NC Department of Transportation Information Technology Plan

Transcription

1 NC Department of Transportation Information Technology Plan For Biennium By Randy Barnes Chief Information Officer Department of Transportation Prepared: October 1, 2012

2 Contents 1 EXECUTIVE SUMMARY PURPOSE OVERVIEW ABOUT THIS PLAN Roadmap VISION, MISSION AND VALUES OVERVIEW IT Mission IT Goals IT Values KEY BUSINESS DRIVERS GOALS AND ENABLING STRATEGIES AGENCY GOALS, STRATEGIES AND INITIATIVES GOAL 1: PROVIDE STATE OF THE ART TECHNOLOGY SERVICES AND SOLUTIONS IN THE MOST COST EFFECTIVE, HIGHEST QUALITY, AND MOST TIMELY MANNER POSSIBLE Enabling Strategy Provide a state of the art collaboration experience Initiative: Enterprise Content Management Solution Initiative: SharePoint Enhancement - Intranet Initiative: SharePoint Enhancement - Extranet Initiative: Instant Messaging and Video Conferencing Initiative: Electronic Signature Initiative: Managed User Authorization Capability Enabling Strategy Provide Graphical Information Systems (GIS) Technology Leadership Initiative: Road Operations and Management Effort (ROME) Initiative: DOT Prioritization 3 (P3) Enabling Strategy New System Development Initiative: Law Enforcement Records Management Initiative: SmartLink Enabling Strategy Improve Employee Mobility Initiative: Upgrade Wireless Infrastructure Initiative: Tablet Deployment and Support Initiative: Virtual Private Network Enabling Strategy Improve Infrastructure Efficiency Initiative: Desktop Modernization Initiative: Windows 7 Deployment Initiative: Server Virtualization Initiative: Desktop Virtualization Initiative: Managed Print Services GOAL 2: IMPROVE FUNCTIONALITY, QUALITY AND COST EFFICIENCY OF LEGACY SYSTEMS Enabling Strategy Application Modernization/Replacement Initiative: Replacement of STARS and SADLS Initiative: Complete Implementation of NGSDLS Initiative: Complete Implementation of MILES Initiative: Upgrade of the Traffic Records System...19 Department of Transportation Page 2 of 56

3 Initiative: Upgrade SPECS Initiative: Assessment of Legacy Construction Systems Enabling Strategy Legacy Hosting Agreements Initiative: SAP/BSIP Hosting Agreement GOAL 3: DELIVER OUTSTANDING IT SERVICES TO DOT BUSINESS CUSTOMERS AND THE CITIZENS OF NORTH CAROLINA Enabling Strategy: Simplified end user access to systems Initiative: Implement Simplified Sign on Enabling Strategy: Improve customer service delivery by implementing ITSM best practices Initiative: Determine and implement long-term use of OTRS for DOT help desk functions Initiative: Expand Use of OTRS Enabling Strategy: Improve communications with customers Initiative: IT Customer Survey Initiative: IT Communications GOAL 4: INVEST IN EMPLOYEE PROFESSIONAL GROWTH Enabling Strategy Provide formal and informal training Initiative: Formal training Initiative: Informal training GOAL 5: OPTIMIZE IT GOVERNANCE AND PROCESSES TO MAXIMIZE ORGANIZATIONAL PRODUCTIVITY Enabling Strategy Enhance IT governance Initiative: IT Committee Governance Initiative: TRANShare Steering Committee Initiative: GIS Technical Advisory Committee (GTAC) Initiative: Community of Practice/Center of Excellence Enabling Strategy Improve organizational and application productivity Initiative: Enterprise Architecture Enabling Strategy Improve risk management, protect DOT and customer assets Initiative: Disaster Recovery Data Center Location Initiative: PCI Compliance BUSINESS NEEDS SIGNIFICANT UNMET NEEDS OPPORTUNITIES FOR STATEWIDE INITIATIVES...25 APPENDIX A: LIST OF MAJOR IT PROJECTS APPENDIX B: DOT MISSION, GOALS & VALUES APPENDIX C: GLOBAL TRANSPARK AUTHORITY STRATEGIC PLAN EXECUTIVE SUMMARY PURPOSE OVERVIEW ABOUT THIS PLAN VISION, MISSION AND VALUES OVERVIEW KEY BUSINESS DRIVERS GOALS AND ENABLING STRATEGIES AGENCY GOALS, STRATEGIES AND INITIATIVES GOAL 1: PROVIDE IT SUPPORT FOR GTP EMPLOYEES AND CLIENTS FOR DAILY OPERATIONS Department of Transportation Page 3 of 56

4 3.1.1 Enabling Strategy Maintain efficient and secure IT infrastructure Enabling Strategy Maintain operational infrastructure for Spirit Aerosystems, LCC Aviation, and Greenfield Power Enabling Strategy Maintain WEB Sites controlled by the GTP Enabling Strategy Maintain availability of Network Storage for GTP staff Enabling Strategy Maintain ability to backup and recovery of GTP Servers and Workstations APPENDIX D: STATE PORTS AUTHORITY STRATEGIC PLAN EXECUTIVE SUMMARY PURPOSE OVERVIEW ABOUT THIS PLAN VISION, MISSION AND VALUES OVERVIEW KEY BUSINESS DRIVERS GOALS AND ENABLING STRATEGIES AGENCY GOALS, STRATEGIES AND INITIATIVES GOAL 1 PROVIDE IT SUPPORT FOR DAILY BUSINESS OPERATIONS Enabling Strategy Maintain efficient IT infrastructure Initiative: Expand fiber infrastructure and WiFi at all facilities Initiative: Replace aging technology equipment and continue deploying virtualization GOAL 2 SUPPORT ORGANIZATION S GOAL OF OPERATIONAL EXCELLENCE AND CONTINUOUS IMPROVEMENT Enabling Strategy Employ technology effectively to gain operational efficiencies Initiative: Implement an integrated Terminal Operating and Billing Software System across all Port Authority terminal facilities GOAL 3 SUPPORT HOUSE BILL Enabling Strategy Leverage State-owned technology and services wherever possible Initiative: Implement State Electronic IP Telephony (EIPT) solution Initiative: Migrate externally hosted websites back in-house onto State owned infrastructure BUSINESS NEEDS SIGNIFICANT UNMET NEEDS...54 Department of Transportation Page 4 of 56

5 1 Executive Summary Information Technology Plan For Biennium 1.1 Purpose The purpose of this document is to provide Information Technology Plan for the Biennium to the North Carolina State Chief Information Officer (SCIO) as required by G.S B. The statute mandates that each agency submit a technology plan to the SCIO by October 1 of each even-numbered year. Session Law , Section 6A2.(d) directed each agency to include any information technology project, or any segment of a multipart project, costing more than two hundred fifty thousand dollars ($250,000) in the agency's most recent information technology plan. 1.2 Overview DOT Information Technology is tasked with ensuring efficient and effective use of the latest computer and automation technologies and to provide a full range of information processing services to the Department of Transportation. These services include new software system development, maintenance of existing systems, support of all computer software and hardware, technology consultation, IT training, and end user and customer service support. Legislation in 2011 incorporated the Global TransPark Authority and the State Ports Authority as a Type 2 organization under the Secretary of Transportation. These authorities run separate operations, including IT, but because of the alignment, their plans have been included as appendices to this document. Specific questions related to their content should be addressed to the individual preparer. 1.3 About This Plan The Information Technology organization is tasked with providing technology services to all the divisions of the Department of Transportation. This results in a wide variety of initiatives across the spectrum of technical skills and functions. The emphasis of this plan over the next the next biennium will be on deploying technology to improve productivity and performance and to begin addressing aging legacy systems. The focus is on enterprise services, such as Enterprise Content Management, collaboration enabling tools such as SharePoint, Lync and electronic signature capability, and DMV and Highway systems modernization. With funding challenges and constraints, it is essential that every dollar spent on technology be prioritized toward needs of the business and helps the business implement their strategic plan. Department of Transportation Page 5 of 56

6 1.3.1 Roadmap Goal Strategy Initiative Description 1. Provide state of the art services and solutions in the most cost effective, highest quality, and most timely manner possible. 1.1 Provide a state of the art collaboration experience 1.2 Provide GIS Technology Leadership Enterprise Content Management solution SharePoint - Intranet SharePoint Extranet Instant messaging and video conferencing Electronic Signature Managed User Authorization capability Road Operations and Management Effort (ROME) Prioritization 3 (SPOT3) Improve document storage, retrieval, retention and destruction, as appropriate, by implementing a state of the art ECM solution along with the associated metadata and business processes. Improve the current Intranet deployment of SharePoint to provide enhanced workflow and team site capabilities Improve the current Extranet deployment of SharePoint to provide enhanced workflow and team site capabilities Expand the use of these communication capabilities to a wider audience in DOT. Implement electronic signature capabilities across a wide variety of business needs, such as standard employee forms, electronic plans, and potentially citizen facing forms. Provide a mechanism for external business partners to manage individual user access rules through automation. Project will replace two custom-developed systems (LARS and ARID) with a COTS solution, empower end users to perform online editing and maintenance of their own data Project to improve the ability of DOT to set road project priorities using automated processes. This initiative will Department of Transportation Page 6 of 56

7 Goal Strategy Initiative Description combine the capabilities of GIS and SharePoint and the data from BSIP (SAP) to meet the business objectives. 1.3 New System Development Law Enforcement Records Management Implement a records management system that will support all business functions of the DMV Law Enforcement unit, preferably with a COTS product SmartLink Implement state of the art solution for statewide traffic management 1.4 Improve Employee Mobility 1.5 Improve Infrastructure Efficiency Upgrade Wireless Infrastructure Tablet Deployment and Support Virtual Private Network Desktop Modernization Windows 7 Deployment Server Virtualization Desktop Virtualization Managed Print Services Replace current wireless infrastructure with new and expandable capability Working with Business units, identify business needs for tablet hardware, assess technical constraints, deploy and support selected Work with ITS and Verizon to implement use of virtual private network for business unit mobility and security. Replace aging desktop hardware to the extent funding allows Complete upgrade of all PCs to Windows/7 operating system. Continue server virtualization Investigate opportunities for desktop virtualization to improve efficiency and mobility. Determine cost saving opportunities by utilizing the Managed Print Services contract. Department of Transportation Page 7 of 56

8 2. Improve functionality, quality and cost efficiency of legacy systems. 2.1 Application Modernization/ Replacement Replacement of STARS and SADLS Develop replacement strategy and begin initiative to replace mission critical mainframe applications that support Vehicle Registration and Driver licenses Complete Implementation of NGSDLS Complete implementation of NGSDLS to provide improved business work flow for Driver License offices and a secure driver license credential Complete Implementation of MILES Complete the final phases of the new Inspection Services system that began in FY Upgrade the Traffic Records System Complete planned upgrades that began in FY and begin analysis regarding long term modification necessary for TRS to remain business responsive Upgrade SPECS Implement latest version of SPECS to.net release Assessment of Legacy Construction Systems Determine long term replacement strategy for HiCAMS, SPECS and Asset Management System 2.2 Legacy Hosting Agreements SAP/BSIP Hosting Agreement SAP/BSIP hosting contract expires and a new hosting contract or transition to ITS will be necessary. 3. Deliver outstanding IT services to NC DOT business customers and the citizens of North Carolina 3.1 Simplify end user access to systems 3.2 Improve customer service delivery by implementing ITSM best practices Simplified Sign-on Long-term use of OTRS for DOT help desk functions Expand use of OTRS Implement technology that will simply the number of different user ids and passwords required for users to access DOT system Determine and implement OTRS for long term use for DOT in areas other than IT. Determine and implement use of OTRS for Problem, Configuration and Release Management Department of Transportation Page 8 of 56

9 3.3 Improve communications with customers IT Customer Survey Implement recommendations identified by IT survey IT Communications Continue to expand and improve direct and indirect communications to DOT users 4. Invest in employee professional growth 4.1 Provide formal and informal training Formal training Invest in procurement of formal training classes as part software and hardware acquisition Informal training Invest in online training licenses and opportunities for on the job training and cross training. 5. Optimize IT governance and processes to maximize organizational productivity 5.1 Continue and enhance IT governance and business alignment IT Committee Governance TRANShare Steering Committee Continue participating and advocacy of the IT Committee. Continue participation and advocacy for the TRANShare Steering Committee GIS Technical Advisory Committee Continue participation and advocacy for the GIS Technical Advisory Committee (GTAC) Community of Practice/Center of Excellence Continue participation and advocacy for the COP/COE and help mature the processes. 5.2 Improve organizational and application productivity Enterprise Architecture Continue development and implementation of the Enterprise Architecture framework 5.3 Improve risk management, protect DOT and customer assets Disaster Recovery Data Center Location PCI Compliance Implement a disaster recovery data center to support DOT operations. Continue and enhance the PCI environment to support growing demand Department of Transportation Page 9 of 56

10 2 Vision, Mission and Values 2.1 Overview The North Carolina Department of Transportation (DOT) employs more than 14,000 people who oversee all modes of transportation in North Carolina, including highways, rail, aviation, ferries, public transit, and bicycle and pedestrian transportation. The department also oversees North Carolina s Division of Motor Vehicles. The Information Technology mission and goals and strategic plan are in support of the agency s mission, goals and strategic plan IT Mission The Information Technology mission is to support the DOT mission of connecting people and places safely and efficiently, with accountability and environmental sensitivity to enhance the economy, health and well-being of North Carolina by delivering innovative, cost effective and reliable technology solutions, services and processes to DOT and to the citizens of North Carolina IT Goals Provide state of the art technology services and solutions in the most cost effective, highest quality, and most timely manner possible. Deliver outstanding IT services to NC DOT business customers and the citizens of North Carolina. Invest in employee professional growth. Optimize IT governance and processes to maximize organizational productivity IT Values Integrity Earn and maintain trust by responsibly meeting the technology needs of the agency, acting ethically and holding ourselves accountable for our actions. Teamwork - Value the differences and diversity of others and foster a collaborative work environment. Customer Service Respond to customers in a professional, timely and courteous manner Productivity Deliver the needed services on time with the most efficient combination of people and technology. Quality Pursue excellence in the delivery of IT services. 2.2 Key Business Drivers The key business drivers that helps provide IT with its strategic direction are: Collaboration Geospatial relationships Operational efficiency Performance management and data driven decision making Department of Transportation Page 10 of 56

11 2.3 Goals and Enabling Strategies In order to support the business objectives and comply with legislative mandates the DOT Information Technology Department has set the following goal and enabling strategies. Goal 1: Provide state of the art technology services and solutions in the most cost effective, highest quality, and most timely manner possible. Enabling Strategy 1.1: Provide a state of the art collaboration experience Enabling Strategy 1.2: Provide GIS technology leadership Enabling Strategy 1.3: New System Development Enabling Strategy 1.4: Improve Employee Mobility Enabling Strategy 1.5: Improve Infrastructure Efficiency Goal 2: Improve functionality, quality and cost efficiency of legacy systems Enabling Strategy 2.1: Application Modernization/Replacement Enabling Strategy 2.2: Legacy Hosting Agreements Goal 3: Deliver outstanding IT services to DOT business customers and the citizens of North Carolina Enabling Strategy 3.1: Simplify end user access to systems Enabling Strategy 3.2: Improve customer service delivery by implementing ITSM best practices Enabling Strategy 3.3: Improve Communications with Customers Goal 4: Invest in employee professional growth. Enabling Strategy 4.1: Provide formal and informal training opportunities Goal 5: Optimize IT governance and processes to maximize organizational productivity Enabling Strategy 5.1: Continue and enhance IT governance and business alignment Enabling Strategy 5.2: Improve organizational and application productivity Enabling Strategy 5.3: Improve IT risk management Section 3 describes each goal, the enabling strategy and associated IT initiatives to support the strategy. Department of Transportation Page 11 of 56

12 3 Agency Goals, Strategies and Initiatives 3.1 Goal 1: Provide state of the art technology services and solutions in the most cost effective, highest quality, and most timely manner possible. DOT IT provides a wide range of business services and solutions to meet the growing needs and demands of the Department of Transportation. DOT IT is committed to providing state of the art services and solutions to our customers in a cost effective manner and using best of breed tools and technologies Enabling Strategy Provide a state of the art collaboration experience During FY11-12, DOT initiated several initiatives focused on collaboration that had significant inter-relationships, though each initiative had its own technical and business objectives. To ensure that all the initiatives worked together to meet the common collaboration objectives, they were grouped together and called TRANShare by DOT leadership. These efforts included the Enterprise Content Management project, SharePoint deployment, an electronic plans work group, GIS strategic initiatives (both business and technical), and the redesign and restructuring of the department s Internet web site. During the next biennium, these initiatives will continue to expand as the agency addresses the need for improved relationships with external partners, such as construction companies, municipalities and counties, and key public entities. Effective and efficient collaboration with these partners is essential to the productivity of the department. Not only must the department be able to provide static information to these partners but it must be able to provide interactive and responsive communications in a way that is easy, straight forward and seamless with other operations Initiative: Enterprise Content Management Solution The ECM initiative will implement an integrated enterprise solution for document storage, retrieval, retention, and workflow management that will improve DOT efficiency in the management of documentation (both structured and unstructured) and implement an integrated search capability using metadata that will allow for cross platform searching. DOT is implementing the Open Text solution and will be deploying functional components of this solution that will expand the capabilities and flexibility of the content repository. Initial phases have focused on hardware infrastructure, solution module deployment and key business capabilities such as the definition of metadata components, integration with SharePoint and cross-platform search requirements. This is a multi-year initiative that will continue through the next biennium Initiative: SharePoint Enhancement - Intranet In FY 11-12, DOT implemented a new Intranet site using Microsoft SharePoint technology. The Intranet consists of organizational and functional information and sharing capabilities. It also provides team site capability for defined internal users. The team site ability has greatly enhanced the collaboration capabilities throughout Department of Transportation Page 12 of 56

13 the department. Team sites are used for IT Projects, construction projects, business units and any other defined group or team that needs to share information but restrict access to a select number of users. During the next biennium, DOT expects to continue expansion of the Intranet capability. Key capabilities that are planned include enterprise wide search capability, work flow capabilities, integration with electronic signature capabilities, and integration with the Open Text archive repository Initiative: SharePoint Enhancement - Extranet In FY 11-12, DOT implemented a new Extranet site using Microsoft SharePoint technology. The purpose of the Extranet is to provide a site that is separate from the general public website where content specific to business partners can be provided securely. The Extranet consists of operational and functional information and sharing capabilities. It also provides team site capability for defined external users. This will allow for document sharing and collaboration, thereby reducing the time it takes to complete key business functions, reduce errors, and improve service. The Extranet also help declutter the department s Internet web site so that it focuses primarily on providing information to the general public Initiative: Instant Messaging and Video Conferencing In FY 11-12, DOT implemented the Microsoft Lync product for instant messaging and video conferencing. The tools are in use in varying degrees across the department. During the next biennium, greater emphasis will be placed on socializing these collaboration capabilities and on maximizing the use of the technology for cost savings and efficiency purposes Initiative: Electronic Signature For several years, the engineering units have been investigating the use of electronic signature for sealing construction plans. This would allow for electronic sharing of plans and significantly improve the time to complete the various steps in the review process and still maintain the integrity of the plans. There are regulatory requirements that dictate what is considered appropriate for electronically sealing plans and we have had representation on the statewide electronic signature work group under OSC in hopes that the solution will support DOT s engineering needs as well. During the next biennium, DOT expects to implement electronic signature capability on a wide variety of business needs such as forms, contracts and engineering plans Initiative: Managed User Authorization Capability As DOT expands the use of SharePoint and other systems to external partners, the number of NCID accounts that have to be managed continues to grow exponentially and the growth is expected to continue significantly as DOT expands into more areas of collaboration. DOT desires to implement a capability that would allow for a user administrator at each vendor, consulting firm, MPO/RPO, etc, to manage the NCID accounts and access rules for its employees or members. The external partner would be responsible for ensuring that only qualified individuals had access to critical and/or sensitive information and that if someone leaves a position, they would be responsible for removing access as well. These are functions that would be nearly impossible for DOT employees to handle Department of Transportation Page 13 of 56

14 due to volume and lack of direct knowledge of changes in personnel, etc. It is the intent of DOT to continue to use NCID accounts as the primary identifier but to integrate with preferably a COTS product that will provide this external management of roles and responsibilities for SharePoint and other system applications where a number of employees from a single company may need access to a system Enabling Strategy Provide Graphical Information Systems (GIS) Technology Leadership The DOT GIS environment is tightly integrated with the Esri software and DOT IT is working to implement a robust Transportation GIS suite of products. These product and deliverables not only benefit DOT in the short term, it also creates a platform to provide even more ongoing value to the organization through more spatial empowerment over a broader spectrum of the enterprise. The vision of DOT IT is to provide the technology leadership necessary to enable visual map access to all related transportation information. There are seven specific goals in the GIS strategic plan. Those goals are: Ability to publish spatial data services external to DOT Empower internal customers to publish their spatial data to the web with maximum control and timeliness Make GIS pervasive throughout the enterprise by leveraging new COTS (somewhat platform agnostic) clients Provide support for mobile geospatial data, to include location, collection, and editing Improved support for the NC Community Base Map Program Increase GIS services and productivity across the enterprise Establish and implement a DOT GIS Training Plan in support of the GIS enterprise goals Initiative: Road Operations and Management Effort (ROME) The ROME Project will replace two custom-developed systems (LARS and ARID) with a COTS solution, empower end users to perform online editing and maintenance of their own data, integrate multiple systems that currently support asset management, streamline Federal reporting and implement an enterprise GIS solution with a common architect, scalable and leverages DOT investments in GIS technology. This project began in FY but is expected to continue into the next biennium. The project is a joint initiative with Esri, levering the state Ersi contract Initiative: DOT Prioritization 3 (P3) The Prioritization 3 (P3) project began in FY and will continue with several improvement phases into the next biennium. This P3 project is actually the third initiative that has continually improved the ability of DOT to set road project priorities using automated processes. The Prioritization system supports the Governor s Executive Order 2 and Executive Order 3 by providing a data driven prioritization process which drives the 10 Year Work Program for DOT. A map Department of Transportation Page 14 of 56

15 based approach for the submittal, analysis and publication of the state s transportation priorities will streamline the interaction and communication of project information leading to the best, most cost effective use of limited financial resources. This initiative will combine the capabilities of GIS and SharePoint and the data from BSIP (SAP) to meet the business objectives Enabling Strategy New System Development Initiative: Law Enforcement Records Management When the MILES initiative first began, implementation of a law enforcement records management system (LERMS) was part of that project. An attempt was made to procure an inspection system and LERMS as a package. However, because of the lack of statewide enterprise architecture compliance, the department was not able to make an award for this capability in the procurement phase. It was determined that, due to an expiring inspections hosting contract, it was in the best interest of the department to separate the LERMS initiative from MILES. At this time, research and investigation is occurring to determine in more detail what the business processes and functions are that need to be included in this solution and what the viable COTS solutions are on the market. DOT has also been discussing with the Department of Justice the feasibility of leveraging their contract to implement components of the CSI, Incorporated product suite. At this time, no decisions have been make. During the next biennium this initiative will move forward with the implementation of a new law enforcement-specific case management and records management workflow and reporting system to support all of the business functions of the Law Enforcement unit of the Division of Motor Vehicles Initiative: SmartLink NC Statewide Transportation Operations Center (STOC) and Regional Transportation Management Centers (TMC) operators across the state routinely interface with multiple systems to detect and respond to incidents using Intelligent Transportation System (ITS) devices. Devices include items such as traffic cameras, dynamic message signs, speed sensors, video walls, traffic information management system (TIMS), highway advisory radio, and road weather information systems. Currently the control of the devices is limited to the region of the state where the devices are located. There is a need to provide redundant command and control capability to operate all ITS devices from multiple locations in the state. In addition, there is a need to integrate all the tools an operator uses to manage an incident into one application. Tools include items such as NCSHP CAD feeds, Inrix speed data, incident location, ITS device location, IMAP location, etc. A procurement project started in 2011 and a contract was awarded in 2012 for the purchase and implementation of a solution to meet these objectives. The project will continue into the next biennium and meet the following goals: implement a command and control system that provides operators with a single consistent interface to manage an incident from detection to incident clearance and to operate all ITS devices for their TMC. Department of Transportation Page 15 of 56

16 provide the capability for regional TMC s or the STOC to provide backup support to other TMC s as needed. For example, after normal operating hours, one TMC could transfer control of their devices to a TMC that is in operation 24X7. Improve multi-agency response to incidents that involve any of the 26 other NC government agencies or local governments. In addition to the STOC being co-located with the Division of Emergency Management, State Highway Patrol, Turnpike Authority, and the National Guard, the goal is to provide a system that can improve the coordinated government response to any type of emergency or special event (for example hurricane or flood) Enabling Strategy Improve Employee Mobility The work force at DOT has always been highly mobile though many employees have not had the benefit of technology while not in the office environment or, more specifically, at their desk. During the next biennium, greater emphasis will be placed on providing technology in the hands of more employees, regardless of their physical location. This will necessitate a variety of initiatives Initiative: Upgrade Wireless Infrastructure About 5 years ago, DOT implemented an enterprise wide wireless infrastructure and currently has deployed over 100 access points across the state. Since the implementation, technology has matured significantly as has the need for more wireless deployments. Because of the age of the system, it is difficult to expand our current footprint and the department believes it is the appropriate time to replace the current system. During the next biennium, DOT will be investigating a number of different wireless solutions that will meet our business mobility objectives and have a new system operational and deployed Initiative: Tablet Deployment and Support In FY12, several DOT business units began exploring the use of current tablet technology for field efforts, such as inspections. A small pilot was undertaken as a joint effort between IT and Division of Highways to investigate what device would physically work best and what device and other software would work to meet the business functional needs. This effort was very successful and proved to have more business and cost benefits than originally anticipated. Currently a larger wave of devices are being deployed and it is anticipated that as many as 700 may be deployed by the end of FY 13. During the next biennium, IT will focus on the ability to rapidly respond to deployment needs and to the unique support needs of the table environment. It is the goal of the department to remain as device agnostic as possible and to not be tied to specific operating systems so that there is maximum flexibility as the industry around tablets continue to grow and expand to leverage new capabilities. For instance new application development will focus on HTML5, rather than an ios or Java. However, many of the applications already used at the desktop are Windows-based and utilization of a state of the art Windows device, when available, that can meet other functional requirements such as processor speed, Department of Transportation Page 16 of 56

17 battery life, etc., will be strongly considered, so that existing applications can more easily be access while mobile. The emphasis for tablet deployment is on ensuring that the business needs can be supported by the tablet devices and that tablets are not purchased just as a device, but as part of a business process objective, since not all business processes can be accomplished with the tablet Initiative: Virtual Private Network With the expansion of the mobile work force using devices such as cell phones, tablets and other cellular devices, having secure access to the DOT network as easily as possible is critical. DOT is working with ITS and Verizon to implement a virtual private network on the Verizon cellular system that will be used by field staff and mobile resources. There are other cost savings options as well. DOT is currently piloting the use of cellular capabilities from fueling pumps to gather data that is normally obtained via dial up modems. Other options that are likely to be explored during the next biennium are cameras and mobile traffic signs Enabling Strategy Improve Infrastructure Efficiency Initiative: Desktop Modernization Modernize the desktop by replacing old hardware and upgrade software to current versions. Due to significant budget shortages over the past 3-4 years, the average age of DOT PC equipment is older than desired. A concerted effort will be made in the next biennium to get the age of the equipment to 4 years or less to the maximum degree possible Initiative: Windows 7 Deployment Deployment of Windows/7 operations system began in FY11-12 and continues in FY It is hoped that the deployment will be complete prior to the end of FY 13. However, given the number of devices that must be upgraded, the geographic distribution of our users, resource availability and the need to procure new hardware to replace older equipment that will not support Windows/7, this initiative may extend into FY Initiative: Server Virtualization Virtualize the servers in the DOT datacenter to gain efficiencies and reduce costs began several years ago. To date, 535 virtual server instances have been implemented on 41 physical servers. There are an additional 225 physical servers, a large number of which will be virtualized. This effort has continued in concert with mission critical projects and the agency s network segmentation initiative and will likely continue into FY Server virtualization is the strategic direction of DOT and is utilized whenever feasible Initiative: Desktop Virtualization DOT anticipates looking more closely at virtual desktop opportunities in the next biennium to help reduce costs, mostly related to support resources, and to provide more mobility for employees. Department of Transportation Page 17 of 56

18 Initiative: Managed Print Services In 2012, DOT began the analysis to determine what opportunities might exist for cost savings related to Managed Print Services. An assessment is currently underway by both contract vendors and it is anticipated that transition to MPS for some of the DOT office locations will occur in FY Goal 2: Improve functionality, quality and cost efficiency of legacy systems While we work to deliver state of the art technology and work on the next generation of key applications, we must ensure that legacy applications continue to deliver value to our business customer and to constantly investigate the appropriate replacement of legacy systems when appropriate in the life cycle of the application and the business functions Enabling Strategy Application Modernization/Replacement DOT has a large number of existing applications that support a wide variety of business processes. During the next biennium, it will be necessary to make functional enhancements to these systems to meet growing business requirements and potentially to allow for integration with some of the strategic initiatives mentioned herein Initiative: Replacement of STARS and SADLS The Appropriations Act of 2011 mandated the replacement of the State Titling and Registration System (STARS) and State Driver License System (SADLS). The goals of the new system include improving business processes; enhancing delivery of services for citizens, businesses, DMV staff, state and federal agencies, and external entities requiring information from or providing information to the DMV; to consolidate customer data such as transaction history, payment history, vehicle and driver data, and other information from separate applications; and deliver simple, secure, complete, and accurate information. It is expected that DOT will attempt to leverage existing COTS or MOTS software products on the market and to migrate off the mainframe environment. During the next biennium it is expected that the planning for this very large initiative, along with a roadmap and funding strategy, will be completed and the initial phase of the build phase will have begun, including the procurement of a base software product. This is a multi-year initiative with many stakeholders, citizen impacts and business process considerations so it is essential that care is given to the approach and the timeline. Because there are a number of other inter-related DMV systems, such as Liability Insurance Tracking System (LITES) and Traffic Records System (TRS), the plan will incorporate more than just STARS and SADLS, and will address how these related systems will be maintained or replaced as well Initiative: Complete Implementation of NGSDLS The first phase of the Next Generation Secure Driver License System (NGSDLS) is scheduled for full implementation by the end of FY 12. However, there remain Department of Transportation Page 18 of 56

19 several functional components that will be developed and deployed as part of a phase 2 implementation, which will occur during the FY13-15 biennium. The purpose of the NCSDLS is to provide North Carolina with a state of the art credential that will counter growing threats of fraud, identity theft and terrorism, and comply with state and federal legislation to protect citizens and provide a more secure means of issuing driver licenses and ID cards. It will also provide improved functionality and flexibility to driver license examiners and citizens related to the driver license issuance process, including more capabilities available via the internet and the ability for the DMV to take payments in the driver license offices via credit and/or debit cards Initiative: Complete Implementation of MILES The majority of the functionality required for the new inspection services system (MILES) will be completed during FY However, based upon the success of the initial phases and the timing of the subsequent deployments, this project could extend into FY This system is being provided by Systech as a COTS solution and will provide a modern platform hosted by DOT to support the inspection (safety and emission) program, thereby eliminating the need for the VerizonBusiness hosted solution and the recurring fees paid to VerizonBusiness for their service. This increases the revenues to the department and provides greater flexibility of the business to implement. The implementation will also provide greater platform flexibility for inspection station owners. Today stations must purchase expensive analyzer hardware but, when completed, the new system will operate on any web based device including tablets, greatly improving flexibility and reducing costs for the stations Initiative: Upgrade of the Traffic Records System The TRACS system is currently being upgraded with the latest release of software, TRACS10 and is based on the TraCS from the National Model, found at Additionally, this system has many separate and somewhat disjointed parts. During the next biennium, as the strategy for mainframe application replacement is addressed, how the department receives and manages traffic record data is likely to be transformed. It is expected that some type of initiative related to this system will be undertaken in conjunction with the larger initiative Initiative: Upgrade SPECS The current deployment of the Specifications Proposals Contract Systems (SPECS) uses older technology but there is an upgrade available that utilizes.net and is more closely compliant with DOT s enterprise architecture technologies. This production is acquired from the American Association of State Highway and Transportation Office (AASHTO) - The SPECS system is a mission critical application that is used for bidding on road construction projects. The planning and preparation for the upgrade is underway and it is anticipated that the project will be initiated before the end of FY and continue into FY Department of Transportation Page 19 of 56

20 Initiative: Assessment of Legacy Construction Systems There several systems used by the construction units within DOT that utilize dated technologies and that have been in operation for 10 years or longer. During the next biennium, IT will work with the related business units and executive management to develop a long term plan for the modernization and/or replacement of these systems consistent with the overall business objectives of the department. The plan will include the prioritization of the initiatives against other critical initiatives, business cases, risks, cost considerations and timelines. The systems initially expected to be assessed are Highway Construction and Materials System (HiCAMS), SPECS, and Asset Management System (AMS) Enabling Strategy Legacy Hosting Agreements Initiative: SAP/BSIP Hosting Agreement An outsourcing hosting contract for DOT s SAP/BSIP environment has been in place for about 10 years with Xerox/ACS. Discussions have been underway for several years with ITS to determine how BSIP could be moved onto the state infrastructure at ITS. The initial costs and concerns regarding operational risks have delayed the project and it will be necessary to continue the outsource arrangement with Xerox into FY 13/14. During the next biennium, DOT must resolve the hosting location and either move the environment to ITS or issue a competitive procurement to obtain a third party provider with SAP hosting experience. 3.3 Goal 3: Deliver outstanding IT services to DOT business customers and the citizens of North Carolina Enabling Strategy: Simplified end user access to systems Initiative: Implement Simplified Sign on One of the primary issues reported by DOT users is the need to manage multiple user ids. While NCID is used widely for our external applications, internal applications that have been in place for some time have disparate sign on criteria. There are inhibitors to having a single sign on, but collapsing the ids so that they are consistent and can be used across, to the maximum degree possible, all DOTaccess applications, is the goal. In 2012, DOT IT began an effort to simplify the user ids used throughout the department. The first step is the alignment of the employee Active Directory (AD) accounts with their NCID account. We have begun conversations with ITS NCID staff to work through an integration that will allow the AD and NCID password synchronization to occur when the password for either id is changed. DOT is also pursuing the implementation of an SAP tool that will allow for the use of the employee s AD account to sign into BSIP without losing the integrity of the internal SAP id already in use. Significant progress has been made to date but additional work will occur into FY to complete this initiative. The simplified sign-on approach capability will reduce the lost productivity due to forgotten ids and passwords and reduce the number of calls to the DOT service Department of Transportation Page 20 of 56

21 desk for password resets. This issue was one of the most prevalent comments received in the most recent IT Customer Survey Enabling Strategy: Improve customer service delivery by implementing ITSM best practices Initiative: Determine and implement long-term use of OTRS for DOT help desk functions In FY 12-13, DOT has begun implementation of OTRS for Change Management and Incident Management (Service Desk ticketing). If the deployment of OTRS proves successful, further expansion may be considered in the next biennium to support internal support help desks deployed throughout DOT, such as the STARS Help Desk and the SADLS Help Desk used by personnel in the DMV field offices. These groups currently use access database tools that are limited in capabilities. OTRS would provide a more robust and flexible solution Initiative: Expand Use of OTRS Once OTRS is stable for use in Change Management and Incident Management, further deployment for use in Problem management, configuration management and Release management so that the processes used by DOT IT are more formalized and a tool is available for information sharing and documentation Enabling Strategy: Improve communications with customers Initiative: IT Customer Survey In early FY 12-13, IT issued a survey to all DOT users requesting feedback on the services provided and recommendations for improvement. The results were positive but some constructive suggestions were provided. Several of the initiatives in this strategic plan are in direct alignment with the survey results, such as replacing aging computers, upgrading operating systems, and providing convenient mobility. Also consistent with the survey results is the improvements anticipated by the deployment of OTRS for Incident Management. The goal would be to provide the ability for end users to look up the status of their tickets. IT will issue another survey in early FY Initiative: IT Communications During the next biennium, IT will continue to work on the improvement of communications to the end users and the business units. This includes communication of events that may have an impact on daily operations, such as network outages, as well as personal communications regarding specific end user incidents. While there is a great deal of communications occurring, there is still a need for greater emphasis to ensure that information is getting to all layers of the organization. It was also clear from the survey comments that not all users know what services are being provided by IT. There will be an improved effort during the next biennium to utilized SharePoint Intranet and team sites to improve the information available to DOT employees. Department of Transportation Page 21 of 56

22 3.4 Goal 4: Invest in employee professional growth The ability of IT to deliver quality service is solely dependent on the quality of the employees within the IT divisions. While DOT has an excellent technical staff, it is important that the department continues to invest in the technical and professional growth of the employees, especially as the economy strengths and more opportunities external to DOT become available Enabling Strategy Provide formal and informal training Training is an essential component of employee success and satisfaction. Finding opportunities to provide both formal and informal training is critical to continued growth of the organization. In 2012, DOT implemented a formalized training plan for all employees and both formal and informal training are included in the plans for IT employees Initiative: Formal training A focus will be placed on identifying and purchasing formal training as part of the purchase of software products and hardware appliances. This is an excellent opportunities to obtain the skills necessary to successfully implement the new technology and the training services can often be obtained on site and on the job when the products/appliances are being installed and at a more cost effective price. Depending on funds availability, formal classroom training both off site and on site will be provided for key skills. Where feasible, onsite training that provides opportunities for more employees at a reduced cost will be obtained Initiative: Informal training During the current biennium, DOT has invested in online training licenses for a large number (approximately 25%) of employees. These licenses are good for a full year and employees are able to consume as many training course and related materials as they desired. Managers are encouraged, when feasible, to provide work hours for employees to take advantages of this opportunity and to work with the employees to determine what courses are most advantageous for career growth. Continued use of the online training service, SkillSoft, will continue significantly into the next biennium. On the job training is a key opportunity for all DOT employees. As opportunities for growth are identified, employees are assigned new responsibilities and encouraged to expand their technical knowledge by working with fellow employees to develop new skills. 3.5 Goal 5: Optimize IT governance and processes to maximize organizational productivity. Faced with an environment that has budget and staffing reductions and a continual increasing demand from the business to invest in new projects to support business growth, IT needs to ensure the budget is being spent to meet the strategic needs of the business. IT also needs to improve the time to deliver projects and initiatives. To help meet this goal, IT is working with the business to improve the governance and communications and IT created the application Enterprise Architecture initiative. Department of Transportation Page 22 of 56

23 3.5.1 Enabling Strategy Enhance IT governance See the below initiatives that support the strategy to improve governance and business alignment Initiative: IT Committee Governance The IT Governance Committee is a joint partnership between the business and IT. The committee is made up of key business leaders and the DOT CIO. The focus of this committee is to foster management communication and provide governance and prioritization of IT policies, projects and initiatives Initiative: TRANShare Steering Committee To help coordinate and facilitate the implementation of the various collaboration initiatives, including those that are IT related, an oversight committee of DOT executive leadership was formed. While each project proceeds under its own oversight, the TRANShare steering committee allows for the formal reconciliation of conflicts and overlapping functional questions, such as what technology will be used for workflow as a standard. This is another instance where IT and business leadership coordinate the various initiatives that have a common objective Initiative: GIS Technical Advisory Committee (GTAC) The GTAC was formed in 2011 as a cross-functional committee of GIS users and IT to set the strategic direction of GIS within DOT. This committee continues to meet and strengthen the strategic planning effort to provide prioritization and consistency regarding how GIS technology will be used within DOT and what the major initiatives need to be to support this strategy. This committee reports to the TRANShare Steering Committee to also ensure that GIS remains consistent with the other collaborative initiatives in the department Initiative: Community of Practice/Center of Excellence The TRANShare initiatives have necessitated the formation of two operational level groups that have a significant impact on the organizational oversight of the initiatives and that will continue to operate after the projects have competed. These organizations are focused on ensuring the use of these enterprise services in a manner consistent with the strategic direction of the department and with the operational authority to ensure standards are adhered to throughout the department. The end user organization that is focused on functionality and standards is the Community of Practice (COP). The COP has membership from all key sections of the department, including non-voting IT members, and is chaired by a business user. The Center of Excellence (COE) is a technical group that is made up of key technology representatives whose responsibility it is to deliver the technical solutions that make up TRANShare. The COE is chaired by an IT Director and is focused on resolving potential technical conflicts related to resources, functionality and timing. Both committees report routinely to the TRANShare steering committee on status and to escalate key issues that need attention. Department of Transportation Page 23 of 56

24 3.5.2 Enabling Strategy Improve organizational and application productivity Define and implement an Enterprise Architecture (EA) process to document and application architecture Initiative: Enterprise Architecture Improve the translation of business vision and strategy into effective solutions to Simplify application technologies and portfolios, Reduce cost and improve application maintainability and Facilitate reuse wherever possible. During FY 11/13, a great deal of work was completed on the Enterprise Architecture. Enterprise Business Architecture (EBA) describes the structure of the DOT enterprise in terms of its capabilities, business processes, and business information. The Enterprise Technology Architecture (ETA) is a disciplined approach for documenting the enterprise s current, emerging and retiring technology components in order to achieve IT Plan Strategic Drivers. Both the EBA and the ETA are documented in Blueprints. EA processes like the Architecture Assurance Life Cycle (AALC) ensure compliance with the EA and help us to achieve DOT s mission goals and business objectives through the efficient and effective delivery of IT solutions. During the past year, the ETA has been the focus and critical blueprints have been defined: Platform and Infrastructure Blueprint, Integration, Interface, and Interoperability Blueprint, Components Blueprint, and Access and Delivery Blueprint. During the next biennium, the effort will move to the EBA functions. Work has already begun with the IT Committee to form a work group that can begin identifying and documenting the business capabilities that will support the Enterprise Architecture. The IT Committee members have been extremely supportive of this enterprise approach and have a definite appreciation of the potential efficiencies and cost savings that can be obtained Enabling Strategy Improve risk management, protect DOT and customer assets The current IT datacenter does not have a verifiable or testable disaster recovery plan. This enabling strategy will protect DOT assets in the event of disaster requiring relocation of datacenter services. In addition, in FY 11-13, DOT implemented a PCI compliance environment to support financial payment processing. The next biennium will require expansion of the PCI environment as more and more services will be delivered that will take credit or debit card payments Initiative: Disaster Recovery Data Center Location DOT has maintained a data center operation for a number of years in one of the DOT facilities in Raleigh, NC. This facility has had several audit review and maintains a secure, robust environment for most of the distributed processing system used by DOT. This environment has UPS, generator backup, required security and appropriate redundancy to ensure stable delivery of services. Department of Transportation Page 24 of 56

25 In FY 12-13, DOT identified a geographically distant location at an existing DOT division office that had sufficient floor space and environmentals to support the disaster recovery requirements for the existing data center. Limited renovations are underway to implement necessary security controls at the facility and the implementation of hardware at the location is expected before the end of FY This implementation is utilizing existing hardware, for the most part, as servers that have served as redundancy will be deployed to the new location and only minimal purchases will be required, primarily related to network components and some storage. The implementation of the DR location will allow for greater reliability of systems in the event of a disaster or critical failure at the primary location, including something as simple as hardware failure. The use of existing division facilities and existing hardware components significantly reduced the implementation and recurring costs of providing a DR site for the mission critical systems operated out of the DOT data center Initiative: PCI Compliance Payment Card Industry (PCI) Compliance initiative is intended to identify the changes to applications, infrastructure, process and practices to comply with the PCI data security standard for IT products and services. DOT completed the initial PCI compliance project in However, more and more applications are moving to use credit and debit cards, while necessitate expanding the PCI environment. In 2013, DMV will begin taking payments via credit and debit cards in the Driver License Offices and the License Plate Agencies. It is expected that over 3 million transactions will be processed annually using bank cards in the first year and is likely to grow. Recurring monitoring and annual audits are a key component of maintaining PCI compliance and DOT has a full time compliance officer that is responsible for the PCI compliancy status. Penalties can be significant if DOT fails to maintain compliance or if there be a breach of bank card data. Ensuring the security of bank card data is a primary objective of IT. 4 Business Needs 4.1 Significant Unmet Needs There are no significant unmet needs. However there are a number of initiatives that must be delayed or are not able to be completed as rapidly as would be ideal because of limited resources, primarily personnel related. 4.2 Opportunities for Statewide Initiatives 1. One of the key initiatives related to DOT s collaboration objective is a user managed interface to NCID that provide roles based authorization for business customers and is capable of being utilized by non-sophisticated users. Such a capability could be utilized by many agencies that do authorizations for business related customers. 2. Improvements related to statewide procurement could greatly reduce the costs of time and resources to agencies. a. More term contracts that allow for expedient purchases of commoditytype hardware and software. b. Increase in agency level authorization limits above $25,000 Department of Transportation Page 25 of 56

26 c. More resources to improve turnaround and approval of purchases that required statewide approval 3. There is a new PCI compliant process for card present transactions that encrypts the credit card information at the swipe device called Point to Point Encryption (P2PE). This technology removes the need for much of the expensive PCI compliant infrastructure currently required when handling card present transactions. Common Payment Services does not currently support this capability, though they have been discussion the opportunity with their software vendors. Enabling CPS to process P2PE transaction could save agencies millions of dollars, depending on the number of locations affected. Department of Transportation Page 26 of 56

27 Appendix A: List of Major IT Projects The table below lists the major projects that are greater than $250,000 and maps each project to overall goals and strategies. Project Name Short Description Related Goals and Strategies DOT EIPT DOT EIPT System Upgrade - IVR Goal 2.1 ECM Enterprise Content Management System Goal 1.1 ARPS MILES Automated Routing and Permitting System Upgrade Motor Vehicle Inspection and Law Enforcement System Goal 2.1 Goal 2.1 Trip Permits Trip Permits Goal 1.3 Card Access Upgrade Access Control. Alarms, and Badge Making Software Goal 2.1 TraCS 10 TraCS Software Upgrade to Release 10.0 Goal 2.1 Summary of Anticipated Benefits Upgrade telephone system to a newer, technically compliant and maintainable telephone system. Phase I sites: DMV Headquarters, Bladen County DMV Call Center, DOT IT Help Desk and Roadside Environmental, Communication Office/Call Center in the Transportation Building. Implement an integrated enterprise solution for project collaboration, document storage, and workflow management. Improve DOT efficiency in management of documentation; enable the flexible creation of workflows to route documents through internal and external collaboration and approval processes. Implement an automated routing system that provides a faster and more efficient system for issuing oversize/overweight permits. Replace the existing contract terminating Oct Improve system functionality, reduce duplication, utilize data more effectively and improve reporting capabilities. Automate issuance and workflow tracking of trip permits. Improve ability of the Highway Patrol to identify permit abusers and increase truck license and fuel tax collections. Integrates existing access control and badge management equipment, improve workflow, improve system reliability, improve reporting capability. Upgrade the TraCS software current supported release, add functionality support requested by NC Highway Patrol and police departments, implement an Incident Location Tool. Approximate Timeframe Department of Transportation Page 27 of 56 6 mo. 6 mo. 2 yrs. 6 mo. 2 yrs. 1 yr. 6 mo.

28 Project Name Short Description Related Goals and Strategies PayLine Pay Line Service Replacement Goal 1.3 HB1779 HB 1779 Vehicle Property Tax Collection Goal 2.1 DMV SSR DMV STARS/SADLS Replacement Strategy, Planning & Assessment Goal 2.1 ROME Road Operations and Management Effort Goal 1.2 SPOT3 Prioritization 3.0 Goal 1.2 SmartLink NCSmartlink II Goal 1.3 LERMS Law Enforcement Records Management System Goal 1.3 BSIP Hosting SAP/BSIP Hosting Goal 2.2 Summary of Anticipated Benefits Replace the current, manual pay line information request services for registered vehicle information, with an automated, customer-centric, self-service product. Improve the vehicle property tax collection rates for NC counties by requiring the payment of the vehicle property taxes with the vehicle registration renewal Improve the business processes for citizens, businesses, NCDMV staff, state and federal agencies and external entities. Consolidate customer data from separate applications and reduce the operational and maintenance costs. Implement an advanced transportation data model as part of an overall GIS technology roadmap. Automate the processes for scoring and ranking cost estimates, improve visibility of project data to partners and taxpayers, enhance automation and flexibility for creating and modifying scoring criteria without requiring IT assistance, provide a map-based, spatial view of project data, provide a framework for the future. Project to provide a common/single interface command and control system for all of the intelligent transportation devices operated by DOT. Replace antiquated and disparate systems to improve effectiveness of License and Theft unit operations. Reduce costs and duplication of work and data entry. Transition DOT s SAP hosting contract to a new environment and hardware at the selected hosting site, re-platforming it from Solaris/Oracle if needed Approximate Timeframe Begun, completion 2013 Begun, completion mid Begun, multi-year project (3-5) Begun, multi-year project Begun, 1-2 year project, in phases Begun, multi-year project To begin in 2013, month project Begun, month project Department of Transportation Page 28 of 56

29 Project Name Enterprise Grants Management Short Description Related Goals and Strategies Enterprise Grants Management Goal 1.3 NGSDLS Next Generation Secure Driver License System Goal 2.1 LITES Audit LITES Audit Long Term Solution Goal 2.1 TCMS Toll Collection Management System Goal 1.3 Summary of Anticipated Benefits Implement a single enterprise application to advertise, receive, evaluate, manage and report on Federal and State projects and grants. Counter growing threats of fraud, identity theft and terrorism, and comply with state and federal legislation to protect citizens and provide a more secure means of issuing driver licenses and ID cards. Upgrade the LITES application to improve compliance with fiscal policy and general statute. Project to provide a toll collection and tracking system that is accurate, efficient, effective, safe and secure for the NCTA and its customers, is scalable solution able to handle thousands of motorist transactions each day and can collect and account for revenue across multiple toll projects operated under the umbrella of a single TCMS. Approximate Timeframe Begun, multi-year statewide enterprise project Begun, completion 2013 Begun, completion 2013 Begun and in production, and expansion per tolling prioritization Department of Transportation Page 29 of 56

30 Appendix B: DOT Mission, Goals & Values Global TransPark Authority Page 30 of 56

31 Global TransPark Authority Page 31 of 56

32 Appendix C: Global TransPark Authority Strategic Plan Global TransPark Authority Page 32 of 56

33 NC Global TransPark Authority Information Technology Plan For Biennium By Levia Williamson Facilities/Information Technology Director NC Global Transpark Authority Prepared: August, 29, 2012 Global TransPark Authority Page 33 of 56

34 Contents 1 EXECUTIVE SUMMARY PURPOSE OVERVIEW ABOUT THIS PLAN VISION, MISSION AND VALUES OVERVIEW KEY BUSINESS DRIVERS GOALS AND ENABLING STRATEGIES AGENCY GOALS, STRATEGIES AND INITIATIVES GOAL 1: PROVIDE IT SUPPORT FOR GTP EMPLOYEES AND CLIENTS FOR DAILY OPERATIONS Enabling Strategy Maintain efficient and secure IT infrastructure Enabling Strategy Maintain operational infrastructure for Spirit Aerosystems, LCC Aviation, and Greenfield Power Enabling Strategy Maintain WEB Sites controlled by the GTP Enabling Strategy Maintain availability of Network Storage for GTP staff Enabling Strategy Maintain ability to backup and recovery of GTP Servers and Workstations Global TransPark Authority Page 34 of 56

35 1 Executive Summary 1.1 Purpose The purpose of this document is to provide Information Technology Plan for the Biennium to the North Carolina State Chief Information Officer (SCIO) as required by G.S B. The statute mandates that each agency submit a technology plan to the SCIO by October 1 of each even-numbered year. Session Law , Section 6A2.(d) directed each agency to include any information technology project, or any segment of a multipart project, costing more than two hundred fifty thousand dollars ($250,000) in the agency's most recent information technology plan. 1.2 Overview North Carolina Global TransPark ( GTP ), the 2,500 acre aerospace, logistics and industrial complex owned by the State of North Carolina and overseen by the North Carolina Global TransPark Authority and the Secretary of Transportation, meets essential 21 st century business needs of manufacturers and logistics service providers in today s global economy by providing shovel-ready sites and pre-zoned land with all infrastructure and multi-modal transportation resources in place for companies that rely on coordinated logistics of air, marine, rail and ground transportation. The GTP was planned as a manufacturing and logistics hub to invigorate the economy of Eastern North Carolina, unlocking the resources and potential of the region through access to global markets, much as the railroad did almost a century earlier by providing improved access to the Northeast. Like the Research Triangle Park before it, the GTP was designed by the State to attract businesses to North Carolina by creating a planned business park. Located between the established Raleigh-Durham growth epicenter and the emerging coastal region, the GTP is developing an industrial cluster by leveraging the regional labor force and concentrating firms at a centralized location. The GTP IT department provides technical support for GTP personal and GTP clients connected to the Transpark s WAN. The IT Department is responsible for maintaining Server and Workstation operating systems, applications, and peripheral devices (printers, copiers, and scanners) connected to the GTP network at three distinct locations. The DOT Logistics Division is currently developing a comprehensive logistics strategic plan for the state, encompassing the North Carolina Department of Transportation, the State Port Authority and the Global TransPark. As the GTP is one of the core facilities in the state s logistics operations, this plan has been developed as part of and will be coordinated with the overall logistics plan. The synergies of the Global TransPark Authority Page 35 of 56

36 operations of the DOT, NCSPA and GTP will provide opportunities for improved coordination, reduced operating costs and better logistics management for the public. 1.3 About This Plan This IT plan is a roadmap that lists the IT Department strategies and goals with specific IT Department responsibilities. Goal Strategy Initiative Description Goal 1 Strategy 1.1 Initiative Provide IT support for GTP employees and Clients for daily operations. Maintain efficient and secure IT infrastructure. Initiative Maintain accurate AD database and End Point Security. Ensure access to controlled areas (Main Frame, IDFs, and Server rooms) is limited to authorized (or escorted when required) personnel only. Strategy 1.2 Maintain current applications in use. Initiative Initiative Goal 2 Strategy 2.1 Initiative Provide IT support for GTP Sites, Clients and Devices. Maintain operational infrastructure for Spirit AeroSystems, LCC Aviation, and Greenfield Power. Initiative Ensure timely updates of Server Operating Systems. Ensure timely updates of Workstation Operating Systems, and Applications. Provide redundant fiber connectivity for GTP Sites, and Clients. Ensure fiber connectivity for Spirit AeroSystems, Lenoir Community College GPS unit and Greenfield Power Sunny WebBox. Strategy 2.2 Maintain WEB Sites controlled by the GTP (NCGTP.com, JetKinston.com and NCCompositeCenter.com. Initiative Initiative Ensure timely updates to all WEB Sites. Ensure WEB Sites are accessible and Links are operational and accurate. Global TransPark Authority Page 36 of 56

37 Goal Strategy Initiative Description Goal 3 Enhance Existing Security Mechanisms and Infrastructure Strategy 3.1 Maintain a robust firewall and intrusion detection system. Strategy 3.2 Maintain strict access control of the GTP network from outside the LAN/WAN. Initiative Initiative Daily review of the Firewall logs for tampering and unauthorized access. Ensure VPN access is authorized and used only by GTP personnel who require such access. Goal 4 Provide adequate NAS that is readily available to GTP employees. Strategy 4.1 Maintain availability of Network Storage for GTP staff as needed. Initiative Ensure authorized access to File and Archive servers for file sharing and storage. Goal 5 Provide reliable -accurate Backup and Recovery capability of GTP Servers and Workstations. Strategy 5.1 Maintain ability to backup and recovery Server and Workstation Images. Initiative Ensure adequate NAS is available, accessible, and accurate. Global TransPark Authority Page 37 of 56

38 2 Vision, Mission and Values 2.1 Overview The NC Global TransPark will be a strategic center for advanced manufacturing, logistics and related research and development to fulfill its mission as an economic engine for the region and the state. The GTP will utilize its unique competitive advantages, including multimodal transportation options, freight handling and storage capability, and integrated education and training programs and facilities to grow wellpaying jobs and investments. Aerospace and defense, advanced materials, agribusiness, security and emergency response will be target sectors for job creation. The mission of the GTP IT department is to provide technical support for GTP personal and GTP clients connected to the Transpark s WAN. The IT Department is responsible for maintaining Server and Workstation operating systems, applications, and peripheral devices (printers, copiers, and scanners) connected to the GTP network at three distinct locations. 2.2 Key Business Drivers The key driver for the GTP Information Technology Department is to support the GTP s mission to enhance the economic well-being of North Carolinians by providing multimodal capabilities for global commerce. 2.3 Goals and Enabling Strategies In order to comply with legislative mandates and support GTP s objectives the Information Technology Department has set the following goal and enabling strategies. Goal 1: Provide IT support for GTP employees and Clients for daily operations. Enabling Strategy 1.1: Maintain efficient and secure IT infrastructure. Goal 2: Provide IT support for GTP Sites, Clients and Devices. Enabling Strategy 2.1: Maintain operational infrastructure for Spirit AeroSystems, LCC Aviation, and Greenfield Power. Enabling Strategy 2.2: Maintain WEB Sites controlled by the GTP (NCGTP.com, JetKinston.com and NCCompositeCenter.com. Goal 3: Enhance Existing Security Mechanisms and Infrastructure Enabling Strategy 3.1: Maintain a robust firewall and intrusion detection system. Global TransPark Authority Page 38 of 56

39 Enabling Strategy 3.2: Maintain strict access control of the GTP network from outside the LAN/WAN. Goal 4: Provide adequate NAS that is readily available to GTP employees. Enabling Strategy 4.1: Maintain availability of Network Storage for staff Goal 5: Provide reliable - accurate Backup and Recovery capability of GTP Servers and Workstations. Enabling Strategy 5.1: Maintain ability to backup and recovery Server and Workstation Images. The following section describes each goal, the enabling strategy and associated IT initiatives to support the strategy. Global TransPark Authority Page 39 of 56

40 3 Agency Goals, Strategies and Initiatives 3.1 Goal 1: Provide IT support for GTP employees and Clients for daily operations. The GTP IT Department has the primary responsibility to support GTP employees and GTP clients as they perform day-to-day operations Enabling Strategy Maintain efficient and secure IT infrastructure. The IT Department Maintains an efficient and secure IT infrastructure by maintaining an accurate Active Directory database ensuring only authorized access to GTP resources. The IT Department also maintains End Point Security applications on all Servers and Workstations to keep the GTP network free of viruses. 3.2 Goal 2: Provide IT support for GTP Sites, Clients and Devices. The GTP IT Department has the primary responsibility to ensure the GTP Fiber Infrastructure is operational in order to support the needs of GTP and Client facilities. The GTP WEB Sites, NCGTP.com, JetKinston.com and NCCompositeCenter.com are included under this responsibility Enabling Strategy Maintain operational infrastructure for Spirit Aerosystems, LCC Aviation, and Greenfield Power. The GTP IT Department is currently working a project to establish fiber redundancy to the GTP network in order to provide backup connectivity for all GTP Sites, Clients and Devices Enabling Strategy Maintain WEB Sites controlled by the GTP The GTP IT Department maintains the GTP WEB Sites in-house, ensuring timely updates to WEB Server Operating Systems, as well as WEB Server content. 3.3 Goal 3: Enhance existing Security mechanisms and Infrastructure. The GTP IT Department has the primary responsibility to ensure the GTP Fiber Infrastructure is operational in order to support the needs of GTP and Client facilities. The GTP WEB Sites, NCGTP.com, JetKinston.com and NCCompositeCenter.com are included under this responsibility Enabling Strategy Maintain a robust firewall and intrusion detection system. Global TransPark Authority Page 40 of 56

41 The GTP IT Department ensures the security of the GTP network through the use and daily review of Firewall, Application, Security, and System logs for tampering or unauthorized access Enabling Strategy Maintain strict access control of the GTP LAN/WAN network. The GTP IT Department maintains strict control of the GTP network by controlling VPN access and limiting such access to only GTP personnel who require such access. 3.4 Goal 4: Provide NAS capability that is readily available to GTP employees. The GTP IT Department ensures adequate Network Storage is available and easily accessed by GTP personnel for workspace needs and collaboration Enabling Strategy Maintain availability of Network Storage for GTP staff. The GTP IT Department ensures file and archive space is available to GTP employees, and such space is accessible to only those individuals with authorized access. 3.5 Goal 5: Provide reliable, accurate Backup and Recovery capability of GTP Servers and Workstations. The GTP IT Department ensures adequate Network Storage is available for Server and Workstation imaging for a more rapid recovery of a failed or faulty system Enabling Strategy Maintain ability to backup and recovery of GTP Servers and Workstations. The GTP IT Department ensures GTP has adequate Network Storage for Server and Workstation images and rotates on site storage, with off-site storage to negate the chance of losing reimaging ability due to a catastrophic event. Global TransPark Authority Page 41 of 56

42 Appendix C.A: List of Major IT Projects This purpose of this section is to provide list of major IT projects and applications (>$250,000) that are in progress or planned in this biennium. The table below maps each project to overall goals and strategies. Project Name Short Description Related Goals and Strategies NONE Summary of Anticipated Benefits Approxim Timefram North Carolina State Ports Authority Page 42 of 56

43 Appendix D: State Ports Authority Strategic Plan North Carolina State Ports Authority Page 43 of 56

44 North Carolina State Ports Authority Information Technology Plan For Biennium By Carey Gibson Director of Information Technology, NC State Ports Authority Prepared: October, 2012 North Carolina State Ports Authority Page 44 of 56

45 Contents 1 EXECUTIVE SUMMARY PURPOSE OVERVIEW ABOUT THIS PLAN VISION, MISSION AND VALUES OVERVIEW KEY BUSINESS DRIVERS GOALS AND ENABLING STRATEGIES AGENCY GOALS, STRATEGIES AND INITIATIVES GOAL 1 PROVIDE IT SUPPORT FOR DAILY BUSINESS OPERATIONS Enabling Strategy Maintain efficient IT infrastructure Initiative: Expand fiber infrastructure and WiFi at all facilities Initiative: Replace aging technology equipment and continue deploying virtualization GOAL 2 SUPPORT ORGANIZATION S GOAL OF OPERATIONAL EXCELLENCE AND CONTINUOUS IMPROVEMENT Enabling Strategy Employ technology effectively to gain operational efficiencies Initiative: Implement an integrated Terminal Operating and Billing Software System across all Port Authority terminal facilities GOAL 3 SUPPORT HOUSE BILL Enabling Strategy Leverage State-owned technology and services wherever possible Initiative: Implement State Electronic IP Telephony (EIPT) solution Initiative: Migrate externally hosted websites back in-house onto State owned infrastructure BUSINESS NEEDS SIGNIFICANT UNMET NEEDS...54 North Carolina State Ports Authority Page 45 of 56

46 1 Executive Summary 1.1 Purpose The purpose of this document is to provide the Information Technology Plan for the Biennium to the North Carolina State Chief Information Officer (SCIO) as required by G.S B. The statute mandates that each agency submit a technology plan to the SCIO by October 1 st of each even-numbered year. Session Law , Section 6A2.(d) directed each agency to include any information technology project, or any segment of a multipart project, costing more than two hundred fifty thousand dollars ($250,000) in the agency's most recent information technology plan. 1.2 Overview The Executive Management team along with board members from NCSPA and NCDOT are jointly developing a strategic plan for the Biennium. The business plan includes vision, mission, values, objectives, and business strategies to achieve the desired vision. This IT plan links the business strategies with IT initiatives and an overall IT strategy which enables the business strategy. 1.3 About This Plan This IT plan is a roadmap that aligns the specific IT projects with the NCSPA Strategic Plan. The following table summarizes the goals, enabling strategies, and the supporting IT projects. The next section describes each major strategy, goal, and initiative in detail. North Carolina State Ports Authority Page 46 of 56

47 Roadmap Goal Strategy Initiative Description Goal 1 Provide IT support for daily business operations Goal 2 Support Organization s goal of operational excellence and continuous improvement Strategy 1.1 Maintain efficient IT infrastructure Strategy 2.1 Employ technology effectively to gain operational efficiencies Initiative Initiative Initiative Expand fiber infrastructure and WiFi at all facilities Replace aging technology equipment and continue deploying virtualization Implement an integrated Terminal Operating and Billing Software System across all Port Authority terminal facilities Goal 3 Support HB 200 Strategy 3.1 Leverage Stateowned technology and services whenever possible Initiative Initiative Implement State Electronic IP Telephony (EIPT) solution Migrate externally hosted websites back in-house onto State owned infrastructure North Carolina State Ports Authority Page 47 of 56

48 2 Vision, Mission and Values 2.1 Overview The North Carolina State Ports Authority has terminal facilities in Wilmington and Morehead City as well as inland terminals in Charlotte and Greensboro. North Carolina's Ports have the capability and capacity to serve as competitive alternatives to ports in neighboring states. Owned and operated by the Ports Authority, North Carolina's port system combines modern facilities and abundant capacity with the commitment to excel in service to our customers, without taxpayer subsidy. The mission of the North Carolina State Ports Authority is to grow the economy of the State of North Carolina by supporting and improving the state s global logistics network. 2.2 Key Business Drivers The current economic environment, global commerce, legislative mandates, national security priorities, and maritime industry trends are drivers that have a fundamental role in shaping the strategic direction of the Ports Authority. The IT goals and enabling strategies in this plan are aligned with and geared towards supporting the Agency in fulfilling its goals and vision. Global Economic Conditions The Authority s operating expenses are funded through receipts generated by port business. Due to the downturn of the economy over the past several years, the Ports Authority has implemented cost-efficient business processes as well as more effective information technology. Shipping and trucking companies are looking for port terminals that provide logistical and cost saving advantages. Streamlined business processes and more efficient technology can significantly reduce costs for the Authority. These savings can then be translated into a competitive advantage through lower-cost/value-add services to existing and potential customers. House Bill 200 Per Section 6A.2.(f) of House Bill 200 states that State agencies developing and implementing information technology projects/applications shall use the State infrastructure to host their projects. Projects/applications currently hosted outside the State infrastructure shall be returned to State infrastructure not later than the end of any current contract. By October 1, 2011, the State Chief Information Officer shall report to the Joint Legislative Oversight Committee on Information Technology regarding projects currently hosted outside State infrastructure and a schedule to return those projects to State infrastructure. North Carolina State Ports Authority Page 48 of 56

49 Port Industry & Automation Automation is a major driver of technology in the port industry. Real time, accurate inventory status, improved operating efficiencies, and best total value (cost) are all key decision factors for shippers locating at ports. Post 9/11 security requirements America s ports are not only critical to our economy, but to national security as well. Since the terrorist attacks on September 11 th, 2001, security has become an engrained part of our culture. Federal and State minimum-security requirements in the transportation industry have caused an exponential increase in spending on security related technologies. Although there have been numerous federal and state grant programs over the past decade to assist with the cost of implementing these added security measures, the on-going cost of maintaining this technology is the burden of the entity. 2.3 Goals and Enabling Strategies In order to comply with legislative mandates and support business objectives the Information Technology Department has set the following goal and enabling strategies. Goal 1 Provide IT support for daily business operations Enabling Strategy 1.1 Maintain efficient IT infrastructure Goal 2 Support Organization s goal of continuous improvement and operational excellence Enabling Strategy 2.1 Employ technology effectively to gain further market advantages and operational efficiencies Goal 3 Support House Bill 200 Enabling Strategy 3.1 Leverage State- owned technology and services whenever possible The following section describes each goal, the enabling strategy and associated IT initiatives to support the strategy. 3 Agency Goals, Strategies and Initiatives 3.1 Goal 1 Provide IT support for daily business operations The mission of the North Carolina State Port Authority Information Technology Department (IT) is to provide first class support of business applications to the organization and its customers, implement relevant and cost effective technologies to North Carolina State Ports Authority Page 49 of 56

50 meet business needs, promote continuous improvement of accurate and timely information, and align IT initiatives with current business objectives Enabling Strategy Maintain efficient IT infrastructure Because the Ports Authority is a receipts based agency and receives no appropriations to fund operating expenses, managing costs is paramount to the success of the business. As a result IT must use prudent management of technology infrastructure investments to ensure maximized return on investment before obsolescence Initiative: Expand fiber infrastructure and WiFi at all facilities Many of our facilities have staff located in areas that have limited or no fiber or Wifi access to network resources. Through Port Security Grant funding, in 2012/2013 it is now possible to service these areas with the installation of fiber/wifi as applicable Initiative: Replace aging technology equipment and continue deploying virtualization In order to minimize losses during the worst of the recent recession, maintenance on much of the technology infrastructure was deferred where possible. The Authority is now in the position of having to replace equipment that is at or has exceeded end-of-life and support. Virtualization has facilitated a more efficient equipment replacement strategy through the creation of a centralized server and desktop infrastructure from which can run multiple virtual machines on a single physical machine. Virtualization also provides the flexibility to deploy servers, desktops, and applications quickly for increased scalability. Coupling virtualization with the centralized data storage of a Storage Area Network (SAN) reduces total cost of ownership (TCO) associated with energy consumption and annual hardware maintenance. Virtualization lowers TCO significantly due to: Less physical hardware means reduced capital expenditures GREEN IT - lower power consumption and cooling requirements Rapid deployment of applications and virtual desktops/servers facilitates quick turn-around on system failures Disaster recovery and bare-metal recovery of critical systems takes minutes/hours instead of hours/days Improved efficiency due to and due to increased Server/Desktop-toadmin personnel ratio North Carolina State Ports Authority Page 50 of 56

51 The Authority began implementing virtualization in 2009 using VMware. Aging servers/desktops continue to be replaced with ThinClients or ZeroClients and virtual machines where applicable. 3.2 Goal 2 Support organization s goal of operational excellence and continuous improvement The vision of the North Carolina State Ports Authority is to be busy, growing, productive; owning the North Carolina market and competitive in markets beyond. A key requirement to attain this vision is to be an operationally excellent and a continuously improving organization. The Ports Authority needs to employ technology effectively to gain further market advantages and operation efficiencies Enabling Strategy Employ technology effectively to gain operational efficiencies There are several opportunities for IT to contribute to higher efficiency and lower costs; implementing better technology, consolidation of hardware/software resources where possible, and better access to pertinent information for everyone in the organization. The strategic direction for the past 4 years has been to reduce the number of disjointed IT systems that do not communicate without labor intensive integration and maintenance. This causes increased administrative needs, loss of productivity and efficiency, and hinders IT s ability to provide accurate and timely information to the business Initiative: Implement an integrated Terminal Operating and Billing Software System across all Port Authority terminal facilities A single system for the management of container and general cargo operations as well as a comprehensive billing system is the optimal solution to support the strategic direction of the business as identified in this plan. Such a solution will allow the Authority to meet current business requirements and future forecasted market growth. Listed below are some benefits of this initiative: Improve employee efficiency and increase productivity through automation and better cargo inventory management/tracking Provide flexibility for rapid response to new customer requirements and business challenges. Reduce system support requirements allowing IT staff to focus more on business needs. Implementation of this initiative is divided into 3 phases: North Carolina State Ports Authority Page 51 of 56

52 Phase 1: Deployment of cargo management functionality at Wilmington general terminal and port-wide billing Completed in May, Phase 2: Deployment of cargo management functionality at Morehead City general terminal Currently underway (estimated completion FY2013/Q3) Phase 3: Deployment of containerized cargo management functionality at Wilmington container terminal and Charlotte inland terminal - Estimated completion FY2014/Q4 3.3 Goal 3 Support House Bill 200 The General Assembly of North Carolina passed House Bill 200 and it became law July 1 st, HB200 states that State agencies developing and implementing information technology projects/applications shall use the State infrastructure to host their projects. Projects/applications currently hosted outside the State infrastructure shall be returned to State infrastructure not later than the end of any current contract. The goal of the Ports Authority Information Technology department is to support any business initiatives and programs recommended or required by the law Enabling Strategy Leverage State-owned technology and services wherever possible Utilizing State owned and provided technology services and SAAS solutions where applicable keeps the Authority in compliance with HB 200 and also supports goal 3.2 above by reducing TCO associated with supporting an in-house system, and benefits the State as a whole by minimizing system redundancies across state agencies. On July 1 st, 2011, the NC State Ports Authority was transferred under the NC Department of Transportation. As a result of that transfer, the Ports Authority migrated to the NCDOT financial accounting system which has reduced our TCO associated with supporting the previous in-house financial system Initiative: Implement State Electronic IP Telephony (EIPT) solution The Ports Authority is not currently on the State s ESAP network. If the Ports were to migrate to the ESAP network under the NCDOT VRF it would facilitate synergistic resource sharing between the two agencies and provide the necessary path to implement the State s electronic IP telephony (EIPT) services. Migrating to ESAP will require extensive planning and coordination by Ports Authority, NCDOT and ITS staff. Our plan is to engage NCDOT and ITS in North Carolina State Ports Authority Page 52 of 56

53 the Spring of 2013 to begin the ESAP migration process followed by the implementation of EIPT. Implementing the State s EIPT services would provide the following benefits to the Authority: Having a centralized call management solution provides outside agencies a quick and automated way of reaching appropriate personnel to address specific needs Emergency information can be quickly placed on main or targeted lines, allowing quick addition of public notices to incoming calls Intercom features could be used for global or targeted notifications across multiple sites and potentially agencies utilizing the same VOIP solution within the State Call groups/pickup allow calls to be routed to several locations and can be picked up by multiple individuals Instant multi-line conferencing ability allows an immediate way to conference calls together from inside and outside the agency without having to schedule conference calls through a third party vendor Handsets can be forwarded to appropriate personnel inside and outside of agency, on demand without making requests to have features added to various lines Initiative: Migrate externally hosted websites back inhouse onto State owned infrastructure The Ports Authority currently hosts its websites externally and is currently working with the existing hosting provider to migrate this back in-house before the existing contract terminates in June of North Carolina State Ports Authority Page 53 of 56

54 4 Business Needs 4.1 Significant Unmet Needs Due to time and resource constraints, the Ports Authority is in need of an affordable work-order and asset management system as well as a document management solution. We are currently looking at an open-source BI toolset to replace our existing system that will provide at least the same functionality at less/no cost. Department of Transportation Page 54 of 56

55 Appendix A: List of Major IT Projects This purpose of this section is to provide list of major IT projects and applications (>$250,000) that are in progress or planned in this biennium. The table below maps each project to overall goals and strategies. Project Name Short Description Related Goals and Strategies Port Warehouse Inventory Management System Replace custom inhouse inventory & manual billing system Summary of Anticipated Benefits 3.2 Better inventory management as well as providing foundation for preplanning and introduction of RDT scanning functionality Approximate Timeframe Phase I (Wilmin gton General Terminal ) Complet e Phase II (Morehe ad City Terminal s) 8 months Department of Transportation Page 55 of 56

56 End of document Department of Transportation Page 56 of 56