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Data Center Consolidation in California

Data Center Consolidation in California. March 21, 2006 Anna Brannen & Mitzi Houston California Department of Technology Services. Agenda. Why and What California Consolidated? Value From Consolidation Lessons Learned Our New Direction Conclusion. Round Numbers.

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Data Center Consolidation in California

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  1. Data CenterConsolidation in California March 21, 2006 Anna Brannen & Mitzi Houston California Department of Technology Services

  2. Agenda • Why and What California Consolidated? • Value From Consolidation • Lessons Learned • Our New Direction • Conclusion

  3. Round Numbers • IT Expenditure in CA State • $2 billion annual expenditure. • 6,000 state IT professionals. • $500 million annual telecommunications contract. • Scope of Consolidation • Two data centers with an annual expenditures over $200 million. • Telecommunications and CALNET contract. • Full range of data center services. • 800 IT professionals. • Seven facilities.

  4. Why California Consolidated • Tactical • Budget crisis • Leveraging buying power • Increase efficiency • Strategic • Opportunity for shared services • Retirement crisis • Improve security and risk management

  5. Baby DTS is 7 Months Old! Telecomm. Div. Teale Data Center Human Services Data center

  6. Where is the Savings (aka Tofu)? • Software Licenses • Computing Infrastructure • Facilities • Networks • People

  7. What Went Well? • Limited scope creep. • Pick one process and implement! • Communications. • Different settings for different people. • All forms of communications were used. • High Level Support. • Cabinet, State CIO, and Budget Office.

  8. Lesson Learned • It’s all about people! • Melting pot of different cultures. • No such thing as over-communication. • Project management • Not a data center strength. • Technicians are not analysts. • We’re in religious wars. • There is hope! • Co-location would have helped. • Make facilities changes ASAP. • Managing financial expectations • Pressure to deliver efficiency fast.

  9. Our New Direction • Current situation • A context for our business (shared IT services) • 5 Strategies

  10. Current (almost past) Situation • Each entity had its own approach built around service reps • Accept service requests and convey to appropriate internal entity such as Operations, Engineering, or Administration • Primarily reactive • No real process measures or service levels • Occasional measurement of customer satisfaction • Customer Perception: Varied

  11. Why DTS Shared Service? • Economies of scale • Security • Process consistency • Standards

  12. Shared Services Core Services Legacy Transformation Mainframe Hosting Public Meeting Videos Servers E-mail Desktop Support Telecomm. Server Based Computing LAN Support Customer Support Disaster Recovery / Security DTS Shared Service Model State Portal DTS Customers DTS Customers

  13. Strategy 1: Engage the Customer • Build a community • Develop a Customer Advisory Committee • 8 Largest customers (60% of revenue) • 1 Medium and one small department • Guides the evolutions of new services and programs • Endorse standards for shared services • Director’s Advisory Board • AIO’s • Develop programs to engage departmental directors • Executive briefings; Building IT strategic roadmap • Service specific governance • Empower the customer • E.g. email, State Portal

  14. Strategy 2: Organize for Delivery • Elevate Customer Service to a major division • Incorporate all customer facing functions • Assign account managers for major customers • Proactive; peer level interface with the CIO • Engage in strategic as well as tactical issues • Build relationships • Quarterly account review with customer and Director • Operations and Engineering divisions behind Customer Delivery Division • Develop the customer delivery staff • Internal educational conferences

  15. Strategy 3: Plan for Customer Service • Add “customer service” as a balanced scorecard item • Financial, Customer Service, Employees, Innovation • Create strategic plan objectives for customer service improvement • Hold managers accountable for measureable improvements • Staff training in customer skills

  16. Strategy 4: Process Improvement and Measurement • Implement “Best Practices” – ITIL • Start with Service Request process • Start process measurement • Implement level 1 service level agreements

  17. Strategy 5: Leadership and Communications • Innovation Lab • Mini-conference Center • Statewide IT event calendar, public and private • Expanded training services • Monthly newsletter • State specific news • Relevant technology news • Improvement website

  18. Conclusion • Consolidation was successful • Once you complete consolidation move forward • Use consolidation to address long standing issues

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