The 20 recommendations and actions cited throughout the report have been prioritized and sequenced. Figure 29 provides an overarching perspective to project sequencing.
Figure 29: Master Project Sequencing Overview
Figure 30 characterizes the relative activity levels for planning, implementing, and then reaching a steady state operation in relation to the 10 focus areas. Table 34 contains the complete list of actions, integrated across the assessment areas and recommendation noted above. The table organizes the actions by the top 10 focus areas and “schedules” them using the general timing described above.
Figure 30: Ramp-Up Characterization
Table 34: Comprehensive Set of Recommendations Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Near-Term Long-Term
IMMEDIATE-TERM
Governance
Leadership &
Management 6
Articulate the intent of HRS 23-47 regarding the “development, implementation, and management of statewide IT technology governance” to include the responsibility and authority to participate in the agency-IT budget process, review of all state-funded IT purchases, and oversee the IT projects, application portfolio, and technology architecture management.
Charter (i.e., define mission, objectives, membership, roles and responsibilities)
governance committees and work groups.
Call the first IT Steering Committee meeting with the identified members; review
overarching plans for IT governance and creating the strategic plan. Re-charter, re-invigorate, and re-name the IT Technical Governance Committee (ITGC -
Technical) as the "CIO" Council.
Form a Business Process Council, given the need to aggressively address process
reengineering activities, to promote and support this function. Establish a robust communications process to ensure all stakeholders are informed
about activities associated with establishing governance processes and activities
associated with OIMT.
Policy &
Organization 6, 11 9,
Staff a Financial and IT Acquisition Manager to support investment activities, spearhead reengineering of the IT acquisition process, lead implementation of a fee-for-service model for enterprise IT services, support preparation of all funding requests to the Legislature going forward, and continue tracking and validating IT costs.
Staff a Labor Relations/HR Manager who can spearhead the development of a collaborative working relationship with the bargaining units, support development of re-training strategies, and lead the effort to revitalize the project to modify job descriptions, salary bands, and merit compensation approaches for the IT job family.
Identify a highly skilled detailee, contractor, and/or other team member who can coordinate and work through high-priority BPR process mapping and reengineering
sessions.
Augment OIMT staff: Utilize detailees from other Departments (even if only through a part-time commitment). Effectively leverage steering councils and working groups to
augment the organization. Identify and leverage contract staff in a targeted manner. Utilize the 12 competency areas to define all the requirements of governance and
ensure that each component is addressed with a focused project plan for implementation to maximize organizational effectiveness. Establish architecture and governance roles and responsibilities within the enterprise architecture competency area program plans.
Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Near-Term Long-Term Support creation and/or enhancement of policies being requested by the Departments
regarding the use of social media, cyber security, IT acquisition reporting thresholds, etc.
Human Capital 10
Invite active participation by the bargaining units in IT initiatives and projects that will have staff impacts (e.g., new technology insertion, BPR, training/retraining, IT job family
assessment and modification.)
Begin immediately identifying a staff retraining program in cooperation with the
bargaining units.
Standardize job classification to create parity with others performing the same duties and skills as part of IT transformation. Work with union leaders to ensure the member status
would not change as long as the union members remained with the State. Investment
and Capital Planning 6
Create a simple, straight-forward investment review process that can be used as a basis
for investment and capital planning evaluation activities.
Utilize the CIO Council as the idea entry point for new investment ideas/ requirements and leverage various working groups in the evaluation of investment
approvals/prioritizations.
Business Transformation Methodology
2, 6
Establish a go-forward BPR methodology using the GSA SLAM model and begin continual lessons learned on improving the BPR approach. Include specific focus on improved integration, elimination of manual interfaces, and streamlining of cross-organizational interaction.
Begin BPR, process evaluation, and requirements definition activities in conjunction with
stakeholders Departments.
Technology Management
& Assessment 11
Review the IT Transition Document prepared by the ITGC – Technical, address suggested opportunities for organizational alignment, and make go-forward decisions based on each (specifically the opportunities to first plan and integrate technology infrastructure components to stabilize, rationalize, and modernize to enhance efficiency and cost-effectiveness).
Implement a check printing and processing solution. Implement near-term
enhancements to the legacy payroll system to automate EFT.
Financial Management
Initiate BPR assessment, solution selection, and implementation of a new enterprise solution for financial management. Evaluate an ERP-type replacement for broad
Departmental/functional integration.
Data Entry Initiate a project to eliminate and minimize Departmental processes requiring data entry.
Payroll
Replacement of the payroll system is one of the most urgent needs within the application portfolio. Numerous payroll applications exist that should be evaluated for
implementation, either within the context of an ERP selection and implementation or standalone.
Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Initiate BPR assessment of the State procurement process. Leverage previous
committee work to streamline procurement.
Time and
Attendance Initiate implementation of common enterprise time and attendance system. Legislative Bill
Tracking Initiate implementation of a common enterprise legislative bill tracking system. Constituent
Relations
Tracking Initiate implementation of a common enterprise constituent relations tracking system. Disaster
20 Create a cross-functional team chartered to determine where the “primary” data center should reside and develop an overall DR approach. Work collaboratively with the
Departments to identify and create a funding strategy to resolve DR concerns.
IT Procurement Solutions
IT Acquisition Review
6
Begin immediately gathering and managing data related to planned acquisitions by leveraging the EAD tool as a mechanism to review, evaluate, and capture Departmental
acquisition plans.
IT Acquisition
Process Review the IT procurement process and how the SPO, CIO, and the OIMT team can
support and enhance IT acquisitions.
IT Acquisition Agreements
Evaluate, in conjunction with the SPO, the pros, cons, and steps required for the State to sign a cooperative agreement with GSA to buy from price-competitive commodity and consulting schedules and include a review of the number of companies in Hawai΄i holding GSA schedules.
Identify all projects and begin gaining visibility into application scope, potential reuse, or
consolidation with other efforts and guidance on enterprise standards. Identify flagship/strategic projects to establish key segments of the enterprise application
environment area of the technical architecture.
Enterprise
Architecture 18
Leverage the CIO Council to develop an immediate baseline of current assumptions regarding sunset, legacy, preferred, and standard application platforms, architectural
stacks, and technologies within the technical architecture. Develop standard enterprise application solutions, capabilities, and technologies based
on current investments within the State for the following critical areas: workflow system;
collaboration system; document management system; GIS software platform/technology;
and IT infrastructure management/enterprise system management tool.
Enterprise
Infrastructure Enterprise
Systems 20 Unify the Active Directory infrastructure. Design and deploy a unified Active Directory to store all information and settings for deployment in a central database.
Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Stabilize the email system versions and enhance overall enterprise capabilities including issues regarding a global address list and shared calendaring. Assemble a working team
to evaluate email, calendar, and collaboration requirements across the State. Wireless/
Mobile Solutions
Wireless &
Radio 20
Create a wireless data team to study the costs and benefits of Wi-Fi deployment. Create a wireless policy to address rogue access points and to ensure Departments that have deployed full wireless solutions meet specified levels of security and monitoring for unauthorized access. Collaborate with DOE's wireless project for the school buildings.
Synergies between vendors may exist that could be replicated at the Department level.
Develop a strategic plan that highlights key themes been identified as part of the State’s goal to transform government. Utilize this assessment report as a resource to create an outline and first draft of the IT strategic plan and utilize the wealth of information contained in the EAD tool to begin outlining tactical project plans. Evaluate and leverage, as appropriate, the Departmental governance “building blocks” implemented within the Departments (DHRD, DOE, UH, DHS, DOH, AG, DOTAX, and DCCA).
Policy &
Organization 12
Analyze the number of FTEs within ICSD who are devoted to supporting DAGS-owned systems and processes to determine exactly how many resources are devoted to enterprise services versus DAGS-specific functions and systems. Consider reassigning ICSD individuals supporting services statewide (State-level functions) (e.g., networking, website development and management, cyber security, server management,
telecommunications, and hosting/housing functions) to OIMT.
11 Assess immediate opportunities to provide additional support to the Departments with little or no IT support.
6
Spearhead a project to formalize documentation, relative to the IT environment
statewide, that only exists with key personnel.
Define applicable required IT policies/standards and guide adoption by the Departments.
Work collaboratively with the Departments to understand their issues and needs relative to the policies area and how to minimize the impact of changes. Leverage existing materials and approaches that have been developed within the Departments to serve as a starting point for OIMT. Establish an approach to measure overall implementation effectiveness.
Thoroughly review all existing ICSD policies and procedures, using COBIT standards as
a basis, and build a plan to either rescind them and/or update them.
IT Project/
Program
Management 6 Create a best practices-based project management approach. Establish an effective PMO function tailored to meet the State’s needs and support the Departments in their
project management activities with streamlined tools and procedures.
Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Near-Term Long-Term Leverage the EAD tool as a resource for maintaining the inventory of IT projects
statewide.
Leverage existing project management models in use (i.e., DAGS, DOT) or under
development (e.g., DOE) within the State, as appropriate for alignment. Process/
Change Management
6
Institute an enterprise-level change management process to communicate, assess impact, and disposition/schedule changes to the enterprise infrastructure to manage
overall systems stability.
Leverage the EAD tool to support change management until more robust tools, such as
Remedy, can be selected and procured.
IT Services Financial
Management 9 Understand the amount of IT that is funded directly by Federal grants as part of larger programs. This information is not always tracked explicitly by the Departments. Technology
Management
& Assessment
6
Evaluate the existing technology environment using the EAD tool.
Establish a new technology assessment approach to gauge potential adoption of new
technology and processes.
Create a system development lifecycle methodology, in conjunction with the
Departments, that is agile but comprehensive enough to ensure effective results. Agile Unified Process and/or SCRUM should be considered. Address a cultural reality that assumes system implementations take years not weeks.
Enterprise Architecture
14, 6, 1
Adopt an agile and pragmatic architecture approach that can be iterated as IT matures within the State and that places importance on rapid incremental progress by partitioning
architecture development into high priority “segments” aligned with the BRM. Establish an architecture and governance methodology for both shared data and web
services as part of the overall enterprise architecture approach.
Outline, within the IT Strategic Plan, desired objectives for integration and sharing of data across the State and within Departments as well as the strategies, approaches, and
capabilities to be adopted for accomplishing this by obtaining broad buy-in and support. Create an initial high-level enterprise architecture structure, including a data architecture,
that outlines prioritized subject areas for cross-departmental sharing and a technical architecture that moves the State toward smart integration and consolidation of technology elements.
Maintain and continue to refine the BRM as a tool to support statewide evaluation of service elements delivered to the citizens of Hawai΄i and internal support services. When evaluating processes or implementation ideas, utilize the “lines of business” approach to
gather input and promote implementation.
Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Near-Term Long-Term Establish a shared data and web services governance structure to bring together
stakeholders to manage brokering of agreements on data standards; assess changes related to shared data; mirror the two levels of interest within data standard agreements:
(1) data that is shared statewide and (2) data that is shared within a Department or line of business.
Evaluate and leverage, as appropriate, a shared data architecture approach
implemented within the Hawai΄i Information Justice Information Sharing (HIJIS) initiative
within the AG.
Collaborate with the Departments who have, or are building, project management processes and approaches and then create and implement a statewide approach to IT
program/project management.
Inventory/
Asset Management
Initiate BPR assessment, solution selection, and implementation of a new enterprise solution for inventory/asset management. Leverage the existing investment in Maximo
(as an option).
Document and Records Management
Initiate implementation of a common enterprise document and records management
system.
Longitudinal Data Enterprise Solution
DOE and UH are working a longitudinal solution. Multiple organizations must provide information/files to ensure accurate and complete longitudinal reporting as required by Federal grants. Assess how to more effectively collect longitudinal information in an automated manner from a truly enterprise perspective.
Affordable Care Act
Implement an integrated enterprise solution to the Act’s requirements, involving all required stakeholders: DCCA, DHS, and DOH. Use as a flagship initiative to move
forward enterprise application integration objectives.
Neighbor Island Solutions
Initiate assessment and consolidated improvements of several technology fronts to enhance overall connectivity of islands including video sharing (dedicated, web-based, and mobile), improved bandwidth, and desktop virtualization. Leverage the Hawai΄i Broadband Initiative which addresses high-speed Internet access for the residential and commercial market.
Upgrade PeopleSoft and roll-out ESS and MSS capabilities.
Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Perform a comprehensive risk-based evaluation of the information security posture working in collaboration with the Departments and the Information Privacy Security
Council, as appropriate.
Address immediate concerns with solutions that can be leveraged statewide. Take advantage of the “models for use” within the State and identified in this report and
leverage these as starting points.
Security Integration and Event
Management
20 Audit existing log files to ensure that all sources are reporting security events and logs to ArcSight collectors.
Collaboration &
Work Flow
Enterprise Data Analytics Solutions 15
Establish a standard data analytics solution and approach with standard methods, skilled resources, and tools. Evaluate and leverage, as appropriate, notable implementations of end-user data access systems to make critical data available for analysis and decision making. Specifically: FAMIS Data Mart, DOH Data Warehouse, and Juvenile Justice Information System (JJIS). Direct the design and implementation of shared data sources for user data sharing and analytics through the use of enterprise flagship projects for implementation.
Enterprise Collaboration
Solution 15
Establish standard collaboration solutions across the State, adopting technology platforms such as Microsoft SharePoint or Lotus Domino Quickr. Implement necessary technical underpinnings and connectivity for cross-departmental workgroup and project collaboration.
16 Evaluate and leverage notable implementations of application data integration through advanced capabilities (e.g., SOA). Specifically, DOH services implementation and HIC.
16
Establish an enterprise solution for application integration that includes standard approaches, methods, knowledge/expertise, skilled resources, and tools/technologies to enable and support web services implementation and use. Establish an internal-facing web site to facilitate sharing of “master data sets” for application integration through web services layered on top of XML data sets.
Establish a State of Hawai΄i data.gov internal and public-facing web site to facilitate the sharing of “master data sets” as defined above. Support both internal-facing (for State use as well as application integration through web services layered on top of XML data sets) and external, public-facing (for publishing public-domain master data sets).
Enterprise Dashboard
Solution 15
Establish a standard management-level dashboard reporting solution with supporting data aggregation and summarization capabilities. Implement “rolling up” program-level information for project and operational performance, and institute processes for projects and operations to begin reporting.
Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Management 17 Begin to evaluate/audit/spot-check projects to foster compliance with technology standards.
Enterprise
Architecture 18
Develop standards and guidance regarding technology decisions, specifically with respect to application architecture, design, and implementation for use and adoption across the Departments, Divisions, and Programs. Recognize strategic application platforms and technologies for future applications development and establish enterprise capabilities for these including standard development methods, skills development (training), skills acquisition (contracting), and tools/technologies. Strategic focus areas include: web applications development, mobile applications development, and social media development. Create a communication plan to “market” the standards and guidance within each Department.
Develop a services portfolio management program plan and CONOPS with responsibility for such development residing with the OIMT IT Program Manager. Adopt and use the EAD as an interim portfolio management tool until the approach matures for
consideration of a replacement system.
Change, Configuration and Asset Management
Develop a program plan for IT change, configuration, and asset management in conjunction with portfolio management including policies, roles, responsibilities, and CONOPS. Establish the EAD tool as interim tool until the approach matures and a more robust system is justifiable.
Change Management
Establish an enterprise-level change management approach to include:
- Request for change creation, review, and disposition - CCB to review all critical changes
- Forward schedule of change to publish planned changes
Knowledge Management
Establish enterprise processes and a system for knowledge management. Ensure that all documentation regarding environments, asset configuration, known problems, work arounds, solutions, user requests for service, and resolution scripts are stored within the knowledge management repository. Ensure that IT workers at all levels use the
knowledge management repository for environment and work instruction documentation.
Begin by ensuring that OIMT central services use this approach.
Incident, Request, and Access Management
Establish an enterprise-level service desk with overall responsibility for resolution of all service and support requests, incidents, and event resolution. Establish a Tier 1 central point-of-contact. Use a catch and dispatch model initially as needed to invoke
Departmental resources. Over time, move and grow resolution capabilities in the central service desk. Establish a common ticketing system.
Incident
Management Establish plans and procedures for addressing high priority or critical incidents including
notification lists, triage, resolution, and reporting approach.
Top Ten
Focus Area Element No Recommendation/Action
Immediate-Term
Near-Term Long-Term Event
Management
Establish a best-practice operations model that integrates and consolidates service desk, infrastructure operations, and security operations into a common enterprise
operations center. Begin by ensuring that OIMT central services use this approach.
Hosting Environments, Cloud, & Data Center
20
Develop a go forward strategy to eliminate the "one server, one application" model currently in place and utilize virtual servers to run multiple virtual machines on each
physical machine.
physical machine.