Work Intake Project Overview 3rd Wednesday .

So…What’s the Problem?? Today…. Within DOIT, no effective method of capturing, organizing, and reporting DOIT work demand. Results in…. Inability to effectively assemble work demand to determine where DOIT invests it’s time; Ineffective methods of classifying incoming DOIT work request based on risk, size & complexity; Difficulty setting broad customer expectations due to lack of work demand metrics; Difficulty identifying opportunities to streamline resources to improve service delivery. Key Points: Bullet 1: DOIT work requests come in a variety of ways (Online Forms, Project Profiles, phone calls, emails, and walk-ups). Often, these requests are never recorded, and DOIT never gets “credit” for the delivery…We refer to such requests as “back door” requests. If someone were to ask CIO Wallace “What percentage of DOIT work is done in support of projects? What percentage of work is done in support of routine service requests compared to projects that trigger service request? “, it would be very difficult for her to respond with any degree of accuracy about the DOIT organization. Bullet 2: Sometimes we get requests submitted as routine service requests, but are actually much larger efforts, requiring more delivery discipline. Currently we have no “critera” that determine how to properly handle a request based on it’s size & complexity (e.g. SDM Standard? SDM Lite? SDM Checklist?) Bullet 3: If we had quantifiable metrics that management could study, it would provide the ability to have candid conversations with our customers regarding the balance of our current work demand vs. our limited resource supply…Without the metrics, it’s difficult to have a fact-based conversation with customers to properly set delivery expectations. Bullet 4: Today, we can’t broadly look at how all of our resources that are being allocated, to see if there are more efficient ways for us to position our resources to provide the best service levels.

What’s the Solution?? Tomorrow…. Improve DOIT’s ability to understand how limited resources are being allocated by achieving the following objectives: Establish “work channels” for incoming work requests; Establish a common DOIT work request database; Close “back door” DOIT work requests which never get tracked; Apply the right level of methodology “rigor” to work requests based on risk, size & complexity; Provide management reports of DOIT work requests across all work channels; Position DOIT for effective resource forecasting and expectation-setting with Agencies Key Points: Bullet 1: Work channels represent different categories of work request, based on defined channel characteristics. Based on the nature of each request, the request will be “tagged” with the appropriate work channel. Different work channels have different levels of methodology requirements (which will be described in a slide later). Bullet 2: Today, we have some work recorded in IMPACT, some work recorded in spreadsheets (and some not recorded at all). All DOIT work requests should be recorded in a single database to facilitate effective analysis and reporting of DOIT work request data. Bullet 3: There must be discipline enforced by managers to close the “back doors”, requiring customers to follow the existing procedures to open tickets for work requests, incidents or submit the required SDM documentation to initiate larger projects. If the back doors are not closed, metrics will not be accurate…Could send an inaccurate reflection of workload being handled by the various service areas. Bullet 4: Based on work channel assignments, the appropriate level of process discipline will be applied to deliver the request (e.g. SDM, SDM Lite, SDM Checklist, ITIL) Bullets 5 and 6: This will provide DOIT work demand reports to leadership that illustrates how DOIT work demand is allocated across the channels, to enable informed decision making regarding how management will intend to utilize limited DOIT resources to deliver the most value to the State. When: June 30, 2009 3 3

TODAY ITSM IMPACT RFS (all sizes…) Break Fix (Incident Management) Problem Management Change Management IMPACT

TODAY SDM SDM Standard SDM COTS SDM LITE SDM RAD INVENTORY

TODAY BACK DOOR Phone Calls Drive By Email Black Hole

WORK CHANNELS IMPACT Services Projects Break Fix Enhancements Consultations Back Door IMPACT

DOIT Work Intake Channels Description Criteria Methodology Used New IT project requests that are larger/more complex than application or infrastructure expansions. These projects are riskier, where requirements may be unclear/more challenging and business impact is significant. Total calendar time > 8 weeks AND Total IT Cost > $50,000 OR Delivers an Enterprise Solution SDM Standard SDM Lite ITSM Project Channel IT work requests to expand current application functionality or system infrastructure. Larger than a routine Request for Service, but is very low risk and very straight-forward. Total calendar time 8 Weeks or less AND Only impacts 1 Application AND Total IT cost < $50,000 Enhancement Channel SDM Checklist (New) ITSM Service Channel Routine IT request to execute a repetitive service request (e.g. phone jack activation, IP address request, VPN request, RFP Review) Total calendar time 2 Weeks or less AND No more than 50 hours AND Activates routine service offering AND Introduces no new Application DB ITSM Emphasize the “Methodology Used” column, to connect the different levels of methodology rigor that will be applied based on the characteristics of the work request. Break Fix Application or system outages. Business-impacting defects. Introduces no new functionality Corrects production defects ITSM Consultation Meetings to seek clarity or to solicit subject matter expertise; Total 4 hours or less AND Produces only advice or recommendations ITSM

How am I Impacted??? Impacted Business Areas Online Forms Request Process (Impacted areas: Agencies, DOIT) – Re-designed Portal landing page to provide new look & feel; Introduction of new online form to capture Consultation request, which will route through the new Consultation work channel Impact Assessment: Very Low. Project Initiation (Impacted Area: PMO) – Once Project Profile document is approved, PMO must be trained to enter basic project information into IMPACT, which is the common database for Work Intake metrics reporting. Impact Assessment: Medium. Work Intake Reporting (Impacted Area: PMO) – New reporting process to generate new Work Intake reports. IMPACT Ticket Creation (Impacted Area: DOIT Service Units) –DOIT Service Units must be trained on how to re-classify DOIT work requests to other DOIT work channels when appropriate (e.g. re-classifying Service tickets to Enhancements based on assessment of the request). Impact Assessment: Low. IMPACT Ticket Notification (Impacted Area: DOIT Service Units) – DOIT Service Units must be made aware that IMPACT will generate automated email notifications when Consultation requests are made via online forms.

Work Intake “To-Be” Process Model - Agency Request For Service should not be submitted as a project. Close as a improper routing request. Project Initiation Service Initiation Go to ct.gov/doit Submit/Re-submit Business Issue Phase Documents Complete Request Form DOIT Portal Render Landing Page Online Forms Completed Form IMPACT Store Project Data Store Request Data Send Email Notification & Route Request Service Area PMO Queue App Dev Queue Ops Queue Security Queue Architecture Queue CEN Queue Telecom Queue Assess the Request In this model, both project and “non-project” requests will now be stored in a common database (i.e. IMPACT). Service units will be required to assign the appropriate work channel name to the work requests as they assess the request (just a drop-down list). The vast majority of DOIT requests are routine service requests; Therefore, the default work channel for all “non-project” work requests will be “Service Request”. Only when there is an exception, will the service unit need to re-classify the work into a different work channel if the work is larger than a typical service request. Assign the Work Channel Work the Request PMO Administrator Schedule Profile Review Meeting Enter Project In IMPACT Update Project Inventory Project Profile Committee Conduct Project Profile Meeting Assess the Project

Diane Wallace, Executive Sponsor DOIT – Work Intake Project PSC – Project Steering Committee Diane Wallace – CIO Tricia Johnson – DOIT PMO Director Chuck Hoadley – Director, Business Development Division Eric Linquist – Director, Service Management/ITIL Current Phase: Construction Mauro Carducci, Deployment Lead BUSINESS PARTNERS Anne MacLeod, ITSM Program Mgmt Mauro Carducci UAT Lead – Work Intake Larry Williford, Business Process Lead Mauro Carducci, Business Manager Karen Marcolini UAT Lead – KPI Reporter Larry Williford, Business Requirements Lead Diane Wallace, Executive Sponsor Brian Mills, Development Lead Mauro Carducci, Production Support Lead Mauro Carducci, Technology Manager N/A, Network Lead Tim Searles, Test Lead TECHNOLOGY PARTNERS N/A, Infrastructure Lead N/A, Security Lead Support/Consulting Roles: DOIT Directors Procurement – Jacquie Shirley Enterprise Architecture: Alan Treiber 11 11

Q & A 12

Appendix 13

Report Name: DOIT Work Demand by Channel 14

Report Name: Project Channel by SDM Methodology (All Agencies) 15

Report Name: Enhancement Channel by Service Area 16

Report Name: Service Channel Demand by Service Area 17

Report Name: Service Channel – Project vs. Non-Project 18

Report Name: Consultation Channel by Service Area 19

Report Name: DOIT Work Demand – Quarterly Trend Report

Report Name: Service by Service Area – Quarterly Trend Report