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TRANSCRIPT
7/17/2020
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Assessment & Recommendations for the Structure & Alignment of
IT Functionsfor the City of Bloomington
April 18, 2018
• Overview & Goal of Discussion• Scope of Engagement
• Approach & Methodology
• Overview of Current Environment
• Comparison of Gartner Benchmark
• Overview of Recommendations• Roles & Responsibilities• Application Alignment Model• Organization Alignment• Process Improvement Opportunities
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Agenda
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Overview
Background:City leadership and the IT Steering Committee prioritized an evaluation of the City’s IT functions in order to identify opportunities for improving organizational alignment and provide recommendations to optimize its structure.
Key Drivers:• Significant demand for information and information technology across the City. The current organization is not able to meet or scale for this demand.
• Information Systems Strategic Planning Project.
Goal for Today:
• Understand Recommendations & Confirm Support to Implement
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Scope of Engagement
PCG’s Task:
• Evaluate the City’s IT functions performed by disparate IT groups and recommend opportunities for improving organizational alignment and structure.
Goals:
• Determine where in the organization IS fits so that it is positioned to best serve and support the city.
• Determine the most appropriate scope, role and responsibilities of ITfunctions to maximize its value to serve and support each department and the City of Bloomington.
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Phase 1: Review and Preparation
• PCG reviewed documentation for the City and developed an approach for conducting discovery sessions
Phase II: Discovery and Data Collection
• Discovery sessions with team members (IT & non‐IT) to understand the current state
Phase III: Analysis, Report and Presentation
• Analysis and presentation of findings to consider overall organizational structure, repeatable processes, duplication in efforts and general inefficiencies/effectiveness
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Approach & Methodology
Current Environment – Areas of Opportunity
• Computer Specialist and Analyst roles and responsibilities are inconsistent across divisions
• Project Manager is not assigned or have clear expectations for project implementations
• Sponsor role is not clearly defined to drive decisions for project implementation (owner)Roles & Responsibilities
• Support structure of key applications is inconsistent across the application portfolio
• Individual resources are leveraged vertically vs at the skill set level for many applicationsApplication Support
• Six divisions have resources that provide IT Support (see slide 8)
• Decentralization prevents the most effective use of resources for the cityOrganizational Structure
•New implementations, including but not limited to B10 projects, are often selected to resolve division or department issues, tend not to take an enterprise perspective
• Inconsistent approaches to engaging IS when pursuing technology solutionsProject Delivery
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Decentralization vs Centralization : Must balance Service Level with Enterprise Effectiveness
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Current Environment – Organization Structure
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Departments Providing IT Support
Information Systems
PW – Utilities
PW – Engineering
PW –Maintenance
Police Department
CommunicationsAnalysts (10)
• Information Systems (7)
• PW – Utilities (1)
• PW – Engineering (1)
• PW – Maintenance (1)
Computer Specialists (4)
• Information Systems (1)
• PW – Utilities (2)
• PW – Engineering (1)
Other (11)
• Information Systems (4) – Tech Admins, Supervisors
• PW – Utilities (1) – Supervisor
• PW – Engineering (1) – Engineering Tech
• Police Department (1) – Radio Comm. Tech
• Communications (4) – Web Coord. / Video Techs
Resources that Provide IT Support
Network
Current Environment – Application Alignment
Application Support
Components
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Server / Storage
Database
Application Break/Fix
Data Maintenance
Training / Questions
End User Device
City View SharePoint MUNISGIS SCADA
IS
IS
IS
IS
IS
IS
IS
Public W
orks ‐Maintenance
IS
CommDev Police
IS
Industry Support Alignment
Information Services
Historically‐IS Today: Shared Bus Func & IS
Information Systems
Business Function
Business Function
Information Systems
Information Systems
Public W
orks ‐Utilities
Public W
orks ‐En
gineering
PW Utilities
CommDev
PW Utilities
CommDev
PW Utilities
IS
IS
Finance
Departments
IS
Public Works
Public Works
Public Works
Public Works
Public Works
Commun. Departments
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Benchmark / Comparison: 2017 Gartner Metrics
IT Spend Benchmarks
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Metric Local Government
City of Bloomington
Avg. IT Spend as a % of Operating Expense 4.1% 4.7%
Avg. IT Spend per employee $8,807 $12,809
IT FTE’s as a % of employees 3.9% 3.9%
• Local Government benchmark includes larger state budgets & people• I would expect Bloomington % of spend to be a little
higher
• If you believe you are getting great value for your spend• Opportunity to leverage existing solutions wider and drive
cost down• Look at mix of spend – understand balance and alignment
• If you believe you need more value from your technology investments• Opportunity to align and drive greater value through
larger change efforts
Assessment Summary
Overview of Recommendations
• Clarify Computer Specialist and Analyst, align competencies
• Define Project Management role and expectations
• Define Project Sponsor role and expectationsRoles & Responsibilities
• Rationalize the City’s application portfolio
• Align roles and responsibilities for each Application. Clarity is critical. Service level expectations are more critical.
Applications Support
• Leverage IT Steering Committee to vet project requests and recommend priority
• Divide IT Steering Committee into two groups – variable “Solution Teams” and assigned “Recommending Team.”
Project Prioritization
• Consolidate PW‐IS: report directly to IS, dotted line to PW
• Further IS’ position as the IT back up to the Police Department’s primary support
• Continue to refine IS’s core build vs run structureOrganizational Structure
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Clarity of Roles, Clarity of Support Ownership, Clarity on Project Priorities, Creating Enterprise Focus
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Recommendation: Roles & Responsibilities
Align resources with industry standard roles and responsibilities for Computer Specialist and Analyst positions.
At the point of project initiation, clearly assign two resources to take on Project Leadership roles; Project Manager and Project Sponsor. • Provide training to individuals before taking on PM role.
• Agree to definition of Project Sponsor role and align with PM.
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Network
Application Alignment Model ‐ Recommendations
Server / Storage
Database
Application Break/Fix
Data Maintenance
Training / Questions
End User Device
City ViewIndustry Support Alignment
SharePoint MUNISGIS SCADA
Information Services
Historically‐IS Today: Shared Bus Func & IS
Information Systems
Business Function
Business Function
Information Systems
Information Systems
Application Portfolio Rationalization:• Review application functionality, determine which applications best fit the City’s
Enterprise Needs.• Develop roadmap for application consolidation – moving to strategic solutions
Using industry alignment as model, align resource roles and responsibilities: • Align resources to strategic solutions to continue to drive new value• Align resources with industry standard Computer Specialist and Analyst job
descriptions.• Leverage skills to deliver improved service level and reduce total cost.
Clarity of responsibility and focus on service level is critical for success.
Application Support
Components
…
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IT Steering Committee: Focus on New Project Priority
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IT Steering Communicates back to Idea Owner approved vs not approved
Ideas from Team Members & Leaders
*Must own base business case
IS Steering Recommends Ideas to Pursue
Temporary Teams Assigned to validate solution & business case
IS Steering Recommends Ideas to Fund
Executive TeamFinalizes Capital Plan (Ideas funded)
Project Teams Assigned to execute projects.Requires Sponsor, PM, Team members commitment based on size of project.
Driving Operational Improvements and Transformation
IT Steering Committee – Operating Model
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2. Review Initial Ideas
3. Assign Solutioning Team
Communicate status of Idea to requestor
5. Recommending Team Reviews Ideas: • Solution Team – Charters• Proceed to Fund
Solutioning Team
1. Submit Ideas
Requestor part of Solution team & owns benefits
4. Builds Draft‐Charter
6. Initiate Projects
Executive team Recommending TeamRequestorsInvestment approvals
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Organizational Alignment
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Align Organization to New Structure
• Build communication plan, rooted in change management principles.
• Align PW‐IS team.
• One team. Assign Leader.
• Direct to IS and dotted line to PW.
• Resources remain in Public Works.
• Reinforce IS’ roles in Police Dept.
• Back up Butch’s role (remains in Dept.), with dotted line to IS.
• Overtime move some support functions to IS.
• Align individuals in IS to major work responsibility (Run vs Build).
Align Application Support Model
• Rationalize the City’s application portfolio
• Align Analyst & Computer Specialists to the industry standard roles & responsibilities
• Align team members using the application support model as a foundation.
Align ITSC to Focus on Project Priority & Improve Delivery
• Align & assign IT Steering committee roles and implement operation model.
• Build Business Case and Solution design criteria expectations.
• Build PM expectation and education material.
• Build Sponsor expectation and education material
Confirmation to Implement Recommendations
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How PCG can Help
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Organizational Change Management
• PCG’s Organizational Change Management experts can help build the communication plan and help implement the new structure
Application Portfolio Rationalization
• PCG can facilitate the review of the City’s application portfolio, help set strategic solutions and build the consolidation roadmap
Project Management
• PCG has coached dozens of organizations through introducing and maturing Project Management best practices
Appendix
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Appendix
• Industry Standard Roles and Responsibilities Documents:• Project Manager
• Computer Specialist
• Analyst• Project Sponsor
• ITSC roles / responsibilities
• Application Alignment Model
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Computer Specialist Responsibilities
Primary Responsibilities
• Responds quickly to email, voicemail, and telephone desk side support requests. Ensures all requests for support are logged ensuring accurate resolution information is recorded
• Accurately identify, troubleshoot, and resolve hardware and software issues
• Quickly resolves hardware and software support issues or escalates difficult issues in a timely manner
• Performs support in a professional manner and at times that are best suited to end‐user
• Maintains hardware and software inventories
• Manage build of PC setup and deployment of new PCs and printers
• Support computers, laptops, tablets, smart phones and applications
• Familiar with hardware and off‐the‐shelf software products used to support day‐to‐day operations.
• Performs system upgrades as directed
• Documents new and updates existing operational procedures.
• Respond to requests for technical assistance in person, phone, or internet
• Creates new and maintains existing user accounts.
• User account administration including rights, permissions and systems groups
• Assist with onboarding of new users
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(IT) Analyst Responsibilities
Primary Responsibilities
• Vets potential solutions and supports the implementation of new technology implementations.
• Evaluates system specifications against business requirements.
• Assists in documenting their business processes; also facilitates in evaluating possible business process improvements and ensures that business process maps are properly updated if/when business process changes are implemented.
• Prepares instructional and reference materials for end‐user training and adoption of applications, present and train users as necessary.
• Gathers and documents system requirements for custom software applications.
• Performs QA testing of system upgrades or enhancements
• Drafts test plans, execution of test plans, and coordination to resolve any bugs or problems found.
• Supports and administer third‐party applications
• Ensures environment adheres to corporate IT policies and procedures
• Works with users to track additional requirements and features for existing software solutions
• Collaborates with IT team, corporate services and outside developers to source new solutions
• Aligns inputs from multiple teams to achieve business objectives, often involving consolidation of large complex data sets into summarized reports and metrics
• Assists with performing various analyses relating to cost, capacity, and technology
• Analyzes data to provide insight and recommendations to drive continuous improvement21
Project Manager Responsibilities
Primary Responsibilities
• Defining, estimating and scheduling project tasks and interdependencies to achieve the scope through a clearly defined project plan/work breakdown structure
• Ensuring the project deliverables are strategically aligned with business objectives and defined for the team
• Identify project resource requirements and working with all stakeholders to ensure adequately skilled resources are available todeliver on project commitments
• Hold resources accountable for delivering on the project plan, including providing coaching and mentoring of resources
• Identifying and tracking key measures of success for the project
• Analyzing project performance, creating cost benefit analysis and identifying optimal solutions that minimize the negative impact and trade offs
• Implement corrective actions to ensure project success and facilitates project change requests
• Provide internal and external stakeholder communications and progress reports that effectively outline the project status, risks, issues and action plans to ensure project success
• Escalate risks and issues with potential significant impact as necessary
• Work effectively with business partners, vendors, technology, and project management staff to develop the project plan and ensure agreement/adoption of project objectives/deliverables by all affected constituencies
• Transition project into daily business operations
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Project Sponsor Responsibilities
Role
Provide business context, expertise and guidance to the project manager and team.
Champions the project, including “selling” and marketing it throughout the organization to ensure capacity, funding and priority for the project.
Acts as an escalation point for decisions and issues that are beyond the authority of the project manager or team.
Responsibilities
Vision
•Define criteria of project success (aligned with business objectives)
•Ensure validity of business case and ongoing alignment
Governance
•Ensure appropriate organizational priority is assigned
•Identify and agree to project team roles and ensures team member availability
•Ensures timely decisions are made for the projects success
Value and Benefits Realization
•Ensure the project delivers the intended value
•Evaluate progress and status
•Approve deliverables, make go/no go decisions
Source: Schibi, O. & Lee, C. (2015). Project sponsorship: senior management's role in the successful outcome of projects. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute.
IT Steering Committee – Responsibilities
Recommending Team Responsibilities:• Review new ideas / request• Recommend which ideas to pursue and assign virtual solutioning team.
• Review solutions and recommend to Executive team which ideas / request to fund.
Solution Team Base Responsibilities:• Partner with requestor to understand problem and business value
• Clarify high‐level requirements, goals and assumptions
• Identify potential solutions and rough cost estimate for business case
• Create summary document / draft charter for recommending and executive teams.
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