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Strategic IT “It’s more than just fixing things”

Strategic IT “It’s more than just fixing things”. Tom Shewchuk IT Director, Ingham County. Background. Worked as a VP of Technology and Director for an IT Systems Integrator from 1980 to 2007 Worked for a Small Family Business, Private and Public Company Managed 100+ Network Engineers

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Strategic IT “It’s more than just fixing things”

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  1. Strategic IT “It’s more than just fixing things” Tom Shewchuk IT Director, Ingham County

  2. Background • Worked as a VP of Technology and Director for an IT Systems Integrator from 1980 to 2007 • Worked for a Small Family Business, Private and Public Company • Managed 100+ Network Engineers • At Ingham County for 2+ years

  3. Traditional IT Model • General hardware and software support • Reacting to issues and problems your customers are having • Departments/Users selected software and hardware before consulting the IT Department • IT Department has to support technology selected by non-technical individuals & departments • Do things because “that is the way we did it in the past”

  4. New IT Model • Continue to provide traditional IT Support -PLUS- • Business Process Engineering Services • Cooperation and Collaboration • Participation at the Executive Level

  5. Key Strategic Planning Development Components • Develop a Mission, Vision, Values, Goals, and Objectives • Information Systems Model • Clear and Concise Job Descriptions • Clear and Concise Policies and Procedures • Consistent IT Tools and Procedures • Business Process Engineering • Cooperation and Collaboration

  6. Mission, Vision, Values, Goals, and Objectives • Define why you exist • Ultimate guide to making decisions • Sets expectations with your staff • Needs to align with the County’s goals • Define Guiding Principles: • Dr. Deming’s System of Profound Knowledge: • Appreciation for a System • Theory of Variation • Theory of Knowledge • Psychology: Individual & Group

  7. Information Systems Model

  8. Information Systems Model Strategic Initiatives • Integrated Systems • Needs to be Scalable (Enterprise Systems) • “Do it right the first time” • Seek the optimal Solution then scale back if needed • Converged Network: • Integrated Voice, Video, Data • Common Systems: • Video Surveillance System • Phone System • Imaging System • Enterprise Faxing System • Website Template • Virtual Servers/Desktops

  9. Job Descriptions • Define clear areas of responsibility • Emphasize consistency • Structured Freedom: • Enforce guiding principles • Be flexible • No Micro Management • Let your people do their jobs and provide them the needed support • Goal: • Employees understand their Job Responsibilities

  10. Clear Policies and Procedures • Acceptable Use Policy • Security Policy • IT Department Operations Guide • Union Shops – Collective Bargaining Agreement • General County Policies and Procedures • Distribute and educate users on appropriate use of IT Systems

  11. Consistent IT Tools and Procedures • Develop standards and tools that are used consistently. Examples: • Project Information Forms • Call Tracking System • Desktop Images • Don’t keep reinventing the wheel • Goal: • Eliminate inconsistency • Give your employees direction • Eliminate problems and issues

  12. Business Process Engineering • Partner with your customers to utilize and integrate technology into their departments effectively • Marry Technology to: • The needs of the Customer/Department • Customer/Department Business Processes and Workflow • Align with: • The County’s IT Strategy • The goals of the County’s Board of Commissioners • Providing these non-traditional services will make your department more valuable • Goal: • Take a holistic approach towards problem solving

  13. Business Process Engineering • All new Projects use this concept and the following are defined using a Project Initiation Form: • Scope of Work • Statement of Needs • Examine the current environment • Design of the new solution • Implementation of the new solution • Closure • Examples: • Imaging • Faxing from the Desktop • Website • Database Integration at our Health Department

  14. Cooperation and Collaboration • Old Model: • Everyone has their own systems • No sharing • Lack of Trust • New Model Goals: • Share systems • Eliminate duplicate systems • Reduce costs • Efficiency • “It just makes sense” • Feed off each other • Partner – Both Agencies have accountability

  15. Cooperation and Collaboration Model • Ingham County IT Department: • Maintains and supports the shared systems • Works with the partners IT staff, not their end users • Charges the partner a maintenance fee • The Partner: • Buys or shares in the cost of all hardware • Continues to support their end-users • Has full Admin access to their portion of the system • Both Parties: • Establish a legal binding agreement or MSA • The Agreement or MSA states it is a partnership with shared responsibilities and accountability

  16. Cooperation and CollaborationExamples • Common Records Management and Computer Aided Dispatch System for all Police and Fire in Ingham County (except 1 agency) • Power School Application is hosted in the Ingham County Data Center for the Ingham Intermediate School District (IISD) • Ingham County MIS provides network support for the Tri-County Office on Aging • In the process of consolidating the two Ingham County 911 centers to one 911 center • Collaborating with Livingston, Clinton and Eaton County on the purchase of a new 911 phone system

  17. Cooperation and CollaborationExamples • Currently collaborating with the IISD on: • GW to Exchange Migration • Enterprise back up solution • Video Surveillance • IP Telephony • Region 1 Cyber Security Team • Common Jail System for Ingham County • Wireless access for D55, 54A, and 54B courts so our Prosecuting Attorney’s can access our Imaging System in any courtroom

  18. Challenges • Rogue departments • Lack of Trust • Politics • You will run into resistance

  19. Keys to a Successful Strategy • A well defined plan • Involve staff in your strategic planning • Educate and communicate with your staff: • Regular meetings • Review all projects • Review successes and failures • Hold regular meetings with key stakeholders: • Information Systems Advisory Committee • Get on the Agenda for Board meetings • Educate your departments: • Technology Road Show • Get invited to department meetings • Integrate Business Process Engineering into the IT Departments job • Sometimes you have to say “No” , but be flexible and open-minded at the same time • Market your strategy, accomplishments and cost savings • Document your accomplishments and cost savings

  20. Keys to a Successful Strategy • Be Proactive and persistent • You earn Trust, just don’t expect it • Don’t give up, you will run into resistance • “If there is a will there’s a way” • Be patient, this is a cultural change and it will take time • Think out of the box • Get buy in from your supervisor and your Board • Communicate, communicate, communicate • Keep your eye on the target • Don’t do things just because that is the way you always did them • Don’t be shy about using Vendors

  21. Questions

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