A. High level implementation strategy

Successful implementation of this plan-that is, completing the initiatives identified above-depends on a few key factors:

· Collaborative spirit. Because so many of the initiatives reach across the boundaries of government structure, we must continue to work together toward our common goals, engaging people at all levels.

· Resources. While several of the initiatives will be supported through bond funding, others may require that participating agencies carve out modest resources, often in the form of staff time, to accomplish the goals.

· Focus and momentum. The implementation strategy outlined below is designed to assure focus and accountability for each of the initiatives. Moreover, those efforts already underway have gathered momentum, and the implementation plan helps to make certain that this will be sustained.

To foster and promote these success factors, each initiative will have a:

· Convener to act as point person for the initiative

· Steering group or task force to monitor progress and resolve issues

· Clear schedule and set of milestones

Each steering group will be expected to:

· Create a charter for the initiative that clearly outlines specific project goals, scope, and expected outcomes; impact and benefits to be realized, including explicit success measures; project work plan, including priorities and phases if applicable; stakeholders; resources required; and risks and their mitigation.

· Review the history of similar efforts in the past to understand potential pitfalls and avoid them moving forward.

· Seek broad participation from across government agencies, as appropriate.

· Prepare quarterly reports summarizing project status and progress measured against milestones.

It is the intention of the CIO of the Commonwealth that each steering group will be provided with the following support:

· Staff support (over and above regular project staffing) to assist with agendas, reporting, and other staff work that may be required between meetings.

· Templates for charters, work plans, and progress reports.

· A group collaboration tool or wiki to assist with communications and to store key documents for the initiative.

In addition, ITD's Project Management Office will assign a program manager to oversee the portfolio of strategic initiatives. As an early step, the program manager will compile the work plans and timelines from the individual initiatives and superimpose them on an overall timeline. The program manager will provide regular reports to the IT Advisory Board, CIO Cabinet and other relevant stakeholders summarizing status and progress measured against milestones for each project in the portfolio.

B. Responsibilities

The following table identifies the convener and steering group for each of the strategic initiatives.

Table 3. Responsibilities for Strategic Initiatives

ConvenorSteering Group
Robust, agile enterprise IT infrastructure
1. Secretariat ConsolidationChief Information OfficerCIO Cabinet
2. Shared SOA infrastructureChief Information OfficerSOA Task Force*
3. Network ArchitectureChief Information OfficerNetwork Task Force*
4. Enterprise security planESB Co-ChairsEnterprise Security Board
Shared services and applications
5. Civic engagement strategyChief Applications OfficerCivic Engagement Task Force*
6. Identity ManagementChief Technology OfficerIDM Task Force*
Common, effective management practices
7. Enhanced procurement processesChief Strategic Planning OfficerITD/OSD Task Force*
Supporting Initiatives
Second data centerDirector of Data Center PlanningData Center Steering Committee
Systems modernizationDirector of PMOCapital Program Management Office
IT recruitment and trainingITD HR DirectorTraining and Recruitment Task Force
Project management methodologyDirector of PMOPMO Oversight Group

* New task force formed for this purpose. Others are existing advisory groups.

C. Guiding principles

In pursuing the IT strategy for the Commonwealth, we will be guided by a set of principles designed to foster prudent use of scarce resources, to promote industry best practices for protection of information, to encourage common approaches that enable integration and interoperability, and to assure accountability in all aspects of IT implementation and operation. We will apply these principles in all decision-making, including priority determination, design approaches, collaborations, and resource deployment.

Guiding Principles for IT Decision-Making

-Target IT investments to maximize business value and impact

-Make service to constituents a key design objective for systems that serve

  • Citizens and businesses, with focus on civic engagement and single face of government
  • State workers, with focus on streamlined operations and ease of use

-Ensure accessibility to IT systems for people with disabilities

-Reduce total cost of ownership of all systems by factoring ongoing flexibility and low-cost maintainability into designs and approaches

-Favor enterprise approach over agency/application-centric approach where possible to reduce costs and promote integration and interoperability, via

  • Enterprise-wide infrastructure
  • Shared services
  • Reusable components
  • Shared common data
  • Consolidated operations

-Follow open standards where appropriate to reduce dependency on specialized skill sets and proprietary products and services

-Protect information privacy and security by enforcing security policies and standards

-Build in data to enable assessment and improvement of government processes

-Build clear accountability and integrity into all IT-related management processes to ensure

  • Disciplined project management and execution
  • Transparent alignment of funding and chargebacks with true costs
  • Open and competitive procurement practices

Created 12/1/08: Information provided by ITD's Planning & Strategy Office