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					Commonwealth of Massachusetts IT Consolidation Planning Project


Secretariat IT Consolidation Plan:
Executive Office of Health & Human
Services
Working Draft Version 12.0




WORKING DRAFT UNDER DEVELOPMENT
04/17/2009




                                    0
Revision History
The table below serves to track the key revisions made to this document for change control purposes.

     Date       Version                   Change Description                             Author
 03/31/2009       V1      Updated outline and developed document ‘shell’          Deloitte Consulting,
                                                                                  ITC Working Group
 04/01/2009       V2      Incorporated information and data validated with        Deloitte Consulting,
                          EOHHS Team                                              EOHHS Working Group
 04/03/2009       V3      Incorporated feedback from IT Consolidation             Deloitte Consulting,
                          Working Group Sub-Group and internal leadership         ITC Working Group –
                          feedback, including a preliminary draft executive       Sub-group
                          summary section, introduction language around
                          each key sub-section to increase reading ease for
                          reviewers, and language changes
 04/04/2009       V4      Edited introductory language in the Org Dev and         Deloitte Consulting
                          Communications sections, assigned page #s per
                          section breaks, minor formatting updates to tables
 04/06/2009       V5      Org Dev and Communications Sections: fixed              Deloitte Consulting
                          planning tables; added start date / end date
                          columns; added 2 additional tables to
                          Communications section; fixed typos; removed
                          level definitions for Org Dev.
                          [This version presented to IT Consolidation Working
                          Group on 4/6 Monday]
 04/07/2009       V6      Incorporated key feedback from 4/6 IT                   Deloitte Consulting
                          Consolidation Working Group; added new “About           ITC Working Group
                          This Document” section w/ audience and usage
                          details; restructured “Exec. Summary” to focus on
                          benefits, current state highlights, and key changes;
                          minor restructuring of “…Initiative Overview”
                          section so as to remove duplication between this
                          section and IT service sub-sections; completely
                          restructured “Governance” section and added new
                          detail; restructured each IT service sub-section and
                          added new content – particularly around Target
                          State Vision (what’s changing), roles and
                          responsibilities for resources – owners / drivers vs.
                          support, timelines; added Appendices A-D.
 04/08/2009       V7      Incorporated internal Deloitte feedback and             Deloitte Consulting
                          comments from Roy Mathew
 04/08/2009       V8      Incorporated internal Deloitte feedback and             Deloitte Consulting
                          comments from Wil Carroll; incorporated new
                          information from Mass.Gov Portal Services
                          interview; continued refining Helpdesk Svcs and
                          Desktop & LAN Svcs content; added templates for



                                                   i
  Date       Version                  Change Description                            Author
                       appendices A-D.
04/10/2009     V9      Incorporated feedback from 04/09/2009 sub-group       Deloitte Consulting
                       of IT Consolidation Working Group; made sub-          ITC Working Group
                       sections within each section parallel where
                       appropriate.
04/13/2009    V10      Stripped out EOHHS-specific content and created       Deloitte Consulting
                       new shell of Secretariat plans; added new IT
                       Governance section structure and new IT
                       Administration section
04/14/2009    V11      Modified structure of IT Governance section and IT    Deloitte Consulting
                       Administration section per decisions made during
                       the 4/13 IT Governance Subcommittee Meeting;
                       continued refining content and structure across all
                       IT Services
04/27/2009    V12      Updated structure of IT Governance Section and        Deloitte Consulting
                       ‘blanked-out’ the IT Administration Section per
                       4/16 discussions with Anne and Sub-Working Group
                       prep session




                                              ii
Table of Contents
Revision History ............................................................................................................................................. i
About This Document .................................................................................................................................. vi
Acknowledgements..................................................................................................................................... vii
1.      Executive Summary ............................................................................................................................... 1
     1.1 Benefits of IT Consolidation for EOHHS .............................................................................................. 1
     1.2 Current State of EOHHS IT Consolidation ........................................................................................... 1
     1.3 Next Steps – Summary EOHHS Plan to Achieve Target State ............................................................. 2
2. IT Consolidation Initiative Overview ......................................................................................................... 3
     2.1 The Mandate – Executive Order No. 510 ........................................................................................... 3
     2.2 Goals of IT Consolidation .................................................................................................................... 3
     2.3 The Benefits for the Commonwealth.................................................................................................. 3
     2.4 Framework and Scope for IT Consolidation ........................................................................................ 4
     2.5 Levels of Consolidation for IT Services ................................................................................................ 6
3. IT Governance ........................................................................................................................................... 7
     3.1 Section Overview ................................................................................................................................ 7
     3.2 Defining IT Governance....................................................................................................................... 7
     3.3 Summary of Key Changes for IT Governance ...................................................................................... 7
     3.4 Future State Target ............................................................................................................................. 7
     3.5 Target State IT Governance Timeline................................................................................................ 13
     3.6 Implementation Considerations ....................................................................................................... 14
4. Secretariat IT Administration ................................................................................................................. 15
5. Helpdesk Services................................................................................................................................... 16
     5.1 Section Overview .............................................................................................................................. 16
     5.2 Defining Helpdesk Services ............................................................................................................... 16
     5.3 Summary of Key Changes for Helpdesk Services .............................................................................. 16
     5.4 Key Performance Indicators (KPIs) .................................................................................................... 17
     5.5 Consolidation Levels ......................................................................................................................... 17
     5.6 Current State Baseline ...................................................................................................................... 18
     5.7 Future State Target ........................................................................................................................... 18




                                                                              iii
   5.8 Gap Analysis ...................................................................................................................................... 19
   5.9 Helpdesk Services Consolidation Plan .............................................................................................. 20
   5.10 Implementation Considerations ..................................................................................................... 22
6. Desktop and LAN Services ....................................................................................................................... 24
   6.1 Section Overview .............................................................................................................................. 24
   6.2 Defining Desktop and LAN Services .................................................................................................. 24
   6.3 Summary of Key Changes for Desktop and LAN Services ................................................................. 24
   6.4 Key Performance Indicators (KPIs) .................................................................................................... 24
   6.5 Consolidation Levels ......................................................................................................................... 25
   6.6 Current State Baseline ...................................................................................................................... 25
   6.7 Future State Target ........................................................................................................................... 26
   6.8 Gap Analysis ...................................................................................................................................... 26
   6.9 Desktop and LAN Services Consolidation Plan.................................................................................. 28
   6.10 Implementation Considerations ..................................................................................................... 30
7. Website Information Architecture (IA) ................................................................................................... 31
   7.1 Section Overview .............................................................................................................................. 31
   7.2 Defining Website Information Architecture ..................................................................................... 31
   7.3 Summary of Key Changes for Website IA ......................................................................................... 31
   7.4 Key Performance Indicators (KPIs) .................................................................................................... 31
   7.5 Consolidation Levels ......................................................................................................................... 32
   7.6 Current State Baseline ...................................................................................................................... 32
   7.7 Future State Target ........................................................................................................................... 33
   7.8 Gap Analysis ...................................................................................................................................... 35
   7.9.1 Consolidation Plan – Part I of II: Decommission ‘Rogue’ Websites .............................................. 37
   7.9.2 Consolidation Plan – Part II of II: Core Portalization Plan ............................................................. 41
   7.10 Implementation Considerations ..................................................................................................... 45
8. Application Services (as specified by the SCIO) ..................................................................................... 46
   8.1 Section Overview .............................................................................................................................. 46
   8.2 Defining Application Services Specified by the SCIO ........................................................................ 46
   8.3 Summary of Key Changes for Application Services........................................................................... 46
   8.4 Key Performance Indicators (KPIs) .................................................................................................... 46
   8.5 Consolidation Levels ......................................................................................................................... 47


                                                                            iv
   8.6 Current State Baseline ...................................................................................................................... 47
   8.7 Future State Vision ............................................................................................................................ 47
   8.8 Gap Analysis ...................................................................................................................................... 48
   8.9 Application Services IT Consolidation Plan ....................................................................................... 49
   8.10 Implementation Considerations ..................................................................................................... 51
9. IT Organizational Development Plan ...................................................................................................... 52
   Guiding Principles for Developing a Career Culture ............................................................................... 52
   Organizational Development Framework............................................................................................... 52
10. IT Consolidation Communications Plan ............................................................................................... 67
   Objectives, Approach, and Expected Benefits ........................................................................................ 67
   Guiding Principles for Successful Communication.................................................................................. 68
   Stakeholder Identification and Analysis.................................................................................................. 69
   Key Messages and Media........................................................................................................................ 70
   IT Consolidation Communications Framework ....................................................................................... 71
   Phase 3: Communications During the IT Consolidation Implementation.............................................. 77
11. Aggregate EOHHS IT Consolidation Roadmap ...................................................................................... 81
12. Cross-Initiative Dependencies............................................................................................................... 82
Appendix A – Helpdesk Service Consolidation Templates .......................................................................... 83
   Template 1 – Current State Assessment Tool......................................................................................... 83
   Template 2 – Assessing the Current Helpdesk Service(s) ....................................................................... 84
Appendix B – Desktop and LAN Services Consolidation Templates ........................................................... 86
   Template 1 – Current State Assessment Tool......................................................................................... 86
   Template 2 – Current State Assessment Tool......................................................................................... 87
Appendix C – Mass.Gov Web Site Portalization Templates ........................................................................ 89
   Template 1 – Key Project Phases from EOHHS Portalization Project ..................................................... 90
Appendix D – Applications Consolidation Templates ................................................................................. 91
   Template 1: Application Consolidation Target Worksheet..................................................................... 92
   Template 2: EOHHS Executive Summary View of Application Consolidation Targets ............................ 94




                                                                             v
About This Document
This plan outlines an approach to planning for the consolidation of select IT services as specified in
Executive Order No. 510. Its overarching objective is to provide the Secretariat CIO (SCIO) with a
structured approach and plan that will drive the development of a more detailed consolidation plan by
each IT service owner.

The SCIO and Agency CIOs should use this plan and its templates to develop a detailed IT consolidation
plan for their agencies’ IT services. IT and business staff reading this plan should be able to construct a
vision of the intended future state of IT services within their secretariat, and should also be able to
determine how the impending changes may affect them. In the short term, this plan informs the
Commonwealth of immediate consolidation opportunities to comply with Executive Order No. 510. In
the long term this plan should be refreshed on an annual basis to provide the blueprint for future
consolidation and optimization activities.

This plan identifies the current state of the selected IT services, the intended future state, and the major
activities that must be completed to realize the intended future state. It also provides guidelines for
supporting domains such as governance, organizational development, communications, and budget &
finance. The appendix contains templates to aid the SCIOs and Agency IT staff execute some of the
activities documented in this plan.




                                                     vi
Acknowledgements
The Commonwealth of Massachusetts’ Information Technology Division (ITD) is grateful to the leaders
and staff of the Executive Office of Health and Human Services (EOHHS) who participated in the pilot
stage of the IT Consolidation Initiative:

        Tom Curran                         Russ Murray                        Jason Snyder
        Pat Ghannan                        Bill Schmidt                       Sharon Wright


During the consolidation planning startup and data clarification phases, designated EOHHS leaders and
staff participating in the pilot provided feedback on the initial data collection tools and processes. Such
constructive feedback helped the IT Consolidation Planning Team refine the tools and processes for
participants in subsequent stages or “waves” of the IT Consolidation Initiative.



Designated EOHHS leaders and staff also participated in several working sessions and interviews by
serving as subject matter advisors to the IT Consolidation Planning Team. We greatly appreciate the
time EOHHS devoted to these sessions which served as an additional means to obtaining and clarifying
Secretariat and agency-level information and data.



Finally, EOHHS also reviewed drafts of this plan as part of the plan template refinement process. This
document is a plan collaboratively refined and produced by the Secretariats and their respective
agencies. ITD is very grateful to these participants for the time and hard work put forth and captured in
this plan, and wishes to acknowledge those individuals who contributed.




                                                     vii
1. Executive Summary


1.1 Benefits of IT Consolidation for EOHHS
The key changes summarized below for each IT service in scope for consolidation highlight the major
benefits anticipated as EOHHS transition from its current pre-consolidation state to its post-
consolidation target state.

          Current State: Pre-consolidation                      Target State: Post-consolidation
    X # of Helpdesks                                   Y # of total helpdesks
    X # of Desktop and LAN Services                    Y # of Desktop and LAN Services
    38 websites that are not portalized                All websites portalized
    X # of in-scope Application Services               Y # of in-scope Application Services



1.2 Current State of EOHHS IT Consolidation
The four IT services targeted for IT consolidation at EOHHS are at different stages and degrees of
consolidation today:

              IT Service                       Level 1                 Level 2              Level 3

          Helpdesk Services


       Desktop & LAN Services


 Website Information Architecture

Application Services As Specified by
             the SCIO




                                                    1
1.3 Next Steps – Summary EOHHS Plan to Achieve Target State
The below chart depicts the key activities executed and milestones achieved through the end of 2010 which will help EOHHS migrate to the
target state representing “the most efficient model for the delivery of IT services.”




                                      [INSERT INTEGRATED TIMELINE GANTT FROM PLAN SOURCE FILE]




                                                                      2
2. IT Consolidation Initiative Overview
2.1 The Mandate – Executive Order No. 510
On February 20, 2009, Governor Deval Patrick issued Executive Order 510 mandating IT consolidation in
Executive departments. The order outlined the provisions for the consolidation process, one of the
seven initiatives outlined in the Commonwealth’s IT strategic plan. Specifically, the order outlined a
planning timeline as described in the table below.


   Compliance                                 Executive Order No. 510                                                 Corresponding
    Deadlines                                Compliance Requirements                                             Deliverables / Milestones
    05.30.2009,    “By May 30, 2009, the Commonwealth CIO shall issue a high level description of his • High-level Statewide IT Infrastructure
     Saturday      or her plans for completing the migration of lnfrastructure Services for all Executive Consolidation Plan
                   Department agencies to the Information Technology Division ("ITD"), except those
                   services, if any, that the Commonwealth CIO determines cannot be centralized at
                   ITD due to restrictions imposed by state or federal law.” – Sec.5, p.3
    07.01.2009,    “By July 1, 2009, with the approval of the Legislature, agency budgets for IT shall be   • Secretariat-level IT Consolidation Plans
    Wednesday      aggregated at the secretariat level and managed by each secretariat’s SCIO.” –
                   Sec.3, p.2
    07.01.2009,    “Each SClO shall submit to the Commonwealth CIO for review and approval a            • Secretariat-level IT Consolidation Plans
    Wednesday      secretariat consolidation plan ("Secretariat Consolidation Plan") demonstrating how
                   the Secretariat will, no later than 9/30/09, migrate to the most efficient model for
                   the delivery of IT services.” – Sec.4, p.2
    periodically   “Secretariat Consolidation Plans shall provide for the submission of periodic IT and • Secretariat-level IT Consolidation Plans
                   IT procurement plans to the Commonwealth CIO for the CIO’s review and approval.”
                   – Sec.4, p.3
    09.30.2009,    “Following the Commonwealth ClO's approval of their respective Secretariat        • Governance Framework , IT
    Wednesday      Consolidation Plans, and no later than September 30, 2009, each SClO shall manage   Organizational Development Plan, and
                   IT for his or her secretariat based on that approved plan.” – Sec.4, p.3            Workforce Development Plan
    09.30.2009,    “By 9/30/2009, the Commonwealth CIO shall finalize a detailed plan for completing • Not in scope for the planning process
    Wednesday      the migration of lnfrastructure Services for all Executive Department agencies to
                   ITD.” – Sec.5, p.3
    12.30.2010,    “By 12/30/2010 ITD must substantially complete the consolidation of lnfrastructure • Not in scope for the planning process
     Thursday      Services for the Executive Department at ITD.” – Sec.5, p.3




2.2 Goals of IT Consolidation
In a budget policy brief on the IT consolidation initiative, Governor Patrick stated that the overall goals
of the effort are to:

    •    Align Secretaries’ IT resources with their business strategies and priorities;
    •    Standardize IT resources and create efficiencies; and
    •    Ensure that the Commonwealth’s digital assets are secure.




2.3 The Benefits for the Commonwealth
Secretariat IT Consolidation will yield benefits in three primary “categories” – efficiency, effectiveness,
and information security. Examples of key benefits are highlighted below, while related Key



                                                                          3
Performance Indicators associated with each of these benefit categories are further detailed in the
subsequent IT service sections specifically.


 Key Benefits Include:
    •   Doing more with
        less
    •   Reduced cost of                Efficiency                     Effectiveness
        service delivery
                                  duplication in major                   government
    •   Increased
                                system functionality will            services will be more
        availability and
        reliability                 be eliminated                    accessible and open

                                                      Information
                                                        Security
                                                            points of                        Key Benefits Include:
                                                       vulnerability in                         •   Data sharing
                                                           current IT                           •   Availability
                                                      environment for                           •   Responsiveness
 Key Benefits Include:
                                                    information security                        •   Talent management
    •   Adherence to Executive Order
                                                     will be significantly                      •   Seamless experience
        No. 504 for information security
        specifically                                       reduced
    •   Greater protection
    •   More effective policies
    •   Alignment of security across secretariats




Imagine If…
[TBD – NEED TO ADD ‘IMAGINE-IF’ SCENARIOS HERE – SOMETHING LIKE 1-2 POWERFUL BUSINESS-
FOCUSED SCENARIOS PER BENEFIT CATEGORY? NO METRICS HERE AS THEY ARE IN THE DETAILED IT
SERVICE SECTIONS]



2.4 Framework and Scope for IT Consolidation
A framework will be used to guide the IT consolidation effort. This framework provides a common,
standardized basis of comparison between not only the current state and a target future state for each
Secretariat, but also the progress achieved across all Secretariats.

Consolidation opportunities for the IT services in scope of Executive Order No. 510 can be evaluated at
three organizational levels:
         Infrastructure services that will be consolidated at the Commonwealth level
         IT services that will be consolidated at the Secretariat level
         Agency-specific IT services that will remain at the agency level and will not be consolidated




                                                                 4
Executive Order No. 510 also outlines the scope of consolidation efforts, providing guidance on where
existing IT services will reside under the new model.



IT Infrastructure Consolidation
The following IT services will be consolidated at the Commonwealth-level under the governance of ITD:

    •   Data / Telecommunications Networks
    •   Data Center Services
    •   Website Hosting and Portal Services
    •   Shared Enterprise Services ( including Email and Directory)

Detailed information on the statewide consolidation of infrastructure services is provided in a separate
document (i.e., the High-Level Infrastructure Consolidation Plan).



Secretariat IT Consolidation
The following IT services will be consolidated at the Secretariat-level under the stewardship of the SCIO:

    •   Helpdesk Services
    •   Desktop and Local Area Network (LAN) Services
    •   Website Information Architecture
    •   Application Services (as specified by the SCIO)

These Secretariat-level IT services are the focus of this plan.




                                                      5
2.5 Levels of Consolidation for IT Services
The framework below summarizes the required target state(Level 3) for each of the four IT services to
be consolidated at the Secretariat level – Helpdesk Services, Desktop and LAN Services, Website
Information Architecture, and Application Services (as specified by the SCIO).

This framework also provides designations for possible current states based on the degree of existing
completed consolidation or consolidation efforts currently under way. Comparing EOHHS’ current state
to its target goal state within this framework will guide the development of the Secretariat IT
Consolidation Plan.


                                     SECRETARIAT-LEVEL TECHNOLOGY SERVICES

                IT Service                  LEVEL* 1                          LEVEL* 2                   LEVEL* 3 (Target State)


                                 Fewer than 50% of help desks       50 – 99% of help desks
                  Help Desk                                                                           All help desks consolidated at
                                 consolidated at Secretariat        consolidated at Secretariat
                  Services                                                                            Secretariat level
                                 level                              level


                                 Fewer than 50% of Desktop
                                                                    50% - 99% of Desktop and          All Desktop and LAN services
                Desktop and      and LAN services
                                                                    LAN services consolidated at      consolidated at Secretariat
                LAN Services     consolidated at Secretariat
                                                                    Secretariat level                 level
  Secretariat




                                 level
                                 Less than 50% of agency            50% - 99% of agency static        All agency static web content
                                 static web content is integrated   web content is integrated into    is integrated into the Mass.Gov
                   Website       into the Mass.Gov portal           the Mass.Gov portal               portal information architecture
                 Information
                                 information architecture and       information architecture and      and governed by a set of
                 Architecture
                                 governed by a set of centrally     governed by a set of centrally    centrally managed standards
                                 managed standards                  managed standards

                 Application
                                 Fewer than 50% of SCIO-            50% - 99% of SCIO-specified       All SCIO-specified application
                   Services
                                 specified application services     application services integrated   services integrated at
                 (as specified
                                 integrated at Secretariat level    at Secretariat level              Secretariat level
                by each SCIO)
                                                                                                                                        *
Note: “Level” refers to the degree to which an IT Service is consolidated.




                                                                      6
3. IT Governance
3.1 Section Overview
This section defines “IT Governance” in a framework comprised of four key components: (1) IT Planning
– both strategic and capital; (2) IT Budgeting; (3) IT Service Level Approval and Oversight; and (4) IT
Benefits Realization and Performance Management. Roles, responsibilities, accountabilities, and key
governance processes are captured for each component. An overall timeline reflecting key milestones
for key processes of each governance component is also included in this section.



3.2 Defining IT Governance
IT Governance is defined as follows:

        A framework through which identified stakeholders, such as Commonwealth board members,
        internal customers, external constituents, and / or executive and management-level resources
        at the Secretariat and agency or departmental levels have the necessary input into the
        decision-making process for the following four IT governance components:

            1. Planning (both strategic and capital)
            2. Budgeting
            3. Service Levels (both approval and oversight)
            4. Benefits Realization and Performance Management



3.3 Summary of Key Changes for IT Governance
The key changes IT consolidation will have on IT governance are summarized below.

         Current State: Pre-consolidation                     Target State: Post-consolidation
  TBD                                               TBD
  TBD                                               TBD
  TBD                                               TBD




3.4 Future State Target
This section summarizes the future state model for IT Governance at a high-level and highlights key
changes and new characteristics with both the Commonwealth layer and the Secretariat layer.




                                                   7
Statewide IT Governance Model
The following three key areas of the statewide IT governance model serve as focus areas for IT
Consolidation (also highlighted in the diagram below):

    1. Infrastructure Services Board (ISB)

    2. CIO Cabinet

    3a. IT Consolidation Transition Team (Y2010-2012)

    3b. Strategic IT Advisory Board (Y2012 and beyond)




 [INSERT DIAGRAM DEPICTING OVERALL COMMONWEALTH-WIDE IT GOVERNANCE, WITH THE ABOVE
                        DISCUSSED GOVERNANCE AREAS HIGHLIGHTED]




Key IT Governing Bodies
This section highlights and summarizes the future governance bodies to manage EOHHS responsibilities
at the Secretariat level.

 Governance Body        Description                                            Members
 Infrastructure         Provides overall information technology direction      • TBD
 Services Board (ISB)   and oversight of approximately $60M of IT
                        investments, including approval and sign-off on



                                                   8
                         prices



 CIO Cabinet             Advises the CCIO in the areas of Executive Branch IT      • SCIOS
                         strategic planning, goals and objectives, and IT
                         investments. Oversight of Executive Branch IT;
                         works with ITD to score and prioritize capital IT
                         projects that are first vetted at the Secretariat level
 IT Consolidation        Steer Commonwealth-wide transition from current           • Secretariat Business
 Transition Team         state to target state for IT Consolidation                  Leaders
                                                                                   • SCIOs
 Strategic IT Advisory   Advises the CCIO on statewide / enterprise-wide IT        • Undersecretaries
 Board                   strategic planning and policies                           • CHROs
                                                                                   • Deputy Auditor for
                                                                                     Technology




Key Governance Functions
The detailed roles and responsibilities of each governance body are specified below.



1. Infrastructure Services Board (ISB)

         #         Key Functions
         1         TBD

         2         TBD

         3         TBD

         4         TBD

         5         TBD

         6         TBD

         7         TBD



2.   CIO Cabinet

         #         Key Functions



                                                     9
         1       TBD

         2       TBD

         3       TBD

         4       TBD

         5       TBD

         6       TBD

         7       TBD



3.   IT Consolidation Transition Team

         #       Key Functions
         1       TBD

         2       TBD

         3       TBD

         4       TBD

         5       TBD

         6       TBD

         7       TBD




4. Strategic IT Advisory Board

         #       Key Functions
         1       TBD

         2       TBD

         3       TBD




                                        10
         4        TBD

         5        TBD

         6        TBD

         7        TBD



Key Secretariat-level Leadership Roles and Responsibilities
A strong governance model is driven by well-defined roles and responsibilities. The leadership roles
below outline responsibilities under the target state governance model.

•   SCIO
        o    Leads the establishment of Secretariat-wide strategic direction, planning, and priorities
             together with the Secretary

•   Executive Management Committee
       o Sets EOHHS-wide strategic direction and Secretariat priorities together with Secretary

•   Secretariat Leadership Group
        o Provides leadership and direction
        o Coordinates management of inter-agency/enterprise projects
        o Establishes priorities consistent with management direction

•   Agency Business Steering Committee
       o Sets agency priorities and oversees agency specific projects
       o Includes key agency business (i.e., non-IT) managers as determined by the commissioners

•   Agency Project Steering Committees
       o Project stakeholders to govern individual projects (e.g., MMIS Steering Committee, Virtual
           Gateway Steering Committee, etc.




Aggregate Accountability Matrix
The “RACI” matrices below define decision-making authority under the target state IT governance
model. Each matrix identifies leaders or business units who are Responsible (R), Accountable (A),
Consulted (C), or Informed (I) for each IT function.

                                              Accountability Designation
    Key Governance Functions                                   ITC       Strategic IT     Comments
                                                   CIO
                                        ISB                 Transition    Advisory
                                                  Cabinet
                                                              Team         Board




                                                    11
12
3.5 Target State IT Governance Timeline
The core governance functions and accountabilities will be executed in the target state per the following timeline:




                                                       [INSERT GANTT TIMELINE CHARTT]




                                                                       13
3.6 Implementation Considerations
Key Assumptions
    A SCIO is in place and ready to assume the leadership position driving the development of the
      new governance model



Critical Path Dependencies
     Appropriate and sufficient stakeholder participation in the design and validation activities
       Timely decision-making of designs, including the detailed accountability models (RACIs)
       Timely training before and during the start of implementation
       Effective feedback loop post-implementation to identify and achieve continuous improvement




                                                   14
4. Secretariat IT Administration




                    STRUCTURE AND CONTENT TBD
               BY IT ADMINISTRATION SUBCOMMITTEE




                                   15
5. Helpdesk Services


5.1 Section Overview
This section of the plan defines Helpdesk Services at EOHHS, as well as the key rationale and benefits of
consolidating Helpdesk Services. Descriptions of the baseline current state and future target state are
included in this section, along with a gap analysis of the two states, and the consolidation plan for
closing the identified gaps (including details around key activities, duration, resource needs, key
assumptions, and critical path dependencies).



5.2 Defining Helpdesk Services
Helpdesk Services at the Commonwealth is defined as follows:

        IT contact center that includes the associated tools, processes, and staff responsible for
        providing internal IT services at agreed upon service levels

It is important to note that this definition does not include any business - / provider-
facing help desk support that may reside at the agency or other organizations.



5.3 Summary of Key Changes for Helpdesk Services
The key changes IT consolidation will have on Helpdesk Services are summarized below.



       4 helpdesk toolsets consolidated to 1

       11 helpdesk SLA process standards consolidated to 1

       11 helpdesk organizations consolidated to 1




                                                     16
5.4 Key Performance Indicators (KPIs)
Metrics were identified to help EOHHS monitor its progress in achieving the specific
benefits. These metrics are organized by the three main benefit categories – efficiency,
effectiveness, and information security. The corresponding business value is also
described.


Efficiency KPIs
        Business Value                        KPI                  Current Measure         Target Measure
 Reduced cost to operate          Cost per helpdesk ticket               TBD                    TBD
 helpdesk


Effectiveness KPIs
         Business Value                         KPI                 Current Measure        Target Measure
 Improved, standardized           7:45am – 5:00pm                         TBD                   TBD
 availability of helpdesk         availability standardized
 during normal business hours     across all helpdesks as
                                  defined by this plan


Information Security KPIs
        Business Value                         KPI                  Current Measure        Target Measure
 Improved, standardized            TBD – working with                     TBD                   TBD
 information security              Security Team to identify
                                   key metric




5.5 Consolidation Levels
The three key levels of consolidation for Helpdesk Services are:

                                                                                   Level 3
            Level 1                            Level 2
                                                                                (Target State)
   Fewer than 50% of agency         50% - 99% of agency Help           All agency Help Desk
    Help Desk Services                Desk Services consolidated,         Services consolidated,
    consolidated, standardized,       standardized, and managed           standardized and managed
    and managed at Secretariat        at Secretariat level                at Secretariat level
    level




                                                   17
5.6 Current State Baseline
EOHHS Helpdesk Services is currently at Level 1 of consolidation. A centralized IT help desk organization
has been established that has begun the implementation of the various ITIL help desk components.
Some ITIL components (e.g., Incident Management) have been significantly rolled out across the
majority of agencies, while other components still need to be centralized at the Secretariat level. 5 of 16
agencies are supported by the centralized helpdesk organization today. From a technology perspective,
CA Service Desk has been selected as the standard help desk tool of choice going forward. 13 of 16
agencies have migrated to the CA Service Desk tool. Other help desk tools that exist at the remaining
agencies include Lotus Notes applications, Remedy, Liberum, and SugarCRM.

                                                              Consolidated Agencies

     Helpdesk




                                                                                                          MCD

                                                                                                                MRC
                                DMH

                                      DMR




                                                                                                    MCB
                                            DPH
                          CHE




                                                                                  EHS
                                                  DSS




                                                                DVS

                                                                      DYS




                                                                                        HCF
                                                        DTA




                                                                            ELD




                                                                                              HLY




                                                                                                                      ORI
    Components


Technology                                                                                                
Process
People



5.7 Future State Target
EOHHS Helpdesk Services consolidation will build an IT Service Desk organization at the Secretariat level
as a single point of contact to support IT requests for all agencies within EOHHS. The consolidation goal
is to centralize governance, improve response time and initial call resolution, and provide a consistent IT
service support model across the Secretariat.

Key characteristics of the target state (Level 3) can be described as follows:

         Technology: A Service Management platform will exist that supports the full ITIL Service
          Support model
              o   CA Service Desk ITIL modules implemented to support all agencies within EOHHS
         Process: Well-established service levels will guide the delivery of helpdesk services to end users
              o   Reduced response time
              o   Increased number of service requests managed at the Level 1 and Level 2 helpdesk
                  levels, with minimal exceptions handled by subject matter experts
              o   Ability to maintain a knowledge base of best practice processes and procedures to
                  improve service delivery over time
         People: A single support organization will exist at the Secretariat level .



                                                         18
            o    Greater leverage of knowledgeable resources to support all agencies
            o    Increased opportunities for career development across various lines of business



5.8 Gap Analysis
Key gaps between the current state of Helpdesk Services and the future target state are summarized in
the table below and organized along the four dimensions of governance, technology, people, and
process. When made available by the Secretariat, supporting data illustrating these gaps are listed
below.

    IT Service            Consolidation Levels
                                                                               Supporting Data
    Sub-Area          Level 1    Level 2        Level 3
                                                                13 of 16 agencies have migrated to a
   Technology                                                     centralized service management tool that is
                                                                  managed at the Secretariat level
                                                                13 of 16 agencies using the EOHHS IT
                                                                  Customer Service Center SLA
                                                                Normal Business day: 7:45 am to 5:30 pm
                                                                  Monday - Friday
                                                                Holiday Coverage: None (exception: On Call
                                                                  could be utilized if funding exists)
                                                                Off-Hours (Non-business hours, and
                                                                  weekends) Coverage: Contact number
     Process
                                                                  (Coverage will be provided only for Priority 1
                                                                  and 2 issues
                                                                Inclement Weather Coverage: 7:45 AM to
                                                                 5:30 PM Monday thru Friday (Essential
                                                                 staffing will apply)
                                                                Centralized at the Secretariat level through
                                                                 the EOHHS Secretariat Information Service
                                                                 Organization
                                                                5 of 16 agencies Helpdesk have been
     People                                                      consolidated into a centralized IT Service
                                                                 Desk at the Secretariat level

      Current State              Target State




                                                          19
5.9 Helpdesk Services Consolidation Plan
The following key activities constitute the plan for closing the gaps identified in the above gap analysis and driving towards consolidation.



Key Activities, Objectives, and Expected Outputs
Each key activity listed in the table above is tied to key objectives and expected outputs generated as a result of executing this activity:

                Key Activity                                Objective (Purpose)                                   Expected Outputs
 Step 1: Finalize Implementation of          To standardize the Incident Management               A centralized tool along with a standardized
 Incident Management                         service at the Secretariat level                     process to manage helpdesk incident tickets
 Step 2: Finalize Implementation of          To standardize the Request Fulfillment service       A centralized tool to manage service requests at
 Request Fulfillment (TR Process)            at the Secretariat level                             the Secretariat level
 Step 3: Develop and Implement Change        To standardize the Incident Management               A centralized tool to facilitate and manage the
 Management                                  service at the Secretariat level                     change management process at the Secretariat
                                                                                                  level
 Step 4: Develop and Implement Release       To standardize the Incident Management               A centralized tool to manage the build and
 Management                                  service at the Secretariat level                     release of software at the Secretariat level
 Step 5: Finalize Implementation of          To standardize the Incident Management               A centralized tool to manage desktop and LAN
 Asset Management                            service at the Secretariat level                     assets at the Secretariat level
 Step 6: Develop and Implement IT            To standardize the Incident Management               A centralized tool to manage desktop and LAN
 Contract Management                         service at the Secretariat level                     contracts at the Secretariat level
 Step 7: Develop and implement               To standardize the Incident Management               A centralized tool to manage desktop and LAN
 Configuration Management                    service at the Secretariat level                     system configurations at the Secretariat level
 Step 8: Implementation of VoIP Project      To complete the deployment of VoIP at all            Helpdesk voice support provided by VoIP
 (dependency, predecessor to this            EOHHS sites                                          technology, process, and governance
 effort)
 Step 9: Assess skill sets in order to       To analyze the skill set of existing resources to    Organizational and governance model to staff
 optimize staffing configuration             setup optimal staffing organization                  centralized help desk group




                                                                          20
Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:

                                        2009                                                               2010

                   Jun   Jul     Aug     Sep       Oct    Nov       Dec      Jan      Feb    Mar       Apr        May   Jun


  Step 1:
  Incident Mgmt


  Step 2:
  Request
  Fulfillment


  Step 3: Change
  Mgmt


  Step 4:
  Release Mgmt


  Step 5: Asset
  Mgmt


  Step 6:
  Contract Mgmt

  Step 7:
  Configuration
  Mgmt

  Step 8: VoIP
  Deployment


  Step 9: Staff
  Alignment




                                                                      21
Durations of each key activity are specified in the start and end dates listed in the table below. Resource needs to implement and drive this plan
forward are specified below at two levels: (1) Activity Owner – the key person responsible for driving and overseeing the activity, and (2) Activity
Support – the types of resources needed to assist the activity owner in executing these activities.

                  Key Activity                       Start Date       End Date                   Owner                         Support
 Step 1: Finalize Implementation of Incident         In-progress      11/01/09            IT Help Desk Director       TBD
 Management
 Step 2: Finalize Implementation of Request          In-progress      12/01/09            IT Help Desk Director       TBD
 Fulfillment (TR Process)
 Step 3: Develop and Implement Change                09/01/09         11/01/09            IT Help Desk Director       TBD
 Management
 Step 4: Develop and Implement Release               11/01/09         01/01/10            IT Help Desk Director       TBD
 Management
 Step 5: Finalize Implementation of Asset            01/01/10         03/01/10            IT Help Desk Director       TBD
 Management
 Step 6: Develop and Implement IT Contract           03/01/10         05/01/10            IT Help Desk Director       TBD
 Management
 Step 7: Develop and implement                       04/01/10         06/01/10            IT Help Desk Director       TBD
 Configuration Management
 Step 8: Implementation of VoIP Project           In-progress         10/01/09       ITD Network Project Manager      TBD
 (dependency, predecessor to this effort)
 Step 9: Assess skill sets in order to optimize      08/01/09         06/01/10            IT Help Desk Director       TBD
 staffing configuration


5.10 Implementation Considerations
Key Assumptions
    The EOHHS VoIP project will be completed by September 2009
    MRC will still use the federal system helpdesk in Washington, DC and transition in to a queue for the Commonwealth
    All IT service requests will use the centralized IT Helpdesk to open any Secretariat supported IT service




                                                                        22
Critical Path Dependencies
     Conduct an Individual skill set assessment of the IT Helpdesk staff to determine proper alignment of resources
     Service levels are clearly defined for the remaining ITIL processes. This includes incident management, request fulfillment, change
        management, release management, asset management, contract management, and configuration management.




                                                                      23
6. Desktop and LAN Services
6.1 Section Overview
This section of the plan defines Desktop and LAN Services at EOHHS, as well as the key rationale and
benefits of consolidating Desktop and LAN Services. Descriptions of the baseline current state and
future target state are included in this section, along with a gap analysis of the two states, and the
consolidation plan for closing the identified gaps (including details around key activities, duration,
resource needs, key assumptions, and critical path dependencies).



6.2 Defining Desktop and LAN Services
Desktop and LAN Services at the Commonwealth is defined as follows:

        IT support processes and staff responsible for the physical install / move / add
        / change of PCs, state-issued handheld devices, printers (including workgroup
        and multi-function), faxes, network peripherals, phones, and file / print
        services.

It is important to note that this definition does not include any system administration
support that may reside within EOHHS IT Operations or ITD, or the Desktop/LAN
technology assets.



6.3 Summary of Key Changes for Desktop and LAN Services
The key changes IT consolidation will have on Desktop and LAN Services are summarized below.

       11 desktop and LAN service processes consolidated to 1

       11 desktop and LAN service staff organizations consolidated to 1




6.4 Key Performance Indicators (KPIs)
Metrics were identified to help EOHHS monitor its progress in achieving the specific
benefits. These metrics are organized by the three main benefit categories – efficiency,
effectiveness, and information security. The corresponding business value is also
described.




                                                    24
Efficiency KPIs
        Business Value                        KPI                 Current Measure       Target Measure
Reduced cost to service           Cost per desktop/LAN                  TBD                  TBD
desktop and LAN services          services request


Effectiveness KPIs
         Business Value                         KPI               Current Measure       Target Measure
Improved, standardized             Availability of desktop and          TBD                  TBD
availability of desktop and LAN    LAN services during
services during normal             normal business hours
business hours


Information Security KPIs
        Business Value                        KPI                 Current Measure       Target Measure
Improved, standardized             TBD – working with                   TBD                  TBD
information security               Security Team to identify
                                   key metrics




6.5 Consolidation Levels
The three key levels of consolidation for Desktop and LAN Services are:

                                                                                   Level 3
            Level 1                            Level 2
                                                                                (Target State)
   Fewer than 50% of agency         50% - 99% of agency                All agency desktop and LAN
    desktop and LAN services          desktop and LAN services            services standardized and
    standardized and managed          standardized and managed            managed at Secretariat
    at Secretariat level              at Secretariat level                level




6.6 Current State Baseline
EOHHS Desktop and LAN Services are currently at Level 1 of consolidation.

A centralized Desktop and LAN services organization has been established at the Secretariat level. Five
out of 16 total EOHHS agencies are supported by the centralized IT Site Support Organization today.




                                                   25
                                                                  Consolidated Agencies

 Desktop and LAN




                                                                                                               MCD

                                                                                                                     MRC
                                DMH

                                       DMR




                                                                                                         MCB
                                                DPH
                         CHE




                                                                                       EHS
                                                      DSS




                                                                     DVS

                                                                           DYS




                                                                                             HCF
                                                            DTA




                                                                                 ELD




                                                                                                   HLY




                                                                                                                           ORI
     Services


Process                  
People



6.7 Future State Target
Key characteristics of the target state (Level 3) can be described as follows:

         Process: Well-established service levels guide the delivery of Desktop and LAN services to end
          users
              o   Reduced response time
              o   Increased number of service requests managed at the Level 1 and Level 2 support levels,
                  with minimal exceptions handled by subject matter experts
              o   Ability to maintain a knowledge base of best practice processes and procedures to
                  improve service delivery over time
         People: Single organization that support all EOHHS users across the Secretariat
              o   Greater leverage of knowledgeable resources across agencies
              o   Increased training opportunities to support new technology



6.8 Gap Analysis
Key gaps between the current state of Desktop and LAN Services and the future target state are
summarized in the table below and organized along the two key dimensions of process and people.
When made available by the Secretariat, supporting data illustrating these gaps are listed below.

    IT Service             Consolidation Levels
                                                                                       Supporting Data
    Sub-Area          Level 1         Level 2         Level 3
                                                                      5 of 16 agency IT site managers are
        People
                                                                       managed at the Secretariat level




                                                                26
IT Service            Consolidation Levels
                                                                        Supporting Data
Sub-Area          Level 1   Level 2        Level 3
                                                           5 of 16 agencies use the EOHHS standard
                                                            Service Level Agreements -
                                                            o Normal Support: 7:30 am to 6:00 pm
                                                               Monday - Friday
                                                            o Holiday and Off-Hours (On Call could be
                                                               utilized if funding exists)
 Process
                                                            o Centralized at the Secretariat level
                                                               through the EOHHS Secretariat
                                                               Information Service Organization
                                                            o Inclement Weather Coverage: 7:30 AM
                                                               to 5:00 PM Monday thru Friday (Essential
                                                               staffing will apply)

  Current State             Target State




                                                     27
6.9 Desktop and LAN Services Consolidation Plan
The following key activities constitute the plan for closing the gaps identified in the above gap analysis and driving towards consolidation.



Key Activities, Objectives, and Expected Outputs
Each key activity listed in the table above is tied to key objectives and expected outputs generated as a result of executing this activity:

                Key Activity                                Objective (Purpose)                                   Expected Outputs
 Step 1: Validate staffing requirements      To determine the staffing need at the                To have an organization that is staffed at the
 for IT Site support staff at the            Secretariat level to support the agency sites at     Secretariat level to meet or exceed the Service
 Secretariat level                           the agreed upon SLA’s                                Level Agreement with each agency
 Step 2: Establish and standardize SLA’s     To establish a formal level of service that the      Quantifiable and consistent level of service that
 with remaining 11 agencies                  agencies can expect to receive from the              the agencies can expect to receive in a
                                             Secretariat Information Service Organization         centralized model
 Step 3: Transition IT Site support staff    To establish a centralized site support group at     Centrally managed organization that provides IT
 from agency to Secretariat level            the Secretariat level that can support all           site support to all EOHHS agencies
                                             agencies within EOHHS for Desktop and LAN
                                             Services
 Step 4: Migrate remaining 11 agencies       To establish and deliver consistent service levels   A single site support organization that provides
 to centralized support at the               across EOHHS agencies for Desktop and LAN            desktop and LAN services to all EOHHS end
 Secretariat level                           Services                                             users


Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:




                                                                          28
                                          2009                                                                2010

                     Jun   Jul     Aug      Sep       Oct    Nov       Dec      Jan       Feb     Mar       Apr      May     Jun


   Step 1:
   Validate
   staffing reqmts

   Step 2:
   Establish
   SLA’s with 11
   agencies

   Step 3:
   Transition IT
   support staff

   Step 4: Migrate
   remaining 11
   agencies to
   Secretariat
   level support

   Step 5: Migrate
   remaining 3
   agencies to
   Secretariat
   level
   technology
   standard




Durations of each key activity are specified in the start and end dates. Lastly, resource needs to implement and drive this plan forward are
specified below at two levels: (1) Activity Owner – the key person responsible for driving and overseeing the activity, and (2) Activity Support –
the types of resources needed to assist the activity owner in executing these activities.




                                                                        29
                     Key Activity                        Start Date        End Date             Owner                        Support
 Step 1: Validate staffing requirements for IT Site      07/01/09       10/01/09      SCIO                         TBD
 support staff at the Secretariat level
 Step 2: Establish and standardize SLA’s with            10/01/09       12/01/09      IT Site Support Lead         TBD
 remaining 11 agencies
 Step 3: Transition IT Site support staff from agency    09/01/09       01/01/09      Human Resources              TBD
 to Secretariat level
 Step 4: Migrate remaining 11 agencies to centralized    10/01/09       06/01/10      IT Site Support Lead         TBD
 support at the Secretariat level


6.10 Implementation Considerations
Key Assumptions
    Help desk/call center will be able to issue trouble tickets from one system across the EOHHS Secretariat.
    There are no funding restrictions (federal or grant funds) that tie resources to a specific agency.
    Adequate resources will be available to complete the transition of the remaining agencies to a centralized Secretariat level organization
      for the governance, technology, people, and process dimensions.



Critical Path Dependencies
     Skill set assessment of the IT Site Managers and the Customer Service staff to ensure proper alignment of resources.
     EOHHS agencies agree to and sign a Service Level Agreements with the Secretariat to establish a support contract.
     Agency applications are can be supported on the EOHHS standard hardware and software platform.




                                                                      30
7. Website Information Architecture (IA)
7.1 Section Overview
This section of the plan defines Website Information Architecture (IA) at EOHHS, as well as the key
rationale and benefits of consolidating Website IAs across the Secretariat. Descriptions of the baseline
current state and future state are included in this section, along with a gap analysis of the two states,
and the consolidation plan for closing the identified gaps which includes details around key activities,
duration, resource needs, key assumptions, and critical path dependencies.



7.2 Defining Website Information Architecture
Website Information Architecture at the Commonwealth is defined as follows:

        The organization, labeling, and navigation schemes within the Mass.Gov
        information system including standards around a common ‘look and feel’ and
        a common user experience for static, web-based content.

It is important to note that this definition focuses on static web content and does not
include any web-based applications that may have a front-end website.



7.3 Summary of Key Changes for Website IA
The key changes IT consolidation will have on EOHHS Website Information Architecture are summarized
below:

       Number of known non-portalized websites reduced from 38 to 0

       Duplicative agency-based marketing expenditures on websites significantly reduced due to
        enhanced use of existing Mass.gov portal services




7.4 Key Performance Indicators (KPIs)
Metrics were identified to help EOHHS monitor its progress in achieving the specific
benefits. These metrics are organized by the three main benefit categories – efficiency,
effectiveness, and information security. The corresponding business value is also
described.

Efficiency KPIs
        Business Value                        KPI                 Current Measure          Target Measure


                                                    31
    Cost of maintaining existing   Cost per service request               TBD                  TBD
    content and managing new
    content development is
    reduced


Effectiveness KPIs
        Business Value                        KPI                   Current Measure       Target Measure
 Improved service levels for       Response time for content              TBD                  TBD
 web content management,           updates turnaround time
 maintenance, and
 information architecture
 development


Information Security KPIs
         Business Value                        KPI                  Current Measure      Target Measure
 Improved span and degree of       TBD – working with                     TBD                 TBD
 control over information          Security team to identify
 quality, accuracy, and cross-     appropriate metric
 agency integration


7.5 Consolidation Levels
EOHHS defines the degrees to which website information architecture and the governance thereof is
consolidated in three key levels of consolidation:

                                                                                   Level 3
              Level 1                          Level 2
                                                                                (Target State)
     Less than 50% of agency         50% - 99% of agency static        All agency static web
      static web content is            web content is integrated          content is integrated into
      integrated into the              into the Mass.Gov portal           the Mass.Gov portal
      Mass.Gov portal                  information architecture           information architecture
      information architecture         and governed by a set of           and governed by a set of
      and governed by a set of         centrally managed                  centrally managed
      centrally managed                standards                          standards
      standards

Level 3 represents the required target state per Executive Order No. 510.

7.6 Current State Baseline
EOHHS Website Information Architecture Services is currently at Level 2 of consolidation.




                                                    32
Static content migrations for the majority of all sixteen agencies are complete. However, there remains
a handful of ad hoc websites identified by Mass.Gov Portal Services as potentially still requiring
portalization (e.g., static content around Department of Public Health’s Smoking Cessation Program).
Given the high degree of website consolidation at the Secretariat level of EOHHS, this plan primarily
addresses the specific key activities needed to close the gap for these remaining ‘rogue’ websites (with
less focus on the core portalization process that must be executed for Secretariats that are not as far
along).

                                        Core Portalization              ‘Rogue’ Websites
 Agency                                                                                          Validated?
                                           Complete?                       Identified?
 ELD-Elder Affairs                            Yes                         TBD                   TBD
 VET-Veterans                                 Yes                         TBD                   TBD
 CHE-Soldiers Home                            Yes                         TBD                   TBD
 DTA-Transitional Assistance                  Yes                         TBD                   TBD
 DMH-Mental Health                            Yes                         TBD                   TBD
 DMR-Mental Retardation                       Yes                         TBD                   TBD
 DPH-Public Health                            Yes                         Yes                   TBD
 DSS-Social Svcs                              Yes                         TBD                   TBD
 DYS-Youth Svcs                               Yes                         TBD                   TBD
 DHCFP-Health Care Fin & Pol                  Yes                         TBD                   TBD
 DYS-Youth Svcs                               Yes                         TBD                   TBD
 HLY-Soldiers Home                            Yes                         TBD                   TBD
 MCB-Blindness                                Yes                         TBD                   TBD
 MCDHH-Deaf & Hard of Hearing                 Yes                         TBD                   TBD
 Rehabilitation                               Yes                         TBD                   TBD
 MassHealth                                   Yes                         TBD                   TBD
 Refugees & Immigrants                        Yes                         TBD                   TBD
The Level 2 designation is driven by key governance, technology, people, and service level factors that
are contained in the ‘Supporting Data’ section of the Gap Analysis.



7.7 Future State Target
The target state will mirror the key characteristics of the current state, but will also contain the following
new key changes regarding the information architecture and the governance thereof for EOHHS:

         Governance: A formal quality assurance enforcement mechanism, service level agreement, and
          / or penalty is in place to prohibit agencies from outsourcing website development or violating
          standards
         Technology: Technologies not approved or supported by Mass.Gov Portal Services will be
          allowed for portal content display or content management purposes
         People: Portal content will be managed by the EOHHS Web Services Team / Center of
          Excellence with access to TeamSite granted on an exception basis only when the rationale and
          business value are unambiguously proven and documented in a SLA



                                                     33
      Process: In addition to current state service levels, EOHHS Web Services Team will consistently
       achieve the original service concepts



Exceptions
Where business value and rationale can be demonstrated by agencies, certain exceptions to the future
target state will be permitted.

 Description                     Rationale                           Business Value
 Agency-based content            Agencies requiring urgent           Timely communications,
 updates and additions           content updates affecting the       adherence to legal requirements
                                 well-being or safety of the
                                 general public will be allowed to
                                 update their own content per
                                 the established standards and
                                 guidelines and tools




                                                  34
7.8 Gap Analysis
Key gaps between the current state of Website Information Architecture and the future target state are summarized in the table below and
organized along the key dimensions of governance, technology, people, and service levels. When made available by the Secretariat, supporting
data illustrating these gaps are listed below.

  IT Service       Consolidation Levels
                                                                                    Supporting Data
  Sub-Area      Level 1   Level 2   Level 3
                                               Centralized Web Services Team maintains layout, structure, content standards, and
                                                formatting for all EOHHS content (all of which is hosted on the Mass.Gov portal)
                                               Standards around content display, navigation, look and feel, and user experience are
                                                detailed in a manual that is made widely available
                                               As an exception, two agencies – MassHealth and Division for Health Care Finance and Policy
 Governance
                                                (DHCFP) – are able to update content themselves to a limited degree, still adhering to the
                                                information architecture and content management standards and governance rules set
                                                forth by the centralized Web Services Center of Excellence
                                               There is no formal quality assurance enforcement mechanism, service level agreement, or
                                                penalty in place to prohibit agencies from outsourcing website development
                                               Single portal software vendor used: Vignette
                                               Two content management systems used:
                                                 o CMA (custom developed Content Management Application
 Technology
                                                 o Vignette (includes TeamSite and EpiCentric)
                                               Some larger agencies retain a tendency to create ad hoc web content with other
                                                technologies not maintained by Mass.Gov Portal Services
                                               Six (6) FTEs placed directly in Web Services Center of Excellence at Secretariat level (all
                                                Commonwealth employees)
    People
                                               Approximately four (4) part-time employees residing at the agency-level granted access to
                                                TeamSite application with restricted functionality




                                                                     35
IT Service          Consolidation Levels
                                                                                      Supporting Data
Sub-Area       Level 1    Level 2   Level 3
                                               Portal Availability: 24x7 (per Mass.Gov)
                                               9am-5pm Content Updates (on-call for post-5pm urgent content updates)
                                               24x7 technical support:
                                                 o M-F, 9am-5pm
                                                 o CommonHelp (888#): post-normal business hours
 Process                                         o E2E Service Desk
                                               Original concept of Web Services Team helping agencies beyond mere static content
                                                 posting has not been fully or consistently sustained across all agencies – e.g., helping
                                                 agencies to institute leading practices or proactively identify new opportunities for
                                                 communications, information architecture enhancements, or program collaboration
                                                 through a shared portal display

    Current State              Target State




                                                                      36
7.9.1 Consolidation Plan – Part I of II: Decommission ‘Rogue’ Websites
EOHHS has already reached Level 2 of website information architecture consolidation as defined by the Executive Order No. 510 and this plan.
As such, the first part of this plan focuses on reining in the ‘rogue’ websites. The latter part of the plan reflects key activities that are part of any
core portalization effort (which will have to be executed with the ‘rogue’ websites in any case).



Part I of II: Key Activities, Objectives, and Expected Outputs
Each key activity listed in the table above is tied to those key objectives and expected outputs generated as a result of executing this activity and
listed below:

                 Key Activity                                Objective (Purpose)                                     Expected Outputs
 Ph 1: Identify - Conduct QA identification     To achieve regular, automated quality                    Cost savings analysis and comparisons
 process for ‘rogue’ websites and domain        assurance processes and checkpoints that will            List of potential ad hoc ‘rogue’ websites
 names - key sources include, but are not       maintain the quality of the overall information           generated by Mass.Gov Resource
 limited to, budget expenses (beyond IT –       architecture                                              Database search
 e.g., marketing), Mass.Gov Resource                                                                     Plenary list of inline text links, including
 Database, results from automated text                                                                    other domain names
 scans of inline links, Legal departmental                                                               Coordinated, proactive legal reviews
 reviews, and any customer / user                                                                        Follow-up on customer / user feedback
 feedback received to date
 Ph 2: Document and Synthesize -                To allow for enterprise-wide analysis that will          Timely, accurate, and plenary log of
 Incorporate findings from QA check into        help identify opportunities for parallel                  potential QA conflicts
 Master List (maintained by Mass.Gov            decommissioning and content migration efforts
 Portal Services)
 Ph 3: Validate and / or Negotiate -            To increase collaboration between Secretariat-           Agency collaboration
 Discuss, validate, and update findings per     level service and agencies, and to institute             Documented, business value-focused
 working sessions / meetings with               discipline around business value-driven                   cases for exceptions
 Secretariats and / or agencies                 exceptions only
 Ph 4: Plan - Determine timeline to             To set expectations and maintain momentum                Work plan with key milestones and
 decommission identified ‘rogue’ website                                                                  activities
 Ph 5: Establish and Implement New              To set expectations and a shared                         Roles and responsibilities
 Governance Model - Determine and               understanding of the future target state


                                                                           37
                  Key Activity                            Objective (Purpose)                               Expected Outputs
 ‘socialize’ future state governance for
 content authorship, content
 management, and information
 architecture design
 Ph 6: Decommission and Migrate -           To avoid unnecessary costs and surprises that        Updated information architecture
 Decommission old website and migrate       accompany ad hoc, outsourced services; to            Appropriately integrated program content
 content (per the standard portalization    maintain common look and feel, standards, and        Cost reduction
 process also outlined in the second part   governance; to mitigate legal risks when the         Risk mitigation
 of this plan section)                      Commonwealth is associated with ‘rogue’              Adherence to standards and guidelines
                                            websites


Plan Timeline, Owners, and Support
The standard timeline for decommissioning ‘rogue’ websites and migrating the static content to Mass.Gov is primarily driven by the amount of
content volume being migrated, and the complexity of integrating that content into the existing information architecture. The number of
resources at the Secretariat level and of the agencies is assumed to be sufficient to meet the below typical timeline.




                                                                      38
                                     Week 0           Week 2               Week 4             Week 6              Week 8



                    Ph 1: Identify



                    Ph 2:
                    Document &
                    Synthesize


                    Ph 3: Validate
                    and / or
                    Negotiate



                    Ph 4: Plan



                    Ph 5:
                    Establish &
                    Implement New
                    Governance
                    Model


                    Ph 6:
                    Decommission
                    & Migrate




Content volume may be initially estimated by page count in the existing website system, and may be further refined after the content analysis
and IA development phases are underway (e.g., some agencies ultimately do not migrate half of their content because it is not relevant to the
public or is duplicated elsewhere in the Mass.Gov IA). Content complexity refers to the degree of linkages and dependencies an agency’s
content may have with other agencies or external entities, in some cases. In those instances, additional working sessions are needed to
negotiate the future state IA.




                                                                      39
                  Key Activity                      Start Date    End Date       Proposed Owner(s)               Support

Ph 1: Identify - Conduct QA identification          7/06/2009    7/10/2009    Mass.Gov Portal Services   EOHHS Portal Services
process for ‘rogue’ websites and domain names
- key sources include, but are not limited to,
budget expenses (beyond IT – e.g., marketing),
Mass.Gov Resource Database, results from
automated text scans of inline links, Legal
departmental reviews, and any customer / user
feedback received to date
Ph 2: Document and Synthesize - Incorporate         7/06/2009    7/10/2009    Mass.Gov Portal Services   EOHHS Portal Services
findings from QA check into Master List
(maintained by Mass.Gov Portal Services)
Ph 3: Validate and / or Negotiate - Discuss,        7/13/2009    7/29/2009    EOHHS Portal Services      Agency Business Liaisons
validate, and update findings per working
sessions / meetings with Secretariats and / or
agencies
Ph 4: Plan - Determine timeline to                  7/20/2009    8/05/2009    EOHHS Portal Services      Agency Business Liaisons
decommission identified ‘rogue’ website
Ph 5: Establish and Implement New                   7/27/2009    8/07/2009    EOHHS Portal Services      Agency Business Liaisons
Governance Model - Determine and ‘socialize’
future state governance for content authorship,
content management, and information
architecture design
Decommission and Migrate: decommission old          08/10/2009   08/28/2009   EOHHS Portal Services      Agency Business Liaisons
website and migrate content (per the standard
portalization process outlined in the second part
of this plan section)




                                                                 40
7.9.2 Consolidation Plan – Part II of II: Core Portalization Plan
Once a ‘rogue’ website is decommissioned, the core portalization process is followed. A “typical” portalization project lasts anywhere from 16-
20 weeks and typically includes six key phases:

        1.   Preparation and planning
        2.   Content analysis and information architecture development
        3.   Training / content / site building
        4.   Launch planning, usability testing, user acceptance testing and approval
        5.   Launch, execute communication plan
        6.   Post-launch support

Since EOHHS has already portalized the static content of all its agencies into the Mass.Gov information architecture, a forward-looking timeline
is not included in EOHHS’ plan. For subsequent Secretariat plans, the following key components will be included:

       2-Year timeline with key milestones (Gantt chart)
       Key required activities, including estimated durations for agency portalization efforts
       Details around each key activity, including objectives and expected outputs



Part II of II: Key Activities, Objectives, and Expected Outputs
Each key activity listed in the table above is tied to those key objectives and expected outputs generated as a result of executing this activity and
listed below:

           Key Activity                              Objective (Purpose)                                      Expected Outputs
 Ph 1 - Commission centralized       To establish order and governance to the                Ownership of information architecture at both the
 team as well as agency liaisons     portalization process                                   Secretariat and agency levels; accountability;
                                                                                             Secretariat-agency collaboration
 Ph 2 - Validate current state       To plan the sequence of migrations in an informed       Accurate understanding of content volume,
 across all agencies – namely,       manner and to document and understand the               complexity, and baseline; sequencing of upcoming
 content volume and current          baseline                                                migrations
 information architecture



                                                                         41
             Key Activity                           Objective (Purpose)                                      Expected Outputs
 Ph 3 - Review Mass.Gov             To preliminarily understand and plan for major         Due diligence of information architecture analysis;
 information architecture and       complexities, including potential additions or major   thoughtful, flexible, and scalable information
 determine migration approach       restructuring or change management required in         architecture that reflects the business needs
 (i.e., migration phases and        the Mass.Gov portal information architecture
 sequence of agency migrations)
 Ph 3 - Design integrated           Same as above (this activity is conducted in tandem    Same as above (this activity is conducted in tandem
 Secretariat-wide information       with the activity listed immediately above)            with the activity listed immediately above)
 architecture
 Ph 3 & 4 - Migrate agency          To establish and execute a standardized,               On time and on budget migrations; consistent,
 content per schedule and           repeatable process reflecting leading practices        continuous quality assurance
 conduct quality assurance
 Ph 5 - Complete agency             To capture value of changes and enhancements for       Portal traffic counts / “hits”; increased C2G
 migration and begin                the business                                           “customer” / constituent interaction with
 implementation of performance                                                             government
 management system (usage,
 complaints, growth, etc.)
 Ph 6 - Refresh content and         To deliver strategic value to agencies above and       Cross-agency and cross-functional innovation and
 information architecture as        beyond content migration and management                integration
 needed


Plan Timeline, Owners, and Support
EOHHS’ core portalization spanned approximately 4 years. For other Secretariats, each agency within a Secretariat can portalize per the
estimated typical timeline depicted below. Depending on the resources dedicated to a Secretariat-wide portalization effort, the durations of the
key activities within each phase will vary greatly (e.g., in some cases, 2-3 agencies may migrate content over in parallel or closely staggered
timelines). These estimates will be refined for other Secretariat plans as needed.




                                                                       42
                   Week 0         Week 4             Week 8            Week 12           Week 16             Week 18           Week 20



   Ph 1: Prepare
   and Plan


   Ph 2: Analyze
   Content &
   Develop IA


   Ph 3: Build /
   Migrate
   Content &
   Train


   Ph 4: Test
   Usability


   Ph 5: Launch




   Ph 6: Support
   Post-launch




Key portalization activities are outlined below following the six key phases described above. The durations of each activity will differ depending
on the volume of content for each agency and the content complexity. Content volume may be initially estimated by page count in the existing
website system, and may be further refined after the content analysis and IA development phases are underway (e.g., some agencies ultimately
do not migrate half of their content because it is not relevant to the public or is duplicated elsewhere in the Mass.Gov IA). Content complexity




                                                                        43
refers to the degree of linkages and dependencies an agency’s content may have with other agencies or external entities, in some cases. In
those instances, additional working sessions are needed to negotiate the future state IA.


                  Key Activity                      Start Date          End Date         Proposed Owner(s)                  Support

 Ph 1 - Preparation and Planning: Commission        8/11/2009          9/05/2009      SCIO, Agency Leaders         Centralized Portal
 centralized team as well as agency liaisons                                                                       Services Team
 Ph 2 - Content Analysis: Validate current          9/01/2009         10/31/2009      Centralized Portal           Agency Business Liaisons
 state across all agencies – namely, content                                          Services Team
 volume and current information architecture
 Ph 2 - Content Analysis: Review Mass.Gov           9/01/2009         10/31/2009      Centralized Portal           Agency Business Liaisons
 information architecture and determine                                               Services Team
 migration approach (i.e., migration phases
 and sequence of agency migrations)
 Ph 2 - IA Development: Design integrated           9/01/2009         10/31/2009      Agency Business Liaisons     Centralized Portal
 Secretariat-wide information architecture                                                                         Services Team
 Ph 3 & 4 - Training / Content / Site Building:     9/29/2009         12/05/2009      Centralized Portal           Agency Business Liaisons
 Migrate agency content per schedule and                                              Services Team
 conduct quality assurance
 Ph 5 - Launch and Communicate: Complete            12/08/2009        12/19/2009      Centralized Portal           Agency Business Liaisons
 agency migration and begin implementation                                            Services Team
 of performance management system (usage,
 complaints, growth, etc.)
 Ph 6 - Post-launch Support: Refresh content        12/15/2009        12/26/20009     Agency Business Liaisons     Centralized Portal
 and information architecture as needed                                                                            Services Team


The timeline estimates listed above reflect EOHHS’ direct experience. However, the duration of these steps is largely determined by the number
of agencies within each Secretariat, the number of stakeholders involved at the agency level, the content volume and complexity, and the
number and quality of the migration team members committed to the effort.




                                                                      44
7.10 Implementation Considerations
Key Assumptions
    Adequate resources will be dedicated to the centralized Portal Services Team at the Secretariat level and to the agency-based teams
      serving as liaisons between the agency’s core business and the Secretariat-level Web Services Team
    Existing content is inventoried even if at a high level, and at a minimum, is identifiable (e.g., no hidden websites or content on unknown
      websites exist)
    Centralized Portal Services Team does not author any content; only advises agency content authors on leading practices for information
      architecture and placement throughout the Mass.Gov portal


Critical Path Dependencies
     Immediate establishment of a dedicated, centralized team and a repeatable scalable content migration process
     Strong information architecture design capabilities combined with some working knowledge, at a minimum, of the agencies’ core
        businesses
     Information architecture decisions at the agency level are reviewed and approved in a timely manner
     Broader ITD Portal Services Initiative around a potential tool refresh, including requirements definition targeted for completion by
        6/30/2009




                                                                       45
8. Application Services (as specified by the SCIO)
8.1 Section Overview
This section of the plan defines the application services at EOHHS that were identified by the SCIO as
strong candidates for IT consolidation. This section also addresses the key rationale and benefits of
consolidating the specified application services. Descriptions of the baseline current state and future
target state are included in this section, along with a gap analysis of the two states, and the
consolidation plan for closing the identified gaps (including details around key activities, duration,
resource needs, key assumptions, and critical path dependencies).



8.2 Defining Application Services Specified by the SCIO
‘Application Services as specified by the SCIO’ at the Commonwealth is defined as follows:

        [DEPENDS ON SPECIFIC APPLICATION SERVICE SPECIFIED BY THE SCIO IN EACH SECRETARIAT ]



8.3 Summary of Key Changes for Application Services
The key changes IT consolidation will have on the Application Services specified for IT consolidation by
the EOHHS SCIO are summarized below:

The key changes IT consolidation will have on EOHHS Application Services are summarized below:

       Number of in-scope application licenses reduced from x to y

       Number of staff supporting in-scope applications reduced from x to y




8.4 Key Performance Indicators (KPIs)
Metrics were identified to help EOHHS monitor its progress in achieving the specific
benefits. These metrics are organized by the three main benefit categories – efficiency,
effectiveness, and information security. The corresponding business value is also
described.

Efficiency KPIs
         Business Value                     KPI                   Current Measure          Target Measure
 Cost of applications per user    Average application cost              TBD                     TBD
 is optimal and reflective of     per user
 leading practices



                                                    46
Effectiveness KPIs
         Business Value                         KPI                   Current Measure      Target Measure
 Improved application              Application availability as              TBD                 TBD
 availability                      measured by amount of
                                   application ‘downtime’


Information Security KPIs
         Business Value                    KPI                        Current Measure      Target Measure
 Improved control and security TBD – working with                           TBD                 TBD
 standards for information     Security Team to identify
 managed by specified          key metrics
 applications




8.5 Consolidation Levels
The three key levels of consolidation for Application Services are:

                                                                                     Level 3
            Level 1                             Level 2
                                                                                 (Target State)
   Fewer than 50% of SCIO-           50-99% of SCIO-specified            All SCIO-specified
    specified application              application services                 application services
    services integrated at the         integrated at the                    integrated at the
    Secretariat level                  Secretariat level                    Secretariat level




8.6 Current State Baseline
TBD – dependent on which application service is specified by the SCIO.



8.7 Future State Vision
Key characteristics of the required target state Level 3 include are organized along the same three key
factors of people, process, and technology:

       Governance: [TBD – summary description of the future state vision goes here (similar to an
        “Imagine If…” description), followed by key changes bulleted below…]
            o   TBD – Key change required
            o   TBD – Key change required
            o   TBD – Key change required…


                                                    47
        Technology: [TBD – summary description of the future state vision goes here (similar to an
         “Imagine If…” description), followed by key changes bulleted below…]
             o     TBD – Key change required
             o     TBD – Key change required
             o     TBD – Key change required…
         People: [TBD – summary description of the future state vision goes here (similar to an “Imagine
         If…” description), followed by key changes bulleted below…]
             o     TBD – Key change required
             o     TBD – Key change required
             o     TBD – Key change required…
        Service Levels: [TBD – summary description of the future state vision goes here (similar to an
         “Imagine If…” description), followed by key changes bulleted below…]
             o     TBD – Key change required
             o     TBD – Key change required
             o     TBD – Key change required…



8.8 Gap Analysis
Key gaps between the current state of Application Services and the future target state are summarized
in the table below and organized along the key dimensions of governance, technology, people, and
service levels. When made available by the Secretariat, supporting data illustrating these gaps are listed
below.

    IT Service              Consolidation Levels
                                                                          Supporting Data
    Sub-Area            Level 1   Level 2        Level 3
   Governance                                                      TBD
   Technology                                                      TBD
      People                                                       TBD
  Service Levels                                                   TBD

        Current State             Target State


[TBD – additional narrative highlighting the key gaps…]




                                                           48
8.9 Application Services IT Consolidation Plan


Key Activities, Objectives, and Expected Outputs
Each key activity listed in the table above is tied to key objectives and expected outputs generated as a result of executing this activity:

              Key Activity                                Objective (Purpose)                                    Expected Outputs
 Step 1: Understand current application      To understand business objectives, capabilities,     Executive and business unit sponsorship
 environment and supporting business         and expectations for SCIO specified applications     secured
 processes
 Step 2: Compile application inventory       To obtain a detailed inventory of application        Detailed inventory of application environment
 information                                 names, license inventory, software packages in       that will enable analysis for consolidation
                                             use, etc.                                            potential
 Step 3: Design application governance       To identify application portfolio goals and          Application governance and operating model
 and operating model                         design future application portfolio and              describing the future state of the applications
                                             management model                                     environment defined
 Step 4: Prioritize applications portfolio   To assess the value, costs, risks, and strategic     Applications in scope mapped to business
 and in-flight projects                      alignment for each application in scope              processes, and scored based on priority and
                                                                                                  potential for consolidation
 Step 5: Develop application                 To identify the activities, dependencies, and        Application consolidation plan for those
 consolidation plan                          resource estimates associated with                   applications specified by the SCIO
                                             consolidating applications in-scope
 Step 6: Obtain business alignment and       To ensure that business process owners support       Ownership, alignment, and buy-in from
 buy-in                                      the rationale and plan for consolidation             business and IT owners
 Step 7: Execute application                 To consolidate the applications in-scope based       Consolidated application environment for in-
 consolidation plan                          on the implementation plan                           scope applications




                                                                          49
Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:




                                           [INSERT GANTT TIMELINE CHART FROM EOHHS SOURCEFILE]




The following key activities constitute the plan for closing the gaps identified in the above gap analysis and driving towards consolidation.
Durations of each key activity are specified in the start and end dates. Lastly, resource needs to implement and drive this plan forward are
specified below at two levels: (1) Activity Owner – the key person responsible for driving and overseeing the activity, and (2) Activity Support –
the types of resources needed to assist the activity owner in executing these activities.

               Key Activity                      Start Date             End Date              Owner / Driver                    Support
 Step 1: Understand current application           [TBD…]                 [TBD…]          [TBD…]                       [TBD…]
 environment and supporting business
 processes
 Step 2: Compile application inventory            [TBD…]                 [TBD…]          [TBD…]                       [TBD…]
 information




                                                                        50
               Key Activity                  Start Date   End Date       Owner / Driver            Support
 Step 3: Design application governance        [TBD…]      [TBD…]     [TBD…]               [TBD…]
 operating model
 Step 4: Prioritize applications portfolio    [TBD…]      [TBD…]     [TBD…]               [TBD…]
 and in-flight projects
 Step 5: Develop application                  [TBD…]      [TBD…]     [TBD…]               [TBD…]
 consolidation plan
 Step 6: Obtain business alignment and        [TBD…]      [TBD…]     [TBD…]               [TBD…]
 buy-in
 Step 7: Execute application                  [TBD…]      [TBD…]     [TBD…]               [TBD…]
 consolidation plan




8.10 Implementation Considerations
Key Assumptions
    TBD
    TBD
    TBD…



Critical Path Dependencies
     TBD
     TBD
     TBD…




                                                          51
9. IT Organizational Development Plan
This section of the plan provides basic information on organizational development components that
each Secretariat should include in their consolidation planning effort to develop a “career culture”
across all IT services to increase opportunities for IT staff.

The organizational development plan focuses on three key areas:

       Staff training
       Career Development
       Recruiting

The overall objective of the organizational development plan is to use the IT consolidation initiative to
increase developmental opportunities for staff and promote knowledge transfer among staff. An
approach based on identifying training opportunities, building on existing career development
programs, and enhancing partnerships with schools to build a recruiting pipeline was used to develop
this organizational development plan.

Guiding Principles for Developing a Career Culture
Guiding principles provide a framework for moving toward organizational development objectives,
ensuring a consistent approach at all levels and among all stakeholder groups. As such, they essentially
set the tone for organizational development. These principles were used to build a plan that:

    •   Is “staff-focused” (i.e., plan should address staff needs and be designed to increase staff
        opportunities)
    •   Identifies sustainable training opportunities (i.e., programs that are not dependent on additional
        funding)
    •   Focuses on increased staff training as a mechanism to reduce the number of contractors
        providing IT services in the Commonwealth

Expected Benefits of the Organizational Development Strategy
The benefits of implementing this organizational development strategy include:

       Improved career development opportunities for IT services staff
       Increased staff job satisfaction
       Reduced reliance on contractors for the delivery of IT services


Organizational Development Framework
The framework for creating the organizational development plan is divided into three components or
phases – increased training, career development, and strategic recruitment. The figure below highlights
the implications each of these components for the future organizational development state.




                                                    52
                                                   Workforce Implications for the future:

     Increased Training                            Training opportunities allow employees to develop industry-standard skills and
                                                   increase job satisfaction

           Career                                  Career development programs will facilitate knowledge transfer and improve staff
         Development                               retention


            Strategic                              Strategic recruiting will enable the development of a talent pipeline and ensure
            Recruiting                             service continuity


                                                              Increasing training opportunities, providing strong career
                                                              development, and approaching recruiting more strategically
                                                              will allow the Commonwealth to reduce its dependence on IT
                                                                                  services contractors.
 Source: Workforce Crisis, Ken Dychtwald, Tamara Erickson, Robert Morison




The table below provides a comparison between the desired target state for each component after
consolidation has been completed and EOHHS’s current baseline for each component.

      Organizational
      Development                                         Current State                                Target State
       Component
                                       TBD                                           A common basic level of training is offered
                                                                                       to all Commonwealth IT staff
                                                                                      Secretariat-specific training is developed
 Phase 1: Increased
                                                                                       and offered to relevant Secretariat staff
      Training
                                                                                      Alternative training methods (e.g. train-
                                                                                       the-trainer model, online training, etc) are
                                                                                       used to deliver material
                                       TBD                                           Mentoring is used to develop new staff
   Phase 2: Career
                                                                                      Apprenticeship programs are used to
    Development
                                                                                       facilitate knowledge transfer
                                       TBD                                           Secretariats use projected staffing needs
 Phase 3: Strategic                                                                    to build a strategic recruiting plan
    Recruiting                                                                        Partnerships with local schools exist to
                                                                                       develop an IT talent pipeline


The tables below outline the key activities EOHHS should complete in order to move closer to the
desired organizational development target state for each organizational development component




                                                                            53
Phase 1: Increased Training
Additional staff training will enable the Commonwealth to take full advantage of the increased flexibility provided by the consolidation effort. In
a post-consolidation target state, all IT services staff will receive a common basic level of training.

The table below identifies key training needs for all IT services staff.

                       Common Training Needs                                       Target Group
 Project Management Foundation*                                              Management-level IT Staff
 Risk / Resource Management*                                                 Management-level IT Staff
 Cost, Finance, ROI, and Quality*                                            Management-level IT Staff
 Training on Standardized Platforms (Hardware & Software)                        Selected IT Staff
 Cross-Agency Application Training                                              Business Analysts;
                                                                              Application Developers;
                                                                              Senior-Level Architects
 JAVA Applications – Course A*                                                Application Developers
 JAVA Applications – Course B*                                                Application Developers
 Object-Oriented Methodology – Requirements and Use Cases*                      Business Analysts;
                                                                              Application Developers;
                                                                              Senior-Level Architects
 Object-Oriented Methodology – Architecture, Analysis, Design*                Application Developers;
                                                                              Senior-Level Architects
 Object-Oriented Methodology – Implementation*                                Application Developers;
                                                                              Senior-Level Architects
*These courses are currently part of the Professional Development Pilot Program facilitated by UMass-Boston.

In addition EOHHS has identified the following Secretariat-specific training needs.

                         EOHHS Training Needs                                       Target Group
 TBD                                                                                    TBD
 TBD                                                                                    TBD
 TBD                                                                                    TBD
 TBD                                                                                    TBD



                                                                            54
Detailed Activities and Objectives
The following activities need to be completed to implement a basic level of training for all IT services staff. Each activity is tied to an objective or
purpose and has outputs expected to result from its execution. The table below provides these objectives and outputs.

              Key Activity                             Objective (Purpose)                                 Expected Outputs
 1.1 Establish a Secretariat Training     To facilitate the sharing of information and           More coordinated training efforts
     Advisory Council to share            resources between Secretariats and                      between Secretariats and agencies
     training best practices, develop     agencies                                               A more comprehensive training program
     alternative methods to provide       To build capacity to oversee and develop                based on analysis of leading practices
     training to an increased             training activities                                    A forum for Secretariat leaders to share
     number of staff, and oversee                                                                 training information and identify
     training activities                                                                          opportunities for pooling resources
 1.2 Identify basic and Secretariat-      To develop a standard training curriculum              A targeted skill level for all IT services staff
     level training needs for all IT      across all IT services and Secretariat-                Opportunities for staff to increase skills in
     services staff                       specific curriculum at the Secretariat level            certain key areas
 1.3 Determine capacity needs for         To determine the scope of training needed              A better understanding of the training
     training (e.g. the number of         and the availability of training resources              needs of staff
     staff that would need access to                                                             Data on the number and location of staff
     training, training locations, etc)                                                           interested in particular training
                                                                                                  opportunities
                                                                                                 A catalogue of training resources
                                                                                                  throughout IT services including online
                                                                                                  training capabilities, training centers, and
                                                                                                  existing training partnerships
 1.4 Work with UMass to develop           To utilize existing pilot program as a pilot           Increased access to the courses developed
     training options (e.g. increasing    and partner with UMass to develop other,                under the pilot program
     access to the existing pilot         more cost-effective, training models                   More cost-effective training options
     program and developing more                                                                 Additional training curriculum
     cost-effective training models)
     and curriculum
 1.5 Develop course calendar              To create a plan for rolling out training to           A training timeline
                                          staff
 1.6 Establish a procedure for            To ensure training continues to meet staff             Targeted training that utilizes resources
     continuously reviewing training      needs as they evolve                                    effectively


                                                                           55
             Key Activity                           Objective (Purpose)                            Expected Outputs
    needs and updating offerings
1.7 Identify staff to serve as agency   To build capacity to implement training in a      Cost-effective training that will enable
    level trainers under train-the-     relatively cost-effective manner                   sustainability despite changes in funding
    trainer model                                                                          levels
1.8 Develop and implement online        To build capacity to implement training in a      Cost-effective training that will enable
    training capabilities               relatively cost-effective manner                   sustainability despite changes in funding
                                                                                           levels
1.9 Begin preliminary course roll-      To develop staff who can serve as trainers        Cost-effective training
    outs with trainer group             for their peers                                   Staff who can not only train their peers
                                                                                           through formal courses, but serve as
                                                                                           informal advisors
1.10 Schedule and conduct courses       To increase training availability                 A deeper base of staff trained in targeted
    led by Secretariat and agency                                                          areas
    trainers




                                                                            56
Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:


                  Week 0   Week 4      Week 8        Week 12      Week 16        Week 18       Week 20



  Ph 1: Prepare
  and Plan


  Ph 2: Analyze
  Content &
  Develop IA


       [TBD – REPLACE WITH ORGANIZATIONAL DEVELOPMENT
  Ph 3: Build /
  Migrate
  Content &
  Train
               GANTT DEVELOPED IN PPT SOURCEFILE]
  Ph 4: Test
  Usability


  Ph 5: Launch




  Ph 6: Support
  Post-launch




The following key activities constitute the plan for developing a training program. Durations of each key activity are specified in the start and
end dates. Lastly, resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner – the key
person responsible for driving and overseeing the activity, and (2) Activity Support – the types of resources needed to assist the activity owner in
executing these activities. Each of the tasks is categorized as a preparation task – a task needed to prepare for training program implementation
– and an implementation task – a task needed to implement a training program.




                                                                            57
                Key Activity                    Start Date       End Date         Owner                 Support
                                                   Preparation Tasks
1.1 Establish a Secretariat Training Advisory
    Council to share training best practices,
                                                                                                   1 FTE to coordinate
    develop alternative methods to provide      4/30/2009      5/08/2009           SCIOs
                                                                                                    Advisory Council
    training to an increased number of staff,
    and oversee training activities
1.2 Identify basic and Secretariat-level                                    Secretariat Training
                                                4/30/2009      5/15/2009                                  N/A
    training needs for all IT services staff                                 Advisory Council
1.3 Determine capacity needs for training
    (e.g. the number of staff that would                                    Secretariat Training
                                                5/04/2009      5/18/2009                                  N/A
    need access to training, training                                        Advisory Council
    locations, etc)
1.4 Work with UMass to develop training
    options (e.g. increasing access to the
                                                                            Secretariat Training
    existing pilot program and developing       5/18/2009      6/30/2009                                  N/A
                                                                             Advisory Council
    more cost-effective training models) and
    curriculum
1.5 Develop course calendar                                                 Secretariat Training
                                                6/15/2009      6/30/2009                                  N/A
                                                                             Advisory Council
1.6 Establish a procedure for continuously
                                                                            Secretariat Training
    reviewing training needs and updating       6/15/2009      6/30/2009                                  N/A
                                                                             Advisory Council
    offerings
                                                Implementation Tasks
1.7 Identify staff to serve as agency level
                                                5/11/2009      6/11/2009           SCIOs                  N/A
    trainers under train-the-trainer model
1.8 Develop and implement online training
                                                6/30/2009      12/31/2009          SCIOs                 5 FTEs
    capabilities
1.9 Begin preliminary course roll-outs with
                                                6/30/2009      12/31/2009         UMass                   N/A
    trainer group
1.10 Schedule and conduct courses led by                                     Secretariat and
                                                9/1/2009       12/31/2010                                 N/A
    Secretariat and agency trainers                                          Agency Trainers


                                                                58
Implementation Considerations

Key Assumptions
    SCIOs are active participants in the training development process
       Funding is available to allocate one full-time staff member to the Secretariat Training Advisory Council
       Funding and capacity exists to develop and implement online training courses at each Secretariat

Critical Path Dependencies
     Appropriate and sufficient stakeholder participation in training development and implementation
       Coordination with other segments of the consolidation effort to ensure appropriate training is offering in a timely fashion both before
        and during the consolidation implementation



Phase 2: Career Development
In addition to offering specific training courses, each Secretariat should implement career development strategies to facilitate knowledge sharing
among staff and increase job satisfaction. For the purposes of this plan, career development refers to such programs as informal mentoring and
job coaching programs and more formal apprenticeship programs.

Detailed Activities and Objectives
The following activities need to be completed to implement a career development program for all IT services staff. Each activ ity is tied to an
objective or purpose and has outputs expected to result from its execution. The table below provides these objectives and outputs.

                Key Activity                            Objective (Purpose)                           Expected Outputs
 2.1 Select career development               To build capacity to develop and                 Comprehensive career development
     coordinators at the Secretariat-level   oversee career development activities             programs at all Secretariats
                                             at the Secretariat level
 2.2 Establish working group to              To facilitate the coordination of career         Regular interaction between career
     coordinate career development           development efforts across                        development coordinators at each
     across Secretariats                     Secretariats                                      Secretariat
 2.3 Identify career development leading     To build a repository of career                  A better understanding of career


                                                                        59
                Key Activity                         Objective (Purpose)                             Expected Outputs
     practices across Secretariats and      development best practices and                   development possibilities
     agencies                               inform career development strategies            Increased availability of effective career
                                                                                             development programs
 2.4 Develop strategy for establishing      To create capacity for informal career          A comprehensive approach to building
     mentoring and coaching programs at     development among IT services staff              career development opportunities at
     each Secretariat                                                                        each Secretariat
 2.5 Build a framework for                  To develop the plans and approach               A plan for establishing an apprenticeship
     apprenticeship program                 necessary to establish an                        program for new IT services staff
                                            apprenticeship program
 2.6 Pair mentors and job coaches from      To build informal career development            Mentoring and job coaching networks at
     senior staff levels with newly and     capacity through mentoring and                   each Secretariat
     recently-hired staff based on career   coaching
     goals and needs
 2.7 Conduct career development kick-off    To connect mentors and coaches with             Awareness of and enthusiasm for career
     event(s)                               their mentees and counselees and to              development efforts
                                            build general awareness of the new
                                            career development programs
 2.8 Identify and train apprenticeship      To establish the apprenticeship                 The capacity to ensure knowledge-
     program leaders                        program                                          transfer between senior and junior staff
 2.9 Roll-out apprenticeship program for    To kick-off the apprenticeship                  More formal career development
     new-hires                              program                                          opportunities for leaders and apprentices


Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:




                                                                      60
                  Week 0        Week 4    Week 8    Week 12      Week 16          Week 18    Week 20



  Ph 1: Prepare
  and Plan


  Ph 2: Analyze
  Content &
  Develop IA


       [TBD – REPLACE WITH ORGANIZATIONAL DEVELOPMENT
  Ph 3: Build /
  Migrate
  Content &
  Train
               GANTT DEVELOPED IN PPT SOURCEFILE]
  Ph 4: Test
  Usability


  Ph 5: Launch




  Ph 6: Support
  Post-launch




The following key activities constitute the plan for developing a career development program. Durations of each key activity are specified in the
start and end dates. Lastly, resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner – the
key person responsible for driving and overseeing the activity, and (2) Activity Support – the types of resources needed to assist the activity
owner in executing these activities. Each of the tasks is categorized as a preparation task – a task needed to prepare for career development
program implementation – and an implementation task – a task needed to implement a career development program.



                           Key Activity                   Start Date        End Date              Owner                    Support
                                                            Preparation Tasks
 2.1 Select career development coordinators at                                                                         1     FTE at each
                                                          4/30/2009             5/08/2009          SCIOs
     the Secretariat-level                                                                                                   Secretariat
 2.2 Establish working group to coordinate career
                                                          4/30/2009             5/08/2009          SCIOs                    N/A
     development across Secretariats



                                                                           61
                    Key Activity                       Start Date          End Date           Owner                  Support
 2.3 Identify career development leading                                                      Career
     practices across Secretariats and agencies                                            Development
                                                       5/11/2009          5/25/2009                                    N/A
                                                                                            Coordinators
                                                                                           Working Group
 2.4 Develop strategy for establishing mentoring                                              Career
     and coaching programs at each Secretariat                                             Development
                                                       5/25/2009          6/16/2009                                    N/A
                                                                                            Coordinators
                                                                                           Working Group
 2.5 Build framework for apprenticeship program                                               Career
                                                                                           Development
                                                       5/25/2009          6/16/2009                                    N/A
                                                                                            Coordinators
                                                                                           Working Group
                                                        Implementation Tasks
 2.6 Pair mentors and job coaches from senior                                                  Career
     staff levels with newly and recently-hired        06/01/2009         6/16/2009         Development                N/A
     staff based on career goals and needs                                                  Coordinators
 2.7 Conduct career development kick-off event(s)                                              Career
                                                       6/16/2009          6/30/2009         Development                N/A
                                                                                            Coordinators
 2.8 Identify and train apprenticeship program                                                 Career
     leaders                                           06/16/2009         07/31/2009        Development                N/A
                                                                                            Coordinators
 2.9 Roll-out apprenticeship program for new-                                                  Career
     hires                                             08/01/2009          On-going         Development                N/A
                                                                                            Coordinators


Implementation Considerations

Key Assumptions
    Funding is available to allocate one full-time staff member to serve as career development coordinator at each Secretariat




                                                                     62
Critical Path Dependencies
     Appropriate and sufficient stakeholder participation in career development efforts
       Appropriate support from leadership to sustain career development activities



Phase 3: Strategic Recruiting
IT services throughout the Commonwealth are currently provided by an aging workforce. Approximately 78% of the IT services staff is over the
age of 40, with 60% of those over 40 falling into the 50 and above demographic. Consequently, Secretariats need to implement strategic
recruiting programs to ensure that seasoned staff passes their valuable institutional knowledge on to new recruits and that a strong pipeline
exists to provide continuity of services as aging staff retire.

Detailed Activities and Objectives
The following activities need to be completed to implement a career development program for all IT services staff. Each activity is tied to an
objective or purpose and has outputs expected to result from its execution. The table below provides these objectives and outputs.

                   Key Activity                             Objective (Purpose)                          Expected Outputs
 3.1 Identify recruiting services coordinator at   To build capacity to standardize             Comprehensive recruiting programs at all
     each Secretariat                              recruiting efforts across all                 Secretariats
                                                   Secretariats
 3.2 Establish working group to coordinate         To facilitate the coordination of            Regular interaction between recruiting
     recruiting across Secretariats                recruiting efforts across                     coordinators at each Secretariat
                                                   Secretariats
 3.3 Conduct analysis to forecast retirement       To build a picture of the future             A better understanding of staff
     trends among IT services staff                recruiting needs for IT services              demographics
                                                   across Secretariats and agencies             Data needed to plan for future staffing
                                                                                                 needs
 3.4 Develop aggregate picture of recruiting       To create a Commonwealth-wide                A comprehensive picture of IT services
     needs for the next 5 years across all         picture of future recruiting needs            staff demographics
     Secretariats                                  for IT services
 3.5 Identify existing recruiting partnerships     To identify programs that can be             A catalogue of existing IT services
     (e.g. internship programs, links to IT        used and expanded to facilitate               recruiting efforts
     programs at local colleges, etc) at           recruiting efforts



                                                                        63
                   Key Activity                           Objective (Purpose)                            Expected Outputs
     Secretariats and agencies
 3.6 Develop a 5-year plan for addressing         To develop an approach for                    A strategic approach to recruiting
     projected recruiting needs                   targeting identified recruiting               Increased capacity to address future
                                                  needs in the near term                         staffing needs
 3.7 Standardize internship programs across all   To build the capacity to hire                 Comprehensive and standardized intern
     Secretariats                                 interns in all IT services at all levels       experience across all services and levels
                                                  (i.e. Commonwealth, Secretariat,              Increased talent pipeline for recruiting
                                                  agency)
 3.8 Conduct recruiting events with partner       To build recognition of                       Improved recruiting efforts
     schools                                      opportunities among potential                 Increased demand among for IT services
                                                  recruits and tap into existing                 positions with the Commonwealth
                                                  talent pipelines


Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:




                                                                         64
                  Week 0        Week 4    Week 8     Week 12      Week 16           Week 18    Week 20



  Ph 1: Prepare
  and Plan


  Ph 2: Analyze
  Content &
  Develop IA


       [TBD – REPLACE WITH ORGANIZATIONAL DEVELOPMENT
  Ph 3: Build /
  Migrate
  Content &
  Train
               GANTT DEVELOPED IN PPT SOURCEFILE]
  Ph 4: Test
  Usability


  Ph 5: Launch




  Ph 6: Support
  Post-launch




The following key activities constitute the plan for developing a strategic recruiting program. Durations of each key activity are specified in the
start and end dates. Lastly, resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner – the
key person responsible for driving and overseeing the activity, and (2) Activity Support – the types of resources needed to assist the activity
owner in executing these activities. Each of the tasks is categorized as a preparation task – a task needed to prepare for career development
program implementation – and an implementation task – a task needed to implement a career development program.

                           Key Activity                   Start Date         End Date               Owner               Support
                                                           Preparation Tasks
 3.1 Identify recruiting services coordinator at                                                                     0.5 FTE at each
                                                          4/30/2009              5/08/2009           SCIOs
     each Secretariat                                                                                                  Secretariat
 3.2 Establish working group to coordinate
                                                          4/30/2009              5/08/2009           SCIOs                N/A
     recruiting across Secretariats
 3.3 Conduct analysis to forecast retirement                                                      Recruiting
                                                          5/11/2009              5/29/2009                                N/A
     trends among IT services staff                                                              Coordinators


                                                                            65
                     Key Activity                       Start Date              End Date         Owner                 Support
 3.4 Develop aggregate picture of recruiting                                                    Recruiting
     needs for the next 5 years across all              5/18/2009              5/29/2009       Coordinators              N/A
     Secretariats                                                                             Working Group
 3.5 Identify existing recruiting partnerships (e.g.
                                                                                                Recruiting
     internship programs, links to IT programs at
                                                        5/18/2009              5/29/2009       Coordinators              N/A
     local colleges, etc) at Secretariats and
                                                                                              Working Group
     agencies
 3.6 Develop a 5-year plan for addressing                                                       Recruiting
     projected recruiting needs                         06/01/2009             09/01/2009      Coordinators              N/A
                                                                                              Working Group
                                                       Implementation Tasks
 3.7 Standardize internship program across all                                                  Recruiting
     Secretariats                                       09/01/2009             12/31/2009      Coordinators              N/A
                                                                                              Working Group
 3.8 Conduct recruiting events with partner                                                     Recruiting
     schools                                            09/01/2009              On-going       Coordinators              N/A
                                                                                              Working Group


Detailed Activities and Objectives
Each key activity listed above is tied to an objective or purpose and has outputs expected to result from its execution. The table below provides
these objectives and outputs.

Implementation Considerations

Key Assumptions
    Funding is available to allocate at least one part-time staff member to serve as recruiting coordinator at each Secretariat
       Funding is available to expand internship and recruiting opportunities

Critical Path Dependencies
     Appropriate and sufficient stakeholder participation in career development efforts
       Appropriate support from leadership to sustain recruiting activities



                                                                        66
10. IT Consolidation Communications Plan
Objectives, Approach, and Expected Benefits
Communication throughout the consolidation process is key to its successful completion. Keeping IT
services leaders, business leaders and staff, and government officials informed of the progress of the
consolidation efforts will allow for concerns with the process to be addressed in a timely manner and
build the level of commitment necessary for full implementation.

The overall objective of the communications process is to engage the Commonwealth stakeholders by
moving them up the commitment curve from awareness of the project through ownership, as depicted
in the figure below. Communications during the planning phases will be used to move IT and business
unit leadership and staff from awareness toward personal understanding. After Secretariat-level and
infrastructure consolidation planning is complete, communications will be aimed at moving those same
stakeholders from personal understanding through ownership.

The figure below depicts the expected movement along the commitment curve during each
communications phase.


 High
                        STAGES FOR BUILDING PERSONAL COMMITMENT TO
                        CHANGE                                                                    Ownership

                                                                                                                 Individuals make ITC their
                                                                                                                 own and create innovative
                                                                                                                 ways to use and improve



                                                                                            Buy-In      This is the way work is
                                                                                                        done at the
                                                                                                        Commonwealth -- the new
                                                                                                        status quo
                                                                            Willing to
                                                                            Accept

                                                                                         Individuals understand and
                                                  Personal                               are willing to acquire skills
                                                  Understanding                          required to adopt ITC
   COMMITMENT




                              General
                              Understanding                       Individuals understand
                Awareness                                         how ITC impacts them
                                                                  and their job
                                      Individuals are aware of
                  Individuals have    benefits, basic scope and
                 heard about ITC      concepts of project

 Low


                 Status Quo                              Time                                                 Future State




                                                                       67
Guiding Principles for Successful Communication
Guiding principles provide a framework for moving toward communications objectives, ensuring a
consistent approach at all levels and among all stakeholder groups. As such, they essentially set the
tone for communications throughout the consolidation process. The following principles were chosen
to guide the IT consolidation communications process:

•   Recruit leaders (e.g. SCIOs, Agency CIOs, Secretaries, Business Unit and HR leaders) and utilize
    existing working groups (e.g. CFO Advisory Council, HR Advisory Council) to serve as communication
    champions
•   Distribute communications in a tiered fashion – i.e. one message is created centrally and passed
    down in a consistent manner through each level of leadership – to ensure message consistency and
    allow for delivery from the appropriate leader for each stakeholder group
•   Ensure that all stakeholders receive timely updates and appropriately scoped messages throughout
    the entire consolidation process
•   Incorporate a two-way communication process, providing stakeholders with mechanisms to ask
    questions, offer feedback, and raise issues
•   Establish a procedure for addressing raised issues in a timely fashion and the results will be
    communicated with stakeholders
•   Target messages at stakeholder needs and concerns
•   Ensure that there is transparency around the planning process


Expected Benefits of the Communications Strategy
The benefits of implementing this communications strategy include:

       Consistent messaging on the consolidation process across all Secretariats and agencies and
        among both business and IT services staff
       Well-informed stakeholders who will begin to build commitment to IT consolidation initiative
       Coordinated efforts across all channels to reinforce key messages and ensure all stakeholder
        concerns are addressed




                                                  68
Stakeholder Identification and Analysis
The first step in devising a communications plan is to identify all stakeholders and determine their key concerns, level of involvement in the
process, and the basic level of communication they need to receive.

The table below provides a Commonwealth-wide perspective on the stakeholders in the consolidation process.

 Stakeholder                                                                                                             Required
                            Key Issues / Concerns                           Level of Involvement
   Group*                                                                                                             Communications

SCIOs               Ensuring smooth Secretariat & agency        Facilitation of planning & implementation        Weekly updates through
                    consolidation                                                                                working group sessions

Secretaries         Impact of consolidation on IT service       Cooperation & support                            Weekly updates from SCIOs
                    delivery                                    Communication to Secretariat advisory councils
                    Impact of consolidation on other
                    executive office processes (e.g. finance,
                    HR, etc)

Agency CIOs/IT      Impact of consolidation on IT service       Subject matter expertise & cooperation           Weekly updates from SCIOs
Directors           delivery                                    Communication to agency commissioners &
                    Ability to support agency business and      other relevant stakeholders
                    services

IT Services Staff   Impact of consolidation on jobs and         Subject matter expertise & cooperation           Commonwealth-wide
                    career opportunities                                                                         roadshows
                    Logistical impacts of consolidation (e.g.                                                    IT staff town hall meetings
                    where will I sit? Who will I report to?)                                                     Agency communications

HRD Leadership      Impacts on existing jobs, retention, and    Organizational development support               Weekly updates from IT
                    recruiting                                  Coordination of HR communications                Consolidation Working
                                                                                                                 Group and Sub-Committees

Business Unit       Impacts on service delivery                 Not directly involved                            Commonwealth-wide
Staff               General change management impacts                                                            roadshows




                                                                           69
                         (e.g. having to call a different number for                                                 Regular updates from agency
                         helpdesk services)                                                                          CIOs and commissioners

Unions                   Impacts on staff opportunities, roles &                  Representing staff concerns        Monthly updates from HRD
                         responsibilities                                                                            and other HR directors
                         Logistical impacts of consolidation (e.g.
                         where will staff sit? Who will staff report
                         to?)

Governor                 Compliance with Executive Order 510                      As determined by the CCIO          Progress updates as needed
                                                                                                                     by CCIO

Legislature              Cost reduction and improved service                      Funding support                    Progress updates as needed
                         levels                                                                                      by CCIO
                                                                                                                     Communications from
                                                                                                                     Secretaries and
                                                                                                                     commissioners on the
                                                                                                                     business impacts
* Note: Primary stakeholders are presented in bold italics; secondary stakeholders are presented in standard text.




Key Messages and Media
The concerns highlighted in the stakeholder analysis should were used to develop the key messages to be highlighted during all communications
phases.

In addition to general progress updates and projected timeline information, these key messages will ensure that concerns are addressed before
they become an issue.

Easing stakeholder anxiety and addressing stakeholder needs will move those stakeholders up the commitment curve thereby facilitating a
successful implementation.

   Common
                            Category                                                Key Message                               Media
   Questions



                                                                                                 70
                Career             Increased opportunities for career development for IT staff    Roadshows
                 Development        More training opportunities for staff                          Wiki
                                    More opportunity to specialize in a particular IT service      Internal Secretariat and agency
What’s in it                        Improved access to new technologies                             communications
for me?
                Service          More time to serve recipients                                    Roadshows
                 Delivery         Easier access to services                                        Wiki
                                                                                                    Internal Secretariat and agency
                                                                                                     communications

                Day-to-day       Logistical implications                                          Roadshows
What does        impact on         o Staff locations                                                Wiki
it mean for      staff             o Reporting structure                                            Internal Secretariat and agency
me?                                o Payroll distribution                                            communications
                                   o Tenure implications


                Efficiency       Reduced cost of service delivery                                 Wiki
                                  Reduced reliance on IT contractors                               Internal Secretariat and agency
                                                                                                     communications

What’s in it    Effectiveness    Improved service delivery                                        Wiki
                                  Increased availability and reliability of IT systems             Internal Secretariat and agency
for the
                                                                                                     communications
Common-
wealth?

                Security         Fewer data vulnerabilities                                       Wiki
                                  Standardized security procedures across Secretariats             Internal Secretariat and agency
                                                                                                     communications




IT Consolidation Communications Framework




                                                                         71
The communications plan is divided into three phases corresponding to specific timeframes in the IT consolidation process:

       Phase 1: Communications Jump-start > April 13, 2009 – April 30, 2009
       Phase 2: Communications during IT consolidation planning > May 1, 2009 – July 1, 2009
       Phase 3: Communications during IT consolidation implementation > July 1, 2009 – December 30, 2010


Phase 1: Communications Jump-Start
To build awareness of the IT consolidation initiative, the CCIO and IT Consolidation Working Group members must complete the following tasks
to jump-start the communications effort for the initiative.

Detailed Activities and Objectives
The following activities need to be completed to implement a Phase 1 communications – activities intended to move stakeholders from
awareness toward general understanding of the initiative.

Each activity is tied to an objective or purpose and has outputs expected to result from its execution. The table below provides these objectives
and outputs.

                  Key Activity                          Objective (Purpose)                             Expected Outputs
 1.1Draft and distribute a memo providing     To provide a progress update and                 Increased use of the Wiki as a source of
     planning progress updates and            publicize the Wiki among stakeholders             information and updates
     directing stakeholders to the
     CommonWiki (the Wiki)
 1.2Develop a brand for the IT                To create an image of the effort that            A common image and idea of the
     consolidation effort to be unveiled at   will be used to present future                    consolidation effort
     the staff roadshows scheduled during     communications materials to
     April and May                            stakeholders
 1.3 Develop materials for staff roadshows    To craft the messages to be presented            A better understanding of the IT
                                              to staff during the IT consolidation              consolidation initiative on the part of staff
                                              roadshows                                        More information, collected during Q&A
                                                                                                sessions, on stakeholder concerns
 1.4 Create a process for updating the Wiki   To ensure information on the Wiki is             Increased information flow to
     regularly to provide general             timely and appropriately scoped for               stakeholders
     information and document progress        stakeholder needs and that the Wiki is


                                                                       72
                 Key Activity                               Objective (Purpose)                           Expected Outputs
      toward project milestones                     updated on a regular schedule


Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:


                  Week 0        Week 4     Week 8        Week 12      Week 16         Week 18   Week 20



  Ph 1: Prepare
  and Plan


  Ph 2: Analyze
  Content &
  Develop IA


  Ph 3: Build /
  Migrate
                           [TBD – REPLACE WITH COMMUNICATIONS
  Content &
  Train
                            GANTT DEVELOPED IN PPT SOURCEFILE]
  Ph 4: Test
  Usability


  Ph 5: Launch




  Ph 6: Support
  Post-launch




The following key activities constitute the plan for implementing Phase 1 communications. Durations of each key activity are specified in the
start and end dates. Lastly, resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner – the
key person responsible for driving and overseeing the activity, and (2) Activity Support – the types of resources needed to assist the activity
owner in executing these activities.

                            Key Activity                     Start Date          End Date       Owner                 Support




                                                                                73
                      Key Activity                      Start Date       End Date            Owner                     Support
 1.1 Draft and distribute a memo providing
     planning progress updates and directing           4/06/2009        4/16/2009             CCIO               Deloitte Consulting
     stakeholders to the CommonWiki (the Wiki)
 1.2 Develop a brand for the IT consolidation effort
                                                                                        Communications        IT Consolidation Working
     to be unveiled at the staff roadshows             4/13/2009        4/24/2009
                                                                                        Sub-Committee                   Group
     scheduled during April and May
 1.3 Develop materials for staff roadshows             4/10/2009        4/20/2009       ITD HR Director          Deloitte Consulting
 1.4 Create a process for updating the Wiki                                              Chief Planning
     regularly to provide general information and      4/13/2009        4/17/2009         and Strategy           Deloitte Consulting
     document progress toward project milestones                                            Officer


Key Assumptions
    Initiating the communications process will ease some stakeholder confusion
      Roadshows will create a mechanism for dialogue, by allowing staff to ask questions and receive answers

Critical Path Dependencies
     Appropriate and sufficient stakeholder participation in roadshows
      All officials, IT leaders, and business unit leaders will support and champion the project in words and behaviors

Phase 2: Communications During the IT Consolidation Planning Process
Communications will also need to be developed to coincide with the consolidation planning process. These communications will be used to
move stakeholders from general understanding toward willingness to accept.

Detailed Activities and Objectives
The following activities need to be completed to implement a Phase 2 communications. Each activity is tied to an objective or purpose and has
outputs expected to result from its execution. The table below provides these objectives and outputs.

                Key Activity                             Objective (Purpose)                          Expected Outputs
 2.1 Identify communications champions       To build capacity for communications               Consistent messaging across all
     at each Secretariat and agency          distributions at each Secretariat and               Secretariats and agencies
                                             agency                                              throughout the consolidation



                                                                       74
                Key Activity                             Objective (Purpose)                          Expected Outputs
                                                                                                process
 2.2 Develop materials, an approach,          To utilize existing communications               Increased awareness of IT
     and frequency, for using identified      channels to distribute information and            consolidation through the
     communications sources to provide        updates on the IT consolidation initiative        utilization of common
     progress updates                                                                           communications channels
 2.3 Develop a process for ensuring           To ensure consistency in communications          Coordinated and consistent
     message consistency both within the      across all Secretariats                           messaging to all stakeholders
     IT consolidation initiative and across
     the other IT strategic initiatives
 2.4 Develop a hotline or email inbox for     To provide a two-way communication               Increased stakeholder commitment
     stakeholders to submit questions         channel between stakeholders and SCIOs            through direct engagement
     and a process detailing the approach                                                      Improved awareness and
     and frequency with which questions                                                         cataloguing of stakeholder
     will be answered                                                                           concerns allowing for early
                                                                                                identification of any associated
                                                                                                risks
 2.5 Record monthly podcasts to be            To provide an additional channel for             Increased awareness of the IT
     posted on the Wiki                       distributing monthly communications               consolidation efforts
 2.6 Draft and publish monthly update         To ensure regular updates with detailed          Reinforcement of key messages
     memos on the Wiki                        progress information are posted on the            through the use of multiple
                                              Wiki                                              communication channels and
                                                                                                formats


Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:




                                                                         75
                  Week 0       Week 4   Week 8       Week 12      Week 16        Week 18           Week 20



  Ph 1: Prepare
  and Plan


  Ph 2: Analyze
  Content &
  Develop IA


  Ph 3: Build /
  Migrate
                           [TBD – REPLACE WITH COMMUNICATIONS
  Content &
  Train
                            GANTT DEVELOPED IN PPT SOURCEFILE]
  Ph 4: Test
  Usability


  Ph 5: Launch




  Ph 6: Support
  Post-launch




The following key activities constitute the plan for implementing the Phase 2 communications program. Durations of each key activity are
specified in the start and end dates. Lastly, resource needs to implement and drive this plan forward are specified below at two levels: (1)
Activity Owner – the key person responsible for driving and overseeing the activity, and (2) Activity Support – the types of resources needed to
assist the activity owner in executing these activities. Each of the tasks is categorized as a preparation task – a task needed to prepare for Phase
2 communications implementation – and an implementation task – a task needed to implement Phase 2 communications.

                      Key Activity               Start Date       End Date                 Owner                   Support
                                                          Preparation Tasks
 2.1 Identify communications champions
                                                 4/30/2009         5/08/2009               SCIOs                     N/A
     at each Secretariat and agency
 2.2 Develop materials, an approach, and
                                                                                                              Deloitte Consulting;
     frequency, for using identified                                              Communications
                                                 4/30/2009         5/15/2009                                 Communications Sub-
     communications sources to provide                                              Champions
                                                                                                                  Committee
     progress updates


                                                                            76
                Key Activity                     Start Date         End Date           Owner                      Support
 2.3 Develop a process for ensuring
     message consistency both within the
                                                 4/30/2009         5/25/2009            TBD          Other IT Consolidation Initiatives
     IT consolidation initiative and across
     the other IT strategic initiatives
 2.4 Develop a hotline or email inbox for
     stakeholders to submit questions and
     a process detailing the approach and        4/30/2009         5/30/2009            TBD                         TBD
     frequency with which questions will
     be answered
                                                       Implementation Tasks
 2.5 Record monthly podcasts to be                            On-going on
     posted on the Wiki                         05/01/2009     a monthly                CCIO                Deloitte Consulting
                                                                  basis
 2.6 Draft and publish monthly update                         On-going on
     memos on the Wiki                          05/01/2009     a monthly                CCIO                        TBD
                                                                  basis


Key Assumptions
    Stakeholders will start to view the Wiki as the main source of information on the IT Consolidation Initiative

Critical Path Dependencies
     Appropriate and sufficient stakeholder participation in the communications process
       All officials, IT leaders, and business unit leaders will support and champion the project in words and behaviors
       Other IT strategic initiatives will develop communications plans in conjunction with the IT Consolidation Communications Plan



Phase 3: Communications During the IT Consolidation Implementation
Communications will continue to play an important role in the IT consolidation process throughout the implementation phase. Communications
during this stage will be targeted at moving stakeholders from personal understanding through buy-in and ultimately ownership.




                                                                        77
Detailed Activities and Objectives
The following activities need to be completed to implement a Phase 3 communications. Each activity is tied to an objective or purpose and has
outputs expected to result from its execution. The table below provides these objectives and outputs.

                        Key Activity                               Objective (Purpose)                    Expected Outputs
 3.1 Identify logistical impacts of consolidation effort   To develop consistent messaging              Clear understanding of the
     (e.g. reporting structure changes, physical           aimed at addressing stakeholder               impacts of the
     location of services, etc) and develop clear          concerns                                      consolidation effort
     messaging around those impacts
 3.2 Create timeline for communicating logistical and      To facilitate the consistent and timely      A coordinated approach to
     operational changes based on consolidation            distribution of information on the            distributing information
     progress, including approach and frequency            specific impacts of the consolidation         about the impacts of the
                                                           process                                       consolidation effort
 3.3 Develop materials for second roadshow on              To craft the messages that will be           A better understanding of
     logistical impacts to be held in August and           presented at the second IT                    the specific impacts of the
     September                                             consolidation roadshow                        IT consolidation initiative
                                                                                                         on the part of staff
                                                                                                        Updated information,
                                                                                                         collected during Q&A
                                                                                                         sessions, on stakeholder
                                                                                                         concerns
 3.4 Begin communicating logistical impacts based on       To ensure that stakeholders receive          A clear understanding,
     timeline developed in task 3.2                        accurate information about what to            among staff, of the current
                                                           expect from the IT consolidation              progress of the
                                                           process                                       consolidation initiative and
                                                                                                         what to expect during
                                                                                                         current and future phases
 3.5 Conduct second roadshows to provide staff with        To present specific consolidation            A clear understanding,
     information on the logistical impacts of the          information to stakeholders and               among staff, of the current
     consolidation                                         provide a venue for them to ask               progress of the
                                                           questions                                     consolidation initiative and
                                                                                                         what to expect during
                                                                                                         current and future phases



                                                                          78
Plan Timeline, Owners, and Support
These key activities are depicted in a Gantt timeline below with key accompanying milestones identified:


                  Week 0       Week 4   Week 8       Week 12        Week 16        Week 18     Week 20



  Ph 1: Prepare
  and Plan


  Ph 2: Analyze
  Content &
  Develop IA


  Ph 3: Build /
  Migrate
                           [TBD – REPLACE WITH COMMUNICATIONS
  Content &
  Train
                            GANTT DEVELOPED IN PPT SOURCEFILE]
  Ph 4: Test
  Usability


  Ph 5: Launch




  Ph 6: Support
  Post-launch




The following key activities constitute the plan for implementing the Phase 3 communications program. Durations of each key activity are
specified in the start and end dates. Lastly, resource needs to implement and drive this plan forward are specified below at two levels: (1)
Activity Owner – the key person responsible for driving and overseeing the activity, and (2) Activity Support – the types of resources needed to
assist the activity owner in executing these activities. Each of the tasks is categorized as a preparation task – a task needed to prepare for Phase
2 communications implementation – and an implementation task – a task needed to implement Phase 3 communications.

                      Key Activity               Start Date             End Date              Owner                      Support
                                                               Preparation Tasks




                                                                              79
 3.1 Identify logistical impacts of
     consolidation effort (e.g. reporting
                                                                                       Communications                                Detai
     structure changes, physical location       7/1/2009            7/10/2009                                              SCIOs
                                                                                         Champions
     of services, etc) and develop clear                                                                                             led
     messaging around those impacts                                                                                                  Activ
 3.2 Create timeline for communicating                                                                                               ities
     logistical and operational changes                                                Communications                                and
                                                7/6/2009            7/17/2009                                              SCIOs
     based on consolidation progress,                                                    Champions                                   Obje
     including approach and frequency
                                                                                                                                     ctive
 3.3 Develop materials for second
                                                                                       Communications                                s
     roadshow on logistical impacts to be       7/6/2009            7/30/2009                                              SCIOs
                                                                                         Champions                                   Each
     held in August and September
                                                         Implementation Tasks                                                        key
 3.4 Begin communicating logistical                                                                                                  activi
                                                                                       Communications
     impacts based on timeline                 7/30/2009           12/31/2010                                              SCIOs     ty
                                                                                         Champions
     developed in task 3.2                                                                                                           listed
 3.5 Conduct second roadshows to                                                                                                     abov
     provide staff with information on                                                 Communications
                                               8/01/2009            9/30/2009                                              SCIOs     e is
     the logistical impacts of the                                                       Champions
                                                                                                                                     tied
     consolidation
                                                                                                                                     to an
objective or purpose and has outputs expected to result from its execution. The table below provides these objectives and outputs.

Key Assumptions
    Stakeholder commitment to the IT consolidation process will increase

Critical Path Dependencies
     Appropriate and sufficient stakeholder participation in the communications process
      All officials, IT leaders, and business unit leaders will support and champion the project in words and behaviors




                                                                       80
11. Aggregate EOHHS IT Consolidation Roadmap
The graphic below depicts an aggregate view of the discrete consolidation plans for each IT Service mandated for consolidation by Executive
Order No. 510, including the plan for IT Organizational Development and the Communications Plan for the IT Consolidation Initiative.

The purpose of this roadmap is to illustrate parallel paths and key milestones for the consolidation efforts around each IT Service at the
Secretariat-level.

                            ________________________________________________________________________




                                                     [TBD - INSERT SAMPLE ROADMAP HERE]




                            ________________________________________________________________________




                                                                        81
12. Cross-Initiative Dependencies
The EOHHS Working Group who developed this plan identified potential dependencies with the following related initiatives:

                               Nature of Dependency                               Initiative Point
 Related Initiative Name
                               (including any key known dates)                    of Contact
 Enhanced Procurement          TBD                                                TBD
 Process Improvement
 Information Security          TBD                                                TBD
 Initiative (Executive Order
 No. 504)
 TBD                           TBD                                                TBD
 TBD                           TBD                                                TBD




                                                                             82
Appendix A – Helpdesk Service Consolidation Templates
Template 1 – Current State Assessment Tooli
This slide demonstrates the EOHHS timeline for standardizing their Helpdesk Services.


                  Call Center Standardization
                                                Year 0                                        Year 1                                Year 2                                   Year 3           Year 4
                                                                                               Common toolsets and
                                                                                                   processes

                                                                                               Problem Management
                 Call Center                  Common toolsets and                              Contract Management
                                                  processes                                                                                                                Standard IT
               Standardization
                                                                                                                                                                                          …
                                                                                               Inventory Management
                                              Problem Management                                                                                                          Service Model
                                                                                                Change Management




                      Customer Service Rep
                                                                                       Benefits
                             Business                                                                                                                  Technical
 • Increased quality of IT services and support provided to users                                           • Consistent level of IT service provided to HHS users
 • Faster response / less time waiting on help desk or other IT service task                                • Common language in which to manage IT service supply and demand
 • Ability to meet or exceed service commitments as documented in                                           • Ability to develop internal best practices to improve IT services and
   service level agreements                                                                                   increase customer-centric focus

   FY2006 Target Milestones




                                  Call Center Standardization Total Cost for FY 06 $ 418,073
                                  Services Funding = Core EDS Contract $ 250,000 (Funded)
                                  Hardware/Software Funding = Combined EHS/DTA/DMR Server $ 168,073 (need approval)
                                          Commonwealth of Massachusetts Executive Office of Health and Human Services– Infrastructure Consolidation and Rationalization                            5




                                                                                                                                                                          83
Template 2 – Assessing the Current Helpdesk Service(s)ii
This tool may be used to assess the current state of the Helpdesk Service for each agency, which can then be used to inform consolidation decisions.
TABLE 1: IT Helpdesk Service Support
Cate-gory                                       Function                            Support Model   Sourcing Strategy        Notes

                   Helpdesk Management                                                 ▼Select          ▼Select
   IT Help Desk




                   Help Desk Operations (Level 0, 1, 2, 3)                             ▼Select          ▼Select

                   Knowledge Management                                                ▼Select          ▼Select




                  Is your approach to helpdesk an outsourced or insourced
      1
                  model or a combination of both?



                  What is your total annual cost for Help Desk Support?
      2           (excluding cost for Tier 3 applications and infrastructure
                  support)




                  If using an outsourced model, are there any costs charged
                  back to the agencies or Secretariats? (e.g. toll free telephone
      3
                  numbers, license costs for help desk support tools such as
                  incident management database)




                  Are help desk tools/applications standardized and used
      4
                  consistently across all help desk environments?




      5           Please describe your approach to knowledge management




                  How often do you conduct user satisfaction survey? If so,
      6
                  please provide the latest survey results.




                                                                                                                        84
TABLE 2: List of IT Helpdesks
                                                                                                             Financial                       Resources             Metrics

                                                                                                                                                            # of                            % of       % of        % of
                                                                                                                                              # of FTE's                       Avg. # of                                      Avg.
                                                                                                              Annual     Annual     Annual               Contractor                      Incidents Incidents Incidents                First Call
                                                     Hours of    Locations                       Languages                                     (Level 1             # of Users   Calls                                      Incident
     Region           Site ID   Help Desk Provider                           Scope of Services                Support Facilities Technology              s (Level 1                      Resolved Resolved Resolved                   Resolutio Technologies Used   Medium
                                                     Operation   Supported                       Supported                                    and Level             Supported Handled                                      Resolution
                                                                                                             Costs ($K) Costs ($K) costs ($K)            and Level                       By Level 0 By Level 1- By Level 3               n%
                                                                                                                                                   2)                          Per Month                                      Time
                                                                                                                                                             2)                           Support 2 Support Support




Excel Source of this Tool


  Helpdesk -and -
Desktop and LAN - Current State Assessment.xls




                                                                                                                                  85
Appendix B – Desktop and LAN Services Consolidation Templates
Template 1 – Current State Assessment Tooliii
This slide demonstrates the EOHHS timeline for standardizing their Desktop Services.


              Desktop Standardization

                                                      Year 0                                       Year 1                                Year 2                                       Year 3              Year 4
                             Many installed desktop
                             Many desktop varieties




                                                       Windows 98
                                                                                                                                                                                       Standard IT
                                configurations




          Desktop                                      Windows ME                                  Windows XP With


       Standardization
                                                       Windows XP
                                                                                                      MS Office                                                                       Service Model
                                                                                                                                                                                                      …        Linux
                                                       Windows NT
                                                                                                                                                                                                          With Open Office
                                                      Windows 2000
                                                                                                                                          Planned 3 year refresh cycle

                                                                                                    Benefits
                          Business                                                                                                                                  Technical
         • Sharing information and files with others from HHS is                                                                               •   Improved service from IT and greater control of IT assets
           much easier                                                                                                                         •   Greater interoperability
         • HHS workers can access web-based applications and                                                                                   •   Procurement synergies across HHS
           perform processes that all HHS workers are performing                                                                               •   Lower cost — less complex environment to maintain
         • Computer is less likely to crash or have other problems


                     FY2006 Target Milestones




                                                           Desktop Standardization Cost for FY 06 $ 1,095,394
                                                           EHS/HR & DTA Funding = $ 806,768 (1924 PCs, 155 Laptops)
                                                           EHS/MassHealth Funding = $ 288, 626 (650 PCs, 81 Laptops)

                                                      Commonwealth of Massachusetts Executive Office of Health and Human Services– Infrastructure Consolidation and Rationalization                                          6




                                                                                                                      86
Template 2 – Current State Assessment Tooliv
This tool may be used to assess the current state of the Desktop and LAN Services for each agency, which can then be
used to inform consolidation decisions.

TABLE 1: PC/LAN Service Support
 Cate-
           Function                                                  Support Model   Sourcing Strategy Notes
 gory
            PC Management                                              ▼Select            ▼Select

            Printer Management                                         ▼Select            ▼Select
  PC/LAN




            Personal Device Management                                 ▼Select            ▼Select     Local IT support availability (site specific)

            Output Management Service Support                          ▼Select            ▼Select

            Tier 3 Support                                             ▼Select            ▼Select




           Do you procure PC's in a centralized manner. If not,
   1       please provide breakdown by agency or region of how
           you procure PC's




           Are there any location specific requirements for
   2       procuring and managing end user computing devices
           and support?




           Do you keep an excess inventory of PC's? If so,
   3
           please provide data.




   4       Do PC's come fully loaded with software




   5       What is your approach to tech refreshes/ disposition?




   6       How do you handle image variances?




           What is your policy for issuing clients (multiple
   7       laptop's per user, multiple desktops per user, personal
           printers, or one PC per user)



           Do you issue PC's to on-site contractors and vendor
   8
           resources?




           Please provide service level expectations and
           performance metrics for PC management (PC services
   9
           such as new client delivery, turnaround time to
           perform reimages, etc)



           Do you have a corporate policy and enterprise
  10       agreements for personal devices (e.g. mobile phone,
           PDA, etc)



           How do you handle early termination fees for personal
  11       devices? (e.g. early termination fee for a mobile phone
           contract).


                                                                              # of in-house                    # of on-site contractors:              # of off-site contractors:
           Please provide breakdown of FTE's and Contractors
  12
           supporting this function




                                                                                                87
TABLE 2: Purchased End User Computing Devices
General                                                                           Financials

                          Total number of                                         Annual Maintenance   Annual Depreciation
          Category                               Total units   Total # of Users
                          different Vendors                                          Expense ($K)         Expense ($K)


          Laptops


          Desktops


      Mobile Phone


           PDA's


           Pagers


    Workgroup Printers


    Peripheral Printers




TABLE 3: Leased End User Computing Devices
General                                                                           Financials

                          Total number of                                            Annual Lease      Replacement Cycle (#
          Category                               Total units   Total # of Users
                          different Vendors                                          Expense ($K)            of years)


          Laptops


          Desktops


      Mobile Phone


           PDA's


           Pagers


    Workgroup Printers


    Peripheral Printers




Excel Source of this Tool


  Helpdesk -and -
Desktop and LAN - Current State Assessment.xls




                                                                         88
Appendix C – Mass.Gov Web Site Portalization Templates
Given the prevalence and effectiveness of search engines, it is easy to take for granted our ability to
locate information on the internet. When it comes to constituents locating public services on the web,
however, it is important to make it as easy as possible for them to help themselves with the structure
presented on official Massachusetts government pages. As such, it is important to take a measured and
controlled approach to consolidating and maintaining the information architecture of the Mas.Gov
portal.

The process of streamlining the online user experience for constituents accessing static information
from various agencies within a Secretariat may be addressed in a progression of phases. The contents
from this approach were taken from the Preparing to Portalizev presentation prepared by EOHHS and
hosted by the Portal Products and Services group at ITD.



       PHASE 1: Agency Kickoff
        Reach shared understanding of the process, roles, responsibilities, and timeline.

       PHASE 2: Analyze Content and Users
        Record and analyze current content in the existing agency website; identify outdated content;
        prioritize content updates; begin streamlining necessary content into logical portal structure.

       PHASE 3: Define and Validate the Information Architecture
        Determine the best way to organize agency content within the HHS portal structure using
        intuitive labeling and grouping of content. Must also consider the impact that new content will
        make on the existing HHS IA.

       PHASE 4: Develop Content and Migrate Content to Content Management System
        Once the portal structure is finalized, agency team members develop content to meet newly
        identified needs. Content Analysts migrate existing and newly developed content to the portal.

       PHASE 5: Review Content and “Launch”
        Consider this the wrap-up phase before transitioning all end users to the new agency web
        content on the HHS portal. Considerable QA will occur during this phase.

       PHASE 6: Post launch training and support
        Establish customer support relationship via participation in governance while phasing out the
        project development relationship.

On the following page is a timeline of the key phases as they were carried out at EOHHS.




                                                   89
Template 1 – Key Project Phases from EOHHS Portalization Project
In this timeline from the EOHHS Portalization project, key activities and the estimated time it takes an agency to perform the activity is displayed. As agencies
may vary in size and complexity, this timeline is most useful as a guide for how long phases take relative to other phases within the same agency. To access this
plan in MS Word format, visit: http://www.mass.gov/Aitd/docs/portal_services/portalization_timeframe_overview_massgov_ia.doc
  Weeks 1-4           5              6              7               8               9               10              11         12           13              14              15              16             17           18          19             20

                                                                                                         Marketing, Communication and Launch Planning
EO PM/           Mass.Gov Information Architects/EO Project                   EO Project Manager/EO Content Build team/EO Subject Matter Experts as required                                                         EO PM/ and other team members as
SMES as          Manager/EO Subject Matter Experts as required                                                                                                                                                       needed
needed
Phase 1:         Phase 2: Content analysis and IA development 7 weeks
Planning
a.review full    a. analyze basics, begin top down analysis by establishing initial high level categories
content          b. conduct “bottom up” analysis of terminal content, map to high level categories, refine categories as
inventory and    needed. Mass.gov will provide multiple iterations, including usability testing via wireframe, ending with
ROT analysis;    fully fleshed out IA (spreadsheet). EO will obtain all necessary sign-offs on IA .
b. review of     c. discuss marketing and branding strategy
marketing and    d. identify need for additional modules/templates.
branding         e. build empty shell site (Mass.Gov).
questionnaire
c. technical
review d. task
analysis and
customer ID
                                                                              Phase 3: Training/Content conversion/Site building 6 weeks
                                                                                   a.   Teamsite/CMA training & chunk development
                                                                                   b.   accessible site development guidelines
                                                                                   c.   chunk development and site building

                                                                                                                                       Phase 4: Accessibility and user acceptance testing; approval 5
                                                                                                                                       weeks
                                                                                                                                       a. Finalize site administration roles (site administrator, content authors,
                                                                                                                                       content reviewers, licenses, etc.) Determine who will be responsible for
                                                                                                                                       on-going IA, content review and site maintenance after launch.
                                                                                                                                       b. Develop an accessibility     c. Conduct      d. Agency       e. Modify
                                                                                                                                       testing plan and schedule       joint           review of       site per
                                                                                                                                       testing.                        accessibility   completed       agency
                                                                                                                                                                       testing.        site; user      /usability
                                                                                                                                                                                       acceptance      review –
                                                                                                                                                                                       testing         final
                                                                                                                                                                                                       signoff for
                                                                                                                                                                                                       launch
                                                                                                                                                                                                                     Phase5: Launch site,
                                                                                                                                                                                                                     execute comm.. plan.
                                                                                                                                                                                                                                            Phase 6: Post
                                                                                                                                                                                                                                            launch training
                                                                                                                                                                                                                                            and support
                                                                                                                                                                                                                                            a. Establish
                                                                                                                                                                                                                                            customer
                                                                                                                                                                                                                                            support
                                                                                                                                                                                                                                            relationship via
                                                                                                                                                                                                                                            participation in
                                                                                                                                                                                                                                            governance
                                                                                                                                                                                                                                            groups, phase
                                                                                                                                                                                                                                            out project
                                                                                                                                                                                                                                            development
                                                                                                                                                                                                                                            relationship.




                                                                                                                              90
Appendix D – Applications Consolidation Templates
The selection of applications to consolidate within a secretariat’s portfolio can at first seem daunting.
Applications may exist for many business purposes, may be implemented in many different
environments, and may be in various states of use (or disrepair). A strong and clear application
selection methodology should be engaged to facilitate the process of application consolidation
candidate selection.

The approach to selecting application candidates can be seen as an iterative whittling down of the list of
candidates until what remains is a good set of achievable consolidation targets:




Above is a summary view of the output from the application selection exercise. Harvey balls indicate
the appropriateness of consolidation targets across the dimensions specified. The detailed worksheet
that helps decision makers fully classify their applications to form the summary view is included below.




                                                     91
Template 1: Application Consolidation Target Worksheetvi
This worksheet exemplified the near-completed-state worksheet adapted from EOHHS Application consolidation in 2003. It is followed by a
blank worksheet for secretariats to complete on their own, and a file attachment with the worksheet.

                                                                                                                                               STEP 2                                                                                                                                  STEP 3                                                                    STEP 4                                                 STEP 5




                                                                                                                                                                                                                                                                                       Transparency & Accountability
                                                                                                                                                                                                                               Management & Administration
                                                                                     End-User Group Productivity

                                                                                                                   Assessment & Case Mgmt.
                                       Transaction Processing




                                                                                                                                                                                                                                                             Timeliness (Efficiency)




                                                                                                                                                                                                                                                                                                                                                                                   Database Technology
                                                                                                                                                                                                        Analysis & Reporting
                                                                Information Access




                                                                                                                                                                                                                                                                                                                       Constituent-Facing




                                                                                                                                                                                                                                                                                                                                                                Operating System
                                                                                                                                                                         POS Contracting




                                                                                                                                                                                                                                                                                                                                            Technology Age
                                                                                                                                                                                                                                                                                                                       (Effectiveness)




                                                                                                                                                                                                                                                                                                                                                                                                         Web Enabled?
                                                                                                                                             Investigation




                                                                                                                                                                                           POS Claims




                                                                                                                                                                                                                                                                                       (Security)
                                                                                                                                                             Licensing
                                                                                                                                                                                                                                                                                                                                                                                                                        Consol
          Agency      Application                                                                                  Business Function                                                                                                                               IT Vision Reqs.                                                                           Technology Fit
                                                                                                                                                                                                                                                                                                                                                                                                                        idate?
          DMA      MA-21                    x                       x                      x                                                                                                                                                                                                                                                12                OS390                NA                      N              Y
                                                                                                                                                                                                                                                                                                                                                               W2K
                                                                                                                                                                                                                                                                                                                                                                                   Ora
          DMA      DMA DW                                           x                                                                                                                                                                                                                                                                          6               DC                                          Y              Y
                                                                                                                                                                                                                                                                                                                                                                                   cle
                                                                                                                                                                                                                                                                                                                                                               Svr
                                                                                                                                                                                                                                                                                                                                                                                   Ora
          DTA      BEACON                   x                       x                      x                                                                                                                                                                                                                                                   8                AIX                                        N              Y
                                                                                                                                                                                                                                                                                                                                                                                    cle
                                                                                                                                                                                                                                                                                                                                                                                   Ora
          DSS      FamilyNet                x                       x                      x                                                                                                                                                                                                                                                   6              HPUX                                         N              Y
 STEP 1




                                                                                                                                                                                                                                                                                                                                                                                    cle
                                                                                                                                                                                                                                                                                                                                                                                   Ora
                                                                                                                                                                                                                                                                                                                                                                                    cle
                                                                                                                                                                                                                                                                                                                                                               AIX&
          EHS      MassCares                                        x                      x                                                                                                                                                                                                                                                   7                                     &                     Y              Y
                                                                                                                                                                                                                                                                                                                                                               W2K
                                                                                                                                                                                                                                                                                                                                                                                   SQL
                                                                                                                                                                                                                                                                                                                                                                                   Svr
                                                                                                                                                                                                                                                                                                                                                                 Z-                Ora
          DPH      STEPS                    x                       x                      x                                                                                                                                                                                                                                                                                                                              Y
                                                                                                                                                                                                                                                                                                                                                               Linux                cle
                                                                                                                                                                                                                                                                                                                                                                                   SQL
          DMR      eSDR                     x                       x                      x                                                                                                                                                                                                                                                   6               W2K                                         Y              Y
                                                                                                                                                                                                                                                                                                                                                                                   Svr




                                                                                                                                                                         92
                                                                                 STEP 1




         Application
                                                Agency4
                                                                      Agency3
                                                                                                                                              Agency2
                                                                                                                                                           Agency1
                                                                                                                                                                     Agency




     Consolidation Template.xls
                                                                 IA


                                                CRS
                                         eISP
                                                                      CMS


                                                          MHIS
                                                                                                        MMIS
                                                                                                               MA21




                                  eSDR
                                                                                SSPS
                                                                                                                      eMBR
                                                                                                                                                           InfoSys




                                                                                                PACES
                                                                                       PDCSX2
                                                                                                                                              Capitation
                                                                                                                                                                     Application




                                                                                                                             Data Warehouse
                                                                                                                                                                                         Eligibility

                                                                                                                                                                                         Referral

                                                                                                                                                                                         Intake

                                                                                                                                                                                         Assessment & Case Mgmt.

                                                                                                                                                                                         Investigation

                                                                                                                                                                                         Licensing
                                                                                                                                                                                                                         STEP 2




                                                                                                                                                                                         POS Contracting
                                                                                                                                                                     Business Function




                                                                                                                                                                                         POS Claims




93
                                                                                                                                                                                         Analysis & Reporting

                                                                                                                                                                                         Management & Administration

                                                                                                                                                                                         Timeliness (Efficiency)

                                                                                                                                                                                         Transparency & Accountability
                                                                                                                                                                                         (Security)
                                                                                                                                                                                                                         STEP 3




                                                                                                                                                                                         Constituent-Facing
                                                                                                                                                                     IT Vision Reqs.




                                                                                                                                                                                         (Effectiveness)

                                                                                                                                                                                         Application Language

                                                                                                                                                                                         Operating System

                                                                                                                                                                                         Database Technology
                                                                                                                                                                                                                         STEP 4




                                                                                                                                                                     Technology Fit




                                                                                                                                                                                         XML / SOA Ready?
                                                                                                                                                                                                                         STEP 5




                                                                                                                                                                     Consolidate?
Template 2: EOHHS Executive Summary View of Application Consolidation Targetsvii


                                                                                                                                                                        Applications
                                                                                                                                                                         and Data


  Summary of findings on drill-down applications fit with the virtual gateway

                                                                              Implementation
                                  Functionality




                                                              extensibility
                                                               enterprise
                                                  Technical
                                                  condition




                                                                Web and
                                                                                   effort



      Core
    Application                                                                                                                Comments
                                                                                               Core enrollment capability, APIs need to be built for extensibility.
    MA21
                                                                                               Large number of interfaces that can be candidates for central services.
                                                                                               Currently under development with initial release for DMA only. Excellent
    DMA DW
                                                                                               technical foundation for HHS-wide data warehouse solution.
                                                                                               Fat client, solid architecture, comprehensive functionality. Strong architecture
    BEACON
                                                                                               will allow exposure of key functionality that can become HHS wide services.
                                                                                               Fat client, will be difficult to migrate and extend to a web-enabled environment,
    FamilyNet                                                                                  however strong database technology will allow exposure of data and new
                                                                                               services to be built by-passing existing fat-client architecture.
                                                                                               Web-enabled, has had its share of data quality problems. Some potentially re-
    MassCares
                                                                                               usable applications that are already web enabled.
                                                                                               Under development, ambitious use of advanced technology. Use of Java
    STEPS                                                                                      J2EE platform and strong design, will make all functionality of this application
                                                                                               available to the gateway.
                                                                                               Small scale, web-enabled application, ready for web exposure and virtual
    eSDR
                                                                                               gateway integration.


  Note: MMIS has not been evaluated; it will be reviewed in the target state phase                                                                Low fit    High fit
                                                                                                                                                                            116




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i
     EOHHS, Russ Murray, “IT Infra ConsolExecSummary 20070504.ppt”
ii
      Deloitte Consulting LLP
iii
      EOHHS, Russ Murray, “IT Infra ConsolExecSummary 20070504.ppt”
iv
      Deloitte Consulting LLP
v
 Preparing to Portalize
[http://www.mass.gov/?pageID=itdsubtopic&L=4&L0=Home&L1=Application+Services&L2=Portal+Products+%26+Services&L3=Prepare+to+Portalize&sid=Aitd]
This toolkit was prepared based on the agency web site consolidation initiative within EOHHS and is now hosted by the ITD Portal Products & Services group.
vi
      EOHHS, Tom Curran, “1_200306_EOHHS_IT_Current_State_Assessment w Appendices.ppt”
vii
      EOHHS, Tom Curran, “1_200306_EOHHS_IT_Current_State_Assessment w Appendices.ppt”




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