ALASKA STRATEGIC PARTNERS COUNCIL

October 25, 2017

Jim SteeleDeputy Chief Information Officer

OIT, State of Alaska

AGENDA

Welcome – Bill VajdaComms – Catherine HatchAdmin & Budget – Ben ShierCTO PresentationsIT Procurement – Jason SozaClosing – Jim Steele

CHIEF INFORMATIONOFFICER

Bill VajdaCIO

OIT, State of Alaska

ADMINISTRATION& BUDGET

Ben ShierChief of Staff

OIT, State of Alaska

ADMIN AND BUDGETBenjamin Shier, OIT Chief of Staff• Lifelong Alaskan, busy dad of six• 16 years with SOA• Former interim ETS Director/Deputy Director• Experience in software development,

policy & compliance, privacy & security• Bachelor’s Info Systems,

Masters Public Admin

Ben ShierChief of Staff

OIT, State of Alaska

Administrative (OIT’s people processes)BudgetingInternal Rate settingProcurementWorking with CTOs around procurement

activities

Working with vendors to connect them with appropriate parties in OIT

Working with Jason Soza and P3 to better understand what we’re currently buying from our vendor community

Working with CTOs to identify cost efficiencies Addressing challenges with billing/invoicing

STATE SECURITY OFFICE (SSO)Shannon Lawson

CISOOIT, State of Alaska

Education

University of South Carolina: BA Middle Eastern Politics and Naval Science (1997)

Capitol Technical University: M.Sc. Information Assurance (2007)

Industry Certifications

CISSP

CISM

Utica College: M.B.A with concentration in Cybersecurity (2017)

CNDA/ CEH

C|CISO

Experience (~20 yrs)

Navy Cryptologic Technician: Communications

National Security Agency: Red Team Operations and Information Security Assessments

NMCI West Coast CIRT

Private industry: Sarbanes-Oxley Compliance for IPO

SSC Pacific Command Information Assurance Manager

Navy Reserve Cryptologic Warfare Officer

Director, Cybersecurity (SPAWAR CIO)

BACKGROUND

• Build team- Org chart & hiring actions• Develop enterprise risk picture• Review SOA security policies• Conduct security architecture review• Complete McAfee contract- Due Dec 15

FIRST 100 DAYS

• Risk picture for all agencies• Team development- Soft & technical skills• Vulnerability/ compliance/audit management• Incident Response/ eDiscovery/ Digital Forensics• Two factor authentication (TFA/ 2FA) solution • Mobile device data-at-rest encryption• Asset management/ rogue device detection

FIRST YEAR CAPACITY GOALS

TELECOM/NETWORKChris White

CTO – TelecomOIT, State of Alaska

TELECOM NETWORKChris White, CTO• 35 year Alaska resident• 16 years with SOA• 22 years as an IT professional• Background is in IT infrastructure.

Chris WhiteCTO – Telecom

OIT, State of Alaska

WHAT IS INCLUDED IN THE TELECOM?

Network

Voice

Data

SATS/ALMR

Wireless

MISSION STATEMENTTo provide and maintain the highest quality of Telecommunications services, consisting of the transport network infrastructure and supporting equipment for voice, video and data connectivity for the State of Alaska, to all executive branches of Alaska government and emergency responder agencies within the state of Alaska. To provide and maintain the health and security of the network. To research and evaluate new technologies as they pertain to the needs of the State of Alaska. To plan and implement services that improve Telecommunications for the State of Alaska.

SHORT TERM GOALS

Assess the telecommunications organizationDevelop initial operating posture

Staff skills assessmentDevelop service streamlining/consolidation opportunitiesDevelop an investment plan for team members

DATACENTER OPERATIONSRussell Kunibe

CTO – Datacenter OperationsOIT, State of Alaska

DATACENTER OPERATIONSRussell Kunibe, CTO• 37 year Alaska resident• 28 years with SOA• 22 years as an IT professional• Experience in both

IT project management & operational IT management

Russell KunibeCTO – Datacenter Operations

OIT, State of Alaska

Mainframe ServicesServers and Data StorageDatabase Server Administration and

ManagementIdentity Management ServicesOIT Support ServicesEnterprise ApplicationsO365 email

WHAT IS INCLUDED IN THE DATACENTER?

Change our overall administrative model and organizational structure from a Department centric model to a single OIT administrative model.

Consolidate and standardize the implementation of support services in order to remove Departmental administrative boundaries and to simplify our support requirements.

Separate the management of computer hardware infrastructure, operating systems, common computer software platforms, from SOA business units to facilitate the migration to a SLA driven service delivery model.

SHORT-TERM VISION

Prioritize and execute consolidations projects that reduce our facilities, server and storage foot print and increase standardization and virtualization densities.

Use continuous process improvement to keep improving the operational execution of service delivery.

MEDIUM-TERM VISION

Standardize• Lower cost• Increase performance• Reduce complexity

Consolidate• Release Assets• Improve efficiencies• Improve mgmt &

control

Automate• Lower cost• Increase utilization• Speed implementation

Orchestrate• Dynamically aligned

to the business;Self-adapting

• Reduce complexity

Virtualize• Lower cost• Increase utilization• Higher flexibility

Time

Effectiveness

STEPS TO INCREASE IT OPERATIONAL EFFICIENCY

CUSTOMER SERVICEChris Hamilton

CTO – Customer ServiceOIT, State of Alaska

CUSTOMER SERVICEChris Hamilton, CTO• 35 year Alaska resident• 15 years with SOA• Working with technology for 20 years• 4 years teaching information management

courses at the University of Alaska

Chris HamiltonCTO – Customer Service

OIT, State of Alaska

Service Desk providing 24/7 support State of Alaska - service ticketing system

Knowledge base

Self-service portal

Enterprise-wide end-point management End-point software deployment methodologies/tools

Asset management capabilities

Customer Service Team Development Training opportunities

Informal training/shadowing opportunities

CUSTOMER SERVICE

POLICY, PORTFOLIO, PLANNING

Ryan Mitchell-Colgan CTO – P3

OIT, State of Alaska

P3 – POLICY, PORTFOLIO, PLANNINGRyan Mitchell-Colgan, CTO• Lifelong Alaskan• Prefers adventure; drawn to challenge• Organizational leadership experience

- Deputy Commissioner of DOA- President and C-level positions for ~30 person non-profit

• Interested in organizational design & behavior

Ryan Mitchell-Colgan CTO – P3

OIT, State of Alaska

POLICY, PORTFOLIO, PLANNING (P3) OVERVIEW1. OIT “nervous system”2. Responsibility scope includes:

a. architecture, innovation, portfolio, business intelligence, and governance.

3. Supports CTOs and OIT as a whole.

Portfolio Management Office

Business Intelligence Competency Center

Architecture GovernanceInnovation

Shor

t-Ter

m

Focu

sLo

ng-T

erm

Fo

cus

Charter Innovation Center

Kick-off roadmap development

Baseline practice/resources.

Charter PMO Interim portfolio

Onboard BA&IA Baseline Data development

Interim improvements

Entrench innovation in OIT culture and practice

First roadmap Renewal

cycle

Full life-cycle capability Robust business intelligence drives decisions.

Comprehensive investment-based framework.

IT PROCUREMENTThe Future is Here

October 25, 2017

Jason Soza, CPPO, CPPBChief Procurement Officer

State of Alaska

/ VISION

Energize Alaska’s spirit through self-determination

and resource stewardship to improve the life of every

Alaskan.

DOA CED DOC EED DEC DFG GOV HSS DOL LAW MVA DNR DPS DOR DOT

ProcurementAcquire goods and services efficiently, timely, and effectively to maximize

resources and help agencies accomplish their public mission.

ITProvide core information technology services to agencies to help agencies

accomplish their mission.

• Cross-Departmental Procurement Team• Lean Six Sigma / Kaizen Events• Category Management• Data-Based Purchasing• Procurement Streamlining & Modernization• Ethics Disclaimer

/ PROCESS IMPROVEMENT

Communicate more, share skills, and educate.Share

Foster an environment that encourages ownership.Enable

Change the culture.Change

/ PROCESS IMPROVEMENT

Identify Waste in Processes

Educate & Attack the

ProcessRinse & Repeat

/ IMPROVEMENT IN ACTION

3.24

2.19

1.00 0.44

0.000.501.001.502.002.503.003.504.00

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Request Processing - FY17

Process Days Log. (Process Days)

/ IMPROVEMENT IN ACTION

Over a year of waiting eliminated.Streamlined process, decisions made by

those empowered to make them.Statewide impacts.

/ PROCUREMENT KAIZEN EVENT

5-day event14 participating agencies73% implemented

/ CURRENT STATE

95 steps 46 decisions 9 loopbacks

/ FUTURE STATE

29 steps 14 decisions 5 loopbacks Uniform across

agencies

/ ACCELERATED RFP MODEL

Focus on finding expertiseEasier for experts to shineMinimized decision-makingStreamlined selection processOngoing accountabilityInterest in success for all involved

/ ACCELERATED RFP MODEL

Risk Assessment (RA)Experts should be able to identify major project risksExperts should also be able to clearly lay out a

mitigation planClear, non-technical explanations are necessary

/ ACCELERATED RFP MODEL

Value Adds (VA)The model recognizes industry expertiseWe rely on expertise to find better

approaches to our problem

/ ACCELERATED RFP MODEL

InterviewsAfter considering RA/VA and cost,

highest-ranking offeror(s) invitedLimited to two individuals actually working

on projectNo marketing/sales

/ ACCELERATED RFP MODEL

ClarificationHighest-ranked offerorLongest part of the processVerifies RA/VA, interviews, costs, and moreGoes on as long as necessaryResults in contract roadmap

/ ACCELERATED RFP MODEL

Contract AwardClarification document serves as risk

mitigation planData and accountability drives performance

/ CATEGORY MANAGEMENT

Eight categories: IT, MRO, Office, Fuel, Safety, Health, Food, Travel

FY17 goal of saving 5% more achievedKaizen event will drive consistent data

Meeting Materials Schedule & Calendar

THANK YOU FOR YOUR KIND PARTICIPATION AND SUPPORT!

Next Steps