1. GTA Assessment Initiative Kick-off August 14, 2007 August 14 and 16, 2007

2. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 © 2005 GDEcD©2005 GDEcD Agenda Introductions Transition Vision Sourcing Assessment Team Governor’s Intent Assessment Objectives TPI Overview of Assessment Data Gathering

3. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD Governor’s Intent IT enterprise managed well Technology leadership Best managed state Best value

4. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD GTA Transition Vision Superbly manage IT infrastructure services for the state of Georgia Ensure Georgia’s IT investments create business value for state agencies and state taxpayers Mission Work collaboratively with agency partners to define the best solution for IT service delivery to Georgia’s state government Guiding Principles State’s interests come first Work as partners Earn trust 2

5. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD Sourcing Assessment Team

6. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD Our Approach to IT Assessment This is a GTA-led initiative ― TPI is a resource to assist TPI will: ▪provide an objective view ― “solution agnostic” ▪draw on its experience to recommend executable strategies ▪work with agencies in a “sleeves rolled up,” collaborative way Information collected can be used in subsequent phases 4

7. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD Sourcing Assessment Objectives Ensure all sourcing decisions of state IT Infrastructure Services are in the best interest of the State of Georgia for the long term Ensure all sourcing decisions and resulting implementations support the State of Georgia in being the best managed state Develop a best practices Service Management Organization for GTA

8. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD Why are we doing the Assessment? GTA faces unsustainable financial losses GTA’s IT operations do not meet industry standards GTA lacks processes and automation to operate effectively State’s IT enterprise has not been managed well

9. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD Sourcing Assessment Outcomes Retain state service delivery but make improvements Outsource services: GTA manages vendor and state owns IT assets Outsource services: GTA manages vendor and vendor owns IT assets

10. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD Scope of Sourcing Assessment Covers IT processes, assets and facilities ▪Data Center services ▪Desktop services ▪Telecommunications services ▪Support functions Determines how services compare to minimum standards ▪Service delivery and service level targets ▪Business continuity and disaster recovery ▪Condition, life cycle, cost to refresh and maintain IT assets

11. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD Scope of Sourcing Assessment, cont. Methodology will provide framework criteria, including: ▪ITIL process implementation assessment for IT functions and processes ▪IT business continuity and disaster recovery process assessment ▪IT assets and data center facilities assessment GTA will work with agencies to define scope of operational assessment

12. Georgia Technology AuthorityAssessment Kickoff | 8/14-16, 2007 ©2005 GDEcD

13. Copyright © 2006, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval devices or systems, without prior written permission from Technology Partners International, Inc. GTA Assessment Initiative – Orientation / Kick-off

14. 14 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved TPI role and qualifications What are we planning to do? How do we plan to do it? Importance of the information Scope of the Assessment Overview of Data Gathering Templates Don’t panic – typical problems, issues and solutions Review and confirmation Outcomes / Value Next Steps Q&A Agenda

15. Copyright © 2006, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval devices or systems, without prior written permission from Technology Partners International, Inc. TPI role and qualifications

16. 16 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved TPI’s Project Team TPI’s has assigned a very experienced team blending Public and Private Sector experience, experience of similar engagements and deep subject matter expertise. Process and Functional Champions TPI Market Research Team The overall TPI team can be segmented into three integrated sub-teams: Strategic Leadership Team coordinates overarching objectives Project Team leads day-to-day activity Service Management and Governance Team works in parallel during all Phases

17. 17 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Creating Substantial and Sustained Improvements How do we implement change for long- term success? How are we performing? What are our alternatives for improvement? What competencies are required for managing to results? Technology - enabled Business Support Functions Shared ServicesInsourcing Captive OffshoreOutsourcing Operational Assessments Strategy and Business Case for Change Service Management & Governance TPI Services Enterprise Business Support Function Challenges TPI assists with complex challenges related to improving the cost/capacity/capability of business support functions through the integration of data, knowledge and expertise.

18. 18 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Foundation for Success 370+ Highly-Experienced Practitioners, Each Accomplished in Sourcing Strategies, Implementations and Operations Financial Data Repository – The Industry’s Deepest Source of Outsourcing Pricing and Contract Term Intelligence Financial Modeling Tools Contracting Templates and Tools Industry-Defining Methodologies Market Intelligence & Research / TPI Index Prevalence Databases Governance Excellence Benchmark Service Provider Profiles Sourcing Leadership ExchangeSourcing Industry Conferences TPI’s global team of advisors is supported by the industry’s deepest foundation of knowledge-based resources, all aimed at empowering “most informed” status.

19. 19 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved

20. 20 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Sourcing Assessment Design: Map of Essential Deliverables We employ a structured, outcome-oriented approach towards uncovering the spectrum of transformational opportunities, and their related virtues/risks.

21. 21 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved TPI: Reputation Matters Strategic decisions require the expertise of the market leader. TPI exclusively concentrates on helping enterprises make lasting improvements to their business support functions. Focused Possessing practical experience in global operations, TPI’s roster of colleagues appreciate the significance of interconnected economies. Global The sourcing advisory industry founder and innovator, TPI has grown with its clients. We employ advisors in regions that include the Americas, EMEA and Asia Pacific. Leading TPI is the advisor on more than 50% of the transactions that use an outsourcing advisor and on more than 25% of the total contract value awarded each year. Experience The outcomes that TPI recommends are entirely driven by the client situation and meaningful understanding of market realities. Objective, Informed TPI advisors share a genuine conviction for the value that we help clients achieve. Passionate TPI is the largest sourcing advisory firm in the world focused on a broad range of business support functions and related research methodologies. Largest

22. 22 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Key Messages on the TPI approach This is a GTA led initiative – TPI is your resource to assist TPI is tasked with providing GTA with an objective view – solution agnostic TPI will draw on its experience to recommend executable strategies Recognizing the scale and complexity of the task ahead, we will work with Agencies – ‘sleeves rolled up’ collaborative approach The information collected during the assessment phase can be used in subsequent phases should the alternative call for continued movement forward

23. Copyright © 2006, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval devices or systems, without prior written permission from Technology Partners International, Inc. What are we planning to do?

24. 24 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Overview of Assessment activities The timeline focus is on good information early The assessment will be presented to Senior Managers Individual reports provided to each Agency Head The recommendations will include a Business Case

25. 25 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Who participates? Agency nominated representatives plus … GTA account representatives will work with you to identify who CIO CFO or nominee Business Representative Other stakeholders – Application leads Subject Matter Experts (SME) – different per Agency Mainframe Servers Managed Network Services (MNS) End User Computing (EUC) Help Desk Cross-functional

26. 26 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Data Gathering & Interview Logistics Each Data Gathering Pack – at least 2 and maybe more than 6 involved 1 st Round interviews = co-ordination of 50+ interviews (1 – 3 hours in length) Separate submissions of information - data gathering and following interviews A 2 nd round of interviews will focus on areas of complexity and data queries ‘Question and Answer’ established to support agencies Discoveries will establish the agenda for second round interviews and follow-on data requests

27. 27 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Key activities - 1 st round of information gathering OrientationAugust 14 & 16 Training August 22 & 23 Data Collection commencesAugust 23 GTA support – Q&A processAugust 23 through completion Appointment window for interviewsAugust 28 – October 3 1 st Submission of data formsSeptember 28 1 st Submission of interview requestsSeptember 28

28. 28 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Key activities - 2 nd round of information gathering Data Collection continues GTA support – Q&A process continues Appointment window for interviewsOctober 10 – November 6 2 nd Submission of data forms (final)October 26 2 nd Submission of interview requestsOctober 19 3 rd Submission of interview requests (final)October 25

29. 29 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Key activities - Validation and confirmation Agency confirmation of data collectedfrom October 7 to 30 Agency commentary on observationsfrom October 9 to 30 GTA validation windowNovember 5 - 12 Completion of validationNovember 13

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34. Copyright © 2006, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval devices or systems, without prior written permission from Technology Partners International, Inc. How we plan to do it ….

35. 35 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved

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37. 37 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Resource Baselines The Resource Baselines establish the basis for the long-term projections Data Collection Baseline Volumes and Base Year Expense Base Case Baseline Volumes are the drivers of the financial cases for both GTA and the Service Provider and drive variable cost Baseline Volumes must be reconciled with Base Year expense and align with the pricing methodology Volumes must be collected for each discrete function – not all are pricing units

38. 38 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved TPI Mark to Market (M2M) Comparison Process Once data has been collected the actual M2M comparison and analysis is performed by normalizing the client data for specific Client environmental factors and comparing to market data.

39. 39 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Infrastructure Scenario Comparison – Impact Summary Transition Risk, Change Management, X-Year Savings GTA/Agencies Risk & Accountability Shared or Supplier Risk & Accountability Amount of Change Transition Risk LowHigh 153 Savings LowHigh 153 - $0M $10M Scenario #1 Amount of Change Transition Risk Low High 153 Savings LowHigh 153 - $0M $10M Scenario #2 Amount of Change Transition Risk LowHigh 153 Savings LowHigh 153 - $0M $10M Scenario #3 Amount of Change Transition Risk LowHigh 153 Savings LowHigh 153 - $0M $10M Scenario #8 Note: all savings are based on the X year model.

40. 40 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved

41. Copyright © 2006, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval devices or systems, without prior written permission from Technology Partners International, Inc. Importance and relevance of the information to be gathered

42. 42 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Importance & Relevance The focus upfront is to understand the complexity of each agency Detailed data points are only relevant when they are placed in the right context Different sources of information need to be mapped to bring the quantitative and qualitative together

43. 43 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved What is the scope of the Assessment “we are going to bite the apple from the outside and work to the core, …. not the other way ‘round”

44. 44 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved What is the scope of the Assessment Mainframe Computer Operations support for all mainframe hardware, peripherals and application processing Physical Database administration for Mainframes Servers Computer Operations support for all servers, associated peripherals and production application processing Physical Database administration for Servers Application Servers Utility Servers End User Computing Help Desk Managed Network Services Network Data Network Voice

45. 45 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved What is the scope of the Assessment … cont’d Cross Functional Enterprise Change Management Disaster Recovery Planning, test co-ordination and execution Contract maintenance and vendor relations Information Security Management Security Engineering, Consulting and Architecture Security Policy and Guidance Information Security Administration Project Management and Administration Configuration Management Asset Management Hardware Asset Management

46. Copyright © 2006, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval devices or systems, without prior written permission from Technology Partners International, Inc. A deeper dive – an overview of Data Gathering Templates

47. 47 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Key Components of the Templates Instructions Overview of each template Definitions of key terms and fields Drop down menus for input standards Formatted fields as appropriate Cross References and maps Field for “Comments” when additional data would be useful or judgment calls need to be made

48. 48 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved FTE Mapping to Functional Towers

49. 49 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Points to Remember This data collection process may at times yield only a close approximation The more accurate the data the more reliable the solution and pricing in the long run Assets are generally a point in time count Volumes and Service Levels are monthly to provide trend information

50. 50 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Resource Baseline Volumes

51. 51 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Application Profile

52. 52 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Application Profile (cont)

53. 53 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Service Levels

54. 54 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Additional Information Some data (Resource volumes and Service Levels) will need to be gathered on a monthly basis to provide trend information to providers Some data (Hardware Counts) may need to be refreshed during the process There is additional non-template data required:  Network Topology depicting links into each of the major processing facilities w/circuit capacity  IT Org Chart with Name and Budget Position Number  Agency Overview - Narrative of the processing environment

55. 55 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved We acknowledge that there will be issues to reconcile … Agency resources – time to commit limited Information not available – e.g. server inventory date of service Conflicting information, concern for accuracy Segregation of services between GTA and Agency Complex organizational structure of some Agencies

56. 56 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Financial Data – Challenges Identifying costs for performing infrastructure services Cost for FTEs in remote locations performing multiple tasks including some infrastructure activities Cost for FTEs in Agency functional areas performing infrastructure activities Identifying volumes for infrastructure services with Agency functional areas

57. 57 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Headcount Data - Challenges Identifying # of people performing infrastructure services # of people in remote locations performing multiple tasks including some infrastructure activities # people in Agency functional areas performing infrastructure activities Allocation of all people to appropriate towers Assumptions regarding tasks performed and time utilization Collected using templates and interview process of key managers Assumptions regarding benefits and estimated percentage of direct compensation Employee benefits Overtime Other compensation

58. 58 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Asset Data - Challenges Alternative data sources may need to be used Agency “off-line” inventories and fixed asset listings Purchase order and procurement information Electronic discovery of network attached devices Lease agreements, schedules and associated records Outside suppliers Agency subject matter experts Annual expenditure will be reviewed for reasonableness Review current year expenditure with prior years to determine trends Asset volume growth and technology refresh rates will need to be considered Adjustments may need to be made for major transformation or refresh activities

59. 59 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Baseline Profile Considerations Most of the time, the IT budget/actuals do not represent the true cost of IT to the organization Human resource, asset, resource baseline volumes and service levels are linked and inseparable from the financials The overall success of the assessment project is dependant on the quality, accuracy and integrity of the initial data collected

60. 60 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved QA & Validation Approach TPI will use its extensive experience in undertaking similar engagements to test the quality and integrity of the data being collected. Data validation will be undertaken collaboratively between the Agency representative, GTA Agency Rep and TPI Advisor Checkpoints will be included in the project plan to ensure ongoing data validation Final baseline profiles will be electronically “traceable” back to source data TPI advisors will follow QA checklists and conduct peer reviews of other Agency data and analysis

61. Copyright © 2006, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval devices or systems, without prior written permission from Technology Partners International, Inc. What are the outcomes – what is the value

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67. 67 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Session Recap GTA led initiative Detailed process with inter-dependencies Good data, timely Support from TPI and GTA Agency representatives Reports for each Agency Executable strategies

68. 68 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Next Steps Training Next Week Additional activities to address more complex agencies Scheduling Interviews Providing contact information and Q&A submission forms

69. 69 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved SharePoint site http://sps.gta.ga.gov/sites/ISAP/Pages/Default.aspx Collaboration site Document Center Templates Data Repository Announcements Team Discussions Contact Information Calendar

70. 70 Copyright © 2006, Technology Partners International, Inc. All Rights Reserved Questions ….