IPMA Executive Summary - October 31, 2002
IPMA Executive Summit
The Enterprise Architecture of the
HR/Payroll Systems
October 31, 2002FINAL NOTES AND DISCUSSIONS
Presented by:
Josetta BullJB McCrummen, Gartner
2IPMA Executive Summary - October 31, 2002
Agenda
• CAB Business Thomas 1:00 - 1:30
• IPMA Recap Josetta 1:30 - 1:45
• Operating Principles Josetta 1:45 - 2:30
• BREAK
• Governance Structure Josetta 2:45 - 3:05
• Strategies Josetta 3:05 - 3:30
• Initiatives/Projects Josetta 3:30 - 4:00
• Session Wrap-Up Josetta 4:00 - 4:30
• Next Steps Stuart 4:30 - 5:00
IPMA Executive Summary - October 31, 2002
CAB Business
Thomas Bynum
IPMA Executive Summary - October 31, 2002
IPMA Recap
• Challenge• Enterprise Architecture• Enterprise Blueprint Plan• Governance Structure• Operating Principles• Your Role
5IPMA Executive Summary - October 31, 2002
IPMA Recap: Challenge
• Agencies must implement Civil Service Reform
• Agency financial and administrative functions are under supported by the state’s common central information systems
• Agencies have implemented their own “shadow” systems
• Approach – Plan and implement improvements from an enterprise
view
1 Applications operate in DIS IBM Mainframe environment.2 DOP will decommission the Insurance system by August 30, 20033 HCA will implement the new MMS by June 30, 2003
Payroll*Payroll*
Payroll calculation
Interfaces Tax reporting Time and
attendance collection
Table-driven calculation rules
Reporting Benefits
administration Retroactive
adjustments Variable
compensation
Personnel Reporting*Personnel Reporting*
Personnel administration
Reporting Position
management Performance
management Compensation
planning Contract
management Collective
bargaining Career
management Employee
self-service Manager self-
service
Leave*Leave*
Leave administration
Leave collection
DataWarehouse
DataWarehouse
Human resource informationreporting
DOPAgency
Applications
DOPAgency
Applications
Combined fund drive.
Employer advisory services.
Executive recruiting.
1LaborDistribution
1LaborDistribution
Payroll labor allocation
Time and activity reconciliation
Cost accounting feed
1 StatewideAccounting
1 StatewideAccounting
Financial accounting
Financial reporting
Budgeting Accounts
payable Accounts
receivable Cost
accounting
1SalaryProjection
1SalaryProjection
Salary project. Budget allocation. Salary
administration
Department of PersonnelOffice of FinancialManagement
Recruiting(ARMS)*
Recruiting(ARMS)*
Job applicant intake
Hiring support
Job applicant self-service
Recruitment
Training(HRDIS)*Training
(HRDIS)*
Training records
Training administration
Competency management
Agency HRApplicationsAgency HRApplications
Time and attendance collection
Labor distribution
HR tracking Agency
recruiting
3 Insurance Membership Management
3 Insurance Membership Management
Medical Dental Life and Long-
term Disability Insurance
Accounting
Other StateAgencies
2 Insurance Enrollment and
Accounting
2 Insurance Enrollment and
Accounting
Medical Dental Life and Long-
term Disability Insurance
Accounting
ApplicationsApplications•Meets business needs•Partially meets business needs•Does not meet business needs
Legend
IPMA Recap: ChallengeHR Systems Overview
LiquorControlBoard
LiquorControlBoard
LaborUnions
(2)
LaborUnions
(2)
CreditUnions
(10)
CreditUnions
(10)
Utilities &Transportation
Commission
Utilities &Transportation
Commission
InformationServices
InformationServices
RevenueRevenue
InternalRevenueService
InternalRevenueService
& Services
Social Healthand Services
Social Healthand Services
Security
EmploymentSecurity
EmploymentSecurity
RetirementRetirement
StatePatrolState
Patrol
Criminal JusticeTraining
Commission
Criminal JusticeTraining
Commission
Convention andTrade Center
Convention andTrade Center
InsuranceBasic Health Plan
InsuranceBasic Health Plan
Financial
FinancialManagement
FinancialManagement
NaturalResourcesNatural
Resources
Fish &Wildlife
Fish &WildlifeFish &
Wildlife
EcologyEcology
Laborand
Laborand Industries
Laborand Industries
SocialSecurity
Administration
SocialSecurity
Administration
House&
Senate
House&
Senate
StateTreasurer
StateTreasurer
CorrectionsCorrections
Transportation &Marine Division
Transportation &Marine Division
PublicInstruction
PublicInstruction
Higher EducationPolitical
Sub-divisions
Higher EducationPolitical
Sub-divisions
GeneralAdministration
GeneralAdministration
StateAuditor
StateAuditor
LegislativeEvaluation &
AccountabilityProgram
LegislativeEvaluation &
AccountabilityProgram
Health CareAuthority
Health CareAuthority
StatePrinterState
Printer
HealthHealth
PERSONNEL
PAYROLL
INSU
RA
NC
E
RECRUITMENT
TRAINING
IPMA Recap: ChallengeInterface Systems
8IPMA Executive Summary - October 31, 2002
IPMA Recap: Enterprise Architecture
• Definition - – A holistic expression of the enterprise’s key business,
information, application, and technology strategies– A set of processes that:
• are business strategy driven,• are technology trend aware; and • will evolve over time
9IPMA Executive Summary - October 31, 2002
IPMA Recap: Enterprise Architecture
• Critical Processes - – Governance is key to business/IT dialogue– Continually update the Migration strategy– Enables iterative and incremental approaches– Expands and evolves with each release
10IPMA Executive Summary - October 31, 2002
IPMA Recap: Enterprise Architecture
State and agency enterprise architectures
State Architecture
Community of Interest
Architecture AgencyArchitecture
AgencyArchitecture
Points of compatibility
11IPMA Executive Summary - October 31, 2002
IPMA - Recap: Enterprise Blueprint Plane
-Se
cu
rity M
an
ag
em
en
t
e-Business Applications
Citizens, Visitors & Other Customers (G2C)
Channel & Customer Relationship Management (CRM)
e-Shared Services
e-Data Bases
Information Providers (G2B & G2G)
In-Person
Supply Chain Management (SCM)
US Mail E-FilingsPayments
E-Forms Web/PortalFax On-Line
e-Infrastructure
EDI
En
vir
on
me
nta
lS
erv
ice
s
Credit Cards
e-Go
vernan
cee-P
olicies
e-Arch
itecture
e-Stan
dard
s
Ta
x S
erv
ice
s
Lic
en
se
Se
rvic
es
Per
mit
Se
rvic
es
e-Application Middleware
Pay
me
nt
Pro
ce
ss
es
ED
I/E
FT
Geo
gra
ph
icIn
form
atio
n S
ys
tem
s(G
IS)
Pu
bli
c K
ey
Infr
as
tru
ctu
re
Dir
ec
tory
Ser
vic
es
Co
lle
cti
on
sM
an
ag
eme
nt
Oth
ers
Legacy Data Bases
Ben
efi
ts S
erv
ice
s On-line G2B, G2G
Bulk Data Transfers
e-P
roc
ure
men
tS
erv
ice
s
e-F
orm
s LegacyProductionData Base
C
Legacy Applications
e-Data Middleware
Web DataBase A
Web DataBase C
Web DataBase B
Dec
isio
n S
up
po
rt
Historical&
ExternalData
Customer IdentityData Warehouse
Networks(LAN/WAN/VPN,etc)
Platforms/ServersUser Devices
(Desktop/Laptops/PDA)System Management
e-Marketin
g
Hea
lth
Se
rvic
es
Em
plo
yme
nt
Se
rvic
es
En
terp
ris
e R
es
ou
rce
Pla
nn
ing
(E
RP
)
Em
plo
yee
Ser
vic
es
Fa
mil
y S
erv
ice
s
Ed
uc
ati
on
Ser
vic
es
Pu
bli
c S
afe
ty S
erv
ice
s
Ju
stic
e S
erv
ice
s
En
terp
ris
e R
es
ou
rce
Pla
nn
ing
(E
RP
)
Oth
ers
...
LegacyProductionData Base
B
LegacyProductionData Base
A
LegacyProductionData Base
D
LegacyProductionData Base
E
LegacyProductionData Base
F
IPMA Recap: Enterprise Architecture
12IPMA Executive Summary - October 31, 2002
Data Warehouse(s)
Enterprise Financial and Administrative Community
EnterpriseReporting
• Personnel Data Warehouse
• Financial Data Warehouse
• Procurement Data Warehouse
• DSHS Integration (FRIP)Budget Management
• Capital Budget• Budget Development
• Performance Meas. Tracking• Allotment Management
• Version Reporting• Fiscal Notes
Procurement Management
• Purchasing
• Contracts Management
Financial Management
• General Ledger• Accounts Payable
•Travel Voucher• Accounts Receivable• Cost Accounting
Accounting
SuppliesInventory
Capital AssetManagement
Time / LaborDistribution
Vendors
Budget &Performance
.Human Resources/Payroll
Salary Projection
EmployeesPositions
2/15/2002
• Payroll• Personnel
• Positions• Benefits• Retirement
• Leave• Applicants• Training
Commodities
IPMA Recap: Enterprise Architecture
13IPMA Executive Summary - October 31, 2002
IPMA Recap: Enterprise Architecture
OrganizeArchitecture
Effort
BusinessVisioning
Define/RefineEnterpriseBusiness
Architecture
Environmental Trends
Define/RefineEnterpriseInformationArchitecture
Define/RefineEnterprise
WideTechnical
Architecture
Define/Refine
EnterpriseApplicationArchitectur
e(Portfolio)
Document Current Environment GapAnalysis
MigrationPlanning
texttexttexttext
Implementation Planning Change Projects Information Projects Application Projects Technology Projects
Enterprise Architecture Governance and Evolution, Organizational Impact, and Communication
Strategic Planning Look 3-5 years out
into the future What information is
needed for eachstrategy?
Copyright © META Group, Stamford, Ct.
(203) 973-6700www.metagroup.com
Organizational Guidance
14IPMA Executive Summary - October 31, 2002
IPMA Recap: Enterprise Blueprint Plan
• Objectives:– Financial and administrative system changes/upgrades are
needed to:• Maximize the value of the state’s IT investments• Improve business process efficiency• Provide valuable information• Meet customer expectations for “modern” systems, e.g.,
web-based, integrated
15IPMA Executive Summary - October 31, 2002
IPMA Recap: Enterprise Blueprint Plan
• Principles:– Central systems and tools
• “Build it once”• Support it centrally
– Common, central data stores• Integration, efficiency, integrity, facilitate reporting
– Self-service• To gain efficiencies
– More consistent coding across agencies• To support the Enterprise view
16IPMA Executive Summary - October 31, 2002
IPMA Recap: Enterprise Blueprint Plan
• Principles (continued):– Incremental approach
• To manage risk and achieve early payoff– Select high value projects
• To reduce system duplication
17IPMA Executive Summary - October 31, 2002
IPMA Recap: Enterprise Blueprint Plan Enterprise Strategies Committee (ESC)
The ESC is formed to sponsor and lead the incremental implementation of comprehensive, coordinated enterprise-wide blueprint for financial and administrative systems.Best Practices
Steering Committee
Governing for he New
Millennium (G4NM)
Enterprise Blueprint Plan Work Group
Enterprise Strategies Committee(Policy and Decision Making Body)
Directors of: OFM, DIS, DOP, GA, CTED, DRS, L&I, HCA
Enterprise Strategies Work Group(Task Force)
(Representatives from central service agencies and customers)
18IPMA Executive Summary - October 31, 2002
IPMA Recap: Governance Structure
Business Technology
ChangeManagement
Budget Staffing
Governance / PolicyManagement
Management Framework
19IPMA Executive Summary - October 31, 2002
IPMA Recap: Governance Structure
Initiatives and Projects
Vision of ServiceDelivery
IT Governance
Architecture Design Principles
Architecture
Chain Starts Here
Chain Starts Here
Customer Needs - Shift from internal to external customers
Chain of Necessity
20IPMA Executive Summary - October 31, 2002
IPMA Recap: Governance Structure
• Definition - – Governance is the inter-agency organizational structure that provides a
decision-making process to determine the services, architecture, policies and standards for the enterprise information technology.
– The institutionalization of a process that guides how individuals and groups cooperate to manage technology.
– Governance provides a framework for making IT decisions.– Governance consists of the body of rules, agreements, and standards
that define the basis for interaction between functions, roles, departments, and people within the enterprise.
– Governance involves discussions about architectures, standards, IT organization, deployment of IT people and skills, and IT cost structures.
– The overall objectives and role of IT governance is to ensure that IT organizational resources are targeted to deliver maximum business value.
21IPMA Executive Summary - October 31, 2002
Stage 4: PioneeringStage 4:
Pioneering
Stage 3: ProactiveStage 3: Proactive
Stage 2: ReactiveStage 2: Reactive
Where Do Where Do You Fall?You Fall?
IPMA Recap: Governance Structure
Level of Involvement
Stage 1: PassiveStage 1: Passive
22IPMA Executive Summary - October 31, 2002
IPMA Recap: Operating Principles
• Definition - – Operating principles are statements that help define how
an organization makes business decisions.– Operating principles clearly define roles and
responsibilities.– Operating principles are what an organization strives to
achieve.– Operating principles address general business
operations, policies, standards, oversight, and resources.– Operating principles provide the foundation for the
Information Technology Governance Charter.– Operating principles need to be tested over time and
update as appropriate, ensuring they help facilitate improvement of out information technology infrastructure.
Evolution of CIO Role and Enterprise GovernanceMainframe Era:Mainframe Era:Conventional PlusConventional Plus
• Functional Head • Operational Manager
• Deliver on Promises
• Advisor on ‘How to’ Not ‘What to do’
• On-Time delivery • Reliable operations
• Automate for Efficiency
• Alert Line-Mgmt. to IT Investment Opportunities
Distributed Era:Distributed Era:Transitional, ShiftingTransitional, Shifting
• Strategic Partner• Expectation Manager• Technology Advisor
• Align IT with Business
• Access to the Executive Invited ‘Seat at Table’
• Manage IT Department • Provide Infrastructure• Manage vendors
• Reduce Business Process Cycle-time
• Set Direction and Secure Benefits from “Selective” Outsourcing
Web-based Era:Web-based Era:Hybrid, EmergentHybrid, Emergent
• Business Visionary• Technology Opportunist
• Drive Channel Strat.
• Member of Executive Team or Assumed ‘Seat’
• Jointly Develop Bus./ IT Model; Leverage Extra-structure
• Integrate Client/ Supplier Value-Chain
• Define Office-of-the Future; Lead effort to Customer-centricity
CIO Role
KeyResponsibility
BusinessInput
Major Tasks
System Objective
Leadership
IPMA Recap: Your role!
IPMA Executive Summary - October 31, 2002
State Enterprise Operating Principles - Final Discussion
Please note:
• The following Operating Principles were discussed during IPMA meetings held on October 4, 5 and 31. Discussion notes may be viewed in the “Notes” portion of this presentation.
• During the IPMA meetings, it was discussed that the following Operating Principles need to be adopted and charted, once the State identifies their overall Governance structure and processes.
25IPMA Executive Summary - October 31, 2002
Enterprise Operating Principles
• Business Principles– We will seek business leadership commitment for enterprise
initiatives by presenting a business case that helps them understand the benefits to the State and their Agency (cross-walk between benefits to the whole and benefits for each participant)
– We will demonstrate our technology leadership by proposing and championing innovative solutions to business executives
• As leaders, who truly understand the business of our Agencies, we will advocate for changes in business service delivery and processes in order to improve the effectiveness of our organization
– Our common community needs to help support this effort – we all need to be saying the same thing
– We need to be able to identify the win and where we can all move forward together
26IPMA Executive Summary - October 31, 2002
Enterprise Operating Principles
• Business Principles– We will collaborate among departments in order to:
• Achieve return on investment in support of common goals and requirements
• Share ideas, resources, technology research, and best practices in the deployment of integrated services
• Achieve synergies in:– Purchasing– Applications development and deployment– Research and development
– We will strive for increased efficiencies through the implementation of self-service systems
– Our customer will use a single authentication process in order to receive services
27IPMA Executive Summary - October 31, 2002
Enterprise Operating Principles
• Budget/Resource Principles:– Enterprise projects will be prioritized based on:
• Common Business need/goals • Statewide ROI (State needs to define term)• Availability of funding• Support of long term architecture
– Conflicting priorities will be raised through the States Governance structure (State needs to define structure and process)
– Agencies will work collaboratively when seeking funding
– Agencies will not initiate a project unless the appropriate staffing is available to support it
28IPMA Executive Summary - October 31, 2002
Enterprise Operating Principles
• Technology– We will develop, maintain and support an Enterprise
Technology Architecture (ETA) that supports the sharing, exchange and integration of agency data and services
• We will develop, maintain and support ETA standards– We will support the development of shared services to be
utilized by agency departments– We will embrace phased implementation in order to reduce
risk and recognize system benefits as soon as possible– Based on knowledge and understanding of our business
needs, we support the development and reuse of common application components
– We will strive to eliminate redundant systems and processes
– We will seek the best provider of a solution (commercial off the shelf or custom build)
29IPMA Executive Summary - October 31, 2002
Enterprise Operating Principles
• Data – Agency data/information is a State enterprise resource
regardless of its physical location, and departments will collaborate to manage it as such
– We will implement security policies and standards that will protect systems, networks, resources, and data from loss and unauthorized access, use, modification, destruction, and disclosure
– We will create and implement a process for the creation, deployment, maintenance and retirement of information
30IPMA Executive Summary - October 31, 2002
HR/Payroll Operating Principles
• Change Management Principles:– We will ensure all employees receive the basic training
necessary to operate the IT systems necessary to support their business functions
– We will support change management practices in order to ensure successful system deployment. Our focus will include
• Leadership demonstrates their support of the change management process
• Education and outreach
• Communication that is open, timely, and accurate
• Articulate the benefits of change
IPMA Executive Summary - October 31, 2002
HR/Payroll Operating Principles
Please note:
• The following Operating Principles were NOT discussed, as it was determined that the HR/Payroll team had already completed a similar exercise.
32IPMA Executive Summary - October 31, 2002
HR/Payroll Operating Principles
• Technology - HR/Payroll Community Principles:– As an HR/Payroll community, we will work to find and
launch our efforts based on commonality– As an HR/Payroll community we agree to centralized
systems, data and tools, when there is a supporting business case
– We will develop plans for the assessment, migration and retirement of duplicate HR/Payroll processes, services and products.
• Before we retire something, we need to be assured that we will get the same or improved level of service
• Or (there is disagreement here)• We need to be willing to accept a reduced level of
service– We will establish individual service level objectives that
will allow us to monitor and track the state’s HR/Payroll programs and services to determine if stated outcomes are being met
IPMA Executive Summary - October 31, 2002
BREAK
IPMA Executive Summary - October 31, 2002
Governance Structure
• Background
• Structure
• Chartering
35IPMA Executive Summary - October 31, 2002
Introduction to Governance
Information Constitution Framework for making
informed IT decisions Defines roles and
responsibilities
Information Constitution Framework for making
informed IT decisions Defines roles and
responsibilities
IT-Savvy Board Takes enterprise
approach to IT management
Merges IT and business planning
Uses IT to facilitate mission and goals
Owns IT projects Monitors success
metrics Engages in continual
education Prioritizes IT
investments
IT-Savvy Board Takes enterprise
approach to IT management
Merges IT and business planning
Uses IT to facilitate mission and goals
Owns IT projects Monitors success
metrics Engages in continual
education Prioritizes IT
investments
Enterprise FirstEnterprise First
Silos SecondSilos SecondGovernance Board Governance Board
MembersMembers Executive sponsorExecutive sponsor Department executivesDepartment executives CIOCIO CFOCFO PartnersPartners Fuse IT
andBusiness
Fuse ITand
Business
Key Elements in Review
36IPMA Executive Summary - October 31, 2002
Action Items:
Build extra-agency view of governance
Include constituents, partners, advocacy groups
Develop cooperative architecture
TimeTime
Governance
IT Governance(Single Agency)
Global Governance(Multiagency)
Governing(Policy/
Regulations)
Introduction to Governance
The Next Generation
37IPMA Executive Summary - October 31, 2002
Introduction to Governance
BusinessBusiness
Agency Agency MissionMission
CultureCultureOrganizationOrganization
ProcessProcess TechnologyTechnology
Intellectual CapitalIntellectual Capital
Services and Services and ProductsProducts
Constituent Constituent FeedbackFeedback
IT GovernanceIT Governance
Adapted from J. Carr, “Human Factors: A New Perspective for Software Systems Adapted from J. Carr, “Human Factors: A New Perspective for Software Systems Development”Development”
TransformationTransformation
38IPMA Executive Summary - October 31, 2002
• Governance Structure High Level Implementation Steps
– Formalize IT Governance Structure
– Test IT Governance Structure
– Modify IT Governance Structure as Necessary
– Fully Implement IT Governance Structure
Introduction to Governance
IPMA Executive Summary - October 31, 2002
IT Governance Structure
40IPMA Executive Summary - October 31, 2002
IT Governance Structure
• Purpose of Governance– Ensure that business strategy drives IT decisions– Ensure the organization is supported by a stable and secure IT infrastructure
• Responsibilities– Make decisions regarding IT strategic directions– Approve key IT policy and program decisions– Set priorities for IT projects, ensuring they support business needs – Monitor implementation of IT Strategic Plan– Remove barriers to IT project implementation– Report results to Executive Staff
41IPMA Executive Summary - October 31, 2002
IT Governance Structure
• Purpose of the IT Governance Board– Provide IT Governance Board and CIO with proposals and
guidance regarding technology solutions, policies, standards, and procedures
• Responsibilities – Review alternatives and prepare recommendations for
review by CIO• Conduct technical analysis to support business needs
– Ensure coordination of technical activities between centralized IT staff and business unit IT staff
– Facilitate knowledge sharing and exchange between centralized IT and business unit IT staff
– Monitor and report on appropriate IT projects– Facilitate implementation of IT Strategic Plan initiatives
42IPMA Executive Summary - October 31, 2002
IT Governance Structure
• Membership – An appropriate IT Governance Board member as Chair– Technology experts– Business experts
• Familiar with business processes or issues being addressed
– External Service Providers as appropriate
43IPMA Executive Summary - October 31, 2002
IT Governance Structure
• Sub-Committee Purpose– Provide Governance Board and CIO with proposals and guidance
regarding technology solutions, policies, standards and procedures
• Responsibilities – Review alternatives and prepare recommendations for review by CIO– Conduct technical analysis to support business needs– Ensure coordination of technical activities between Department IT
staff and Information Technology Division staff – Facilitate knowledge sharing and exchange between IT Department
and Information Technology Division staff– Monitor and report on appropriate IT projects– Facilitate implementation of strategic initiatives
• Meet as necessary– Monthly at a minimum– Reports coincide with Board meetings
44IPMA Executive Summary - October 31, 2002
Sample IT Governance Structure
Executive Officer
IT Governance Board
A: Decision-Making Bodies
Enterprise TechnicalArchitecture and Standards
Steering Committee
IT Resource AllocationSteering Committee
Security and Privacy SteeringCommittee
B: Advisory Committees
C: Task Forces
ApplicationArchitectureTask Force
Data TaskForce
Servers,Desktops andNetworks Task
Force
E-GovernmentTask Force
EmployeeExcellence
Co
mm
un
icat
ion
an
d C
han
ge
Man
agem
ent
= Direct ReportingRelationship
45IPMA Executive Summary - October 31, 2002
A. Decision-Making Bodies
B. Advisory Committees
C. Workgroups/Task Forces
D. Information Sharing/Coordination Forums
Architecture Council
E-Gov Steering
Server and Desktop Management
IT Forum
IT Executive Steering Committee
Project Oversight
Security TeamE-Gov Team B
Technology Forum
E-Gov Team A
Privacy TeamTeam
Executive Business Management Team
Strategic Planning Team
IT Governance Structure
Assess where you are
46IPMA Executive Summary - October 31, 2002
Enterprise Management Group
Technical Architecture Advisory Group
Enterprise StrategiesCommittee
Information Services Board
Cabinet
Sponsorship
Policy
BusinessRules
Standards
Dept. of
Info. Services
DIS Customer Advisory Board
ESD DOL L&I DOH DSHSApplicatio
ns
Infrastru
cture
Washington’s Governance Structure
IPMA Executive Summary - October 31, 2002
Governance Chartering
48IPMA Executive Summary - October 31, 2002
Governance Chartering
A Governance Charter communicates to your organization how and why decisions will be made (IT and/or business). Charter includes:
• Preamble• Introduction
– Values
• Information Technology Governance Council, Advisory Committees and Task Forces
– Organization Structure Overview– IT Governance Board
» Mission» Responsibilities» Membership» Meetings and Attendance» Decision Process» Exception Process
– Advisory Committees» Responsibilities» Membership » Meetings and Attendance» Reporting» Decision Process
– Task Forces» Responsibilities» Membership » Meetings and Attendance» Reporting» Decision Process
• IT Operating Principles– General– Policies, Standards and Oversight– Resources– Project Management– Security – Systems and Networks (Including Desktops)– Applications– Data and Information
49IPMA Executive Summary - October 31, 2002
Governance Chartering
• Working with Executive Leadership to understand business needs and set department direction, the IT Governance Board will be responsible for:– Identifying, developing, and recommending IT policies (Policies are approved by
Executive Staff)– Developing and approving implementation procedures, and tracking and
monitoring processes to support IT policy– Establishing department-wide automation priorities, including new development
and on-going maintenance operations– Approving information technology projects that fit within existing budget resources– Recommending information technology projects that require budget augmentation
(BCPs) for approval by Executive Staff– Approving the allocation of resources to support automation (staff and dollars)– Working to resolve IT issues and challenges– Monitoring implementation of the IT strategic direction– Communicating directions or decisions with Executive Staff and the organization,
using existing communication and change management vehicles as appropriate
Governance Board Purpose/Responsibilities - Example
IPMA Executive Summary - October 31, 2002
Strategies
Please note:
• The following Strategies were discussed high level in concept only.
• They should be viewed as things to consider only.
51IPMA Executive Summary - October 31, 2002
Enterprise Implementation Strategies
• We will identify our community’s common goals and requirements.
• We will implement a formalized process to ensure our collaboration leads to active decision-making (e.g., expand governance framework).
• Establish project governance that ensures timely decision-making while taking into consideration staff input.
• Develop a business driven technical architecture that establishes capability standards.
• Identify shared application services that can be leveraged by the core system and interfacing applications.
• Design data logically to support a single customer based system.
52IPMA Executive Summary - October 31, 2002
Enterprise Implementation Strategies
• Focus business application design on providing customer centric self-service.
• Implement a single authentication for State systems.
• Develop a budget allocation process that ensures all Agencies have the funding necessary to support HR/Payroll implementation and maintenance.
• Establish State enterprise mechanisms to govern and fund the development of new services that address business and technical needs (includes R&D money).
• Conduct a skills assessment of individuals involved with the HR/Payroll system to determine the training needed to support it.
• Ensure HR/Payroll system contracts include staff skills transfer requirements.
53IPMA Executive Summary - October 31, 2002
Enterprise Implementation Strategies
• Develop and implement a cultural change management program that ensures customer buy-in and use of the new HR/Payroll system.
• Develop communication mechanisms to ensure stakeholders are provided with timely and clear communication regarding changes (their impacts and benefits).
• Articulate the vision and the importance of the project
IPMA Executive Summary - October 31, 2002
Session Wrap-Up
55IPMA Executive Summary - October 31, 2002
Session Wrap-up
• What will we do tomorrow?– Conduct a test of the principles
• HR/Payroll (internal)• Financial• Possibly an external test• The process can work for other projects• Testing the values• Important to building of the architecture/infrastructure• Take principles back to own agency• Expand from IT problem only to business
challenge(s)
IPMA Executive Summary - October 31, 2002
Next Steps
Stuart McKee
IPMA Executive Summary - October 31, 2002
Thank you!