ARQUITECTURA ANSI/X3/SPARC Y EL MODELO CONCEPTUAL
2.2. El sistema de gestión de bases de datos SISTEMAS DE BASES DE DATOS.
Benefits
1 Implement Office 2007 to utilize Groove, InfoPath and OneNote
Efficiency to day-to-day operations 2 Implement and utilize
SharePoint Improved collaboration and streamlined process workflow 3 Implement a central image
management process Significantly increased productivity of ITS ‘imaging’ individual 4 Develop email Storage
standards Improved email management, reduced storage requirement 5 Upgrade CMiC to v2006
(see 7 below) Improved collaboration Reduced manual entry
6 CKTraax and CRM Replacement Improved municipal accountability Better issue tracking and escalation Improved corporate knowledge development
Improved IT trouble ticket tracking and Help desk service
7 Migrate BCD Payroll and InfoHR
to CMiC v2006 Improved collaboration Reduced manual entry 8 Consider using CMiC’s Asset
Tracking/Management and work order processing
capabilities (or a replacement of CMiC)
Control of Municipality’s assets
Better and common management of work orders
9 Implement Exchange/Outlook
Increase bandwidth Retire Citrix
Reduced support effort Eliminates Citrix license costs 10 Redesign backup process Increase efficiency
Improve manageability Reduce vulnerability 11 Implement improved Issue
Tracking System Improved management of incidents Elimination of paper Reduced data entry
12 Assign a server as a print server Reduces the amount of user support needed
13 Implement SharePoint antivirus Reduces vulnerability to virus attacks 14 Implement Windows Remote
Desktop tool
Benefits
15 Implement System Center
Configuration Manager Server Minimizes the likelihood of downloading corrupt versions of software 16 Review web needs and update
website Address the current needs of stakeholders
17 Instantiate Sharepoint as a base platform for the corporate intranet and a
record/document repository
Provides a standard and structured environment for storage and access
18 In lieu of 16 above, increase font size (or provide instructions to users on how to magnify the text)
Improves readability – and therefore use – of website
19 Capture advanced Web usage trends e.g. hits, pages browsed, etc
Indicates the webpage’s of interest to stakeholders
Provides stats for capacity and performance
20 Provide automated aids to enable website authors and editors to self-tech themselves how to update web content
Reduces the hands-on training presently provided by ITS
Network Infrastructure
Benefits
1 Implement improved network
monitoring tools Anticipate and be proactive to issues that arise with respect to e.g. component failure, capacity, performance degradation etc
2 Implement network
segmentation
Increases robustness, efficiency and security of network i.e. reduces downtime, optimizes bandwidth, reduces vulnerability
3 Review, reorganize and, where
necessary, replace cabling Increases network reliability, performance and longevity 4 The current use of VMWare
should be legitimized by the purchase of a supported version
As this software is on use in production systems, in the event of systems failure, the vendor will likely provide a low level of support resulting in extended downtime and a possibly inferior ‘fix’
5 Migrate the Netware domain
to Active Directory Rationalizes - and therefore simplifies – directory/password management 6 Migrate email to Exchange Most prevalent email platform
Benefits
Eliminates Lotus Notes annual support fees 7 Migrate servers to new server
room as soon as possible Reduce likelihood of equipment failure due to factors such as HVAC, etc 8 Ensure Wi-Fi Protected Access
(WPA) encryption is configured on both wireless networks
Reduce the vulnerability to ‘hacking’
9 Eliminate use of dial-up
modems Eliminates unauthorized access to the network via these modems Removes equipment that is at end-of-life 10 Carry out a review of business
processes, optimize and document them
Provides (currently absent) processes to support GIS users and application
11 Implement a robust Incident Tracking System
Eliminates the use of SuiteResponse and GIS group’s Wiki-style knowledge portal
12 Obtain information from Radio System vendor on coverage Review SLA
Improve ability to better liaise with vendor in the event of an outage and therefore resolve quickly
13 Review SCADA service
organization, and provision Incorporate increased security, and reliability
Data Infrastructure
Benefits
1 Review Access databases and institute a program for their gradual elimination or
migration to 1 SQL database
Eliminates multiple occurrences of data Reduce errors
Foster increased data integration and rationalization
2 Rationalize Oracle databases Simplify infrastructure and improve ability to manage
3 Rationalize SQL databases Simplify infrastructure and improve ability to manage
Voice Communications Infrastructure
Benefits
1 Plan for the replacement of the existing (obsolete) PBX
telephony system
Operational Review
Benefits
1 Institute policy of cyclic renewal for computers (generally 4 years)
Eliminate current process of ‘passing down’ computers
Rationalizes the replacement of computers Assists the planning of renewals
Assists the management of funding the replacements
Eliminates the re-imaging of ‘passed down’ machines (and the effort involved)
2 Formalize process for disposing of retired computers
Frees up space and clutter
Business Processes
Benefits
1 Document business processes and how they map to the
computer applications (systems)
Ensures processes are always carried out in the sale manner
Assists on-the-job training of new staff Provides process guidelines for ‘substituting’ staff during vacations, sickness etc
2 Finalize, gain approval for, and institute Acceptable Usage Policy
Minimizes unauthorized or illegal use of company assets
Clarifies ‘rules’ for employees
Potentially minimizes Municipality’s liability in case of misuse
Increases security of Municipality’s information
Helps to safeguard privacy of citizens’ records
3 Develop and institute a network security policy regarding network intrusions
Intrusions can be quickly identified, analyzed and fast remedial action taken thereby minimizing the impact of the intrusion 4 Develop procedures that
govern Help desk activities
Help desk tasks are carried out more effectively, more efficiently and more comprehensively in a consistent manner 5 Document GIS Processes Ensures processes are carried out in a
correct, consistent and optimal manner 6 Document CMiC Processes Ensures processes are carried out in a
correct and consistent manner 7 Set up documentation Ensures documentation is:
repository on SharePoint portal • Readily accessible
• Backed up
• Easy to maintain
It should be noted that the above initiatives comprise a high level roadmap.
When the plan is approved, appropriate work plans will need to be created for each project, and the necessary budget and resources allocated.
Appendix A. Interviews
Interview Lists
Paul Mackin (46 Interviews) Michael Barron (19 Interviews) MGCG Technical Resources (12
Interviews)
Helen McLaren (Director, Information Technology Services)
Roger Bruneel (Project Manager, Information Technology Services) Leo Denys (GM, Infrastructure & Engineering Services)
Carl Herder (Police Chief)
Mary Lou McLeod (Acting GM, Corporate Services)
Stuart Wood (Director, Financial Services/Treasurer)
Eveyln Bish (Acting GM, Community & Development Services)
Randy Hope (Mayor)
Dave Kenney (President, CK Energy Inc.) Carol Helmer (Telecommunications Analyst)
Melanie Liddy (Help desk Attendant) Justin Luth (Network Support)
Gord Claridge (Manager, Support & Technical Services)
Deb DeBok (Help desk Attendant)
Catherine Fitzgerald (Manager, Corporate Applications)
Dom do Forno (Database Administrator) Jim Dudley (Telecommunications
Administrator)
Joann Kjeldsen (Web Project Manager)
Marsha Millar (Children’s Services) Shari Gabriele (Provincial Offices Court), Ron Stead (Customer Service)
Leanne Segeren-Swayze (Municipal Service Centre)
Jim McNamara/Gail Whitney (Budget) Val Colasanti (Ontario Works)
Marylou Martin, Polly Smith, Peg Johns (Ontario Works)
Gary Northcott
(Engineering/Transportation)
Paul Lacina (Building, Enforcement & Licensing)
Christina Thomas (Ontario Works) Stephen Jahns (Infrastructure & Transportation)
Annmarie Millson (Fleet Services)
Marsha Coyne, Ralph Pugliese (Planning) Patricia Dauphin/Nelson Alves/Tracy Manso
Bob Crawford (Fire Services)
Christina Thomas/Linda Salisbury/Francis (at Shelley’s office – Centre for Community Services)
Alan DeVillaer (Emergency Management) Janet Raddatz (Culture & Special Events), Jackie Sosnowski & Scott Mailing
(Recreation Facilities), Ann Robinson
Deb DeBok (Help desk) Bob Delahaye (Technician) Justin Luth (Server)
Catherine Fitzgerald (Database Manager) Richard Drouillard (Database Admin) Kim MacIntyre (Training - unavailable) / Carlos Pisquem (Web Developers Roger Bruneel
Jim Dudley & Carol Helmer Wednesday, Gord Claridge
Fred Rouse & Justin Luth Catherine Fitzgerald
Paul Mackin (46 Interviews) Michael Barron (19 Interviews) MGCG Technical Resources (12 Interviews)
Rebecca Newby (Administrative Assistant) Fred Rouse (Network Support)
Carlos Pisquem (Senior Web Administrator Developer)
Gerry Wolting (Acting CAO) Kim MacIntyre (Web Administrator Developer)
James Sparks (GIS Technician)
Richard Drouillard (Database Support) Hans Funk (Computer Technician)
Tracy Manso (Customer/Financial Analyst – CK Utilities)
Tim Mifflin (Inspector – CK Police) Fred Dixon (Computer Technician) Andrew Boan (Coordinator, Spatial Applications)
Bob Delahaye (Computer Technician) Stephanie Richmond (Coordinator, Data Management)
Shelley Wilkins, Linda Salisbury (Social Housing)
Marjorie Crew (Councillor) Anne Gilbert (Councillor)
Nelson Cavacas, Linda Pepper, Katrina Oliver (Engineering)
Bill Weaver (Councillor)
Kathryn Goodhue (Library Services) Colleen Wilson, Joann Johnston (Senior Services)
Tom Kissner, Rob Bernardi, Scott Praill (Water/Wastewater)
(Recreation Services)
Marianne Fenton, Norma Jay, Michele Cranny (Training, Payroll, Benefits)
Paul Mackin (46 Interviews) Michael Barron (19 Interviews) MGCG Technical Resources (12 Interviews)
Lucy Brown (Health & Family Services) Stuart Wood/Laurie Logan re: PSAB Anne Coulter (Health Unit): meeting to be held in Anne’s office – Centre for
Community Services, 435 Grand Avenue West)
Steve Matheson, Carol Holling (Legal), Elinor Mifflin (Municipal Clerk)
Appendix B – Existing Business Processes
Current Helpdesk Triage Process
(documented as observed and described)
Ve ndor H ard w are Su ppor t G roup Ne tw or k Suppor t G rou p En d U se r
Issue identified & calls into helpdesk Is solution Acceptable? Level 1 Tech to Troubleshoot Issue Yes Troubleshoot Issue No Issue resolvable @ this level? Issue resolvable @ this level? No No No Execute solution Execute solution Yes Yes
Execute solution Was Issue Resolved?
No
Yes Yes
Current GIS Support Process
(documented as observed and described)
Yes No No No Yes Yes No No Yes Yes Management Notification & review Issue resolvable @ this level? Does Issue Require Vendor Support? Management Approval Management Contingency Planning Process GIS Technician to
Troubleshoot Execute solution
Is solution Acceptable? Issue identified &
calls into helpdesk
Management review with Tech Team Issue identified &
calls into support unit directly
Ma na ge m en t N et w or k S upp or t Gr ou p W eb S upp or t G ro up En d U se r
Appendix C – MISA Findings
(information pending Municipality’s consent for use)
Office Software
Office Fax Web Voice Voice
Municipality Suite Email Gateway Browser Dictation Mail
>100,000 Burlington Chatham-Kent Greater Sudbury Halton Region Hamilton Kingston Kitchener London Markham Mississauga Niagara Region Oakville Oshawa Ottawa Oxford County Peel Region
Office Fax Web Voice Voice
Municipality Suite Email Gateway Browser Dictation Mail
Thunder Bay Toronto Waterloo Region Windsor York Region 20,000-100,000 Ajax Brant County Brantford Brockville Bruce County Clarington Frontenac Grey County Haldimand County Halton Hills Leamington Middlesex County Milton Muskoka District Newmarket North Bay Peterborough Renfrew County Sarnia
Office Fax Web Voice Voice
Municipality Suite Email Gateway Browser Dictation Mail
Tecumseh Timmins Woodstock < 20,000 Loyalist Rideau Lakes South Dundas
Technology Management
Help Tech Desktop Software Patch Network Printer
Municipality Desk Asset Mmgt Mgmt Deployment Mgmt Mgmt Mgmt Backup
>100,000 Burlington Chatham-Kent Greater Sudbury Halton Region Hamilton Kingston Kitchener London Markham Mississauga Niagara Region Oakville Oshawa Ottawa Oxford County Peel Region Thunder Bay Toronto Waterloo Region
Help Tech Desktop Software Patch Network Printer
Municipality Desk Asset Mmgt Mgmt Deployment Mgmt Mgmt Mgmt Backup
Windsor York Region 20,000-100,000 Ajax Brant County Brantford Brockville Bruce County Clarington Frontenac Grey County Haldimand County Halton Hills Leamington Middlesex County Milton Muskoka District Newmarket North Bay Peterborough Renfrew County Sarnia Tecumseh Timmins
Help Tech Desktop Software Patch Network Printer
Municipality Desk Asset Mmgt Mgmt Deployment Mgmt Mgmt Mgmt Backup
Woodstock < 20,000 Loyalist Rideau Lakes South Dundas
Key Applications 1
Emergency Finance/ Fleet Environmental Human Insurance
Municipality Name Services Accounting Management Health Resources Risk/Management Libraries >100,000 Burlington Chatham-Kent Greater Sudbury Halton Region Hamilton Kingston Kitchener London Markham Mississauga Niagara Region Oakville Oshawa Ottawa Oxford County Peel Region Thunder Bay Toronto Waterloo Region
Emergency Finance/ Fleet Environmental Human Insurance
Municipality Name Services Accounting Management Health Resources Risk/Management Libraries
Windsor York Region 20,000-100,000 Ajax Brant County Brantford Brockville Bruce County Clarington Frontenac Grey County Haldimand County Halton Hills Leamington Middlesex County Milton Muskoka District Newmarket North Bay Peterborough Renfrew County Sarnia
Emergency Finance/ Fleet Environmental Human Insurance
Municipality Name Services Accounting Management Health Resources Risk/Management Libraries
Tecumseh Timmins Woodstock < 20,000 Loyalist Rideau Lakes South Dundas
Key Applications 2
Long-Term Care/ Parking/ Parks & Property Public Public Works Municipality Name Seniors Parking Tags Recreation Payroll Police Management Health Infrastructure
>100,000 Burlington Chatham-Kent Greater Sudbury Halton Region Hamilton Kingston Kitchener London Markham Mississauga Niagara Region Oakville Oshawa Ottawa Oxford County Peel Region Thunder Bay Toronto Waterloo Region Windsor York Region 20,000-100,000 Ajax
Long-Term Care/ Parking/ Parks & Property Public Public Works Municipality Name Seniors Parking Tags Recreation Payroll Police Management Health Infrastructure
Brant County Brantford Brockville Bruce County Clarington Frontenac Grey County Haldimand County Halton Hills Leamington Middlesex County Milton Muskoka District Newmarket North Bay Peterborough Renfrew County Sarnia Tecumseh Timmins Woodstock < 20,000 Loyalist Rideau Lakes South Dundas
Appendix D - Website Statistics
Appendix E SWOT Analysis
Organization and Governance – IT within Business Areas
Strengths Weaknesses Opportunities Threats
o Support for “sister”
organizations is in place
o IT Organization is rational in
design and governance including defined areas of roles and responsibilities
o Help desk technicians do training to staff regularly on Suite response and Lotus Notes
o Web team gets trained o Staff consider ITS to be
responsive and skilled
o ITS organizational structure is
not optimal to support business– structure is not focused on technology or services but on legacy and existing roles and
responsibilities.
o External to ITS, lack of
understanding of how ITS is involved in overall
functionality of Municipality
o Historically, projects have been started or executed without understanding of implications of ITS
o Lack of long-term strategic
“thinking” from non- management staff
o Sometimes there is a “Get it
working” mandate from business, rather than, “give me a solution which is planned and well thought out”
o Introduction of Municipality
wide Program Management Office to manage projects and project standards
o Introduction of new Municipal
Technology Steering
Committee (MTSC) to ensure that technology projects across the entire organization receive the ITS focus they deserve
o Make ITS global organization reporting to CAO
o Tracking of issues with more robust tool
o Some managers will resist
change
o Suite Response does not
allow for reflection of true issue status
Infrastructure – IT within Business Areas
It should be noted that, as a result of the amalgamation, the Municipality inherited many different platforms. These have been rationalized over time, but this rationalization has typically not involved the upgrade of platform due to budget constraints18.
Strengths Weaknesses Opportunities Threats
o Systems work
o Most users are happy with
functionality
o Most users report problems solved within timely manner
o Help desk is not considered particularly effective
o Help desk does not achieve
standard 80% issue resolution on the first call (exact
numbers are unavailable)
o Islands of technology in place
both in Service Level Organizations and with the deployment of a large number of access databases within the Municipality
o Dependence on CITRIX when
it is not required, performance issues therein
o Office tool is now out of date
o Many users’ computers are
significantly behind in terms of performance. Organization is very subject to Moore’s law
o Departments have not kept their commitment to cash reserves for technology
o Migration to Exchange and Office 2007 will require technology refresh, simplify the user experience and streamline performance.
o Security concerns
o Data accuracy concerns
o Backup and recovery concerns
refresh
o Web experience is genuinely disliked by most business staff interviewed
Policies and Procedures – IT within Business Areas
Strengths Weaknesses Opportunities Threats
o Some processes are documented and the documentation followed
o For the most part processes
are not documented o Creation and implementation of policies across Municipality
o Documentation standards o Review technology
procurement and obsolescence standards
o Review and update existing application currency
oSome staff may resist change
oLess rigour re policies than is
desirable
oTracking of issues with more robust tool
Physical Environment and Security – IT within Business Areas
Strengths Weaknesses Opportunities Threats
o Video recording with security
cameras and use of Panic Buttons and alarms
o Individualized security codes
o Lack of spare parts or
maintenance contracts
o Battery backup of some
telephone systems insufficient (although the battery only needs to provide power for 30 seconds until the
generator kicks in)
o Lack of maintenance
contracts on equipment
o Standards for security access
not globally adopted
o Increased deployment of
video surveillance and alarms o
May be vulnerable to security threats
Appendix F – Draft “To Be” Role Descriptions
Director Information Technology Services
Job Summary
Indicate the primary purpose of the job, referencing the results or outcomes expected from the job (rather than what is specifically done). This should briefly describe why the job exists.
In conjunction with corporate mission statements and values, vision for and strategically position the technological advancements of the Municipality. Administer the
preparation and reporting of the Information Technology Services department’s short and long range plans.
Serve as Chair Person of the Information Technology Steering Committee (ITSC) for the Municipality of Chatham-Kent. Reporting directly to the Chief Administration Officer, the Chair Person is responsible for ensuring that the ITSC develop and enforce
appropriate technology standards for the Municipality and serve as advisor to all Municipal business areas on the technology implications for all ongoing projects and operations
Coach, manage, develop and guide a highly specialized team of technical experts and allocate resources as prioritized by corporate goals and objectives.
Ensure that the Municipality’s required timelines and budgetary considerations are met or exceeded. Prepare annual budgets, business plans and manage the Information Technology Services budget in excess of $3,200,000.
Provide overall management and definition of all computer and telecommunication activities within the enterprise including providing a leadership role in the day-to-day operations of the Information Technology Services functions, as well as provide direction as the enterprise technology needs expand across the Municipality.
Provide strategic direction for developing and implementing new corporate wide enabling technologies to assist the Municipality with increased demands for information and service delivery to business units and citizens.
Migrate the Municipality towards common infrastructure to reduce duplication and through a planned replacement maintenance program to ensure that the corporate investments do not become obsolete.
The scope of the function extends from strategic planning for the departments role, to provide direction and support in the areas of networking, communication, geographic information services, web services, hardware and software technologies to satisfy the
enterprise business objectives.
Direct technical experts to use technology in creative, collaborative and innovative ways to improve service to our citizens as well as develop efficiencies in our internal business processes. Monitor corporative initiatives, departmental projects, electronic services, information services operations through the use of technology. Support over 150 different computer applications, over 1400 users and 950 PCs that are located in 115 different sites across the Municipality.
Major Responsibilities
Recruit, manage, develop, motivate, lead and coach Technical specialists who monitor and maintain all computer related technology and allocate resources as prioritized by corporate goals and objectives. Includes hardware, software,
computer networks, operating systems, data, security, phones, radios, copiers, printers, towers, switches, etc. for various organizations: Municipality, CK Energy, CK