CORPORATE INFORMATION AND TECHNOLOGY STRATEGY

Transcription

1 Version 1.1 CORPORATE INFORMATION AND TECHNOLOGY STRATEGY The City of Edmonton s Information and Technology Plan, Bringing the Ways to Life through Information and Technology June 2013

2 2 Copyright (c) 2013 City of Edmonton No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the City of Edmonton. Version 1.1 of the Corporate Information and Technology Strategy includes a new executive summary, clarification about information management and information technology and other terminology, additional detail about strategic objectives, and a glossary. This version also includes detailed information about Phase 1: Mobilization. Future versions may contain more information about other phases, and may be updated at regular intervals throughout the implementation of the strategy.

3 3 EXECUTIVE SUMMARY In late 2012, Deloitte was hired to assess the City of Edmonton s readiness to support and become involved in developing a corporate-level strategic direction for IT in the City. One that would not just be driven by the IT Branch, but would also involve both the Corporate Leadership Team (CLT) and representatives from across the City. Following their initial assessment, it was determined that the City required a City-wide strategic direction not just for information technology (IT), but also for information management (IM). This led to extensive work on developing a strategy, the results of which are captured in this document: the Corporate Information and Technology Strategy. The Corporate Information and Technology Strategy will be the roadmap that guides the IT Branch, CLT, and all City branches to the state of being a Mature Business Partner, ensuring that all IM and IT initiatives are aligned with the needs of the branches throughout the City of Edmonton. This document aims to clarify the strategic direction for the Corporate Information and Technology Strategy, to help ensure that everyone has a clear understanding of what is involved. The content has been organized into the following chapters. 1.0 A New Direction for IT and the City of Edmonton Summarizes and references the City s strategic direction (The Way Ahead) and the City s leadership principles. And, clarifies some of the terminology used in this document. Introduces the vision statement that was defined by the CLT: A client-focused, strategic partner who is action oriented and nimble. And discusses the following five themes for this vision: client focused, strategic, partner, action oriented, and nimble. Provides an overview of the IT guiding principles that were defined to help guide the City in making decisions about investments in information and technology, and that also played an important role in the development of the strategy. Also includes a table that maps the themes to the IT guiding principles and the City s leadership principles. Describes the future role of IT in the City of Edmonton, where the IT Branch will evolve from its current state as Service Provider to a Mature Business Partner. In addition, the CLT and all City branches involved in IT initiatives will also become Mature Business Partners. 2.0 Strategy Development Process Includes background information about initial assessment of the current state of IT, including positive feedback about the IT Branch, and the perceived challenges. Also provides a brief discussion of the history of IT in the City and the ongoing struggle to find the balance between innovation and sustainment. Describes the strategic approach, including a discussion about the analysis and assessment of five delivery streams: IT Governance, Technology, Information Management, the IT Branch (Organization and People), and Process. Also lists the obstacles that were identified Corporate Information and Technology Strategy, June 2013

4 4 for each delivery stream, as part of the analysis. And, summarizes the goals that were identified for each delivery stream. 3.0 Taking Action Provides a detailed discussion about the strategic actions that are required to successfully implement the strategy and transition to becoming a Mature Business Partner. Describes each action, identifies the designated CLT and ITLT roles that will champion each action, and also lists the corresponding goals and objectives for each action. Summarizes the three project phases for implementing the strategy. These phases are: Mobilization (Phase 1), Effective Service Provider (Phase 2), and Emerging Business Partner (Phase 3). Also includes additional information about the target state (Mature Business Partner) that will be achieved once the strategy is implemented. Introduces the seven programs (or initiatives) for managing the different projects for implementing the strategy. The programs are: IT Governance, Enterprise Architecture, Technology Rationalization, IT Strategy and Planning, IT Organizational Optimization, Information Management, and IT Transformation. Also includes acknowledgements. 4.0 Roadmap Provides project schedules (by month) for all three phases of the strategy. Appendices An organizational chart that shows the IT Branch Leadership Team (ITLT) roles in the target state. A table that maps the delivery streams to the strategic actions and strategic programs. A detailed list of the Phase 1: Mobilization projects, with project descriptions, plus the accountable and responsible owners at the branch levels. A glossary of terminology used throughout the Corporate Information and Technology Strategy.

5 5 CONTENTS 1.0 A New Direction For IT and the City The Way Ahead: City of Edmonton Strategic Plan City of Edmonton Leadership Principles About this Document A New Vision IT Guiding Principles The Future Role of IT Strategy Development Process Background Approach Taking Action Strategic Actions Strategic Plan Phases Strategic Programs 32 Acknowledgements Roadmap 36 Phase 1: Mobilization 37 Phase 2: Effective Service Provider 38 Phase 3: Emerging Business Partner 39 Appendices 40 Appendix A: ITLT Roles 41 Appendix B: Delivery Streams, Strategic Actions and Programs 42 Appendix C: Project Details (Phase 1) 43 Appendix D: Glossary 50 Corporate Information and Technology Strategy, June 2013

6 6 1.0 A NEW DIRECTION FOR IT AND THE CITY IT is part of everything we do. IT is integrated into every business process and every interaction with our citizens. Our City is totally dependent on information and technology. We expect to have easy access to information, and we expect our technology to be running 24 hours per day and 365 days per year. Edmonton is growing. As are the demands of business and citizens. The IT Branch is faced with the challenge of responding to an increasing demand for new information management (IM) and information technology (IT) initiatives across the City of Edmonton. How do we meet these demands? We could explore temporary solutions, such as hiring more people, spending money on external service providers, and even delivering ad hoc solutions in reaction to specific demands. But these options do not provide a long-term solution.

7 7 Instead, we have chosen to invest in a new strategic direction that aligns information and technology with the City, by evolving the IT Branch from a Service Provider to a Mature Business Partner who delivers sustainable solutions that address the business needs of the City, and, ultimately, contributes towards helping the City achieve its strategic vision, as outlined in The Way Ahead. 1.1 The Way Ahead: City of Edmonton Strategic Plan The Way Ahead the City s strategic Plan was established by City Council in It provides the City s vision for Edmonton in 2040 and establishes six 10-year strategic goals to provide a clear focus for the future. Since the establishment of The Way Ahead, Council and Administration developed additional detail and direction to focus City actions toward achieving the vision and goals. This has been through the development of directional plans for each of the goals as well as identifying specific outcomes, which are linked to performance measures and targets. Corporate Information and Technology Strategy, June 2013

8 8 1.2 City of Edmonton Leadership Principles A leader with the City of Edmonton is a visionary, credible and trusted role model who inspires and challenges others to achieve their full potential. -- Leadership Expectation In addition to The Way Ahead, the following leadership principles were created to help establish a unified approach to leadership at all levels within the City of Edmonton. We are One City. We are proud to serve the public. As stewards we lead. We do as we say. I make a difference every day. The leadership principles are available online at The Corporate Information and Technology Strategy will be the roadmap that guides the IT Branch towards becoming a Mature Business Partner by 2017, ensuring that everything the IT Branch does is aligned with the City s vision, direction, and leadership principles, and that the IT Branch is fully prepared to help the City and the individual branches achieve their long-term goals. 1.3 About this Document The Corporate Information and Technology Strategy describes the strategic direction for information management and information technology in the City of Edmonton. Although it focuses on the business of IT (and on the relationship between the IT Branch, the Corporate Leadership Team (CLT), and the branches that consume IT services) it will apply to both shared services as well as customer-specific services. As a result, anyone who uses shared IT services should be aware of the strategy. This strategy includes high-level information about the project phases and programs, plus roadmaps for the different phases. It does not provide detailed information about each program. Nor does it include implementation details and performance measures. About the Terminology in This Document The Corporate Information and Technology Strategy (sometimes called the Corporate IT Strategy) is not just about IT (or information technology), but also about information management (IM). This

9 9 is why it is sometimes called the IM/IT strategy, which is shorthand for information management and information technology. Throughout this document, when we say information technology, or IT or information and technology, we are often referring to both information management and information technology. In some cases, when the discussion is specifically about either one or the other, the full name will be used. For example, discussions about information management will use the term information management. For additional clarification about the terminology in this document, please see Appendix D: Glossary on page 50. Whenever a glossary term first appears in a chapter, it will be in bold with italics (for example, Mature Business Partner). 1.4 A New Vision A client-focused, strategic partner who is action oriented and nimble. The Corporate Leadership Team (CLT) developed the above vision statement to articulate the future role of the IT Branch in the City, as well as the role of the CLT and all departments and branches involved in making decisions about information and technology. For example, an IT Branch specic version of this this vision statement would be The IT Branch is a client-focused, strategic partner who is action oriented and nimble. This new Vision consists of five key themes. Client Focused The IT Branch exists to serve the needs of the departments and branches throughout the City of Edmonton. Understanding and meeting those needs is of the utmost importance. The IT Branch s primary clients (also called customers) are the City s departments and branches. Secondary clients are the citizens and other customers who interface directly with the City s information technology or use products and services based on the City s information technology. Strategic The IT Branch has a One City approach to decisions about information management and information technology. By understanding the City s strategic vision, the IT Branch offers solutions that go beyond operational or tactical problem solving and advance the City s strategic vision whenever practical. The IT Branch has technology insights that make it possible to provide advice, identify options, and recommend solutions, while acting as a trusted steward of the City s strategic investments in information and technology assets. Partner All of the City s branches, including the IT Branch, are mutually invested and are working together towards a common goal. Collaboration on programs and projects is the norm, with shared respon- Corporate Information and Technology Strategy, June 2013

10 10 sibility and accountability for outcomes. The IT Branch understands the root causes of issues and proposes solutions that are not constrained by common or historical practices, but are innovative and driven by the business interests of the City s branches. Trust and openness is firmly established between all involved branches and the IT Branch. Action Oriented The IT Branch meets its commitments and has an action plan that is clear, grounded in reality, and aligned with the City s strategic direction. The IT Branch understands business and IT capacity and capability, but is also aware of constraints and limitations, and balances what is possible with what is practical. The IT Branch measures performance against agreed-upon criteria, and rewards accordingly. Nimble By being nimble in its thinking, the IT Branch understands the changes the different branches must make to respond to the wants and needs of the citizens of Edmonton and, as a result, can support each branch through these changes whenever possible. The IT Branch is performing at an optimal level, with the least waste of time, effort, and resources. 1.5 IT Guiding Principles The IT guiding principles have been defined to provide a set of criteria for making decisions about investments in information and technology throughout the City. These principles are an interrelated set of factors that contributed to the development of the strategic goals, objectives, and strategic actions that define the overall strategic direction for IT in the City. City Business Drives IT The City s business needs form the basis of IT investments and service delivery. To address this, the City s branches determine their business needs and prioritize them accordingly. In turn, the IT Branch delivers services that address these prioritized business needs. Information and Technology are Essential Elements in Achieving the City s Strategic Success IT is a fundamental part of business processes at the City. The automation of business processes increases City staff productivity and should be leveraged wherever possible. In addition to aligning the Corporate Information and Technology Strategy with the City s strategic vision, a fully mature IT Branch can enable communication across the City, between all departments and branches, and within each branch as well.

11 11 The IT Branch and all City Branches Collaborate as Partners to Achieve the City s Outcomes The City s branches need to clearly communicate their business processes and requirements to the IT Branch through established and agreed-upon channels. To do this, each branch owns the services it provides to the citizens of Edmonton, and the IT Branch provides the necessary solutions to enable each branch to deliver its services. The IT Branch is Action Oriented in Meeting its Commitments The IT Branch measures its performance and provides transparent IT-service delivery through regular reporting to stakeholders. The performance measures are based on established City standards. The IT Branch also gathers feedback on services and implements service-improvement initiatives to enhance service delivery. IT is Flexible, Agile, Responsive, and Adaptable To meet the business needs of the City s branches, the IT Branch adapts its service delivery so that it can provide solutions that address changing business demands. All City branches and the IT Branch work together to agree upon the appropriate degree of adaptability and responsiveness. The following table shows how these guiding principles map to the IT Vision themes and the City s leadership principles. IT Vision Themes IT Guiding Principles Leadership Principles Client Focused City business drives IT. We are proud to serve the public. Strategic Partner Action Oriented Nimble Information and technology are essential elements in achieving the City s strategic success. The IT Branch and all City Branches collaborate as partners to achieve the City s outcomes. The IT Branch is action oriented in meeting its commitments. The IT Branch is flexible, agile, responsive, and adaptable. As stewards we lead. We are One City. We do as we say. I make a difference every day. Corporate Information and Technology Strategy, June 2013

12 The Future Role of IT In 2012, the CLT met with Deloitte to gauge current perceptions about the role of IT (and of the IT Branch) in the City, and also to identify the current role and determine a realistic target role. As shown in the diagram below, the following four common IT roles were considered: Service Provider, Business Partner, Business Leader, and IT Entrepreneur. The initial consultation revealed a wide range of perceptions, but the majority agreed that the IT Branch s current role was as a Service Provider. Once consensus was reached about the current role of the IT Branch, it was then determined that the most appropriate target state was to eventually establish the IT Branch as a Mature Business Partner. It was also determined that the transition to that target state was not just the responsibility of the IT Branch, but would also require the involvement of CLT and all City branches that consume the IT Branch s services. The IT Branch as a Service Provider (Current) As a Service Provider, the IT Branch is treated as a utility within the City, and interactions with the branch are primarily focused on service provision. Because IT innovation is often performed on an ad hoc basis, the business motivations for different initiatives are not fully transparent. The IT Branch is focused on deploying technology that is used by the branches throughout the City of Edmonton, with a primary emphasis on cost-efficiency. It should be noted that the IT Branch is already evolving as a Service Provider. As shown in the diagram above, the branch is a Service Provider with a more outwards focus to the business needs of the City. The IT Branch is not just a reactive adopter of technology, but a Service Provider that

13 13 provides some leadership in innovation. In this evolving state, the IT Branch is clearly poised to become more of a business partner. The IT Branch as an Emerging Business Partner (Interim) As with any transition, there will be an interim state before the IT Branch becomes a Mature Business Partner. During this time, the IT Branch will be an Emerging Business Partner and will continue to maintain consistent and efficient technology deployment, and quality services, and will also ensure a balance of cost and performance. The IT Branch will be consulted by the City whenever it needs to establish business operational objectives. And, finally, although there will not be a significant amount of innovation, the IT Branch will ensure that it works with the City to explore and plan any IT Branch-driven innovation initiatives. The IT Branch as a Mature Business Partner (Target) As a Mature Business Partner, the IT Branch will be an established and trusted strategic partner with the City s branches, and will be able to provide its partners with more transparency than before. To deliver effective and efficient services, the IT Branch will also follow a strategic approach to assigning resources to its services, by finding the right mix of qualified internal and external resources. As a business partner with some focus on innovation, the IT Branch will also engage the City (and its departments and branches) in investing in more formal and structured IT-innovation management. The IT Branch will also remain lean in providing City staff and citizens with sustainable solutions and a responsive service experience. Note that the target state of Mature Business Partner is a two-way and collaborative arrangement. That is, it is not just the responsibility of the IT Branch, but also of CLT and other branches. Service Provider Short Term Emerging Business Partner Medium Term Mature Business Partner Long Term Corporate Information and Technology Strategy, June 2013

14 STRATEGY DEVELOPMENT PROCESS In late 2012, Deloitte was hired to assess the City s readiness to support and become involved in developing a corporate-level strategy for IT in the City. One that would not just be driven by the IT Branch, but would also involve both the Corporate Leadership Team and representatives from across the City. Following their initial assessment, Deloitte developed a strategic plan by consulting extensively with the Corporate Leadership Team (CLT) and branch leaders. The Corporate Information and Technology Strategy is the result of this consultation. 2.1 Background The Current State: What s working? The IT Branch already plays a key role in helping the City deliver many services. To properly assess the appropriate strategic direction for IT in the City, extensive feedback was gathered to gauge

15 15 current perceptions about both information and technology, and the IT Branch. A lot of the feedback was quite positive. IT Branch Staff Receive Generally Positive Feedback As part of ongoing consultation with leaders across the City, it was discovered that, overall, IT Branch staff are perceived as being responsive to customer requests. And, in somes cases, staff go notably above and beyond. Given the resource constraints within the IT Branch, a common perception was that IT Branch staff are doing the best they can to meet the needs of City departments and branches. People recognize that things can improve Staff across the City (including those in the IT Branch) displayed a keen willingness to improve the way the IT Branch operates, and the relationships it has with its customers. The different branches have shown that they understand the value that the IT Branch can bring to their respective businesses, and they are looking for ways to collaboratively plan to promote more effective IT service delivery. The IT Branch is very helpful when engaged early. When engaged at the right time, and allowed focus, IT staff have achieved successful outcomes in working strategically with business partners in the City s departments and branches. Some Challenges There are still some challenges. The City is a complex and distributed environment that requires focused management and control. All of the City s branches (including the IT Branch) face significant challenges with information management and information technology. A key problem: a lack of shared understanding of the role of IT leadership with respect to business expectations, governance structures, and processes. One common perception is that the IT Branch has limited engagement with the business needs of the City. And, at the same time, the City s branches do not consistently involve the IT Branch early enough or as an active business partner in projects. As a result, some City branches are defining their own IT requirements, developing their own IT capabilities, and sourcing them as needed by hiring their own technology staff or using external sources, independent of the IT Branch. In many cases, the IT Branch is struggling to complete strategic initiatives due to unplanned delays. Because of the high number of projects in the IT project pipeline, a number of projects are not being delivered in the promised time lines. Many City branches are not certain how to best interact with the IT Branch and often feel that they receive mixed messages. This tendency appears to be most pronounced with initiatives that have placed a low emphasis on change management. Corporate Information and Technology Strategy, June 2013

16 16 IT and the City of Edmonton: A Rich History of Innovation The City has a long and rich history of being an innovative leader in information and technology. Since 1951, Edmonton has been a leader in different IT initiatives. For example, by saving millions of dollars after using the City s first computer to develop and electricity billing system for Edmonton Light and Power. And in 1954, the arrival of a Univac 120 computer, the first of its kind in Western Canada, led to a transition to a fully-automated Central Accounting System by the end of These initiatives contributed to building an information-and-technology-savvy culture within the City. One that has faced many challenges over the years as the City has struggled to balance innovation with the cost of sustaining diverse and distributed technology. At times, the emphasis on sustainment has led to significant reduction in innovation. This ebb and flow is a natural process. This Corporate Information and Technology Strategy is not the first attempt to define a clear strategic direction for IT in the City of Edmonton. For example, in both 1997 and 2005, consultants assessed the current and future states for IT in the City. Many of the recommendations (such as Application Rationalization and partnering with the business) were similar to the ones in this strategy. Some of the recommendations were implemented (including an Application Rationalization initiative that reduced the number of City applications from 334 to 221). Others were not. The reason is simple. At the time, the City and the IT Branch were not prepared for the amount of change that was required. Now is different. With a more agile organization, the IT Branch is more prepared for, and accustomed to, change management and innovation. And, both the City and the IT Branch share a growing understanding of the need for information and technology frameworks, architectures, and processes that are driven by the business, not just by the IT Branch. 2.2 Approach As part of a customized approach to creating a holistic, practical, and actionable strategy, Deloitte met with the CLT and the IT Branch and worked through a series of steps (shown in following diagram) to assess different needs and goals, formulate the strategic direction, and then develop roadmaps. Step 1: Anticipate and Assess Step 2: Formulate IT Strategic Direction Step 3: Develop Roadmaps

17 17 This approach was applied to the following delivery streams: IT Governance, Technology (Enterprise Architecture), Information Management, the IT Branch (Organization and People), and Process. Goals were identified for each stream, and then assessed through a sequence of steps designed to derive a proposed roadmap. Analysis and Assessment Deloitte conducted the following analysis and assessment of the five delivery streams: IT Governance Assessed the context of IT Governance in relation to overall corporate governance of the City. Identified required committees and their roles, responsibilities, membership. Also identified the supporting governing bodies that will support the major objectives of the IT Governance model. Technology (Enterprise Architecture) Assessed the degree to which the City s technology portfolio supports current and future business needs. Determined the ability of Enterprise Architecture to support changes in technology and identified the best solution for enhancing the City s IT services. Information Management (IM) Assessed the current approach to managing information as an asset. Determined the want and need to leverage information more strategically. Developed an information life cycle with an emphasis on content-and-records-management. IT Branch (Organization and People) Assessed the City and the IT Branch s current organizational model and the IT Branch capability set. Also assessed the evolution of the IT Branch in the City, and conducted a SWOT analysis of the current state. Reviewed the City s satisfaction with the IT Branch s services and capabilities. Reviewed the IT Branch and City engagement model. Corporate Information and Technology Strategy, June 2013

18 18 Process Assessed the current state maturity of the IT Branch and the City, with respect to the COBIT 5 framework. Determined the roles and responsibilities of the process stakeholders in the IT Branch. Identified the target state maturity level and the priority and importance of the COBIT processes. Obstacles The following (current state) obstacles were identified for each delivery stream: IT Governance Ineffective Corporate Governance over IT Critical IT decisions are often made in isolation without business involvement. The current governance framework is not effective in managing accountability and responsibility. Ineffective IT Investment and Funding Model There is no standard process enforced for acquiring IT investment (both Capital and Operational) funding. Capital funding is not planned in small enough increments to adequately plan for changes in technology. Enhancement-and-sustainment investments in IT are not organized at the corporate level. Growth and innovation budgets have not been sufficiently funded in recent years.

19 19 Ineffective Business and IT Project Prioritization There is no mechanism by which the City determines the priority with which the IT Branch should execute programs and projects. The IT Branch executes projects when resources become available. There is no agreement between City of Edmonton departments and branches as to which initiatives take precedence over others. The IT Branch tends to accept all proposed projects regardless of the quality (or existence) of the business case. The IT Branch has too many projects in their pipeline to execute anything new effectively, regardless of business value or priority. Technology (Enterprise Architecture) Ad Hoc Technology Innovation Efforts Distract from IT Sustainment Activities IT innovation is currently being managed in the Office of the CIO with minimal transparency to other branches. Currently, IT innovation is not focused on business-process innovation, but rather on technological innovation. IT Branch staff can potentially be pulled off of enhancement or sustainment activities to perform due diligence on innovation initiatives. Lack of Empowerment and Endorsement of Enterprise Architecture Principles at a Corporate Level The Enterprise Architecture function within the IT Branch is not empowered to enforce Enterprise Architecture principles. Enterprise Architecture directives, standards, and process documentation has not been endorsed by the CLT. Do not have technology infrastructure roadmaps for planning and prioritizing improvements to technology. Information Management Absence of an Information Management Champion Information management policies and strategies are not available. Current approaches to information management are parallel, siloed and (in many cases) duplicated efforts. The City does not have the ability to share and collaborate effectively. Corporate Information and Technology Strategy, June 2013

20 20 The City does not have a corporate-level view of information, resulting in the lack of an information life cycle. Reduced integration. IT Branch (Organization and People) IT Leadership Role Clarification The current role of the Branch Manager, IT consists of two main roles: an operational role of branch management and administration, and also a strategic role as Branch Manager, IT for the City (or CIO). The scope of this role is too large for the size of the City. In addition to the large scope, lack of clarity about the role is causing friction and dissatisfaction amongst the corporate leadership and branch management teams. This lack of clarification can have a negative effect on IT Branch operational management. The lack of clarification about the role also inhibits the strategic advancement of the City s strategic vision. IT Organizational Misalignment The IT Branch is currently challenged in maintaining its role as an Effective Service Provider. The City s branches are not getting the level of IT service they expect. The IT Branch s service-management roles and responsibilities are not currently aligned with the needs of all City branches. Some branches are building their own embedded IT functions. Business representatives from the different departments and branches do not have clearly defined roles and responsibilities pertaining to their involvement with IT activities. The CLT does not own the business services that are provided by the IT Branch. Process IT Management Processes are Incomplete and Inconsistent There is a disconnect between the IT branch and the other City branches. Ineffective risk management of IT assets (hardware and software). Fundamental IT management activities not being performed. The IT Branch s project management processes are incomplete and do not align with corporate processes.

21 21 Goals The following goals (or target outcomes) were identified for each delivery stream. IT Governance As a Mature Business Partner, corporate IT Governance will become a transparent and streamlined process that allocates funding and priority to IT investments that advance the business needs of the City. The IT Steering Committee (CLT) will be accountable for overall IT governance at the City. Technology (Enterprise Architecture) As a Mature Business Partner, Enterprise Architecture will play a key strategic role in enabling and supporting IT solutions that address the diverse business needs of the City. Information Management In the Mature Business Partner state, the City will view information as an asset and will have standardized content-and-records management systems in place. IT Branch (Organization and People) As a Mature Business Partner, the IT Branch will have appropriately defined leadership roles and an organizational structure that aligns with industry standards and the City s strategic vision. With a mature organizational structure, the IT Branch will deliver effective service provision to all, making the IT Branch a strategic asset for the City. Process As a Mature Business Partner, the IT Branch s improved service-management processes, aligned with industry best practices, will become a strategic asset. Corporate Information and Technology Strategy, June 2013

22 TAKING ACTION Genuine beginnings begin within us, even when they are brought to our attention by external opportunities. William Bridges -- Three-Stage Roadmap of Personal Transition The transition to Mature Business Partner will not just be driven by the IT Branch, but will involve all branches. As with any transition, the City will need to overcome a number of obstacles, including the need to have a clear understanding of the City leadership s involvement in the Corporate Information and Technology Strategy.

23 Strategic Actions Strategic actions have been defined to help guide the City through the transition to a Mature Business Partner. Each strategic action has a designated champion, either from the Corporate Leadership Team (CLT) or the IT Branch Leadership Team (ITLT), depending on the scope of the action. Each champion will be the designated owner and promoter of the strategic action (and its related programs and projects). The champion will also provide guidance to the individuals that are accountable and responsible for driving the strategic action. These strategic actions were derived from recommendations from Deloitte, following the analysis and assessment of the five delivery streams and the obstacles. To show the strategic context of each action, they have been organized by delivery stream. The strategic actions for IT Governance and Technology (Enterprise Architecture) have first priority, in order to set the foundation for the success of all of the strategic actions. However, all of the actions are of equal importance as they are all required to ensure the successful implementation of the strategy. This section also lists the strategic goals that were identified as part of the development of this strategy (see Goals on page 21). Each goal has one or more strategic objectives, which provide more context about the different strategic actions, which were created to help the City achieve all of the strategic objectives. IT Governance Goal 1: Corporate IT Governance will become a transparent and streamlined process that allocates funding and priority to IT investments that advance the business needs of the City. Objective 1.1: Established and effective corporate IT Governance. The City of Edmonton will have effective corporate Governance over IT, with an IT Governance Framework that provides an accountability framework to ensure that IT investments are driven by business need. The City will also have a corporate view of both information management and information technology, which will result in effective management of information and technology assets that can leverage information across the City. The IT Governance strategic actions are key to establishing a foundation that will help Edmonton invest in information and technology initiatives that advance the business needs of the City. Strategic Action: Establish IT Governance Framework CLT Champion: City Manager Adopt, champion, and apply a corporate IT Governance Framework, which clearly defines areas of accountability and ensures IT decisions are driven by the business needs of the City. Corporate Information and Technology Strategy, June 2013

24 24 This framework will be created as part of a project in the IT Governance Program (see IT Governance Program on page 43). And, IT Governance Committees will be created to conduct the work. Note that operational and sustainment activities will also be included in the corporate IT Governance framework. Strategic Action: Establish IT Governance Committees CLT Champion: General Manager, Corporate Services Endorse and facilitate the establishment of IT Governance Committees, as required by the IT governance framework. These committees will be created as part of a project in the IT Governance Program. Objective 1.2: Effective IT investment and funding model. The City of Edmonton will have an effective IT Investment Management Framework with a structured process for ensuring that IT investments are determined at a corporate level. Strategic Action: Establish IT Investment Management Framework CLT Champion: General Manager, Finance and Utilities Endorse and support the implementation of an IT Investment Management Framework, which will provide a structured process for ensuring IT investments are made strategically (that is, they are aligned with the business priorities of the City). With a corporate-level view of IT costs, the City will be able to strategically and accurately manage different IT investments. A project for establishing this framework will be managed by the IT Governance Program. Objective 1.3: Effective project prioritization of all information and technology projects for the City. With project prioritization, it will be possible to successfully implement the strategy. This will lead to more clearly aligned technology-enabled business processes, allowing the City to benefit from improved service delivery. By ensuring that projects and programs are appropriately categorized and prioritized, the IT Branch and the City can effectively resource and deliver high-value and strategic initiatives. The prioritization model will be driven by the City s business needs.

25 25 Strategic Action: Establish Project Prioritization Framework CLT Champion: General Manager, Corporate Services Charter the development of a corporate and IT Project Prioritization Framework and process that will be developed and supported by the City and all City branches. As a result, the City will have an effective IT project prioritization system, for both current and future projects, that is aligned with the business needs of the City. By establishing this framework, competition for the IT Branch s attention can be significantly reduced (and possibly eliminated), allowing the IT Branch to focus on project delivery. The Project Prioritization Framework project will be created as part of a project that will be driven by the IT Governance Program. In addition, the framework will be part of all IT Governance committees. Technology (Enterprise Architecture) Goal 2: Enterprise Architecture will play a key strategic role in enabling and supporting IT solutions that address the diverse business needs of the City. Objective 2.1: Innovation efforts do not distract from IT sustainment activities With a renewed focus on service-delivery performance, the IT Branch will benefit from enhanced and mature core processes. Before the City can launch all of the required initiatives to support this new strategic direction, it needs to take a few tactical steps to ensure that everyone is prepared for the transition. The following strategic actions play a key role in preparing the City to support IT solutions that address the diverse business needs of the City. Strategic Action: Pause Ad Hoc Innovation Efforts CLT Champion: General Manager, Corporate Services Until the IT governance, investment, and prioritization frameworks are fully operational (estimated as six months, or the first phase of the strategic plan), the IT Branch and the City must be tactical and not begin any new non-business-initiated technology innovation efforts. During this time, there will be a renewed focus on the ability of the IT Branch to deliver services to the business so that customer satisfaction increases and, ultimately, there is significant improvement to the perception of the value offered by the IT Branch. Corporate Information and Technology Strategy, June 2013

26 26 Objective 2.2: Enterprise Architecture principles are endorsed at the corporate level. The City of Edmonton will have clearly communicated and enforceable technology standards that enable better knowledge sharing and investment in IT within the City. The City will also have enhanced planning of business requirements for information and technology, by linking the planning between the IT Branch, CLT, and the other branches (or business units). Strategic Action: Establish Enterprise Architecture Framework CLT Champion: General Manager, Corporate Services Endorse and support the implementation of the comprehensive Enterprise Architecture Framework and the foundational Enterprise Architecture Principles. Both of these initiatives are projects that will be managed by the Enterprise Architecture Program. By doing this, CLT can help ensure that technology standards are enforced and communicated and that better knowledge sharing and investment in IT occurs throughout the City. Strategic Action: Application Rationalization CLT Champion: General Manager, Corporate Services Support a formal Application Rationalization project, which will consolidate and integrate information and technology systems to lower the total cost of IT sustainment across the City. This project will be driven by the Technology Rationalization Program (see Technology Rationalization Program on page 33). Information Management Goal 3: the City will view information as an asset and will have standardized content-andrecords management systems in place. Objective 3.1: The City of Edmonton has an Information Management Champion. The City of Edmonton will have a dedicated information management capability to govern, manage, provide guidance, and identify opportunities for leveraging information. The City will also have a standardized information life cycle to enable effective management of information and to help better leverage information, while also addressing security, risk management, and compliance.

27 27 Strategic Action: Assign An Information Management Champion CLT Champion: General Manager, Corporate Services Appoint an information management champion with the accountability to govern and manage Information as a strategic asset for the City. The CLT champion will be accountable for the success of the IT Branch s new Information Management Program Information Management Program on page 34). IT Branch (Organization and People) Most of the strategic actions in this section will be driven by the IT Branch, especially ITLT. The related projects will be part of the Organizational Optimization Program (see Organizational Optimization Program on page 34). Goal 4: The IT Branch will have appropriately defined leadership roles and an organizational structure that aligns with industry standards and the City s strategic vision. With a mature organizational structure, the IT Branch will deliver effective service provision to all, making the IT Branch a strategic asset for the City. Objective 4.1: Clarified IT leadership roles (CLT). The City will have a clear definition of leadership roles and responsibilities (at the CLT level) relating to IT initiatives. Strategic Action: Strengthen Strategic IT Leadership Capabilities CLT Champion: City Manager Recognize the need for the CLT to strengthen its strategic information and technology leadership capability, and also take action to gradually build this competency within the team. In other words, the different IT leadership roles and responsibilities need to be clearly defined starting at the CLT level. And, there also needs to be clear definition and action on branch leadership (see below), including the role of the Branch Manager, IT. Corporate Information and Technology Strategy, June 2013

28 28 Objective 4.2: Clarified IT leadership roles (ITLT and IT Branch). With clear definition of roles for IT Branch leadership, management and the Branch Manager of IT, the IT Branch will be able to become an Effective Service Provider and, eventually, a Mature Business Partner. This will also allow the IT Branch to assume effective control of all areas of their information management and information technology mandate. Strategic Action: Clarify IT Leadership Roles (IT Branch) Champion: General Manager, Corporate Services Roles and actions also need to be clearly defined for both the Branch Manager, IT and the IT Branch Leadership Team (ITLT). By doing this, the IT Branch can become an effective IT service provider and subsequently evolve into a Mature Business Partner. This will allow the IT Branch to assume effective control of all areas of their IT mandate, including those IT functions embedded within other branches. See Appendix A: ITLT Roles for an organizational chart that shows the target ITLT roles. The IT Branch will also need to: Appoint a Director of IT Transformation (Temporary): A temporary Director of IT Transformation should be hired with the mandate and authority to guide the IT Branch through the transformation from the current organizational structure into an emerging business partner. This will take place during the first phase of the plan. Appoint a Director of Enterprise Architecture and Planning: The new Director of Enterprise Architecture and Planning should be responsible for focusing on Enterprise Architecture, Management of Risk, Security, and IT Services Budgeting and Costing. Objective 4.3: IT Organizational Alignment. The City s branches will receive the level of IT service they expect. The IT Branch s servicemanagement roles and responsibilities will be aligned with the needs of all City branches. Business representatives from the different departments and branches will have clearly defined roles and responsibilities pertaining to their involvement with IT activities. Strategic Action: Establish IT Branch Organizational Alignment ITLT Champion: Branch Manager, IT To ensure that the IT Branch s organizational structure is aligned with the City s business needs, ITLT needs to do the following: Step 1: Recognize the current misalignment between the IT Branch and the City s department and branches. And, acknowledge that addressing this issue requires CLT, ITLT,

29 29 and the IT Branch to adopt a more aligned organizational structure that will guide all branches towards helping the IT Branch become a Mature Business Partner. Step 2: Agree that as the IT Branch becomes an Effective Service Provider, and continues to mature, that the supporting organizational design, and the roles and responsibilities, will have to evolve accordingly. Step 3: Formalize and implement an ITLT reassignment that will enable the branch to focus on providing stable shared services and embedded IT services (that is, IT services embedded in other branches). In addition, the IT Branch will also need to: Establish a Separate Innovation and Information Management Practice: A separate Information and Innovation practice should be established under the direction of the Branch Manager, IT. This practice area will evolve within the IT Branch and will eventually be responsible for all information management for the City of Edmonton. See Appendix A: ITLT Roles. Provide a Dedicated Resource Set for Operations and Sustainment: The appropriate dedicated IT resources should be identified for (and have longer term assignments to) IT operational and sustainment activities in order to guarantee a manageable level of service. These activities will also be included in the corporate IT Governance framework. Bring Embedded IT Resources Under IT Branch Control: Currently, some IT functions are embedded in other branches. For effective and efficient IT governance and management to be possible, these embedded functions need to conform with the general IT governance and management structures, policies, and processes. To address this, the IT Branch needs to extend management control over embedded IT resources. Implement Organizationally Aligned Performance Evaluations: IT management should be responsible for conducting staff performance-measurement and reporting. Process Goal 5: The IT Branch s improved service-management processes, aligned with industry best practices, will become a strategic asset for the City. Objective 5.1: Complete and consistent IT management processes. Formalized processes will provide a clear view of the alignment of IT activities, roles, responsibilities, and outcomes with the City s objectives. Best practices will provide a reliable guide to the fundamentals of IT management and will lead to effective business engagement between the IT Branch and the City. Corporate Information and Technology Strategy, June 2013

30 30 Strategic Action: Establish Complete and Consistent IT Management Processes ITLT Champion: Branch Manager, IT To ensure that the IT Branch s service-management processes align with the industry best practices and the new strategic direction, ITLT needs to do the following: Step 1: The ITLT should endorse the use of COBIT 5 and Project Management Institute (PMI) frameworks by the IT Branch and should be aware of their responsibilities with respect to these frameworks. Step 2: The ITLT must document and agree that it is of strategic value to adopt these bestpractice frameworks. Note that the IT Governance Framework must be in place and linked with the project management and COBIT process frameworks. The IT Branch will also need to support the following initiatives: Redefine the Existing IT Leadership s Responsibilities in Terms of COBIT 5: To ensure that the IT Branch is able to adopt COBIT 5 as the IT Governance Framework, IT leadership responsibilities must be defined in terms of the processes for which they are accountable. Ensure that the PMO Manages Projects and the IT Branch s Operational Practices Provide the SMEs: The Project Management Office (PMO) should manage all IT projects. The Subject Matter Experts (SMEs) are provided by the appropriate operational practice areas (that is, the practice areas with the project-specific capabilities) that will provide operational support to the service. Most of the above listed initiatives will be driven by the IT Transformation Program (see IT Transformation Program on page 35.) All Delivery Streams Ongoing reviews and audits will help ensure the success of the other strategic actions, and will also help the City achieve all of the objectives for each delivery stream. The following strategic action will address this need. Strategic Action: Conduct Regular Independent Review of the Strategy CLT Champion: City Manager Request regular, independent reviews of the progress of the Corporate Information and Technology Strategy. An initial audit and review should take place at the end of Phase 1: Mobilization. Moving forward, the review should be repeated on an annual basis for the next three years. These reviews will impact the following programs: Technology Rationalization, IT Strategy and Planning, Organizational Optimization, Information Management, and IT Transformation (see 3.3 Strategic Programs on page 32). The reviews will examine the City s involvement in the strategy, including the IT Branch, CLT, and all involved City branches.

31 Strategic Plan Phases To help the IT Branch become a Mature Business Partner, the CLT must act as the IT Steering Committee to guide the IT Branch in maturing both its IT service delivery as well as its relationship with City branches. By following the journey through three key phases, the CLT and the IT Branch will be able to successfully transform the role of the IT Branch within the City. Phase 1: Mobilization (6 Months) Phase 2: Effective Service Provider (18 Months) Phase 3: Emerging Business Partner (18 Months) Target State: Mature Business Partner Phase 1: Mobilization This first phase will last approximately six months and will provide the foundational frameworks, directives, processes, and capabilities required for the IT Branch to interact effectively with its customers (for example, the City s branches). The purpose of this phase is to prepare the IT Branch, the CLT, and the City s branches for the next phase of the IT Branch becoming an Effective Service Provider. During this phase, there will not be any new non-business IT innovation initiatives, so that everyone can focus on re-prioritizing IT Branch projects, developing and rolling out architectures and standards, and implementing the key strategic actions. Phase 2: Effective Service Provider During this phase, the IT Branch will focus on being an Effective Service Provider by supporting information and innovation that is driven by the business needs of the branches. In addition to implementing and operating new services, the IT Branch will continue to maintain existing services. One of the main goals of this phase will be to help the different branches regain trust in the IT Branch, and vice versa. To accomplish this, the IT Branch will focus on supporting business operations and fulfilling service requests from the City branches by delivering efficient IT projects and quality IT services, and also by balancing cost and performance. Phase 3: Emerging Business Partner During this phase, the IT Branch will implement and operate new services, and continue to maintain existing services. These services will be deployed in an efficient manner, and the IT branch will manage cost and performance for all technology initiatives. As an emerging business partner to each City branch, the IT Branch will be consulted when business operational objectives are established. Corporate Information and Technology Strategy, June 2013

32 32 The IT Branch will support technology innovation that originates from the business needs of the City. Innovation will be reorganized and planned by the City and the IT Branch to facilitate new ways of offering services that make use of IT. Target State: Mature Business Partner As a Mature Business Partner, the IT Branch will play an essential role in contributing to the achievement of the City s strategic vision, as articulated in the Ways Ahead. To do this, the IT Branch will ensure that it delivers services that are consistently improving, that successfully leverage IT, and that play a key role in helping the City s branches fulfill their plans and achieve their goals. For example, there will be more opportunity for innovation, due in part to mature information-management processes that allow for the re-use of information across the City. With optimized integration of business applications throughout the City, the different branches will seek out the IT Branch as a trusted business advisor. 3.3 Strategic Programs To support the strategic actions outlined by the Corporate Information and Technology Strategy, several IT Branch projects have been identified for the transition to becoming a Mature Business Partner. The proposed projects have been grouped into the following seven programs. Each program represents an initiative that may fall under multiple practice areas. IT Governance Program Enterprise Architecture Program Technology Rationalization Program IT Strategy and Planning Program Organizational Optimization Program Information Management Program IT Transformation Program Owners have been identified for all seven programs (as shown below). These owners are broken down into the following two categories. Accountable: The individual who must be able to answer for any decisions about the program. Those with accountability are authorized to make binding decisions that are instrumental in driving a program. Responsible: The individual (or group) that is responsible for driving the program and ensuring that the required projects are completed in accordance with the requirements. All of the programs can be traced back to one or more strategic actions, and also to the goals that were identified for each delivery stream during the development of the strategy. For more infor-

33 33 mation about how the delivery streams and strategic actions map to the programs, see Appendix B: Delivery Streams, Strategic Actions and Programs on page 42. IT Governance Program Accountable: General Manager, Corporate Services Responsible: Branch Manager, IT IT Governance plays a key role in establishing the foundation for the rest of the Corporate Information and Technology Strategy. This program has several projects in the first two phases of the strategy, especially in the initial stages of Phase 1. The IT Governance Program will be responsible for managing all IT Governance-related projects, especially the IT Governance Framework, the IT Governance Committees, and the IT Investment Management Process. Other projects include COBIT Awareness Training, IT Risk Assessment, IT Performance Measurement and Monitoring, and independent performance review against the strategic plan. Enterprise Architecture Program Accountable: General Manager, Corporate Services Responsible: Branch Manager, IT Once the IT Governance Framework and Committees are established, the Enterprise Architecture Program will play an integral role in defining and refining the underlying Enterprise Architecture principles and processes for the City of Edmonton. Phase 1 includes the creation of an Enterprise Architecture Committee (EAC), which will play a key role in helping the branches across the City understand and agree upon Enterprise Architecture principles and processes. Other Phase 1 projects include assessing and developing standardized architectures that address the business needs of the City. In Phase 2, this program will be responsible for finalizing the proposed architectures that were developed during Phase 1. Technology Rationalization Program Accountable: Branch Manager, IT Responsible: ITLT (IT Branch Leadership Team) This new program has been established to address the need for a City-wide effort to consolidate the approach to tracking and managing the applications and other technology assets used throughout the City. The program will begin with an Application Rationalization Strategy project in Phase 1. In Phases 2 and 3, the program will consist of multiple projects for continuing the application rationalization Corporate Information and Technology Strategy, June 2013

34 34 as defined in Phase 1. Other projects include defining and then implementing an updated enterprise data warehouse. IT Strategy and Planning Program Accountable: Branch Manager, IT Responsible: Director, Enterprise Architecture and Planning This program will be responsible for managing different projects for improving IT service delivery to the City, maintaining and reviewing the Corporate Information and Technology Strategy, and developing additional strategies for the City. Phase 1 will include projects for developing an IT service-sourcing strategy and also assessing industry practices in order to develop continual IT service improvements. In Phase 2, the program will develop additional strategies (including Cloud-Computing and SaaS (Software as a Service) strategies) and will establish a project for reviewing the Corporate Information and Technology Strategy, roadmaps, and additional strategies. Phase 3 will have projects for defining an IT Innovation Strategy and Process and for formalizing business planning to help predict the appropriate level of technology needs to meet the City s business requirements. Organizational Optimization Program Accountable: General Manager, Corporate Services Responsible: Branch Manager, IT This program will manage different projects for aligning the IT Branch with a new operational model that will better prepare the IT Branch for the transition to a Mature Business Partner. Phase 1 includes projects for identifying and assigning new roles and responsibilities, and defining strategies for talent management and succession planning. During Phase 2, this program will focus on a project for revitalizing the resource management process for the IT Branch. Information Management Program Accountable: General Manager, Corporate Services (as the Information Management Champion) Responsible: Director, Information and Innovation This program has been created to address the need for standardized information management processes across the City. With a dedicated Information Management Program, the IT Branch will be able to work with the Information Management Champion and City branches to develop City-wide content-and-records-management systems.

35 35 In Phase 1, Information Management Governance and Policies will be defined, followed by projects in Phase 2 for Content Management, Records Management, and IM Change Management. In Phase 3, Infrastructure and Tools will be implemented. IT Transformation Program Accountable: Branch Manager, IT Responsible: Director, IT Transformation The IT Transformation program will be responsible for many projects that help facilitate the transition to Mature Business Partner through the development of several key IT service-delivery processes including, but not limited to, IT service-continuity and request-fulfillment processes. Phase 1 projects include adoption of COBIT standards, Service Definition, and consolidation of the Project Management Office (PMO). In phase 2, the program will continue with projects for Business Relationship Management (BRM), service-desk transformation, and annual COBIT assessment. Phase 3 includes projects for defining improved supplier-management and service-continuity-management processes. Acknowledgements Coordination and Oversight The IT Branch (Office of the CIO) in collaboration with the Corporate Leadership Team (CLT) and the IT Branch Leadership Team (ITLT). Research, Consultation, and Plan Development Deloitte (Edmonton) Additional Consultation Additional consultation was conducted with the City s Branch Managers and with the IT Branch s Extended Leadership Team (XLT). Supporting Materials City of Edmonton Corporate IM/IT Strategy, Consultant Version (Deloitte) Corporate Information and Technology Strategy, June 2013

36 ROADMAP

37 37 Phase 1: Mobilization Corporate Information and Technology Strategy, June 2013