Commonwealth of Massachusetts

1. IT Strategy for the CommonwealthAnnual Update WorkshopSeptember 9, 2009UMass Collaborative Services Facility333 South StreetShrewsbury, MA 01545-4169 Commonwealth of Massachusetts

2. Objectives for the Workshop • Take stock of where we are on the Strategic Plan • Assess environmental changes affecting state government and their implications for IT • Advance the Strategic Plan forward one year to reflect changes in priorities, if any • Review skills for leading through times of change

3. Today’s Agenda

4. Refresher: Summary of the PlanAs of Fall 2008

5. How We Developed the Plan 2003 IT Commission Report IT Advisory Board CIO Cabinet Current State Assessment and Vision Harvard Kennedy School Workshop---56 Participants IT Council and Business Leaders Other States’ IT Plans

6. Plan Summary as of Fall 2008 CURRENT STATE VISION FOR THE FUTURE IT in the Commonwealth characterized by… We seek an IT environment that will enable… • Efficient and easily accessible services for all constituents • Open and transparent engagement with citizens of the Commonwealth • Accurate and timely data for policy making, service delivery, and results evaluation • Aging systems • Constrained resources • Uneven, fragmented IT planning, services and skills BUT, at the crossroads of a unique opportunity… • Strong sense of collaboration, consensus among IT leaders • Bond funding to invest in collective action ROADMAP Build a technology foundation comprising… • Robust, agile enterprise IT infrastructure • Shared services and applications • Common, effective management practices To be accomplished through… • 7 key initiatives • 4 supporting initiatives

7. SHARED SERVICESAND APPLICATIONS COMMON, EFFECTIVE MANAGEMENT PRACTICES 5 Civic Engagement Strategy 7 Enhanced Procurement Process 6 Identity Management 3 IT Recruitment & Training 4 Project Management 2 Systems Modernization 1 Second Data Center Building the Technology Foundation ROBUST, AGILE ENTERPRISEIT INFRASTRUCTURE 1 Secretariat Consolidation KEY INITIATIVES 2 Shared SOA Infrastructure 3 Network Architecture 4 Enterprise Security Plan SUPPORTINGINITIATIVES

8. Year 1 Accomplishments: Progress on Strategic Initiatives

9. Workshop Survey Results—Part AProgress on Strategic Initiatives

10. Workshop Survey Results—Part AProgress on Strategic Initiatives Working together, we have made good progress on the Strategic Plan over the last year. Summary of comments • Overall agreement that plan is on track • Pace of activity sometimes a strain, but little support for slowing down • Hallmark of effort: “…willingness of many to listen, participate, collaborate…”

11. 1. Secretariat ConsolidationWorking Group • A. Margulies, CCIO (Co-chair) • T. Curran, SCIO, HHS (Co-chair) • B. Wilbur, SCIO, EEA (Co-chair) • J. Letchford, Deputy CCIO • J. Snyder, CTO • L. Angeloni, ITD CFO • E. Wright, ITD HR • C. Boldman, ITD • L. Hamel, ITD Legal • E. McGuire, ITD PMO • M. Desmond, SCIO, ANF • M. Bradley, Asst Sec, ANF • L. Pasquini, Asst Budget Dir • P. Dietl, HRD CHRO • B. Wooten, HRD Deputy CHRO • M. D'Angelo, HRD • J. Holbrook, EOE • G. Young, SCIO, HED (Acting) • S. Barnard, CFO, HHS • J. McCue, CHRO, HHS • P. Ghannan, EOHHS • J. Glennon, SCIO, LWD • J. Grossman, Undersecretary, EOPSS • C. Wood, SCIO, EOPSS • K. Weber, CAO & SCIO (Acting), EOT • E. Hyde, Deputy CIO, EOT • M. Benison, OSC Comptroller

12. 1. Secretariat ConsolidationYear 1 Accomplishments • Completed IT benchmark study • Confirmed current state • Compared with peer groups: • Under-invested in IT overall—60% lower expenditure per user • 33% fewer IT staff adjusted for size of enterprise • Needlessly complex environment: • 15+ WANs • 136 data centers • Many different platforms • Launched Secretariat IT and infrastructure consolidation per EO 510 • Completed Secretariat consolidation plans • Completed high-level IT Infrastructure Consolidation Plan

13. 1. Secretariat ConsolidationSample Comments Many positive perceptions… • The definition and Union approval of common IT job functions is a huge step forward that will enable career growth for our IT resources. (– HR Director) • Consolidating our Oracle procurement in FY10 provided us with some unexpected cost savings. (– Procurement Lead) • Our services will finally have infrastructure that provides an adequate level of redundancy, which will reduce outages for our constituents. (– Agency Commissioner) • We are building a Commonwealth-wide Asset Management repository and process. No more servers sitting under desks and being eaten over. (– Agency CIO) • At the end of Phase 2, we will have an integrated understanding of our IT landscape – how our people, processes, and technology jointly support our end users. (– Secretariat CIO) • Focuses our attention on what is attainable in light of our internal agency merger • Keep the pressure/momentum strong! Yet… • Cuts starting to affect the consolidation • Too many things going on at the same time

14. J. Snyder, ITD, Chair C. Jenks, contractor J. Falvey, contractor M. Poole, UMass C. Mulhurn, EEA M. Wilbert, EEA A. Chidlovski, HED D. Racine, HED D. Wessman, HCF R. Murray, HHS L. Kacazmarek, DPH E. Matos, HHS T. Cream, EOT J. Lindholm, EOT C. Burlingame, Trial Courts 2. Shared SOA InfrastructureWorking Group

15. 2. Shared SOA InfrastructureYear 1 Accomplishments • Purchased HP Business Activity Center: SOA Governance, monitoring, dashboard functionality • Purchased HP Systinet: External Service Registry and Repository for Web Service artifacts • Identified solution suite to replace CommBridge and SFED applications • Created a POC environment validating Solution Suite components • Partnered with HR-CMS with CommBridge replacement • Partnered with EOHHS on ESB solution validation Sample comments… • Many agencies moving forward with SOA, need more support to align us in right direction • Great job helping in this area—continue moving forward • Need more info on how SOA changes development of future applications before we get painted into a corner on solutions that don’t comply

16. J. Snyder, ITD, Chair J. Letchford, ITD S. Lecky, ITD D. Mcevoy, DOR M. Poole, UMass D. Robbins, EEA D. Racine, HED R. Murray, EOHHS D. Perchase, DMH P. Lantieri, HCF K. Lynch, MCB R. Herold, LWD C. Wood, EOPSS T. Cream, EOT J. Wentzel, ITD 3. Network ArchitectureWorking Group

17. 3. Network ArchitectureYear 1 Accomplishments • Established governance structure for design, implementation, operation phases • Cut over first VoIP locations for EOHHS • Produced conceptual design, implementation plan, cost structure, NOC creation • Surveyed over 50 communities on their fiber needs and interest in participating in Commonwealth-wide solution • Assisted MBI in ARRA grant proposal Sample comments… • Very large effort that needs to be done RIGHT • Made more urgent as a way to save money through greater effectiveness • Need to identify sources of funding for implementation so that anticipated savings can be realized sooner

18. Enterprise Security Board Executive Committee: J. Beveridge, SAO, Co-Chair D. Walsh, ITD, Co-Chair R. Buchanan, SAO A. Doty, City of Springfield D. Gilleran, DOR J. Glennon, LWD F. Healey, DOT G. Lockwood, ITD T. Guerriero, ITD J. Slater, CHSB B. Ridley, Formerly UMass P. Sullivan, State Police M. Weinberger, EOT ESP and EO504 Direct Support: C. Dalton, ITD J. Abdal-Khallaq, ITD L. Hamel, ITD S. Zierten, ITD R. Murray, EHS K. Moriarity, EHS R. Garon, HRD T. Harrison, DOR L. Kaczmarek, DPH E. Sanborn, ITD N. Robinson, ITD 4. Enterprise Security PlanWorking Group

19. 4. Enterprise Security PlanYear 1 Accomplishments • Completed Enterprise Security Plan roadmap • Initiated formalization of ESB (bylaws-driven) • Initiated ISO 27001 adoption process (gap analysis, policy development, process review) • Implemented policies, standards, tools, training regimens, and procedures to comply with EO504 and to fill gaps per ISO 27001 • Documented 87 EO504-required executive department agency Information Security Officers (ISOs) • Trained ISOs, SCIOs, related stakeholders • Developed, reviewed, and scored agency Information Security Programs (ISP) and Electronic Security Plans (ESP) • Developed the Self Audit Questionnaire (SAQ) • Implemented enhanced security penetration, vulnerability, and forensics solutions • Implemented Security Education & Awareness Training

20. 4. Enterprise Security PlanSample Comments • Good work being done in this area • Keep moving forward but accelerate if possible • Current state of security threat requires us to keep security high on the list • EO 504 helped to accelerate this effort • Circle back around—help agencies ensure consistency in policies and procedures • Policies are fine, but there is not enough technical assistance and no review of what is actually happening throughout state government

21. 5. Civic Engagement StrategyYear 1 Accomplishments • Implemented Social Media Policy and Planning Workgroup • Collaborated with Governor’s Office on new media initiatives (e.g., Commonwealth Conversations blogs) • Supported federal stimulus reporting and transparency initiatives Sample comments… • Economic downturn makes it harder to do this because it requires adding product, process, and resources • Other priorities consistently trump this • Make sure the good stories get out! • Need to articulate goals more clearly

22. 6. Identity ManagementYear 1 Accomplishments • Held Identity Management Summit to address current and past Commonwealth efforts and learn about industry best practices • Identified Identity Management roll-out approach and initial partners • Identified systems of record for activities identified Sample comments… • Should be a higher priority in the coming months • No statewide approach—lack of direction results in duplicate and uncoordinated work • Need to complete proof of concept

23. 7. Enhanced Procurement ProcessWorking Group • H. O’Malley, ITD • L. Angeloni, ITD • W. McAvoy, OSD • M. MacEvitt, OSD • R. Mordaunt, OSD • M. Burwell, ITD • N. Burke, OSD • S. Ma, OSD

24. 7. Enhanced Procurement ProcessYear 1 Accomplishments • Gathered procurement data for top 20 IT vendors • Initiated two pilots with large IT vendors to negotiate better enterprise terms • Developed new procurement workflow recommendations to operate under Secretariat IT Consolidation • Increased discount to 47% for all purchases for all eligible entities buying thru statewide Oracle contract (previously 25%, 30%, 35% or 40%) depending on size of purchase • Entities that pooled funds (Trial Courts, ANF, Labor, Transportation) achieved discounts up to 82% and freezes/caps on maintenance increases • Over a 5 year period savings projected to be $50M+ Sample comments… • Continue to negotiate with key it vendors in a centralized fashion • Need more communication on status of this project • Simplify fair and open rules

25. 8. Second Data CenterWorking Group • Stuart Lecky, ITD (co-chair) • Sean Hughes, EOPSS (co-chair) • Vincent Piccinni, ANF • Dave Robbins, EOEEA • Jacquie Doherty , EOEEA • Tom Cream, EOT • Mike Syversen, EOHHS • Gerry Young, EOHED • Charlie Pratt, TRE • Jennifer Goree, EOE • Steve Hamilton, OSC • Dan Walsh, ITD • John Letchford , ITD

26. 8. Second Data CenterYear 1 Accomplishments • Secured capital funds • Selected site • Designed building • Defined operating vision Sample comments… • Critical initiative—shows commitment to change • Need to follow through with the same level of attention we have devoted to planning it • Need more communication on status • Commonwealth is flirting with disaster by not having a viable alternative to MITC

27. 9. Systems ModernizationYear 1 Accomplishments • Secured capital funds • Invested $82M in capital projects in FY 2009, more than previous years • 56 capital projects underway in FY 2009, 18 completed • 40 projects on track, 7 partially off plan, 4 off plan, 5 N/A • New process for prioritizing projects based on consistent criteria across agencies Sample comments… • Critical to the enterprise • Budget and capital cuts may lengthen project schedules and reduce project scopes • Economic downturn has huge impact here—capital $$ spent now will require additional funding for the maintenance of new systems in future

28. 10. IT Recruitment and TrainingYear 1 Accomplishments • Launched UMASS training initiative—120 employees participated so far • Initiated IT Staff inventory based on industry standard job functions Sample comments… • Economic downturn creates a more difficult scenario in which to offer opportunities • With all of the changes resulting from so many strategic efforts, recruitment and training are more essential than ever • Make sure we do this right—it's the fix we have been looking for, for many years

29. 11. Project ManagementYear 1 Accomplishments • Established and staffed IT Capital PMO to manage IT Capital Portfolio and implemented portfolio management functions: • Track overall IT capital funds pool • Facilitate project selection, priority setting and resource allocation • Oversee project and funding performance across the portfolio • Completed initial development and implementation of CommonWay • Managed FY 2009 capital spending to enable launch of 14 “QuickStart” projects • Conducted FY 2010 – FY 2014 capital planning process Sample comments… • Important initiative that all agencies can benefit from to ensure projects are on right track • Economic downturn makes this initiative more important than ever • Work on CommonWay has been great—useable right now—let's push it and get it in use • Resource constraints make it harder to develop project managers • Need more training and communication

30. Case Study on Managing Change: Transformation at the IRS Professor Dennis Campbell Harvard Business School

31. Reality Check:Part I—National Picture of IT in State Government Professor Jerry Mechling Harvard Kennedy School of Government

32. Reality Check:Part II—Changes in the Commonwealthand their Implications for IT

33. Workshop Survey Results—Part BEnvironmental Changes

34. Workshop Survey Results—Part BEnvironmental ChangesSample Comments Most important negative factor affecting our ability to provide IT services • Lack of funding and staffing in needed positions due to economic crisis • Inadequate skill levels, aging workforce • Inertia of traditional ways of doing business • Insufficient senior leadership backing for EO 510 in some areas Most important positive factor affecting our ability to provide IT services • Having a plan we can all work from • Community of IT leaders coming together • New spirit of collaboration • Improved communication and real discussion toward enterprise IT management

35. Workshop Survey Results—Part CImpact on Strategic Initiatives

36. Workshop Survey Results—Part DOverall Plan Review How well has strategic plan served us so far? • Excellent framework for the last year • Focusing on action items and sharing plans with other Secretariats—very helpful • Consistent vision for IT in the Commonwealth • Focuses us on Enterprise alignment and core supporting capabilities Right plan for the Commonwealth moving forward? Anything need to change? • Maybe some minor updates, but plan holds up well even in these challenging time • Right approach, but timelines are creating a strain on agency resources • May need to re-prioritize or scope down in some areas • Have not yet fully engaged all key business managers (exec and senior management) across all agencies

37. Workshop Survey Results—Part DOverall Plan Review(Continued) Any new priorities or directions for IT? • Right priorities now—not practical to include more given resource constraints • Plan covers most areas of need, but should address how priorities will carry over as changes in Administration occur in future • Specific ideas for new directions/additional emphasis • More video, more wireless • Greater use of social media tools • More focus on information security • More focus on shared services and resources to save money and reduce complexity • Gradual shift to focus on business processes and delivery of IT solutions to agencies, business partners, and citizens Anything we should stop doing? • No—cannot afford to stop any of these initiatives, but may need to rethink priorities if resources shrink further

38. Working Lunch/Breakout Sessions Rolling the Plan Forward: Strategic Priorities for the Coming Year

39. Working Lunch—Breakout Sessions:Updates to Strategic Plan Process • Please see Workshop Packet for your group assignment and location • Get lunch and bring back • Select facilitator/reporter—Readout when we reconvene at 2:00 pm Discussion questions (included in Workshop Packet) • Based on this morning’s discussion and the results of the participant survey, do any of the strategic initiatives need to speed up, slow down, or change direction, and if so, in what ways? • Are there any new priorities or directions we should consider for information technology that are not already embedded in or implied by the strategic plan? • What should our strategic IT focus be for FY 2010? Next year, when we look back at the year’s accomplishments, we will consider it a success if what?