The Team Behind the Team:
Relational Competencies for IT ProfessionalsCHRISTIE BORCHIN, DEPUTY DIRECTOR, DEPARTMENT OF TECHNOLOGY
SUBBARAO MUPPARAJU, CHIEF INFORMATION OFFICER, DEPARTMENT OF FI$CALREBECCA SKARR, CHIEF INFORMATION OFFICER, DEPARTMENT OF GENERAL SERVICES
SCOTT REILLY, ACCOUNT EXECUTIVE, VMWAREDAVID PIZZO, ACCOUNT MANAGER, NETAPP
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Topics• The New Role of IT• The Team Behind the Team Concept• Relational Competencies • Case Study: FI$Cal • Case Study: DGS ABMS• Case Study: NRA
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The New Role of IT• IT is No Longer a Support Service
• IT is now core to business strategy, innovation, and customer experience• IT partners and collaborates with every business function
• New Era of Work• Complex matrix teams• Project-based teams assembled around specific initiatives
• Vendor Influence• Vendors collaborate with IT and business partners• Contractors influence innovation
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The Team Behind the Team Concept
Enabled by
Business Teams
IT is the Key Business Partner and The Team Behind the Team
Support Structure: Consultants, Partners, Personal Network
Enabled by
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Relational CompetenciesTo lead and succeed as The Team Behind the Team, IT professionals need to accelerate their relational competencies in these areas:
Candor and Accountability• Purposeful relationships• High social sensitivity• Support, not push back• Won’t-let-you-fail relationships
Coaching to Results• Elevated strategic view of the
business• Increase ability to deliver on
strategic promises
Consulting to Drive Strategy• Bridge between the broader
organizational strategy and the realities of implementation
• Earn the right to be influential
Elevated Vendor Relationships• Valuable, consultative partnerships• Anticipation and innovation
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Case Study: FI$Cal in 2016• Desired Outcomes
• Complete Five Major Projects on Time and Budget• Complete Statewide Rollout of Budgets System• Upgrade Technologies for Five Year Supportability
• Challenges• Approach and Cost for Technology Refresh• Budgets System Performance and Scalability• Onboarding New Departments in Six Months• Brand New Applications• Critical DGS-ABMS Functionality• Ongoing Production Support • Labor-intensive Conversion and User Access Fulfillment Processes
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FI$Cal in 2016: Real Relationships Driving Real Results
Candor and Accountability
Coaching to Results
Consulting to Drive Strategy
Elevated Vendor Relationships
Relational Competency
Key Outcomes• Increased focus on problem solving• Mutual accountability between business and IT• Strong sponsor support• “Can do” attitude
• Increased team productivity• Increased collaboration• Innovative approach to testing (functional, performance, DR)• Exceptional team commitment
• Innovative solutions• Increased adoption of newer technologies (e.g., cloud)• Enterprise thinking• Service orientation
• Collaborative problem solving• Increased focus on solutions, not sales• Service beyond the expected service
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FI$Cal in 2016: Key Outcomes• Completed all Projects on Time with
Substantial Savings• Completed Budgets Statewide Rollout• Upgraded Key Technologies for 5 Year
Supportability & Full Production Scalability
• On-boarded Six New Departments• Implemented BI Applications• Implemented DGS-ABMS Functionality• Improved Production Support • Implemented Identity Self Service• Implemented Self Service
Conversions Portal
PeopleSoft (with DGS-
ABMS Functionality
)
Hyperion(Statewide
Budgets System)
Oracle BI Apps
(Financial, Procurement, and Project Analytics)Identity Self
Service Self Service Conversion
s Portal
Legacy Data
Repository
Threat Intelligence
Cal eProcure
Upgraded Hardware and SoftwareFive Year SupportabilityFull Production Capacity
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Case Study: DGS ABMS• Desired Outcomes
• Migration from existing ERP solution, in place for 20 years, to FI$Cal• Conversion of required data• Develop interfaces to 25 legacy systems • Stabilize and upgrade legacy applications to current standards
• Challenges• Largest and most complex department to-date to migrate to FI$Cal• Role Map and Train 1200 DGS employees on FI$Cal • Condensed time frame, want one ERP for the full fiscal year• Changes to “Time Reporting” system, impacts everyone• Limited legacy system documentation• Ongoing Production Support • Magnitude of change – people, processes and technology
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DGS ABMS: Adoption to Change
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DGS ABMS: Pushing Forward, No Going Back
Candor and Accountability
Coaching to Results
Elevated Vendor Relationships
Relational Competency
Key Outcomes• Mutual accountability between business and IT• Implementing new best practices• Close tracking of progress, risks and issues• “We will be successful”
• “FI$Cal is our friend!”• Exceptional team/enterprise commitment• Collaboration here, there, everywhere• Innovative approach to testing (end-to-end extended UAT)
• Specialized Technical consultants with PeopleSoft experience• Increased focus on the right solution• Dedicated on-site team working with business SME’s and IT
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DGS ABMS: Lots of Moving PartsHR/PAL (ABMS
Interfaces)Work Effort
Progress
Readiness Assessment
Initiation Interface Dev Enhancements Documentation Testing
StatusContact Kathy Ruchir Cherry Road Ruchir Ruchir CGI
SPIWork Effort
ProgressInitiation Oracle DB
UpgradeInterface Dev Documentation Enhancements Testing
Status
Contact Kalpana Kalpana Cherry Road Kalpana Kalpana CGI
Global CruiseWork Effort
ProgressInitiation DB Upgrade Interface Dev Enhancements Documentation Testing
Status
Contact Andrew Andrew Cherry Road Andrew Andrew Therese
OFS Online Invoice Services
Work Effort Progress
Initiation ASP to ASP.Net Upgrade
Documentation Interface Dev (phase 2)
Testing
Status
Contact Raza Raza Raza Cherry Road
MaximoWork Effort
ProgressInitiation Maximo
UpgradeInterface Dev Documentation Testing
Status
Contact Charles Vendor Cherry Road Charles
FAMSWork Effort
ProgressInitiation Interface Dev Testing
Status
Contact Wade Cherry Road Wade
OLS Contract Tracking
Work Effort Progress
Initiation ASP to ASP.Net Upgrade
SQL 2012 Upgrade
Interface Dev Testing
Status
Contact Raza Raza Raza Cherry Road Raza
RESD Client Survey
Work Effort Progress
Initiation Interface Dev Testing
Individual Application Projects
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DGS ABMS: Metrics to Support Success Bi-weekly Status Report
OSP Imaging & EDMS As of February 15, 2017
ETS Project Manager: Cynthia Colio OSP Project Manager: Toni Holland
Project Sponsor: Jerry Hill Project Number: OSP1 Governance Priority: 9 Project Scheduled Completion: 12/31/2017 Project Lifecycle Phase: Planning Project Description: Develop an OSP Program to deliver imaging and Electronic Document Management System (EDMS) services.
Schedule: GREEN Risk: GREEN Issues: GREEN
Milestones Scheduled Date Actions/Comments
Selected Imaging and EDMS Technical Solutions reviewed with ISO and EA
2/08/17 Completed
Presentation and Approval Received from Director 2/09/17 Completed Procure Selected Hardware 2/24/17 Bid was posted for scanners and printers. Procure Selected Software 2/28/17 In Progress Procure Selected IT Infrastructure 3/31/17 In Progress Develop Project Management Plan 3/01/17 In Progress Develop EDMS Configuration 4/01/17 EDMS Go-Live for 4 Pilot departments 5/01/17
Accomplishments This Period Planned Activities for Next Period Received formal approval of the Project Charter from OSP and ETS. Document the Solution Services and Business Requirements. Presented project to Director Dan Kim and received approval. Draft Project Management Plan. Discussed the SharePoint SaaS service cloud based solution with
Infrastructure team and Security and received approval. Identify/draft procurement documents for necessary hardware,
SQL/File server and software. Probability Impact Risks Owner Status Medium Medium SQL/File server solution is outstanding and needs to
be identified if procurement is needed or if Simplivity can be utilized.
Gary Renslo Meeting to discuss possible solutions with Infrastructure team.
Impact Issues Owner Status
None at this time.
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DGS ABMS: Metrics to Support Success
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DGS ABMS: Key Outcomes• Completed interfaces and data
conversions on time• Successfully delivered Time Reporting for
all employees on time• Reached 80% threshold for PeopleSoft user
training prior to go-live• Rolled out FI$Cal functionality as it was
validated and determined ready to use• Sustainable legacy solutions replaced end
of life applications• Renewed confidence in IT
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Case Study: Natural Resources Agency• Desired Outcomes
• High Performance IT Service Delivery & Sustainable IT Services Operation• Increase Compute and Data Accessibility, Performance & Services• Cost Effectiveness: Lower CapX Expenditures & Decrease OpX Costs
• Challenges• Traditional IT Government Operations Model• Multiple Departments Commissions, Boards• Utilize Software Defined Technologies and Methods• Technologies Architected from Current & Future Lines of Business• Build an Environment that is engineered for Today and Tomorrow• Consumerization – Promote, Allow, and Drive the progressive self-managed
use of technology capacity and capabilities: When, Where, and How it is needed
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CNRA Data Center: Vendor Relationships• Work with “trusted” products and solutions• Focused on overall solution and finding common ground • Collaborative Problem Solving• Keep “sales” to a minimum • Be an ongoing resource – Commit to today and tomorrow
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Some Key Success Metrics
Policy-based Governance
On-Demand Services (Capacity and Capabilities)
Proactive Operations
Consumption-based Computer Resources Usage$Automated Provisioning
Process
Operations
Architecture
Performance
Financials
Impacts 30 organizations operating in a single
Tier III Data Center – Private Cloud Improved Solution Time-to-Market 97% Virtualized Environment Overall CapX Cost Reduced Overall OpX Cost Reduced “Tripled” Computer Resources
Capacity Technology Capabilities Increased 3x Improvement in Application &
System Performance Improved System Availability by 200% Improved Provisioning Time by 90% Increased Platform, Information, and
Data Sharing Capabilities Improved Disaster Recovery
Capabilities Improved Security Posture Expanded Ability to Effectively Place
Various Workloads
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Questions?