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IS Differentiation: Listening to the Customer

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Title: IS Differentiation: Listening to the Customer


1
IS Differentiation
Listening to the
Customer !
Presented by Ben Berry, ODOT CIO Central
Services Division June 2, 2008
Oregon Department of Transportation
2
ODOT IT Services and Support
Flexibility to make changes as the business
changes.
Servers
Networks
Desktops
Support Ops
Network
Internet
CUSTOMER SUPPORT DESK
-
Unix Servers
-
Help Desk Calls Mo. (2,791)
(46)
-
Network Nodes/
-
Desktops/Lap. (5,809)
-
Avg. Hold Time (20 sec)
-
Win NT/2000/2003
IP Addresses class B
(16,000)
-
PC Images (1)
-
Call Abandon Rate (6.4)
Servers (272)
-
Cisco Switches Routers (660)
-
Laptop Images ( 1)
Storage Area
-
-
Trouble Tickets Mo. (2,511)
-
Network Data Circuits
(251)
-
Printers (2,127)
Network SAN (50TB)
-
1
Tier Resolution (84.8)
st
-
Telecom Voice Circuits (5,300)
-
ODOT Employ.(4,536)
-
Business Applications
-
User Security
  • Firewalls (10)
  • Virus Hits per Mo.
  • (40,185)
  • Email msgs. per day
  • (95,000 100,000)
  • Email attachments

Telephone Instruments (5,000)
Access Accounts (15,500)
TAD
(221)
-
Integrated Voice Response (2)
-
DMV
( 33)
of Unique Logins (8,500) Includes 3,500
external
Telecom Switches PBX/KEY (7)
MC
( 26)
-
Telecom EPNs (6)
(5)
-
Interface
Programs
-
Internet Hits /Mo. (1.8 million)
-
Client/Server Databases
Intranet Hits /Mo. (125,702)
-
(4)
Oracle
per day (4.5 GBs)
SQL Server
(146)
(28)
Other
IT Communications
Tech Support
Support Services
Technology Mgt.
3
ISB Job Pathway Model
CIO Chief Information Officer PEM H
Executive Administrative Support Levels 1 2
Deputy CIO PEM E, F
Contract Administration
Team Lead 10 Lead Worker 5
Procurement and Contract Specialist 1 2
n
l
Reporting only
Customer Relationship Mgr./Applications Dev.
Manager PEM F G
n
Specialist
n
l
Engineer
Data Base Admin
Project Manager
ISS 5, 6, 7 8
Enterprise Architect ISS 8 Help Desk Support ISS
4 5
Desktop /Server /Network /Wireless Engineer/ ISS
5, 6, 7 8
ISS 7 8
Programmer
n
l
n
Analyst
l

Applications Analyst/ Web Analyst ISS 5, 6, 7
8 Network Analyst ISS4, 5, 6, 7 8 GIS
Analyst ISS5 Security Analyst IISS 5, 6, 7 8
Applications Progr. Web Programmer ISS 5, 6
7 GIS Programmer ISS 5
Technician
n
l
Administrative

FSU Technician ISS 3, 4, 5, 6 7 Radio
Wireless ISS 5, 6, 7 Voice Technician ISS 4
Operator
n
l
Office Support Administrative 1 2 Support
Specialist 1 2
Computer Operator ISS 3

This drawing is designed to show some, but not
all, possible Information systems job pathways.
4
ISB Differentiation
Listen Passion
The various methods of differentiating the ISB
business falls into four general categories.
5
Challenges Facing ODOT
State IT Environment
Demand for quality and speed


Pressure to lower costs

Competing resource demands
Service requirements increasing


Competition for budget intense

Staff eligible for retirement

Rise of customer expectations
6
Mission Alignment
  • The mission of ODOT is to provide a safe,
    efficient transportation system that supports
    economic opportunity and livable communities for
    Oregonians.
  • The mission of Information Systems is to enable
    people to deliver ODOT products and services by
    putting sustainable business and technology
    solutions in their hands.

7
Listening to the Customer Varies Depending on the
Viewer
Issues
Stakeholders
ESC Board of Directors
Enabling Services
Value for
ODOT Director (CEO)
Division Managers CFO Application Owners
Effectiveness Overruns New Dev Needs
Service Credibility
Consumer Services
Unresponsive
IT Staff and Mgt.
Meaningful Work
ISB Challenges
  • Determine who counts and their relative
    influence.
  • Address multiple concerns and interests.
  • Target each audience based upon its views.
  • Learn to think like they think -- Infiltrate.

8
Listening to the Customer Service Delivery
Strategy
Strategies
  • e-Computing
  • Intranet Access
  • Information Security
  • e-Communication
  • e-Information Access
  • e-Publishing/Imaging
  • Intelligent Transportation Systems
  • Application Computing
  • Infrastructure Consolidation

Apps Owners
LOB Managers
Service Consumers
IT Staff
ESC Board
CFO
CEO
9
Structure Listening to the Customer
10
Motor Carrier COI High Level Governance Process
Flow
Prioritize Allocate Funding Validate within
COI
Prioritize within Business Area
Prioritize within Business Area
Allocate COI Funding Targets with the Division
Identify Clarify
Identify Clarify
11
Balancing IT Resources
12
Changing Focus of IT Resources
Resource Function
Who will own these resources? Internal IS
organization, business units or outsourcers?
Frontier/Transformation
Enhancement
Utility
0
10
20
30
40
50
60
70
Percentage of IT Resource Allocation
Research
13
Statewide Data Center Network Infrastructure
Consolidation (CNIC)
14
Infrastructure Roles Responsibilities
E-Gov and Line-of-Business Applications
Program Customer Relationship Management
Applications Development Testing
End User Help Desk
Change Mgmt. Process
SLA Mgt.
Reporting
Security
Charge Back
Software Distribution
Software Management
Performance Management
Data Gathering
Capacity Planning
Surveillance
WAN / Telecom Switches
Internet Infrastructure
LAN Switches
Routers
Cable Plant and Network Closet Infrastructure
Agency-Specific
Shared
Central Infrastructure Utility
15
Whats Driving the Change in IT Leadership?
Ultimately, the changing role of IT leadership is
being driven by external business mandates and
changing business expectations.
Drivers of Change
Industry Changes
The Investment
The Return
Business Alignment
Understanding ODOTs market changes and their
impact on business performance will provide the
baseline for defining IT leadership requirements
Developing IT leadership capabilities that align
to ODOTs market demands and business strategy
will help to drive enterprise optimization
IT Culture
Role of IT Leadership
16
How is the IT Culture Changing?
IT Work Culture Characteristics
Traditional IT Organization
Inconsistent process implementation
Single source, build vs. buy mentality
Does what is asked to do, order taker
Primary driver of success is meeting deadlines
Strategic Sourcing
Transactional Order Taker
Process Orientation
Time Based
An organizations culture dictates how work is
performed and ultimately defines the role of IT
leadership. Traditional IT cultures rely on
chain of command directives and meeting
deadlines as key drivers of performance.
17
How is the IT Culture Changing?
IT Work Culture Characteristics
Emerging IT Organization
Less transactional and more collaboration
Greater emphasis on business value vs. timeliness
Strategic Sourcing Models, Buy vs. Build
Consistent use of repeatable processes
Strategic Sourcing
Transactional Order Taker
Process Orientation
Time Based
The new IT organization is creating a work
culture that increases the degree of
collaboration across internal IT functions,
business units, and external service providers.
In addition they are defining broader definitions
of success.
18
(No Transcript)
19
Computing Adoption Cycles
High
Wireless Mobility
Internet
BTB BTC BTE
Notebooks
Business Adoption of Computing
LAN PCs
PC
Timeshare
Early Mainframe
Low
High
IS Adoption of Computing
20
ODOT Applications Management Portfolio
Utility
Enhancement
Frontier
Business Payback Focus
Major AdvantageFocus
Cost Focus
High
Contribution to Business Objectives
Low
Infrastructure
21
BTB and BTC Applications and Processes
Short-Term Strategies
Long-Term Strategies
High
e-Business?
Unassisted Selling
Tech.-Enabled Relationship Mgmt.
Integrated Web Store
Supply Chain Management
Collaborative Extranets
Channel Master Extranets
Interactive Marketing
Business Value
Community Extranets
Procurement Automation
Web Storefront and E-Catalog
Customer Self-Service
BTC
Web Brochures
BTB
Operations Automation
Short-Term Projects
Low
Time to Implement
High
22
ODOT
23
Transportation e-Gov Applications
e-Government Capability Continuum
  • Computer Security Unit - User Request System
  • IS Request For Work

Level 5 - Transform
Agency which has created
new processes to support its
  • STIP 2002-2005 Site
  • ODOT Citizen's Rep.
  • ODOT Telephone Directory
  • ODOT Employment Opportunities
  • Data Naming Standards Lookup
  • HR Job Opportunities
  • OTMS Transviewer State Highway Reports
  • OTMS Bridge Inspection Reports
  • OTMS Crash Countermeasure Analysis Tool
  • OTMS Crash Data Reports
  • Qualified Products List Public Site
  • Student Driver Education System
  • Technical Certification site
  • Tr uck Hotline Reporting Form
  • Quarry database search.
  • HRDS (Training) Online
  • Digital Video Log
  • Communications - Web Survey Tool
  • GeoHydro Project Management Site

E-Government activities
Level 4 - Integrate
Agency which has integrated
its E-Government activities
into existing business
Value of Initiatives
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
ITS Trip Check Technical Services Yellow
Pages Engineering sitemap. ODL Spots Card
Payment Audit Trail State Highway Inventory Data
Depth of relationship with citizen/customer
24
Driver Motor Vehicle AD e-Gov Applications
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
its E-Government activities
into existing business
Value of Initiatives
processes
  • DMV PIN admin
  • DMV Vehicle Renewal
  • DMV Automated Reporting Service

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
  • DMV Dealers Licensing
  • DMV PhotoID Lookup
  • DMV Car Title Wizard (in-work)

on their unique criteria
Business Complexity
Level 1 - Publish
Website only provides users
with information
  • DMV Web Site

Technical Complexity
Depth of relationship with citizen/customer
25
Motor Carrier AD e-Gov Applications
e-Government Capability Continuum
Level 5 - Transform
Agency which has created
new processes to support its
E-Government activities
  • Issue Weight Receipt and Tax Identifier
  • Issue Temporary Weight Receipt and Tax
    Identifier
  • Amend Weight Receipt
  • Change Base Plate/State on Weight Receipt
  • Cancel Weight Receipt
  • Replace Weight Receipt
  • Payment on Account
  • Highway Use Tax Reporting
  • Commercial Renewal
  • Issue Temporary Pass
  • Issue Trip Permit
  • Tax Renewal
  • Renewal Payment

Level 4 - Integrate
Agency which has integrated
its E-Government activities
into existing business
Value of Initiatives
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
  • Address Change
  • Account Status
  • Renewal Process Opt-In
  • Bond Inquiry
  • Vehicle Lookup Inquiry
  • Insurance Company Inquiry
  • Insurance Filing Status Inquiry
  • Highway Use Tax Report Inquiry
  • OSCAR (Oregon Scale Crossings and Reports)
    including Weighing Records, Citations and
    Warnings.
  • Carrier Information Inquiry

Business Complexity
Level 1 - Publish
Website only provides users
with information
  • MCTD Website

Technical Complexity
Depth of relationship with citizen/customer
26
ISB Differentiation
Listening to the Customer!
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