fiu development

Office of Technical Assistance (OTA) 1

FIU Development

Supporting FIU Operations

with effective

Information Technology2004


Overview

• Organizational Structure & Operations

– Roles & Responsibilities

– Organizational Structures

– Reporting Structures

– Etc.

• Technology Strategy

– Management

– Coordination of Activities

– System Development

– Contractors / Vendors

– Knowledge Transfer


Outcome

• Enhanced understanding of roles and responsibilities.

• Increased internal organizational cooperation and decreased departmental overlap.

• Motivation to pursue development of business process as a long term activity.

Every FIU has specific needs and environmental influences. The key to an effective organization is communication and planning.


Technology Strategy

• Management

• Coordination of Activities

• System Development

• Contractors / Vendors

• Knowledge Transfer

Office of Technical Assistance (OTA) 5Operations

Architecture

Strategy

Governance

Flexibility

Management

Quality

Visionar

yP

ragmati

c

Technology VisionTechnology Strategy

VisionMission

ConstitutionLinkages

Technology ArchitectureDevelopment Services

Engineering and Deployment

Technology Research

Program Management

Critical Ongoing Concerns of an Effective Organization


Management

“Provide the vision, leadership, and technical means to implement and support the strategic architecture and emerging technologies in support of the John Hancock current and long-term business strategy.”

Our goal is to make it easy to develop, integrate, and implement business applications aligned to JH Architecture standards.

Vision Mission


Coordination of Activities

• Planning and Management

• Determine resources and groups

• Levels of involvement/time requirements

• Levels of responsibility/accountability

• Effective and efficient (avoid complexity)

• Status and Updates

• Above all - Communication


Coordination of Activities

Development Priorities&

Application Architecture

ApplicationDevelopment

Operations&

CustomerService

Infrastructure Development&

Technical Architecture

ProgramOffice

Development

SupportServicesto users

Technology

Services

Within the Technology Department


Coordination of ActivitiesBetween IT and the rest of the organization.

Operations&

CustomerService

SupportServicesto users

FIUManagement

AdministrationLegal

AnalysisInternational Relations

Etc.


System Development

• Coordination among FIU departments to develop “requirements”

• Phased development approach

• Iterative process versus “waterfall”

• Functionality and development review– “what will this do for us” / “where are we now”

• Milestones and sanity checks


System Development

Risk

Time

Requirements

Design

Code & Test

Implement

Subsystem Test

Waterfall Development


System Development

Iterative Development

Rational Unified Process 2000, Rational Software


Contractors / Vendors

• Know what you need before talking to potential vendors.

• Do your homework. Who can provide what you need effectively and affordably.

• Follow a “model” for establishing the Conditions of Satisfaction (COS)

• Establish contract(s) and service level agreements (SLAs) that reflect the COS.

• Manage vendors by monitoring SLAs & COS.


Process Model

Customer Performer


Preparation Negotiation

PerformanceAcceptance

Customer Performer

Request or Offer

Commitment

Declaration of Completion

Declaration of Satisfaction

Conditions of

Satisfaction

Process Model


Customer

C PCOSC PCOS

C PCOS

C PCOSC PCOS

PerformerConditions

of Satisfaction

Process Model


? ?•Performer

• Do performers have the right skills to fulfill the conditions of satisfaction

• How will the Request/Offer stage begin and carried out:

• Who will contract & who is the customer?

• Clear communications of Processes?• Roles and responsibilities• Etc.

• Is FIU Management clear about vendor offers?

• How do you enable negotiation?• Are alternatives clear?• Do you counteroffer or just say no?• How do you determine COS?

• Is Management kept informed of progress? (who is kept informed?)

• Does everyone involved know who the customer is and do they understand the COS

• How will Management handle completion / transition?

• Are there SLAs in place?

• How does the vendor ensure Management’s satisfaction?

Diagnosis


Knowledge Transfer

• Phased development and implementation• Transfer of knowledge during all phases• SLAs should ensure transfer

– Day to day– Documentation

• Vendors should provide support (SLAs)– FOC– “One-off” / “as needed”– Follow-on contract(s)


Thank YouJoe BognannoEnforcement Advisor

[email protected]

T: +1 571.275.7480F: +1 703.573.6660

Office of Technical Assistance (OTA)

US Department of the Treasury

fiu development

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