DENR IT Plan with 6-Month Updates
Each department must complete an IT Plan and submit it to the State CIO by October 1 of each even numbered year. The departmental plans are then rolled up into a statewide plan that is submitted to the General Assembly by February 1st of each regular session. It is then updatedevery 6 months.
Although planning is important in its own right, this year, legislation is pending that would require OITS to reject any project that is not listed in the IT Plan.
The statute requires each departmental and statewide plan to include the following elements:
In addition to the statutory factors required to be included in the plan, the SCIO requests that the following factors also be included.
Each division steering committee or liaison should work with its lead application developer in DENR IT to score the current projects in the division and submit the first cut of project priorities to the division director for review and concurrence. After director approval, each division will then submit its project priorities to the Technology Advisory Committee (TAC) that will then take a second cut at prioritizing projects, but across the entire department rather than a single division. Any conflicts between divisions will be escalated to the Technology Management Committee (TMC). After the TMC approves the plan, it will be circulated to DENR's executives and I will ultimately approve the final plan as Assistant Secretary for Information.
The five perspectives used to prioritize projects define the connection between business context and IT investment management. They provide the critical set of perspectives by which to understand, evaluate, manage, and retire IT investments.
The five perspectives are as follows:
These five perspectives are weighted and defined in the Project Prioritization Criteria Matrix adopted by the TMC. To view more detail on the criteria, click on the link below:
To read more about the strategy behind ranking projects, read the Gartner article at the link below:
State IT Plan 2011-13
The State IT Plan attempts to address the impacts of a serious and prolonged recession by targeting three areas:
Business Function Strategies for Cost Savings
The State Plan describes the linkage between the business processes of government and the technology solutions that help enable them. The business functions that have the highest cost-saving opportunities arise from the following strategies or themes:
The State Plan recommends five near-term and four emerging work efforts in the Strategic Initiatives section. These initiatives parallel the vision of Governor Perdue for North Carolina, that is, jobs and economic recovery, career and college, ready set go, setting government straight, and safe communities. The identified strategic initiatives are as follows:
Some of the initiatives are further along and better defined than others because some independent work has already begun. Others are in the very early idea stage. The initiatives offer the real probability of reduced cost and improved services. These initiatives are further defined within this document.
The State IT Plan’s primary focus is the use of technology to reduce costs and improve service. As such the funding strategy emphasizes reinvestment of existing resources — not requests for new funds. Given the current state budget crisis this plan prioritizes short-term efforts. The plan recognizes that recommendations and actions resulting from the INSA Program later in Spring 2011 may initiate sourcing activities directing IT resources toward some of the strategic initiatives. In addition, the plan proposes to reinvest and consolidate individual/duplicative agency IT spend as a means of providing a pool of money for many of these state-wide strategic initiatives.
Other Statewide Planning Efforts
The State IT Plan does not exist in a vacuum; it coexists with a number of other noteworthy ongoing statewide initiatives which will likely have significant impact on the North Carolina IT landscape. The four programs identified are:
Workforce Development (Moving from Internal Service Provider to Vendor Manager)
The State IT Plan envisages a profoundly different IT landscape and one where the IT workforce must adapt to new evolving roles. The role of IT may evolve from an internal service provider to more of a business peer in meeting customer needs. Going forward, IT and business roles may become closer and more integrated. These changes demand a business-capable IT workforce. The role of IT leadership will be more focused on contracting, vendor management, as well as monitoring service level agreements of vendors delivering services. In addition, business process management will become an integral part of strategic IT skills.
The following table outlines the relationship of each of the planned and emerging initiatives to the overarching strategies listed in the Business Requirements section:
To view the State IT Plan in its entirety, click on the link below: