in partnership with State of Oklahoma CIO Assessment Study Network Recommendations

© Copyright Capgemini 2011 All Rights Reserved In collaboration with Network, Security, and Telecommunications Baseline 2 ●We are observing very fragmented network services within and across State agencies. ●Multiple platforms for network, telecommunications, and security within an agency and across agencies. This usually results in higher TCO and poor support model. ●No state-wide compliance model for network, telecommunications, and security. ●No State-wide (One Net excluded) shared WAN/extranet. ●Several agencies maintaining their own PBXs and circuits. Telephony is a good example for shared service. ●Too many access points to the Internet casing a potential huge liability risk.. ●We are observing very fragmented network services within and across State agencies. ●Multiple platforms for network, telecommunications, and security within an agency and across agencies. This usually results in higher TCO and poor support model. ●No state-wide compliance model for network, telecommunications, and security. ●No State-wide (One Net excluded) shared WAN/extranet. ●Several agencies maintaining their own PBXs and circuits. Telephony is a good example for shared service. ●Too many access points to the Internet casing a potential huge liability risk.. Current State ●We seek a network and security infrastructure environment that will enable centralized governance and shared services. ●Standardization, rationalization and consolidation is required to achieve the future state vision of centralized technology. ●Future vision includes centralized and common/shared services like telecommunications, shared extranet, Insourced or outsourced MPLS cloud used by multiple agencies. ●Services requiring agency-specific competencies will remain at the agency level. ●We seek a network and security infrastructure environment that will enable centralized governance and shared services. ●Standardization, rationalization and consolidation is required to achieve the future state vision of centralized technology. ●Future vision includes centralized and common/shared services like telecommunications, shared extranet, Insourced or outsourced MPLS cloud used by multiple agencies. ●Services requiring agency-specific competencies will remain at the agency level. Vision for the Future Build an infrastructure foundation leveraging a common language and reference architecture to enable: ●Simplified, optimized, standardized enterprise IT infrastructure (including telecommunications, network, and security). ●Centralized application and infrastructure services. ●Common, effective management practices. ●Future vision to be enabled through delivery of an integrated project roadmap comprising infrastructure rationalization and capability development initiatives. Build an infrastructure foundation leveraging a common language and reference architecture to enable: ●Simplified, optimized, standardized enterprise IT infrastructure (including telecommunications, network, and security). ●Centralized application and infrastructure services. ●Common, effective management practices. ●Future vision to be enabled through delivery of an integrated project roadmap comprising infrastructure rationalization and capability development initiatives. ROADMAP - Blueprint

© Copyright Capgemini 2011 All Rights Reserved In collaboration with Infrastructure Baseline – Details (Current State Observations) We are observing disparate technology within and across State agencies as evident by the following facts: ●Multiple vendor equipment for network, network services, security, and telecommunications (traditional and VoIP). ●One Net adoption is limited to internet connectivity for larger agencies. There is no shared WAN/extranet in place. ●Network services like print/fax/scan is not well-established. Local printers are prevalent across agencies. We found no cohesive lifecycle management across the technology landscapes, evident by the following facts: ●Lack of tools to manage network upgrade cycles. ●Lack of compliance and lifecycle management tools. ●Critical network equipment that is out of support from vendors. No central governance model for the technology portfolio (lies within the agencies), as evident by the following facts: ●Very limited statewide support contracts for network and security devices. ●OSF has a very good security control tools in place but other agencies have largely voluntary compliance reporting. ●Network monitoring, change control and service control policies are largely controlled, if at all, by various agencies. No State-wide shared services, as evident by the following facts: ●Even common services like WAN/extranet, telecommunications, or VoIP are operated and maintained by all large agencies. ●Limited central and shared security services for things like remote access and DMZ. 3

© Copyright Capgemini 2011 All Rights Reserved In collaboration with Infrastructure Baseline – Details (Future State Objectives) We seek an infrastructure environment that will enable centralized governance and shared services as supported by the following trends: ●Shared WAN via MPLS backbone and or extranet. ●Consolidate end connectivity (circuits/VPN) to a local MPLS PoP via VRF virtualization to remote State offices. ●Centralize remote access service and DMZ firewalls and IDS/IPS. ●Implement State-wide lifecycle and inventory management. ●Implement a common statewide compliance monitoring tools. Infrastructure standardization, rationalization and consolidation is required to achieve the future state vision of centralized technology as supported by the following trends: ●Limit network, security, and telecommunications vendors to one or most at two. ●State-wide support contracts. ●Standardize print/scan/fax and telephony. Make print/scan/fax as a network based services and limit local print/scan/fax. Future vision includes centralized and common/shared business services used by multiple agencies as supported by the following trends: ●Move small and medium agency datacenter into a central location. ●Create or designate single entities for security services and telephony. *Services requiring agency-specific competencies will remain at the agency. This has to be defined and well understood 4

© Copyright Capgemini 2011 All Rights Reserved In collaboration with Investment Investment Category Transformational Costs$6,000, Cost Avoidance Hard Dollar Savings $7,638,993 $4,583,395 $3,895,886. ●ISD ●OneNet State-wide Optical and MPLS Backbone Benefit Theme(s) Supported ●Establish a single, State-wide optical backbone using State-owned fiber. ●Deploy WAN virtualization technologies to allow for traffic engineering. ●The MPLS backbone can be designed to be virtualized via VRF for each State entity. ●Establish major PoPs for the backbone and consolidate connectivity to the nearest PoP. ●Consolidation of last mile circuits for remote locations having multi-agency presence. ●Leverage local telcos for last mile connectivity for best price/performance. Description ●Leverage existing, State-owned fiber. ●Investments reflect network equipment and labor only and exclude facilities. Assumptions ●Q2Q3 2011– Q Timelines ●Strategy established and agreed upon. ●A state entity identified. ●Design and deployment of the core completed. ●Agencies successfully migrated. ●Cost savings/ added b/w after migration. Metrics to measure achievement ●Document WAN connectivity for all the agencies – Leverage ATT study. ●Assess environment with regard to existing infrastructure, components and costs. ●Identify a single state entity that would operate the MPLS networks. ●The entity will establish baseline architecture based on requirements from all the agencies. ●Define service parameters and support model. ●Define rollout and agency-level migration plan. ●Design, procure equipment and deploy the MPLS backbone. ●Conduct change management (training on new technology and processes). ●Monitor KPIs and adjust process as needed. Activities Stakeholders ●Fiber availability for major PoPs that make the MPLS Backbone. ●Establish a single entity that controls and manages the WAN for agencies via MPLS. Dependencies ●Other agencies (TBD) M Network Centralize Standardize Simplify Optimize 5 Risk Assessment

© Copyright Capgemini 2011 All Rights Reserved In collaboration with ●Establish a State-wide VOIP SIP telephony network leverage CapEX and OpEX savings. ●Distributed infrastructure, platforms, and applications as shared services. ●Curb the exponential growth of energy consumption and energy cost which are trending at 9% and 4% annually respectively. ●Ability to scale up and down as business demands changes and maximize efficiency. ●Services delivered based on standardized SLA’s. ●Integrate wireless, CDMA /GSM/LTE services, SIP trunking via Session Border Controller. ●State-wide Optical and MPLS Backbone VOIP 66 Investment Investment Category Transformational Costs $4,437,000$3,786,852$2,761,956 Cost Avoidance Hard Dollar Savings$7,659,615$$6,537,261$4,767,978 ●ISD/OneNet Benefit Theme(s) SupportedDescription ●Leverage existing, State-owned facilities Assumptions ●Q1 – Q Timelines ●Strategy established and agreed to ●A state entity identified ●Design and deployment of the core completed ●Agencies successfully migrated ●Cost savings/ added b/w after migration ●Agency satisfaction with cloud services Metrics to measure achievement ●Remove class 5 switch and Consolidation telephone service across the State footprint. ●Optimize the use of power, connectivity, space and cooling requirements. ●Define service parameters and support model. (Real estate consolidation, Reduce energy consumption, Improve facilities efficiency, Integration of wire line and wireless telephony facilities and management. ●Distribute platform capabilities throughout the network, Class 4 and5 features, signaling, 800 service RTP for VOIP/SIP services using soft switch technology into an IP network. ●Develop a RFP process to Design, Procure equipment and deploy the new network. ●Conduct change management (training on new technology and processes). ●Optimization of work load. Activities Stakeholders  Fiber availability for major PoPs that make the MPLS Backbone.  Establish a single entity that controls and manages the WAN for the cloud. Dependencies ●All agency IT departments including Support, Administration, Operations, Architecture, Engineering, etc. M Risk Assessment Telephony Centralize Standardize Simplify Optimize

© Copyright Capgemini 2011 All Rights Reserved In collaboration with Centralize Internet Access and IDS/IPS 77 Investment Investment Category Transformational Costs$1,000,000$500,000. Cost Avoidance Built into MPLS Hard Dollar Savings ●ISD/OneNet/Outsourced Benefit Theme(s) Supported ●Establish a State-wide redundant Internet gateway. ●Consolidate all internet access from multiple agencies. ●Deploy/extend IDS/IPS to central internet access. ●Deploy/extend webfilter for central access. ●Deploy/extend a single pair of high throughput firewall(s). Description ●Leverage current Internet access. Assumptions ●Q1 – Q4 2011, Q , Q Timelines ●Strategy established and agreed upon. ●A central access point identified. ●Design and deployment completed. ●Agencies successfully migrated. Metrics to measure achievement ●Document all internet access points for the State and the b/w. ●Determine if the internet access is exclusively for remote site-site VPN to connect to central office and exclude them consolidation. ●Formulate migration plan to shutdown local internet access and migrate to central access. ●Design and deploy central internet access with a minimum of 25% b/w headroom. ●Execute the migration plan. Activities Stakeholders ●MPLS or single backbone network. ●Shared services. Dependencies ●All Agency IT departments ●Support, Administration, Operations, Architecture, Engineering, etc. M Risk Assessment Security Centralize Standardize Simplify Optimize

© Copyright Capgemini 2011 All Rights Reserved In collaboration with Centralize Security Operations Center 88 Investment Investment Category Transformational Costs$2,000,000$1,500,000. Cost Avoidance Hard Dollar Savings ●ISD/Outsourced Benefit Theme(s) Supported ●Establish a State-wide security operations center. ●Consolidate agency-specific security. ●Standardize security infrastructure to two vendors at most. ●Identify tools for security monitoring. ●Identify a state-wide authority for security console and reporting. ●Strongly consider outsourcing security console to a 3 rd party reporting directly to the State Security Officer. Description ●Leverage existing tools. Assumptions ●Q1 – Q4 2011, Q Timelines ●Strategy established and agreed upon. ●Standardization adopted. ●SIEM solution deployed. ●Agencies successfully migrated to SIEM. Metrics to measure achievement ●Document all security devices and tools in current use at all agencies. ●Formulate a standardization plan for security devices. ●Formulate a consolidation plan for security in conjunction with shared services. ●Establish a common SIEM solution. ●Execute the consolidation plan. ●Deploy the central console or identify a outsourcer and finalize security event s escalation plan. ●Establish event correlation and alerting criterion and process. Activities Stakeholders ●Shared services. ●MPLS backbone. Dependencies ●All agency security M Risk Assessment Security Centralize Standardize Simplify Optimize