Post on 23-Jan-2015
description
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Shared Services Canada
A Transformational Journey Through Enterprise Initiatives
Benoît Long, Senior Assistant Deputy Minister Transformation, Service Strategy and Design May 24, 2012
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Presentation Outline
• Shared Services Canada (SSC) Mandate • Strategic Directions • The Road Ahead:
♦ Email ♦ Data Centre ♦ Telecom
• The Journey
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“Shared Services Canada was formed to consolidate and streamline the delivery of IT infrastructure services, specifically email, data centre and network services. Our mandate is to do this so that all federal organizations have access to reliable, efficient and secure IT infrastructure services for the best value.”
Shared Services Canada Mandate
http://publiservice.gc.ca/ssc-spc/faq-eng.html#q2
SSC will ensure full Value for Money, achieve Service Excellence, and Innovate!
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SSC Creation Future
Shared Services Canada Transformation Vision
Consolidated Standardized Innovative Strategies & Partnerships Value for Partners & Canadians
Duplication Fragmentation Low interoperability Aging Infrastructure
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Guiding Principles for Transformation:
• Innovation • Cost Efficiency • Security • Quality • Rationalization • Standardization • Sustainability
Shared Services Canada Transformation Vision
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TRANSFORMATION
Enterprise-Wide Approach to Consolidation and Transformation
April 1, 2012
Data Centres • From 300 data centres to less than 20 • Reduce carbon footprint across the country • Share computing and storage resources at an
enterprise level • Standardized data centre, network and hosting
environment for GC business applications
2015 2020 November 15, 2011
Networks • From department-centric to shared infrastructure • Converge voice/data/video on same infrastructure • Expand wireless network infrastructure for mobile
devices
Email • Move to consolidated email platform (unclassified
to secret)
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SSC’s Transformation Initiatives
Email Current state
Business case and plan
2012-2013
Procurement
2013-2020
Build and Migration – 43 departments; 377,000 users
Data Centres (2012-2020) Current State, Business Case, Detailed
Inventory and Plans
Networks (2012-2020)
Migration to New Data Centres (Multiple Waves)
Inter-building (WAN) - integrated and aligned with data centre consolidation plan Intra-building (LAN) - integrated and aligned with data centre consolidation plan
Nov 2011 Jan – May 2012 June 2013 Oct 2013 – April 2015
Forums / Events • Chief Information Officer Council (CIOC) • DPI, GTEC • Executive Summit
Industry – Launch and closure of procurement process; engagement of industry based on sourcing strategies
Key Stakeholders • Ministers • Inter-departmental Advisory
Committees (IT Business Transformation)
• CIO Council • 43 Partner Departments • Unions • Industry En
gage
men
t Inter-departmental Working Groups: • Security • Policy and Standards • Functional • Business Requirements • Transition • Operational & Service Mgmt • Information Mgmt
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Assessment and Analysis of Current Email Services
Access for Canadian Citizens & Business
Costs
Effectiveness – Productivity Tool
Security and Performance
• Email is a channel of communications with citizens and business to access GC programs but not used extensively for transactions
• Current state is complicated by numerous departmental naming conventions, uncoordinated channel management strategies, security and privacy concerns
• Principle to make it easier for citizens to communicate with GC
• Benchmarks show the GC is not best case.
• SSC current estimate at $28 per user mailbox/month
• Gartner - Industry best case estimate $8 – 12 per user mailbox /month
• 377,804 seats • Current investment in licensing with three vendors /
no consolidation of licenses • Over 63 email systems in 43 departments
• The GC could make better use of email by segmenting the users into groups based on the email functions they need (i.e. Civilian and Military, or mobile and non-mobile users)
• Departmental systems are less than optimal for collaboration among departments (i.e. Non-integrated calendaring systems)
• Current systems are complex:
• Different technologies • At least 700 email directories • Distributed and centralized dept. systems
• High diversity - difficult to standardize • Current costly uses of email require change –
records management, retention policy, privacy etc. • Security vulnerabilities and varying levels of
compliance
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VISION Improving Service Quality
• Improve levels of service and security for all
• Standardize infrastructure and platforms
• Increase system availability, reliability, robustness and scalability
• Reduce dependence on physical location (enhance mobility)
Maximizing Efficiencies • Reduce duplication of infrastructure
• Centralize operation and administration
• Determine appropriate level of private sector engagement
• Make effective use of shrinking IT budget and resources
Minimizing Risks
• Fewer, better quality facilities
• Power supply diversification
• Centralize planning and recapitalization; procurement
• Address aging IT infrastructure
• Improve information security
• Examine industry investment and risk sharing
Additional Benefits • Significant environmental benefits
• Reduce power demand
• Reduce greenhouse gas emissions (cleaner power); reduce e-waste
• Enable Workplace 2.0
• Reduce travel costs (videoconferencing / telepresence)
• Improve support to remote worker
Transformation Principles – Data Centres and Networks
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Data Centre and Networks - Current State
LAN1 – Dept A
LAN5 – Dept Q
LAN4 – Dept H
LAN3 – Dept F
LAN2 – Dept B
LAN7
LAN6
LAN3000
Building Building Building Building
WAN1 WAN2 WAN3 WAN43 . . .
LAN5 – Dept Q
LAN4 – Dept H
LAN7
LAN6
Building Building Building
Dept. A: small data
centre
LAN2 – Dept B
LAN7
LAN6
Building
Dept. A: large. data centre
Dept. H: small data
centre. Dept. Q: small data
centre
Dept. F: small data
centre
Dept. C: small data
centre
LAN2999
LAN7
LAN6
Building
Dept. B: small data
centre
. . .
. . .
Dept. D: small data
centre
data centres
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Data Centre Directions: From – To Perspective
Optimize the delivery of GC data centre services, by standardizing technologies, consolidating buildings and IT, centralizing operations, and re-engineering service delivery
Key Components Elements FROM (TBC) TO (TBC)
Facilities Number of Data Centres Geographic location Footprint
300+ Dept. based
590,000 sq. ft
Less than 20 Enterprise focus; objective criteria < 200,000 sq. ft
Hardware Number of Servers Type of computing and storage
25,000+
Specialized
Less than 18,000
Standardized
Software Middleware Virtualization
Non standard
Low (35:65)
Standardized platforms
High (70:30)
Network Consolidation Dept. specific
WAN/LANs Common high speed and
secure network
Power & Cooling Power Density (watts per square feet) 35 kW/sq.ft. 17.8 MW
100 min. kW/sq.ft. 13.4 MW
Resiliency Availability and disaster recovery Tier 0-2 Tiers 3-4
Costs
Cost of operations Hardware costs Software costs Data Centre Network costs
$ 567 M - 10% -18% - 9%
- 19.6%
For Illustration Purposes Only
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Telecom (Networks) Transformation Intra-building
(LAN) Inter-building
(WAN/MAN)
Converged/Unified Communications
(Voice/Video)
Contact Centres Network Security
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SSC Business Model - Enabling Transformation
Plan
Build
Operate
Enterprise Enablers Finance / HR / Communications / Procurement / Legal / Audit and Evaluation /
Governance / Portfolio Management / Management of Change / Risk Management
Enterprise & Business Project Execution and Business Relationship
Management
Deliver Services to Partners & Clients,
ensures continuity and stability of Operations
Architect the Enterprise & Design Services
Regional Leads Portfolio Leads
Service and Process
Management
Enterprise Project
Execution
Client Relationships
& Business Intake
Business Solutions
Project Mgmt & Implementation
Readiness Practice
Portfolio and Program
Management
Enterprise Architecture
Transformation and Service Design
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The Journey – Success Factors
Principles Governance Engagement Measurement
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Thank you
Any questions