CIO Assessment. Appendix C. City of Virginia Beach ComIT Master Technology Plan (Appendix C) 1

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1 CIO Assessment Appendix C City of Virginia Beach ComIT Master Technology Plan (Appendix C) 1

2 CIO Assessment COMIT HEALTH CHECK 2 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

3 Bottom Line Up Front Organizational Opportunities Empower Virginia Beach Members and Citizens with Technology Innovations Create New Collaborative Relationships Improve System Sustainability and System Performance Leverage Strategic Investments ComIT Opportunities Develop Virginia Beach s first Comprehensive IT Strategic Plan Develop a New IT Technology Architecture Roadmap Perform Benchmarking Improve Budget Management Improve Operations and Support Develop a Continuous Improvement Program City of Virginia Beach ComIT Master Technology Plan (Appendix C) 3

4 Checking the Vital Signs Checkup #1 - Customer Interviews One on One Small Groups Products Checkup #2 - Environment Processes Customer Checkup #3 - Surveys ComIT Members Checkup #4 Maturity Assessment IT Score Analyst Reviews 4 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

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15 Diagnosis #1 - Customer Interviews Customer Themes Good Smart People Good Technologists Risk Averse Inhibitor vs. Enabler Be More Responsive Need for Better Relationships Develop Collaborative Relationship with Schools 14 City of Virginia Beach ComIT Master Technology Plan (Appendix C) 15

16 Checking the Vital Signs Checkup #1 - Customer Interviews One on One Small Groups Products Checkup #2 - Environment Processes Customer Checkup #3 - Surveys ComIT Members Checkup #4 Maturity Assessment IT Score Analyst Reviews 16 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

17 Checkup # 2 - Products and Processes Products/Facilities Processes InSITE, Accela, RAC s, Hansen, GIS, VBGOV.com Phone System and Radios Network, Servers and Storage Desktop/Laptops/MDCs Datacenters Budget CIP Program Groups SIT Teams EOC Service Desk Project Management City of Virginia Beach ComIT Master Technology Plan (Appendix C) 17

18 Checkup # 2 - Products and Processes Products Networking Devices ~1198 (Approx. 30% 6yrs and older) Radios Public Safety ~1100 (2007) School Bus ~900 (2007) Non-Public Safety - City ~ 2065 (1999+) No Replacement Plan Schools Subscribers - ~1311 (1999 +) No Replacement Plan Desktops/Laptops 4764 Desktops (Approx. 32% 5yrs and older) 1352 Laptops (Approx. 52% 5yrs or older) Servers (~240 Physical; ~300 -Virtual) Replacement Fund Started FY14 Telecommunications Mix of Copper and Fiber; Leased and Owned Various speeds, Ad-hoc design (not optimal) Service Desk Processes Average 600 Calls/Month Backlog of 573 tickets/month Project Management 86 Projects in Portfolio 66 Active; 20 Pending Average Time to Completion: FY12 and FY days (33 Projects) Cost - Project Managers FY12 Costs: 6 FTE - $528,387; 3.5 FTC - $648,015 FY13 Year to Date (March 2013): 6 FTE - $366,185; 5 FTC - $697,906 FY13 Full Year Projected: 6 FTE - $$549,278; 5 FTC - $992,000 Average of 6 Projects per Project Manager Gartner Metrics: Industry Standard 4; Best Practice- 2 Applications 800+ in Portfolio 18 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

19 Diagnosis # 2 - Products and Processes Products Processes Review current hardware refresh plans and funding sources; Propose modifications to programs to increase transparency and leverage technology investments. Develop a new technology architecture roadmap. Design a current state-of-the-art fiber communications architecture for the city. Create IT Strategic Plan Perform Benchmarking Infrastructure & Operations Applications Management (Including Project Management) Create framework to support mobility devices to create efficiencies within organization. Tablet Transformation Create framework to properly manage the organizations application portfolio. City of Virginia Beach ComIT Master Technology Plan (Appendix C) 19

20 Checking the Vital Signs Checkup #1 - Customer Interviews One on One Small Groups Products Checkup #2 - Environment Processes Customer Checkup #3 - Surveys ComIT Members Checkup #4 Maturity Assessment IT Score Analyst Reviews 20 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

21 Checkup #3 - Survey Results Customers ComIT Members CITY BUSINESS UNITS ARE PROVIDED WITH EFFECTIVE TECHNOLOGY TOOLS TO DO THEIR JOB CITY HAS MADE GOOD DECISIONS ON IT INVESTMENTS IT SYSTEMS PROVIDE EXCELLENT SUPPORT FOR BUSINESS PROCESSES IT SYSTEMS ARE EASY TO USE Note: Based on Likert Scale 1 5; 1 = Strongly Disagree and 5 = Strongly Agree City of Virginia Beach ComIT Master Technology Plan (Appendix C) 21

22 Checkup #3 - Survey Results Customers ComIT Members CHANGES TO IT SYSTEMS ARE DELIVERED IN A TIMELY MANNER IT PROJECTS ARE DELIVERED IN A COST EFFECTIVE MANNER CRITICAL BUSINESS INFORMATION/DATA IS APPROPRIATELY PROTECTED EFFECTIVE TRAINING IS PROVIDED FOR THE IT SYSTEMS I USE Note: Based on Likert Scale 1 5; 1 = Strongly Disagree and 5 = Strongly Agree 22 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

23 Checkup #3 - Survey Results Customers ComIT Members CITY SHOULD HAVE A TECHNOLOGY INNOVATION FUND SPECIFICALLY EARMARKED FOR NEW AND INNOVATIVE BUSINESS PROJECTS COMIT DELIVERS EFFECTIVE IT SERVICES COMIT IS AGILE AND FLEXIBLE COMIT IS A TECHNOLOGY ENABLER, BUT NOT THE DECISION- MAKER Note: Based on Likert Scale 1 5; 1 = Strongly Disagree and 5 = Strongly Agree City of Virginia Beach ComIT Master Technology Plan (Appendix C) 23

24 Checkup #3 - Survey Results Customers ComIT Members COMIT PROVIDES EFFECTIVE HELP WHEN I NEED IT. COMIT WORKS CLOSELY WITH DEPARTMENTS TO DEVELOP INNOVATIVE APPLICATIONS COMIT STAFF MEMBERS HAVE THE RIGHT SKILLS COMIT STAFF MEMBERS HAVE THE RIGHT ATTITUDE Note: Based on Likert Scale 1 5; 1 = Strongly Disagree and 5 = Strongly Agree 24 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

25 Checkup #3 - Survey Results Customers ComIT Members OUR EXTERNAL/THIRD PARTY IT SERVICE PROVIDERS DELIVER EFFECTIVE SERVICES THE COMIT MANAGEMENT TEAM PROVIDES SOUND GUIDANCE AND LEADERSHIP OVERALL, OUR CUSTOMERS ARE EXTREMELY SATISFIED WITHY COMIT'S CONTRIBUTIONS TO THE ORGANIZATOIN City of Virginia Beach ComIT Master Technology Plan (Appendix C) 25

26 Checkup #3 - Survey Results Directors/Line of Business Leaders - Only Over the past five years, has ComIT become more or less critical to your business? In the upcoming five years, do you think ComIT will become more or less critical to city lines of business? More Critical No Change Less Critical 26 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

27 Checkup #3 - Survey Results ComIT Members - Only Over the past five years, has ComIT become more or less critical to your business? In the upcoming five years, do you think ComIT will become more or less critical to city lines of business? More Critical No Change Less Critical City of Virginia Beach ComIT Master Technology Plan (Appendix C) 27

28 Checkup #3 - Survey Results Directors/Line of Business Leaders - Only Who is responsible for technology innovation for the organization, ComIT or the business units? Completeley ComIT's responsibility Mostly ComIT's responsibility ComIT and LOB share the responsibility Mostly the business units' responsibility Completely the business units' responsibility 28 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

29 Checkup #3 - Survey Results ComIT - Only Who is responsible for technology innovation for the organization, ComIT or the business units? Completeley ComIT's responsibility Mostly ComIT's responsibility ComIT and LOB share the responsibility Mostly the business units' responsibility Completely the business units' responsibility City of Virginia Beach ComIT Master Technology Plan (Appendix C) 29

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32 Checkup #3 - Survey Results Directors/Line of Business Leaders - Only Do you consider ComIT an innovator compared to other local governments? Yes, they're a leader Somewhat No, they tend to follow the herd I don't know 32 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

33 Checkup #3 - Survey Results ComIT Members - Only Do you consider ComIT an innovator compared to other local governments? Yes, they're a leader Somewhat No, they tend to follow the herd I don't know City of Virginia Beach ComIT Master Technology Plan (Appendix C) 33

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37 Diagnosis #3 Director/LOB Survey Results City of Virginia Beach ComIT Master Technology Plan (Appendix C) 37

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40 Diagnosis #3 ComIT Member Survey Results 40 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

41 Checking the Vital Signs Checkup #1 - Customer Interviews One on One Small Groups Products Checkup #2 - Environment Processes Customer Checkup #3 - Surveys ComIT Members Checkup #4 Maturity Assessment IT Score Analyst Reviews City of Virginia Beach ComIT Master Technology Plan (Appendix C) 41

42 Checkup #4 - Maturity Assessment Gartner The world's leading information technology research and advisory company. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, U.S.A., and has 5,300 associates, including 1,280 research analysts and consultants, and clients in 85 countries. Their clients range from CIOs and senior IT leaders in corporations and government agencies, to business leaders in high-tech and telecom enterprises and professional services firms, to technology investors, which encompass 12,400 distinct organizations. 42 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

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46 Functional LEVEL 1 Enabling LEVEL 2 Contributing LEVEL 3 Differentiating LEVEL 4 Transformational LEVEL 5 CIO Assessment Process management disciplines are adopted. People programs shift from skills to results orientation. Integrated tools support IT processes and cost compensation. IT is run like a business 2.4 Service and Solution outcomes are measured against formal performance obligations. Technology Strategy is explicitly aligned to business goals. IT Performance Measures are tied to key business indicators. IT service and solution capabilities are rock-solid. Sourcing is approached strategically and based on explicit business models. CIO is a fully-vested business leader reporting to CEO. Strategic human capital management processes, maintain appropriate short, mid, and long term talent pipelines. IT organization proactively identifies and pursues opportunities to leverage technology for strategic advantage. CIO has formal accountability for at least some business outcomes. IT Leaders drive innovation, pursuing IT enabled opportunity where external competitors find constraint. IT leaders fuel agility through extensive external relationships, partnerships, and personal networks. Purpose: Enables leaders to determine their IT organization s capacity for helping the enterprise advantageously leverage information technology. Level 2 - Enabling: IT gives business leaders the leeway to use technology as required to achieve their objectives. IT organization is cast in the role of supporters, meeting expectations and providing tools and solutions as required by business leaders. CIOs focus on responsiveness, services and tools. Recommendations: 1. Build front office capabilities for sensing and managing demand, influencing decisions, and managing stakeholder relationships. 2. Invest in effective governance. Build disciplined planning, investment and portfolio management. 46 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

47 Awareness LEVEL 1 Committed LEVEL 2 Proactive LEVEL 3 Service Aligned LEVEL 4 Business Partner LEVEL 5 Infrastructure and Operations Assessment Reactive, profighting culture. Looking at industry best practices. Initial process formalization. Working on implementing industry best practices. Application SLAs. Industry best practices in place. Service SLAs. Real-time infrastructure/ private cloud computing. Strategic relationship managers. Purpose: Enables I&O leaders to identify shortcomings, determine priorities, and establish goals for improving their organizations Level 2 - Committed: Managers have started to standardize software and hardware and are documenting processes. They are studying best practices and putting together plans for improvement. They are talking with vendors and looking at ROI of various technologies and implementations. Ad-hoc processes. 2.3 Recommendations: 1. Improve Quality of Service Improve and standardize on tools that alert, monitor and report on systems (Pro-active vs. Reactive). Low Customer confidence Tiered Support. Consolidation/ Standardization Widespread virtualization. Systems management tools integration. Process automation. Trusted service provided. Proactively pilots new technology for business innovation. 2. Establish Key Performance Indicators (KPI s) and Operational Metrics. Example KPI s: - % LAN/WAN utilization - Avg./Peak Storage capacity utilization - Avg./Peak Server capacity utilization - Call abandonment rate/% abandoned calls - % of calls answered within X seconds - % of problems resolved on initial call - % uptime of core applications - # of Severity 1 and 2 outages - % availability of systems 3. Improve Disaster Recovery Planning. City of Virginia Beach ComIT Master Technology Plan (Appendix C) 47

48 Infrastructure and Operations - Detail 48 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

49 Reactive LEVEL 1 Emerging Discipline LEVEL 2 Initial Integration LEVEL 3 Effective Integration LEVEL 4 Effective Innovation LEVEL 5 Project and Portfolio Management Assessment All internal processes centered on management of official projects Projects have budgetary estimates. Project processes are standardized. PMO(s) established. 2.7 Specialized PPM leader roles formalized. Crossfunctional groups are easily formed and collaboration is the norm. Centers of competency improve workload management. The portfolio is modeled and appropriately optimized, factoring in risk. Charge Operations provides a constant stream of mini-projects. Rapid Strategy Execution is the focus of Enterprise Programs. Purpose: Enables PPM leaders to identify shortcomings to determine priorities and establish goals for improving their organizations. Level 2 - Emerging Discipline: The concept of disciplined teams working on a project is developed and project collaboration and team workspaces are supported. Nevertheless, stovepipe systems and inconsistent data still bedevil business processes. Relationships tend to breakdown, and the term the business begins to be heard. Recommendations: No formal management tools. Projects are aligned to strategy. Projects and Programs are prioritized Programs increasingly managed inhouse. Career paths defined. Multiple methods exist and are used by all PMs. Benefit realization is being tracked. Change Management and Communications are core capabilities of the EPMO. 1. Tailor processes to the needs of the organization. Avoid the potential trap that says, If some processes are good, more is better. 2. Focus must shift to looking at IT staff as generic resources available to support projects. Preserve as many opportunities as possible for them to make unique contributions. 3. Establish an advisory committee that should include stakeholders to help prioritize projects based on resource capacity. This enables full transparency with all projects on the table. IT fails when they work more projects than they can really complete. City of Virginia Beach ComIT Master Technology Plan (Appendix C) 49

50 Initial LEVEL 1 Developing LEVEL 2 Defined LEVEL 3 Managed LEVEL 4 Optimizing LEVEL 5 Business and Continuity Management Automation limited to backup recovery software. Governance and recovery activities are ad hoc, improvised, and reactive. 1.5 Knowledge, responsibilities, and skill are lacking. Activities are IT centric. Basic plans No program management or recovery plan automation. Management processes support event response only. IT DRM responsibility assigned. Limited business involvement and commitment. Vision and program strategy definition in progress. BCM roles, responsibilities, and Steering Committee in place. IT DRM classes and plans for all mission-critical applications. Program management and recovery plan automation in place. BCM processes standardized and exercised across enterprise. BCM governance is formalized. IT DRAM classes and plans cover more than mission-critical applications. Business recovery plans in place.. Program management automation enables continuous improvement. KFIs and KPIs linked and reported. BCM program responsibility aligned with strategic business management. Comprehensive BCM plans are in place and regularly exercised.. Assessment Purpose: Enables BCM leaders to identify shortcomings, determine priorities and establish goals for improving their organizations. This maturity model is intended to support crisis management, emergency management, IT disaster recovery management, business recovery, contingency planning/supply chain availability and pandemic planning enterprise-wide. Level 1 - Initial: The enterprise is broadly aware of the need for improvements in its recovery capabilities, but lacks the knowledge base to build a true BCM program. Its activities and processes (where they exist) are ad hoc, improvised and reactive, and largely IT-centric and extremely siloed. Recommendations: 1. Begin a process of developing an IT DRM program, naming an individual within the IT organization who will be responsible for developing IT DRM strategies for the various siloed areas. 2. Align business unit IT DRM delivery expectations with what IT can realistically provide given both current and projected budget allocations. 3. Perform an assessment against business expectations of recovery needs. Develop a gap report of current capabilities to recovery need expectations. 50 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

51 Initial LEVEL 1 Developer LEVEL 2 Defined LEVEL 3 Managed LEVEL 4 Optimizing LEVEL 5 Information Security Assessment Ad hoc activities. Initial executive awareness. CISO appointed. User awareness outreach. Policies and processes defined. 3.2 Governance body established. Info-centric approach Effective metrics. Information owners accountable. Risk-aware culture. Purpose: Assessment to help identify the organizations current and desired levels of maturity and both drive and justify improvements in tier information security efforts. Level 3 - Defined: The enterprise has created a solid body of policies, and may also have the beginnings of a responsibility matrix defining individual information security roles. Rules are in place, but accountability for and enforcement of these rules are in their earliest stages. Information security activities are still heavily IT-centric. Most progress in information security is still driven by top down concerns from senior management, and enterprise security awareness remains limited. Recommendations: IT-centric approach. Formal program initiated Security organization defined. Improving user awareness. Security organization working well Refine for changes in business, technology, compliance, and economic environments. 1. Create a formal cross-organizational committee to discuss and collaborate on information security issues. This may be a high-level policy approval committee, with membership drawn from line-ofbusiness managers, or a lower-level operational security committee, with members from the IT organization and representatives of the lines of business. 2. Conduct a gap analysis to identify and prioritize areas where improvement is required. 3. Begin to separate operational security functions from strategic risk management functions. City of Virginia Beach ComIT Master Technology Plan (Appendix C) 51

52 Ad-hoc LEVEL 1 Repeatable LEVEL 2 Defined LEVEL 3 Optimized LEVEL 4 Innovating LEVEL 5 Applications Management Assessment Processes not specified. Reinvent wheel each time. 2.0 Teams establish processes. Little crossdiscipline activity. Processes and defined and documented. Consistently followed across the organization. Measures indicate process performance. Clear improvement responsibility assigned. Anticipates technology and industry trends. Competency in change management. Purpose: The assessment measures the maturity of an application organization's processes, not of the applications themselves. Level 2 Repeatable: Processes are established in work teams or departments, but there is little consistency in approach across the application organization. There's not much cross activity definition; each discipline is conducted independently, like a stovepipe. Little proactive work is done to change or improve things. Recommendations: 1. Manage projects from budget, commitment, and actual expense perspective. Individuals determine Repeatable within team. Synergy among disciplines strengthens, interdependency emerges. Interdependency among disciplines is essential. Continuous improvement driven by measures Creative and collaborative culture. Rapid ability to adjust strategy and plans.. 2. Identify a Project Portfolio Manager 3. Engage in continuous improvement by focusing on the pain points. Cost, agility and responsiveness are typically at the forefront while reliability and usability are less commonly noted as pain points. 4. Establish Key Performance Indicators (KPI s) and Operational Metrics. Example KPI s: - % of post implementation reviews rated as Good or Very Good - % of systems uptime for which a group of specified business applications are unavailable during a given period of time. 52 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

53 Functional LEVEL 1 Enabling LEVEL 2 Contributing LEVEL 3 Differentiating LEVEL 4 Transformational LEVEL 5 Enterprise Assessment The enterprise regards IT as a commodity most useful for costeffective transaction processing. The enterprise is focused on continuous improvement. 2.5 IT is critical to achieving business performance goals. IT is engaged in addressing explicit business problems or opportunities. Enterprise is committed to dominating its industry. IT is a source of agility and product/service innovation. Enterprise is on a path of continuous reinvention. IT is a primary driver of business model innovation. Purpose: Enterprise Capacity to Leverage IT is a factor of the role IT plays in the organization, the predispositions and effectiveness of business and IT leaders, and the robustness of certain critical capabilities in the IT organization. Level 2 Enabling: Enterprises expect IT to enable and potentially improve back-office business operations, but through an arm's length relationship. Top executives engage with IT leaders only as necessary to place orders for tools and solutions. CIOs are not engaged in business planning and focus on discovery processes to identify business demands as early as possible, instituting basic relationship management roles and rudimentary project management. IT is a utility that efficiently delivers a limited set of core capabilities. Business unit leaders independently leverage IT as and when they consider it necessary. IT reliably and predictably delivers technology services and solutions on demand. IT contributions to business performance are well understood. IT collaborates with other disciplines like R&D, BPM, and OT to deliver new products, services, and differentiating operations. IT is leveraged to redefine markets and rules of competition.. Recommendations: 1. Start the transformation by bringing performance management discipline and rigor to infrastructure and operations. 2. Improve IT's ability to operationally sustain the IT environment so applications and data are available as expected by the organization. 3. Improve IT's ability to deliver new capabilities and solutions through effective project management City of Virginia Beach ComIT Master Technology Plan (Appendix C) 53

54 Final Diagnosis Products and Processes Interviews and Surveys Maturity Assessment Business processes depend on IT. When IT fails due to immature capabilities, business processes start to breakdown and fail. 54 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

55 Checkup #1 - Customer Interviews One on One Small Groups Checkup #2 - Environment Products Processes Month Action Plan Assessment Maturity Level Score CIO 2- Enabling 2.4 Infrastructure & Operations 2- Committed 2.3 Project & Portfolio Management Business Continuity Management Checkup #3 - Surveys Customer ComIT Members Checkup #4 Maturity Assessment IT Score Analyst Reviews 2- Emerging Discipline Initial 1.5 Information Security 3 - Defined 3.2 Applications Management 2 - Repeatable 2.0 Enterprise 2 - Enabling Align ComIT with Organization i. Create VB s first IT Strategic Plan ii. iii. Create Technology Architecture Roadmap based on IT Strategic Plan Empower/Enable Customers a) Mobile Data Computer Project b) Development of Mobile Strategy a) Mobile Device Management b) Mobile Application Development c) Opening Wireless in Conference Rooms d) Create New Fiber Optic Communications Design 2. Operational Improvements i. Perform in-depth Benchmarking within the Infrastructure & Operations and Applications and Portfolio Management Domains ii. iii. iv. Proceed with Proposed Network Optimization Analysis i. Motorola: $300,000 Analysis; No Charge to VB Establish KPI s and Operational Metrics Standardize and invest in appropriate tools v. Create divisional staffing and skills matrix vi. Create divisional training programs City of Virginia Beach ComIT Master Technology Plan (Appendix C) 55

56 Checkup #1 - Customer Interviews One on One Small Groups Checkup #2 - Environment Products Processes Month Action Plan Checkup #3 - Surveys Customer ComIT Members Checkup #4 Maturity Assessment IT Score Analyst Reviews 3. Management Improvements i. Hire new CTO ii. iii. iv. Reduce Vacancy Rate Improve Budgeting: Planned vs. Actual Establish Bi-Monthly Operational Meetings v. Strengthen the ComIT Business Center to become the centralized financial center Assessment Maturity Level Score CIO 2- Enabling 2.4 Infrastructure & Operations 2- Committed 2.3 Project & Portfolio Management Business Continuity Management 2- Emerging Discipline Initial 1.5 Information Security 3 - Defined 3.2 Applications Management 2 - Repeatable 2.0 Enterprise 2 - Enabling ComIT Master Technology Plan (Apendix C) City of Virginia Beach

57 Checkup #1 - Customer Interviews One on One Small Groups Checkup #2 - Environment Products Processes Initiatives Underway Assessment Maturity Level Score CIO 2- Enabling 2.4 Infrastructure & Operations 2- Committed 2.3 Project & Portfolio Management Business Continuity Management Checkup #3 - Surveys Customer ComIT Members Checkup #4 Maturity Assessment IT Score Analyst Reviews 2- Emerging Discipline Initial 1.5 Information Security 3 - Defined 3.2 Applications Management 2 - Repeatable 2.0 Enterprise 2 - Enabling Budget Improvements 1. Projected Planned vs. Actual Lowest in Years 2. Lowest Vacancy Rate in two years 2. Management Improvements 1. Performance Management Program 2. Continuous Improvement Program Based on Maturity Model To Be Done Yearly 3. Capacity Planning 3. Hire CTO Interviews Completed March 21 and Proposed Network Optimization Analysis Motorola: $300,000 Analysis; No Charge to VB 5. Create New Fiber Optic Communications Design 6. New Direction for MDC CIP Project No longer a one-to-one computer replacement 7. Developing a Mobile Strategy Mobile Device Management Platform Mobile Application Development Cell 8. Creating Team Culture New Budget Process Bi-Monthly Operational Meetings IT Score Maturity Modeling City of Virginia Beach ComIT Master Technology Plan (Appendix C) 57

58 IT Strategic Plan Strategy is about doing the right things; operations are about doing things right. As such, strategy defines the potential value of an enterprise, while operations are about delivering on that potential. Today s new realities require continuous planning to ensure strategic fit with constantly changing business needs: Maximize demand and supply by balancing and integrating imperatives for growth, optimization, and risk-taking. Do the right amount of things, with a level of investment commensurate with expected return. Monitoring trends and drivers for impacts to ROI, time to market, capability effectiveness and future business requirements. Engage in continual strategic planning processes, not simply once and-done strategic plans, which are invariably outdated and forgotten. A sustainable technology plan should address three fundamental questions: Demand: What does the business need and how will IT contribute? Control: How will business and IT balance opportunities for growth, optimization, and risk-taking given changing demand conditions and with the appropriate investment in supply? Supply: What capabilities will IT provide to meet demand? ComIT Master Technology Plan (Apendix C) City of Virginia Beach

59 Gartner Consulting IT Strategic Planning Approach Understand Business Demand Determine IT Direction Assess Capabilities Determine Required Actions Develop Road Map Project Initiation Strategy Business Imperatives IT Implications Vision IT Imperatives Operating Principles B e n c h m a r k People Process Technology IT Initiatives Operating Model Governance Programs Timeline and Resources Communication Plan Executive Briefings Business Capability Needs and IT Implications Directional Guidance for IT Key IT Capability Gaps Actions to Close Gaps Three to Five Year Plan to Move Forward City of Virginia Beach ComIT Master Technology Plan (Appendix C) 59

60 Transforming ComIT Culture 60 ComIT Master Technology Plan (Apendix C) City of Virginia Beach

61 Health Check City of Virginia Beach ComIT Master Technology Plan (Appendix C) 61