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Strategic Business Application Planning

Strategic Business Application Planning. ITIM Customer Council July 15th, 2008. Agenda. Definitions Recap Highlights Resources Content Timeline Analytical process. Definitions. Business Application Planning The generic concept of planning for and governing application investments 

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Strategic Business Application Planning

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  1. Strategic Business Application Planning ITIM Customer Council July 15th, 2008

  2. Agenda • Definitions • Recap • Highlights • Resources • Content • Timeline • Analytical process

  3. Definitions • Business Application Planning • The generic concept of planning for and governing application investments  • Does not differentiate between “who” is conducting the planning and governing, what is being planned and governed for, or when it is occurring • Strategic Business Application Planning • Long term, high level planning and governing of application investments  • Enterprise Business Application Planning • Planning and governing of COVA investments in shared applications, e.g. HR, FM, BI, ECM • Agency Business Application Planning • Planning and governing of agency specific applications, e.g. VNAM, APECS Does one of these areas warrant more attention than the others?

  4. Strategic Planning • Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions: • "What do we do?" • "For whom do we do it?" • "How do we excel?" • There are many approaches to strategic planning but typically a three-step process is used: • Situation - evaluate the current situation and how it came about. • Target - define goals and/or objectives (sometimes called ideal state) • Path - map a possible route to the goals/objectives

  5. Business Application Planning(Recap) • Document for the Executive Branch: • How the Commonwealth currently plans for and governs business (both enterprise and shared service) applications today (AS-IS) • Roles, responsibilities and linkage of key participants and processes • COVF, ITIB, CAO, CIO, ITIM CC, DPB, Secretariats, Agencies • Governor’s Objectives, ITSP, RTIP, Agency Strategic Plans, budget, federal requirements • What the Commonwealth should strive to achieve (TO-BE vision) • How the Commonwealth should plan for and govern business (both enterprise and shared service) applications tomorrow (TO-BE governance) • What should be next steps toward achieving the TO-BE vision Is this too much or too little?

  6. Value in the Vision “AS-IS” “TO-BE” FM HR Enterprise Applications Security LMS CRM Enterprise Applications Shared Services Dev Support Va.gov eSignature Shared Services Agency Applications (Mission & Non-Mission) ….. Licensing (Dept of Health Professions) Business Intelligence ePayment ECM (Library) Portals Agency Mission Applications Can our AS-IS planning and governance model deliver the TO-BE vision?

  7. Business Application Planning(Key Highlights) Accomplishments Identified action officers Began working group sessions Next Steps Refine scope of work Continue working group efforts Solidify stakeholders and support

  8. Business Application Planning(Resources) • Personnel • Executive leadership and direction • TBD • Thought leadership and direction • ITIM Customer Council • Action Officers • Phil Benton (DRS) • Dave Mix (DMAS) • Kevin Platea (VDSS) • Will Goldschmidt (VEAP) • Will Caudle (VEAP) • Paul Dodson (VITA) • Nicole Helmantoler (VITA) • Pam Watson (Change Leadership) (DHRM) • Mitch Rosenfeld, Billy Barbee, Ken McCabe (DPB) • TBD (DOA) Who should be added to this list?

  9. What is the deliverable?(Content) A vision for business applications High Level: Shared Services and Data Management and/or Low Level: Electronic Forms, Customer Relationship Management, Business Intelligence, Digital Signature Agency mission-critical applications are NOT the focus An analysis of the planning model Document and analyze AS-IS business application planning Determination of sufficiency for achieving TO-BE vision An analysis of the governance model Document and analyze AS-IS governance Determination of sufficiency for achieving TO-BE vision Are planning and governance separate?

  10. What is the Deliverable(Vision) • Enterprise Objectives • Common suite of business tools managed by the enterprise and used by the agencies, e.g.: • Customer Relationship Management • Case Management • Business Intelligence • Financial Management • Human Resources • Performance Budgeting • Procurement • Data standards • Citizen common-data repository • e-Government • Oversight and management of Maintenance and Operations budget and spend • Alignment of SoTech, CIO, and CAO Managed could mean budgeted, selected, paid for and maintained What is your vision for the future?

  11. What is the deliverable(Planning) AS-IS enterprise and agency planning Roles and responsibilities of key participants and processes Process flow diagrams High level document; broad in vision and recommendations Utilize 2002-2006 IT Strategic Plan as a start point and guide Primary document for shaping enterprise and shared services investment Agency mission-critical applications are NOT the focus

  12. What is the deliverable? (Governance) • AS-IS enterprise and agency governance • Roles and responsibilities of key participants and processes • COVF, ITIB, Governor, Secretariats, CIO, CAO, ITIM CC, DPB, Agencies • Governor’s Objectives, ITSP, RTIP, Agency IT Plans, Budget, federal mandates • Process flow diagrams • Recommendations for improvement • To-Be vision for governance Can we achieve our TO-BE vision with the current governance model?

  13. Business Application Planning(Outline) Message from the Governor Acknowledgements Need Vision Business Application Planning AS-IS environment TO-BE environment Governance AS-IS environment TO-BE environment Recommendations / Key initiatives Appendices

  14. Proposed Schedule June July Aug Sept October November December 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 Review Documentation Develop Outline Develop First Draft Staff Draft Revise Draft / Create Final Staff Final Publish Business Strategy Communications Plan

  15. Analytical Process • Identify entities (Who are the participants?) • Define role(s) • Identify objects (What is being produced?) • Purpose • Created by…. • Provided to…. • Used for…. • …… • Identify process flows • Identify opportunities for improvement

  16. Planning Entity Federal Gov’t General Assembly APA DOA Budget Reports Object CAPP Grants RTIP Code of Virginia DPB COVF Governor’s Office ITIB Code of Virginia Budget Objectives RTIP Vision Budget Objectives Code of Virginia Performance Management Agencies CIO Secretariats PMD ITSP Notably missing: CAO Strategic Plan Budget PSG Objectives IT Plans EA RTIP

  17. Governance Federal Gov’t General Assembly APA DGS Budget Audits GASB eVA Code of Virginia DPB DOA Governor’s Office ITIB Chart of Accounts Budget RTIP ARMICS Budget Code of Virginia CAPP Agencies CIO PSG Strategic Plan ITSP EA IT Plans ProSight

  18. Discussion Points • What is the correct scope? • Have we engaged the correct people? • Is the initial methodology sound? • Is the timeline supportable?

  19. Questions & Comments

  20. Customer Relationship Management Data Standards -> Common Data -> Common Intake -> Common Customer Relationship Management How It All Fits(Example) Common CRM TBD Common Portal ESB TBD TBD TBD 10+ Yrs HR (Pers/Pay) IUI Financial Mmgt TBD Common Intake Purchasing Shared Services 6+ Yrs TBD Objects are for example purposes only Common Data Business Intelligence Portfolio Mgmt Strategy XML SOA 2+ Yrs Data Standards Business Strategy App Portfolio TBD

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