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COT Town Hall


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Title: COT Town Hall

COT Town Hall
  • Thursday, Aug. 27, 2015

Opening remarks CIO Jim Fowler Employee of the Month recognition Awards Software Sunset Windows Future FY 17/18 Billing philosophy and rates Office 365 Rick Woodruff, Jim Barnhart and Tamara Pigeon I.3 Status Update Andrew Smith KECC Drive Liz Rodgers GIS Award Presentation Service Development Lifecycle (SDLC) Presentation James Koontz Strategic Plan Update Glenn Thomas Security Roadmap David Carter / Elwyn Rainer Service Catalog Overview Liz Rodgers Getting Ready for the Cloud Stuart Johnston Questions Answers Jim Fowler
  • Jim FowlerChief Information Officer
  • Employee of the Month recognition
  • Awards
  • Software Sunset
  • Windows Future
  • FY 17/18 Billing philosophy and rates

  • Employee of the Month
  • Winners

January February March April May June July Tary Fuller Neil Hamilton Barrett Richardson Michael Powell John Modlin Matt Lewis Sessani Withers
Office 365 Proof of ConceptRick WoodruffJim
BarnhartTamara Pigeon
Why Office 365
  • Considerations for moving to the Office 365
  • New features in Office 365
  • Native encryption for email Type a word in the
    subject line like Secure and the system will
    see the word and automatically encrypt the email
  • Data Loss Prevention Control what happens to an
    email after youve sent it. If you only want it
    to go to your intended audience you can prevent
    it from being forwarded.
  • Automatically encrypt emails that have certain
    types of private information Policies scan
    content that looks like social security numbers
    or protected data and automatically encrypts
  • License users and not machines Users can have
    Office 365 on up to 5 different devices
  • Projected Cost savings over the next 6 years
  • 600k -1.2 Million
  • A step to becoming a true service delivery
  • Allows COT to be spending time on higher value
    service delivery activities

How are we going to do it?
  • Proof of Concept
  • Identify candidates \ migrate 100 users email and
    personal network drives into the cloud
  • Perform normal day to day operations and get
    feedback from users
  • COT members to execute test scripts
  • Solicit feedback from agencies
  • Explain the baseline security of Office 365 via
    the BRMs
  • Identify exceptions\agency requirements on what
    else they need to be compliant in the cloud with
    email or personal files
  • Create a plan on how to execute a large
    Enterprise rollout
  • What agencies first?
  • Do we need to upgrade any existing systems before
    rolling out?
  • Establish training and communication plans for
    large audiences
  • Evaluate the feedback from all items. Make a
    decisiondo we take the Enterprise to Office 365?

Town Hall Meeting Review
  • 8-27-2015

Program Goals
  • I.3 Program Implementation Roadmap (Initial)

Commit Milestones
Transformation Program
Work Threads
Infrastructure Transition Completed
Execute Service Desk
Begin Infrastructure Transition
Execute Security Architecture
Security Access Mgt. Installed
Organization Change Management
Identify Business Relationship Managers
Deploy Business Relationship Managers
Change Leadership
Cabinet Communications
Executive Leadership / Stakeholder Workshops
Workforce Transformation
Measure Refine Workforce Organization
Develop Transition Plan
Execute Workforce Transition, transitions occur
with Cabinet Infrastructure Transition
Program Charter
Executive Management Oversight
Program Management
Program Plan
Identify Implementation Team (roles
Select Implementation Teams Members
Monitor and Update I.3 Program Plan
Create Implementation Processes, Metrics
Design Program Governance
Implement Program Governance
Manage Program Governance (i.e., TAC, CAB,
Configuration Mgmt, Change Control, Release Mgmt,
Financing Sourcing
Document COT Service Descriptions Rates
Implement / Refine / Update Service Catalog
Rates (Continuous Improvement)
Implement COT Service Descriptions Rates
Update Rates FY15/16
Develop Program Financial Model
Manage Update Program Financial Model
(Continuous Improvement)
Develop Process to Capture Financials (Current
Technology Transformation
Technology Services (Server, Storage, Databases,
Create Enterprise Architecture - Develop
Upgrade Plans
Analyze COT Technology Upgrade Requirements
Stabilize COT Environments - Review
Infrastructure Architecture Performance
Optimize COT Environments - Develop Optimization
Plans Future Architecture Revisions
Perform Infrastructure and Tool Set Upgrades
Document Detailed Application / Infrastructure
Migrate CPE Data Center
POC (OSBD) Migration
Migrate GAPS Data Center
Develop Cabinet/Agency Detailed Transition Test
Migrate CHFS Data Center
Migrate KYTC Data Center
Migrate Labor Data Center
Migrate Tourism Data Center
Migrate EDU Data Center
Migrate Justice Data Center
Migrate FIN Data Center
Migrate CED Data Center
Migrate General Gov. Data Center
Migrate Personnel Data Center
Document POC Lessons Learned
POC (OSBD) Network
Network Services (Data Voice)
Stabilize COT Network Environments Review
Network Performance
Optimize Network Develop Optimization Plans
Future Architecture
Analyze Network Requirements
Create Enterprise Network Architecture
Develop Cabinet/Agency Detailed Network
Transition Test Plans
Migrate CPE Network
Migrate GAPS Network
Migrate CHFS Network
Migrate KYTC Network
Migrate Labor Network
Migrate Tourism Network
Migrate EDU Network
Migrate Justice Network
Migrate CED Network
Migrate General Gov. Network
Migrate Personnel Network
Document POC LLs
Develop COT Network and Toolset Upgrade Plans
Migrate FIN Network
Develop Desktop Implementation Plan
Desktop Services
Optimize Desktop Refresh Program (Continuous
Continuous Improvements
Quarterly Desktop Refresh
Quarterly Desktop Refresh
Quarterly Desktop Refresh
Quarterly Desktop Refresh
Services Transformation
Upgrade Desktop Support Processes
Service Desk
Update Service Desk Processes Front Range Tool
Review Service Desk Req. (Tools
Process) Develop Service Desk Upgrade Plan
Service Desk Transitions occurs with Cabinet
Infrastructure Transitions
Develop Service Desk Training Program
Stabilize Service Desk Delivery
Optimize Service Desk Delivery Performance
Continuous Improvements
Implement Service Desk Training Program occurs
with Cabinet Infrastructure Transitions
Develop Security Framework
Update Security Req. Plan
Implement Manage Security Projects (Continuous
Define Implement Campaign Initiatives
Define Implement Compliance Audit Reviews
Update Security Policy Processes
Define Implement Proof of Concept
Ongoing Security Compliance Assessments
Business Continuity Disaster Recovery
Update BC DR Architecture and Services
Review Cabinet BC DR Requirements
Implement Manage BC DR Architecture
Update DR Infrastructure
Develop Cabinet BC DR Plans
Test Cabinet BC DR Plans
Operational Transformation
IT Service Management (ITSM)
Review Current IT Service Management
Organization, Policy, Processes, Tools
Begin Service Management (ITSM) Upgrade Program
Implement New Operations Model (ITSM Phase 1
Implement New Operations Model (ITSM Phase X
Projects) (Continuous Improvement)
Define IT Service Management (ITSM)
Architecture Define Process, Roles, Tools
Review Current Services Service Level
Service Level Baseline Period occurs with Cabinet
Infrastructure Transitions
Service Level Optimization Continuous
Monitor Report COT Service Level (Baseline
Service Level Monitoring Reporting occurs with
Cabinet Infrastructure Transitions
Organizational Development Training
Develop Training Content
Execute Training
Develop Workforce Training Plans
Ongoing Training Development
Ongoing IT Operations
Facilities Transformation
Facility Design/Upgrade
Upgrade Data Center Facilities for Cabinet
Transitioned Infrastructure
Analyze Requirements
Cabinet Transitioned Infrastructure Location/Space
Manage Cabinet IT Infrastructure Operations
Assets Pre-transition
Decommission Cabinet IT Infrastructure Operations
Assets Post Transition
Provide Ongoing COT IT Operations Management
Where are we now?
  • Majority of desktops in the executive branch are
    managed by COT (ngt90)
  • Majority of servers in the executive branch are
    managed by COT and (if possible) located at the
    CDC (ngt90)
  • Majority of Network systems are managed by COT
  • Most agencies are either integrated into COT
    Operations or preparing to transition to COT

Where are we now?
  • Database Administration is in transition to COT
  • Storage has been centralized allowing more
    effective provisioning and use of the
    Commonwealths storage arrays
  • Disaster recovery is now handled by COT via the
    ADC (as requested) with TSM backups by default
    replicated to the ADC for high protection

What is left?
Status of Core Technology by 8-15-2015
Based on completion schedule current in progress
Working Schedule
Transformation and Lessons Learned
COT Techical Transformation
COT Technical Transformation
240 increase
COT Technical Transformation
214 increase
COT Organizational Transformation?
What have we learned?
  • COT departments and agencies need to collaborate
    more successfully and to be successful
  • Self reported data is misleading in many cases
  • The level of application documentation for many
    Commonwealth applications is not consistent
  • Foundation processes are not available in most
    agencies, too many relied purely on tribal
  • Backup, virus protection, inventory and other
    foundation items were not always being done

What have we learned?
  • Active Directory processes were not consistent
    among agencies, some agencies had never deleted
    older employees making cleanup longer
  • Multiple Windows 2000 servers and older made
    virtualization difficult to impossible
  • With no SDLC (Software Development Life Cycle),
    many agencies did not consider long term
    solutions for application delivery, causing
    issues with out of date software, equipment and

Ongoing Risks/Blockers
  • Labor limitations
  • Storage fluctuations
  • Network Limitations
  • Monitoring Maturity
  • Processes Maturity
  • Agency outdated or unsupportable software

The Future
  • As I.3 ends we will need to continue to foster a
    culture where collaboration and cooperation
    (Inside of COT and with our customers) continues
    to take advantage of the tools and experience
    across the Commonwealth. We have seen the ability
    for all areas of COT and agencies to be great
    partners and need to capitalize on these
    positives to continue to succeed.

  • KECC
  • Liz Rodgers

Award Presentation
Special Achievement in GIS Office of
Application Development Division of Geographic
Enterprise Systems Development Life-Cycle (SDLC)
  • Presentation at COT Town Hall
  • August 27, 2015

Workgroup Charge
  • It is the purpose of this committee to consider a
    Systems Development Life Cycle (SDLC) for
    adoption by all cabinets to include all project
    phases (initiation, planning, execution,
    installation instructions, release management,
    and change management). 

Workgroup Representatives
  • Jim Fisher, Co-Chair (KYTC)
  • James Koontz, Co-Chair (COT)
  • Matt Burberry (CHFS)
  • Stephanie Clay (COT)
  • Michele Kays (Personnel)
  • Steve King (Personnel)
  • Tim McClain (CHFS)
  • Daniel Miller (Education-WF)
  • Charles Robb (COT)
  • Phil St. John (PPC)
  • Steven Vest (CED)

Workgroup Activities
  • Conducted weekly meetings to complete SDLC
  • Created base content for the five phases
  • Project Management processes were separated from
    the technical tasks documented in the guideline

SDLC Guideline Overview
  • Document Overview
  • Five Phases
  • Phase Description, Objectives, Inputs,
    Deliverables, Key Tasks, Roles
  • Appendices (A-D)
  • Glossary and Acronyms, Role Descriptions, SDLC
    Process Flow, Acknowledgements

SDLC Guideline Document
  • Outstanding Tasks
  • Complete remaining two templates
  • Finalize for publishing purposes
  • Key Takeaways
  • Multiple agencies working together to accomplish
    a common goal
  • Flexible process designed to accommodate multiple
    development methodologies
  • Material used from existing states SDLC processes

  • Strategic Plan Update
  • Glenn Thomas

Strategic Plan Update
Strategic Plan Update
  • Our Mission to provide an enterprise technology
    framework and services supporting the current and
    future needs of the Commonwealth.
  • Our Vision to enable a proficient government
    and support a 21st century economy by being a
    national leader in public sector information
    technology that is a trusted and valued business

Strategic Plan Update
  • Goal 1 Customer Service Excellence
  • Strategy 1 Provide timely, accurate consistent
    service delivery
  • Strategy 2 Establish a comprehensive
    transparent process for customer service
    education response
  • Strategy 3 Improve ongoing COT/customer
  • HEAT project underway to replace Front Range
  • Updated CIO-085 Authorized Agency Contacts
  • Including authorized agency contacts in
    GovDelivery system
  • Alerts, ACMs and Calendar events posted to COT
  • Integration of BRMs with the agencies and ongoing
    meetings with CIO
  • Customer Survey planned in 2016

Strategic Plan Update
  • Goal 2 Effective, Efficient Innovative
    Government through the use of Enterprise
    Information Technology
  • Strategy 1 Optimize infrastructure service
    delivery within Executive Branch
  • Strategy 2 Leverage opportunities afforded by
    new technologies to enhance service delivery
  • I.3 program 90 consolidated with support
    transitioned to CSD
  • Once completed COT will begin process to optimize
    consolidated infrastructure
  • New Technologies
  • Cloud O365 POC RFP development for IT as a

Strategic Plan Update
  • Goal 3 Collaborative Participatory Information
    Technology Governance
  • Strategy 1 Refine the enterprise governance
  • Strategy 2 Prioritization of agency legacy
    system modernization
  • Strategy 3 Develop a technology life cycle model
  • TAC subcommittees established for Strategic
    Plan, Enterprise SLA template, Web standards,
    SDLC standard, Enterprise Document Management,
    Legacy System Identification, Capital IT Project
  • EASC now ITSC and is a TAC subcommittee
  • LSI established a Risk Modernization Assessment
    for inclusion in Capital IT project scoring
    criteria. Multiple systems recommended for

Strategic Plan Update
  • Goal 4 Highly Skilled, Motivated Effective
  • Strategy 1 Coordinate streamline COT HR
    staffing functions
  • Strategy 2 Build a skilled, cohesive workforce
    w/ increased understanding of COT operations
  • Strategy 3 Explore alternatives to the current
    staffing model
  • Becky Joyce COT Human Resource coordinator
  • Staff Augmentation approval process
  • Employee of the Month program
  • Skills Assessment coming 2016
  • SDS contract under review/rebid early 2016

Strategic Plan Update
  • Goal 5 Security Focused Information Technology
    Environment Culture
  • Strategy 1 Enhance and continually improve IT
  • Strategy 2 Raise awareness of the significance
    of security threats and vulnerabilities
  • CIO-091 Enterprise Information Security Program
  • Updates to existing CIO security policies
  • Annual security training program for COT staff
  • End user security training video being used by
    all agencies
  • and promoted by Personnel Cabinet
  • New Security Roadmap kicked off in 2015. Work

COT Service Catalog Overview
  • Delivering services, rather than servers
  • Liz Rodgers
  • August 27, 2015

  • COTs service model has changed, but catalog

  • Customers cannot and should not build their own
    solutions for infrastructure
  • Expertise lives in COT
  • Opportunities for using economies of scale and
    pooled resources are overlooked
  • Undue cost and complexity

  • Customers want services, but dont always know
    what we offer or how to get it
  • Centralize
  • Simplify
  • Standardize

  • Design an intuitive, customer-friendly interface
  • Manage access to ensure requests are authorized
  • Standardize service offerings
  • Streamline and simplify request procedures
  • Communicate the new service delivery strategy to
  • Secure internal buy-in to reinforce the message

  • What is a service?
  • A service is a means of delivering value to the
    customer by facilitating outcomes.
  • A service is a combination of technology , people
    and processes.
  • A service is an action, not a thing.

  • What services does COT provide?
  • Began with rated services
  • Brainstorming session with teams
  • Weeded out incident response, maintenance and
    back-office processes

  • Hybrid approach to bridge the gap
  • Give savvy customers and frequent flyers a direct
    route to specific items
  • Gradually introduce the concept of holistic
    service delivery to improve buy-in
  • Allow COT to mature

  • Keep supporting processes in the back office
  • These are part and parcel to the services that
    use them, not services themselves
  • Procurement
  • Billing
  • Incident Management
  • Change Management

  • Services should be bundled
  • Make processes modular
  • Standardize
  • Avoid over-bundling

  • Align resources with service delivery
  • Service Owner will be responsible for design,
    scope, cost and delivery strategy
  • Service Delivery Manager will be responsible for
    ensuring the service is delivered timely and as
  • Teams built around service delivery activities,
    not necessarily the org chart

Next Steps
  • Meet with teams to make sure all services have
    been identified
  • Ensure service descriptions are accurate and
    include deliverables
  • Map processes from customer to completion
  • Estimate times to deliver

  • Getting Ready for the Cloud
  • Stuart Johnston
  • Kentucky Education Cabinet

Definition Cloud computing is a model for
enabling convenient, on-demand network access to
a shared pool of configurable computing resources
(e.g., networks, servers, storage, applications,
and services) that can be rapidly provisioned and
released with minimal management effort or
service provider interaction. 3 Service
Models 5 Essential Characteristics Software
as a Service (SaaS) On Demand
Self-service Platform as a Service (PaaS) Broad
Network Access Infrastructure as a Service
(IaaS) Resource Pooling Rapid Elasticity 4
Deployment models Measured Service Public,
Private, Community, Hybrid
COT Strategic Plan Core Values for IT across
the enterprise Being Forward Thinking
Enterprise-wide IT strategic direction
COT Strategic Plan Goals 1. Customer
service excellence 2. Effective, efficient
and innovative government through the use
of enterprise IT 3. Collaborative and
participatory IT governance 4. Highly
skilled, motivated and effective workforce 5.
Security-focused IT environment and culture
COT Strategic Plan Goal 2 Effective,
efficient and innovative government through the
use of enterprise IT Objective 2.1- To optimize
infrastructure service delivery within the
Executive Branch Objective 2.2- To leverage
opportunities afforded by new technologies to
enhance service delivery.

Strategy Pre-qualify vendor(s) in the areas of
IaaS, PaaS and SaaS in order to procure cloud
services in a secure, reliable, and measurable
manner that will support the business technical
requirements of the enterprise.
  • Activities to Date
  • Cloud models and services
  • Review Storage as a Service RFP
  • NASCIO documentation
  • Review GSA and NASPO (WSCA) websites
  • Gartner conference call - Cloud Best Practices
  • Cloud Computing FedRAMP Security Workshop
  • RFP Team kickoff meeting
  • Gartner Catalyst Conference

  • Next Steps
  • 1. Ongoing strategy discussions
  • 2. Review cloud policy
  • 3. Inventory cloud applications
  • 4. Procurement
  • Potential modification(s)
  • Explore alternate options
  • 5. Gartner visit September 2, 2015
  • 6. RFP Team meeting September 3, 2015
  • 7. RFP - third party review

  • Questions Answers
  • Jim Fowler, CIO