All Hands Meeting Presentation

City of Philadelphia Office of Innovation & Technology All Hands Meeting: 

City of Philadelphia Office of Innovation & Technology All Hands Meeting Adel W. Ebeid, Chief Innovation Officer November 21, 2011

Opening Quote : 

Opening Quote If you don’t know where you are, a map won’t help. And, if you don’t know where you’re going, any road will do . Lewis Carroll

Overall Agenda : 

Overall Agenda Part 1 – Organize and Strategize (Today’s Agenda) Part 2 – Stabilize and Formalize (1 st quarter CY-2012) Consolidation Status and Future State E-mail Migration Plan and Timeline Project Prioritization Agreement Standards Committee Established Part 3 – Modernize and Innovate (2 nd quarter CY 2012) Government Modernization and Enterprise Architecture Data Sharing & Exchange Governance Innovation Framework

Today’s Agenda : 

Today’s Agenda Why are we doing this? (purpose of assessment) Where were we? (historical context) Where are we? (our dilemma) How did we get here? (historical context) Where are we going? (our mission and vision) How do we get there? (our strategies) When do we get there? (timing) How do we know we’re on the right path? (metrics & performance measures)

Why are we doing this? Purpose of Assessment : 

Why are we doing this? Purpose of Assessment The purpose of the assessment is to answer a very basic question

Is information technology being planned for and managed in a way that: : 

Is information technology being planned for and managed in a way that: Maximizes the effectiveness and efficiency of City government? Strikes the right balance between enterprise view and agency autonomy? Advances innovation and creative solutions? Delivers best service at best value? Ensures accountability and transparency? Aligns business and IT priorities? Holds our vendors, consultants and suppliers accountable? Keeps the City’s exposure to associate risk at an acceptable level? Is sustainable?

Assessment Background : 

Assessment Background 100-day CIO Plan 1 on 1 interviews with Cabinet 1 on 1 meetings with IT staff Review of previous assessments Research on best practices Networking with other public and private sector CIOs Reach out to members of academia My own prior experience

Developed 100-Day CIO Plan : 

Developed 100-Day CIO Plan Activity Inputs Results/Decisions Priority 1A – Organizational Assessment Interviews with key management team members Interviews with key staff members and stakeholders 1 on 1 with Deputy Mayors and Commissioners Review of function areas, roles and responsibilities Budget 101, HR 101, and Procurement 101 Review of contractors for professional services and staff augmentation Define organizational structure, roles and responsibilities Identify executive management team (who to retain/recruit) Summary of observations from 1 on 1 meetings Agree/approve/disapprove list of contractors Weekly communication updates to key stakeholders and staff Role of the Agency IT Director Priority 1B – Operational Assessment Understand the City’s technology architecture and roadmap Map out current hosting and infrastructure services Review current service catalogue and service desk Data center health assessment (walk thru and checklists) Understand security-related vulnerabilities and plans Skills and capacity assessment Major pain points/gaps Disaster recovery, high availability, and business continuity Interview with key operations staff Discussion with major suppliers of City IT Understand key management support processes and their impact/value on IT – Procurement, Finance, HR, Supplier Diversity, Legal, etc. Restructure functions/responsibilities as needed Define role of Enterprise Architect and scope of responsibilities Define role of Security Officer and scope of responsibilities Early observations on health of IT operation Identify gaps and single points of failure Establish Architecture Review Committee Architecture principles for moving forward Develop/revise business continuity plan(s) Identify list of operational policies/standards needed Identify security framework and list of security policies needed Revisit staffing and spending plans – as needed Operations performance measures – Identify elements to measure Priority 2 – Governance Structure Understand process for how decisions are made, priorities are established, resources (human and capital) are allocated Engage members of Technology Advisory Committee to understand what governance means to them and expectations Technology Advisory Committee – Charter, Membership, First Meeting Prioritization framework and decision lenses Governance dashboard – identify elements to measure Priority 3 – Optimize Project Intake Process Understand how projects/requests is initiated and introduced to the IT agency Understand hand-off process and accountability Understand how project status, plans and schedule are communicated to client agencies High level inventory/review of all projects in the pipeline Establish/revise project intake process Project scoring/prioritization matrix Recommend prioritization of existing projects Role of the Engagement Manager Project dashboard – identify elements to measure Priority 4 – Innovation Who’s who in the City when it comes to innovation (city staff, ambassadors, entrepreneurs, business incubators, etc) List of innovation-driven initiatives (FreedomRings, OpenData, 311, etc) Establish an Innovation Forum to foster and incubate new ideas Define the Office of Innovation, charter and scope of responsibilities Priority 5 – Legacy System Modernization Inventory major business applications Business function-to-application matrix Review support structure for legacy systems High level application health profile Vulnerability assessment (linked to business continuity) Legacy system renovation framework Other Activities Consolidation E-mail migration ERP Status of consolidation and review of plans Status of e-mail migration and review of plans Understand ERP status, plans and expectations Decision on next steps with consolidation Decision on next steps with e-mail migration Define/clarify IT role in ERP initiative

Along the way… : 

Along the way… Reviewed Gartner Maturity assessment Reviewed Paradigm assessment Studied JumpStart material Conference calls with Penn Behavioral Health Reviewed employee survey Reviewed REMI assessment Conducted staff interviews (120+) Facilitated managers’ meetings (4+) Met with agency heads, chiefs of staff, and deputies (60+) Checked in with vendors, consultants and prior CIOs (12+) Reflected on my own professional experience (23+ years)

Where were we? (historical context) : 

Where were we? (historical context) The “but” days

Where were we? (historical context) : 

Where were we? (historical context) Need a strategic direction… but we’ve had 5 CIOs in 6 years Conducted numerous assessments… bu t no action plan Quick to promise… but slow to deliver A mile wide… but an inch deep Rushed to consolidate… but left staff with unanswered questions Rushed to control IT… but left our clients confused Ask staff for feedback… but we don’t act on it IT is our business… but we’re not involved in innovation Demand more from our staff… but do little to provide tools We grow individuals… but do little to grow the institution

Where are we today? (our dilemma) : 

Being responsible for both the service delivery function and the control function has led to… The department of “YES” colliding with the department of “NO” Service Delivery Function… Yes , we’re here to help you Control & Enforcement Function… No , you can’t do this Where are we today? (our dilemma)

Where are we today? (Gartner’s Assessment) : 

Where are we today? ( Gartner’s Assessment) We are here strong 1…weak 2

How did we get here? …Those who ignore history are doomed to repeat it… : 

Patch-quilt approach to establishing an IT organization (loosely coupled EOs) Situational response to deep rooted organizational flaws (MOIS, DOT, OIT) Additional layers of control to avoid the next scandal (working around the additional controls leads to scandals) Ideological differences (IT should drive business…business should drive IT) Youngest agency in City government (growing pains) Budget formulation and technology adoption cycles are not aligned (always implementing yesterday’s technology) Public bidding/procurement practices often lead to lowest cost versus best value Greater focus on managing IT led to missed opportunities to building relationships Consumerization , miniaturization, and commoditization of IT (we’re trying to manage something that’s designed to increase personal productivity) IT is often used as a convenient scapegoat (when in doubt, blame IT) How did we get here? …Those who ignore history are doomed to repeat it…

Where are we going? (our mission and vision) : 

Where are we going? (our mission and vision) Understanding the history of how we got here… Mindful of the many challenges ahead… Optimistic about the future… Confident in our ability to embrace change… Where do we go from here?

Our Vision : 

Our Vision Our purpose is to be the premier broker of innovative technology services, recognized for our integrity, talented stewards, and high touch customer service

Our Mission : 

Our Mission Manage the City’s technology assets efficiently and effectively to help our clients advance opportunities to modernize City government and improve services to all Philadelphians

PowerPoint Presentation: 

Current State – Tactical and Reactive Future State – Innovating and Transformative Workforce Investment Plan Operation Plans Enterprise Architecture (business and technical) Mission and Strategies Organization Core Values and Vision How do we get there? The building blocks Who we are What we do How we do it Who gets it done

PowerPoint Presentation: 

The core values of OIT are those values we hold which form the foundation on which we perform our work, interact with our clients, hold each other accountable, and conduct ourselves. They underlie our work and which strategies we employ to fulfill our mission and reach for our vision. They are practices we use every day in everything we do. Our compass when we lose our way. Our Core Values

PowerPoint Presentation: 

We resolve to: Be accountable Build our relationship based on absolute trust Listen carefully to what the customer has to say Display honesty, integrity and openness in all our dealings Bring positive energy to the team Be a solution broker Embrace and drive change responsibly Grow and learn Being humbly confident Our Core Values

PowerPoint Presentation: 

“Cloud first” approach to cost-effective service delivery Buy over build to leverage COTS and accelerate development Take on initiatives & technologies that are operationally achievable Enabling engagement-based government as opposed to transaction-based government Federated approach to managing the City’s complex IT portfolio Preference for open source standards to preserve ROI of existing technology & build a foundation for the future Empower Cabinet to facilitate integrated business solutions across their cluster and satisfy agency business demands Empower OIT to provision enterprise IT services as a utility Transform our business model from a dedicated delivery system to a shared enterprise services model where customers pay for what they consume (consumption-based City Cloud) How do we get there? (cont) Business Planning Assumptions

PowerPoint Presentation: 

How do we get there? (cont) Strategies….Mission-to-Vision Stabilize infrastructure services Establish formal practices & procedures (ITIL) Implement meaningful standards Establish and communicate service metrics Formalize security function within OIT Ad opt formal framework to shape security program (ISO-17002) Establish “responsible use” policies to improve city’s security infrastructure Develop DR/BC strategy Data center greening/optimization End-to-end virtualization (network, server, storage) Monitoring and provisioning Infrastructure-as-a-utility model Philly cloud – city/vendor–managed private community cloud Legacy modernization strategy System scoring methodology Enterprise business architecture framework & tools Engagement – based government services (vs. transaction–based) Mobility strategy to enable field work productivity STABILIZE SECURE OPTIMIZE MODERNIZE INNOVATE 1 2 3 4 5

PowerPoint Presentation: 

Stabilize and Secure 9 to 18 months Infrastructure services Federated staffing model Optimize 18 to 24 months Virtualization and provisioning to allow service delivery through a private community cloud Modernize and Innovate Leverage every opportunity to advance government modernization initiatives How do we get there? (cont) When do we get there?

Where are we in 2013?: 

Where are we in 2013? By 2013 – Level 3

Where are we in 2015? : 

Where are we in 2015? By 2015 – Level 5 Transformational

PowerPoint Presentation: 

Document and track service level expectations 360 surveys (customer, peers, staff, management) Operations dashboard and performance measures Feedback process for continuous improvement Philly Stat Jump Start follow-up Gartner Maturity Assessment How do we know we’re on the right path? metrics and performance measures Monthly/quarterly reporting to customer Conduct two 360 surveys over the next 3 years to measure overall effectiveness 10% improvement Y-o-Y in customer satisfaction Establish an Operations Dashboard and rollout 3 new measures each quarter Actively participate in Philly Stat and be recognized in the top 3 most improved agencies Conduct 2 nd round of maturity assessment at mid-point

PowerPoint Presentation: 

Early Preview to Part 2 Consolidation E-mail Migration

PowerPoint Presentation: 

Looking Ahead… From Consolidated to Federated Function OIT Joint Responsibility Agency Infrastructure WAN/MAN/LAN ISP – wall plate Standards & policies Devices plugged into wall plate Help Desk Level 3 Level 2 Levels 1 & 2 Data Center Consolidated data center, virtualized services, managed up to the OS Standards & policies Local administration beyond OS Security Centralized Standards & Policies Compliance & enforcement Application Development App Development Enterprise level applications Enterprise Architecture SOA Agency level applications Data base Admin Enterprise level DBs Others on case by case basis Standards & Policies Single agency DBs

PowerPoint Presentation: 

No need to move mailbox or archived information to Exchange No critical applications being used in Lotus Notes Willingness to move quickly Need to migrate large amounts of information or data Heavy users of Lotus Notes applications Need to save archived information Not ready to move soon (next 6 months) Tier 1 Agencies Tier 2 Agencies Looking Ahead… E-mail Migration

PowerPoint Presentation: 

Heard it before… Why is this different from other times? This time…we’re listening to our staff and customers This time…we’re taking time to assess the situation This time…we’re not rushing to replace/bring in new people This time…we’re not afraid to stop run-away projects This time…we’re focused on the right solution (federated not consolidated) This time…we’re not interested in solutions looking for problems (POC) This time…we’re not afraid to ask for a time-out (moratorium) This time…we’re interested in positive influence not power and control This time…we have strong executive support (Mayor, MDO, DM) This time is our last time to get it right…sense of urgency!

PowerPoint Presentation: 

Must Have a Passion for the Possible… Our Signature – A Sustainable Organization If we embrace our vision , focus on our mission , never compromise on our core values , hold ourselves and each other accountable , and consistently execute … Customers view us as a trusted partner Employees feel appreciated and respected City government takes positive steps to improve services (Mayor’s Goal #5)

Putting Together… : 

Putting Together… 1 – Organize and Strategize 2 – Stabilize and Formalize 3 – Modernize and Innovate Today’s Agenda Organizational Focus 1 st quarter 2012 Technical Focus 2 nd quarter 2012 Sustainability Focus

PowerPoint Presentation: 

Next Steps Assembling the Management Team – December/January Chief Operating Office (COO) Chief Enterprise Architect (EA) Additional positions to be announced shortly Focus groups to perform deep dive on Consolidation and E-mail – December/January Mayor’s Innovation & Technology Board of Directors – January/February 5 year strategic plan – April/May Next All Hands meeting – February/March