide a set of criteria for making decisions about investments in information and technology throughout the City. These principles are an in-terrelated set of factors that contributed to the development of the strategic goals, objectives, and strategic actions that define the overall strategic direction for IT in the City.

CiTy business driVes iTThe City’s business needs form the basis of IT investments and service delivery. To address this, the City’s branches determine their business needs and prioritize them accordingly. In turn, the IT Branch delivers services that address these prioritized business needs.

informaTion and TeChnology are essenTial elemenTs in aChieVing The CiTy’s sTraTegiC suCCess

IT is a fundamental part of business processes at the City. The automation of business processes increases City staff productivity and should be leveraged wherever possible. In addition to aligning the Corporate Information and Technology Strategy with the City’s strategic vision, a fully mature IT Branch can enable communication across the City, between all departments and branches, and within each branch as well.

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The iT branCh and all CiTy branChes CollaboraTe as ParTners To aChieVe The CiTy’s ouTComes

The City’s branches need to clearly communicate their business processes and requirements to the IT Branch through established and agreed-upon channels. To do this, each branch owns the ser-vices it provides to the citizens of Edmonton, and the IT Branch provides the necessary solutions to enable each branch to deliver its services.

The iT branCh is aCTion orienTed in meeTing iTs CommiTmenTs

The IT Branch measures its performance and provides transparent IT-service delivery through regu-lar reporting to stakeholders. The performance measures are based on established City standards. The IT Branch also gathers feedback on services and implements service-improvement initiatives to enhance service delivery.

iT is flexible, agile, resPonsiVe, and adaPTable

To meet the business needs of the City’s branches, the IT Branch adapts its service delivery so that it can provide solutions that address changing business demands. All City branches and the IT Branch work together to agree upon the appropriate degree of adaptability and responsiveness.

The following table shows how these guiding principles map to the IT Vision themes and the City’s leadership principles.

IT Vision Themes IT Guiding Principles Leadership Principles

Client Focused City business drives IT. We are proud to serve the public.

Strategic Information and technology are essential elements in achieving the City’s strategic success.

As stewards we lead.

Partner The IT Branch and all City Branches collaborate as partners to achieve the City’s outcomes.

We are One City.

Action Oriented The IT Branch is action oriented in meeting its commitments.

We do as we say.

Nimble The IT Branch is flexible, agile, responsive, and adaptable.

I make a difference every day.

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1.6 The fuTure role of iTIn 2012, the CLT met with Deloitte to gauge current perceptions about the role of IT (and of the IT Branch) in the City, and also to identify the current role and determine a realistic target role. As shown in the diagram below, the following four common IT roles were considered: Service Provid-er, Business Partner, Business Leader, and IT Entrepreneur.

The initial consultation revealed a wide range of perceptions, but the majority agreed that the IT Branch’s current role was as a Service Provider. Once consensus was reached about the cur-rent role of the IT Branch, it was then determined that the most appropriate target state was to eventually establish the IT Branch as a Mature Business Partner. It was also determined that the transition to that target state was not just the responsibility of the IT Branch, but would also require the involvement of CLT and all City branches that consume the IT Branch’s services.

The iT branCh as a serViCe ProVider (CurrenT)As a Service Provider, the IT Branch is treated as a utility within the City, and interactions with the branch are primarily focused on service provision. Because IT innovation is often performed on an ad hoc basis, the business motivations for different initiatives are not fully transparent. The IT Branch is focused on deploying technology that is used by the branches throughout the City of Edmonton, with a primary emphasis on cost-efficiency.

It should be noted that the IT Branch is already evolving as a Service Provider. As shown in the diagram above, the branch is a Service Provider with a more outwards focus to the business needs of the City. The IT Branch is not just a reactive adopter of technology, but a Service Provider that

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provides some leadership in innovation. In this evolving state, the IT Branch is clearly poised to become more of a business partner.

The iT branCh as an emerging business ParTner (inTerim)As with any transition, there will be an interim state before the IT Branch becomes a Mature Business Partner. During this time, the IT Branch will be an Emerging Business Partner and will continue to maintain consistent and efficient technology deployment, and quality services, and will also ensure a balance of cost and performance. The IT Branch will be consulted by the City whenever it needs to establish business operational objectives. And, finally, although there will not be a significant amount of innovation, the IT Branch will ensure that it works with the City to explore and plan any IT Branch-driven innovation initiatives.

The iT branCh as a maTure business ParTner (TargeT)As a Mature Business Partner, the IT Branch will be an established and trusted strategic partner with the City’s branches, and will be able to provide its partners with more transparency than be-fore. To deliver effective and efficient services, the IT Branch will also follow a strategic approach to assigning resources to its services, by finding the right mix of qualified internal and external resources.

As a business partner with some focus on innovation, the IT Branch will also engage the City (and its departments and branches) in investing in more formal and structured IT-innovation manage-ment. The IT Branch will also remain “lean” in providing City staff and citizens with sustainable solutions and a responsive service experience. Note that the target state of Mature Business Part-ner is a two-way and collaborative arrangement. That is, it is not just the responsibility of the IT Branch, but also of CLT and other branches.

Service ProviderShort Term

Emerging Business PartnerMedium Term

Mature Business PartnerLong Term

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2.0 STRATEGY DEVELOPMENT PROCESS

In late 2012, Deloitte was hired to assess the City’s readiness to support and become involved in developing a corporate-level strategy for IT in the City. One that would not just be driven by the IT Branch, but would also involve both the Corporate Leadership Team and representatives from across the City. Following their initial assessment, Deloitte developed a strategic plan by consulting extensively with the Corporate Leadership Team (CLT) and branch leaders. The Corporate Information and Technology Strategy is the result of this consultation.

2.1 baCkground

The CurrenT sTaTe: WhaT’s Working?The IT Branch already plays a key role in helping the City deliver many services. To properly assess the appropriate strategic direction for IT in the City, extensive feedback was gathered to gauge

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current perceptions about both information and technology, and the IT Branch. A lot of the feed-back was quite positive.

iT branCh sTaff reCeiVe generally PosiTiVe feedbaCk

As part of ongoing consultation with leaders across the City, it was discovered that, overall, IT Branch staff are perceived as being responsive to customer requests. And, in somes cases, staff go notably above and beyond. Given the resource constraints within the IT Branch, a common perception was that IT Branch staff are doing the best they can to meet the needs of City depart-ments and branches.

PeoPle reCognize ThaT Things Can imProVe

Staff across the City (including those in the IT Branch) displayed a keen willingness to improve the way the IT Branch operates, and the relationships it has with its customers. The different branch-es have shown that they understand the value that the IT Branch can bring to their respective businesses, and they are looking for ways to collaboratively plan to promote more effective IT service delivery.

• The IT Branch is very helpful when engaged early.

• When engaged at the right time, and allowed focus, IT staff have achieved successful outcomes in working strategically with business partners in the City’s departments and branches.

some Challenges

There are still some challenges. The City is a complex and distributed environment that requires focused management and control. All of the City’s branches (including the IT Branch) face signifi-cant challenges with information management and information technology. A key problem: a lack of shared understanding of the role of IT leadership with respect to business expectations, gover-nance structures, and processes.

One common perception is that the IT Branch has limited engagement with the business needs of the City. And, at the same time, the City’s branches do not consistently involve the IT Branch early enough or as an active business partner in projects. As a result, some City branches are defining their own IT requirements, developing their own IT capabilities, and sourcing them as needed by hiring their own technology staff or using external sources, independent of the IT Branch.

In many cases, the IT Branch is struggling to complete strategic initiatives due to unplanned de-lays. Because of the high number of projects in the IT project pipeline, a number of projects are not being delivered in the promised time lines.

Many City branches are not certain how to best interact with the IT Branch and often feel that they receive mixed messages. This tendency appears to be most pronounced with initiatives that have placed a low emphasis on change management.

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iT and The CiTy of edmonTon: a riCh hisTory of innoVaTion The City has a long and rich history of being an innovative leader in information and technology. Since 1951, Edmonton has been a leader in different IT initiatives. For example, by saving millions of dollars after using the City’s first computer to develop and electricity billing system for Ed-monton Light and Power. And in 1954, the arrival of a Univac 120 computer, the first of its kind in Western Canada, led to a transition to a fully-automated Central Accounting System by the end of 1955.

These initiatives contributed to building an information-and-technology-savvy culture within the City. One that has faced many challenges over the years as the City has struggled to balance in-novation with the cost of sustaining diverse and distributed technology. At times, the emphasis on sustainment has led to significant reduction in innovation. This ebb and flow is a natural process.

This Corporate Information and Technology Strategy is not the first attempt to define a clear stra-tegic direction for IT in the City of Edmonton. For example, in both 1997 and 2005, consultants assessed the current and future states for IT in the City. Many of the recommendations (such as Application Rationalization and partnering with the business) were similar to the ones in this strategy.

Some of the recommendations were implemented (including an Application Rationalization initia-tive that reduced the number of City applications from 334 to 221). Others were not. The reason is simple. At the time, the City and the IT Branch were not prepared for the amount of change that was required.

Now is different.

With a more agile organization, the IT Branch is more prepared for, and accustomed to, change management and innovation. And, both the City and the IT Branch share a growing understanding of the need for information and technology frameworks, architectures, and processes that are driven by the business, not just by the IT Branch.

2.2 aPProaChAs part of a customized approach to creating a holistic, practical, and actionable strategy, De-loitte met with the CLT and the IT Branch and worked through a series of steps (shown in following diagram) to assess different needs and goals, formulate the strategic direction, and then develop roadmaps.

Step 1: Anticipateand Assess

Step 2: Formulate ITStrategic Direction

Step 3: DevelopRoadmaps

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This approach was applied to the following delivery streams: IT Governance, Technology (En-terprise Architecture), Information Management, the IT Branch (Organization and People), and Process. Goals were identified for each stream, and then assessed through a sequence of steps designed to derive a proposed roadmap.

analysis and assessmenT

Deloitte conducted the following analysis and assessment of the five delivery streams:

IT Governance

• Assessed the context of IT Governance in relation to overall corporate governance of the City.

• Identified required committees and their roles, responsibilities, membership.

• Also identified the supporting governing bodies that will support the major objectives of the IT Governance model.

TechnoloGy (enTerprIse archITecTure)• Assessed the degree to which the City’s technology portfolio supports current and future

business needs.

• Determined the ability of Enterprise Architecture to support changes in technology and identified the best solution for enhancing the City’s IT services.

InformaTIon manaGemenT (Im)• Assessed the current approach to managing information as an asset.

• Determined the want and need to leverage information more strategically.

• Developed an information life cycle with an emphasis on content-and-records-management.

IT Branch (orGanIzaTIon and people)• Assessed the City and the IT Branch’s current organizational model and the IT Branch

capability set.

• Also assessed the evolution of the IT Branch in the City, and conducted a SWOT analysis of the current state.

• Reviewed the City’s satisfaction with the IT Branch’s services and capabilities.

• Reviewed the IT Branch and City engagement model.

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process

• Assessed the current state maturity of the IT Branch and the City, with respect to the COBIT 5 framework.

• Determined the roles and responsibilities of the process stakeholders in the IT Branch.

• Identified the target state maturity level and the priority and importance of the COBIT processes.

obsTaCles

The following (current state) obstacles were identified for each delivery stream:

IT Governance

Ineffective Corporate Governance over IT

• Critical IT decisions are often made in isolation without business involvement.

• The current governance framework is not effective in managing accountability and responsibility.

Ineffective IT Investment and Funding Model

• There is no standard process enforced for acquiring IT investment (both Capital and Operational) funding.

• Capital funding is not planned in small enough increments to adequately plan for changes in technology.

• Enhancement-and-sustainment investments in IT are not organized at the corporate level.

• Growth and innovation budgets have not been sufficiently funded in recent years.

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Ineffective Business and IT Project Prioritization

• There is no mechanism by which the City determines the priority with which the IT Branch should execute programs and projects.

• The IT Branch executes projects when resources become available.

• There is no agreement between City of Edmonton departments and branches as to which initiatives take precedence over others.

• The IT Branch tends to accept all proposed projects regardless of the quality (or existence) of the business case.

• The IT Branch has too many projects in their pipeline to execute anything new effectively, regardless of business value or priority.

TechnoloGy (enTerprIse archITecTure)

Ad Hoc Technology Innovation Efforts Distract from IT Sustainment Activities

• IT innovation is currently being managed in the Office of the CIO with minimal transparency to other branches.

• Currently, IT innovation is not focused on business-process innovation, but rather on technological innovation.

• IT Branch staff can potentially be pulled off of enhancement or sustainment activities to perform due diligence on innovation initiatives.

Lack of Empowerment and Endorsement of Enterprise Architecture Principles at a Corporate Level

• The Enterprise Architecture function within the IT Branch is not empowered to enforce Enterprise Architecture principles.

• Enterprise Architecture directives, standards, and process documentation has not been endorsed by the CLT.

• Do not have technology infrastructure roadmaps for planning and prioritizing improvements to technology.

InformaTIon manaGemenT

Absence of an Information Management Champion

• Information management policies and strategies are not available.

• Current approaches to information management are parallel, siloed and (in many cases) duplicated efforts.

• The City does not have the ability to share and collaborate effectively.

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• The City does not have a corporate-level view of information, resulting in the lack of an information life cycle.

• Reduced integration.

IT Branch (orGanIzaTIon and people)

IT Leadership Role Clarification

• The current role of the Branch Manager, IT consists of two main roles: an operational role of branch management and administration, and also a strategic role as Branch Manager, IT for the City (or CIO). The scope of this role is too large for the size of the City.

• In addition to the large scope, lack of clarity about the role is causing friction and dissatisfaction amongst the corporate leadership and branch management teams.

• This lack of clarification can have a negative effect on IT Branch operational management.

• The lack of clarification about the role also inhibits the strategic advancement of the City’s strategic vision.

IT Organizational Misalignment

• The IT Branch is currently challenged in maintaining its role as an Effective Service Provider. The City’s branches are not getting the level of IT service they expect.

• The IT Branch’s service-management roles and responsibilities are not currently aligned with the needs of all City branches. Some branches are building their own embedded IT functions.

• Business representatives from the different departments and branches do not have clearly defined roles and responsibilities pertaining to their involvement with IT activities.

• The CLT does not own the business services that are provided by the IT Branch.

process

IT Management Processes are Incomplete and Inconsistent

• There is a disconnect between the IT branch and the other City branches.

• Ineffective risk management of IT assets (hardware and software).

• Fundamental IT management activities not being performed.

• The IT Branch’s project management processes are incomplete and do not align with corporate processes.

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goals

The following goals (or target outcomes) were identified for each delivery stream.

IT Governance

As a Mature Business Partner, corporate IT Governance will become a transparent and streamlined process that allocates funding and priority to IT investments that advance the business needs of the City.

The IT Steering Committee (CLT) will be accountable for overall IT governance at the City.

TechnoloGy (enTerprIse archITecTure)As a Mature Business Partner, Enterprise Architecture will play a key strategic role in enabling and supporting IT solutions that address the diverse business needs of the City.

InformaTIon manaGemenT

In the Mature Business Partner state, the City will view information as an asset and will have stan-dardized content-and-records management systems in place.

IT Branch (orGanIzaTIon and people)As a Mature Business Partner, the IT Branch will have appropriately defined leadership roles and an organizational structure that aligns with industry standards and the City’s strategic vision.

With a mature organizational structure, the IT Branch will deliver effective service provision to all, making the IT Branch a strategic asset for the City.

process

As a Mature Business Partner, the IT Branch’s improved service-management processes, aligned with industry best practices, will become a strategic asset.

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3.0 TAKING ACTION

“Genuine beginnings begin within us, even when they are brought to our attention by external

opportunities.”

William Bridges -- Three-Stage Roadmap of Personal Transition

The transition to Mature Business Partner will not just be driven by the IT Branch, but will involve all branches. As with any transition, the City will need to overcome a number of obstacles, including the need to have a clear understanding of the City leadership’s involvement in the Corporate Information and Technology Strategy.

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3.1 sTraTegiC aCTionsStrategic actions have been defined to help guide the City through the transition to a Mature Business Partner. Each strategic action has a designated champion, either from the Corporate Leadership Team (CLT) or the IT Branch Leadership Team (ITLT), depending on the scope of the action. Each champion will be the designated owner and promoter of the strategic action (and its related programs and projects). The champion will also provide guidance to the individuals that are accountable and responsible for driving the strategic action.

These strategic actions were derived from recommendations from Deloitte, following the analysis and assessment of the five delivery streams and the obstacles. To show the strategic context of each action, they have been organized by delivery stream. The strategic actions for IT Governance and Technology (Enterprise Architecture) have first priority, in order to set the foundation for the success of all of the strategic actions. However, all of the actions are of equal importance as they are all required to ensure the successful implementation of the strategy.

This section also lists the strategic goals that were identified as part of the development of this strategy (see “Goals” on page 21). Each goal has one or more strategic objectives, which provide more context about the different strategic actions, which were created to help the City achieve all of the strategic objectives.

iT goVernanCe

Goal 1: Corporate IT Governance will become a transparent and streamlined process that allocates funding and priority to IT investments that advance the business needs of the City.

Objective 1.1: Established and effective corporate IT Governance.

The City of Edmonton will have effective corporate Governance over IT, with an IT Governance Framework that provides an accountability framework to ensure that IT investments are driven by business need.

The City will also have a corporate view of both information management and information technology, which will result in effective management of information and technology assets that can leverage information across the City.

The IT Governance strategic actions are key to establishing a foundation that will help Edmonton invest in information and technology initiatives that advance the business needs of the City.

sTraTeGIc acTIon: esTaBlIsh IT Governance framework

CLT Champion: City Manager

Adopt, champion, and apply a corporate IT Governance Framework, which clearly defines areas of accountability and ensures IT decisions are driven by the business needs of the City.

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This framework will be created as part of a project in the IT Governance Program (see “IT Gov-ernance Program” on page 43). And, IT Governance Committees will be created to conduct the work. Note that operational and sustainment activities will also be included in the corporate IT Governance framework.

sTraTeGIc acTIon: esTaBlIsh IT Governance commITTees

CLT Champion: General Manager, Corporate Services

Endorse and facilitate the establishment of IT Governance Committees, as required by the IT governance framework.

These committees will be created as part of a project in the IT Governance Program.

Objective 1.2: Effective IT investment and funding model.

The City of Edmonton will have an effective IT Investment Management Framework with a structured process for ensuring that IT investments are determined at a corporate level.

sTraTeGIc acTIon: esTaBlIsh IT InvesTmenT manaGemenT framework

CLT Champion: General Manager, Finance and Utilities

Endorse and support the implementation of an IT Investment Management Framework, which will provide a structured process for ensuring IT investments are made strategically (that is, they are aligned with the business priorities of the City).

With a corporate-level view of IT costs, the City will be able to strategically and accurately man-age different IT investments. A project for establishing this framework will be managed by the IT Governance Program.

Objective 1.3: Effective project prioritization of all information and technology projects for the City.

With project prioritization, it will be possible to successfully implement the strategy. This will lead to more clearly aligned technology-enabled business processes, allowing the City to benefit from improved service delivery.

By ensuring that projects and programs are appropriately categorized and prioritized, the IT Branch and the City can effectively resource and deliver high-value and strategic initiatives.

The prioritization model will be driven by the City’s business needs.

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sTraTeGIc acTIon: esTaBlIsh projecT prIorITIzaTIon framework


Charter the development of a corporate and IT Project Prioritization Framework and process that will be developed and supported by the City and all City branches. As a result, the City will have an effective IT project prioritization system, for both current and future projects, that is aligned with the business needs of the City.

By establishing this framework, competition for the IT Branch’s attention can be significantly re-duced (and possibly eliminated), allowing the IT Branch to focus on project delivery.

The Project Prioritization Framework project will be created as part of a project that will be driven by the IT Governance Program. In addition, the framework will be part of all IT Governance committees.

TeChnology (enTerPrise arChiTeCTure)

Goal 2: Enterprise Architecture will play a key strategic role in enabling and supporting IT solutions that address the diverse business needs of the City.

Objective 2.1: Innovation efforts do not distract from IT sustainment activities

With a renewed focus on service-delivery performance, the IT Branch will benefit from enhanced and mature core processes.

Before the City can launch all of the required initiatives to support this new strategic direction, it needs to take a few tactical steps to ensure that everyone is prepared for the transition. The following strategic actions play a key role in preparing the City to support IT solutions that address the diverse business needs of the City.

sTraTeGIc acTIon: pause ad hoc InnovaTIon efforTs


Until the IT governance, investment, and prioritization frameworks are fully operational (esti-mated as six months, or the first phase of the strategic plan), the IT Branch and the City must be tactical and not begin any new non-business-initiated technology innovation efforts.

During this time, there will be a renewed focus on the ability of the IT Branch to deliver services to the business so that customer satisfaction increases and, ultimately, there is significant im-provement to the perception of the value offered by the IT Branch.

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Objective 2.2: Enterprise Architecture principles are endorsed at the corporate level.

The City of Edmonton will have clearly communicated and enforceable technology standards that enable better knowledge sharing and investment in IT within the City.

The City will also have enhanced planning of business requirements for information and technology, by linking the planning between the IT Branch, CLT, and the other branches (or business units).

sTraTeGIc acTIon: esTaBlIsh enTerprIse archITecTure framework


Endorse and support the implementation of the comprehensive Enterprise Architecture Frame-work and the foundational Enterprise Architecture Principles. Both of these initiatives are proj-ects that will be managed by the Enterprise Architecture Program.

By doing this, CLT can help ensure that technology standards are enforced and communicated and that better knowledge sharing and investment in IT occurs throughout the City.

sTraTeGIc acTIon: applIcaTIon raTIonalIzaTIon


Support a formal Application Rationalization project, which will consolidate and integrate in-formation and technology systems to lower the total cost of IT sustainment across the City. This project will be driven by the Technology Rationalization Program (see “Technology Rationalization Program” on page 33).

informaTion managemenT

Goal 3: the City will view information as an asset and will have standardized content-and-records management systems in place.

Objective 3.1: The City of Edmonton has an Information Management Champion.

The City of Edmonton will have a dedicated information management capability to govern, manage, provide guidance, and identify opportunities for leveraging information.

The City will also have a standardized information life cycle to enable effective management of information and to help better leverage information, while also addressing security, risk management, and compliance.

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sTraTeGIc acTIon: assIGn an InformaTIon manaGemenT champIon


Appoint an information management champion with the accountability to govern and manage Information as a strategic asset for the City. The CLT champion will be accountable for the success of the IT Branch’s new Information Management Program “Information Management Program” on page 34).

iT branCh (organizaTion and PeoPle)Most of the strategic actions in this section will be driven by the IT Branch, especially ITLT. The related projects will be part of the Organizational Optimization Program (see “Organizational Optimization Program” on page 34).

Goal 4: The IT Branch will have appropriately defined leadership roles and an organizational structure that aligns with industry standards and the City’s strategic vision.

With a mature organizational structure, the IT Branch will deliver effective service provision to all, making the IT Branch a strategic asset for the City.

Objective 4.1: Clarified IT leadership roles (CLT).

The City will have a clear definition of leadership roles and responsibilities (at the CLT level) relating to IT initiatives.

sTraTeGIc acTIon: sTrenGThen sTraTeGIc IT leadershIp capaBIlITIes


Recognize the need for the CLT to strengthen its strategic information and technology leadership capability, and also take action to gradually build this competency within the team.

In other words, the different IT leadership roles and responsibilities need to be clearly defined starting at the CLT level. And, there also needs to be clear definition and action on branch leader-ship (see below), including the role of the Branch Manager, IT.

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Objective 4.2: Clarified IT leadership roles (ITLT and IT Branch).

With clear definition of roles for IT Branch leadership, management and the Branch Manager of IT, the IT Branch will be able to become an Effective Service Provider and, eventually, a Mature Business Partner.

This will also allow the IT Branch to assume effective control of all areas of their information management and information technology mandate.

sTraTeGIc acTIon: clarIfy IT leadershIp roles (IT Branch)

Champion: General Manager, Corporate Services

Roles and actions also need to be clearly defined for both the Branch Manager, IT and the IT Branch Leadership Team (ITLT). By doing this, the IT Branch can become an effective IT service provider and subsequently evolve into a Mature Business Partner. This will allow the IT Branch to assume effective control of all areas of their IT mandate, including those IT functions embedded within other branches. See “Appendix A: ITLT Roles” for an organizational chart that shows the target ITLT roles.

The IT Branch will also need to:

• Appoint a Director of IT Transformation (Temporary): A temporary Director of IT Transformation should be hired with the mandate and authority to guide the IT Branch through the transformation from the current organizational structure into an emerging business partner. This will take place during the first phase of the plan.

• Appoint a Director of Enterprise Architecture and Planning: The new Director of Enterprise Architecture and Planning should be responsible for focusing on Enterprise Architecture, Management of Risk, Security, and IT Services Budgeting and Costing.

Objective 4.3: IT Organizational Alignment.

The City’s branches will receive the level of IT service they expect. The IT Branch’s service-management roles and responsibilities will be aligned with the needs of all City branches.

Business representatives from the different departments and branches will have clearly defined roles and responsibilities pertaining to their involvement with IT activities.

sTraTeGIc acTIon: esTaBlIsh IT Branch orGanIzaTIonal alIGnmenT

ITLT Champion: Branch Manager, IT

To ensure that the IT Branch’s organizational structure is aligned with the City’s business needs, ITLT needs to do the following:

• Step 1: Recognize the current misalignment between the IT Branch and the City’s department and branches. And, acknowledge that addressing this issue requires CLT, ITLT,

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and the IT Branch to adopt a more aligned organizational structure that will guide all branches towards helping the IT Branch become a Mature Business Partner.

• Step 2: Agree that as the IT Branch becomes an Effective Service Provider, and continues to mature, that the supporting organizational design, and the roles and responsibilities, will have to evolve accordingly.

• Step 3: Formalize and implement an ITLT reassignment that will enable the branch to focus on providing stable shared services and embedded IT services (that is, IT services embedded in other branches).

In addition, the IT Branch will also need to:

• Establish a Separate Innovation and Information Management Practice: A separate Information and Innovation practice should be established under the direction of the Branch Manager, IT. This practice area will evolve within the IT Branch and will eventually be responsible for all information management for the City of Edmonton. See “Appendix A: ITLT Roles”.

• Provide a Dedicated Resource Set for Operations and Sustainment: The appropriate dedicated IT resources should be identified for (and have longer term assignments to) IT operational and sustainment activities in order to guarantee a manageable level of service. These activities will also be included in the corporate IT Governance framework.

• Bring Embedded IT Resources Under IT Branch Control: Currently, some IT functions are embedded in other branches. For effective and efficient IT governance and management to be possible, these embedded functions need to conform with the general IT governance and management structures, policies, and processes. To address this, the IT Branch needs to extend management control over embedded IT resources.

• Implement Organizationally Aligned Performance Evaluations: IT management should be responsible for conducting staff performance-measurement and reporting.

ProCess

Goal 5: The IT Branch’s improved service-management processes, aligned with industry best practices, will become a strategic asset for the City.

Objective 5.1: Complete and consistent IT management processes.

Formalized processes will provide a clear view of the alignment of IT activities, roles, responsibilities, and outcomes with the City’s objectives.

Best practices will provide a reliable guide to the fundamentals of IT management and will lead to effective business engagement between the IT Branch and the City.

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sTraTeGIc acTIon: esTaBlIsh compleTe and consIsTenT IT manaGemenT processes

ITLT Champion: Branch Manager, IT

To ensure that the IT Branch’s service-management processes align with the industry best practic-es and the new strategic direction, ITLT needs to do the following:

• Step 1: The ITLT should endorse the use of COBIT 5 and Project Management Institute (PMI) frameworks by the IT Branch and should be aware of their responsibilities with respect to these frameworks.

• Step 2: The ITLT must document and agree that it is of strategic value to adopt these best-practice frameworks.

Note that the IT Governance Framework must be in place and linked with the project management and COBIT process frameworks.

The IT Branch will also need to support the following initiatives:

• Redefine the Existing IT Leadership’s Responsibilities in Terms of COBIT 5: To ensure that the IT Branch is able to adopt COBIT 5 as the IT Governance Framework, IT leadership responsibilities must be defined in terms of the processes for which they are accountable.

• Ensure that the PMO Manages Projects and the IT Branch’s Operational Practices Provide the SMEs: The Project Management Office (PMO) should manage all IT projects. The Subject Matter Experts (SMEs) are provided by the appropriate operational practice areas (that is, the practice areas with the project-specific capabilities) that will provide operational support to the service.

Most of the above listed initiatives will be driven by the IT Transformation Program (see “IT Trans-formation Program” on page 35.)

all deliVery sTreams

Ongoing reviews and audits will help ensure the success of the other strategic actions, and will also help the City achieve all of the objectives for each delivery stream. The following strategic action will address this need.

sTraTeGIc acTIon: conducT reGular IndependenT revIew of The sTraTeGy


Request regular, independent reviews of the progress of the Corporate Information and Technol-ogy Strategy. An initial audit and review should take place at the end of Phase 1: Mobilization. Moving forward, the review should be repeated on an annual basis for the next three years.

These reviews will impact the following programs: Technology Rationalization, IT Strategy and Planning, Organizational Optimization, Information Management, and IT Transformation (see “3.3 Strategic Programs” on page 32). The reviews will examine the City’s involvement in the strate-gy, including the IT Branch, CLT, and all involved City branches.

http://www.isaca.org/COBIT/Pages/default.aspx

http://www.pmi.org/

http://www.isaca.org/COBIT/Pages/default.aspx

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3.2 sTraTegiC Plan PhasesTo help the IT Branch become a Mature Business Partner, the CLT must act as the IT Steering Com-mittee to guide the IT Branch in maturing both its IT service delivery as well as its relationship with City branches. By following the journey through three key phases, the CLT and the IT Branch will be able to successfully transform the role of the IT Branch within the City.

Phase 1: mobilizaTion

This first phase will last approximately six months and will provide the foundational frameworks, directives, processes, and capabilities required for the IT Branch to interact effectively with its customers (for example, the City’s branches). The purpose of this phase is to prepare the IT Branch, the CLT, and the City’s branches for the next phase of the IT Branch becoming an Effec-tive Service Provider.

During this phase, there will not be any new non-business IT innovation initiatives, so that every-one can focus on re-prioritizing IT Branch projects, developing and rolling out architectures and standards, and implementing the key strategic actions.

Phase 2: effeCTiVe serViCe ProVider

During this phase, the IT Branch will focus on being an Effective Service Provider by supporting information and innovation that is driven by the business needs of the branches. In addition to im-plementing and operating new services, the IT Branch will continue to maintain existing services.

One of the main goals of this phase will be to help the different branches regain trust in the IT Branch, and vice versa. To accomplish this, the IT Branch will focus on supporting business oper-ations and fulfilling service requests from the City branches by delivering efficient IT projects and quality IT services, and also by balancing cost and performance.

Phase 3: emerging business ParTner

During this phase, the IT Branch will implement and operate new services, and continue to main-tain existing services. These services will be deployed in an efficient manner, and the IT branch will manage cost and performance for all technology initiatives. As an emerging business partner to each City branch, the IT Branch will be consulted when business operational objectives are established.

Phase 2: Effective Service Provider(18 Months)

Phase 3: EmergingBusiness Partner(18 Months)

Phase 1: Mobilization (6 Months)

Target State: Mature Business Partner

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The IT Branch will support technology innovation that originates from the business needs of the City. Innovation will be reorganized and planned by the City and the IT Branch to facilitate new ways of offering services that make use of IT.

TargeT sTaTe: maTure business ParTner

As a Mature Business Partner, the IT Branch will play an essential role in contributing to the achievement of the City’s strategic vision, as articulated in the Ways Ahead. To do this, the IT Branch will ensure that it delivers services that are consistently improving, that successfully leverage IT, and that play a key role in helping the City’s branches fulfill their plans and achieve their goals. For example, there will be more opportunity for innovation, due in part to mature information-management processes that allow for the re-use of information across the City. With optimized integration of business applications throughout the City, the different branches will seek out the IT Branch as a trusted business advisor.

3.3 sTraTegiC ProgramsTo support the strategic actions outlined by the Corporate Information and Technology Strategy, several IT Branch projects have been identified for the transition to becoming a Mature Business Partner. The proposed projects have been grouped into the following seven programs. Each pro-gram represents an initiative that may fall under multiple practice areas.

• IT Governance Program

• Enterprise Architecture Program

• Technology Rationalization Program

• IT Strategy and Planning Program

• Organizational Optimization Program

• Information Management Program

• IT Transformation Program

Owners have been identified for all seven programs (as shown below). These owners are broken down into the following two categories.

• Accountable: The individual who must be able to answer for any decisions about the program. Those with accountability are authorized to make binding decisions that are instrumental in driving a program.

• Responsible: The individual (or group) that is responsible for driving the program and ensuring that the required projects are completed in accordance with the requirements.

All of the programs can be traced back to one or more strategic actions, and also to the goals that were identified for each delivery stream during the development of the strategy. For more infor-

33


mation about how the delivery streams and strategic actions map to the programs, see “Appendix B: Delivery Streams, Strategic Actions and Programs” on page 42.

iT goVernanCe Program

Accountable: General Manager, Corporate Services

Responsible: Branch Manager, IT

IT Governance plays a key role in establishing the foundation for the rest of the Corporate Infor-mation and Technology Strategy. This program has several projects in the first two phases of the strategy, especially in the initial stages of Phase 1.

The IT Governance Program will be responsible for managing all IT Governance-related projects, especially the IT Governance Framework, the IT Governance Committees, and the IT Investment Management Process. Other projects include COBIT Awareness Training, IT Risk Assessment, IT Performance Measurement and Monitoring, and independent performance review against the stra-tegic plan.

enTerPrise arChiTeCTure Program



Once the IT Governance Framework and Committees are established, the Enterprise Architecture Program will play an integral role in defining and refining the underlying Enterprise Architecture principles and processes for the City of Edmonton.

Phase 1 includes the creation of an Enterprise Architecture Committee (EAC), which will play a key role in helping the branches across the City understand and agree upon Enterprise Architec-ture principles and processes. Other Phase 1 projects include assessing and developing standard-ized architectures that address the business needs of the City. In Phase 2, this program will be responsible for finalizing the proposed architectures that were developed during Phase 1.

TeChnology raTionalizaTion Program

Accountable: Branch Manager, IT

Responsible: ITLT (IT Branch Leadership Team)

This new program has been established to address the need for a City-wide effort to consolidate the approach to tracking and managing the applications and other technology assets used through-out the City.

The program will begin with an Application Rationalization Strategy project in Phase 1. In Phases 2 and 3, the program will consist of multiple projects for continuing the application rationalization

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as defined in Phase 1. Other projects include defining and then implementing an updated enter-prise data warehouse.

iT sTraTegy and Planning Program


Responsible: Director, Enterprise Architecture and Planning

This program will be responsible for managing different projects for improving IT service delivery to the City, maintaining and reviewing the Corporate Information and Technology Strategy, and developing additional strategies for the City.

Phase 1 will include projects for developing an IT service-sourcing strategy and also assessing industry practices in order to develop continual IT service improvements. In Phase 2, the program will develop additional strategies (including Cloud-Computing and SaaS (Software as a Service) strategies) and will establish a project for reviewing the Corporate Information and Technology Strategy, roadmaps, and additional strategies.

Phase 3 will have projects for defining an IT Innovation Strategy and Process and for formalizing business planning to help predict the appropriate level of technology needs to meet the City’s business requirements.

organizaTional oPTimizaTion Program



This program will manage different projects for aligning the IT Branch with a new operational model that will better prepare the IT Branch for the transition to a Mature Business Partner.

Phase 1 includes projects for identifying and assigning new roles and responsibilities, and defining strategies for talent management and succession planning. During Phase 2, this program will focus on a project for revitalizing the resource management process for the IT Branch.

informaTion managemenT Program

Accountable: General Manager, Corporate Services (as the Information Management Champion)

Responsible: Director, Information and Innovation

This program has been created to address the need for standardized information management pro-cesses across the City. With a dedicated Information Management Program, the IT Branch will be able to work with the Information Management Champion and City branches to develop City-wide content-and-records-management systems.

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In Phase 1, Information Management Governance and Policies will be defined, followed by projects in Phase 2 for Content Management, Records Management, and IM Change Management. In Phase 3, Infrastructure and Tools will be implemented.

iT TransformaTion Program


Responsible: Director, IT Transformation

The IT Transformation program will be responsible for many projects that help facilitate the transition to Mature Business Partner through the development of several key IT service-delivery processes including, but not limited to, IT service-continuity and request-fulfillment processes.

Phase 1 projects include adoption of COBIT standards, Service Definition, and consolidation of the Project Management Office (PMO). In phase 2, the program will continue with projects for Busi-ness Relationship Management (BRM), service-desk transformation, and annual COBIT assessment. Phase 3 includes projects for defining improved supplier-management and service-continuity-man-agement processes.

aCknoWledgemenTs

CoordinaTion and oVersighT

The IT Branch (Office of the CIO) in collaboration with the Corporate Leadership Team (CLT) and the IT Branch Leadership Team (ITLT).

researCh, ConsulTaTion, and Plan deVeloPmenT

Deloitte (Edmonton)

addiTional ConsulTaTion

Additional consultation was conducted with the City’s Branch Managers and with the IT Branch’s Extended Leadership Team (XLT).

suPPorTing maTerials

City of Edmonton Corporate IM/IT Strategy, Consultant Version (Deloitte)

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4.0 ROADMAP

37


Phase 1: mobilizaTion

38

Phase 2: effeCTiVe serViCe ProVider

39


Phase 3: emerging business ParTner

40

APPENDICES

41


aPPendix a: iTlT rolesWhen the IT Branch is fully established as a Mature Business Partner, ITLT will consist of seven distinct leadership roles, with the Branch Manager, IT and six directors. The following diagram shows the target organizational structure for these ITLT roles.

42

aPPendix b: deliVery sTreams, sTraTegiC aCTions and ProgramsThe following table shows the connection between the delivery streams, the strategic actions for achieving goals and objectives, and the programs that will drive the different projects for each strategic action.

Delivery Stream Strategic Action Program

IT Governance Establish IT Governance Framework

Establish IT Governance Committees

Establish IT Investment Management Framework

Establish Project Prioritization Framework

IT Governance Program

Technology (Enterprise Architecture)

Pause Ad Hoc Innovation Efforts

Establish Enterprise Architecture Framework Enterprise Architecture Program

Application Rationalization Technology Rationalization Program

Information Management

Assign an Information Management Champion Information Management Program

IT Branch (Organization and People)

Strengthen Strategic IT Leadership Capabilities

Clarify IT Leadership Roles (ITLT and IT Branch)

Establish IT Branch Organizational Alignment

Organizational Optimization Program

Process Establish Complete and Consistent IT Management Processes

IT Transformation Program

All Delivery Streams

Conduct Regular Independent Review of the Strategy Technology Rationalization Program

IT Strategy and Planning Program

Organizational Optimization Program

Information Management Program

IT Transformation Program

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aPPendix C: ProJeCT deTails (Phase 1) Several projects have been identified for Phase 1. Owners have been identified for each of these projects and fall under one of the following two categories.

• Accountable: The individual who must be able to answer for any decisions about the project. Those with accountability are authorized to make binding decisions that are instrumental in driving a project.

• Responsible: The individual (or group) that is responsible for driving the project and ensuring that it is completed in accordance with the requirements.

The following tables provide descriptions of each Phase 1 project (organized by program) and list the roles that are accountable and responsible for each project.

Note that, in the development of the strategy, Deloitte identified Corporate Leadership Team (CLT) owners for each of these projects. This document lists the actual roles who have been assigned as responsible and accountable at the branch level (usually within the IT Branch, but with some exceptions). For more information about the committees and CLT roles that are involved in these projects, please contact the project owners listed below.

iT goVernanCe Program

Project Name Project Description Accountable Responsible

IT Governance Framework

Finalize the detailed City directives around IT governance, terms of reference for steering committees, and assignment of resources to committees.

Director, IT Portfolio Management

Manager, Project Management Office (PMO)

IT Governance Committee Establishment

Ensure that all IT governance committees can quickly and successfully establish the processes, procedures, and tools required to communicate the role of the IT Steering Committee and to execute the activities for which they are accountable and responsible.



IT Investment Management Process

Finalize detailed City directives around IT investment management and assignment of resources to committees.

Branch Manager, Corporate Accounting and Treasury


IT Budget Realignment

Align the IT capital and operating budgets into enhancement activities (variable) and sustainment (fixed shared services).


Manager, Service Management Office (SMO)

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IT Prioritization Process

Finalize detailed City directives around IT enhancement prioritization, including processes, procedures, and tools for prioritization. Additionally, evaluate the IT project portfolio using the updated procedures to optimize the projects currently in the IT project pipeline.



COBIT Awareness Training

Provide COBIT awareness training to key governance stakeholders to increase knowledge of IT governance best practices.

Branch Manager, IT

Manager, Knowledge Management

Communication and Awareness of Revised IT Governance Framework

Develop a comprehensive communication plan to give stakeholders at the City of Edmonton the information they need to understand the IT governance framework mechanisms, structure, and processes.

Branch Manager, IT

Communications Strategist, IT

IT Investment Mix Establish the investment mix that is to be applied to the City’s IT investment portfolio (that is, maintenance, productivity, growth, and innovation) and direct the current investments into each of these categories. Communicate to all relevant stakeholders the IT investment mix that has been applied.

Branch Manager, Corporate Accounting and Treasury


Zero-Based Budgeting for IT Branch

Develop a comprehensive budget for the IT Branch by analyzing the financial needs of each activity and process delivered by the IT Branch.



Mobilization, Post-Implementation Review

Assess the effectiveness of the actions taken to remove obstacles in the City IT governance environment prior to proceeding to the first phase of the strategic roadmap (Phase 2: Effective Service Provider).

Branch Manager, IT

IT Strategy, Program Manager

Mature Business Partner Communication

Bring awareness to the Corporate Information and Technology Strategy and communicate the evolution of the IT Branch as a Mature Business Partner.

Branch Manager, IT

Communications Strategist, IT

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enTerPrise arChiTeCTure Program


Enterprise Architecture Committee

Following the adoption of the IT governance framework, ensure that the Enterprise Architecture Committee (EAC) is able to quickly establish the processes, procedures, and tools required to effectively communicate the role of the EAC and to execute the activities for which it is accountable or responsible.

Branch Manager, IT

Manager, Enterprise Architecture

Enterprise Architecture Principles, Structure, and Process

Further the development of detailed City directives, processes, and controls around Enterprise Architecture.

Branch Manager, IT


Reference Architecture Model Adoption

Assess the industry-leading architectural reference models available to the City and select the most appropriate model to guide the City over the long-term evolution of the Enterprise Architecture function.

Branch Manager, IT


Architectural Model Customization

Customize the selected architectural reference model to guide the City in making technology decisions.

Branch Manager, IT


Functional Fit/Gap Analysis of Applications against Business Requirements

Assess the functional fit/gap analysis of each application, in collaboration with application steering committees, for more accurate planning and funding of IT resources and technology capacity.

Branch Manager, IT


Develop Application Roadmaps

Develop actionable technology roadmaps, in collaboration with application steering committees, for more accurate planning and funding of IT resources and technology capacity.

Branch Manager, IT


Architectural Awareness Training (TOGAF, MRM)

Once an architectural reference model has been selected, provide architectural awareness training to key stakeholders within the City to increase their knowledge of architecture best practices.

Branch Manager, IT


Business Processes Development Templates

Develop the templates required for business areas to document their business processes in a format that will assist the EAC in making decisions.

Branch Manager, IT


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Business Processes Development

Develop detailed business processes in each business area to assist the EAC in making technology decisions.

Branch Manager, IT


Develop Technology Standards and a Common Set of Tools Approved for Use across the City

Develop the technology directives and standards that must be applied to any technology purchased for the City of Edmonton.

Branch Manager, IT


Development Draft Enterprise Architecture

Includes the following architectures: Business, Information, Application, and Technology.

Develop each view of the Enterprise Architecture to ensure that decisions about the enhancement and sustainment of technology can be made more effectively at an corporate level.

Branch Manager, IT


TeChnology raTionalizaTion Program (Phase 1)


Application Rationalization Strategy

Examine the total cost of ownership of all applications, cluster all applications by their intended purpose, and use and determine the strategy for moving ahead with a more cohesive enterprise application portfolio.

Director, IT Transformation (Temporary)


iT sTraTegy and Planning Program (Phase 1)


IT Service Sourcing Strategy

Prepare a strategy for optimizing the methods that the City employs to source IT resource and service capability for the delivery of IT services.

Director, IT Transformation (Temporary)


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Develop Benchmarking Processes with Other Municipal Jurisdictions and Local Market Leaders

Develop a mechanism that will allow the City to understand industry-leading practices, as well as the practices of peers (for example, geographical or municipal), to identify and plan continual IT service improvements.

Branch Manager, IT

Manager, Strategy and Planning

iT TransformaTion Program (Phase 1)

Project Name Project objective Accountable Responsible

COBIT Adoption Streamline directives and processes, and improve the overall effectiveness of the IT Branch. Identify and assign process owners and process stakeholders in accordance with organizational roles. Identify, align and formalize current IT activities with COBIT. Train process stakeholders in COBIT 5 foundations.

This project will be handled in a phased manner with the highest-priority processes being defined, documented and implemented first. This project continues throughout all phases of the program.

Branch Manager, IT


Service Definition Define, articulate, and quantify the structure and details of all IT services that the IT Branch delivers to the business and internally. Identify and assign process owners and process stakeholders in accordance with organizational roles. Define, document, and agree upon the IT technical and business services catalogs.

Determine, document and agree upon business services targets. Establish the process and service-management-measurement capability. Define and implement service target measurement, reporting, and service improvement activities.

Branch Manager, IT


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Project Name Project objective Accountable Responsible

PMO Consolidation Formalize the Project Management Office’s (PMO) improvement initiative and adoption of the Project Management Institute (PMI) framework, and establish an overarching program-management capability that aligns with the business-initiative prioritization model.

Integrate project management and change management. Enable PMI efficiency and effectiveness of the PMO by selecting, designing and implementing an effective project-and-program-management tool.


Manager, Project Management Office

organizaTional oPTimizaTion Program (Phase 1)


IT Branch and Business Alignment

Align the IT Branch with a new operating model that provides an improved capabilities mix to deliver on the strategic vision, through a three-phased approach that includes defining roles and responsibilities and a reporting model.

Phase one includes acknowledging the initiative, planning the approach, appointing the identified roles, and assigning the organizational responsibilities. It also includes securing the funding and approving the subsequent phases.

Phase two includes the internal alignment of the IT Branch, the appointment of the IT Branch roles, and the assignment of responsibilities. The process also includes organizational change-management-awareness activities.

General Manager, Corporate Services

Branch Manager, IT

Talent Management Strategy

Define, document, and agree upon the talent management strategy.

Assess local education opportunities to promote the development of skills in areas with high requirements for resources.

Branch Manager, HR

HR Strategic Advisor

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Succession Planning Strategy and Implementation

Assess succession issues. Define, document, and agree upon the succession planning strategy.

Branch Manager, HR

HR Strategic Advisor

informaTion managemenT Program (Phase 1)


IM Governance and Policies

Finalize the information management (IM) gover-nance model, including assigning accountabilities and responsibilities, and defining roles and responsibili-ties. Develop information management policies, such as integration policies, compliance policies, and risk policies. Develop processes and metrics to monitor service and to enable continual service improvement.

General Manager, Corporate Services

Member of the Information Management Committee (to be determined by the IMC)

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aPPendix d: glossary

Branch Manager, IT The role that is responsible for managing the IT Branch.

City When “City” is capitalized, it refers to the City of Edmonton. That is, the municipal entity (or the corporation) that is responsible for managing and delivering all of Edmonton’s municipal services. Also called “Corporation”.

City-Wide Refers to initiatives or programs that apply to multiple departments or branches within the City of Edmonton. Also called “corporate-level”.

Client The branch (or business area or business unit) that is consuming an IT service. Also called “customer”.

Effective Service Provider

The second phase of the strategic plan, an Effective Service Provider:

• Supports information and innovation that is driven by the business needs of the branches.

• Implements and operates new services, while continuing to maintain existing ones.

• Focuses on supporting business operations and fulfilling service requests by delivering efficient IT projects and quality IT services, and also by balancing cost and performance.

• Has processes in place (including a corporate IT Governance Framework and a Project Prioritization Framework) that make it possible to deliver all of the above.

Emerging Business Partner

The third phase in the strategic plan, an Emerging Business Partner:

• Continues to operate and implement new services, while also maintaining existing ones.

• Deploys services in an efficient manner, and manages cost and performance for all technology initiatives.

• Is consulted by the City whenever it needs to establish business operational objectives.

• Ensures that it works with the City to explore and plan any innovation initiatives, to facilitate new ways of offering services that make use of information and technology.

Note that “Emerging Business Partner” is also the name of the interim state that describes the transition from the current state (Service Provider) to the target state (Mature Business Partner).

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Future State A specific statement about a desired target state to be achieved by the end of the plan’s scheduled time frame. Also called “target” state.

Goals A general (high-level) statement that describes a desired condition to be attained within a specified time frame (in this case, within 42 months).

Information Management (IM)

Information management plays an important role across the City, at both the corporate and branch levels. In this strategy, “information management” refers to content-management systems and records-management systems, and also to initiatives for leveraging information across the City of Edmonton.

Information Technology (IT)

In this strategy, “information technology” typically refers to information and technology services, assets, and capabilities that may come from the IT Branch, or from the client branch, or as part of a City-wide IT initiative that may be driven by the IT Branch.

Throughout this document, “IT” often refers to both “information technology” and “information management”. That is, unless the text is emphasizing either “information technology” or “information management” (or both), when “IT” is used on its own, it should be assumed that the document is referring to both terms.

IT Branch A branch within the City of Edmonton responsible for providing integrated computing services to City departments.

IT Guiding Principles

An interrelated set of factors that contributed to the development of the strategic goals, objectives, and strategic actions that define the overall strategic direction for IT in the City.

Mature Business Partner

The target state that the City of Edmonton will be in once the initiatives (or programs) outlined in the strategy are implemented. A Mature Business Partner is:

• A trusted strategic partner who provides transparency around decisions about both information management and information technology.

• Able to deliver effective and efficient services by following a strategic approach to assigning resources to its services.

• Able to engage the City in investing in more formal and structured IT-innovation management.

• Able to balance innovation with the need to provide City staff and citizens with sustainable solutions and responsive service.

• A two-way and collaborative arrangement. It is not just the responsibility of the IT Branch, but also of CLT and other branches.

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Objectives A specific statement of what needs to be accomplished in order to attain a strategic goal within the time frame of the plan.

Program In this strategic plan, the programs are initiatives that are groupings of related projects. It is likely that some of the programs will fall under more that one practice area within the IT Branch.

Strategic Actions A specific statement of how the City and the IT Branch intend to pursue (or achieve) a strategic objective.

Sustainment Typically refers to ongoing operational projects or activities that are required to continue maintaining services. Sometimes called “maintenance”. These projects and activities will be included in the corporate IT Governance Framework.

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corporate information and technology strategy

Documents