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Deloitte Consulting LLP
Commonwealth of Massachusetts Statewide Strategic IT Consolidation (ITC) Initiative
Bi-weekly Statewide Working Group Discussion Document
November 16, 2009
DRAFT – FOR DISCUSSION PURPOSES ONLY
- 2 -- 2 -DRAFT FOR DISCUSSION PURPOSES ONLY
Agenda
1 Integrated Phase III Workplan Review
2 Evaluation of the Communications Effectiveness Survey Results
3 Update on 3rd Party Vendor
4 ITC Macro Financial Picture
IT Consolidation Initiative – Phase 3 Workplan (10/20/2009)
IT Consolidation Program Area
Primary Point of Contact
210/5-9
310/12-16
410/19-23
510/26-30
611/2-6
711/9-13
811/16-20
911/23-27
1011/30-12/4
1112/7-11
1212/14-18
1312/21-25
1412/28-1/2 Key Outputs
We Are Here
1. Consolidated Sec. Operating Model1.1 Phase-out delegated operations1.2 Wave 1 staff transitioned1.3 Enhanced procurement started
Deliverable or Milestone
2. Helpdesk Services2.1 EOLWD and ANF consolidated
Develop detailed workplan and operating model for “Centralized” IT
Develop staffing plans for ITD and Secretariats
3. Data Center Services3.1 EOHED and 50% EOHHS data center pilot consolidated3.2 Security architecture plan3.3 Virtualization architecture developed
4. Network Services4.1 50% of EOHHS VoIP implemented4.2 Network backbone started4.3 Network contingency savings initiated
5. Email & Directory Services5.1 DOT consolidation onto MassMail initiated
7. Service Excellence7.1 IT Service Mgmt impl (asset mgmt, change mgmt 50%, request fulfillment 50%)7.2 Chargeback improvement roadmap implementation in progress7.3 Common helpdesk tool requirements defined
Inventory of in-scope assets identified
Develop helpdesk processes. Finalize staffing model. Rollout common tool. Develop SLAs with agencies.
Finalize EOHHS cost analysis and business case
Complete security “trusted zones” strategy
Deploy VoIP at 30% of EOHHS sites and 30% of phone lines converted
Define backbone implementation plan
Select vendor. Identify areas of opportunity
DOT planning and approach
Execute chargeback improvement roadmap
· Phase out delegated operations
· Wave 1 resources transitioned
· Enhanced procurement with targeted vendor complete
· Consolidated EOHED servers· Refined Detailed
Infrastructure Plan · 50% EOHHS pilot infra
consolidated· DC2 Security strategy · Virtualization strategy
· VoIP active at 80 sites· Network backbone
deployed to Springfield· Network cost savings
realized
· MassDOT cost analysis· Implementation plan
· Asset management toolset rolled-out
· 50% change management and request fulfillment process implemented
· Chargeback roadmap implementation initiated
· Common toolset requirements
· Consolidated EOLWD and ANF helpdesks
Develop Centralized and Lead Agency Operating Models
Identify and transition staff associated with Wave 1 consolidation
Develop negotiation strategy Execute negotiation plan
Cutover helpdesks ops
Consolidate EOHED servers, begin EOHHS pilot consolidation
Develop security architecture
Develop security architecture implementation plan
Deploy backbone to Springfield data center
Review billing and legal documents Identify errors and negotiate savings with vendors
Begin consolidation
Implement asset management solution
Implement 50% Change Management and Request Fulfillment processes
Begin phasing out delegated operations
WORKING DRAFT UNDER DEVELOPMENT FOR DISCUSSION PURPOSES ONLY
Develop virtualization architecture
Define common toolset requirements
Commonwealth
Deloitte Legend:
1.1 SCIOs1.2 SCIOs1.3 Linda Hamel
2.1 John Glennon/Marcie Desmond
3.1 Jordan Harris (John Holbrook) 3.2 Jordan Harris (Dan Walsh)3.3 Jordan Harris (Jason Snyder)
4.1 Jordan Harris (Jason Snyder)4.2 Jordan Harris (Jason Snyder)4.3 Jordan Harris (Lou Angeloni)
5.1 Jordan Harris (Maureen Chew)
7.1 Tom Esposito7.2 Tom Esposito7.3 Jason Snyder
6. Web Portal and IA6.1 Web Portal and IA consolidation initiated
Develop detailed migration plan. Perform cost analysis. Begin consolidation of Department of Early Education and Care · Cost analysis· Implementation plan
6.1 Jordan Harris (Susan Parker)
Deploy VoIP at 40% of EOHHS sites and 35% of phone lines converted Deploy VoIP at 50% of EOHHS sites and 40% of phone lines converted
At Risk of Delay Past 12/31
Bold/Italics: denotes timeline has changed from original plan
IT Consolidation Initiative – Phase 3 Workplan (10/20/2009)
IT Consolidation Program Area
Primary Point of Contact
210/5-9
310/12-16
410/19-23
510/26-30
611/2-6
711/9-13
811/16-20
911/23-27
1011/30-12/4
1112/7-11
1212/14-18
1312/21-25
1412/28-1/2 Key Outputs
We Are Here
8. Program Management8.1 Develop and manage integrated program workplan8.2 Provide program management support to ITD and Secretariats8.3 Conduct knowledge transfer to ITD Program Manager8.4 Support TGB chair to develop approach and templates used in existing governing bodies
10 IT Governance10.1 8 consolidation case studies developed10.2 Benefits tracking pilot completed
11 IT Finance11.1 Cost allocation and indirect rates developed11.2 Guidance related to federal funds/trusts/grants/retained revenue developed
12. HR/Labor/Talent12.1 Staff transition repeatable process developed12.2 IT workforce trained on ITIL
13. Communications13.1 Report on consolidation presented to Governor and business stakeholders13.2 Changes related to staff transition communicated
Conduct knowledge transfer to ITD Program Manager
Identify 8 IT services for case studies
Perform benefits tracking pilot
Develop cost allocation models and indirect rates with Secretariat CFOs
· One integrated program workplan in MS Visio
· One project plan in MS Project
· Bi-weekly IT Consolidation working group meetings
· Weekly program management co-chairs meeting
· Knowledge transfer and review of PMO documents with ITD Program Manager
· Framework and checklist that can be leveraged from other Commonwealth governing bodies
· 8 case studies highlighting consolidation benefits
· KPIs/dashboard developed for EOHED and EOHHS
· Cost allocation models and indirect rates to address federal funds, grants, trusts, and other funding sources
· Final report delivered to Governor, including results of benefits tracking pilot
· Email Blasts, NewsByte, CCIO videocast
· Staff transition process · Refined view of IT staff by
job function and family· ITIL training process for IT
workforce
Develop integrated project workplan
Provide program management support to ITD and Secretariats
Develop case studies
Rollout benefits tracking to other Secretariats
Provide guidance on federal funds, grants, trusts, etc
Develop macro strategy and staff transition repeatable process Develop Wave 1 transition plan Train HR directors
Develop ITIL training roll-out process, identify trainers Train ITIL trainers
Storyboard final report for Governor Create, refine, and deliver final report
Ongoing project communications focused on HR/Labor/Talent and staff transitions (through Email Blasts, Newsbyte, CCIO videocast, etc.)
Engage 3rd party vendor with Comptroller’s Office
WORKING DRAFT UNDER DEVELOPMENT FOR DISCUSSION PURPOSES ONLY
Provide support and frameworks to TGB chair
8.1 Deloitte8.2 Deloitte8.3 Deloitte8.4 Deloitte
10.1 Deloitte10.2 Deloitte
11.1 Deloitte11.2 Deloitte
12.1 Deloitte12.2 Deloitte
13.1 Deloitte13.2 Deloitte
9. Secretariat IT Consolidation9.1 Provide integration and coordination support to Secretariats9.2 Develop Service Level Agreement templates that can be customized by Secretariats to provide IT services to agencies9.3 Use Common Plan Checklist to monitor progress of Secretariat IT Services consolidation based on plans
9.1 Deloitte9.2 Deloitte9.3 Deloitte
· Sharing of best practices and industry trends
· Meetings with Secretariat project teams to review progress and provide guidance
· Service Level Agreement template
· Guidance and checklist for developing a Service Level Agreement for each of the four Secretariat IT services
Provide integration and coordination support to Secretariats
Develop SLA templates
Monitor and report on progress
Deliverable or MilestoneCommonwealth
Deloitte Legend:At Risk of Delay Past 12/31
Bold/Italics: denotes timeline has changed from original plan
Evaluation of Communications Effectiveness Survey Results
- 6 -- 6 -
Level of Information about Consolidation
The majority of respondents are informed about consolidation to some degree.
For those not feeling informed, comments focused on messages being vague or for project parts that didn’t apply to them directly.
Feelings about transparency of the project are more divided.
Recommendations:
1. Conduct additional town halls and other in person meetings.
2. Provide enhanced information to management so that they may enhance their direct communicate with staff.
The majority of respondents receive regular project communications. Now that distribution lists have been created for nearly all secretariats, it is anticipated this number will trend up in the future.
Do you feel informed about consolidation?
Do you think Consolidation is happening Transparently?
How frequently do you receive information?
- 7 -- 7 -
How do you receive information?
Project communications are reaching the community in a favorable method, email.
It appears as though this is not the case with the second most preferred method, in person communications.
Lack of in person communications may be resulting in a dependence on the “rumor mill”.
Recommendations:
1. Provide more opportunities for constituents to hear information directly.
2. Increase information to CHROs and CFOs so that they can communicate with staff about the program as well.
How do you prefer to receive communications?
How do you find out information about Consolidation?
- 8 -- 8 -
Overall Effectiveness of Communications
The response to consolidation communications are primarily neutral to positive.
Results mirror responses for:
– How informed people felt about Consolidation
– How transparently consolidation is being communicated
Respondents comments focused on:
– Communications have shown marked improvement
– The need for more specific information
– The need for more information about the day to day impacts of consolidation
Respondents understand the big picture of consolidation but would like more information about how it impacts their lives and work directly.
Recommendations:
1. Conduct more in person meetings with built in question and answer sessions.
2. Provide additional clarity and specificity in communications.
3. Identify additional ways for staff to directly participate in consolidation.
In general, how effective have communications been about IT Consolidation?
In general, how effective have communications been about IT Consolidation?
Do you have suggestions for improving communications?Do you have suggestions for improving communications?Opportunities for Improvement
How Effective?
- 9 -- 9 -
Use of Communications Tools
Direct communications (those an individual receives) have been more successful than indirect communications tools (those an individual seeks out).
Some tools where under development in parallel with the creation of distribution lists; awareness and understanding of different modes may be mixed as a result.
Especially within secretariats use of intranets, wiki, and mass.gov has never been clearly defined. Use of these tools is inconsistent within secretariats and not well understood by staff within secretariats.
Recommendations:
1. Provide additional information about existing modes of communication.
2. Better define approach to existing tools within each secretariat.
3. Secretariat level determination could be made regarding go forward approach to communicating with staff, when not in person.
Effectiveness of ToolsWhich of the following tools have you used?
- 10 -- 10 -
Effectiveness of Specific Tools: Email Blast and Wiki
Those who receive the blast feel that it is a useful project tool and a dependable source of project information.
Recommendations:
1. Continue to release the Blast with more specific information targeted at the impacts on individuals
2. The frequency of release could be reduced so long as the content remained relevant and meaty and the more detailed newsletter continued to exist.
Those who use the wiki use it for basic program information, secretariat activities and meeting materials. Those who don’t use the wiki find it is: too complicated, contains material that doesn’t apply to them specifically or are not interested in using it.
Recommendations:
1. Move content that is maintained more regularly (e.g. working group materials or Communications Hub) up front to keep the appearance fresh.
2. Clarify the use of wiki as compared to other tools ( vs. intranet, mass.gov).
3. Streamline the number of pages (especially for secretariats that don’t use the wiki as much)
Do you receive the Email Blast?Do you receive the Email Blast?
Do you use the Consolidation Wiki?Do you use the Consolidation Wiki?
Effectiveness of Email Blasts
Effectiveness of Wiki
Axis titleAxis title
- 11 -- 11 -
Effectiveness of Communications Tools: Other Tools
For these other tools, the majority of respondents were unaware of these modes entirely. The use of these tools may be due to the fact they were developed concurrently with distribution lists.
Recommendations:
1. Reissue information regarding the use of these tools, and how to access them.
2. Reissue the link to the consolidation video to increase common understanding of consolidation.
3. Provide additional guidance to middle managers about the use of the Hub, especially for in person communications needs.
Did you know there was a Video?
Recommendations
Which feedback tools are you aware of?
Did you know there is a Communications Hub?
- 12 -- 12 -
Conclusions and Next Steps
Tools
Direct communications tools are working and should be continued
Indirect tools need streamlining and additional clarification around their use.
Continue use of successful communications focusing on improving clarity, specificity and applicability to individuals
Issue additional guidance about the availability of tools, available channels
Conclusions
Next Steps
Process
The approach to communications going forward should not be solely driven by electronic tools and instead more focused on direct, in-person communication.
Additional work should be driven to enhance use of tools and process by leaders at the agency and middle management level.
Facilitate decisions within each secretariat clarifying the approach to communications within each secretariat.
Make changes to ITC approach in response to secretariat decisions.
Update on 3rd Party Vendor
Summary Overview of the 3rd Party SOW
Contract Vehicle Statewide Contract for Ancillary Audit Services (RFR# PRF08DESIGNATEDOSC)
Key Dates
• Jul 10-Aug 3, 2009: CTR reopened contract to add cost allocation, cost accounting, statewide fringe & payroll tax rate work, inclusive of updates and reviews of any new entities
• Nov 6, 2009: OSC issued SOW to vendors• Nov 20, 2009: SOW responses due by 12pm EST• Dec 7, 2009: Proposed start date• Dec 31, 2009: Part I Deliverable due (see below for more detail)• Mar 31, 2010: Part II Deliverables due (see below for more detail)
Primary Contacts Kathy Sheppard, CTR; Eric Berman, CTR; and Kevin Moran, CTR (to serve as Project Manager)
Part I: Prepare Commonwealth’s SWCAP
Scope of Work and Deliverables
Part II: Review Indirect Costs
• Update the Commonwealth’s SWCAP process
• Incorporate new information into SWCAP, itself, including the following adjustments to the FY10 SWCAP: ‒ Departmental Changes‒ IT Consolidation IT Administrative Operating Model Changes‒ Creation of MassDOT‒ Actual FY09 Results‒ ‘Roll-Forwards’‒ Section II Costs
• Inclusive of PACAPs and DCAPs
• Update the Commonwealth’s SWCAP process
• Incorporate new information into SWCAP, itself, including the following adjustments to the FY10 SWCAP: ‒ Departmental Changes‒ IT Consolidation IT Administrative Operating Model Changes‒ Creation of MassDOT‒ Actual FY09 Results‒ ‘Roll-Forwards’‒ Section II Costs
• Inclusive of PACAPs and DCAPs
• Recommend cost allocation methodology for IT services consolidated at the Secretariat level and providing services to departments
• 71 indirect rates total to be reviewed, including: ‒ 5 DCAPs; 3 transportation reform-related rates; 8 rates in
various stages of Federal negotiation; and all remaining rates already approved for FY10
• Additional services may include: ‒ Preparation, negotiation, and publication of the Statewide
Fringe Benefit and Payroll Tax Rates‒ Submission of approximately 50+ departmental indirect cost
rates to the appropriate Federal entity
• Recommend cost allocation methodology for IT services consolidated at the Secretariat level and providing services to departments
• 71 indirect rates total to be reviewed, including: ‒ 5 DCAPs; 3 transportation reform-related rates; 8 rates in
various stages of Federal negotiation; and all remaining rates already approved for FY10
• Additional services may include: ‒ Preparation, negotiation, and publication of the Statewide
Fringe Benefit and Payroll Tax Rates‒ Submission of approximately 50+ departmental indirect cost
rates to the appropriate Federal entity
Part I Deliverable : •Updated SWCAP, including data development and standard allocation plan
Part II Deliverables: •Indirect Cost Review with Guidance to Expedite Preparation•Approximately 6 FY11 Departmental Indirect Cost Plans
ITC Macro Level Financial Picture
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