Washington State Information Technology Technology Strategy - IPMA Keynote

1. May 22, 2012 Washington State Information Technology Technology Strategy - IPMA Keynote Bharat Shyam Washington State Chief Information Officer

2. Agenda • Important trends in technology and society • Culture and insight into state government IT • Goals of Strategic Plan • Organizational bets and principles • Action plan

3. Important Trends in Technology and Society • People are consuming (and expect access to) data and services at all times and from a variety of devices. • Many inventive applications have been created using available government data. • Employees expect to use a variety of personal devices to get work done. • Publicly-available cloud platforms are very compelling and growing rapidly due to cost reduction and nimbleness. • Software as a Service (SaaS) is an easy and cost-efficient way to adopt new technology. • Government IT-run private clouds enable sharing, reduce costs and are becoming more viable.

4. Insights into State Government IT • Washington state government is like a conglomerate: every department has its own distinct culture. • Many key services could be much better if centralized or consolidated. • There is a lack of trust in the delivery of centralized IT. • Many key services have very old applications and infrastructure that need replacing. • No disaster recovery “story” for critical government services.

5. Insights into State Government IT • Procurement is slow, fragmented and cumbersome. • Some employees are not adequately prepared to incorporate and maximize IT in the workplace. • The digital divide is real and a barrier to opportunities & services for some citizens. • Budgets are tight!

6. IT Strategy Goals • Innovate and deliver better services to make public interaction with state government more streamlined and responsive. • Make government data more accessible to Washingtonians to increase transparency and to encourage private sector innovation. • Continually focus on making state business operations efficient, nimble, frugal. • Build and support credible, well-planned, trusted IT organizations that save money and make employees more productive.

7. Organizational Strategies and Principles • Take on ambitious projects in steps that yield value along the way. • Promote centralization or consolidation where it makes sense. • Build and maintain trust in our efforts by making our work transparent to state policy makers and the general public. • Make smart choices on emerging technologies for long-term solutions. • Leverage centers of excellence to experiment with new ideas and solutions. • Develop plan for hiring and retention of state IT staff. • Create robust communities of technology interest groups. • Adopt a technology policy framework.

8. Action Plan • Secure critical state government services and enable them to continue functioning after a disaster. • Improve accountability and insight into IT spending. • Begin adoption of Public Cloud Platforms where appropriate. • Adopt Software as a Service (SaaS) for applications purchased by state agencies where possible. • Adopt Enterprise Resource Planning (ERP) applications systematically and incrementally. • Consolidate infrastructure to drive savings and deliver improved services. • Adopt Private Cloud Platforms across IT teams.

9. Action Plan • Efficiently manage all of the state’s suitable data centers. • Encourage state agencies to systematically free up data (including GIS data) for public consumption. • Make it easier for Washingtonians to interact with state government. • Inventory and plan for the replacement of critical legacy IT systems. • Study how to attract and retain highly-skilled IT staff and build up IT interest groups. • MISSING: Deliver government data and services to citizens via all kinds of mobile devices.

10. Action 1: Secure Critical State Government Services and Enable Them to Continue Functioning After a Disaster • Most state agencies (including DOC, DSHS, WSP) do not have the ability to failover to a different pool/data center to recover from a disaster. • Specifically, the OCIO commits to the following steps: • Identify most important agencies in need of a comprehensive disaster recovery plan • Help these agencies create and track a schedule for creation of automatic failover in remote pools/data centers • Identify and invest in Data Center space away from western Washington’s seismic fault zones • Work with Security Experts to secure critical government services and infrastructure • Letter Grade: Midyear: B (All letter grades should probably read as I for Incomplete) • DR: WSP planning on moving to new data center. DOC exploring strategies for disaster recovery • Working on new security policy – workgroups formed • Funding obtained for examining security of critical services and infrastructure • What you can do • Be security conscious and train your non IT colleagues on IT security • If you are responsible for a critical app, start thinking about disaster recovery

11. Action 2: Improve Accountability and Insight into IT Spending • We must provide easy tools for IT leaders in each agency to track their spending. • OCIO will provide a dashboard experience for agency directors which enables the Legislature, OFM & Governor to have consolidated view of the state’s IT spend. • Letter Grade: B • Gartner TCO results in hand - we are at average • Explored and identified an ITFM partner – working towards contract • Beginning planning for implementation of ITFM tool via budget process • What you can do • Prepare for implementing an ITFM tool: Identify data sources for IT utilization and spending like Ticketing, Logs, Time spent on Projects, Asset and CM dbs, Shadow Accounting systems, etc • Be rigorous in your classification of IT spending (XY) for this biennium

12. Action 3: Adopt Public Cloud Platforms Where Appropriate • Negotiate purchasing relationships with providers • Identify workloads in state agencies that can move to public cloud platforms • Experiment with and adopt management toolsets to manage workloads • Explore possibility of creating a public cloud which satisfies restrictions for higher security Government Applications (aka: “Government cloud”) • Letter Grade: C • No contracts with major public cloud platforms yet • Lots of experimentation (DOT, DFW, DNR, etc.) • No work started yet on policies, toolsets and standards for monitoring and managing cloud platforms • What you can do • Sign up and start using cloud platforms – check out how to write and deploy an app, understand how security, authentication and monitoring works. All for free…

13. Action 4: Adopt Software as a Service (SaaS) for Agencies Where Possible • Adopt SaaS solutions, where appropriate, with minimal up-front investment when it is cheaper to deploy and easier to maintain • Specifically, we will try to adopt SaaS solutions in the following areas in 2012: • Learning Management, Personnel Performance Management, Time Leave & Attendance, Email, Productivity and Collaboration applications • Letter Grade: B • ADFS in test – on path to standing it up by mid year • Several negotiations & explorations under way in above areas • What you can do: • Learn about the pros and cons of SaaS • Be open to SaaS solutions where there is a real advantage

14. Action 5: Adopt Enterprise Resource Planning (ERP) Applications Systematically and Incrementally • OCIO will introduce a policy framework which allows an incremental approach to building a cohesive suite of applications • Build a roadmap of applications to be adopted statewide • Identify departments that have passion and need for specific application • Increase to several departments, roll out to entire enterprise, demonstrate value at each step • Letter Grade: B • Generally a belief that this is feasible – both as a SaaS and with a comparatively more modest budget • Working on building justification for the next administration – it needs to be driven as a business – not an IT – project • What you can do • Identify and document shadow systems in anticipation of an enterprise wide system rollout (It is good practice anyway)

15. Action 6: Consolidate Infrastructure to Drive Savings and Deliver Improved Services • The OCIO will focus on: • Data Centers • Shared Email Project • WiFi LANs • Procurement • Identify a list of other areas where we can benefit from consolidation in the future • Letter Grade: B • Shared Email project is nearing successful completion - May lead to Office 365 • Data Center effort is back on track with changes • Procurement overhaul under way • Looking at other areas in CTS and DES where we could add consolidated shared services • What you can do • Help CTS & DES be successful in WiFi, Data Center and other consolidated services • Help them standardize and Hold them accountable, push back on excessive charges but don’t ask for custom agreements

16. Action 7: Adopt Private Cloud Platforms to Enable Easy Movement of Workloads The OCIO commits to the following steps: • Identify standardized Private Cloud stacks to invest in for managing Private Clouds in WA state • Identify at least 3 agencies that will begin building out interoperable, standardized Private Clouds • Create and track a schedule for the creation of these Private Clouds • Letter Grade: Heading to an F or A by end of year  • We are not ready to adopt Private Cloud technologies because we have work to do to just standardize & clean up our hosting environments • What you can do • Standardize your hosting infrastructure – monitoring, patch management, virtualization, etc • Help CTS move to a standard hosting model

17. Action 8: Efficiently Manage the State’s Viable Data Centers • New State Data Center has been the source and focus of discussion • Money spent on State Data Center is “sunk cost” • Important to manage all data center assets that are built to acceptable standards across state IT • Significant agency data consolidation due to virtualization has taken place, resulting in unused data center space • The proposal to move all of OB2 to the new state data center in a bulk move has several problems

18. Action 8: Efficiently Manage the State’s Viable Data Centers • Consolidation done incorrectly can result in substantially increased costs • Good reasons moving to the new data center are: • Inadequate data center facility • Building disaster recovery capabilities • Relieve the pressure on cooling in overburdened data centers • Creating a new utility for smaller agencies • Eventually, some data centers may need more infrastructure investment and may eventually move

19. Action 8: Efficiently Manage the State’s Viable Data Centers The OCIO will: • Identify data centers that will continue to be maintained • Identify the first set of agencies, workloads and systems that will move to the new State Data Center • The following actions are in Phase 1 for State Data Center: • The WSP team will begin moving into the State Data Center • The CTS team will identify and move 20% of the workload in OB2 • The CTS team may also begin building a utility for smaller agencies in the State Data Center • Incrementally build out the state data center hardware to accommodate these new workloads • Letter Grade: C • Planning & Work under way for Phase 1 • What you can do • Work with CTS to utilize all your Data Centers well • Help CTS drive towards a standardized suite of services as they make the move

20. Action 9: Encourage Agencies to Systematically “Free Up” Data for Public Consumption • Work with state agencies to identify solutions (like data.gov, geography.wa.gov) to house the data, and encourage widespread participation in the data sharing • Work with the GIS community to rapidly deploy web services and tools needed to publish and easily consume GIS data • The State’s Broadband Office is hosting a competition to encourage the use of government data to develop innovative applications for the general public. The OCIO will work with the Broadband Office to provide a single access point for researchers and innovators looking for government data sets. • Letter Grade: B • Several agencies and people have been “activated” – not yet seeing a ton of data on data.wa.gov • 20 governmental organizations have been “activated” on geography.wa.gov– over 150 new web services and apps to be published to the cloud with public assess • What you can do • Get trained on using data.wa.gov and WA GeoServices & free up data sets that you think are going to be useful 

21. Action 10: Make It Easy for Washingtonians to Interact with State Government • There should be easy access to services across related departments • Agency sites should be more small business friendly • OCIO will examine alternatives including: • Enterprise wide group for creation & maintenance of sites for citizen interaction • Focus on permits, licenses, portals, mobile access • Letter Grade: B • Releasing acquisition for Website and e-Gov Services to do the portal work (May 25, 2012) • Established multi-agency E-Gov workgroup to make it easier for businesses to interact with the state (Apr 2012) • Drafting high-level implementation plan to make it easier for small businesses. easier for to interact with the state(Sept 2012) • What you can do • Walk in their shoes, small improvements in workflow & UX matter. Collaborate to make it better in ways big and small. Don't wait for the big plan. • Start thinking about making important services available on smartphones 

22. Action 11: Inventory and Plan for Replacement of Critical Legacy IT Systems • Many key services have a very old legacy systems in place. Systematically replacing this infrastructure is critical for long term health of IT in state government • The OCIO will: • Identify & prioritize the list of legacy applications that should be replaced in the next 10 years • Formulate a strategy for systematically replacing these applications & funding the replacements • Letter Grade: C • Early work identifying these systems (DRS, DOR, DSHS, L&I, etc.) and several of these teams are looking at how to replace this legacy • What you can do • Identify and kill little used applications under your control systematically • Plan to replace legacy applications that need new functionality are hard to maintain & modify • For the stuff that works and doesn’t need change, find a way to freeze dry it

23. Action 12: Learn How to Hire and Retain Skilled IT Staff in State Government • OCIO will work with Personnel Director to develop a technology personnel recruiting and retention strategy • OCIO will foster creation of communities of IT personnel who are interested in a specific area to create a community of interest around specific technology or IT management areas • Letter Grade: C • A couple of early communities created but not much momentum yet • Not clear exactly how we will get the funding for investing in IT employees • What you can do • Take charge, be responsible for your own training & development since no one else will • Step up and participate in/create a community that looks at areas that you are passionate about

24. Questions? Thank You