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City of Virginia Beach | ComIT Master Technology Plan (Appendix J) 1

Application Portfolio ManagementAppendix J

ComIT Master Technology Plan (Appendix J) | City of Virginia Beach2

This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved.

GARTNER CONSULTING Version #1 Engagement: 330015256

Chris Steadley Associate Director Gartner Consulting [email protected]

Application Portfolio Management Final Report 13 September 2013 Engagement Alias: 330015256

Prepared for City of Virginia Beach


Engagement: 330015256 © 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 1

Agenda

■ Executive Summary

■ Assessment Approach

■ Summary Findings

■ Application-specific Improvement Projects

■ Strategic Improvement Programs

■ Recommended Gartner Research

■ Next Steps



Applications Roadmap

Executive Summary



ComIT engaged Gartner to understand the health of its application portfolio, and the supporting processes; a couple of widely published, proven and efficient approaches were utilized for this analysis

■ Objectives – Conduct portfolio assessment for 150-200 applications – Survey stakeholders to establish perspectives on business value and technical quality for all

applications – Prioritize improvement opportunities – Define pace layer management framework to improve prioritization, resource allocation and

deployment

■ Approach – Gartner leveraged two published, proven application portfolio assessment tools to collect and

assess data, and to derive the stated recommendations – Our TIME methodology leverages business and technical stakeholder input to provide guidance

for investment decisions. – The Pace Layer Framework is a tool that helps understand specifically what ComIT can do to

better-align with varying ideas and needs of the business

■ Performance – Over 200 stakeholders provided input on 157 applications that covered all key areas of the City’s

business functions



Business and technical stakeholder response rate and quality were excellent, showing a portfolio that is in overall good health

■ Key findings – Departments able to self-fund application support showed higher satisfaction than others;

application quality ratings were consistent with this – Applications were deemed critical and are highly utilized but are siloed and require specialized

knowledge in order to be used efficiently – While the technical design is constraining, applications are still performing adequately – Lack of supporting infrastructure and practices for applications that support innovative ideas and

dynamic processes – Consistent with feedback from strategy workshops, ComIT does not truly support innovation –

this is demonstrated by the overall lack of ‘innovation’ systems within the portfolio – Business engagement represents the greatest area of misalignment between ComIT and the

business – ComIT lacks the internal processes and tools to manage and assess the application portfolio in a

manner that will enable the responsiveness needed to support business needs



ComIT should engage business stakeholders to initiate improvements of applications deemed priority for further investment and integration; business engagement, technology and development lifecycle are key focus areas

Priority Applications Areas of Improvement Magic Monitor Funding, Engagement, Risk, Data, Performance, Technology, SDLC, Architecture, Analytics

Advocate (PCC, PAC, Utilities) Funding, Engagement, Risk, Data, Performance, Technology, SDLC, Architecture, Analytics

NICE Inform Funding, Engagement, Risk, Data, Performance, Technology, SDLC, Architecture

iNovah Funding, Engagement, Risk, Data, Performance, Technology, SDLC, Architecture

Business License System MF Engagement, Risk, Data, Performance, Technology, SDLC, Architecture, Analytics

ArcGIS Server – GIS Web Server/DB Server Funding, Engagement, Risk, Data, Technology, SDLC, Architecture, Analytics

Image Trend (EMS RMS) Funding, Engagement, Risk, Performance, Technology, SDLC, Architecture, Analytics

SharePoint Funding, Engagement, Risk, Data, Performance, Technology, SDLC, Analytics

PIP Funding, Engagement, Risk, Data, Performance, Technology, SDLC, Analytics

SSOs Funding, Engagement, Risk, Data, Performance, Technology, SDLC, Analytics

Extensis Portfolio Funding, Engagement, Risk, Data, Performance, Technology, SDLC, Architecture

Daily Rental (mainframe) Engagement, Risk, Data, Performance, Technology, SDLC, Architecture, Analytics

Mitchell (On Demand – Mechanics Program) Funding, Engagement, Risk, Data, Technology, SDLC, Architecture, Analytics

ACL – Audit Command Language Funding, Engagement, Risk, Performance, Technology, SDLC, Architecture, Analytics

Mercury Marine CDS Funding, Engagement, Risk, Data, Technology, SDLC, Architecture, Analytics

ProVal Engagement, Risk, Data, Technology, SDLC, Architecture, Analytics

Government Revenue Management (GRM) Funding, Engagement, Data, Performance, Technology, SDLC, Architecture

Hansen (Work Order & Parts Inventory) Funding, Engagement, Data, Performance, Technology, SDLC, Architecture



The following strategic initiatives have been identified and should be incorporated into ComIT’s overall strategic roadmap

■ ComIT has an opportunity to achieve and deliver improved customer service, operational efficiency and financial benefits internally and to the City overall through more effective application portfolio management.

■ These benefits can be realized by embarking on the following strategic programs:

Improvement Program

Customer Service Financial Operational Efficiency

Improve release management

Mature APM capabilities

Investigate “best fit” management practices

Improve stakeholder engagement

Establish flexible architecture

Establish innovation framework

Major benefit

Moderate benefit



ComIT should leverage the current momentum built up by preparing for its next round of application assessments, understanding ROI of strategic programs and engaging the business on tactical initiatives

■ Incorporate these findings and recommendations into the ComIT strategic planning exercise

■ Complete validation of assessment results; consider soliciting input from additional stakeholders in areas where participation was limited

■ Engage the business to understand and develop business cases for investments in the top 20 priority applications

■ Identify participants for remaining critical business and IT applications that need to be assessed

■ Further explore strategic initiatives to understand effort, costs, benefit and prioritization

■ Leverage recommended Gartner research to assist with development of management models, business engagement, release management, APM maturity and governance




Assessment Approach



Gartner leveraged a two-pronged approach to learn perceptions and improvements opportunities related to the City’s key business applications

■ Objectives – Conduct portfolio assessment for 150-200 applications – Survey stakeholders to establish perspectives on business value and technical quality for all

applications – Prioritize improvement opportunities – Define pace layer management framework to improve prioritization, resource allocation and

deployment

■ Approach – Leverage business value and technical perceptions to provide guidance on future investment

guidance for key applications – Understand business process ‘rate of change’ to inform how applications can be better managed to

meet the City’s objectives



The City decided upon an assessment scope focused on Administration and Operations applications while including key Constituent-impacting applications

Del

iver

City

Ser

vice

s (*

$4.4

M)

Run

The

City

(*

$3.1

M)

Shaded functions represent 157 total in-scope applications. Numbers within functions indicate (in-scope/total) applications These applications were chosen to ensure breadth and inclusion of all the City’s critical

applications

External Group Engagement

(3/11)

Regional Government (0/1) Volunteers (0/2) Private Sector

(3/3) Central

Government (0/5)

Constituent Engagement

(3/14)

Self-Service (1/8) Call Centers (0/1) Face-to-Face (2/5)

Constituent Services (57/172)

Health (0/0) Social Services (1/23) Education (3/17) Public Safety

(27/69) Courts (2/17)

Transportation (0/2)

Parks & Recreation (1/8)

Waste & Environment

Management (0/2) Utilities (15/25) Licenses &

Permits (6/6)

City Operations

(89/678)

Information Technology (11/527)

Human Resources (15/24)

Financial Administration

(8/14)

Governance, Risk & Comp (4/6)

Budgeting (1/1) Procurement (2/2)

Tax and Revenue Management (2/6)

Program & Project Management (2/3)

Asset Management (20/29)

Collections Management (3/8)

Government Shared Services

(0/0) Intelligence &

Analytics (21/47)

City Administration

(5/11)

Revenue Generation (1/4)

Legislation & Regulations (4/5)

Intra-Government Communications

(0/0) City Planning (0/2)

Housing & Development (2/2)

Agriculture (0/1)

*projected FY13 – FY20 spend based on TIMPS

Full in-scope (in-scope/total)

Partial in-scope (in-scope/total)



ComIT solicited input from business and technical stakeholders, and received a tremendous level of response

■ Surveyed over 200 participants from various departments and ComIT

■ 97% completion rate



The TIME methodology leverages perceived business and technical value to guide portfolio investment decisions

■ The City’s modernization strategy should drive asset inventories to a "right" mix of performance and investment.

■ A portfolio assessment seeks to help identify ways improve the balance of the application portfolio by optimizing the trade-offs available in business value, technical effectiveness, and cost / risk.

■ Planning around high-level categories like tolerate, invest, migrate and eliminate (TIME) is a key step in investment prioritization.

■ Gartner has developed an objective and meaningful framework to assess and measure applications in an organization’s portfolio.

High

High

Low Business Contribution

Tech

nica

l Con

ditio

n High

Tolerate (Reevaluate /

Reposition Asset)

Invest (Maintain / Evolve

Asset)

Eliminate (Retire / Consolidate

Asset)

Migrate (Reengineer /

Modernize Asset)

TIME Quadrant



The guidance provided by TIME provides a starting point for further action to take for individual and groups of applications

■ Tolerate: – High Technical Condition / Low Business Contribution; – Applications deliver good business value and the IT group is “putting up with them” for various reasons; – Integration with others systems make these more tolerable; – Major investments should be supported by strong business cases

■ Invest / Invigorate / Integrate: – High Business Contribution / High Technical Condition; – Effort and money should be spent to maintain the currency of these applications; – Opportunities should be assessed to expand the functional footprint of the application.

■ Migrate / Modernize / Remediate: – High Business Contribution / Low Technical Condition; – Technical, people and/or information difficulties make these tough, yet important, to maintain; – Initiatives should be aimed at cost and risk reduction

■ Eliminate: – Low Business Contribution / Low Technical Condition.; – Often have high support costs and cause pain for the organization; – These applications generally need immediate priority for remediation



The Pace Layer Management framework aims to resolve the contention between differing business and IT objectives through tiered management

■ Problem: – Business leaders looking for modern, easy-to-use application that can be quickly deployed to solve specific

problem or response to a market opportunity – IT organization is typically working toward a strategic goal of standardizing on a limited set of comprehensive

application suites in order to minimize integration issues, maximize security and reduce IT costs

■ Result: Strategic misalignment

■ Solution: Establish a new strategy for business applications that responds to the desire of the business to use technology to establish sustainable differentiation and drive innovative new processes, while still providing a secure and cost-effective environment to support core business processes



Each layer within the framework supports different business objectives with varying governance and lifecycle management approaches

The Pace Layers

■ Key is to work with the business to understand the pace of change and degree of uncertainty around specific processes and then map that to the application strategy; this will allow IT to apply the appropriate technical concepts, governance, and life cycle management accommodate the various rates of change




Summary Findings



The scope of applications assessed indicate a portfolio that is overall in good health and in need of additional investment, a finding consistent with direct feedback from the Departments

Business Technical

Average 3.47 3.20

Median 3.46 3.22

Mode 3.83 4.56

Summary Scores

■ Takeaway: the portfolio is in fair/good overall health – Overall, this is positive

portfolio feedback: in the aggregate, everyone is generally satisfied

– Only tactical change is needed --- no evidence of “rip and replace”



Satisfaction was particularly high in areas of self-fund application support while those with minimal funds perceived their applications differently

■ Top Functions*: – Budgeting – Utilities – Face to Face – Self Service – Education

■ Bottom Functions*: – Legislation & Regulations – Revenue Generation – Housing & Development – Public Safety – Program and Project

Management

*The combination of business and technical value ratings were used to determine the top and bottom functions



012345

Effectiveness

Relevance

Productivity

Complexity

Criticality

Utilization

Usability

Information

Security

Integration

Resilience

Satisfaction

Business Value Indicators

(All)

(All)

From a business value perspective, applications were deemed critical and highly used across the portfolio but are siloed and require specialized knowledge for efficient use

■ High indicators – Utilization - 70% use application on

routine and constant basis – Criticality - 63% believe application is

critical or mission critical – Security - 62% believe application

security is strong or optimized

■ Low indicators – Complexity - 25% feel the application is

complex or very complex – Relevance - 19% feel the application is

somewhat relevant or irrelevant – Integration - 18% feel that integration is

manual or disconnected



012345

Standards

Software

Hardware

Extensibility

ScalabilityPerformance

Integration

Security

Recovery

Technical Value Indicators

(All)

(All)

Technically, applications are found to be performing adequately but the technical design is constraining

■ High indicators – Performance - 89% believe application

meets, surpasses or exceeds service levels – Security - 85% believe application security is

sufficient, strong, or optimized – Hardware - 76% believe hardware is recent,

current or leading

■ Low indicators – Scalability - 28% believe application is rigid

or somewhat scalable – Extensibility - 28% believe application is

somewhat configurable or programmatic – Integration - 21% believe application is

disconnected or manual



Applications are largely robust and stable while also supporting the business’ claim about the lack of innovation enablement

■ The City’s portfolio heavily leans toward applications with low to moderate rates of changes – Stable Business Processes – Waterfall SDLC – Capital Investment Processes – Reporting

Systems of Record

69% of Portfolio

Systems of Differentiation

26%

Systems of Innovation 5%



Managerial alignment with actual rates of change is critical to ensuring proper support, service levels and cost efficiencies

■ What is alignment? – The degree to which the way the application is managed today aligns with its designated pace layer / stated rate of

change

■ Alignment Factors – Business

• Funding - the type of model used to fund application changes: CIP, planned or discretionary operating budget

• Engagement – how business sponsors, stakeholders and users engage in managing applications: formal process, Advisory Board or high business interaction

• Risk – tolerance for delivery risk for applications: averse, tolerate or risk-taking

• Data – rigor with which information is managed: formal, structured or unstructured

• Competitiveness – degree to which application contributes to City mission: basic back office, sustain or enhance mission performance

– Technology • Technology – lifecycle of supporting technologies: mature, modern or leading-edge

• SDLC – type of development methodology used to maintain application: waterfall, hybrid agile / waterfall, or agile / scrum

• Architecture – maturity level of application management: perfective, optimization-focused or responsive

• Analytics – type of analytics performed by application: historical, business planning, or predictive



When assessing the portfolio in terms of misalignment, we see that ComIT is implementing a one-size-fits-all application management model

■ Although most of the City’s applications are characterized as Systems of Record, the majority of the portfolio are being managed as Systems of Differentiation

■ The ‘over management’ of Systems of Record may be resulting in increased operational costs

■ As a more customer-focused, business-enabling organization, ComIT will need to facilitate greater innovation and the appropriate supporting processes

Systems of Record

69% of Portfolio


26%


Systems of Record

15%


83% of Portfolio


Pace Layers: Stated vs. Managed-As




Application-specific Improvement Projects



Application Dashboard Action: Migrate Magic Monitor Pace: Record

Level 0: City Operations Level 1: Intelligence/Analytics Criticality: Essential COTS Vendor: Cassidian (custom) Architecture: Two-Tier Client/Server User Interface: Thick/Rich Client Operating System: Microsoft Windows Database: MySQL Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

Magic Monitor

012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


012345

Effectiveness

Relevance

Productivity

Complexity

Criticality

UtilizationUsability

Information

Security

Integration

Resilience

Satisfaction


Management Actions

Funding Further stabilize funding; incorporate into annual investment process

Engagement Formalize stakeholder engagement

Risk Manage via formal risk management process

Data Institute disciplined data management practices

Performance Enable to support back-office needs

Technology Move to platform comprised of highly matured infrastructure

SDLC Manage via waterfall methodology

Architecture Optimize non-functional requirements

Analytics Leverage for historical reporting



Application Dashboard Action: Invest Advocate-PCC Pace: Record

Level 0: City Administration Level 1: Legislation & Regulations Criticality: Essential COTS Vendor: n/a Architecture: n/a User Interface: n/a Operating System: n/a Database: n/a Hosting: n/a Operations: n/a

Record

Differentiation

Innovation

Advocate-PCC

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions












Application Dashboard Action: Invest Advocate-PAM Pace: Record


Record

Differentiation

Innovation

Advocate-PAM

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions












Application Dashboard Action: Invest Advocate-Utilities Pace: Record


Record

Differentiation

Innovation

Advocate-Utilities

012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


Management Actions












Application Dashboard Action: Invest NICE Inform Pace: Record

Level 0: Constituent Services Level 1: Public Safety Criticality: Essential COTS Vendor: Architecture: One-Tier / Monolithic User Interface: Thick/Rich Client Operating System: Other Database: n/a Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

NICE Inform

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions


Engagement Further formalize engagement of IT and business stakeholders







Analytics n/a



Application Dashboard Action: Migrate iNovah Pace: Record

Level 0: City Operations Level 1: Tax and Revenue Administration Criticality: Mission Critical COTS Vendor: System Innovators (custom) Architecture: Three-Tier Component-Based User Interface: Thick Client & Web Browser Operating System: Microsoft Windows Database: SQL Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

iNovah

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions









Analytics n/a



Application Dashboard Action: Migrate Business License System MF Pace: Innovation

Level 0: Constituent Services Level 1: Licenses & Permits Criticality: Mission Critical COTS Vendor: n/a (custom) Architecture: One-Tier / Monolithic User Interface: CICS Operating System: OS390 Database: VSAM Hosting: External Hosting Provider Operations: External Hosting Provider

Record

Differentiation

Innovation

Business License System MF

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions

Funding n/a

Engagement Enable business to self-manage application

Risk Encourage risk-taking with minimal management and mitigation

Data Focus on data capture, less on management practices

Performance Enable to support new ideas and trends

Technology Move to platform comprised of emerging infrastructure

SDLC Leverage agile / scrum methodologies

Architecture Deliver on functional requirements; focus less on optimization

Analytics Leverage for trend and behavior analysis



Application Dashboard Action: Invest ArcGIS Server – GIS Web Server/DB Server Pace: Innovation

Level 0: City Operations Level 1: Information Technology Criticality: Essential COTS Vendor: ESRI (unmodified COTS) Architecture: N-Tier Service-Oriented User Interface: Service Interface Operating System: Microsoft Windows Database: SQL, Oracle Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

ArcGIS Server

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions

Funding Create and leverage flexible funding stream; remove from annual investment process




Performance n/a







Application Dashboard Action: Invest Image Trend (EMS RMS) Pace: Record

Level 0: Constituent Services Level 1: Public Safety Criticality: Essential COTS Vendor: Image Trend (custom) Architecture: Other User Interface: Web Browser-Based Operating System: Other Database: Other Hosting: Software Vendor Operations: Software Vendor

Record

Differentiation

Innovation

Image Trend

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions




Data n/a








Application Dashboard Action: Invest SharePoint Pace: Record

Level 0: City Operations Level 1: Information Technology Criticality: Essential COTS Vendor: Microsoft (unmodified COTS) Architecture: Three-Tier Component-Based User Interface: Web Browser-Based Operating System: Microsoft Windows Database: SQL Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

SharePoint

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions








Architecture n/a




Application Dashboard Action: Invest PIP Pace: Record

Level 0: Constituent Services Level 1: Licenses & Permits Criticality: Essential COTS Vendor: n/a (custom) Architecture: Web User Interface: Web Browser-Based Operating System: Microsoft Windows Database: SQL Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

PIP

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions

Funding Stabilize funding; incorporate into annual investment process







Architecture n/a

Analytics Leverage for planning and budget analysis



Application Dashboard Action: Invest SSOs Pace: Record

Level 0: Constituent Services Level 1: Utilities Criticality: Essential COTS Vendor: n/a (custom) Architecture: Web User Interface: Web Browser-Based Operating System: Microsoft Windows Database: SQL Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

SSOs

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions








Architecture n/a




Application Dashboard Action: Invest Extensis Portfolio Pace: Record

Level 0: City Operations Level 1: Asset Management Criticality: Essential COTS Vendor: n/a Architecture: n/a User Interface: n/a Operating System: n/a Database: n/a Hosting: n/a Operations: n/a

Record

Differentiation

Innovation

Extensis Portfolio

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions









Analytics n/a



Application Dashboard Action: Migrate Daily Rental (mainframe) Pace: Innovation

Level 0: City Administration Level 1: Revenue Generation Criticality: Mission Critical COTS Vendor: n/a (custom) Architecture: One-Tier / Monolithic User Interface: CICS Operating System: OS390 Database: VSAM Hosting: External Hosting Provider Operations: External Hosting Provider

Record

Differentiation

Innovation

Extensis Portfolio

Daily Rental

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions

Funding n/a




Performance Enable to support new ideas and trends







Application Dashboard Action: Invest Mitchell (On Demand – Mechanics Program) Pace: Record


Record

Differentiation

Innovation

Mitchell

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions



Risk Manage and mitigate risks as part of formal risk management process


Performance n/a

Technology Enable to support back-office needs

SDLC Move to platform comprised of highly matured infrastructure





Application Dashboard Action: Invest ACL – Audit Command Language Pace: Record

Level 0: City Operations Level 1: Governance, Risk & Compliance Criticality: Essential COTS Vendor: n/a Architecture: n/a User Interface: n/a Operating System: n/a Database: n/a Hosting: n/a Operations: n/a

Record

Differentiation

Innovation

ACL

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions




Data n/a




Architecture Optimize functional and non-functional performance




Application Dashboard Action: Invest Mercury Marine CDS Pace: Record


Record

Differentiation

Innovation

Mercury Marine CDS

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions



Risk Manage and mitigate risks as part of formal risk management process


Performance n/a







Application Dashboard Action: Invest ProVal Pace: Differentiation

Level 0: Constituent Services Level 1: Utilities Criticality: Essential COTS Vendor: n/a (Partially Modified COTS ) Architecture: Two-Tier Client/Server User Interface: Thick/Rich Client Operating System: Microsoft Windows Database: SQL Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

ProVal

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions

Funding n/a

Engagement Explore use of Advisory Board-type model; lessen degree of formality

Risk Less formal process; manage and mitigate risks on case-by-case basis

Data Less formal management; focus primarily on quality

Performance n/a

Technology Move to platform comprised of less mature infrastructure

SDLC Incorporate aspects of agile methodology

Architecture Optimize functional performance

Analytics Leverage for planning and budget analysis



Application Dashboard Action: Invest Government Revenue Management (GRM) Pace: Record

Level 0: City Operations Level 1: Tax and Revenue Management Criticality: Mission Critical COTS Vendor: n/a (Partially Modified COTS ) Architecture: Two-Tier Client/Server User Interface: Web Browser-Based Operating System: Microsoft Windows Database: SQL Hosting: On-Premises Operations: Software Vendor

Record

Differentiation

Innovation

GRM

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions



Risk n/a





Architecture Optimize functional and non-functional performance

Analytics n/a



Application Dashboard Action: Migrate Hansen (Work Order & Parts Inventory) Pace: Record

Level 0: Constituent Services Level 1: Utilities Criticality: Essential COTS Vendor: Infor Hansen (Partially Modified) Architecture: Two-Tier Client/Server User Interface: Web Browser-Based Operating System: Microsoft Windows Database: SQL Hosting: On-Premises Operations: ComIT

Record

Differentiation

Innovation

Hansen

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality


Information

Security

Integration

Resilience

Satisfaction


012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


Management Actions



Risk n/a






Analytics n/a




Strategic Improvement Programs



012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


(Multiple Items)

(All)

Concealed Weapons Permit Application (CWPS)

CAD-CARS

LaserFiche

CAFR 2000

OSCAR

QuickModules

All Clear 7

Accela / Code Enforcement

Accela / Permits & Inspection

■ Improve release management: address the software update process and packaging issues; update software deemed “end of life” for vendor support

■ Projected benefit: improved customer satisfaction, increased return on invest of maintenance agreements and improved packaging and image management processes



ComIT needs to continue its investment in maturing the APM organization and processes to ensure repeatability and efficiency

■ Mature APM capabilities: – Set portfolio vision: “Increase responsiveness for constituent services while stabilizing systems of

record, guided by an architecture that simplifies and for long-term application viability” – Complete assessment of all critical business and IT applications – Continuously validate and updated portfolio standing; minimum annually – Establish a TCO model – Engage APM manager in advisory boards – Implement APM tool – Expand business analysis and relationship

■ Projected benefit: increased responsiveness to customer requirements, prioritized investment guidance and automated portfolio management processes

Nearly half of all critical business

applications have been analyzed

Not Analyzed

(187)

Business Application Portfolio



ComIT should embark on an initiative to understand, in detail, what is working well for applications that were rated highly, and seek to apply internally

■ Investigate “best fit” management practices: leverage successes from high performing functions/applications including best practices balancing between IT centralization and decentralization (e.g. strength in Utilities can be attributed to dedicated IT staff, among other things) – 9 out of 11 Utilities applications scored as invest – Face to Face (PatronEdge, CounterPoint) is well aligned with pace layers

■ Projected benefit: improved service via an adaptable management model, “right-sized” operational cost and appropriate matching of applications and management processes

1.00

3.00

5.00

1.00 3.00 5.00

Tech

nica

l Eff

ectiv

enes

s

Business Value

Functional TIME Quadrant

BudgetingUtilitiesFace to Face

Systems of Record

69% of Portfolio


26%

Systems of Innovation5%

Systems of Record

15%


83% of Portfolio

Systems of Innovation2%

Pace Layers: Stated vs. Managed-As



ComIT should prioritize business engagement in efforts to improve overall portfolio and specific application management

Funding8%

Engagement16%

Risk11%

Data10%

Competitiveness12%

Technology12%

SDLC9%

Architecture13%

Analytics9%

Misalignment Frequency

■ Improve stakeholder engagement: The City has a lot of opportunity to improve how business sponsors, stakeholders and users engage in managing applications. Advisory boards work well to engage stakeholders on systems of record. Closer collaboration is needed for less stable, faster changing applications – Nearly 1 in 5 applications do not have the proper stakeholder engagement approach

■ Projected benefit: improved requirements and business case understanding, reduced testing cycles, and enhanced overall user satisfaction



ComIT should develop a roadmap to standardize application architecture that is forward-looking, while addressing cost and efficiency objectives

■ Establish flexible architecture: Address integration, scalability, extensibility, and complexity to deliver the right capabilities, at the right time, at the lowest cost – Complexity - 25% feel the application is complex or very complex – Scalability - 28% believe application is rigid or somewhat scalable – Extensibility - 28% believe application is somewhat configurable or programmatic – Integration - 21% believe application is disconnected or manual

■ Projected benefit: improved adaptability to customer requirements and user experience, reduced cost via improved integration and ability to extend applications

012345

Effectiveness

Relevance

Productivity

Complexity

Criticality

Utilization

Usability

Information

Security

Integration

Resilience

Satisfaction


(All)

(All)012345

Standards

Software

Hardware

Extensibility


Integration

Security

Recovery


(All)

(All)



ComIT needs to provide a framework that adequately supports new and fluid business processes

Many applications are identified as having fast

changing processes; however, zero applications are actually

managed as such Systems of Innovation

OSISBusiness License System MF

Accela / Code Enforcement

ArcGIS Server

Daily Rental DAP

■ Establish innovation framework: Adopt more responsive/agile-development practices to deliver more capabilities with faster time to market to employees and constituents – Funding – Faster, more accessible pools of money – Engagement – Active involvement from business, even doing the work – Risk – Greater tolerance (and expectations) for failure – Data – Better use of unstructured, dynamic information – Technology – Adopt more leading-edge technologies – SDLC – Agile, rapid application development – Architecture – Build out more “beta” capabilities, focus less on perfecting existing capabilities – Analytics – Predictive, not just descriptive intelligence

■ Projected benefit: ability to meet demand for customer requirements to accommodate fast-changing process, and overall organizational agility




Gartner Research Recommendations



We recommend the City leverage the following research notes and tools as part of the tactical and strategic improvement efforts

■ Management Models – System of Record: You Can’t Innovate on an Unstable Foundation – Systems of Differentiation: Building Applications That Provide Competitive Advantage – Use Systems of Innovation to Respond Rapidly to Urgent Business Needs

■ Business Engagement – Taking on Application Portfolio Management’s ‘Wicked Problem’ of Getting Business Engagement – Survey Analysis: Improved Business Engagement Leads to More Business Benefits

■ APM Maturity & Governance – Gartner’s Pace-Layered Application Strategy: Governance and Change Management – Moving Up the ITScore Application Maturity Ladder: How Far and How Fast? – How to Drive ‘Just Enough’ Application Governance – Four Steps to Overcoming Inertia When Seeking Application Organizational Change

■ Release Management – How IT Operations Can Set Up an Effective, Centralized Release Management Process – Improve Release Management Effectiveness by Linking to Other Key IT Operations Processes




Next Steps



Gartner recommends that the City to quickly complete validation of current results and begin to move on the strategic

■ Incorporate these findings and recommendations into the ComIT strategic planning exercise

■ Complete validation of assessment results; consider soliciting input from additional stakeholders in areas where participation was limited

■ Engage the business to understand and develop business cases for investments in the top 20 priority applications

■ Identify participants for remaining critical business and IT applications that need to be assessed

■ Further explore strategic initiatives to understand effort, costs, benefit and prioritization

■ Leverage recommended Gartner research to assist with development of management models, business engagement, release management, APM maturity and governance


This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved.

GARTNER CONSULTING Version #1 Engagement: 330015256

Gartner Contact Chris Steadley Associate Director Gartner Consulting Telephone: + 1 (703) 387-5699 E-mail: [email protected]

Client Contact Ed Feeney Communications and Information Technology City of Virginia Beach Telephone: +1 (757) 385-8282 E-mail: [email protected]

Contacts

Gartner Contact Justin Gaspard Director Gartner Consulting Telephone: + 1 (703) 387-5683 E-mail: [email protected]

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