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GTA Update. CIO Council March 17, 2008. RFQC Issued 10 Days Early. Early completion shows team’s focus and dedication RFQC requested proposals for two streams Infrastructure: data centers, mainframes, servers, PCs, laptops Managed network services: state’s wide area network

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Gta update

GTA Update

CIO CouncilMarch 17, 2008


Rfqc issued 10 days early

RFQC Issued 10 Days Early

  • Early completion shows team’s focus and dedication

  • RFQC requested proposals for two streams

    • Infrastructure: data centers, mainframes, servers, PCs, laptops

    • Managed network services: state’s wide area network

  • Qualifying service providers to be announced by April 7

  • Only qualifying vendors can respond to upcoming RFPs


Looking ahead

Looking Ahead

  • Release RFPs: April 2008

  • Sign contracts with External Service Providers: October 2008

  • Transition services: November 2008 – March 2009

  • TRANSFORMATION: November 2008 onward

This is transformational change


Transformation will affect all agencies

If you are not involved now, an agency with similar requirements is involved

Many processes will change

Enterprise agencies working with GTA to ensure success

Office of Planning and Budget

Administrative Services

State Personnel Administration

Procurement

Billing

Budgeting

Transformation Will Affect All Agencies

  • Planning

  • Asset management


The new gta

The New GTA

  • Business model that reflects an outsourced infrastructure

    • “Do less, manage more”

  • Must lead the institutionalization of transformation and change

    • Governance plays a large role

  • Vision, mission and values must reflect the Governor’s priorities and the spirit of the New Georgia


Gta s business model

State IT Expenditures and Priorities

GTA’s Business Model

Services for Georgians


Service management organization smo

Service Management Organization (SMO)

CIO Council

March 17, 2008


Roadmap for briefing

Roadmap for Briefing

  • Two things going on at GTA

    • GTA Restructure

    • Building the Service Management Organization

  • Introducing the Service Management Organization

    • What is an Service Management Organization (SMO)?

    • Why do we need an SMO

  • An SMO for GTA

    • What does the SMO look like?

    • How has the SMO been designed?

    • How do the SMO functions relate to the best practice model


What s different about gta

What’s different About GTA?


Model

CIO

Model

  • Thin Corporate Layer

    • Enterprise Relationships

  • Robust Operating Layer (COO)

    • Coordinate the delivery of services to agencies

Operations

Officer

Administrative Officer

Technology Officer

Enterprise

Technology

Planning

Information Security

Officer

Marketing

Officer

SMO

ESP 1

ESP 2

Etc…


Operational component of gta transforms into a service management organization

What Happens to Operations?

Operational Component of GTA transforms into a Service Management Organization

CIO

Operations Officer

COO

Retained Services

Vendor Management

Administrative Services

Client Relationship

Product Services

Enterprise Disaster Recovery

Enterprise Service Solutions

To manage the relationship between GTA and infrastructure providers to ensure business receives quality, cost effective, reliable and scaleable infrastructure services

Enterprise Solutions

To leverage the best practice technologies and processes from the infrastructure service providers to drive change in enterprise functions


What is an smo

What is an SMO ?


Why do we need an smo

Why do we need an SMO?


How are we formalizing the smo

How are we formalizing the SMO?


What does an smo look like

RSO

Retained

Service

Organization

VMO

Vendor

Management

Organization

ASO

Administrative

Services

Organization

CRO

Customer

Relationship

Organization

PSO

Products &

Services

Organization

What does an SMO look like ?

GTA Customers

SMO

External Service Providers

Functional View into the processes of the SMO


Smo components

Governance and Oversight

Organization Structure(Roles and Responsibilities)

Operational and ManagementProcesses

SMOProcesses

ESPProcesses

SMO Components

SMO

Criteria

  • Drivers

  • Objectives

  • Principles

  • Critical Success Factors

  • Metrics


Defining the smo criteria

Metrics

Principles

Drivers

Objectives

Critical Success Factors

What is driving the creation of the SMO?

What are guiding principles for the SMO?

What does the SMO need to accomplish?

What is needed for the SMO to be successful?

How will success be measured?

Defining the SMO - Criteria


Tpi smo design methodology

TPI SMO Design Methodology

What is the mandate of the SMO function?

How should the SMO be funded and how should it recover its costs?

  • Current Activities

  • Initial Draft Charter

  • Team working first 6 of “Top 10” Processes

What governance bodies will be required to ratify decisions and resolve escalated issues?

Charter

What are the key processes that the SMO executes in order to exercise its mandate?

Process

Governance

$

Based on the organizational construct, what job roles are required to execute the processes?

People & Skills

Relationships

How does the SMO interact with other functions within the enterprise & with external providers when executing its core processes?

Organization

How should the SMO be organized in order to execute these processes in an efficient manner?


The smo process model

The SMO Process Model

  • TPI has identified and classified 30 Processes by SMO Discipline

  • Most of these processes will be owned by GTA, some by the Service Providers and a few may be shared

  • There may be additional processes required which are unique to GTA’s situation


Tpi smo disciplines

TPI SMO Disciplines


The top 10 processes

The “Top 10” processes

  • C01 Contract Administration

  • C02 Contract Change Management

  • C03 Contract Issue Management

  • C06 Governance Library

  • F01 Invoice Validation

  • F02 Performance Credits, Earnbacks, and Critical Milestones

  • F07 Billing

  • P01 Performance Analysis & Service Delivery Management

  • P02 Service Requests & Authorization

  • R01 Governance


What is a process

What is a Process?

  • A defined anddocumented sequence of goal-oriented actions

  • that are undertaken by authorized people

  • that can berepeated over time

  • to deliver a pre-determined output

  • where measured performance can be improved over time (to reduce time, reduce resources, reduce cost or to improve quality)

  • and that is only to be deviated from as the result of an informed and conscious business decision


Process document design

Process Document - Design

  • Every document in the suite is consistent in design

  • SMO discipline area and process name in header

  • Revision control and confidentiality statement in footer

  • Styled like a business document; ISO 9002 compliant


Detailed process document content

Header information:

Header: GTA, Discipline Name, Process Name

Process name, process no., release date, version

Author, reviser, approver

Process owner, title

Attachments, description

Audience

1. Purpose

2. Entry Criteria/Catalyst event

3. Included in process

4. Outside of process

5. Inputs

6. Outputs

7. Exit Criteria

8. Related Contract Terms and Conditions

9.Retained Records and Disposition

10. Process Flowcharts

11. Visio 2003 Document Embedding

12. Document List

13. Touchpoints

14. Keywords

15. Definitions (may be put in the process aid, if one is used)

16. Revision Control

Revision version

Date

Revised by

Approved by

Description

Footer: Company Confidential, Page Number (of pages), revision number, revision date

Detailed Process Document Content


Process approach level 1 flow chart

Process Approach – Level 1 Flow Chart

  • The Level 1 process is the highest level of process development

  • Shows the sequence of Level 2 processes

  • Identifies the documents that are inputs or outputs of the process “at a glance”

  • All processes are documented in word and represented as flow charts (Visio)


Process approach level 2 flow charts

Process Approach – Level 2 flow charts

  • The Level 2 Process is the next level of detail down from Level 1

  • Simple swimlanes for GTA, Agency, and Service Provider

  • Documents are shown at the step in the Level 2 process where they are used


Independent verification and validation project assurance process

Independent Verification and Validation:Project Assurance Process

CIO Council

March 17, 2008


Iv v project assurance process agenda

IV&V / Project Assurance Process Agenda

  • What is IV&V? – Description

  • When is IV&V Used? – Project Phases

  • Who are the Key Participants of IV&V? – Stakeholders

  • How does GTA ensure Value with IV&V? – Performance

  • Feedback on Assurance Process?– New Approach

  • IT Project Governance – Strategy

  • Why Conduct a Self-Assessment?– Gauges Risk

  • How to Conduct an Assessment?– Tool


What is iv v

What is IV&V?

IV&V is an “insurance policy” for Project Risk

______________________________________

  • A 3rd Party, Value-added approach for ensuring:

    • Technology projects meet their objectives

    • Project deliverables meet quality and customer expectations

    • Costs are within project budget

    • Schedules are met

  • Required for Projects over $1 million


When is iv v used

When is IV&V Used?

  • Four Basic Stages during a Project

    • Business Justification (Rarely)

    • Planning / Procurement (Recommended)

    • Implementation (Required)

    • Benefits Realization (Recommended)


Who are the key participants of iv v

Primary Reporting to:

Provides Advice & Council to:

Provides Recommendations to:

Reports to, as needed:

Executive Sponsor

GTA Executive Director

Business Owner(s)

GTA EPMO Director

Project Manager

GTA Engagement Manager

Steering Committee

Enterprise Critical Project Review Panel

Who are the Key Participants of IV&V?


How does gta ensure value with iv v

How does GTA ensure Value with IV&V?

Standard Practices drive efficient and

cost-effective program

_________________________________________

  • IV&V PERFORMANCE MANAGEMENT

    • Manages supply and demand for IV&V services

    • Measures the value IV&V provides to Agencies

    • Measures compliance with IV&V Standard


Feedback on assurance process comparing value against level of risk

Feedback on Assurance ProcessComparing Value against Level of Risk________________________________________________

Current “Pain Points”

One Size Fits All

Cost

We are considering a New Approach

Assessment > Assurance > Accountability


It project governance framework for translating strategy into results

IT Project GovernanceFramework for translating strategy into results________________________________________________________

  • Assessment – Do we have the capabilities to deliver?

  • Assurance – How well are we performing?

  • Accountability – Did we realize the expected benefits?


Why conduct a self assessment

Why Conduct a Self-Assessment?

A Gauge of Project Risk

____________________________________

  • Results of Self-Assessment will determine level of Risk:

    HighExtended IV&V

    MediumNormal IV&V

    LowIV&V Lite


How to conduct an assessment

How to Conduct an Assessment?

When available, via online self-assessment tool

______________________________________

Beta version of Procurement Self-Assessment Tool reviews:

  • Project Management

  • Procurement Planning

  • Requirements Management

  • RFx Development (Scope and T&Cs)

  • RFx Publication

  • Evaluation and Award


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