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Ben Berry, CIO

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Title: Ben Berry, CIO


1
Top 10 Things to Save Money if You are A
Government Agency
presented by Ben Berry, CIO Oregon Department of
Transportation September 21, 2009
2
State of Oregon Government
Watch Video
3
Federal Stimulus System
Eliminate Duplicated Costs
Web Time Keeping
high
Open Source Catalog
Down Sizing Services
PC Support Consolidation
Issue Tracking
Just Enough Comm.
Collaborate with OUS
SDC Optimize Software
Scrub Expenses
SDC Optimize Software
Cheaper Tech
SDC Cap. Analysis
Funding Model
COST, TIME, and RISK
E-Government Portal
Curtail Projects
OPS Mergers
Data Sharing
IT Strategic Source
ERMS
Strategic Staffing
Open Source Consortium
Move to OS
Reduce Duplication
Business Architecture
Software as a Service
Management Scope
Governance to Act
Tele/Video Conferencing
Records Management
Prep for Big Changes
Software Re-Negotiation
Cloud Computing
One-Gov Planning
Enterprise Business Planning
low
IT Contract Brokering
Open Source Tools
State Communication Center
- VALUE
low
high
Oregon Statewide
CIO Council Fast Track Planning Results As of
April 15, 2009
4
Sustainable IT Cost Reduction
Redesign for Performance
Dollar Payback
Optimize for Efficiency
Minimize for Rapid Cost Takeout
Time
5
  • Business outcomes-based strategies that truly
    deliver!

Prerequisites for Success
  • More regulatory constraints.
  • Weve seen the business environment become far
    tougher and far less forgiving of mediocrity.

Business Environment
  • Competition for capital is more intense.
  • We operate in a new economic reality, one of
    rapid change. Change in IT, in networked
    organizations, in knowledge workers carrying the
    business around in their heads, and in
    globalization.

New Economic Reality
  • Products services being sold where income is
    higher.
  • Production moving to where labor costs are lower.
  • Labor moving to where wages are higher.

Globalization in three dimensions
  • Service requirements increasing.
  • Revenue opportunities declining.
  • Pressure to lower costs.

24 x 7 Operations
  • Ongoing customer demand for quality processes and
    Best-In-Class Service delivery!

Continuous Improvement
6
The Government Challenge
The Widening Gap
6
7
SWOT Analysis
External Factors
Internal Factors
Savings Strategies Built on Strength
Savings Strategies Built on Defense
Strengths, Weaknesses, Opportunities and Threats
8
Bell-shaped CurveThe Law of Things
Internal Weaknesses Score
Internal Strengths Score
Strengths
Weaknesses
Improved Savings
M I N I M I Z E
M A X I M I Z E
0 2 5
8 10
8
9
Operations
Process Improvement
Data Center Consolidation
SW Market Place
Process
S A V I N G S O P P O R T U N I T Y
Data Center Consolidation
SaaS
IT Cloud Computing
Business Process Change
Security Compliance
IT Contract Brokering
Software Optimization
E-Gov Portal
Energy Conservation
Virtualization
9
10
Infrastructure Management
Server Consolidation
Utility Computing
Value Proposition
Maintenance
Network Consolidation
Collaboration
Governance
Mainframe
Storage
Long-term Savings
10
System Integration
11
11
12
States Original Data Network
13
Statewide Enterprise Network Backbone
14
Oregon Consolidates for Virtualization (Video)
14
Watch Video
15
SaaS
Value
Database Administration
Workflow Enabled
TCO
IT Contract Brokering
Cost Effectiveness
Service vs. Buy
Adoption Rate
Strategic Procurement
Price Agreements
Marketing
Utility
Portfolio
16
Software as a Service Evolution
SaaS 1.0
SaaS 2.0
Wave I 2001-2006 Cost-effective Software
Delivery
Wave II 2005-2010 Integrated Business solution
Wave III 2006-2014 Workflow-enabled Business
Transformation
  • Ubiquitous Adoption
  • Optimized Bus. Ecosystems
  • IT-targeted Ecosystems
  • Inter-enterprise Collaboration
  • IT Utility / SaaS Infrastructure
  • Customized, Personalized Workflow
  • Focus on Business Transformation
  • Mainstream Adoption
  • Integrated w Business portfolio
  • SaaS integration
  • Business Marketplaces and SaaS ecosystems
  • Communication Capacity
  • Focus on integration
  • Early Adoption.
  • Stand-alone Apps
  • Multi-tenancy
  • Limited Configurability
  • Focus on TCO /rapid deploy

Source Saugaluck Technology
17
CRM
HR
Finance
Compliance
SaaS Universe
Collaboration
Document Management
Procurement
Others
Oregon is currently using, piloting or
researching the solutions in YELLOW.
18
Benefits of SaaS Environment
19
Total Cost of Ownership TCOby Comparison
9 Software Licenses
68 Subscription Fee
32
43
26
14
7
1
19
20
IT Contract Brokering
STATE WIDE PRICE AGREEMENTSGIS SOFTWARE
ENTERPRISE LICENSE OTHER ENTERPRISE LICENSE
AGREEMENTS
STANDARDIZED CONTRACT TERMS AND
CONDITIONSRENEGOTIATE IT CONTRACTS
CONTRACT BROKERING ACROSS AGENCIES
Source The Clearview Group
21
Redesign
Process Change
Payoff Matrix
Synchronize the Organization
Evolutionary
Reengineering
SW Consolidation
Redesign
Collaboration
Business Process
Revolutionary
Improve
Transformational
Business Change
22
5 Levels of IT-Enabled Business Process Change
High
Business Reengineering (Revolutionary)
Transform Organization (4)
Scope of Organizational Change
Business Process Improvement (Evolutionary)
Low
High
Range of Cost Savings Potential
Venkatraman (MIT Sloan Management Review, 1994)
22
23
Process Intensive CHANGE
Standardize Platforms, Reduce Costs
Synchronize the Organization
Cost Savings Payoff Decision Matrix
Process Intensive CHANGE
Wear the Enterprise Hat
Watch Video
24
Potential Solutions Mainframe System SW
Consolidation
Eliminate Software based on minimal use or
perceived lack of functionality or value. Reduce
Redundancy where low number of users dont
justify the expense of having two applications
that perform basically the same function. Replace
with less expensive package. Renegotiate
contracts based on actual licensing costs
compared to industry averages to identify
opportunities. Reconfigure software by managing
Million Instructions per Second
(MIPS). Cross-Platform Opportunity where one
package can be used across multiple computing
platforms Mainframe Mid-range Servers
Distributed Servers.
gt 1 Year
25
System SW Consolidation Payoff Matrix
Cost Savings Payoff
Implementation ( Consolidation Difficulty)
26
Summary of Savings by Category
1 ½ days 6 agencies 30 representatives 147
mainframe software 43 consolidation
candidates 5,142,440 potential savings
Savings Estimate (At workshop) 5,142,
440 Audited Savings (July 24, 2009) 4,870,706
Note These cost savings do not include the cost
of adapting to a different or new software.
27
iaaS
Hosting
Cloud Computing
Platforms
Cooling
Energy Consumption
Server Virtualization
Desktop Virtualization
Flexibility
Energy Conservation
eGov Operations
Service vs. Buy
Internet
On-Demand
28
Infrastructure Cost
Large Capital Expenditure
Time
Cost Effective Supply Demand Operations
29
Cloud Computing Proposition?
Utility Computing
What Agencies See
30
Whats the opportunity in Virtualization?
  • Reduce IT spend
  • Shortens contract negotiations
  • Creates bandwidth management
  • Improves power/cooling mgt.
  • Eases purchasing decisions
  • Reduces physical growth footprint
  • Aids disaster recovery services
  • Fix broken economic model
  • Capital expenses become operating expenses
  • Costs track to actual usage
  • No more up-front provisioning
  • Addresses the Prediction Problem

Blade Server Virtualization
31
Energy Conservation makes Business Sense 12.1M
Cost Avoidance with 1.37M Power UpgradeCost
Avoidance with Mainframes, Unix Servers and
Virtual Blade Servers
32
Oregon Solar Highway Operations (Video)
Solar Highway
Watch Video
33
e-Government Operations
e-Government Capability Continuum
Value of eGov Initiatives
Depth of relationship with citizen/customer
34
Motor Carrier AD e-Gov Applications
Applications in green have an online payment
component
e-Government Capability Continuum
Level 5 - Transform
Agency which has created
new processes to support its
E-Government activities
Level 4 - Integrate
Agency which has integrated
Value of eGov Initiatives
its E-Government activities
into existing business
processes
Level 3 - Transact
Website Allows users to
search for and purchase
products and services
Level 2 - Interact
Website allows users to
search for information based
on their unique criteria
Business Complexity
Level 1 - Publish
Website only provides users
with information
Technical Complexity
Depth of relationship with citizen/customer
35
ODOTs Security Fabric Strategy transitions from
Opportunistic and Project Level to an overall
Information Security Program Operations
Enterprise
Information Security Business Risk Assessment
High
ISBRA
Security TIM/TAM Identity Management
Digital Signatures
Cancelled Q1 2009
Info Asset Classification Levels 4,3,2,and1
Information Systems Assessment (PII)
Identity Theft SB 583 Breach Mgt
Employee Security Policy (Q1 2009)
Scope
Active Directory Group Policies
Controlling Removable Storage Devices (Nov 2008)
Info Asset Classification Pilot 3 Region 2
Integration
Encrypt Laptops
Info Asset Classification Pilot 1 - OIT
Info Asset Classification Pilot 2 - SSB
Encrypt DMV Field Office Network
ID Theft Training
Transporting Info Assets
Acceptable Use Policy
Breach Incident Management Plan
Information Security Policy Update
Low
Opportunistic
Information Owner Education
Anti-keylogging GuardedID Keystroke Encryption
Time/Maturity
Low
High
In Work
Cancelled
Not Planned
Legend
Completed
36
Achieve Savings through Change
S A V I N G S O P P O R T U N I T Y
37
The Hockey Stick Curve What are you doing
thats different?
Growth from single digits to double digits
generally does not happen because someone or even
everyone does a better job at doing the same old
thing!
Growth from single digits to double digits
generally does not happen because someone or even
everyone does a better job at doing the same old
thing!
Customer Service to top 90
Revenues at 10 growth
All of a sudden improvement?
38
The Hockey Stick Curve Two Rules of Thumb
2. A sudden improvement from low single-digit to
double-digit growth (represented by the hockey
stick curve) comes from doing something different.
A sudden improvement from low single-digit
to double-digit growth (represented by the hockey
stick curve) comes from doing something different.
1. If you do what youve always done, youll get
what youve always gotten.
39
- Savings - Pendulum Swing
  • Evolutionary Change
  • Incrementally steps to the next generation
  • Can easily degenerate into bureaucracy or
    complacency
  • Happens over a long period of time
  • Revolutionary Change
  • Jumps to the next generation
  • Creates radical transformation
  • Takes place rapidly and on a large scale

Evolutionary
Revolutionary
40
Eliminating waste to identify quick saving
opportunities.
Minimize
Maximizing resources to reach most cost effective
alternative.
Optimize
Redesigning processes for efficiency and
effectiveness.
Redesign
- VALUE
low
high
41
Business Process Change
high
Data Center Consolidation
E-Government Portal
COST, TIME, and RISK
SDC- Optimize SW
Server Virtualization
IT Contract Brokering
Energy Conservation
Security Issues
Desktop Virtualization
SaaS IT Cloud Computing (iaaS)
low
- VALUE
low
high
42
This presentation was supported by Majed Al
Harbi, a graduate of Willamette University MBA
Program. For more information contact Ben Berry
at Mailtoben.berry_at_odot.state.or.us
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