COT Town Hall

1. COT Town Hall Thursday, Aug. 27, 2015

2. Agenda

3. Jim FowlerChief Information Officer Employee of the Month recognition Awards Software Sunset Windows Future FY 17/18 Billing philosophy and rates

4. Employee of the Month Winners

5. Office 365 Proof of ConceptRick WoodruffJim BarnhartTamara Pigeon

6. Why Office 365 Considerations for moving to the Office 365 platform • New features in Office 365 • Native encryption for email: Type a word in the subject line like “Secure” and the system will see the word and automatically encrypt the email • Data Loss Prevention: Control what happens to an email after you’ve sent it. If you only want it to go to your intended audience you can prevent it from being forwarded. • Automatically encrypt emails that have certain types of private information: Policies scan content that looks like social security numbers or protected data and automatically encrypts emails. • License users and not machines: Users can have Office 365 on up to 5 different devices • Projected Cost savings over the next 6 years • $600k -$1.2 Million • A step to becoming a true service delivery organization • Allows COT to be spending time on higher value service delivery activities

7. How are we going to do it? • Proof of Concept • Identify candidates \ migrate 100 users email and personal network drives into the cloud • Perform normal day to day operations and get feedback from users • COT members to execute test scripts • Solicit feedback from agencies • Explain the baseline security of Office 365 via the BRMs • Identify exceptions\agency requirements on what else they need to be compliant in the cloud with email or personal files • Create a plan on how to execute a large Enterprise rollout • What agencies first? • Do we need to upgrade any existing systems before rolling out? • Establish training and communication plans for large audiences • Evaluate the feedback from all items. Make a decision…do we take the Enterprise to Office 365?

8. I.3 Town Hall Meeting Review 8-27-2015

9. Goals Program Goals

10. I.3 Program Implementation Roadmap (Initial) Commit Milestones FY16 Transformation Program Work Threads FY13 FY14 FY15 Infrastructure Transition Completed Execute Security Architecture Security Access Mgt. Installed Execute Service Desk Begin Infrastructure Transition Organization Change Management Identify Business Relationship Managers Deploy Business Relationship Managers Change Leadership Executive Leadership / Stakeholder Workshops Cabinet Communications Workforce Transformation Measure & Refine Workforce Organization Develop Transition Plan Execute Workforce Transition, transitions occur with Cabinet Infrastructure Transition Program Charter Executive Management & Oversight Program Management TransformationManagement Program Plan Identify Implementation Team (roles & responsibilities) Select Implementation Teams Members Create Implementation Processes, Metrics & Templates Monitor and Update I.3 Program Plan Design Program Governance Implement Program Governance Manage Program Governance (i.e., TAC, CAB, Configuration Mgmt, Change Control, Release Mgmt, etc.) Financing & Sourcing Document COT Service Descriptions & Rates Implement COT Service Descriptions & Rates Implement / Refine / Update Service Catalog & Rates (Continuous Improvement) Update Rates FY15/16 Manage & Update Program Financial Model (Continuous Improvement) Develop Program Financial Model Develop Process to Capture Financials (Current & Future) Stabilize COT Environments - Review Infrastructure Architecture Performance Technology Transformation Technology Services (Server, Storage, Databases, Tools) Analyze COT Technology Upgrade Requirements Create Enterprise Architecture - Develop Upgrade Plans Perform Infrastructure and Tool Set Upgrades Optimize COT Environments - Develop Optimization Plans & Future Architecture Revisions Develop Cabinet/Agency Detailed Transition & Test Plans Migrate CHFS Data Center Migrate KYTC Data Center Migrate Labor Data Center Migrate GAPS Data Center Document Detailed Application / Infrastructure Mapping POC (OSBD) Migration Migrate CPE Data Center Migrate Tourism Data Center Migrate EDU Data Center Migrate Personnel Data Center Migrate Justice Data Center Migrate FIN Data Center Migrate CED Data Center Migrate General Gov. Data Center Document POC Lessons Learned Optimize Network Develop Optimization Plans Future Architecture Network Services (Data & Voice) Analyze Network Requirements Create Enterprise Network Architecture Develop Cabinet/Agency Detailed Network Transition & Test Plans POC (OSBD) Network Migrate CHFS Network Migrate Labor Network Migrate CPE Network Migrate GAPS Network Migrate Tourism Network Stabilize COT Network Environments Review Network Performance Migrate KYTC Network Migrate CED Network Migrate Personnel Network Migrate General Gov. Network Migrate EDU Network Migrate Justice Network Develop COT Network and Toolset Upgrade Plans Document POC LLs Migrate FIN Network Desktop Services Develop Desktop Implementation Plan Quarterly Desktop Refresh Quarterly Desktop Refresh Quarterly Desktop Refresh Quarterly Desktop Refresh Optimize Desktop Refresh Program (Continuous Improvement) Continuous Improvements Services Transformation Upgrade Desktop Support Processes Service Desk Review Service Desk Req. (Tools & Process) Develop Service Desk Upgrade Plan Update Service Desk Processes & Front Range Tool Develop Service Desk Training Program Service Desk Transitions occurs with Cabinet Infrastructure Transitions Stabilize Service Desk Delivery Optimize Service Desk Delivery Performance Continuous Improvements Implement Service Desk Training Program occurs with Cabinet Infrastructure Transitions Update Security Req. & Plan Develop Security Framework Implement & Manage Security Projects (Continuous Improvement) Define & Implement Campaign Initiatives Security Define & Implement Compliance & Audit Reviews Update Security Policy & Processes Define & Implement Proof of Concept Ongoing Security & Compliance Assessments Business Continuity & Disaster Recovery Review Cabinet BC & DR Requirements Update BC & DR Architecture and Services Update DR Infrastructure Develop Cabinet BC & DR Plans Test Cabinet BC & DR Plans Implement & Manage BC & DR Architecture Review Current IT Service Management Organization, Policy, Processes, & Tools Begin Service Management (ITSM) Upgrade Program Implement New Operations Model (ITSM Phase 1 Projects) Operational Transformation IT Service Management (ITSM) Define IT Service Management (ITSM) Architecture Define Process, Roles, Tools Implement New Operations Model (ITSM Phase X Projects) (Continuous Improvement) Review Current Services & Service Level Requirements Service Level Optimization & Continuous Improvement Monitor & Report COT Service Level (Baseline Review) Service Level Baseline Period occurs with Cabinet Infrastructure Transitions Service Level Monitoring & Reporting occurs with Cabinet Infrastructure Transitions Organizational Development & Training Develop Workforce Training Plans Develop Training Content Execute Training Ongoing Training & Development Ongoing IT Operations Facilities Transformation Analyze Requirements Facility Design/Upgrade Upgrade Data Center Facilities for Cabinet Transitioned Infrastructure Cabinet Transitioned Infrastructure Location/Space Selection Ops Manage Cabinet IT Infrastructure Operations & Assets – Pre-transition Decommission Cabinet IT Infrastructure Operations & Assets – Post Transition Provide Ongoing COT IT Operations Management

11. Where are we now? • Majority of desktops in the executive branch are managed by COT (n>90%) • Majority of servers in the executive branch are managed by COT and (if possible) located at the CDC (n>90%) • Majority of Network systems are managed by COT (n>90%) • Most agencies are either integrated into COT Operations or preparing to transition to COT Operations

12. Where are we now? • Database Administration is in transition to COT • Storage has been centralized allowing more effective provisioning and use of the Commonwealths storage arrays • Disaster recovery is now handled by COT via the ADC (as requested) with TSM backups by default replicated to the ADC for high protection

13. What is left?

14. Status of Core Technology by 8-15-2015* * Based on completion schedule current in progress

15. Working Schedule

16. Transformation and Lessons Learned

17. COT Techical Transformation

18. COT Technical Transformation 240% increase

19. COT Technical Transformation 214% increase

20. COT Organizational Transformation?

21. What have we learned? • COT departments and agencies need to collaborate more successfully and to be successful • Self reported data is misleading in many cases • The level of application documentation for many Commonwealth applications is not consistent • Foundation processes are not available in most agencies, too many relied purely on “tribal” knowledge • Backup, virus protection, inventory and other foundation items were not always being done

22. What have we learned? • Active Directory processes were not consistent among agencies, some agencies had never deleted older employees making cleanup longer • Multiple Windows 2000 servers and older made virtualization difficult to impossible • With no SDLC (Software Development Life Cycle), many agencies did not consider long term solutions for application delivery, causing issues with out of date software, equipment and processes

23. Ongoing Risks/Blockers • Labor limitations • Storage fluctuations • Network Limitations • Monitoring Maturity • Processes Maturity • Agency outdated or unsupportable software

24. The Future As I.3 ends we will need to continue to foster a culture where collaboration and cooperation (Inside of COT and with our customers) continues to take advantage of the tools and experience across the Commonwealth. We have seen the ability for all areas of COT and agencies to be great partners and need to capitalize on these positives to continue to succeed.

25. KECC Liz Rodgers

26. Award Presentation Special Achievement in GIS Office of Application Development Division of Geographic Information

27. Enterprise Systems Development Life-Cycle (SDLC) Presentation at COT Town Hall August 27, 2015

28. Workgroup Charge It is the purpose of this committee to consider a Systems Development Life Cycle (SDLC) for adoption by all cabinets to include all project phases (initiation, planning, execution, installation instructions, release management, and change management). 

29. Workgroup Representatives • Jim Fisher, Co-Chair (KYTC) • James Koontz, Co-Chair (COT) • Matt Burberry (CHFS) • Stephanie Clay (COT) • Michele Kays (Personnel) • Steve King (Personnel) • Tim McClain (CHFS) • Daniel Miller (Education-WF) • Charles Robb (COT) • Phil St. John (PPC) • Steven Vest (CED)

30. Workgroup Activities • Conducted weekly meetings to complete SDLC guidelines • Created base content for the five phases • Project Management processes were separated from the technical tasks documented in the guideline

31. SDLC Guideline Overview • Document Overview • Five Phases • Phase Description, Objectives, Inputs, Deliverables, Key Tasks, Roles • Appendices (A-D) • Glossary and Acronyms, Role Descriptions, SDLC Process Flow, Acknowledgements

32. SDLC Guideline Document

33. SDLC • Outstanding Tasks • Complete remaining two templates • Finalize for publishing purposes • Key Takeaways • Multiple agencies working together to accomplish a common goal • Flexible process designed to accommodate multiple development methodologies • Material used from existing states SDLC processes

34. Strategic Plan Update Glenn Thomas

35. Strategic Plan Update

36. Strategic Plan Update • Our Mission – to provide an enterprise technology framework and services supporting the current and future needs of the Commonwealth. • Our Vision – to enable a proficient government and support a 21st century economy by being a national leader in public sector information technology that is a trusted and valued business partner.

37. Strategic Plan Update Goal 1: Customer Service Excellence Strategy 1: Provide timely, accurate & consistent service delivery Strategy 2: Establish a comprehensive & transparent process for customer service education & response Strategy 3: Improve ongoing COT/customer communication HEAT project underway to replace Front Range Updated CIO-085 Authorized Agency Contacts Including authorized agency contacts in GovDelivery system Alerts, ACMs and Calendar events posted to COT website Integration of BRMs with the agencies and ongoing meetings with CIO Customer Survey planned in 2016

38. Strategic Plan Update Goal 2: Effective, Efficient & Innovative Government through the use of Enterprise Information Technology Strategy 1: Optimize infrastructure service delivery within Executive Branch Strategy 2 : Leverage opportunities afforded by new technologies to enhance service delivery I.3 program – 90+% consolidated with support transitioned to CSD Once completed COT will begin process to optimize consolidated infrastructure New Technologies: Cloud – O365 POC; RFP development for IT “as a Service”

39. Strategic Plan Update Goal 3: Collaborative & Participatory Information Technology Governance Strategy 1: Refine the enterprise governance model Strategy 2: Prioritization of agency legacy system modernization Strategy 3: Develop a technology life cycle model TAC subcommittees established for: Strategic Plan, Enterprise SLA template, Web standards, SDLC standard, Enterprise Document Management, Legacy System Identification, Capital IT Project Review EASC now ITSC and is a TAC subcommittee LSI established a Risk Modernization Assessment for inclusion in Capital IT project scoring criteria. Multiple systems recommended for funding.

40. Strategic Plan Update Goal 4: Highly Skilled, Motivated & Effective Workforce Strategy 1: Coordinate & streamline COT HR & staffing functions Strategy 2: Build a skilled, cohesive workforce w/ increased understanding of COT operations Strategy 3: Explore alternatives to the current staffing model Becky Joyce – COT Human Resource coordinator Staff Augmentation approval process Employee of the Month program Skills Assessment coming 2016 SDS contract – under review/rebid early 2016

41. Strategic Plan Update Goal 5: Security Focused Information Technology Environment & Culture Strategy 1: Enhance and continually improve IT security Strategy 2: Raise awareness of the significance of security threats and vulnerabilities CIO-091 Enterprise Information Security Program Updates to existing CIO security policies underway Annual security training program for COT staff End user security training video being used by all agencies and promoted by Personnel Cabinet New Security Roadmap kicked off in 2015. Work continues.

42. COT Service Catalog Overview “Delivering services, rather than servers” Liz Rodgers August 27, 2015

43. Purpose • COT’s service model has changed, but catalog hasn’t

44. Purpose • Customers cannot and should not build their own solutions for infrastructure • Expertise lives in COT • Opportunities for using economies of scale and pooled resources are overlooked • Undue cost and complexity

45. Purpose • Customers want services, but don’t always know what we offer or how to get it • Centralize • Simplify • Standardize

46. Objectives • Design an intuitive, customer-friendly interface • Manage access to ensure requests are authorized • Standardize service offerings • Streamline and simplify request procedures • Communicate the new service delivery strategy to customers • Secure internal buy-in to reinforce the message

47. Approach What is a service? • A service is a means of delivering value to the customer by facilitating outcomes. • A service is a combination of technology , people and processes. • A service is an action, not a thing.

48. Approach • What services does COT provide? • Began with rated services • Brainstorming session with teams • Weeded out incident response, maintenance and back-office processes

49. Approach • Hybrid approach to bridge the gap • Give savvy customers and frequent flyers a direct route to specific items • Gradually introduce the concept of holistic service delivery to improve buy-in • Allow COT to mature

50. Approach • Keep supporting processes in the back office These are part and parcel to the services that use them, not services themselves • Procurement • Billing • Incident Management • Change Management