- IT Strategy
- Architecture and Standards
- IT Infrastructure
Ongoing maintenance and replacement requirements are not well-funded; compete with new initiatives for funding.
|Generation 1||Generation 2||Generation 3|
Enterprise concept begins with executive branch agencies
Voluntary participation by agencies from other branches
Communities of Interest (COIs) defined
Enterprise standards selected and communicated
Enterprise inventory completed
Collective enterprise power is leveraged and benefits are realized
Governance mechanisms configured to meet enterprise requirements
Processes are improved and measured according to customer needs
Availability of reliable enterprise shared services
IT Spending and Return on investment (ROI) is both objective and accurate
Single Commonwealth enterprise, presenting single face of government in Mass.
All IT investments are enterprise-driven according to customer and agency needs
Enterprise has common enterprise infrastructure, consolidated by platform
Massachusetts has ubiquitous access to value-added technology
Enterprise performance is measured using customer-centric business metrics
Define, authorize, and communicate the scope and authority of Office of CIO.
--Budget Authority --Procurement
--Project Management --Quality Assurance and Quality Management
Conduct an organizational assessment.
Establish an IT Advisory Board.
Identify potential communities of interest, leveraging interest areas established in Governor's agenda (e.g. Labor & Commerce, Commonwealth Development).
|Mobilize the Office of the CIO.
--Establish lines of authority.
--Define new roles (COO, CTO, CSO) and fill new positions.
Transform ITD into the central service provider of enterprise IT services.
--Establish Memoranda of Understanding with Legislative & Judicial branches
--Establish Service Level Agreements between providers and customers
Conduct integrated strategic and IT planning around Communities of Interest.
|Implement information technology solutions designed to enable common business processes of the Communities of Interest.
Develop both incentives and accountabilities that result in the integration of common processes across Communities of Interest.
Develop and validate an IT Strategy formulated from and aligned with the Governor's published agenda.
Require objective and measurable process performance metrics and goals in agency IT investment proposals.
|Align Commonwealth's legal framework with the IT Strategic Plan.
Align IT investment mechanisms with objectives set out in the Enterprise IT Strategic Plan.
--Business Process Reengineering considerations
--Established process performance metrics
|Establish enterprise strategy that defines overall objectives for the delivery of government services in Massachusetts.
Institute a recurring process for revising and updating the IT Strategic Plan and ensuring its alignment with the overall Enterprise Strategic Plan.
Define customer-centric business metrics to be used as standard measures across the enterprise.
Select a single architectural framework and update existing architectural standards to align with that framework.
Institute an "open source" program for the Commonwealth.
Communicate the value of a standardized architectural approach across the enterprise.
|Establish a mechanism (governance body, processes, etc.) to further develop and promote compliance with a comprehensive set of architectural standards.
Publish and deploy standards across the enterprise.
|Ensure that all IT projects comply with established architectural standards to promote greater integration and interoperability of information technology across the enterprise.|
Inventory existing applications to create a single enterprise portfolio.
Conduct comprehensive inventory of existing infrastructural elements (i.e. voice networks, data networks, data centers, and portfolio of applications).
Define scope of enterprise infrastructure and identify and prioritize opportunities for infrastructure improvement across the enterprise.
Identify and verify mission critical components (functions and systems) of the infrastructure, leveraging existing contingency plans, Y2K inventory, etc.
|Develop a strategic IT infrastructure plan based upon inventory of as is infrastructure and identification of improvement opportunities.
Commence consolidation and/or modernization of enterprise infrastructure in the Commonwealth.
Coordinate and leverage requirements of mission critical functions and systems to identify and provide an environment which supports continuity of enterprise operations.
Identify factors necessary to calculate Total Cost of Ownership (TCO) for the application portfolio.
CIO negotiates bulk purchase agreements for enterprise IT assets (hardware, software, peripherals, etc.).
|Optimize enterprise IT infrastructure through comprehensive consolidation and modernization.
Maintain a comprehensive business continuity plan for the enterprise, supported by SLA's between Commonwealth agencies and the Office of the CIO.
Use application portfolio managment to improve IT investment decisions.
Deploy all enterprise IT assets according to agency requirements and maintain asset tracking from a single point.
Develop a forum with local governments to leverage shared services and repeatable solutions (i.e. credit card processing, web hosting, etc.).
Research and identify legal obstacles inhibiting partnerships between the state and local governments (i.e. infrastructure, procurement, access, etc.).
Identify pilot project between federal, state, and local government to create "single view of government" model.
Implement annual report card (metrics) on statewide connectivity.
Complete Phases I and II of MassConnect.
Create quarterly forums of private sector throught leadership.
|Provide incentives for local governments to participate in Mass.gov.
Create service offerings for local governments through ITD & Office of the CIO.
Begin implementation of Phase III of MassConnect.
Create legislative package to implement MassBroadband initiatives.
Create internet-based pilot project targeting single Community of Interest (i.e. healthcare reform).
Address legal barriers for public-private partnerships, including multi-year contracting.
|Use combination of public-public and public-private partnerships to promote "single face of government" enterprise wide.
Develop specialized portals around Communities of Interest.
Leverage Communities of Interest to establish geographic and functional Centers of Excellence.