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Infrastructure Services Partnership Program

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IT Infrastructure Partnership Program Fred Duball and Joe Fay Program Directors July 18, 2007 ITIB IT Infrastructure Committee Agenda Service Delivery Service ... – PowerPoint PPT presentation

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Title: Infrastructure Services Partnership Program


1
IT Infrastructure Partnership Program Fred Duball
and Joe Fay Program Directors
July 18, 2007ITIB IT Infrastructure Committee
2
Agenda
  • Service Delivery
  • Service Delivery Metrics
  • Customer Satisfaction
  • Request for Service
  • P2P Procurement
  • Transformation
  • Partnership Financials
  • Independent Program Maturity Assessment

3
Service Delivery
4
Service Delivery Dashboard
  • Significant Incidents
  • Controller switch failure disrupted communication
    between mainframe and tape drives- mainframe
    services down all day 6/20, primary impact DMV,
    DSS, VEC 12 other agencies Interim fix 6/20
    Final fix 6/24
  • User executable caused the Unisys mainframe
    multiple brief outages on 6/22, 7/3 and 7/4.
    Primary Impact DSS. Final patch applied 7/15.
  • DCR call center bandwidth not adequate for peak
    period VOIP Calls customer calls garbled for 1.5
    weeks. Resolved 6/8 with new DS3 circuit.
  • VDOT Bristol Email and BlackBerry E-mail Failure
    e-mail down 610 users for 5 days, BB e-mail
    down 16 users for 22 days. Resolved 6/12
  • Symantec uninstall at Library of Virginia did not
    work 40 PCs down 1 day, 7 PCs down 1.5 days.
    Resolved 5/15
  • Combination of server and network configuration
    issues results in DFP slow network response for
    primary applications slow for 3 months. Planned
    remediation complete 9/14

Central Metrics
Jun
Apr
May
64.3 28.6
57.1 42.9
42.8 50.0
B
G
Y
0
0
7.1
7.1
0
0
R
Field Metrics
Apr
May
Jun
88.2 6.2
68.8 31.25
62.5 31.25
B
G
Y
1.7
0.0
6.25
R
3.9
0.0
0.0
Legend
5
Central Operation Metrics
Domain Measure MOU-SLO A S O N D J F M A M J
End User Average Speed to Answer lt30 sec 33 22 14 22 18 26 28 47 47 28 18
End User Call Abandon Rate lt 5   6.1 2.1 0.8   2.0 1.5   2.2   2.1  3.1  3.3 3.7 2.5
End User Email Response lt60 mins 15 16 18 16 16 18 18 25 22 28 46
End User Voicemail Response lt30 mins 15 16 16 16 16 18 18 25 22 28 28
End User First Call Resolution gt70 20 21 61 67 73 74 77 79 83 86 83
End User VITA Messaging System Availability gt99.0 99.9 100 99.9 100 99.9 100 99.7 99.8 100 100 99.9
End User Shared Messaging System Availability gt99.0 100 99.9 100 100 99.9 100 100 99.4 100 100 99.5
Data Center IBM Mainframe Availability gt99.9  99.9 100 100  100  100  100  100  100 99.9 99.9 98.6
Data Center Unisys Mainframe Availability gt99.9 100 99.9 100 100 100 100 100 100 100 100 99.9
Data Center UNIX Server Availability gt99  99.8  99.9  99.8  99.9  99.9  99.9  99.8  99.9 99.9 99.9 99.9
Data Center Windows Server Availability gt99  99.9  99.3 100  99.9  99.4  99.9  99.9  99.8  99.9 99.9 99.9
Network Circuits Availability 99.2  99.5  99.4 99.8  99.7 99.7  99.6  99.7 99.4 99.6 99.6 N/A
Security ACF2 Logon Requests 95 100 99 100 100 100 100 100 100 100 100
Security Security Incident Reporting 95 100 100 100 100 100 100 100 100 100 100
FCR Start Oct measure is (Resolved on First
Call/Can be Resolved on First Call. Previous
measure was (Resolved on First Call/Total
Calls). May NG/VITA agreed to First Call
Resolvable categories
Legend
6
Speed to Answer
Speed to Answer
  • Seconds
  • Week Average
  • Month Average
  • Goal
  • Actions to address problem
  • Apr/May incentives to agents to meet goals
  • May/Jun Added interim support through overtime
    and temp assignment of up to 3 field techs
  • May/Jun/Jul For longer term fix, increased
    agent staffing from 11 (Apr) to 21 (Jul)
  • 11 Jun Jan Weiner, Lafayette QA Manager, is
    Interim VCCC Manager to standardize
    processes/procedures and optimize Peregrine
    utilization.

Staffing
Agents
Slots
Actual
Plan
7
Field Metrics
  SLO Agencies MOU S O N D J F M A M J
  Average Speed to Answer 3 30 Sec   16 16 20 20 22 21 16 22 22
  Call Abandonment Rate 3 5.0 7.0 8.4 9.4 5.3 4.3 6.4
First Call Resolution 12 70.0 76.0 79.3 84.6 84.7 86.9 87.7 84.7 88.0 92.8 91.9
End User  Average Time On-hold 2 90 Sec 5 4.5 5.5 5 3 5 6.5 3 3 3
Help Desk Password Resets 24 90.0 87.6 94.8 93.9 96.8 92.8 98.1 94.6 96.8 97.5 97.4
Service via Incident Ticket 22 78.0 81.8 82.7 79.2 82.6 77.8 79.1 82.6 85.9 90.0 85.4
  Service via Service Request 25 80.0 86.6 86.9 89.7 91.4 90.7 92.5 89.6 94.2 95.3 96
  Incident Repair 23 80.0 84.3 83.4 82.6 88.1 86.4 89.4 88.1 91.0 92.0 92.1
  Messaging Service 27 99.0 99.6 100 99.9 100 99.9 100 100 99.9 99.9 99.9
Windows Mission Critical Servers 41 99.0 99.1 100 100 100 100 99.9 100 99.9 99.8 99.9
RISC/Unix Mission Critical Servers 14 99.0 100 99.8 100 99.9 100 100 100 99.9 99.8 100
 Data Center Windows Other Server 34 90.0 100 100 100 100 100 100 100 100 100 100
  RISC/Unix Other Servers 11 90.0 100 100 100 100 100 99.9 100 100 100 100
  QA/Test Systems and Servers 11 90.0 100 100 100 100 100 100 100 100 100 100
  Development Servers 17 90.0 100 99.9 100 100 100 100 99.5 100 100 100
 Network Internet Access 16 99.8 99.5 100.0 100 100 99.9 100 99.9 99.9 99.9 99.9
11.2
Call Abandonment Rate recalculated in Apr to
account for calls received only during Help Desk
operating hours and not count abandons during
first 30 seconds. Dec-Mar identifies previous
calculation above, recalculated below.
Legend
8
Partnership continues to reinforce importance of
customer satisfaction and customer service
mind-set
  • Service delivery - Measuring and improving
  • Reduced customer wait time - average
    speed-to-answer for VCCC at 18 seconds for June
  • Reduced down time - Verizon mean-time-to-repair
    on circuit outages under four hour SLA/4th month
    running
  • 93.2 on-time installation - processed 929
    telecommunication service requests in May
  • Request for Service (RFS) and Procure to Pay
    (P2P) improvements reduced process time
  • Combined tasks in parallel
  • Consolidating desktop orders through Product
    Support Center (PSC)
  • Drill down reporting of tasks and steps
  • Actively engaging customers

9
Customer satisfaction is high for desktop support
Q1 Avg. 5.61
Q3 Avg. 5.71
Q2 Avg. 5.53
Q4 Avg. 5.66
  • Period of Analysis 04/07/07 06/29/07
  • Number of Responses 435
  • Number of Resolved Tickets 3807
  • Response Rate 11.4

Q5 Avg. 5.60
10
Customer satisfaction is high for help desk
services
Q1 Avg. 5.36
Q3 Avg. 5.57
Q2 Avg. 5.31
Q4 Avg. 5.33
  • Period of Analysis 02/09/07 06/29/07
  • Number of Responses 1282
  • Number of Resolved Tickets 27172
  • Response Rate 4.7

Q5 Avg. 5.32
11
Customer satisfaction is high for messaging
services
Q14A Avg. 4.60 (153 Responses)
Q10 Avg. 4.50 (341 Responses)
  • Survey Period 04/30/07 05/14/07
  • Number of Responses 348
  • Number of Recipients 3,567
  • Response Rate 9.8

12
Request for Service (RFS) Process Monthly Totals
  • RFS is new project work, incremental to the
    contract, such as
  • Providing infrastructure in a new Commonwealth
    facility or supporting an agency move
  • Standing up infrastructure to support a new
    information system

Status Totals Total Value
Total RFS Requests 67
Proposals in development 22
Proposals submitted to customer 45 9.42M

Proposals under review by customer 18 2.99M
Proposals authorized to proceed 27 6.43M

RFS projects in progress 11 1.68M
RFS projects completed 16 4.75M
13
Improved P2P (Procure to Pay) Process
  • Near-term Improvements
  • Communicate standards to the agency community
  • Streamline approvals parallel vs. sequential
  • Move Northrop Grumman Procurement workflow to
    work parallel with eVA workflow
  • Use Help Desk to initiate and verify
    installation June 15
  • - Utilize Peregrine to track PRs/POs from
    submission to installation and generate
    automated reports
  • Long-term Improvement Strategy
  • Develop and deploy service catalog
  • Consolidate contracts - 4Q07

Assumption is that no approvals are escalated
14
P2P end-to-end processing time reduced
TOTAL NUMBER OF LINE ITEMS Jan 531 Feb
967 Mar 623 Apr 332 May 603 June 1006 Line
items quantity of products (1 to n) on a single
line of PO
5.6
Note The end-to-end processing time includes the
time from submission of the eVA request until the
proof of delivery is received from the vendor.
15
End-to-end processing for standard products
Total number of items procured Product May
June PCs 591 439 Monitors 430 206 Printers
84 82
Note The end-to-end processing time includes the
time from submission of the eVA request until the
proof of delivery is received from the vendor.
16
End-to-end processing for non-standard products
Total number of items procured Product May
June Servers 61 42 Network 193
1,275 Software --- 3,837 Maintenance
902 506 Misc. 3,060 3,533
Note The end-to-end processing time includes the
time from submission of the eVA request until the
proof of delivery is received from the vendor.

17
Service Catalog
  • When
  • Initial production phase start November 15, 2007
  • Benefit
  • Ability for end user to select pre-packaged
    bundles for quick order
  • Allows standardization across the Commonwealth
  • Easy approval process
  • For common systems extra and additional
    features easily identified and selected
  • Impact
  • End user training for a new order process
  • Agency mapping for approval process
  • Custom orders still may require current P2P
    process
  • Possible changes to firewall to allow access to
    Web-based tool

18
Service Delivery Improvements
  • Service Delivery Agency Focused Improvements
  • Library of Virginia now using Enterprise E-mail
  • Migrated Tax i-File to new server
    hardware/software hosted in RPB can
    accommodate more concurrent users when filing
    taxes.
  • Migrated VDOT to new e-mail software more
    reliable and many new features.
  • Transformation Deployed to Operations
  • Desktops (5000 deployed)
  • Standard platform with anti virus and firewall
    security
  • Reduces support calls required for older
    equipment
  • Global Address List
  • Single e-mail address list for the Commonwealth
    of VA reducing support calls
  • Peregrine live at 7 sites (14 waiting agency
    signoff)
  • Centralized ticket reporting to support teams
  • Easier metrics consolidation and monitoring
  • Server consolidation
  • Standardizing hardware platforms and added
    redundancy to the architecture allows for fewer
    problem outages.
  • Disk Consolidation storage
  • Removes older hardware from the architecture.
  • Rapid deployment of new storage requirements
  • Data replication to improve recovery timeframes
  • Piloted ITIL
  • Integrated change management to increase
    successful change and coordination for
    infrastructure teams
  • Network MPLS Points of presence
  • Provides redundancy for main core infrastructure.

19
Transformation
People Process Tools Reliable, High
Performance, Enterprise-Wide IT Infrastructure
270 Million Investment
20
2006
2007
2008 2009
months
S
A
J
D
N
O
F
J
M
S
A
J
M
D
N
O
J
A
F
J
M
S
A
J
M
D
N
O
J
A
F
J
M
A
Domains
Transformation Phase (36 Months to June 2009)
Service Commencement Date 7/1/06
General
ITIL Process Optimization Complete SCD23
(6/1/08)
Process Cutover (Internal Apps)
Procedures Manual (10/1/06)
DR Test at SWESC SCD22 (5/1/08)
Procedures Manual Plan (8/1/06)
Knowledge Mgt. System Operational
P10/1/06-A4/01/07
Production Incident Mgmt System / SPOC Help Desk
(SWESC) SCD24 (7/1/08)
Help Desk
Incident Mgmt. Web Accessible (8/1/06)
Complete Desktop Refresh SCD32 (3/1/09)
Desktop
Begin Desktop Refresh (P3/01/07-A3/15/07)
EUS

Desktop asset mgmt system operational
(P1/1/07-A1/29/07)
Enterprise messaging 90 complete SCD 35
(6/1/09)
Single Statewide Address List SCD9
(P4/1/07-A3/22/07)
DNS / WINS Infrastructure SCD13 (9/1/07)
Messaging
CESC Ready for Occupancy SCD12 (7/1/07)
RPB Migration Complete SCD19 (2/1/08)
SWESC Ready For Occupancy SCD16 (11/1/07)
Facilities
DCS
Mainframe / Server
Mainframe / server workload migration from RPB
to CESC SCD18 (1/1/08)
Server Consolidation 90 Complete SCD35 (6/1/09)
Infrastructure Ops Center (Interim) 11/1/06)
MPLS Core Complete SCD14 (9/1/07)
Complete Agency LAN migration (90)SCD30
(1/1/09)
Temp. NOC (11/1/06)
Enterprise NOC SCD16 (11/1/07)
Data Network
NVS
Arch Network Blueprint Addressing Plan (2/1/07)
VoIP Architecture Design And Recommendations
SCD9 (4/1/07)
Voice
VoIP Completion (90) SCD63 10/01/11
Enterprise Vulnerability Assessment Program
Operational SCD20 (3/1/08)
Interim Security Incident tracking and Mgmt
System SCD3 (10/1/06)
Security
SS
ESOC Complete SCD23 (6/1/08)
CSIRC Complete SCD20 (3/1/08)
12
18
6
SCD
24
30
Delivered, awaiting final VITA acceptance

Delivered
Delayed
21
Q4 07
Q3 07
Q2 07
Technology Domain
Service Area
Help Desk
End User Services
Installation of Telephony and
Dedicated Incident Mgt System and Agent
workstations installed (12/07)
Desktop
Qtr 2 Desktop Refresh (7/1)
Qtr 3 Desktop Refresh (10/1)
Qtr 1 Desktop Refresh (4/1)
Qtr 4 Desktop Refresh (01/08)
Messaging
Begin Messaging Refresh 10/1)
Standup Messaging Back End (8/30)
Commonwealth GAL Update (4/1/07)
Facilities
Data Center Services
SWESC Ready for Occupancy (11/1/07)
CESC Ready for Occupancy (7/1/07)
RPB Server testing begins (6/06/07)
1st Mainframe Mock cutover test (10/1/07)
Move Mainframe/Server workload from RPB to CESC
(1/1/08)
Mainframe and Server
Commonwealth Server Consolidation 25 complete
(11/1/07)
RPB Server consolidation complete(5/15/07)
MPLS Core Complete Begin Agency Migration
(9/1/07)
Data
Network Services
Enterprise NOC (11/1/07)
15 LAN Migration SCD15 (10/1/07)
Connectivity to SWESC (11/1/07)
Connectivity to CESC (7/1/07)
Voice
Security
Security Services
ESOC System detailed Design (6/1/07
ESOC Transitional Complete (11/1/07)
VITA security Dashboard (09/10/07)
CSIRC System Detailed Design (5/15/07)
Internal Apps
General Services
Service Catalog Production Demo (9/30/07)
Service Catalog Production Demo (11/15/07)
Cross Functional
Change Management go live
Phase 1 Change, Config and Release Mgt begins
(4/01/07)
Phase 2 Incident Mgt Begins (8/20/07)
22
Transformation Dashboard
EUS Desktop Moved from red to yellow May 21 Will move from yellow to green with achievement of scheduled refresh rate Asset management system delivered and accepted Q1 desktop refresh completed. Target 3484 systems Q2 desktop refresh on target. Target additional 2500 systems
EUS Helpdesk Knowledge management system in post live test. Target July 15th for testing complete Agency migration schedule to Peregrine system has been defined and started Project upgrade to green status based on achievement of scheduled rate, planned by August 1
EUS Messaging Change in storage solution to EMC will impact stand-up of backend infrastructure in CESC AITR approval to proceed with pilot migration for Department for the Aging and Virginia Department of Health Project will go from yellow to green when timeline from storage solution change is brought back onto baseline
DCS Server Phase 1 server consolidation complete at RPB Phase 2 server consolidation begins for greater Richmond area data centers Monitor server move into CESC. Will move from yellow to green after successful execution of first phase moves
DCS Mainframe New mainframe deployment at CESC in progress Monitor mainframe test at CESC. Will move from yellow to green after successful execution of first phase of testing
DCS Facilities CESC on schedule. SWESC on schedule
NWS Data Network Pilot deployments began June 30 Modifying network rollout schedule for ABC and VEC requirements Will move from yellow to green after successful execution of first agency to the MPLS infrastructure
NWS Voice Network Awaiting business decision on VoIP Engineering Change Proposal for CESC
NWS Security Two week delay on Internet security gateway beta agency testing Beta testing for three agencies schedule in progress will move from yellow to green after successful testing
GEN Internal Apps Delay in briefing VITA on the managed service chargeback offering warrants yellow status
GEN Cross-Functional ITP change management training goals achieved VITA change management pilot in progress Phase 2 process design complete for incident, problem, capacity, availability processes
23
Desktop Refresh
  • When
  • Q3 refresh targeting 4500 additional systems
  • Benefit
  • New PCs for workers
  • Standardized environment
  • Altiris system management tool deployed
  • Standard antivirus software deployed
  • Firewall for desktops deployed
  • Impact
  • Potential of 2-4 hours of end user down time
    during PC upgrade
  • Agency testing of application packages prior to
    deployment
  • Site operations staff assistance during refresh
    activity
  • Equipment storage and agency logistic support may
    be required

24
Desktop Quarterly Run Rate
Quantity
Q207 Actual Run Rate as of June 30, 2007
25
Desktop Weekly Run Rate
26
Helpdesk Peregrine Tool Rollout
  • When
  • Q3 rollout targeting 12,942 additional supported
    users
  • Q3 rollout targeting 25 additional agencies
  • Benefit
  • Standardized environment for problem/change
    management
  • Allows multiple support groups to cover multiple
    agency/systems from a single management tool
  • Allows for centralized metrics reporting / trend
    analysis
  • Centralized SLA management
  • Impact
  • No impact to end users
  • Agency participation for retained application
    support encouraged
  • Operations staff availability for training
  • Documentation of environment and critical level
    for systems to be defined

27
Helpdesk Peregrine Tool Coverage
Larger Agencies in Progress
Agencies Complete
  • Dept. of Mental Health
  • Office of the Governor
  • Dept. of Employment Dispute Resolution
  • Dept. of General Services
  • Dept. of Business Assistance
  • Virginia Department of Health
  • Dept. of Mental Health (pilot site)
  • VITA
  • Dept. of Veterans Services
  • Virginia Museum of Natural History
  • Dept. of Minority Business Enterprise
  • Dept. of Historic Resources
  • Virginia Museum of Fine Arts

28
Messaging Client Rollout
  • When
  • Q3-Q4 Pilot for 5,029 users at Virginia
    Department of Health and Virginia Department for
    the Aging
  • Benefit
  • Standardized environment for e-mail systems
  • Redundant architecture with complete failover
    capability
  • Disaster recovery planned for SWESC to support
    e-mail
  • Centralized e-mail environment for finding
    addresses, rooms, etc.
  • Impact
  • End users will get a new mail client installed
  • Agency participation for communicating mail
    policies
  • Service delivery staff participation
  • Agency documentation of application environment
    that uses e-mail systems

29
Messaging Quarterly Run Rate
Q4 No Activity Messaging follows Network Refresh
Q108 Starts Messaging Full Rollout
Q3 Pilots
30
Network Refresh Rollout
  • When
  • Began Q3 with pilot at Department of Juvenile
    Justice (DJJ)
  • Planned Virginia Department of Transportation and
    Alcohol Beverage Control headquarters
  • Alcohol Beverage Control stores (230) begin
    refresh process
  • Benefit
  • Standardized equipment for reliability and
    management
  • Redundant architecture with complete failover
    capability
  • Connectivity to new network allows logical
    extension of agency connection to new data
    centers
  • Higher security, monitoring, speed and allows
    rapid expansion
  • Impact
  • End users get new IP addresses automatically
  • Agency participation for ensuring application
    readiness
  • Service delivery staff participation
  • Agency documentation of application environment
    that uses hard-coded IP addresses

31
Server Consolidation Rollout
  • When
  • Began Q3 server consolidation site surveys
  • Working with VDOT to assist in virtualizations
  • Benefit
  • Standardized equipment for reliability and
    management
  • Redundant architecture with complete failover
    capability
  • Expand the use of tape robotics to improve data
    access performance
  • Upgrade to current disk technology will enable
    data replication of virtual tape and disk
  • Impact
  • Agency participation for ensuring application
    readiness
  • Service delivery staff participation
  • Agency documentation of application environment
    that uses hard-coded IP addresses

32
Server Consolidation Metrics
  • Scheduling the following RPB servers for
    virtualization
  • 37 Federally-funded servers
  • 34 Agency released servers
  • 12 VITA servers
  • Working with VDOT to consolidate 70 servers
  • Planning to consolidate and move 10 Dept. of
    Environmental Quality servers to RPB
  • Developing weekly view for server consolidation

33
Data Center Move
34
Data Center Move
  • Moving the data center from RPB to new, secure
    CESC facility is complex
  • Significant coordination with agencies,
    minimizing business disruptions, technical
    complexity
  • Robust, detailed data center move plan in place
  • Move strategy, test objectives, risk mitigation,
    communication plan with agencies

35
Data Center Move Strategy
  • Mainframe Move Strategy
  • Replicated mainframe and related hardware
    required for full application testing
  • Coordinate all mainframe users (15 agencies)
  • Provide agencies isolated external connectivity
    to CESC test environment
  • Test environment available for 60-90 days
  • Multiple mock cutover test prior to final go-live
  • Server Move Strategy
  • Virtualize/consolidate servers at RPB
  • Consolidate multiple SAN/DISK storage systems at
    RPB
  • Replicate RPB internal network (LAN) at CESC
  • A two-phased cutover approach will be utilized
  • Phase 1 is movement of servers onto an extended
    duplicate RPB network at CESC
  • Phase 2 will require that servers be moved from
    duplicate RPB network to New network at CESC
  • Servers will be moved in 7 logical groups, based
    primarily on agency usage

36
Data Center Move Test Objectives
  • Operations Team objectives and control Test
  • All systems will IPL/boot and communicate with
    peripherals
  • Administrative functions (monitoring and
    management) operate as expected
  • Data replication between CESC and RPB functions
    properly
  • Internal CESC network (LAN) and firewalls
    function properly
  • Print infrastructure functions properly
  • Tape backup infrastructure functions properly
  • Control-M infrastructure functions properly for
    support of batch operations
  • Point-to-point connections function properly
  • Retained Application support Team objectives
  • Applications will initiate and connect with
    database(s)
  • Applications will update data and print reports
    as expected
  • Regression test of all applications components on
    the mainframe systems

37
Data Center Move Risk Mitigation
  • Top 5 risks identified during the server and
    mainframe move from RPB and CESC.
  • Standup of an Isolated Test Environment
  • Replicate mainframe hardware and software
    infrastructure
  • Replicate servers running tier 2 applications
    that interface with mainframes
  • Replicate DASD and tape storage infrastructure
    and data via high speed data links
  • Extended Test Period
  • Provide agencies with at least 60 days to
    complete application testing
  • Mock move weekends scheduled to accommodate
    thorough integration testing of complex,
    interdependent applications
  • Test Coordination / Command Center Support
  • Provide rapid response team to quickly address
    problems that surface during testing
  • Testing coordination teams will be assigned to
    each key mainframe using agency
  • Weekly reporting of testing progress by agency
    and application to be shared with agency managers
  • Stand-by Hardware
  • Mission critical application hardware can be made
    available if hardware problems arise due to move
  • Fallback Contingency
  • RPB processing infrastructure will remain intact
    for at least 2-3 weeks following the move to
    provide fall-back capability

38
Mainframe and Server Communication Plan
  • Communications is key to the successes of the RPB
    Move to CESC.
  • Detailed weekly planning meetings with all
    Service Delivery Teams started May 28
  • Overview and kick-off meeting with each affected
    agency started June 1
  • Review move plans and get feedback on proposed
    move dates and process
  • Agencies need to assign POC for application
    testing and coordination
  • Detailed planning meetings with agency
    application teams to develop test scenarios
  • Detailed weekly status reviews with all
    agency/VITA test teams throughout test window
  • Monthly status/update meetings with agency
    management directly affected by the RPB move
  • Dedicated test coordinators from the
    Transformation Team, Current Ops Team, and the
    agency
  • 24x7 command center setup before, during, and
    post move/cutover
  • Multiple locations linked by phone and/or video
    conferencing (agency, RPB, CESC)
  • Participation by agency application staff,
    Service Delivery, VITA, Transformation, and
    vendors (as needed)
  • Representation by network, security, mainframe,
    server, applications, etc

39
ITP Financials
40
Partnership Budget and Forecast Year 1
Actuals
Forecast
M
  • 230.0M Forecast Total
  • 81.8M Current Ops
  • 1.4M Facilities
  • 57.5M Milestones
  • 89.3M Managed Exp
  • Cumulative expenses through April continue to
    track closely to the budget this is largely due
    to the delay of several milestones
  • 57.5M for milestones based on Northrop Grummans
    proposed schedule, which includes performance
    bond, relaxed refresh and service level agreement
    (help desk messaging) adjustments

41
Independent Program Maturity Assessment
42
Independent Program Maturity Assessment
  • To date CACI has completed 3 of 4 currently
    scheduled assessments
  • July and November 2006 with net 192 positive
    findings and 115 minor negative findings no
    major negative findings relative to program best
    practices
  • May 2007 with net 70 consolidated minor negative
    findings and 45 minor positive findings no
    major negative findings relative to program best
    practices
  • Remaining assessment scheduled for November.
  • Slower than expected rate by which the program
    governance and stakeholder management processes
    should have matured.
  • ITP Program Governance Council next steps
  • Focus on scope, timing and targets relative to
    best practices for program management maturation
  • Balance demands of tactical program performance,
    management and best practices
  • Determine long-term focus for program assessment

43
IT Infrastructure Partnership Program Fred Duball
and Joe Fay Program Directors
July 18, 2007ITIB IT Infrastructure Committee
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