Technology Governance Board
The Evolution of Executive Branch IT Governance
Presented by:
Mollie Anderson John Gillispie
Director Chief Operating Officer
Department of Administrative Services Information Technology Enterprise
State of Iowa
Department of Administrative Services
Information Technology Enterprise
The EIP Assessment
Enterprise Infrastructure and Personnel Assessment
(1QFY04 through 3QFY05)
• Focused on Executive Branch Information
Technology
EIP Assessment
• Addressed three interrelated aspects of
organizational agility:
• Definition of processes
• Technology capabilities and agility
• Organizational capacity for change and
readiness to support Executive Branch
business requirements
State of Iowa – Department of Administrative Services
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EIP Recommendations
Programmatic Recommendations
• Leverage Common Statewide Infrastructure
• Data Center Consolidation
EIP Recommendations
• Move To A Highly Standardized Statewide Desktop
Environment – Initiate A “Lifecycle” Program
• Conduct A Complete Enterprise Application Inventory &
Consolidation
Critical IT Organizational Recommendations
• Redefine The Role Of The Chief Information Officer (CIO)
• Create A Customer Relationship Management Focus
• Create A Statewide Information Technology Service
Provider Organization
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EIP Recommendations (Continued)
Technology Process Recommendations
• Establish a Technology Governance Board
Decision-making based on business drivers in support of customer
requirements.
EIP Recommendations
• Develop an Enterprise Portfolio Management
Office
Funding methodology to promote fiscal and management efficiencies.
• Develop a Statewide Enterprise Architecture
Statewide common infrastructure standard.
• Develop a Performance Based Partnering
Strategy
Centralized IT procurement process.
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Technology Governance Board
The
Legislation
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Technology Governance Board (TGB)
House File 839 - Eighty-First General Assembly (2005)
Established the Technology Governance Board Within the
Department of Administrative Services
The Legislation – HF 839
The Bill Establishes:
• Membership
• Powers and Duties
• Funding of the Board
• Rulemaking Authority Within DAS for the Board
• Initial Terms of Membership (Transition)
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TGB Membership
• The Director of DAS (Permanent Chair of the Board)
• The Director of the Department of Management (or
designee)
The Legislation – HF 839
• Eight Governor’s Appointees
• Three representatives from large agencies.
• Two representatives from medium-sized agencies.
• One representative from a small agency.
• Two public members knowledgeable about information
technology matters.
Vice chair annually elected from among the members.
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Powers and Duties of the TGB
• Annual report to the Governor, the Department
of Management, and the General Assembly.
• Work with the Department of Management and the
The Legislation – HF 839
State Accounting Enterprise to maintain the relevancy
of the central budget and proprietary control accounts
of the general fund of the state to information
technology.
• Develop and approve administrative rules governing the
activities of the board.
• Develop and adopt information technology standards
applicable to all agencies.
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Powers and Duties of the TGB (continued)
• Make recommendations to DAS regarding:
• Technology utility services to be implemented by the
department or other agencies.
The Legislation – HF 839
• Improvements to information technology service levels
and modifications to the business continuity plan for
information technology operations.
• Technology initiatives for the executive branch.
• Review the recommendations of the IowAccess Advisory
Council regarding rates to be charged for value-added
services performed through IowAccess.
• Designate advisory groups to assist the board.
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TGB Advisory Groups For:
• Development of an executive branch Strategic
Technology Plan.
• Annual review of technology operating expenses and
capital investment budgets of agencies by October 1.
The Legislation – HF 839
• Quarterly review of requested modifications to budgets
of agencies due to funding changes.
• Review and approval of all RFPs (prior to issuance) for
all information technology devices, hardware
acquisition, information technology services, and
software development projects that exceed the greater
of fifty thousand dollars or 750 staff hours.
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TGB Advisory Groups For: (continued)
• Development of a plan and process to:
• Improve service levels
• Improve continuity of business operations
Maximize the value of information technology investments
The Legislation – HF 839
•
• Formation of internal teams to address cost-savings
initiatives, including consolidation of information
technology and related functions among agencies.
• Development of information technology standards.
• Development of rules, processes, and procedures for
implementation of aggregate purchasing among
agencies.
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TGB Advisory Groups
Implementation of
Executive Branch
Aggregate
Strategic
Purchasing
Technology Plan Technology
Governance Board Among Agencies
(TGB)
Quarterly Review Of Internal Teams to
Requested Changes Address Cost
To Agency Budgets Saving Initiatives
Annual Review Of Development of Development of
Review & Approval Agency Technology Service Information
of Information Expenses & Improvement Technology
Technology RFPs Budgets Plans & Processes Standards
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TGB Annual Report
The report shall include:
• Total spending on technology for the previous fiscal year.
• Total amount appropriated for the current fiscal year.
TGB Annual Report
• Estimate of the amount to be requested for the
succeeding fiscal year for all agencies.
• A five-year projection of technology cost savings.
• An accounting of the level of technology cost savings for
the current fiscal year.
• A comparison of the level of technology cost savings for
the current fiscal year with that of the previous fiscal
year.
• The report is due after the close of a fiscal year no later
than the second Monday of January of each year.
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TGB Briefing
Information
Technology
Governance
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The Goals of Successful IT Governance
Sustained Communication Collaboration
IT Governance
Leadership
Vision & A Broad
Sustained
Strategic Perspective
Agency
Planning of Customer
Cooperation
Needs
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Increasing the Value of IT in
Government
Business
Architecture
IT Governance
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Relationship Information
Architecture Architecture
Three Dimensional Value Accretion Model
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Disciplines Required to Affect
Improvement
Value Centric Performance Measurement – Developing
business and financial disciplines, using business
performance metrics to assess and monitor value
contributions.
IT Governance
Enterprise Portfolio & Program Management – Ensuring
technology investments gain maximum value and return,
managing repeatable, stable project execution to increase
the business value of an organization’s project portfolio.
Enterprise Architecture – Creating an adaptable IT
environment using business-aligned technology
Business
Architecture
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Relationship Information
Architecture Architecture
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Disciplines Required to Affect
Improvement (continued)
Value Sourcing – Strategies that optimize IT service
delivery sources such as selective outsourcing,
performance-based vendor management and procurement
excellence.
IT Governance
Human Capital & Organization Management – Enhancing
organizational performance for enabling the business and
information processes through a focus on business
alignment, relationship management, and mobilization of
the Governor's and Legislature’s vision and strategy.
Business
Architecture
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Relationship Information
Architecture Architecture
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IT Lifecycle Management
sition
Acqui
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IT Governance
Deplo
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Retire
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Manage rt
Suppo
Standardized Statewide Information Technology
“Lifecycle” Program
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IT Portfolio Management
A Tool for Attaining Our Goals
Infrastructure Strategic Sourcing &
Relationship
IT Governance
Architecture
Management
Information
Systems
Common
Services
Consulting
Asset Portfolio
& Project
Management
Management
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IT Portfolio Management
Infrastructure Architecture
Relevancy - Design & Maintenance of Information Technology
Shared Resources
Mission & Value - Common Information Architecture Fuels:
IT Governance
• Efficiency;
• Collaboration; and
• innovation across organizational, geographical, & technical
boundaries.
Sample Service: Common Statewide IT Infrastructure
Core Processes: Shared resource design; engineering;
interoperability; modularity; standardization; reusability; &
management.
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IT Portfolio Management
Strategic Sourcing & Relationship Management
Relevancy - Interactions With Employees, constituents,
vendors, external service providers, contractors, strategic
partners, & other stakeholders.
IT Governance
Mission & Value: Fulfill, measure, & continuously improve
business processes.
Sample Service: Customer Relationship Management Focus
Core Processes: Resource cultivation; contract negotiation &
administration; expectation & service level management;
pricing & funding determination; performance monitoring &
measurement; dispute resolution; facilitation; arbitration; &
business intelligence.
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IT Portfolio Management
Asset Portfolio Management
Relevancy - Asset types such as hardware, software, data,
real property, people skills & capabilities, & intellectual
property.
IT Governance
Mission & Value - Acquire, maintain, enhance, leverage,
protect, & dispose of assets.
Sample Service - Standardized Statewide Desktop
Environment .
Core Processes - Supply & demand management; asset
acquisition; financial valuation; inventory management;
security administration; disaster recovery; risk
management; license management; and life-cycle
management. State of Iowa – Department of Administrative Services
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IT Portfolio Management
Consulting & Project Management
Relevancy- Infrastructure projects, internal & external
capability delivery.
Mission & Value - Efficiency, innovation, & acceleration.
IT Governance
Sample Service - Enterprise Application Inventory &
Consolidation
Core Processes - Needs analysis & prioritization; solution
innovation; prototyping; process engineering; methods
management; resource allocation & scheduling; escalation
management; issue & problem resolution; & change
management (organizational & technical).
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IT Portfolio Management
Information Systems Common Services
• Help Desk and Trouble Ticketing
• Desktop Support
IT Governance
• Application Development
• Application Hosting
• Web Development
• Contingency Planning and Disaster Recovery Services
• Virtual Private Networking (VPN)
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TGB Meeting Discussion Items
Administrative Support Funding for the First Year
TGB Support
Enterprise Portfolio Management
Discussion Items
Enterprise Architecture
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TGB Meeting Discussion Items
Emerging IT Government Issues
Most Important IT Actions a Governor Can Take to Improve
Service Delivery and/or Government Efficiency
• Implement an IT governance model focused on results;
Discussion Items
• Establish a decision-making body and process for IT investment;
• Empower a trusted advisor to bridge policy and technology;
• Develop an enterprise model for managing technology;
• Leverage IT to solve business problems;
• Use IT to understand and better manage federal funds;
• Reform procurement to save money and improve outcomes;
• Make information sharing a priority; and
• Encourage and leverage IT innovation.
Source: National Governor’s Association – Center for Best Practices
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TGB Meeting Discussion Items
Desired TGB Goals and Outcomes
• Implement a standard process to manage the selection,
control, and evaluation of the State’s IT investments.
• Assist the Chief Information Officer (CIO) in developing an
Discussion Items
Information Technology budget to reflect the total annual
technology expenditure.
• Set statewide standards and ensure that IT projects follow
those standards.
• Identify projects that can cross agency and program
boundaries to leverage resources.
• Review the progress of current projects to determine if their
success rate (i.e. on time, within budget, and meets
functional requirements.)
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TGB Meeting Discussion Items
What is the role of the TGB?
Discussion Items
What activities are suggested for the TGB?
Measurements of a Successful Governance Model?
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Annual Review of Agency Technology
Budgets and Expenditures
Review of Agency Technology Budgets & Expenditures
Background &
Discussion
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Annual Review of Agency Technology
Budgets and Expenditures
Review of Agency Technology Budgets & Expenditures
“. . . maintain the relevancy of the central budget and
proprietary control accounts of the general fund of the
state to information technology”.
Background
Peat-Marwick Established an Information Technology
Financial Base Case 1996. It took over 4 months and cost
$80,000 plus an estimated 600 – 800 hours of involvement
from State of Iowa FTEs.
IT expenditure codes were implemented in IFAS 1998 to
dynamically track IT expenses.
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Annual Review of Agency Technology
Budgets and Expenditures
Review of Agency Technology Budgets & Expenditures
To efficiently capture and report the following
information for the Executive Branch:
• Total spending on technology for the previous fiscal year.
• Total amount appropriated for the current fiscal year.
• Estimate of the amount to be requested for the
succeeding fiscal year for all agencies.
It will be necessary to develop and use an effective set of
account and expenditure codes in the Budget and
Accounting systems. The data generated can also assist
with the assessment of cost savings from year to year.
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Annual Review of Agency Technology
Budgets and Expenditures
Action Items
• Monitor the new object and class codes have been
implemented for FY06 expenditures and FY07
budgets.
• Adopt a standard way of having >$50K or 750 man-
hour projects documented and prepared for review
by the TGB or an advisory group.
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EIP Report Projections
Projected
Investments,
Savings, & Strategic
Sourcing
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EIP Report Projected Savings and
Investments
Projected Five Year Savings
Savings & Investments
Desktops: $4.2
Servers: $3.0
(All $ in Millions)
Network: $5.3
Data Center: $9.5
Applications Development
& Maintenance: $12.7 Investments Required: $8.6
Source: Enterprise Infrastructure and Personnel Assessment Final Report
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EIP Report Projected Savings and
Investments
Investments Required to
Desktop Lifecycle Mgmt: $1.5
Realize Savings
Architecture Study
Savings & Investments
(Servers): $0.3
Vendor Management
Program (Servers): $0.2
Applications Development &
Maintenance: $0.8
Architecture Redesign
Investments Required: $8.6M Network: $0.4
Vendor Management
Program (Network): $0.4
Build-
Build-out (Data Center): $3.8
(All $ in Millions)
Consulting (Data Center): $1.5
Source: Enterprise Infrastructure and Personnel Assessment Final Report
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Current Collaborative IT Initiatives &
Projects
• Mainframe Consolidation Studies
• Domain Name Service Coordination
Collaborative IT Initiatives & Projects
• Virtual Private Networking (VPN)
• Pooled Purchases to Achieve Cost Savings (Desktop
PCs, Laptop PCs, IBM Passport Licenses, Computer
Associates Software, Oracle Software, Veritas Email
Enterprise Vault, Mainframe Leases, and Secure Socket
Layer Server Certificates).
• Continuing Improvements to the Return on
Investment
(ROI) Program
• Information Technology Communications Plan
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IT – Department of Administrative
• Revision and Updating of Enterprise of IowaStandards Services
State
Strategic Sourcing
Strategic Sourcing is an initiative to leverage the
purchasing power of government in Iowa to receive lower
costs and better value for the goods and services
purchased.
Savings & Investments
Objectives of Strategic Sourcing
• Understand the potential for savings with a high
degree of certainty;
• Revise sourcing approaches to generate substantial
savings during the 2006 calendar year;
• Improve procurement processes and practices;
• Transfer knowledge to State staff to make
improvements in supply chain efficiencies; and
• Conduct sourcing activities in an ethical, respectful,
and business- like manner.
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Strategic Sourcing (continued)
The initial focus of commodities for strategic sourcing:
• Fleet: Vehicles, Supplies, Services
• Food
• Fuels, Oils
• IT Contractors
• Maintenance Supplies
• Office Supplies
• Print and Promotion
• Stationery/Printed Forms/Labels
• Medical Equipment, Supplies
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Discussion of Draft TGB Bylaws
Article 1. Name
Article 2. Purpose
Article 3. Guiding Principles
Article 4. Membership
Article 5. Officers And Staff
Article 6. Duties Of Officers
Article 7. Committees
Article 8. Meetings
Article 9. Voting
Article 10. Administration
Article 11. Parliamentary Procedure
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TGB – Next Steps
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TGB Meeting Dates
Meeting Time
Second Thursday of Every Month
3:00 p.m. to 5:00 p.m.
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