wo-200 it baseline for bureau it investments background and recommendations summary
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WO-200 IT Baseline for Bureau IT Investments Background and Recommendations Summary. July 25, 2006 Melanie Rhinehart. Introduction. Purpose Successful Team Approach Overview Recommendations Detailed Explanation of Recommendations Accept or Reject Recommendations Move Forward. - PowerPoint PPT PresentationTRANSCRIPT
WO-200 IT Baseline WO-200 IT Baseline for Bureau IT for Bureau IT InvestmentsInvestmentsBackground and Recommendations Background and Recommendations SummarySummaryJuly 25, 2006
Melanie Rhinehart
2
IntroductionIntroduction Purpose Successful Team Approach Overview Recommendations Detailed Explanation of
Recommendations Accept or Reject Recommendations Move Forward
3
IT Baselining Approach IT Baselining Approach Methodology used to Baseline WO-200 Bureau IT InvestmentsMethodology used to Baseline WO-200 Bureau IT Investments
ActionsActions#1: Align each IT system within a Line of Business#2: Assess system alignment to mission and
priorities#6: Assess the health of each system
#3: Identify system functionality duplications and overlaps
#4: Assess overlapping infrastructure#5: Develop recommendations for moving forward
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IT Baselining Approach IT Baselining Approach In Contrast to IV&VIn Contrast to IV&V
Focus on business use of IT User Survey System structure
Portfolio optimization Alignment with organization
and Federal directions Portfolio-relative financials
Focus on project mechanics Artifacts Documentation
Project optimization Alignment with project
projections Project-focused financials
IT Baseline ApproachIT Baseline Approach IV&V ApproachIV&V ApproachFocus on Focus on Portfolio as a wholePortfolio as a whole Focus on Focus on Project-level Project-level
assessmentassessment
2 different approaches ― both add value
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IT Baselining ApproachIT Baselining ApproachFinancial Analysis FindingsFinancial Analysis Findings
Reviewed MIS, PM-
Tracked and Business
Case ProjectedIT Costs
To make financial information usable for IT Baselining,
require more detailed MIS data
and rigor in definition and
collection
What we didWhat we did
Inconsistent financial data Data validation not
required for MIS Project Manager cost
tracking is more detailed than MIS
Financial data useful for broad conclusions only
What we foundWhat we found RecommendationRecommendation
BEA working with WO-200 budget teams to identify as-is processes and developing recommendations for process improvement through BEA’s
Business Process Reengineering services
What the BLM Enterprise Architecture is already doing
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IT Baselining ApproachIT Baselining ApproachExtensive Data Collection for these Line of Business SystemsExtensive Data Collection for these Line of Business Systems
Geographic Information Systems
Enterprise-GIS Services (E-GIS)
Range/VegetationRangeland Administration System (RAS)
Rangeland Improvement Project System (RIPS)Rangeland Information System (RIS)
Emergency Stabilization & RehabilitationProof of Concept (ES&R)
Inventory Data System (IDS)Native Seed Network (NSN)
Weeds
Planning/Socioeconomicse-Planning version 1e-Planning version 2
Economic Profile System (EPS)
Wild Horse and BurroWild Horse and Burro Information System (WHBIS)Wild Horse and Burro Program System (WHBPS)
RecreationRecreation Management Information System
(RMIS)Accessibility Data Management System (ADMS -
DOI-mandated)
ForestryForest Vegetation Inventory System (FORVIS)
Timber Sales Information System (TSIS)
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WO-200 Business ModelWO-200 Business ModelHow Do IT Systems Fit into the Information Value Chain?How Do IT Systems Fit into the Information Value Chain?
Organize raw data Analyze data Create information
toinform managementdecisions
Create plans or decisions
Planning and Decision SupportPlanning and Decision SupportField OperationsField Operations
Work with BLM customers
Collect raw data Implement
plans and decisions
Feeds
Guides
RAS, TSIS
EPS, NSN EGIS
IDS, FORVIS
WHBIS, WHBPS
RIPS, RIS, Weeds, ES&R
ePlanning V1, V2
RMIS, ADMS
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WO-200 National Portfolio ScopeWO-200 National Portfolio Scope
Source: Spending Cap Documents ― http://web.blm.gov/itim/capital_planning/index.htm
WO-200Systems
3.0%
RemainingInvestments
96.7%RemainingInvestments
97%
FY03FY03
Size of the WO-200 Portfolio in contrast to the IT Cap for FY03 through FY06
RemainingInvestments
97.4%
FY04FY04
FY05FY05
WO-200Systems
3.3%
WO-200Systems
2.6%
RemainingInvestments
97.4%
FY06FY06
WO-200Systems
2.6%
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Information for current and projected project IT tasks
Information Management prioritiesData componentsUser informationHardware (development, staging, and production)Software (development, staging, and production)System interfaces (current and future needs)System dependencies (current and future needs)
Costs tracked by PMsCosts tracked by MISCosts projected in business cases
Collected InformationCollected InformationBaseline Project Data Collection in Partnership with WO-Baseline Project Data Collection in Partnership with WO-
200200
PERFORMANCE OF IT TASKS
Data CollectedData Collected
SYSTEM
FINANCIAL
USER OPINION
Information Focus AreasInformation Focus Areas
WO-200 end user satisfaction survey
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System Health ExampleSystem Health Example3 Perspectives to Assess the Health of the WO-200 3 Perspectives to Assess the Health of the WO-200
SystemsSystems
Structural PerspectiveTechnology Alignment / Design
Strategy PerspectiveExtent of Collection of
Strategic Data / Unique DataSurvey Perspective
User Survey
Healthier systems cover as much red and yellow as possible
Example WO-200 National System
Q12-Overall
Q9- Usability
Q7-Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
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System HealthSystem HealthRange/VegetationRange/Vegetation
Using Survey, Structural and Strategy PerspectivesUsing Survey, Structural and Strategy Perspectives
RASQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
RIPSQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
WeedsQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
ESR POCQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
NSNQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
In Development,
Not Surveyed
NOTENOTERIS-transitioning.
IDS-data preservation.
ExternalInvestment
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System HealthSystem HealthPlanning/SocioeconomicsPlanning/Socioeconomics
Using Survey, Structural and Strategy PerspectivesUsing Survey, Structural and Strategy Perspectives
ePlan V1Q12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
EPSQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
NOTENOTEePlanning V2 is currently in procurement
ExternalInvestment
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System HealthSystem HealthForestry, GISForestry, GIS
Using Survey, Structural and Strategy PerspectivesUsing Survey, Structural and Strategy Perspectives
FORVISQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
TSISQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
E-GISQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
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RMISQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
System HealthSystem HealthRecreation, Wild Horse and BurroRecreation, Wild Horse and Burro
Using Survey, Structural and Strategy PerspectivesUsing Survey, Structural and Strategy Perspectives
ADMSQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
WHBISQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData
WHBPSQ12-
OverallQ9-
UsabilityQ7-
Mission
Q10-Dependency
Q11-Impact
Q6-Broad UsageQ13-
TrainingSupport
Q14-User
Support
Q16-Updatesto System
TechAlignment
DesignAlignment
StrategicData
UniqueData In Developm
ent,
Not Surveyed
CurrentlyBeing
Rehosted
DOI – Mandated
Investment
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RecommendationsRecommendationsOverviewOverview
Ben
efit
/ Val
ue
Business Priority Alignment HighLow
Low
High
5
4
2 1
76
3
Investment / Investment / Savings Savings OpportunitiesOpportunities
Shared data services for treatment data.Consider longer term replacement of current range/vegetation systems.IRM Strategic Plan alignment suggestions.Expanded E-GIS data strategy.Specialized IT services.Blueprints, O&M and remaining investment suggestions.Minimal IT infrastructure savings available.
1
2
5
4
7
6
3
Highest Value, Highest Value, Highest PriorityHighest Priority
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Next StepsNext Steps Does this approach have sufficient merit to move on to analyze WO-
300?
What process shall we utilize for making WO-200 decisions on the recommendations?
Next up: Detailed recommendation presentations
FY06 IT Cap Breakout
NIRMC10.6%
Oregon10.5%
AD3007.0%
AD5006.8%
AD2002.6% Remaining
47.9%
Bureau-wide14.7%