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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

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GTA Update

CIO CouncilMarch 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

  • Qualifying service providers to be announced by April 7

  • Only qualifying vendors can respond to upcoming RFPs

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

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




Transformation Will Affect All Agencies

  • Planning

  • Asset management

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

State IT Expenditures and Priorities

GTA’s Business Model

Services for Georgians

Service Management Organization (SMO)

CIO Council

March 17, 2008

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?



  • Thin Corporate Layer

    • Enterprise Relationships

  • Robust Operating Layer (COO)

    • Coordinate the delivery of services to agencies



Administrative Officer

Technology Officer




Information Security








What Happens to Operations?

Operational Component of GTA transforms into a Service Management Organization


Operations Officer


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 ?

Why do we need an SMO?

How are we formalizing the SMO?


















Products &



What does an SMO look like ?

GTA Customers


External Service Providers

Functional View into the processes of the SMO

Governance and Oversight

Organization Structure(Roles and Responsibilities)

Operational and ManagementProcesses



SMO Components



  • Drivers

  • Objectives

  • Principles

  • Critical Success Factors

  • Metrics





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

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?


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




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

People & Skills


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


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

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

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?

  • 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

  • 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

Header information:

Header: GTA, Discipline Name, Process Name

Process name, process no., release date, version

Author, reviser, approver

Process owner, title

Attachments, description


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


Revised by

Approved by


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

Detailed Process Document Content

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

  • 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

CIO Council

March 17, 2008

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?

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?

  • Four Basic Stages during a Project

    • Business Justification (Rarely)

    • Planning / Procurement (Recommended)

    • Implementation (Required)

    • Benefits Realization (Recommended)

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?

Standard Practices drive efficient and

cost-effective program



    • 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 ProcessComparing Value against Level of Risk________________________________________________

Current “Pain Points”

One Size Fits All


We are considering a New Approach

Assessment > Assurance > Accountability

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?

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?

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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