Hennepin County Technology Plan Presented by Craig Troska, Chief Enterprise Architect

Transcription

1 Hennepin County Technology Plan Presented by Craig Troska, Chief Enterprise Architect

2 Today s Agenda Introduction/Background Top 10 Business Themes Countywide Alignment Supporting Technology Analytics Based Prioritization Close

3 Deliver Business Driven Technology Solutions

4 A Balancing Act Short Term Planning Understand the immediate needs Long Term Planning To support the vision

5 Support Hennepin County s vision and overarching goals Healthy Protected and Safe Self-reliant Assured due process Safe

6 Fundamental Problems Uncertainty that we are working on the right projects Multiple groups prioritize work Inclination/Assumption to Just do it! Can t get to everything on the list immediately How do we maximize value of investments?

7 WHY is this so Important? Provides visibility and transparency across all LOB Enables introduction of analytics to decisions and prioritization Everyone agrees that we cannot finish everything on our lists Alignment to core values & countywide goals - Are we properly investing to effectively deliver services to the residents from a countywide viewpoint? Assist in setting more realistic expectations Avoid feelings of being overwhelmed Organizationally, we can digest only so much change in a given time period, and changes impact productivity Maturation migrating from reactive to proactive Strategy & Planning

8 Let s Start With the Top 10 Business Themes In no particular order

9 Top 10 Business Themes Online Services Portfolio Management Mobile Workforce Paperless Environment

10 Top 10 Business Themes Application Management Data Management Storing Information Secure Information

11 Top 10 Business Themes Team Collaboration Train Users

12 Understanding The business themes

13 Online Services Communicati Usability Secure GIS Payments on Access Integration

14 Portfolio Management Refine project submission processes Unified approach Governance Improve tools Real time information Better documentation Consistency Collaborate with project teams Increase communication Develop partnerships Agile

15 Mobile Workforce Mobile Device Management Policy, security, usage Any device, any time, any where Mobile connectivity, accessibility Broader Device Support Tablets, convertibles, phones

16 Paperless Environment Enable esignatures Increase eforms Develop Workflows Add Devices

17 Application Management Upgrade Existing systems Maintain Operability Supportability Availability Replace End of life systems Monitor System performance KPIs Metrics

18 Data Management Governance Architecture Security Quality Policy Access Warehouse Business Intelligence

19 Storing Information Physical Storage Network Capacity Media Formats Archive Information

20 Secure Information Disaster Recovery How to recover and resume services after a disruptive event Business Continuity Planning Planning ahead of possible crisis that will impact ability to provide key services Risk Management Identification, analysis and either acceptance or mitigation of uncertainty in decision making Identity/Access Management Secure protected information

21 Team Collaboration Project Teams Internal and external, public and private Communication Partners, vendors, internal, external Processes Simplification, consolidation, workflow Tools Adoption, standardization

22 Train Users Platform Online based Content Hardware, software, applications Staff Partners Vendors Residents On demand Live Recorded

23 Countywide Alignment Making the transition to business driven technology services

24 Alignment To Countywide Goals Protected and Safe Healthy Self-Reliant Mobile Assured Due Process

25 Countywide Goals Summary Alignment to Countywide Goals Self Reliant Protected and Safe Mobile Healthy Assured Due Process Alignment across all lines of business 55

26 Focus On High Value Efforts Business Impact Measurable results, financial impact, timeliness Policy Regulatory standards and expectations for service delivery Processes Simplification, consolidation, workflow optimizations Tools & Technology Adoption, standardization

27 Policy/Process/Tech Summary Requests Needing Policy/Process/Technology Policy Process Technology

28 The Technology Connection Connecting business drivers to technology services

29 Building of a service Application Management Services Security Services Platform & Storage Services Client Services Data Services System Management Services Network Services Business needs incorporated throughout technology stack

30 Impacted Technology Areas Alignment/Impact to Technology Reference Model System Management Services Security Services Platforms & Storage Network Services Data Services Client Computing Application Services

31 The Analytics Connection Prioritizing and building business driven technology services

32 Analyzing Demand and Ability to Execute Demand > Demand/Ability to Execute Ability to Execute > 3 Leverage Gartner Magic Quadrant Approach 1. Focus on tactical efforts towards Executing items in upper right quadrant 2. Focus on Strategic Planning investments in upper left quadrant 3. Focus on Marketing investments in lower right quadrant, due to marginal value 4. Focus on Monitoring items in the lower left quadrant as technology is implemented and demands shift

33 Segmentation Details by quadrant Demand/Ability to Execute per Line Item Execution Quadrant - Characteristics Demand > Efforts in this quadrant generally will follow predefined standards and build patterns, and have policy and processes well defined and understood Efforts in this quadrant offer the highest value propositions Leadership should determine allocation percentage dedicated to this segment. Exclusive work on this box leads to reactive vs proactive results Ability to Execute >

34 Recommendations Execution Quadrant Expand delivery where existing standards and repeatable build patterns exist Enhance operational efficiency to create repeatable build patterns for application upgrades and other lifecycle work Invest in automation activities for repeatable build patterns, and staff augmentation for commodity level tasks based on workload Divest in trying to apply technical solutions without governance (policy and process) defined first

35 Segmentation Details by quadrant Demand/Ability to Execute per Line Item Strategic Planning Quadrant - Characteristics Demand > Efforts in this quadrant may be missing business rules, or policy/process definitions. Governance is key here Potential of missing architecture or solution level building blocks Leadership should determine allocation percentage dedicated to this segment. Over allocation this box leads to Analysis Paralysis. Look for opportunities to inject analytics/trending to help define data driven decision making Look for consulting opportunities in based on quantity of work, and align to funding cycles for missing technology/resources in Ability to Execute >

36 Recommendations Strategic Planning Quadrant Expand partnerships and collaboration at countywide level Enhance awareness for need for governance, and importance of defining business capabilities Invest in policy, process and standards definitions, (all with specific owners/stewards) as well as planning/analysis to assist in providing data to help solution selection. Invest in consulting based on workload Divest in mindset that items here can quickly be moved to execution; these take more time. Ambiguity stimulates creativity and innovation and is required for strategy. Planning removes ambiguity and replaces with clarity as movement towards execution readiness occurs

37 Segmentation Details by quadrant Demand/Ability to Execute per Line Item Marketing Quadrant - Characteristics Demand > Ability to Execute > Efforts in this quadrant follow predefined standards and build patterns, and have policy and processes well defined and understood Efforts offer marginal value comparatively due to lower demand Similar requests are submitted simultaneously with no awareness of each other duplicative efforts, so group them into a single effort Leadership should determine allocation percentage dedicated to this segment. Over allocation of work on this box leads to build it and they will come or will they? Look for marketing opportunities both internally and with Hennepin business partners

38 Recommendations Marketing Quadrant Expand awareness of solution capabilities across organization and commonalities (we are not all that different at the core level) Enhance detection methods to identify duplicative solutions Invest in efforts around application consolidation to reduce support overhead, or remove stale solutions. Invest in Internal marketing Divest of improper marketing avoid hype curve Don t build solutions, then look for a problem to solve

39 Segmentation Details by quadrant Demand/Ability to Execute per Line Item Monitoring Quadrant - Characteristics Demand > Efforts in this quadrant may be missing business rules, policy/process definitions, or missing technology building blocks Efforts in this quadrant offer marginal value propositions due to lower demand Leadership should determine allocation percentage dedicated to this segment. Over allocation of work on this box can lead to fiscal irresponsibility Ability to Execute > Look for indirect movement of items in this quadrant due to marketing of related efforts, or implementation of building blocks that might create a standard build pattern

40 Recommendations Monitoring Quadrant Expand methods to calculate value and demand, which can be reused in other segments Enhance prioritization and execution based on value tied to metrics Invest in detection/reporting that will alert leadership when items move to another quadrant. Divest in efforts that might not be the most valuable to the ability to deliver services to residents at the county-wide level

41 Closing Comments

42 .in your life, unless you make specific time for something that you feel committed to, you will always have other obligations and you will always be too busy. The Dalai Lama It always seems impossible, until it s done. Nelson Mandela