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Metro NY NYS Forum Commissioner Carole Post

Metro NY NYS Forum Commissioner Carole Post Department of Information Technology and Telecommunications May 4, 2010. 1. 30-Day Report: Enabling the Connected City. A top-to-bottom review of the agency’s strengths and areas for improvement

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Metro NY NYS Forum Commissioner Carole Post

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  1. Metro NY NYS Forum Commissioner Carole Post Department of Information Technology and Telecommunications May 4, 2010 1

  2. 30-Day Report: Enabling the Connected City • A top-to-bottom review of the agency’s strengths and areas for improvement • An agency-wide effort involving all units and divisions and staff at all levels • A roadmap for establishing and maintaining priorities 2

  3. Delivery Strategy DoITT’s core service delivery initiatives which underpin the critical work necessary to meet the City’s technology needs. Four focus areas: • Foundational Infrastructure • Update NYC.gov infrastructure • Rationalize and upgrade core network, Citynet • Enterprise Initiatives • Implement CITIServ program • Expand the use of and access to the NYC Wireless Network • Agency Initiatives • Continue to support agency needs • Emerging Innovation • Explore and advise on leading and bleeding edge technologies 3

  4. Accountability DoITT’s responsibility to deliver on commitments in a timely and efficient manner, clarify roles and responsibilities and establish transparent and objective performance metrics. • Better Define Project Management and Enterprise Application Services • Update Intake/ Review Process and Project Oversight and Responsibility • Create/Re-position New Roles at DoITT: • Office of Web and New Media Operations • Office of Emerging Technology & Innovation • Office of Performance Management & Analysis Intake Project Review PM Assigned Portfolio Management 4

  5. Asset Stewardship DoITT’s role to efficiently and cost-effectively manage the City’s technology resources: fiscal, physical and workforce. • Fiscal Assets • Enhance IT procurement and contracting options • Provide more Citywide alternatives, e.g., VMWare, Microsoft ELAs • Physical IT Assets - Conduct and maintain a comprehensive IT asset inventory • Workforce/Vendor Assets - Implement new vendor management program with performance policies, procedures, and standards 5

  6. Office of Vendor Management • Best Practices and Policies • Centralized point of contact for all vendor engagements • Uniform oversight policies for selection, rates & compensation, on-boarding/off-boarding and work place protocols • A Vendor Code of Conduct • Accountability • Oversee performance evaluations and tracking • Transparency • Ensure cross-agency communication about vendor performance 6

  7. Citywide IT Infrastructure Services Program • Cost and Space Savings • Universal Disaster Recovery / Security • Supports Green IT • Improve Citywide IT Services CITIServ 7

  8. Current IT Infrastructure in NYC • Fragmented across 83 City entities (mayoral and non-mayoral) • 53 locations serving 64 unique data centers of varying sizes and conditions • 55% located in lower Manhattan and downtown Brooklyn • More than 2/3 are less than 1,000 sq.ft. • Limited disaster recovery and security planning • Limited 24/7 support • Many applications and infrastructure services are hosted in closets and lack even the most basic security and resilience capabilities 8 26 25 4 5 10 56 6 20 51 52 48 53 47 30 16 13 17 29 1 7 21 19 49 14 31 44 42 50 15 8 8

  9. Current DoITT Infrastructure • Facilities • Operates approximately 39,000sq.ft. of data center environment at Metro Tech, • Operates virtualized Network Operations Centers which provide operations support • Services • Hosts > 400applications for 60+ City agencies • Hosts 33,000 Email accounts for 41 Agencies • Provides 24/ 7/ 365 help desk and emergency support • Offers sophisticated Remedy ticketing system for incident tracking for 70 Agencies • Enables standard and customized dashboard views for performance tracking DoITT’s 11 Metro Tech Data Center 9 9

  10. Managing CITIServ’s Moving Parts Ensure effective oversight for each unique aspect of the effort and “connect the dots” between the individual efforts Construct and maintain a catalog of IT services with performance standards Service Offerings Develop operational processes and protocol to deliver and support future state IT services Project Management Office Develop a cost / benefit tracking and funding structure for CITIServ Financial Services Service Delivery & Support Project oversight and accountability Develop methodology and transition plans for each Agency Identify and develop appropriate architecture and facilities Transition Services Technical Architecture & Facilities 10 10 10

  11. Sample Output: Service Catalog Develop and maintain a catalog of IT services with defined lifecycle and performance standards 11 11 11

  12. Sample Output: Remedy Ticketing Ensure state-of-the art trouble shooting 12 12 12

  13. Sample Output: Service Desk

  14. 30-Day Report: Enabling the Connected City • Questions 14

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