1. Deloitte Consulting LLP Commonwealth of Massachusetts Statewide Strategic IT Consolidation (ITC) Initiative Bi-weekly Statewide Working Group Discussion Document September 14, 2009 DRAFT – FOR DISCUSSION PURPOSES ONLY

2. Deloitte Consulting LLP

3. - 2 - DRAFT FOR DISCUSSION PURPOSES ONLY IT Consolidation Working Group Meeting – Agenda 1 Sub-Committee Reports: 1) HR/Talent 2) Finance 3) Governance 4) Communications 2 Secretariat Services: Staffing Model Process and Templates 3 Next Steps: High-priority Program Items

4. - 3 - DRAFT FOR DISCUSSION PURPOSES ONLY Sub-committee Report-outs Program Communica- tions John Glennon IT Governance Anne Margulies Talent Mgmt, HR & Labor Admin Marcie Desmond Barb Wooten IT Fin Mgmt & Budgeting LeeAnn Pasquini Key AchievementsKey Issues Key Next Steps Released Email Blast #4 Drafted Communications Effectiveness Survey Creation of distribution lists for each secretariat Protocols for Wiki info release for IT Infrastructure content Continue on-going communications Draft and release program newsletter Conduct Effectiveness Assessment (Phase 3) Identified pilot secretariats for benefits, framework, and tracking process Defined three key case studies for highlighting phase 2 accomplishments Accurate and available data for case studies Still need to close gaps in representation on ISB Chargeback Working Group Still need more senior / strong enterprise IT architects on TGB Conduct benefit tracking pilot with two secretariats Gather and analyze data; draft case studies Excellent ongoing communications with Unions regarding process and approach Progressing in development of repeatable staff transition processes Completion of HR Change Impact Assessment by 9/14, today Transition processes are exceedingly complicated, take significant time to develop Finalize repeatable staff transition processes Evaluate Change Impact Assessment data and incorporate into Secretariat consolidation plans (with assistance from Secretariat Services thread) All draft deliverables posted to the Wiki for public review FY11 needs identified and tasks defined Engagement of 3 rd party vendor has been delayed; anticipate procurement at the end of phase 2. Complete tasks associated with defined FY11 needs Status On Plan At Risk On Plan At RiskBehind Plan Legend: 1

5. - 4 - DRAFT FOR DISCUSSION PURPOSES ONLY 2.0 Secretariat IT Services Consolidation 3.0 Commonwealth IT Infrastructure Services Consolidation 4.0 Commonwealth IT Service Excellence 1.0 IT Consolidation Program Management 2

6. - 5 - DRAFT FOR DISCUSSION PURPOSES ONLY Staffing Model Process and Templates Staffing model objectives and deliverables for 9/30 Secretariat-to-ITD staffing model process and templates Agency-to-Secretariat staffing model process and templates 2

7. - 6 - DRAFT FOR DISCUSSION PURPOSES ONLY Staffing Model Objectives for 9/30 9/79/14 9/219/28 Identify CMW FTE counts resources by IT job function Estimate future staffing needs based on consolidation plans and industry staffing ratios From-ing/To-ing: Initial mapping of CMW FTE counts to staffing model (along with timeline) Identify Commonwealth FTE counts by IT job function and family Estimate future staffing needs based on consolidation plans and industry staffing ratios Initial mapping of Commonwealth FTE counts to staffing model (from-ing/to-ing) Timeline 2

8. - 7 - DRAFT FOR DISCUSSION PURPOSES ONLY Infrastructure Staffing Model Process and Templates Change Impact Assessment Framework SCIO - 9/14 Industry Staffing Ratios and Assumptions Deloitte – 8/21 Detailed Infrastructure Consolidation Plan Deloitte – 9/18 ITD Staffing Model Deloitte – 9/21 Data Center Services Inventory SCIO – 9/4 Data Analysis and Reports Deloitte – 9/18 # Resources by IT Service # Resources by Job Function # Resources by Secretariat/Agency 1 2 3 4 5 6 Initial Mapping of FTE Counts to Job Functions SCIO – 9/28 7 2

9. - 8 - DRAFT FOR DISCUSSION PURPOSES ONLY Secretariat Staffing Model Process and Templates Change Impact Assessment Framework SCIO - 9/14 Detailed Secretariat Consolidation Plan Deloitte – 9/18 Initial Mapping of FTE Counts to Job Functions SCIO – 9/28 Industry Staffing Ratios and Assumptions Deloitte – 8/21 Secretariat Staffing Model Deloitte – 9/21 Helpdesk & Desktop/LAN Inventory SCIO – 9/16 Data Analysis and Reports Deloitte – 9/18 # Resources by IT Service # Resources by Job Function # Resources by Secretariat/Agency 1 2 3 4 5 67 # End Users/PCs Supported 2

10. - 9 - DRAFT FOR DISCUSSION PURPOSES ONLY Components of ITIL: Service Desk Infrastructure Staffing Model Templates 2

11. - 10 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 1: Change Impact Assessment Framework The Change Impact Assessment Framework is intended to capture a complete inventory of all IT staff working in the Commonwealth (including contractors) along with their specific functional duties. Overview The Change Impact Assessment Framework is intended to capture the inventory of IT talent currently working within the Commonwealth. The information will be valuable for developing staffing models for each of the IT services and in helping the Commonwealth to better understand their inventory of skills. Purpose Pre-populated Change Impact Assessment Tool templates have been distributed to the SCIOs on Friday, August 28. Additional Information 2

12. - 11 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 2: Industry Staffing Ratios and Assumptions Assumptions Computer Economics: Servers per Admin 75th Percentile, Large Corporations (used in model) 32 25th Percentile 14 Median 21 Gartner: High-End Mailboxes per FTE 3,000 Total Mailboxes to be Consolidated 15,000 Current ITD Baseline Staff Group # FTES Data Center Services43 Mass.gov Services16 Massmail Services8 Network Services21 Service Management (Ops, SAMs, E2E, Commonhelp)70 Other Services (Application, Print, Integration, Security-non NW)90 Other (Admin, Mgmt, Policy etc)56 FY'10 Staff Cap304 Total Servers To Be Consolidated1500 % Reduced Due To Virtualization40% YoY Admin/Management/Policy Growth5% Other: Mass.gov services is currently a Center of Excellence, and will not need to staff-up to accommodate additional content Network services staff count will need to grow proportionally with the number of DC Services FTEs Service Management staff count will need to grow proportionally with the number of DC Services FTEs Application, Print, Integration, Security, etc will not need to add additional staff to accommodate new infrastructure 2

13. - 12 - DRAFT FOR DISCUSSION PURPOSES ONLY Typical Breakdown of IT Staff by Function 2

14. - 13 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 3: Data Analysis and Reports Additional Data Analysis 1. IT Staff by Job Family 2.Contractors by Job Family 3.Misclassified IT Staff by Secretariat 4.Etc. 2

15. - 14 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 4: Data Center Services Inventory 2

16. - 15 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 5: Infrastructure Staff Transition Template – Data Center Services As Data Center, eMail, Network, and Telecom data collection processes are completed, more granular timelines can be constructed to show exactly where staffing and skill levels will need to increase: 2

17. - 16 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 6: ITD Staffing Model for FY10-13 FY'10 Staff TotalFY'11 Staff TotalFY'12 Staff TotalFY'13 Staff Total IT Staff Grouping FY'10 Base line Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 Data Center Services Mass.Gov Services Massmail Services Network Services Service Management (Ops, SAMs, E2E, CommonHelp) Other Services (Application, Print, Integration, Security-non NW) Other (Admin, Mgmt, Policy etc) Total Staff Consolidation Timeline Inputs Data Center Infrastructure Consolidation Complete (%) Massmail Consolidation Complete (%) Data Center Services Economies of Scale Factor (% less staff required due to automation, etc) Total Servers Added Since FY'10 (includes virtualization estimate) Total Mailboxes Added Since FY'10 Projections do not include headcount increases for: project work of Security Zoning Project project or new service work for Massachusetts Inter-Agency Network (MAIN) The ITC team modeled staffing level increases based on consolidation assumptions and industry benchmarks. This estimate was intended to show the need for ITD staff levels to grow incrementally in support of consolidation. 2

18. - 17 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 7: Initial Mapping of FTE Counts to Job Functions 2

19. - 18 - DRAFT FOR DISCUSSION PURPOSES ONLY Components of ITIL: Service Desk Secretariat Staffing Model Development 2

20. - 19 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 1: Change Impact Assessment Framework The Change Impact Assessment Framework is intended to capture a complete inventory of all IT staff working in the Commonwealth (including contractors) along with their specific functional duties. Overview The Change Impact Assessment Framework is intended to capture the inventory of IT talent currently working within the Commonwealth. The information will be valuable for developing staffing models for each of the IT services and in helping the Commonwealth to better understand their inventory of skills. Purpose Pre-populated Change Impact Assessment Tool templates have been distributed to the SCIOs on Friday, August 28. Additional Information 2

21. - 20 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 2: Industry Staffing Ratios and Assumptions Helpdesk AssumptionsDesktop/LAN Assumptions Website Assumptions (Static and Dynamic) Computer Economics: Users per FTE Computer Economics: Desktops per FTE Computer Economics: % of IT Staff Small Organization (rev < $350 Million) Small Organization (< 750 desktops) Small Organization (rev < $350 Million) 25th Percentile15425th Percentile18425th Percentile0.0% Median220Median300Median2.5% 75th Percentile33875th Percentile51475th Percentile5.4% Medium Organization ($350 < rev. < $ Medium Organization (750-2500 desktops) Medium Organization ($350 < rev. < $1billion) 25th Percentile18825th Percentile20325th Percentile0.0% Median357Median300Median1.3% 75th Percentile75075th Percentile50375th Percentile3.4% Large Organizations (rev. > $1 billion) Large Organizations (> 2500 desktops) Large Organizations (rev. > $1 billion) 25th Percentile23625th Percentile25025th Percentile0.0% Median521Median450Median2.1% 75th Percentile80075th Percentile162575th Percentile3.9% Government Industry Average375 Government Industry Average237 Government Industry Average4.3% Source: Computer Economics 2

22. - 21 - DRAFT FOR DISCUSSION PURPOSES ONLY Typical Breakdown of IT Staff by Function 2

23. - 22 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 3: Data Analysis and Reports Additional Data Analysis 1. IT Staff by Job Family 2.Contractors by Job Family 3.Misclassified Staff by Secretariat 4.Etc. 2

24. - 23 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 4: Secretariat Helpdesk & Desktop/LAN Inventory 2

25. - 24 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 5: Secretariat Staff Transition Template 2

26. - 25 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 6: Secretariat Staffing Model Worksheet 2 FY'10 Staff TotalFY'11 Staff TotalFY'12 Staff TotalFY'13 Staff Total IT Staff Grouping FY'10 Base line Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 Helpdesk Desktop and LAN Website IA Applications Services Other Total Staff Consolidation Timeline Inputs Helpdesk (%)100 Desktop and LAN (%)100 Website IA (%)100 Application Services (%)100

27. - 26 - DRAFT FOR DISCUSSION PURPOSES ONLY Step 7: Initial Mapping of FTE Counts to Job Functions 2

28. - 27 - DRAFT FOR DISCUSSION PURPOSES ONLY Next Steps: High-priority Program Items Type (dependency, issue, or risk) TitlePriorityDetailsAction NeededDue DateOwner Dependency Distribution Lists High Outstanding: Critical IT Consolidation Program communications are not being distributed in a timely / accurate manner per the processes that were defined (e.g., last 3 IT Consolidation ‘Email Blasts’) Identify a point person with whom the Communications Sub-committee can work to create a formal email distribution list on the GAL (that uses the naming convention MARS Initials-DL-IT Consolidation Mailing List) By 9/1 Tue SCIOs Issue Data Gathering High The Detailed IT Infrastructure Consolidation Plan will use assumptions to determine recommendations for secretariats that missed the 9/4 deadline. Continue to complete Data Center Services Inventory. Additional information gathered can be used for Phase 3 wave activity By 9/30 Weds SCIOs Dependency Staffing Plans High IT Infrastructure Staffing Plans and Secretariat Staffing Models dependent on Staffing Inventory due for completion on 9/14. SCIOs and HR Directors to complete HR Change Impact Assessment Tool. By 9/14 Mon SCIOs 3