State of Illinois

Department of Innovation and Technology

Future State Technology
Playbook

April 20, 2016

 Introduction
In Q1 2016, the State of Illinois launched an IT Transformation initiative. In addition to other areas, the
scope included 3 key domains (Infrastructure, Applications, and IT Service Management) within the
Technology area.

Through this initiative, there was an emphasis on understanding the current environment and forming a
strategy to enable better service to Illinois residents / businesses, maximize the use of technology, and
ultimately foster innovation at the State.

Over the course of this effort, the team conducted regular working sessions to collaborate and align on this
future vision. Leveraging lessons learned and State subject matter expertise, the team worked together to
consolidate thinking into a structured set of experiences and actionable plans.

This Strategy and Roadmap briefing documents these plans, and articulates linkages between the strategy,
existing program portfolio and expected outcomes.

The subsequent pages include a baseline of the current state, the strategic vision, and suggested roadmap
to help the State of Illinois achieve its overall vision. This document is intended to be a living strategy
document, to continually refined based on new strategic decisions, optimization opportunities, and other
shifts in direction.

2
 Contents
Section 1: Executive Summary

Section 2: Current State Baseline

Section 3: Strategic Vision

A. World Class Infrastructure
• A.1 Infrastructure Consolidation
• A.2 Infrastructure Modernization
• A.3 Backup and Disaster Recovery
• A.4 Cloud First

B. Efficient Application Portfolio Management

• B.1 Application Rationalization
• B.2 Application Modernization
• B.3 Digital Innovation

C. Integrated Service Delivery

• C.1 Service Desk Integration
• C.2 ITSM Process Standardization
• C.3 Service Catalog Management
• C.4 Customer Engagement

Section 4: Roadmap

3
Section1:
Executive Summary
 Executive Summary
Current State Baseline
• Currently, the State is significantly behind in technology and faces many challenges to modernize technical debt, correct
out state of balance cost structures, remediate security vulnerabilities, etc.
• These challenges have prevented the State from providing the level of service wanted and needed by customers
• A current state assessment was performed to look deeper into the infrastructure, applications, and service management
processes and identify potential opportunities of improvement support
• Through a current state assessment, a number of consistent themes emerged which, along the landscape is on par with
the strategic vision, will serve industry peers; domains such as the basis for the future state recommendations that follow.

Strategic Vision
The state of Illinois has set out on a journey to build…
• A place where constituents can easily engage with the State across multiple mediums, especially mobile
• An environment where data is secure and IT systems are protected from threats
• An innovative technology environment with next-generation platforms and systems – free of technical debt
• An environment where IT spend and cost structures are in balance and aligned with the value delivered
• A place where agencies and central IT are aligned and freely share information – free from fragmentation and fragility of IT

Roadmap
• The vision and roadmap sections include Playbook includes core foundational projects to improve the business of IT,
Improve the business of the State using IT, and ultimately keep pace with industry and associated technology trends
• Through the roadmap, the state will be able recommends additional efforts and initiatives to push the envelope and claim
enable the State to reclaim a leadership role within the public sector industry

5
 High Level Program Timelines
At a high level, the project would follow a multi-phase approach to complete this integration
effort
Jan 1, 2016 – March 12,2016 Mar 12, 2016 – Apr 15,2016 Beyond April 2016

Phase 1: Assess Phase 2: Define Phase 3: Integrate

Current State Assessment Future State Planning Integration Execution

• High-level Current state • Define future state guiding principles • Program execution
assessment and inventory and operating model vision
• Status Reporting against
generation/ confirmation for
• Analyze current state themes to milestones per agency
all agencies
develop recommendations and
• Risk Management
• Leadership and stakeholder identify key associated initiatives
agreement and approval • Decommissioning of assets as
• Define success criteria for each
needed.
• Develop framework and initiative
cadence for program • Measurement of success against
• Define high level activities and
execution program success criterion
milestones
• Develop roadmaps to guide execution

6
 IT Guiding Principles
In 2015, the State of Illinois selected Deloitte to assist in designing and implementing a
comprehensive Information Technology service delivery organization

As part of its model, the State is seeking to:

Build a modern, strategic, and comprehensive technology plan in order leverage talent and
work more collaboratively

Execute more strategically, ensuring investments are tied to program priorities and lead to
measurable results

Secure data across the State and reduce the risk of cyber attacks

Create “One Stop Shop” solutions that allow constituents and businesses to more easily access
and use State services

Enable data to be shared, accessed, and used effectively in order to provide a better user
experience

Follow through on past legislative initiatives, such as the authorization to consolidate all IT
Functions back in 2003

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 IT Landscape
Efficiencies from IT Transformation will enable key reinvestments in modern technologies, a
unified IT workforce, and higher quality services supported by collaborative IT governance

Current IT Environment Future IT Environment

One State One State

42 years of
technical debt C+ ranking as a
digital state Right-sized
applications Secure Data
2,500+
and Assets
applications 1,700+ IT staff

Enterprise IT
60+ different IT Architecture Significant
Many potential workload in the
vulnerabilities organizations
cloud

Little coordination on Modern and

36% of staff eligible Efficient Process Driven
spending
to retire Infrastructure IT Service
Delivery

Many IT Organizations Illinois First

8
 Initiative Overview
The following set of initiatives build the foundation for the State to transform and ultimately
achieve the future state vision

# Initiative Description
Continuing the effort to consolidate agency IT infrastructure, including servers, storage, network and
A.1 Infrastructure Consolidation
security systems, into the DoIT managed data center in a cohesive manner

Modernize DoIT IT infrastructure to create a more secure and scalable IT infrastructure offering,
A.2 Infrastructure Modernization
bringing systems up to standards and identifying new technologies to implement

Backup And Disaster Develop a robust backup and disaster recovery process which will enable the State of Illinois to
A.3 rapidly adapt and respond to any dynamic changes with limited impact to the business
Recovery
A.
Infrastructure Identify initiatives and execute on the roadmap to support the implementation of the Cloud First
A.4 “Cloud First” strategy. Develop an enterprise architecture that supports the cloud strategy and includes updated
operating model changes to deliver cloud solutions

Develop a strategy to improve the existing application portfolio and reduce functionality overlaps,
B.1 Application Rationalization
technical limitations, and maintenance costs through application consolidation across agencies

Develop a strategy to get the most value from the existing applications by modernizing the application
B. B.2 Application Modernization
platforms and identifying new applications to replace the current application capabilities
Applications
Create bi-modal IT to deliver constituent centric platforms and tools
B.3 Digital Innovation

Bring together disparate service desks throughout the State to leverage scale and improve the
C.1 Service Desk Integration
efficiencies in which service delivery and support are provided

Develop a service mindset and standardize service management processes in order to drive high
C.2 ITSM Processes
quality and consistent service delivery
C.
Service Implement a unified IT Service Catalog that provides customers with an easy and intuitive way to find
C.3 Service Catalog
the services offered and supports a service oriented IT organization
Management
Put in place a model that builds consistency with the way customers are engaged and better enables
C.4 Customer Engagement
DoIT to provide value added services.

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 Mapping Initiatives to Strategic Objectives
The proposed initiatives are highlighted by domain below, along with alignment against
strategic objectives
Strategic Objectives
# Initiative Name
1 2 3 4 5 6 7 8 9 10

A.1 Infrastructure Transformation    

A.2 Infrastructure Modernization        

A. A.3 Backup and Disaster Recovery      

Infrastructure
A.4 Cloud First Implementation     

B.1 Application Rationalization      

B. B.2 Application Modernization        

Applications
B.3 Digital Innovation       

C.1 Service Desk Integration      

C.2 ITSM Process Standardization       

C.3 Service Catalog  

C.
Service
Management C.4 Customer Engagement  

1 Consider Agencies 3 Common over Custom 5 Data Security 7 Customer Centric 9 Simple over Complex
2 4
Think State-wide Data is an Asset 6
Use Standards 8
Quality Operations 10
Reusable Design
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 A.1 Infrastructure Consolidation
Desired Future State Potential Approach
• Consolidated and Highly Efficient IT Infrastructure • Well planned and standard consolidation plans
− All agency systems consolidated within the DoIT data − Instead of the traditional “lift and shift”, plan the consolidation
center including all servers, storage, network, security using virtualization and network transfer methods
and database infrastructure − Detailed task lists with contingency plans to minimize the time
− Standards for infrastructure with consistent and to consolidate
efficient provisioning processes • Consolidate and remediate non-standard infrastructure
− Risk through the management and oversight of all DoIT − Develop creative and flexible solutions for consolidating one off
IT assets within one centralized location systems
− Re-platform and consolidate at the source agency when
• Uniform user experience
possible
− Uniform experience for users irrespective of agency for
all infrastructure services • Consolidate agencies in a phased manner
− A single team and standardized processes for − Use learnings from earlier consolidations to improve
requesting new or modified infrastructure services consolidations in the future
Recommended Prioritization
• Gather data and identify scope and order of agencies for
consolidation
Immediate • Develop high level schedule for consolidation
April ‘16 –July ‘16
Level of Effort
$0-1 Million $1-5 Million $5+ Million
• Project Manager • Develop consolidation approaches

• DoIT Architect • Develop playbook approach for consolidation

Short-Term
• DoIT Domain SMEs: Storage, Server, Network, Security July ‘16 – July ‘17 • Complete Wave 1 consolidation in a phased manner

• Agency Domain SMEs: Storage, Server, Network, Security

• Vendor SMEs • Complete Wave 2 and Wave 3 consolidations
• Remediate any one-off systems, as applicable
Long-Term
July ’17 and Beyond

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 A.2 Infrastructure Modernization
Desired Future State Potential Approach
• Modernized IT infrastructure • Understand scope and drivers for modernization
− Current DoIT infrastructure- compute, storage, network − Build current IT standards and perform a gap analysis to
and security with a modern architecture and current understand scope of modernization
supported platforms and operating systems − Understand drivers for modernization (e.g. security
− Infrastructure built on future technology platforms that vulnerability) due to out of support hardware or software
are scalable, flexible and adaptable to enable the State • Develop program plan for modernization
to offer innovative services for customers
− Prioritize drivers and develop waves for modernization
• More Secure IT Infrastructure − Create a detailed program plan based on driver prioritization
− Modern infrastructure with updated security standards • Modernize infrastructure based on prioritization
− Modernize infrastructure elements based on program plan
• Architecture Standards that Support Modernization
− An architecture that is scalable and flexible to adapt to
the needs of State agencies and administration
− As new technologies are available and updates from Recommended Prioritization
vendors are developed, DoIT will evaluate
• Gather inventory and identify scope and drivers of
infrastructure standards to determine if changes should modernization
be made across the enterprise Immediate • Prioritize components to be modernized
April ‘16 –July ‘16

• Develop modernization program plan

Level of Effort • Develop projects to address modernization program
$0-1 Million $1-5 Million $5+ Million Short-Term
• Start execution of modernization program
• Project Manager July ‘16 – July ‘17

• DoIT Architect
• DoIT Domain SMEs: Storage, Server, Network, Security • Continuously update infrastructure as necessary
• Agency Domain SMEs: Storage, Server, Network, Security Long-Term
July ’17 and Beyond
• Vendor SMEs

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 A.3 Backup and Disaster Recovery
Desired Future State Potential Approach
• Comprehensive Disaster Recovery Process • Develop the DR strategy in tune with business recovery needs
− A comprehensive disaster recovery process that will − Understand business recovery needs and develop technical
enable the State to rapidly adapt and respond to processes to support disaster recovery strategy
declared disasters and continue operations with • Introduce or update processes to accommodate DR strategy
planned impacts to technology systems and operations
− Introduce standardized IT processes and update the existing
− A well established and structured protocol for DoIT DR plan to accommodate the updated DR strategy
managing and communicating a disaster
− Once disaster recovery process is in place, perform timely
testing
• Updated Backup And Restore Process
− Updated backup and restore processes to support • Update backup procedures and plan for added capacity
recovery processes and disaster recovery strategy − Create updated backup procedures for newly consolidated
− Planned and executed alignment with Statewide and agencies and confirm capacity of backup systems meets the
Federal policies for backup new requirements
− Capacity planning for future growth
− Tested restore procedures so that staff are trained on Recommended Prioritization
the processes for restores
• Gather business recovery requirements for consolidated
agencies
Immediate • Develop a detailed plan to address disaster recovery needs
Level of Effort April ‘16 –July ‘16

$0-1 Million $1-5 Million $5+ Million

• Project Manager • Add backup capacity and test recovery processes

• DoIT Domain SMEs: Storage, Server, Network, Security • Put disaster recovery processes in place
Short-Term
• Agency Domain SMEs: Storage, Server, Network, Security July ‘16 – July ‘17
• Test disaster recovery process

• Vendor SMEs
• Agency Business Representatives • DR strategy in place and operational with regular DR testing
schedule
Long-Term
July ’17 and Beyond

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 A.4 Cloud First
Desired Future State Potential Approach
• Best-in-class IT Services enabled through cloud • Develop a plan and focus first on quick wins
computing − Develop a high level desired end state reference model
− Progress in achieving the State’s cloud compute − Review the current state architectures and application design
initiatives patterns and identify candidates for cloud computing
− A highly agile and nimble cloud environment to − Develop a cloud implementation detailed plan, focusing first on
accelerate the application development processes supporting services (backups, storage, test, QA etc.) and other
− Cost savings through efficient use of public cloud similar areas that offer quick wins
resources • Integrate Cloud into enterprise architecture standards
− Align the Cloud reference model with architecture standards
• Cloud computing standards are integrated into the
overall IT strategy along each of the architecture domains (server, storage,
database, security, and network)
− Cloud is the de-facto standard for new IT initiatives
− Cloud offerings align with business strategy, business
processes, and overall IT strategy
Recommended Prioritization

• Initiate a detailed Cloud planning effort

Level of Effort Immediate • Assess the current business and architecture capabilities
April ‘16 –July ‘16
$0-1 Million $1-5 Million $5+ Million
• Project Manager
• Cloud Architect • Identify vendors to partner for Cloud services
• DoIT Domain SMEs: Storage, Servers, Network, Security Short-Term • Implement the first Cloud solutions
July ‘16 – July ‘17
• Application SMEs

• Continue delivering Cloud programs

• Measure success and adjust the Cloud strategy based on
Long-Term learnings and advancements in technologies
July ’17 and Beyond

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 B.1 Application Rationalization
Desired Future State Potential Approach
• The application portfolio is nimble and modern • Implement enterprise application standards
− Fewer applications to support a more flexible and − Standardize on software development languages
extensible platform with lower overall operational costs − Implement governance standards in line with the overall
governance model
• Enterprise capabilities enable State resources to be
shared across agencies and efficiently used • Find and reduce unnecessary capability overlaps
− Re-platform technologies that are no longer supported
− Fewer areas of overlap where separate applications
are used for the same business capability − Retain, retire, and rationalize the remaining applications
− Increased sharing of application processing between • Implement application architectures and scalable application
agencies designs
− Provide development platforms that can develop code quickly
• Modern government services, enabled by the
− Implement a code re-use program
application portfolio to better align with customer
expectations
− Better services and service quality for customers Recommended Prioritization
through a stable set of enterprise applications
• Inventory agency applications
− More consistent customer experience through
seamless engagement across agencies Immediate • Assess application capabilities for one pilot agency
April ‘16 –July ‘16

Level of Effort • Evaluate applications for the remaining agencies

$0-1 Million $1-5 Million $5+ Million Short-Term • Begin retiring and rationalizing agency applications
• Project Manager July ‘16 – July ‘17

• Application Architect
• Agency Application SMEs
• Continue rationalizing agency applications
Long-Term
July ’17 and Beyond

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 B.2 Application Modernization
Desired Future State Potential Approach
• The application portfolio is more efficient and less • Modernize in a measured way
costly to maintain − Develop a risk-based roadmap to address modernization
− Lower labor costs due to optimizing business − Start with obvious high-value areas, such as applications built
processes and automating previously manual on unsupported platforms, and begin migrating to technologies
processes on the long term roadmap
− Lower infrastructure costs through a reduced − Identify target architecture solutions (i.e. ERP) to address
application footprint and more efficient application future state application capabilities
processing
• Operationalize standards
− Fewer maintenance and operational activities through
− Implement ongoing processes for identifying non-standard
standardized applications utilizing current technology
applications and re-platforming them
• Applications are modern and operate on modern − Establish processes for evaluating new application
supported platforms development to maintain ongoing alignment with the target
application architecture
− Less time spent extending or modifying legacy systems
through the use of modern service oriented architecture Recommended Prioritization
− Business process standardization across multiple
• Develop detailed modernization plan
agencies is enabled through modernized application
features, such as automated workflow • Identify target modernization capabilities
Immediate
− Standards align with the enterprise architecture April ‘16 –July ‘16 • Identify modernized solutions

Level of Effort
• Develop integrations and customizations in waves and deploy
$0-1 Million $1-5 Million $5+ Million
modernized solutions
• Project Manager Short-Term
July ‘16 – July ‘17
• Application Architect
• Agency Application SMEs
• Implement continual modernizations
Long-Term
July ’17 and Beyond

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 B.3 Digital Innovation
Desired Future State Potential Approach
A constituent centric delivery model for IT Define delivery modes for different services and capabilities
• IT is an enabling hub for constituent access to services, • Conduct strategy workshops with leadership across the State to
data and government agree on a vision
• Modern access and delivery of program information and Build structural supports
services
• Build enterprise governance
A planned approach and structure to deliver innovation • Design delivery models
• Nimbleness and agility in delivery of innovation not • Train staff and build capabilities
hindered by the technical debt of the state Launch, Deliver and Iterate
• Launch service and capabilities through pilots and incubators
Innovation at the edge
• Core services delivered by DoIT freeing up agency • Review and assess successes
mindshare to conceive of and deliver new constituent • Incorporate lessons learned
centric solutions and collaborate on their use

Recommended Prioritization

• Initiate agency engagement and build incubators (in progress)

Immediate • Design governance and operating model (in progress)

Level of Effort April ‘16 –July ‘16

$0-1 Million $1-5 Million $5+ Million

• Agency incubator leads • Roll out governance model

• DoIT Leadership • Roll out operating model

Short-Term
• Agency Leadership July ‘16 – July ‘17
• Pilot incubator services and delivery

• Domain SMEs (business, technology, solution delivery, • Roll incubators into centers of excellence or services
data/information management, talent)
• Assess results, document lessons learned, revise strategy as
necessary
Long-Term
July ’17 and Beyond • Pilot additional incubators

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 C.1 Service Desk Integration
Desired Future State Potential Approach
• Services have higher uptime and fewer disruptions • Define “ways of working”
− Standardized processes and escalation/routing − Document detailed process guides and rollout in a prioritized
protocols reduce customer experience disruptions way based on impact
− Roles and ownership are clearly defined and tools are − Utilize tools and automation where feasible
in place to enable easier management of incidents • Continually measure, report, and improve
− Documentation is available at the right level of detail, − Define key metrics for service delivery and implement
and training is provided to staff mechanisms to gather feedback from end users

• DoIT provides better service delivery • Implement a standard approach to integration

− Staff are trained, knowledgeable, and function as one − Integrate new staff in a consistent manner, providing them with
cohesive service desk delivering a consistent message the tools, processes, and other information they need to be
to the customer productive

• Customers experience high satisfaction levels

Recommended Prioritization
− Support models in place enable the level of service
needed by customers • Gather data and identify scope and order of agencies for
integration
− Continual service delivery improvements through
Immediate • Develop appropriate service performance measurements for
collecting and incorporating feedback April ‘16 –July ‘16 Deployment model to ensure quality of services provided

• Develop service management processes

Level of Effort • Develop service desk capabilities
$0-1 Million $1-5 Million $5+ Million Short-Term
• Project Manager July ‘16 – July ‘17
• Conduct phased integrations of agencies

• DoIT Service Desk SME

• Communications Coordinator • Continue with phased integrations
• Process Architects Long-Term • Continue implementing continual service improvements
July ’17 and Beyond
• Vendor Tool SMEs
• End User Training Lead
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 C.2 ITSM Processes
Desired Future State Potential Approach
• Processes are adaptable to future business needs • Solidify “Core” Service Management processes
− Service Management processes are efficient and utilize − Implement a measured approach to improvement, focusing first
best practices on service delivery and service support processes
− Incorporate process best practices
• Customers have a consistent experience when
interacting with DoIT • Integrate across the state
− Define standard service management processes
− Processes are easy to understand, regularly followed
by support staff, and standardized across the State • Address all aspects of a process, not just the process steps
− Data exchange and interoperability exists between the − Implement governance and introduce process ownership
processes and tools − Define and manage through Key Performance Indicators (KPIs)
− Fully utilize tools available and automate where available
• Controls are in place to identify and proactively correct
deviations
− KPIs are used to enable outcome based management
Recommended Prioritization
• Establish service management model
• Establish standard operating procedures for key areas
Immediate
April ‘16 –July ‘16
• Define “core” ITSM processes

• Define supplemental processes

• Define IT Operational processes
Level of Effort
Short-Term • Define remaining in scope processes
$0-1 Million $1-5 Million $5+ Million
July ‘16 – July ‘17
• Project Manager • Stand up service management organization (part of talent
transformation)
• Process Design Architect
• DoIT Domain SMEs: Storage, Server, Network, Security
• Review process performance and implement continual service
• Communications Coordinator improvement
Long-Term
• Training Lead July ’17 and Beyond

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 C.3 Service Catalog
Desired Future State Potential Approach
• Customers have consistent and positive experiences • Standardize service delivery processes
when ordering services − Establish accountability and ownership for each service
− Customers have clear expectations of service delivery − Implement tools that can capture orders and automate where
− Alignment with service delivery expectations and possible
service delivery fulfillment • Maintain a single catalog for enterprise services
− Group services based on how customers use them, not the
• DoIT provides a convenient one-stop shop for IT
technology components, and include comprehensive service
services
descriptions
− A single “master” listing of services for customers
− Clarity around what service features are included (and • Formalize how the catalog is managed
not included) − Implement processes to introduce, maintain, and retire services
− Clarity around service costs and service details

• The catalog offers an accurate catalog of services Recommended Prioritization

− Ownership and accountability for each service • Define catalog structure and list of future services (complete)
− Standardized processes are used to maintain the • Define individual details for each service in catalog (complete)
catalog, adding new services and retiring existing Immediate • Define processes to maintain catalog
services in a consistent method April ‘16 –July ‘16
• Update current catalog listing of existing services

• Begin rolling out new services based on when prerequisites

Level of Effort can be met
Short-Term
$0-1 Million $1-5 Million $5+ Million July ‘16 – July ‘17
• Service Owners
• Service Planning and Management
• Continue to maintain services in the catalog, introducing and
retiring services according to the defined processes (ongoing)
Long-Term
July ’17 and Beyond

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 C.4 Customer Engagement
Desired Future State Potential Approach
• Agencies see DoIT as trusted service provider • Deeper engagement with agencies
− Deeper level of engagement between DoIT and − Expand the role of the agency relationship manager to
agencies encompass business relationship responsibilities
− Better understanding of services offered − Formalize and document roles and responsibilities
− Clear support channels and escalation paths • Customer driven services
− Use proactive mechanisms, such as surveys, to gather
• Service and service levels align with service needs information, requirements, and engage the agencies
− Faster response times and better services − Utilize dedicated personnel to support agencies in order to put
− Firmer connection between service costs and service customers at the heart of the decision making process
delivery − Gather monthly and quarterly feedback so customers can
− Clear mechanisms to receive agency feedback influence and shape the services they receive
− Clarity on service delivery expectations

Recommended Prioritization
• Define ‘Customer Engagement’ roles
• Define ‘rules of engagement’ with the agencies (demand
intake / management, communication plans, surveys,
Immediate
notifications, etc.)
April ‘16 –July ‘16
• Define relationship channels and decision rights

• Begin collecting survey data / operational measurements and

Level of Effort distributing communications according to communications plan
$0-1 Million $1-5 Million $5+ Million
• Define end user training needs
• Governance Lead Short-Term
July ‘16 – July ‘17 • Establish service boards and other governance mechanisms
• Communications Coordinator
• Training Lead • Continue to refine services based on feedback via service
improvement plans
• DoIT Agency Relations
Long-Term • Continue to administer training
• Agency Representatives July ’17 and Beyond

21
Section 2:
Current State Baseline
 Perspectives from the State
To gather a comprehensive understanding of IT at the state, input was sought out from a
broad range of sources.

…from the Agencies

By Size (headcount/revenue) By Status By Location By Level of Support

• Large agencies • Fully Consolidated Agencies • Springfield Provided
• Medium agencies • Managed / Supported Agencies • Chicago • Service Desk Support
• Small agencies • Independent Agencies • Application / Technical
Support
• Fulfillment Services

…from Central Services …from the C-Suite

• Infrastructure Operations • Chief Technology

• Network Operations • Chief Information Security
• Central Service Desk • Chief Enterprise Infrastructure
• Agency Relations • Chief Network Operations
• Chief Strategic Projects
Voices
Discussion Topics Outcomes
• A day in the life of operations • Business and customer
• Business dependencies perception
• How roles, organizations, and • Evolution of changing user and
work will evolve over time business requirements
• Ideal end user experiences • Service and technology gaps
• Partnership in delivering services • Pain points / challenges
• Perceptions/attitudes • Tactical areas for improvement

23
 What We Heard
A representative mix of key stakeholders across agencies were interviewed to capture current
perceptions and obtain feedback around how services are performing.
Infrastructure Applications Service Management
“It’s really difficult to find Cobalt
“We are constantly battling with finding programmers to support our apps”
people to support the mainframe” IMPACT: Heavy dependence on “Services are not consistently
few resources delivered across agencies and
delivery varies each time”
IMPACT: Skill silos develop and
risks increase as operational teams IMPACT: There is frustration
become dependent on few Modernize
from a lack of consistent,
individuals to manage particular Applications
quality performance
systems Improve
Right-size Performance
infrastructure and Service
Management
Interview
Feedback
“There seem to be multiple
“Some of our equipment is so Modernize Integrate service desks throughout the
old that we have to go through Service State, and I’m not sure where I
Tools Delivery
non-traditional methods to find should go when I need help”
replacement parts
Right-size
IMPACT: Out of support applications IMPACT: Unclear direction and
systems increase the risk of
overall frustration leads to
security vulnerabilities
customers circumventing the
process to get things done
We have traditionally been a “build it,
never buy it” type of shop
IMPACT: Application support is a
challenge and many different
technologies support similar
business processes
24 *Note: See Appendix 7B for more details
 By the Numbers
To establish a foundation for the future sate recommendations, key data was collected,
reviewed and analyzed as part of the current state analysis
Most inventoried items reside in the data center Other Infrastructure Areas

~80% of inventoried servers • ~21 IT FTEs for every End User Computing Staff (vs 9.4 benchmark)
are located in 3 data centers • The State does not have comprehensive participation in disaster recovery
planning that covers both mainframes and mid-range
60% of servers are virtual in • 87% of the Laptops/Desktops were installed between 2012 and 2014
the data center
• 12 Tier 1 Racks exist across 3 arrays provide an estimated 4PB of storage

Satisfaction ratings have room for improvement Other Service Delivery Areas

16% 70% 131k 31% 42 14%

Service Desk callers Service Desk callers
were either dissatisfied were either satisfied or Help Desk PW reset Services Calls to
or very dissatisfied very satisfied Tickets in related Provided in service desk
2015 tickets Catalog abandoned

Applications are primarily custom built Other Application Areas

•
82% Custom ~45% of applications are in Visual Basic and use an Access reporting tool
• ~2000 custom apps, mostly around Finance and Information Management
8% COTS • ~75% of agencies have 10% or less of their application portfolio as COTS
• ~39% of all identified COTS applications are owned by 10% of the agencies
10% Unknown
25
 Key Observation Summary
A number of technology themes emerged through data gathering and individual agency
interviews

Key Observations

A lack of infrastructure / enterprise architecture Application support teams are distributed among the agencies,
standards has resulted in a proliferation of different
designs and solutions that must be maintained
? resulting in isolated pockets of knowledge and narrow ‘agency
specific’ data

Most technology refreshes are done in large batches A significant portion of critical applications are built on legacy
based mainly on available funding which sets up platforms, hindering the use of current technologies without a
potentially large future spikes in technology needs conversion

Disaster recovery is not in place for many business A lack of a standard development methodology used across

? critical applications because the service is provided

today as optional (not bundled) and has an associated
all agencies leading to inconsistent delivery of application
capabilities
additional chargeback
There is a lack of overall service management process
Infrastructure services (servers, storage, etc.) are standardization across the State, leading to inconsistent
delivered by siloed teams rather than as a service delivery, and a lack of common service management
comprehensive solution which causes delays in tools and technology to accurately track and successfully
deployments deliver services

The technology teams have over 100 projects which The lack of a consolidated organization has resulted in
may result in churn on several projects rather than “shoulder tapping” and users informally contacting their
progress on the high priority projects “expert” staff member for requests or incidents which has
created imbalances in workload among staff
A build first strategy has resulted in a large application
footprint to support common business capabilities, There are no standard measurements of service delivery
many supporting small user populations or built on non- which make it challenging for management to understand the
enterprise platforms (ex: Access) quality and quantity of the services delivered

26
Section 3:
Strategic Vision
 Strategic Objectives
The following strategic objectives were derived based on working group meetings and should
be used to prioritize work efforts

Consider Agencies • Focus on the agencies where agency requirements drive the technical
solutions, not the other way around

Think State-wide • Implement technology solutions that are holistic and can be broadly
adopted and utilized across the state
• Utilize common / commercial applications and reduce the reliance on
Common over Custom
non-standard custom applications
• Data is a statewide asset – where possible, utilize data across agencies
Data is an Asset
to deliver better and faster services
• Data should not be compromised – where possible, eliminate
Data Security
vulnerabilities and protect customer information
• Utilize standards wherever they exist and implement new standards
Use Standards
where necessary
• Implement solutions that are easy to use and do not require extensive
Customer Centric training for the customers
• Put measures in place to maintain state operations and minimize
Quality Operations system interruptions

Simple over Complex • Simplify and standardize operations where possible

• Design solutions for reuse, both within and without state boundaries
Reusable Design (Create once, use many times)

28
 Enabling Components
The overall strategic vision will be anchored on three primary components

A. World Class Infrastructure B. Efficient Application

Establish a world class infrastructure that Portfolio Management
enables enhanced and innovative services Establish a simplified, efficient, and
to be provided to the State’s customers modernized application portfolio that
Put mechanisms in place to maintain a high provides the capabilities needed by the
level of reliability, availability, and security state to engage customers and overall
throughout the State deliver world class services

C. Integrated Service Delivery

Establish a customer focused service delivery model with
standardize service delivery / management processes.
Deliver business services in a consistent way, providing a
high quality user experience, and restore any service
disruptions quickly

29
 IT Transformation Framework Alignment

ePMO and Communications

Strategy

IT Service
Infrastructure Applications Excellence
A.1 A.2 A.3 A.4 B.1 B.2 B.3 C.1 C.2 C.3 C.4

Governance
IT Finance
Talent
A.1 Infrastructure Consolidation B.1 Application Rationalization C.1 Service Desk Integration

A.2 Infrastructure Modernization B.2 Application Modernization C.2 ITSM Process Standardization

A.3 Disaster Backup and Recovery B.3 Digital Innovation C.3 Service Catalog Management

A.4 Cloud First C.4 Customer Engagement

30
 Four Pillars
Infrastructure and application recommendations branch across four main pillars to enable
integrated service delivery activities and achieve future state goals

1. Rationalize 2. Virtualize 3. Modernize 4. Transform

Infrastructure
Infrastructure Modernization
Consolidation

Backup and Disaster Backup and Disaster

Recovery Recovery

Cloud First

Application
Application Modernization
Rationalization

Digital Innovation

Integrated Service Delivery

Service Desk Legend

Integration Infrastructure Activities

Applications Activities

ITSM Process Customer Engagement Service Delivery Activities

Standardization DoIT Customers

Service Catalog

31
A. World Class
Infrastructure
 World Class Infrastructure Overview

The State’s vision is to provide modern, innovative, world class services to its’ customers and
agencies to enable them meet their business goals efficiently and help serve the state constituents
in an effective manner. To deliver world class services, the State needs to build a modern and
consolidated infrastructure which will provide a strong foundation for these services.
Below are suggested initiatives which the State should undertake to build and manage the world
class infrastructure:

A.1 Infrastructure Consolidation A.2 Infrastructure Modernization

Continue the effort to consolidate agency IT Modernize DoIT IT infrastructure to create a
infrastructure into the DoIT central data more secure and scalable IT infrastructure
center in a cohesive manner offering.

A.3 Backup and Disaster A.4 “Cloud First”

Recovery Identify initiatives and execute on the
Develop robust backup and disaster roadmap to support the implementation of
recovery processes which will enable the the Cloud First strategy. Develop an
State to rapidly adapt and respond to any enterprise architecture that supports the
dynamic changes with limited impact to the cloud strategy and includes updated
business operating model changes to deliver cloud
solutions

33
 Infrastructure Consolidation

A.1 Infrastructure Consolidation

The State Of Illinois is currently in the process of consolidating agency IT
infrastructure into the centrally managed CMS data center. While most of
past consolidations used a “Lift & Shift” strategy, the consolidations have
delivered varying degrees of success.

To deliver high quality and top of the line services in a consistent and
cohesive manner, DoIT will need to employ multiple approaches to
consolidate the remaining agencies into the central data center. This
future state design will help define the strategy for the remaining
consolidation efforts.

34
 Infrastructure Consolidation

Infrastructure Consolidation Vision

The computing infrastructure environment. including servers, Conceptual Model

storage, databases, networking and back-up systems, will be
Customers Business Functions
consolidated into the centrally managed DoIT data center. This

Demand
will enable DoIT to deliver all infrastructure services offerings

Supply
cohesively to all agencies and its customers. IT Landscape

The State has consolidated an estimated 75% of its infrastructure Applications

to date and this initiative will plan the consolidation of the End User Devices

Governance
IT Sourcing
IT Security
remaining infrastructure. IT Infrastructure will be centrally

People
Servers
managed and no infrastructure will be retained with the agencies. Storage
Security and compliance considerations may alter the amount of
Networks
consolidation for segmentation and cordoned off with central data
Data Center
will be the goal. Integrated IT Infrastructure

Objectives: Outcomes:
Well-planned and standard consolidation plans Consolidated and Highly Efficient IT Infrastructure
• Instead of the traditional “lift and shift,” plan the • All agency systems consolidated within the DoIT
consolidation using virtualization and network transfer data center including all servers, storage, network,
methods security and database infrastructure
• Detailed task lists with contingency plans to minimize • Standards for infrastructure with consistent and
the time to consolidate efficient provisioning processes
• Reduced risk through the management and
Consolidate and remediate non-standard infrastructure
oversight of all DoIT IT assets within one centralized
• Develop creative and flexible solutions for location
consolidating one off systems Uniform user experience
• Re-platform and consolidate at the source agency • Uniform experience for users for all infrastructure
when possible services irrespective of agency
Consolidate agencies in a phased manner • A single team and standardized processes for
requesting new or modified infrastructure services
• Use learnings from earlier consolidations to improve
consolidations in the future
35
 Infrastructure Consolidation

Key Focus Areas – Recommendations

People • Agency knowledge capital of the current infrastructure configurations will be required to
manage a smooth transition to the future state data center to minimize disruptions in services
• Staff of the future state consolidated data center will be trained to manage and monitor all
central and agency infrastructure

Process • Standard processes for availability management, capacity management, security, access
management will be required
• Consolidation team will follow a standard process, including a detailed checklist of activities
to migrate an agency to the central data center
• Processes for managing the utilization and capacity of infrastructure will be established

Technology • Server, storage, network and database environments will utilize state of the art technologies
to maximize the efficient use of resources while providing the processing required to meet the
end-users expectations
• Infrastructure architecture will be flexible to introduce changes in technology as future
capabilities are developed
• Automated tools will be utilized to monitor the environment and proactively identify potential
problem areas before incidents occur

36
 Infrastructure Consolidation

Assessment Of Agency Consolidation Progress

The assessment of infrastructure at the agencies will determine the overall scope

Consolidation Status
Progress Status Details
• The State started consolidating agency IT infrastructure many years
ago to this point have made significant progress
In-
Progress • It is estimated that 75%* of agency infrastructure is consolidated into
the DoIT data center, however a detailed inventory is required
10%
Not • Planning is underway to inventory the exact amount of infrastructure
Consolidated
remaining within the agencies
15%
Agencies • Once consolidated, all infrastructure will be centrally managed by
Consolidated DoIT, reducing the risk of systems experiencing unplanned outages
due to insufficient resources such as power and cooling
75%
• The Public Safety clusters may need to remain separately managed
for compliance reasons, but consolidated in the data center.
• IEMA is a federally funded data center and may remain separate

Agencies Consolidated Not Consolidated In-Progress

*Based on working group team’s initial estimate as of 04/15/2016

Lessons Learned from Previous Agency Consolidations

• Previous efforts to consolidate agency infrastructure were cumbersome because of the lack of standard infrastructure and
application platforms in the agencies
• Dependencies with the Application Modernization program that will make Infrastructure Consolidation easier to execute
• There may need to be cases where small amount of infrastructure stays in the agencies because the cost to migrate an
application exceeds the benefit of the consolidated environment

37
 Infrastructure Consolidation

Define Consolidation Options

Previously, the lift and shift approach was used to consolidate infrastructure. In the future, lift
and shift will only be used as a last option
Below are some of additional options which need to be considered for consolidation:
Lift & Shift Image Copy P2V Migration Rebuild
Pick up and move Transfer virtual images Take disk image copy Build new servers,
physical servers to new virtual from physical server to install and reconfigure
infrastructure virtualized infrastructure applications

Major effort spent Rebuild typically

replicating the current refreshes all infrastructure
Image copy takes the least Infrastructure changes
Cost physical environment – elements onto new
time to plan and execute require effort to retest
data of negligible value hardware and OS –
post migration significant retesting
Time and
Minor changes made as
skills to plan Negligible changes Infrastructure virtualization Rebuild typically changes
image hosted on new
and execute made SME all infrastructure elements
platform
migration
Virtualization technologies
Typical image migration, typically provide facility to
Risk of Migration approach requires production outage isolate a server image Old and new production
unplanned cannot be tested, so to test. This limits testing when being bought up, systems are available in
outage risk of outage is high achievable, so increases increasing opportunity for parallel
risk old and new production to
be available in parallel
Opportunity to refresh OS
Service life / Extend service life and
Opportunity to host on and hardware;
Operational reduced costs. Leverages
Negligible impact newer hardware and to maximizing service life
Cost virtualization so existing
force standardization and minimizing
Reduction OS on refreshed hardware
operational cost.

38
 Infrastructure Consolidation

Plan Waves for Consolidation

Based on the assessment and migration approaches defined, develop a detailed roadmap
with multiple “consolidation waves” for agencies

The steps to the consolidation waves are:

• Determine the consolidation focus areas (i.e. clustered agencies with similar technology)
• Assess the current agency infrastructure consolidation status (In progress)
• Define infrastructure consolidation waves
• Execute the wave migrations:
− Wave 1
− Wave 2
− Wave 3

2016 2017 2018

Wave 1
Agencies with limited IT
Infrastructure consolidated

Infrastructure Wave 2
Consolidation Less complex agencies: Mid-
Waves size agencies with limited needs

Wave 3
Complex Agencies: Large agencies
with complex Infrastructure needs

39
 Network Communications
The State should consolidate and standardize network communications and move to a unified
communications delivery model. The move will reduce telecommunications cost, simplify
complex network operations, and provide business enabling technologies across the
agencies

Today Recommendation
• The State has a consolidated network, and an initiative • Devote resources focused on regaining momentum
underway to move communications to VoIP with the current VoIP initiative
• The existing VoIP initiative has lost momentum as • Develop a plan and execute transition activities over
agencies have been slow to convert and a lack of the next 6-12 months to reduce the number of
funding traditional voice lines and increase the adoption of
VoIP
• Many of the agencies that have converted to VOIP
have concerns over the quality, causing them to not • Address quality concerns through problem resolution
fully adopt the solution
• Expand network communications

Immediate Next Steps

• Establish Network Program Owner, Network Advisory Board, and dedicated central implementation team
• Select focused agency resources to identify additional agency locations that are ready to migrate to VoIP based on
existing WAN and LAN readiness and build out a timeline
• Develop an approach to grouping sites into implementation waves and begin migrating VoIP-ready agencies

40
 Infrastructure Consolidation

Recommendations and Plan

Objective: Consolidate the State of Illinois Agency IT infrastructure into the current centralized DoIT data center and deliver world
class infrastructure services

Scope / Activities Benefit Drivers

• Define IT infrastructure Consolidation Focus Areas • A consolidated IT infrastructure will reduce redundancy and will
− Use key business strategies, drivers, and current capabilities provide the platform to deliver uniform services to constituents
to define IT infrastructure consolidation focus areas and agencies
• Assess Current Agency Infrastructure Status • Lower operational costs through a reduced infrastructure
− Develop IT infrastructure inventory and current state of footprint
agency for consolidation • Reduced security risk because of the reduction or removal of
− Infrastructure inventory can be divided into multiple infrastructure silos
components such as – Compute, End User Computing, • Consistent experience to end users for their infrastructure
Networking, and Security needs
• Define Infrastructure Consolidation Waves
− Develop a wave strategy for infrastructure consolidation per
component
• Consolidate Utilizing Playbooks
− Migrate Wave 1 Agencies
− Migrate Wave 2 Agencies
− Migrate Wave 3 Agencies

Estimated Duration

41
 Infrastructure Modernization

A.2 Infrastructure Modernization

Based on the assessment of the current state of IT infrastructure, there
are multiple IT assets which may have aging hardware, out of support
operating systems that needs to be modernized.

As a part of effort to understand DoIT infrastructure modernization needs,

the team should assess the existing IT infrastructure against current DoIT
standards and perform a gap analysis to determine infrastructure that
requires modernization. Based on that assessment, the team should
seek to identify infrastructure modernization drivers and develop a plan
for the modernization.

42
 Infrastructure Modernization

Infrastructure Modernization Vision

Develop a state of the art technology environment with Conceptual Model

modernized computing infrastructure to support the State of Illinois
applications. The modernized platforms will provide the computing
power required to support the State, along with a flexible and
scalable architecture to adapt to the changing needs of DoIT and
the agencies.

All IT assets will be operating on up-to-date infrastructure that

meets DoIT standards for hardware and operating systems. As
new technologies are available and updates from vendors are
developed, DoIT will evaluate the infrastructure standards to
determine if the changes will be made across the enterprise.

Objectives: Outcomes:
Understand Scope and Drivers for Modernization Modernized and more Secure IT infrastructure
• Build current IT standards and perform a gap analysis • The current DoIT infrastructure- compute, storage,
to understand the scope of modernization network and security with a modern architecture and
• Understand drivers for modernization (e.g. outdated current supported platforms and operating systems
operating systems) • Infrastructure built on leading edge technology
Develop a Plan for Modernization platforms that are scalable, flexible and adaptable to
• Prioritize modernization drivers and develop waves for enable innovative services for customers
modernization • Reduce infrastructure costs
• Develop a plan based on modernization drivers Architecture Standard that Supports Modernization
prioritization • Scalable and flexible architecture to adapt to State
• Modernize infrastructure elements based on the plan agency and administration needs
• As new technologies are available, DoIT will
evaluate infrastructure standards to determine if
changes will be made across enterprise
43
 Infrastructure Modernization

Key Focus Areas – Recommendations

• Train the infrastructure team on IT modernization principles and the supporting architecture
People goals and objectives
• Organize infrastructure engineering, administration and support teams to focus on specific
components of the infrastructure that needs modernization to achieve successes along the
program

Process • Establish processes for integrating the future state architecture designs
• Publish and maintain infrastructure standards and communicate these to the teams to ensure
alignment
• Identify scope areas (i.e. Servers with Microsoft 2003 operating systems that are past end of
life without vendor support and a major security risk to the State) and develop a plan for
modernization

• Promote IT infrastructure technologies that support future infrastructure standards and

Technology capabilities
• Identify servers, storage, network and security infrastructure that are not supported or do not
meet the DoIT standards
• Formulate waves of migration of infrastructure to modernize components
• Use virtualization as a key leverage point for modernization and as an ongoing strategy to
keep the State’s infrastructure up to date
• Continue to stay current on technologies to determine if standards need updating as
technology advances are introduced

44
 Infrastructure Modernization

Driving Modernization through Virtualization

As systems are modernized, DoIT should use virtualization as a key leverage point.

Objectives: Recommendations:
Drive modernization through virtualization efforts • Use a virtualization play for modernizing assets and
• Continue with ongoing virtualization effort while continue to invest in virtualization effort
accelerating the pace to aim to close virtualization gaps • Train system administrators and support staff on newer
for remaining infrastructure systems management and systems configuration tools
• Evaluate and invest in processes, tools and talent to to support virtualized platforms.
accelerate virtualization effort • Streamline processes to support and provision a single
virtualized platform
• Put in place additional processes/checks to manage
any data segregation requirements
• Adjust service levels for infrastructure provisioning
services as speed of delivery improves
Outcomes:
Scalable, high-performing, efficient Compute
Virtualization provides
And produces benefits to simplify • Maximized resource compute utilization through a
solutions to Infrastructure infrastructure and drive material virtualized architecture
Challenges cost savings
• A highly scalable, available and easier to manage IT
Intelligent Decreased Improved infrastructure
Business-
Automation Provisioning Availability
logic Driven
/ Scaling Time & Resilience Rapid provisioning to meet end user needs
• Reduced time to setup new hosting services and more
Unified
Suite of Virtualization
Cost consistent service delivery
Reduction
Tools
Improved resiliency
Increased
Commoditized
Right
Improved
• Faster and more complete recovery from disruptions in
Asset Platforming
Utilization
Hardware
of Apps
Scalability service
Easier entry to cloud computing
• A smooth transition to public and private cloud options

45
 Infrastructure Modernization

Ongoing Virtualization Program

In addition to driving modernization through virtualization, the State should increase
investments in virtualized infrastructure to keep the State’s infrastructure up to date
• More than 60% of servers have been virtualized and more servers are
Current State planned in the program

Make virtualization part of the ongoing delivery strategy

• Plan for future capabilities such as software defined data centers to provide the
flexibility, resiliency and redundancy to meet the future needs of the State
Current 2016 2017
• Current Status ~ • Strive for 70% • Goal of 90%
60% virtualized virtualization by virtualization by the
the end of 2016 end of 2017
Not
Future State Virtualized 10%
Objectives Not
40% 60%
Not
30%
Virtualized Virtualized
70% 90%
Virtualized Virtualized Virtualized

• Desktop virtualization – Evaluate virtual

desktop as an option for the staff to reduce the
costs of desktop management
New • Evaluate technologies such as software defined
Opportunities data centers and networking to expand
virtualization beyond compute processing

46
 Infrastructure Modernization

Modernization Roadmap
Technology platforms will be put into multiple waves of modernization based on the results of
a gap analysis

The steps to the consolidation waves are:

• Assess the current IT infrastructure standards
• Establish future IT infrastructure standards
• Perform gap analysis of infrastructure against standards to determine the scope of systems
requiring modernizations
• Execute implementation waves against the plan

2016 2017 2018 2019

Wave 1
(Based on driver/e.g. for security
vulnerability remediation Windows
2003 servers upgrade)

Infrastructure Wave 2
Modernization (E.g. Hardware platform no longer
Waves supported or obsolete)

Wave 3
(E.g. Non-standard software
platform/operating systems)

47
 Infrastructure Modernization

Recommendations and Plan

Objective: Modernizing the State of Illinois agency IT infrastructure will help deliver world class infrastructure services to end
customers and agencies, which will reduce redundancy and any technical debt

Scope / Activities Benefit Drivers

• Assess the current IT infrastructure standards • Create a more agile and current infrastructure reducing the
− Gather inventory of current IT infrastructure standards maintenance and operational costs
− Gather details of current IT infrastructure elements • A modernized infrastructure will reduce the security risk and
− Servers, storage, network, security systems (e.g., vulnerability exposure
operating systems) • A more nimble architecture will create an environment that is
• Establish future IT infrastructure standards easier introduce new technologies as they become standard
− Develop infrastructure standards based on business drivers • Modernized infrastructure creates platforms to support newer
− Develop future delivery model technologies such as Mobility, Business Intelligence and the
Internet of Things
• Conduct Gap analysis and recommendations
− Perform gap analysis by comparing existing standards
against future standards
− Rank modernization drivers and accordingly understand the
scope of modernization.
− Develop modernization plan
• Execute against the plan
− Execute as per modernization waves

Estimated Duration

48
 Backup And Disaster Recovery

A.3 Backup And Disaster

Recovery
Until now, the State has offered disaster recovery services to agencies at
an additional cost in the service catalog. This created a situation where
many agencies chose not to implement disaster recovery solutions
because of the additional cost. They did not fully understand the risks, or
they assumed IT would take care of the problem in case of a disaster.

In the future, DoIT will require applications to have Disaster Recover

capabilities and the cost will be bundled with application development
and support. This will protect the State from having applications that need
recovery and not having the technology in place to support the recovery
requirements.

49
 Backup And Disaster Recovery

Backup and Disaster Recovery Vision

Develop and enforce backup policies through automated backup

technologies and processes and monitor the environment to make
sure all systems have the necessary recovery capabilities.

Develop a comprehensive disaster recovery solution which will An effective

enable the State to rapidly adapt and respond to internal or response requires
external dynamic changes – opportunities, demands, disruptions, coordination of
or threats – and continue operations limiting the expected multiple disciplines
recovery time objectives (RTO) and recovery point objectives
(RTO).

Objectives: Outcomes:
Develop DR strategy in tune with business recovery Comprehensive Disaster Recovery Process
needs • A comprehensive disaster recovery process which
• Understand business recovery needs and develop will enable the State to rapidly adapt and respond to
technical recovery processes for the DR strategy declared disasters and continue operations with
Introduce or update processes to accommodate DR planned impacts to technology systems
strategy • A well established and structured protocol for
• Introduce standardized IT processes and update the managing and communicating a disaster
existing DR plan to accommodate the updated strategy
Updated Backup and Restore Process
• Once disaster recovery process is in place, perform • Updated backup and restore processes to support
timely testing recovery processes
Update backup procedures and plan for added capacity • Planned and executed alignment with Statewide and
• Create updated backup procedures for newly Federal policies for backup
consolidated agencies and confirm capacity of backup • Capacity planning for future growth
systems meets the new requirements
• Staff trained on recovery processes
50
 Backup And Disaster Recovery

Key Focus Areas – Recommendations

• Train DoIT resources and agencies on the disaster recovery plan

People
• Ensure strong emphasis on communication for Business Continuity and Disaster Recovery
throughout all aspects of the organization
• Engage DoIT staff and executives who have a clearly defined roles in escalation, activation
and oversight of the backup and recovery processes

• Align security policies with backup procedures

• Define RTOs and RPOs at the application level, not the enterprise level as individual
Process business applications define needs for an application recovery and a solution is designed to
meet the majority of business process needs
• Prioritize applications into tiers to enable the agencies and DoIT to focus resources required
for recovery
• Define Backup and Recovery processes to develop and maintain Backup and Recovery
plans
• Define Disaster Recovery plans and test the plans regularly

Technology • Implement backup technologies to support the policies and procedures with expanded
capacity to meet the consolidated agencies
• Expand the capacity of the Disaster Recovery solution to meet the needs of applications that
require the services in the future
• Perform timely tests to ensure backups are working as planned
• Test Disaster Recovery using table top testing to validate RTOs can be achieved

51
 Backup And Disaster Recovery

Backup and Disaster Recovery Strategy

The standard disaster recovery service categories can be assigned to assigning applications
with the proper contingency plan and recovery timing to meet each application need

Disaster Recovery Replication Recommendations

Tier Category RPO RTO Benefits / Comments
0 High-availability (HA) - Near Zero Highly resilient infrastructure architecture consisting of online
production servers in multiple datacenters
1 Critical 15 minute 1 hour High priority recovery with minimal data loss for business critical
systems
2 Essential 4 hours 4 hours Balances data loss and time to recover to meet advanced business
requirements
3 Standard 12 hours 24 hours Possible reduced performance for applications relative to normal
operations but meets business requirements
4 Nonessential ~24 hours Best Effort Historical backup where servers and data are restored manually on
a best-effort, and resource-available basis

Backup Recommendations

Current Capabilities: Recommended Changes:

• Data Retention Schedule: 60 days for production data, 14 • Continue with current backup strategy and add system
days for Dev/Test data (according to policy) level backups
• Backup tools and schema:
− Mid-range Servers • Evaluate the need to update backup capacity to
− Tivoli Storage Manager – 1st Full Backup and daily accommodate additional backups resulting from the
incremental backup agency infrastructure consolidation effort
− EMC Avamar – Data domain replication
− Isilon – Snapshots retained for 60 days
• Capacity: ~70-75% utilized

52
 Backup And Disaster Recovery

Recommendations and Plan

Objective: Develop a Backup and Disaster Recovery program designed to recover DoIT systems and applications which support
agencies and DoIT requirements in case of a disaster

Scope / Activities Benefit Drivers

• Analyze Business Impact • Recovery of systems to meet RTOs and RPOs with reduced
− Assess the current agency application inventory unplanned down time
− Determine which applications will require DR • The Backup and DR processes establish structured protocols
• Develop Backup and DR Plans for managing and communicating in a disaster
− Update Backup plans to include the new applications • A well documented Backup and DR strategy decreases the
− Implement policies to make DR required for all new potential severity of a crisis by alleviating confusion among staff
applications involved in a recovery

• Implement Technology Updates • Tested recovery solutions train resources on the process and
provide identification of gaps in the recovery process
− Expand the Backup and Recovery technology to support the
updated requirements
− Expand the DR capabilities across the additional applications
• Perform Backup and DR Tests
− Conduct Backup testing
− Conduct table top DR testing
− Understand any gaps and update technology to close gaps
− Monitor Backup and Recovery processes

Estimated Duration

53
 Cloud First

A.4 Cloud First

The State Of Illinois has kick-started a Cloud First strategy and has
begun the journey to offer cloud based innovative services to its
customers.

Cloud should become an integral part of DoIT’s IT offering with a clear

plan to deliver on the cloud strategy. DoIT should also develop an
enterprise architecture that supports the overall cloud strategy and
include the updated operating model changes to realize the benefits of a
cloud solution.

54
 Cloud First

Cloud First Vision

Implement the State’s Cloud First strategy to create options for

application development platforms and take advantage of cost
savings opportunities and to meet State’s vision to have 70%
workload on cloud by 2018 .
Create private, public and hybrid cloud options with auto-
provisioning features to accelerate application development efforts
and reduce operating costs.
Identify options for public cloud providers that meet the security
requirements of the State. Implement private and hybrid cloud
options for systems where an on-site presence is required.
Assist DoIT in realizing it’s vision to launch security, Identity and
Infrastructure as a service bringing close collaboration between
state agencies and businesses

Objectives: Outcomes:
Develop a plan and focus on quick wins Best-in-class IT Services enabled through cloud
• Develop a high level desired end state reference model computing
• Review current state architectures and application • Clearer steps to drive the state’s cloud compute
design patterns and identify candidates for cloud initiatives
computing • A highly agile and nimble cloud environment to
• Develop a detailed cloud implementation plan, focusing accelerate the application development processes
first on supporting services (backups, storage, test, QA • Cost savings through efficient use of public cloud
etc.) and other similar areas that offer quick wins resources
Integrate Cloud into enterprise architecture standards Cloud standards integrated into overall IT strategy
• Align Cloud reference model with architecture • Cloud the de-facto standard for new IT initiatives
standards along each of the architecture domains • Cloud offerings align with business strategy,
(server, storage, database, security, and network) business process, and overall IT strategy

55
 Cloud First

Key Focus Areas – Recommendations

People • Communicate the Cloud strategy to the IT team and ensure the offerings are given first
consideration for any new infrastructure or application provisioning requests
• Identify a pool of resources who will act as a subject matter experts for Cloud technologies

Process • Define and integrate Cloud standards with existing IT infrastructure and application standards
• Develop processes for requesting cloud services, as well as provisioning and de-provisioning
compute, storage and database offerings
• Monitor cloud users for usage to make certain only active users are being utilized
• Update the project portfolio management and governance processes to add cloud as a de-
facto solution for new provisioning requests

Technology
• Develop technology options for Public, Private and Hybrid cloud solutions
• Evaluate and engage cloud technologies which can meet demands of users including SaaS,
PaaS, and IaaS

56
 Cloud First

Transition from the current environment to Cloud

Transitioning to the Cloud requires careful planning and execution to achieve the expected
benefits
Data
Workload
Resilience
Regulation
Cost
Agility
Integration
Value
Architecture
Process
Security
Service Level

Charting a Path to Cloud Adoption

• Start with a deep understanding of applications and data and their key
attributes
• Understand the differentiating capabilities of cloud services that may create
value for your business and customer
• Map cloud service capabilities to public/private and legacy requirements
to understand delivery and service options
• Drive out integration and governance requirements to better understand
likely costs and timeline
• Validate the rationale and business case
• Develop a clearly prioritised and pragmatic strategy and roadmap
• Aim to decouple constraints in the plan to build momentum
• Set out to learn and iterate your plan to evolve capabilities

57
 Cloud First

Recommendations and Plan

Objective: Creating a business and technology vision for how cloud solutions can harness benefits and efficiencies for the
business definition of a clear plan for implementing the overall cloud strategy

Scope / Activities Benefit Drivers

• Assessment • Significantly increased flexibility through the reduced time to
− Gather inventory of current IT standards and cloud strategy design, implement, and “go to market” with cloud-based
software systems
− Review current state architectures and application design
patterns • Reduction in total costs of software licenses and ongoing
maintenance costs, through use of SaaS subscription models
• Opportunity Analysis and Future State Definition
rather than on-site licensed software
− Define overarching objectives / business drivers for cloud
within context of current IT strategy; validate business and IT • Reduced physical infrastructure costs by moving to vendor
requirements cloud IaaS.
− Perform workload feasibility analysis • Positioning for future cloud architecture disruptions coming in
− Review and identify suitable vendors to support workload the future
requirements (offerings, platforms, security, cost)
• Roadmap and Planning
− Develop multi-year implementation roadmap for cloud
adoption
• Execution
− Execute the projects developed in roadmap

Estimated Duration

58
B. Efficient Application
Portfolio Management
 Efficient Application Portfolio Management Overview

As part of the overall transformation, the State of Illinois has set out to improve the efficiency and
effectiveness of IT. In line with this objective, the state should develop a lean and efficient
application portfolio, one that provides the capabilities needed by the State while considering
aspects such as costs, supportability, and security.
Listed below are suggested initiatives which the state should undertake to build an efficient
application portfolio:

B.1 Application Rationalization B.2 Application Modernization

Develop a strategy to improve the existing Develop a strategy to get the most value
application portfolio and reduce from the existing applications over the
functionality overlaps, technical short, middle, and long terms
limitations, and maintenance costs

B.3 Digital Innovation

Create bi-modal IT to deliver constituent
centric platforms and tools

60
 Application Rationalization

B.1 Application Rationalization

In the current state, applications have predominantly been built in house,
and many different technologies support similar business processes. This
makes application support a challenge, and has also resulted in difficulty
finding resources to support custom applications.

To streamline the applications portfolio, DoIT will “right-size” the number

of applications used to deliver the business capabilities. This will optimize
or reduce costs required to maintain business capabilities, and
modernize specific business functions and technologies.

61
 Application Rationalization

Application Rationalization Vision

Application Category Matrix

An Application Portfolio environment will be managed to deliver

the current capabilities the State requires. The environment will
have an architecture that is flexible to adapt to and quickly
develop new enhancements, and to incorporate new technologies
as they become standards in software development. The State will
promote re-use of code for basic software functions to speed the
delivery of new capabilities.

Objectives: Outcomes:
Implement enterprise application standards Nimble and modern application portfolio
• Standardize on software development languages • Fewer applications to support on more flexible /
• Implement governance measures extensible platforms with lower operational costs
Find and reduce unnecessary capability overlap State resources shared across agencies and
• Re-platform technologies that are no longer supported efficiently used / re-used
• Fewer areas of overlap where separate applications
• Retain, retire, and rationalize remaining applications
are used for the same business capability
Implement application architectures and scalable
application designs • Increased sharing of application processing
between agencies
• Provide development platforms that can develop code
quickly Better service alignment with customer expectations
• Implement a code re-use program • Better services and service quality for customers
through a stable set of enterprise applications
• More consistent customer experience through
seamless engagement across agencies
62
 Application Rationalization

Key Focus Areas – Recommendations

• Train development teams on object oriented development methodologies to promote code
People re-use and standardization so software can be shared enterprise-wide
• Organize application development and support teams across agencies so development is
“Illinois First” whenever possible
• Form teams with specialties including SAP to support the ERP and Research and
Development Incubators to quickly write applications when opportunities arise

Process • Define and integrate standard Agile and SDLC development methodologies and use the
appropriate methodology based on the goals of the project
• Provide staff across all levels with a consistent understanding of application development
and support processes
• Define common measurements of code re-use
• Look for continuous improvement opportunities to continue to rationalize and consolidate

Technology
• Standardize on software development languages to promote code re-use and object
oriented principles
• Re-platform technologies that are no longer supported, including software languages and
operating systems to the current standards
• Promote technologies that support application rationalization standards and capabilities

63
 Application Rationalization

Operating Model Options – Application Development

& Maintenance (ADAM)
The future state proposes use of a “utility model”, with some local service provision but more of
a focus on resource sharing and interoperability. As the State standardizes systems, it could
begin to move to a factory model to reduce costs further and integrate more applications
Current Client Owned Model Future Utility Model Factory Model
State State
‘Self Interest’ ‘Common Good’ ‘Controlled Economy’
Places premium on highly customized Places premium on integration, efficiency and Places premium on cost reduction,
technology management by agreement commoditization and centralized control

Central IT Central IT Central IT

Functional View

IDOT DPH DCFS DHH DNR DCFS DHH DNR DCFS

ADAM ADAM ADAM ADAM AD

Utility
Hybrid AD1 AM1 AD2 AM2 AD3 AM
Infra Infra Infra
Infrastructure
Infrastructure
Organizationa
l Model

• Tight connection between need identification and • Pooled resources dispatched based on need • Central talent pool managed and operating centrally
delivery • Begin to move to more interoperability and shared • Low cost operating model
Pros

• Deep customer focus/customized solutions resources • Increased use of standards, rationalized platforms and
• Business and IT tightly coupled • Create basis for effective demand management increased control/regulation
• Maintains status quo for those uncomfortable with • Balances business needs with centralization • Mitigates business based silos and provides basis for
change increased sharing of information

• High cost model • Increased planning and budgeting complexity versus • Requires a high degree of standardization and
• Different standards, platforms and systems limits current model architecting
Cons

control/coordinated governance and increases • Requires strong collaboration to effectively scope • Perceived to be lower touch to agency level business
risk shared functions needs
• Limited ability to budget and set priorities • May result in more generic structures to meet broader
holistically needs

64
 Application Rationalization

Application Map: Overview

Through an initial effort, applications have been mapped to business capabilities; however,
additional data gathering and validation is still required by the State.

Describes the basic capabilities required to manage and run

the government and its resources

Describes common A. Manage Government Resources

cross-cluster types of
capabilities that enable
services provided to or
used by the constituents
B. Provide Government Services

65
 Application Rationalization

Roadmap to Rationalization
Mapping applications to capabilities will serve as a validation of possible shared or siloed
resources
Agency A Agency B Agency C Agency D Agency E

App 1
Capability 1
App 2
App 9
Shows how well the specific App 3 App 4
capability is currently supported
App 6 App 5

App 7
Capability 2 Shows technical
how well status
of the application
specific application fits
the capability
App 8

Capability 3 App 1
App 9
App 6 App 4

Capability 4 App 12
App 3 App 11
App 13 App 5

System Cluster System Capability Fit

Cluster 1 Cluster 2 Cluster 3 Cluster 4 Good Fit Medium Fit Poor Fit

Legend:
Capability Coverage
Functionality is Some functionality Mostly manual Not available
mostly supported supported by IT, but process with minimal N/A
from IT
by IT rest is manual systems support

66
 Application Rationalization

Recommendations and Plan

Objective: Rationalizing applications will reduce the redundancy, increase resource sharing, and reduce the operational
maintenance required to support the states application portfolio.

Scope / Activities Benefit Drivers

• Define the Application Strategy and Imperatives • Simplify effort to develop and maintain applications through:
− Use the key business strategies and drivers and the current − An easy to maintain application portfolio
capabilities to define the applications rationalization areas of − Application standards to promote code re-use
focus
− Design standards for simplified application processing
• Assess Current Application Portfolio Capabilities
• Development methodology standards
− Use the application inventory and areas of focus (previous
step) to profile applications into the four R’s • Efficient use of computing resources
− Use application capability mapping to define the guiding • Lower operational costs through a reduced application footprint
principles
• Promotes the integration of application processing between
• Define Future Application Portfolio agencies
− Use guiding principles and the application profile to define the
future state application portfolio
− Use the impact assessment and application portfolio to
develop the building blocks for application rationalization
• Develop Future State Roadmap
• Conduct Rationalization

Estimated Duration

67
 Application Modernization

B.2 Application Modernization

The application portfolio today is full of a diverse set of applications.
There are a variety of development languages that were used 30+ years
ago that are still in production. There are also thousands of access
databases used for agency application processing and critical business
functions .

Migrating outdated applications onto new platforms and ensuring all

applications are up to State standards will enable many opportunities and
efficiencies, including more services shared among agencies, easier
migration to or extension of a standard application architecture, and
optimized training for field adoption. Application modernization will also
enable a standardized, and more successful, software development cycle
in the future.

68
 Application Modernization

Application Modernization Vision

Applications will run on State standard platforms utilizing current

technologies, including operating systems and development
software. Modernizing applications will allow for operation in
virtualized and cloud environments, providing the flexibility and
adaptability required by DoIT. Modernization will also allow for
rapid development and deployment of mobile apps to promote
constituent access to converged government services.

Objectives: Outcomes:
Modernize in a measured way More efficient and cost-effective application portfolio
• Develop a risk-based modernization roadmap • Lower labor costs through optimized business
• Start with clear high-value areas, such as applications processes and more automated processes
built around unsupported platforms, and begin • Lower infrastructure cost due to reduced application
migrating to technologies on the long term roadmap footprint and more efficient application processing
• Identify target architecture solutions (i.e. ERP) to • Fewer maintenance and operational activities for
address future state application capabilities standardized applications using current technology
Operationalize standards Modern applications on supported platforms
• Implement ongoing processes for identifying non- • Standards align with the enterprise architecture
standard applications and re-platforming them • Less time spent extending or modifying legacy
• Establish processes for evaluating new application systems through use of modern architecture
development to maintain ongoing alignment with the • Business process standardization across agencies
target application architecture enabled through modernized application features,
such as automated workflow
69
 Application Modernization

Key Focus Areas – Recommendations

• Train staff on the future state application architecture to help them understand the long term
People objectives and are prepared to understand the steps to modernization
• Create modernization teams that are focused on identifying applications that require
modernization and executing on the plan
• Train staff on modern application technologies and languages to help their development
mirror that of the application platforms

Process • Establish processes for evaluating new application development to make certain it aligns with
the future state application architecture
• Implement processes for identifying applications that are non-standard and re-platforming
• Standardize application architectures across agencies through execution
• Identify continuous improvement opportunities to upgrade and consolidate applications
• Mobility application development process creation and implementation

Technology • Standardize on current development languages such as .Net, Java, ABAP for SAP, and
Apple and Google mobile device development
• Identify target architecture solutions (i.e. ERP) to address future state application capabilities
• Migrate applications that are beneath standards to technologies that are on the long term
roadmap
• Utilize technologies that align with application modernization standards and capabilities

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 Application Modernization

Application Interoperability and Reuse

The State of Illinois should utilize web services in the future state
to take advantage of reuse and promote interoperability between
disparate agency application architectures.
The web service approach is a logical evolution of object-oriented
and component-oriented systems to systems of services (also
known as service-oriented systems). Web services solves the
challenges dealing with complex architecture systems, tightly
coupling systems and applications and quickly adapting to new
changes and scalability by creating an architecture of building
blocks that are easily integrated and reusable.

The Web services approach benefits are: Encapsulation is key to:

• Promotes interoperability: minimizes the requirements for • Coping with complexity: reduces system complexity by
shared technical understandings built on open standards: invoking other services which hide the implementation
- Services are platform and language agnostic details of the services
- Web services facilitate the interaction between • Flexibility and scalability: replacement of different
systems developed on different platforms and/or implementation of the same type of service, or multiple
languages equivalent services at runtime
• Enables just-in-time integration: collaborations in web • Extensibility: behavior is encapsulated and extended by
services may be bound dynamically at runtime or providing new services with similar service descriptions
discovered and used during development using a service • Enables interoperability of legacy applications: reuse
broker/registry and repository server legacy applications logic in the new system environment
• Reduces complexity by encapsulation: all components by wrapping them as a web service
in a web services are services which hide/encapsulate the
business logic implementation exposing them through a
public interface described by a web service definition
language (WSDL) file

71
 Application Modernization

Recommendations and Plan

Objective: Migrating outdated applications onto new platforms and ensuring all applications are up to State standards

Scope / Activities Benefit Drivers

• Develop the future state modernization strategy, including mobility • Reduced system infrastructure costs through a reduced
applications : application footprint and more efficient application
− Establish context and scope processing
− Define target state • Reduced maintenance and operational activities through
standardized applications utilizing current technology and
− Perform reverse engineering tools
− Create transition roadmap • Standardized business processes across multiple agencies
• Design modernized applications: through automated workflow
− Refactor, wrap code, retire, convert language, re-host, COTS • Architectural standards that align with the enterprise
or re-write architecture
• Develop and integrate modernized and mobile applications • Rapid development of mobile applications to achieve
• Deploy modernized applications to achieve the target state constituent needs for access to government services

Estimated Duration

72
 B.3 Digital Innovation
A majority of recommendations in this strategy focus on shoring up core
assets and services to reduce large scale technical debt in Illinois,
reducing cost, risk and increasing innovation.

An important part of IT Transformation is also the development of a bi-

modal IT delivery model that enables Illinois not just to accelerate its
modernization but to begin to deliver more innovative services in the
short term. The State’s digital innovation strategy provides a structure for
delivering bi-modal IT and also highlights areas that the state can begin
to focus on as part of this journey.

73
 Digital Innovation

Digital Transformation

Finding a balance between high-torque enterprise IT and high- Conceptual Model

speed innovation IT can allow DoIT to optimize technology

Maturity
operations. DoIT can calibrate the interrelated core capabilities Business

below to find a point along the spectrum between the two modes Product

that meets the needs of a given program, project, or product.

Multi-modal
Business Tech Functions

Produc
Business t
Foundational IT

Product

Digital IT
Product enabling technology
Enterprise IT

Time

Objectives: Outcomes:
A constituent centric delivery model for IT Testbeds for new delivery models
• IT is an enabling hub for constituent access to services, • A fast fail model that allows the State to test and
data and government pilot capabilities
• Modern access and delivery of program information • Innovation delivery at the edge
and services
Rapid adoption of constituent centric services
A planned approach and structure to deliver innovation • Shortened delivery time of high value, modern
• Nimbleness and agility in delivery of innovation not services
hindered by the technical debt of the State • Leverage points to turn pilots into programs/services

Innovation at the edge Leadership among peers

• Core services delivered by DoIT freeing up agency • Drive quick learning above peer states
mindshare to conceive of and deliver new constituent • Move from bottom tier to top tier IT execution among
centric solutions and collaborate on their use states

74
 Digital Innovation

Key Focus Areas – Recommendations

People • Integrate a brand new culture: manage uncertainty, permission to fail, multi-disciplinary, test
and learn, constituent centric and high performance
• Build skills to deliver and support projects

Process • Deploy a new relationship with agencies by having a product management approach and a
new demand process through IT Governance
• Deploy new project and program methodologies based on Agile software development where
it makes sense
• Initiate new partnerships with suppliers through the Multi-step

Technology • Develop a new delivery model which that integrates: an application delivery model based on
multi-channel innovation and a platform delivery model for stabilization and performance
• Deploy innovation methods through agency incubators and CoEs
• Include new concepts of Agile architecture: API management to manage the integration
between the two modes
• Deploy DevOps methods and manage seamlessly infrastructures

75
 Digital Innovation

Adaptation in the IT Delivery Model

Deliver products and services for digital channels as well as products and services for the
enterprise. Delivery at varying speeds, with very different change cycles: a multi-modal
operating environment.
Multi-Modal IT delivers the ability
to provide the whole spectrum of Change cycles & process
Digital and IT services at variable
pace, with appropriate governance Multi modal IT and Bi-modal IT allows DoIT
and processes to support. There is to introduce the differentiation in change
seamless interaction between cycles (shorter more iterative), investment
agencies and all aspects of IT planning and governance and processes
Maturity

Mission that are required to deliver against a digital

strategy. Embed the ability to realize
Product innovation within DoIT. This turns IT into
an enabler, rather than simply a cost
Traditional IT features clear center. Getting the right governance and
separation of ‘Traditional IT’ – process in place is key.
foundational core front-end and Multi-modal
back-end technology, with Products Mission Tech Functions
and their associated technologies
delivered by the Agencies
Product
Mission
Foundational IT

Product

Digital IT Bi-Modal IT delivers separation of

Product enabling technology
'Foundational' and 'Digital'
services. It is, for some, a
Enterprise IT
transitional stage

Time

Interactions
Moving from a traditional IT organisation fundamentally requires changes to your IT’s interactions with the
Business and leads to the need to establish multi-modal IT functions
Communication and collaboration models change as the IT operating model moves into Bi-modal and again
as it moves to become multi-modal. Business interaction with IT gradually becomes more decoupled as IT

76
 Digital Innovation

Digital Innovation Delivery

Using a portfolio driven approach, Illinois can strategically drive innovation, investigating and
allowing for rapid success or failure in delivery of new capabilities
Internet of Things Virtual Reality, Wearables

Mobile, Social

Analytics

ePayments, eCurrency, Blockchain

77
 Digital Innovation

Recommendations and Plan

Objective: Building on the foundation of modernization and rationalization to deliver citizen centric platforms and tools;
creating bi-modal IT
Scope / Activities Benefit Drivers
• Define delivery modes for different services and capabilities Executing on the digital innovation roadmap will provide the State
− Conduct strategy workshops with leadership across the State with:
to agree on a vision • A unified vision for how to deliver IT in a bi-modal way
• Build structural supports • A clear path to bring innovation into operation
− Build enterprise governance • Effective structural supports to build a model that sustains
innovation
− Design delivery models
• Delivery on the promise to bring Illinois to the leading edge
− Train staff and build capabilities
when it comes to technology
• Launch, Deliver and Iterate
− Launch service and capabilities through pilots and incubators
− Review and assess successes
− Incorporate lessons learned

Estimated Duration

78
C. Integrated Service
Delivery
 Integrated Service Delivery Overview

As part of the overall transformation, the State of Illinois has set out on a journey to improve the
way service is delivered. In order to achieve this objective, the state should build out an
integrated service delivery model that encompasses a holistic view of service management.
Here are four suggested initiatives which the state should undertake to deliver an integrated
service delivery model:

C.1 Service Desk Integration C.2 ITSM Process Improvement

Bring together disparate help desks Develop a service mindset and
throughout the state to leverage scale and standardize service management
improve the efficiency of service delivery processes in order to drive high quality
and support and consistent service delivery

C.3 Service Catalog C.4 Customer Engagement

Management Put a model in place that builds
Implement a unified IT Service Catalog consistency in customers engagement
that provides customers with an easy and and better enables DoIT to provide value-
intuitive way to find the services offered added services

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 Service Desk Integration

C.1 Service Desk Integration

In the current state, end user support is delivered in an inconsistent way.
There is a centralized service desk, though independent help desks with
various capabilities are operated by agencies. Processes and maturity
levels are not standard.

To deliver high quality and consistent services, DoIT will consolidate

functions of many separate IT Service Desks into a single shared entity.
By redesigning Service Desk processes to offer more end-to-end
management of IT support, this initiative will reduce the State’s total IT
support costs, reduce the time to obtain IT services, and increase the
consistency of service performance to all agencies.

81
 Service Desk Integration

Service Desk Integration Vision

DoIT will develop a central support hub to coordinate incidents Conceptual Model
and services. The model will place added emphasis on managing Tier 3
Support
service delivery and the overall customer experience.
To account for unique security requirements, the future state will Tier 2
include a central common service desk, and a dedicated Fulfillment Specialized Central
specialized group to address the unique availability / response Service Groups Service Desk
time of Public Safety.
Tier 2
The service desk will standardize on a set of core processes that Support
are currently performed inconsistently across the State. To
accomplish this, Level 1 agents from the dispersed agency service
desks could join the consolidated team and all use common
processes and technology where feasible.

Objectives: Outcomes:
Define “ways of working” Higher uptime and fewer service disruptions
• Document detailed process guides and rollout in a • Standardized processes and escalation/routing
prioritized way based on impact protocols reduce customer experience disruptions
• Utilize tools and automation where feasible • Roles and ownership are clearly defined and tools
Continually measure, report, and improve are in place to enable easier incident management
• Define key metrics for service delivery and implement • Documentation is available at the right level of detail,
mechanisms to gather feedback from end users and training is provided to staff
Implement a standard approach to integration Better service delivery and high customer satisfaction
• Integrate new staff in a consistent manner, providing • Staff are trained, knowledgeable, and function as
them with the tools, processes, and other information one cohesive service desk delivering a consistent
they need to be productive message to the customer
• Continual service delivery improvements occur as a
result of effective feedback loops

82
 Service Desk Integration

Key Focus Areas – Recommendations

• Integrate current fragmented service desks into a single point of contact for the end users
People
• Build a specialized service desk group to address special requirements. Group will have
access to unique tools as necessary to provide services to their end users
• Define the scope of responsibilities at Level 1 to align with realistic staffing levels in the
service desk

Process • Define standard service desk processes and use consistent processes across DoIT to
support incidents and requests
• Provide staff across all levels with a consistent understanding of processes, scope of
services, and escalation/routing protocols
• Define common service reporting metrics
• Common services would be routed through the central service desk

• Use a single IT Service Management tool (Remedy) across all DoIT to:
− Track and view incident, problem, and request records
Technology
− Capture and maintain known errors and knowledge articles
− Log changes and maintenance windows
− Capture alerts and events
• Host the service catalog and facilitate many common fulfillment workflows
• Designate a single phone line and web-form for all IT help, while ticket is routed internally
within DoIT and route calls using an Automated Call Distribution system
• Provide customers access to self-service web interface to minimize calls to service desk

83
 Service Desk Integration

Service Desk Model

A service desk model will be put in place to address both broad areas through a central desk
and more specialized areas through dedicated service desk(s)

Virtual Service Desk

Specialized Central
Service desk
Service Desk • A central service desk will serve as the main
• Specialized groups will be point of contact for service requests, incidents,
separated from the overall information requests, etc.
service desk
• Smaller agency help desks will be merged in
• Routing to the specialized order to operate out of fewer locations which will
groups will be done on the reduce costs and improve staff skill sets as they
back end to preserve the field a larger breadth of calls
appearance of one point of
contact for end users • Available during normal business hours with
coverage during extended hours

Super User(s)
Localized Support
Agency A Agency B

With a virtual service desk,

• For certain agencies, super users will be appointed by the service
staff will maintain a single management group and act as a liaison and provide localized
point of entry but have support
presence in both Springfield
• Super users will function as an extension of the service desk and
(primary) and Chicago to
follow all standard processes around incidents and requests
dispatch local support

84
 Service Desk Integration

Service Desk Model: Interactions

The model is built based on the industry standard concept of service tiers, which drives
consistent interactions between support staff

Multi-Channels
Customers A multi-channel model enables end users to access
support through phone, email, and other channels including
Call Email/ Chat Self Help Walk Up self help. The model also enables end users to obtain
information directly from the ticketing system, and
SELF
service Channels communicate with support personnel as to the status of
their incident, actions being taken etc. Through Remedy,
customers will be able to follow the status of their
interactions (i.e. incidents / requests)

Central point of Entry

Central Point of Entry
A single point of entry provides end users with a simple and
Specialized
Specialized Dual Service
Main Service Desk consistent method for raising issues / requests
Groups
Groups Desk Teams
Level 1: Service Desk Separate Service Desk Teams
• Call routing • Call monitoring A Central Service Desk will be complemented by
Incident Escalation / Requests

• Call prioritization • Initial triage specialized service groups to account for unique agency
Resolutions / Fulfillment

requirements
Level 2: Application / Technical Management
• Advanced Support • Minor Enhancements
• Break/fix assistance • Systems performance
Specialized Support Tiers
The tiers drive highly transactional and simple requests
Support
Level 3: Application / Technical Management
(account management, password resets etc.) to happen at
Tiers
• Patches • Backup / Recover
the least expensive channel, reserving escalations to more
• Advanced Escalation costly service tiers for application or infrastructure specific
issues. The scope (depth) of each tier will depend on the
Level 4 — Projects and Major Enhancements associated staffing
• Tech. Specs • Development
• Configuration • Unit/system testing
Escalation:
Standard escalation / routing protocols are defined to
enable efficient routing of tickets
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 Service Desk Integration

Service Desk Model: Specialized Groups

Four service desks (1 central, 3 specialized) will be used to administer Level 1 support

Specialized Desk Specialized Desk Specialized Desk

Main Service Desk #2
#1 #3

Families,
Government Business Natural and
Children, Public Safety Students Transportation
and Public and Cultural
Elderly, and Cluster Cluster Cluster
Employees Workforce Resources
Veterans

• Specialized service groups will be used to service agencies with unique

requirements related to service levels and security
• Although specialized with regards to the services provided, each service
desk will be able to freely transfer and communicate amongst each other
• These groups may have:
− Unique logical/ physical access to systems and locations not available to
the main desk
− Potentially additional security clearance (ex: background checks,
fingerprinting)
− Additional service level requirements or faster service response times

86
 Service Desk Integration

Overview of Transition Options

Two options were identified based on the most practical ways to transition to the future state

Option 1 Option 2
Transition All at Once Transition in Phases
In this option, all the areas that will be In this option, areas that will be integrated
integrated into the central service desk into the central service desk are
are transitioned together transitioned in waves or groups

Considerations: Considerations:
• In this approach, all prerequisites for the transition would • With this option, phases / waves would need to be defined
need to be completed before any part of the transition can to determine how each area would be integrated into the
begin. This would include: central help desk
− Inventory and data gathering prerequisites • Phases would be organized in a way to maximize the value
− Future state process and associated training material of integration, selecting those agencies / services that
provide the most benefit, while trying to minimize the
− Technology updates and configurations
disruption of services
• At the time of transition, all agencies would begin using a
• Prerequisites and dependencies would depend on the
standardized approach, which would be high impact but
overall phased approach
potentially shorter duration
• This approach allows the transition to be coupled with other
IT Transformation transition activities which should minimize
separate disruptions to an agency

Each transition option will be assessed against a common set of

criteria to determine which is the best going forward

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 Service Desk Integration

Transition Assessment Criteria

A set of objective criteria was established to evaluate each option in order to determine which
option was most viable

Evaluates the level of coordination Measures how the approach

and complexity with execution. enables the State to transform and
streamline statewide IT operations
Example: The transition strategy calls
for fewer steps or less coordination Example: The transition quickly
required between groups establishes a clear delineation of
Future State ownership, which helps streamline
Complexity Vision operations and improve service delivery

Evaluates costs to implement

Measures the risk that strategy, such as those required to
existing services could be bring on contractors for backfill
impacted by the transition Example: The transition strategy calls
Example: Transition strategy for fewer contractors during the
allows service delivery teams to transition, or contractors are scaled up
keep delivering the same
Service Cost or
and down over time to minimize overall
services Continuity Risk Equivalent contractor cost

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 Service Desk Integration

Assessment Results
Using the criteria below, a comparative analysis was conducted to determine which of the
options were best suited to the needs and requirements of the IT future state vision

Relative Alignment
Evaluation Criteria Option 1 – Option 2 –
One-Time Incremental

Reduce Complexity
Reduces the number of moving parts during the transition

Quickly Achieve Future State Vision

Transforms and streamlines statewide IT Operations

Reduce Risk to Service Continuity

Reduces risk of impacts to existing services

Reduce Costs or (Opportunity Cost)

Reduces cost to implement or the opportunity cost of pursuing other initiatives

Overall Alignment 7 Points 10 Points

Fully Aligned Mostly Aligned Somewhat Aligned Slightly Aligned Not Aligned
(4 points) (3 points) (2 points) (1 point) (0 points)

Although the one-time approach does potentially achieve the end state faster, the complexity of integrating
all at once and the risk to disruptions to existing services result in the incremental approach being more
prudent.

Based on the analysis, an incremental approach is recommended for the integration of the disparate
service desks.

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 Service Desk Integration

Approach to Implement
Following an incremental approach, agencies will be grouped into waves based on a set of
defined criteria

Service Desk Integration Rollout Approach

Wave sequencing should be based on

Wave 1 - Pilot agency:
Agencies with limited help desk • Process complexity / maturity
• Size / Ticket volume
Wave 2 • Agent availability / staffing levels
Service Less complex agencies: Mid-size and/or • Demand patterns and services
Desk similar services offered offered
Integration
Pre- Wave 3
Wave sequencing must also align
requisites Complex Agencies: Large and/or unique service
with other parallel initiatives, such as
offerings / support requirements
the infrastructure consolidation

Transformation Coupled
Agencies going through infrastructure or application transformation

After initial data gathering, waves / phases should be executed according to the size and complexity of the agency, as
well as, where the agency falls within the infrastructure transformation timeline

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 Service Desk Integration

Recommendations and Plan

Objective: Integrate service desk operations for the State to increase efficiencies and streamline the service desk process which
will improve overall customer satisfaction

Scope / Activities Benefit Drivers

• Initiate Planning and Data Gathering Re-envisioning the Service Desk, as a primary hub for customers
− Identify Dependencies; Gather agency integration baseline; to obtain a wide range of IT services, offers
Gather current requirements baseline • Cost efficiencies through integration. Savings opportunities, due
• Design operating model to the reduced overhead costs and improved staff efficiencies
through standardized processes
• Design service management processes (part of ITSM Process
Standardization) • Additional support capability from a central coordination point to
• Prepare for transition eliminate some of the complexities with multiple support
functions when trying to transfer or coordinate issue resolution
− Setup tool; Establish internal services; Build and test
integrated contact routing; Build and test service processes • Through better process design, this approach will shorten the
and reporting; Conduct training time for provisioning IT services which will improve worker
productivity by providing the state with vital services to perform
• Conduct pilot
their work
• Conduct phased rollout
• Reduced risk using a single system to properly analyze and
− Plan migrations; Prepare migration processes; Migrate in
handle changes and incidents
waves; Stabilize and support; Post-consolidation
• Reduces agency haves and have-nots

Estimated Duration

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 ITSM Process Improvement

C.2 ITSM Process Improvement

In the current state, pockets of maturity exist; however, as a whole,
processes are inconsistent and complex across the state. Even for core
processes there are many handoffs to get tasks completed because of
work silos. Additionally, there appears to be inconsistent measurement
of service performance. The inconsistency and complexity ultimately lead
to a fragmented customer experience which has adverse impacts on
customer sentiment.

Going forward, DoIT should develop a service mindset and standardize

service management processes in order to drive high quality and
consistent services. By standardizing processes, DoIT will be able to
provide a more consistent user experience and improve service levels.

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 ITSM Process Improvement

ITSM Process Improvement Vision

The ITSM Process initiative aims to establish consistency, Conceptual Model

accountability, and transparency across DoIT by designing and
implementing standard end-to-end service management
processes. Person A

This initiative will focus first on those processes most impactful to

the end user, evaluating not only the process activities, but also
putting in place other supporting aspects such as how the process Person B
interfaces with other processes, what metrics are used to manage
the process, and how oversight occurs.

All

Objectives: Outcomes:
Solidify core Service Management processes
Adaptable processes for future business needs
• Implement a measured approach to improvement,
• Processes are efficient and utilize best practices
focusing first on service delivery and service support
• Incorporate process best practices Consistent customer IT experience
Integrate across the State • Processes are easy to understand, regularly
• Define standard service management processes followed by support staff, and standardized
across the State
• Standup new integrated service management
• Data exchange and interoperability exists
Address all aspects of a process, not just the process
between processes and tools
steps
• Implement governance and introduce process ownership Controls are in place to identify and proactively
correct deviations
• Define and manage through Key Performance Indicators
( KPIs) • KPIs are used to enable outcome-based
management
• Fully utilize tools and automate where available

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 ITSM Process Improvement

Key Focus Areas – Recommendations

• Establish a process owner for each process

People • Clearly define and document roles and responsibilities within each process and ensure every
step in the process is assigned to a role
• Conduct knowledge sessions on frequently occurring service delivery / support related topics
• Build out service planning and management function

• Focus on “Core” customer facing processes first

Process • Define “ways of working” by developing Standard Operating Procedures (SOPs),
complementary to the service management processes
• Define basic process building blocks that can be standardized across the state to establish
consistency of operations and execution
• Institute weekly (tactical) and monthly (functional / strategic) oversight meetings and integrate
with quarterly governance meetings
• Review KPIs for the process, by manager, by service, platform, customer, etc.
• Utilize both reactive (past performance) and proactive (trending) measurement methods
• Institute KPIs that measure process results, supported by measures of process compliance
• Document interfaces with other ITSM processes and specify elements exchanged

• Leverage out-of-the-box features to reduce configuration time and maintenance costs, only
Technology making customization when required
• Where available, use tool workflows to automate and standardize process steps
• Implement tool training so tools are used in a consistent way as new personnel are brought
on-board

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 ITSM Process Improvement

Process Filtering
The following approach was used to filter the processes listed in the framework down to a
manageable number

Filter Approach

2. Filter by “Run” domain

3. Add back key processes
Although improvements can be
1. Start with Some processes outside of
made throughout DoIT, those within
the Framework “Run” will be needed to support
the “run” domain are the most
ongoing initiatives
impactful to the end user

Result in 17 Processes
• Incident Management (run)
• Problem Management (run)
• Request Fulfillment (run)
47 Initial Areas • Service Continuity (run)
• IT Security Management (run)
• Service Level / Reporting Mgmt. (run)
• Event and Alert Management (run)
• Access Management (run)
2. Filter • Availability Management (run)
37 Non-Run related
areas removed • Capacity Management (run)
• Knowledge Management (transition)
3. Add • Change Management (transition)
• Release & Deployment (transition)
7 Non-Run related • Asset and Configuration (transition)
processes added back • Service Catalog Management (build)
• Portfolio / Project Mgmt. (build)
• Business Relationship Mgmt. (customer)

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 ITSM Process Improvement

Roadmap Components
The following views lay out the timelines and activities for the overall implementation

High Level Activities View

Contains the high-level view of the activities:

A. Service Management Operating Model
Sample – For Illustrative B. IT Standard Operating Procedures
Purposes Only C. Service Management Processes
D. Communications and Training

Process Implementation View Contains a view of the evolution of each process throughout the
program timeline. Processes can be actively worked on in one or
more releases when they undergo an improvement lifecycle as
described below:
1– Level 1: Process elements are ad-hoc
Sample – For Illustrative
Purposes Only
2– Level 2: Basic process elements exist, but reactive
3– Level 3: Formal process is defined and standardized
4– Level 4: Process is managed and service driven
5– Level 5: Process is value driven with controls and continual improvements

Two different views are used to convey 1) the overall timeline and 2) the timing for implementing each process

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 ITSM Process Improvement

High Level Activities View

The roadmap below presents the high-level timeline of activities of the implementation

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Beyond

A: Service Management
Operating Model
<Done as part of a separate initiative within IT Transformation> Legend:
B: IT Standard Operating Major Activities
Procedures (SOPs) Tasks within Activities
• Identify list of IT procedures
• Identify current SOPs
• Document needed procedures

C: Wave 1

• Define Processes L3
• Define Comm. & Training
• Validate Processes
• Configure Tools
• Implement & Deploy

C: Wave 2

C: Wave 3

C: Wave 4

D: Comm. & Training

Project Management

The timeline above depicts the length of time needed to achieve a level 3 maturity (processes
standardized and documented). Some processes may extend beyond if targeting a higher maturity

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 ITSM Process Improvement

Prioritization – Feasibility, Time and Value

Each filtered processes was ranked and plotted based on Impact, Time, and Value

Quadrant 2
Project Incident
Quadrant 1 Value
High

Change High
Request Fulfillment
Release
Knowledge Service Catalog
Med
Problem BRM
Impact
Medium

Access Service Level Low

Quadrant 4
Availability Quadrant 3

Event and Alert

Service Asset and Capacity
Configuration Continuity Management
Low

Long Average Quick

Time to Implement

• End User Impact: Level of impact and visibility to the end user
• Time: Months required to implement
• Value: Derived benefit of getting from current to target maturity

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 ITSM Process Improvement

Recommendation Prioritization
Based on the plotting, processes were grouped into implementation waves

Lowest Highest
Priority Priority

Capacity/ SACM / Catalog Program / Incident /

Access Release Event Change SLM Knowledge Problem
Availability Continuity / BRM Project Request

WAVE 4 WAVE 3 WAVE 2 WAVE 1

Waves Objective
Wave 1: Core Processes These processes typically have high value due to the associated direct
All in Blue band impact / visibility to the end user
These processes have high value potential due to large gaps or
Wave 2: Supplemental Core Processes
complement the processes from Wave 1
High/Medium Value in Green Band

Wave 3: Non-Core Processes

These processes have a lower impact to the end user and may take longer
All in Blue/Green band or
to implement or see limited value in closing the maturity gap
High / Medium Value in Grey Band

Wave 4: IT Operation Processes These processes typically are not end user facing and focus more on
Remaining improve the operations of IT (which indirectly may impact the end user)

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 ITSM Process Improvement

Process View
The roadmap below represents the sequence of how the processes will be rolled out

Workstream Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Beyond

MILESTONES

Waves Wave 1 Wave 3

Wave 2 Wave 4
Incident 3 4
Request 3 4
Service Catalog 3
Business Relationship 3
Program / Project 3
Knowledge 2 3 4
Problem 1 2 3
Service Level 2 3
Change 2 3 4
Event and Alert 3
Release 2 3
Access 2 3
Availability
Capacity
Asset / Configuration
Continuity

An ‘iterative’ approach will be used during the implementation. In other words, processes in wave 1 may pause at
an interim maturity level so that subsequent waves can be defined. For example, if the end target maturity for
incident management is 4, the interim target may be set at 3 so that teams can move to define processes in other
waves. At some point, incident management will be revisited to achieve the end target level.

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 ITSM Process Improvement

Recommendations and Plan

Objective: Standardize processes and implement service management best practices

Scope / Activities Benefit Drivers

• Establish operating model (part of Service Desk Integration) • Each process demonstrates clear value to the customer and
• Establish standard operating procedures produces clear outputs
• Rollout core processes • Each process can be measured and evaluated to determine
effectiveness
− Incident Management
• Support teams are aware of interfaces and can handle issues
− Request Fulfillment
and manage IT changes
− Service Catalog Management
• Executing standard processes following pre-defined steps
− Business Relationship Management allows consistent / repeatable outcomes and reduced risk of
− Program / Project Management adverse conditions
• Rollout processes supplemental to the core processes • Clearly defined responsibilities allow better collaboration when
• Rollout other service management processes staff know who is responsible for what
• Rollout IT operational processes

Estimated Duration

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 Service Catalog Management

C.3 Service Catalog Management

Today, there is a service catalog; however there are no processes to
update and manage the service lifecycle, which as led to difficulties
maintaining an accurate list of service information. The service catalog
lacks critical details that other states use to describe services, including a
service owner, and agencies have expressed a mismatch with price and
service quality/value.

Going forward, DoIT should implement a unified IT Service Catalog and

management approach that provides DoIT customers with an accurate
representation of the services offered and facilitates a smooth and
consistent experience through the service request process.

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 Service Catalog Management

Service Catalog Model Vision

The Service Planning and Management group will develop and Conceptual Model
maintain a comprehensive service catalog. The catalog will serve
as a single source of truth for the services offered by IT and be Apps SW HW Data

accessible to all authorized end users. Each service will have

plausible and stretch targets for service level performance.
Service A Service B Service C Service D

The State will have a clear understanding of the internal cost of

Service Catalog
each service, as well as how each compares to services in the
open market. Processes will be in place to manage the service
portfolio throughout the service lifecycle, including proposed,
active, and retired services.

Objectives: Outcomes:
Standardize service delivery processes Consistent, positive service ordering experiences
• Establish accountability and ownership for each service • Clear customer expectations on service delivery
• Implement tools that can capture orders and automate • Alignment with service delivery expectations
where possible and fulfillment
Maintain a single catalog for enterprise services A convenient one-stop shop for IT services
• Group services based on how customers use them, not • A single master listing of services for customers
the technology components, and include comprehensive • Clarity around service features, service costs,
service descriptions and service details
Formalize how the catalog is managed An accurate catalog of services
• Implement processes to introduce, maintain, and retire • Ownership and accountability for each service
services
• Standardized processes are used to maintain
the catalog, adding new services and retiring
existing services in a consistent method

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 Service Catalog Management

Key Focus Areas – Recommendations

People • Establish service owners either at the service category level or at the individual service level
• Empower service owners to make decisions and be held accountable for service level
objectives / targets

• Operationalize a process to manage the lifecycle of services from creation through retirement
• Create certain IT Service Bundles that are aligned with business processes (ex: employee
Process onboarding for access management, telephone set-up, cell phone, etc.)
• Designate certain services as “required” if other related services selected (ex: Disaster
Recovery)
• Correlate items in the service catalog with request fulfillment tracking to gain better insight
into service demand and actual fulfillment times
• Include service level targets for each service in the catalog along a consistent set of service
objectives (ex: Availability, Fulfillment Timeliness, etc.)

• Implement a single unified catalog of IT services available on a self-service portal

Technology • Revise the IT service catalog to be more comprehensive than a list of commodity
technologies because end-to-end services are more valuable to the agency IT functions.
• Enable automated ordering, approver routing and fulfillment workflows
• Ensure services listed on the catalog tie to requests in the tracking system so that service
demand can be captured and correlated
• Enhance the existing catalog with comprehensive descriptions that include order guides,
SLAs, price information, and reference documentation

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 Service Catalog Management

Service Catalog Model

The model is used to drive consistency through a set of standard interactions throughout the
service delivery process.

IT Service Catalog Structure Single Enterprise Catalog

• A single point of entry provides end users
with a simple and consistent method
Manage demand through:
• Service scope submitting requests. Typically this would
• Service quality Enterprise IT Service Catalog be available through a web interface
• Service costs
Individual IT Service
Comprehensive Descriptions
IT-Service • Detailed descriptions provide the user
IT-Service with the information they need to make
Functional Other
Other
Description Other
Fields informed decisions about services
Fields
Fields
Requests
Agencies / End Users

Fulfillment Teams
Service Level • The model is built based on the concept
Reference to
Standards or
of fulfillment teams for standard services

Service Management Processes

Fulfillment Solutions • The teams allow for standardized
Service Costs per
Service Level fulfillment processes to be performed in
an efficient and predictable manor,
leaving more complex tasks to be
Single handled by separate hourly type services
Enterprise
Catalog Fulfillment Management and Maintenance:
• Standard processes, roles, etc. are in
place to manage the ongoing activities
Applications Infrastructure Network …
Comprehensive surrounding the catalog
Descriptions

Fulfillment Teams Management and

Maintenance

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 Service Catalog Management

Step: Build IT Service Catalog

The first two steps of implementing the service catalog were completed through working
groups. The third step will be addressed through the ITSM process initiative

B. Rollout
A. Build IT Service Catalog
IT Service Catalog
Service

 
Portfolio
Service List A.3. Define Service Management
A.1. Define IT Service A.2. Define IT Service
Catalog Operating B.1. Rollout
Catalog structure Details
Model

To be completed via
the IT Service
Management Process
Improvement Initiative

Through working groups:

• Defined future state services list
− 55 total services
− 20 new or modified services
• Finalized parameters to capture within each
service (i.e. Description, Features Included,
Responsibilities, etc.)
• Documented service details for all services
– Validated by Service Owners
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 Service Catalog Management

Step: Rollout Approach

For the rollout, services in the catalog were placed into categories based on the complexity to
implement

B. Rollout
A. Build IT Service Catalog
IT Service Catalog
Service
Portfolio
Service List A.3. Define Service Management
A.1. Define IT Service A.2. Define IT Service
Catalog Operating B.1. Rollout
Catalog structure Details
Model

A risk-based approach should be

used to identify and roll out services

Service Classifications

Group 0: The service is performed today and is largely unchanged in the future
Existing Service

The service falls within an existing service domain area. There are
Group 1: similar services performed today (or performed informally); however,
Low Complexity there is not an exact match in the current catalog. The service is one that
can be standardized through a proven process.
The service may not fall within an existing domain area; however, similar
Group 2: services are performed, though maybe informally. Typically the service is
Med. Complexity self contained within a single team or small group of teams, allowing
easier coordination to execute the service

The service is brand new or involves many separate teams to fulfill the
Group 3: request. Fulfillment processes are not or cannot be standardized due to
High Complexity variation in each fulfillment request.

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 Service Catalog Management

Step: Rollout
Each future state service will be implemented according to when the prerequisites are met

B. Rollout
A. Build IT Service Catalog
IT Service Catalog
Service
Portfolio
Service List A.3. Define Service Management
A.1. Define IT Service A.2. Define IT Service
Catalog Operating B.1. Rollout
Catalog structure Details
Model

July 2016 Group 1 Group 2 Group 3

Initially, the online Service Catalog should Future services should be rolled out as soon as all
be updated to include new services as well prerequisites are met (examples below – full
• Existing services have data updated prerequisites will be defined in process guide):

• Retired services are removed • SOPs defined and teams are in place for fulfillment

• Future services are added as a placeholder • Service desk staff trained and in place for
troubleshooting
• Technology configured
• Communications ready for distribution
• Dry runs executed

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 Service Catalog Management

Recommendations and Plan

Objective: Develop and implement a catalog of services that provides users with an accurate representation of the services offered

Scope / Activities Benefit Drivers

• Define future state services • Provides a single source for requesting services. Reduce
• Define IT service catalog structure manual form processing and time delays, while providing
transparency into status of requests.
• Define IT service catalog details
• Define service catalog operating model • Reduces risk of using unauthorized products or suppliers
− Tools to support the catalog • Improves customer satisfaction by establishing a single place
− Processes for catalog lifecycle for users to request and receive services from IT
− Process interfaces and data exchanged • Improves the management of services provided since teams
are able to monitor, manage, and report on requests from start
− Governance and control points around the process
to finish
− KPIs and reporting
• Update catalog on website
• Rollout IT catalog services

Estimated Duration

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 Customer Engagement

C.4 Customer Engagement

Customer Engagement is currently an informal process, and an approach
has not been established or standardized across agencies to help
address customer needs. There are some agencies that have resources
dedicated to Customer Engagement roles, but the roles are not
consistent across agencies.

Going forward, DoIT should put in place a model that builds consistency
in the way that customers are engaged and overall enables DoIT to
better serve their customers.

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 Customer Engagement

Customer Engagement Vision

In order to live up to its “Customer Service” value, DoIT should Conceptual Model
build a customer engagement approach. The customer
engagement role should expand beyond the agency relations role Process
today and encompass additional value add services for agencies.
Customer Engagement

A move beyond the customer relationship means this role would

focuses on all aspects of interaction an agency has with DoIT, Structure Decisions
including services needed, requirements and satisfaction
improvements. Agencies DoIT

Relationships Indicators

Objectives: Outcomes:
Deeper engagement with agencies Agencies see DoIT as a trusted advisor
• Expand the role of the agency relationship manager to • Deeper level of engagement between DoIT and
encompass business relationship responsibilities agencies
• Formalize and document roles and responsibilities • Better understanding of services offered
Customer driven services • Clear support channels and escalation paths
• Use proactive mechanisms, such as surveys, to gather Service level alignment with service needs
information, requirements, and engage the agencies • Faster response times and better services
• Utilize dedicated personnel to support agencies in order • Firmer connection between service costs and
to put customers at the heart of the decision making service delivery
process
• Clear mechanisms to receive agency feedback
• Gather monthly and quarterly feedback so customers
• Clarity on service delivery expectations
can influence and shape the services they receive

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 Customer Engagement

Key Focus Areas – Recommendations

• Identify specific resources dedicated to customer engagement and relationship management

People to support the relationship management function
• Expand the role of the agency relationship manager to also encompass typical business
relationship responsibilities, such as: Managing personal relationships with agency
managers; Providing input to Service Portfolio Management; Ensuring that the IT Service
Provider is satisfying business needs
• Implement a hybrid approach for roles responsible for customer engagement in order to
share information across clusters and agencies

Process • Use proactive processes to gather information, requirements, and collaborate across
agencies and DoIT
• Standardize customer engagement processes across DoIT to provide the customer with a
consistent experience with regards to engagement

Technology • Utilize a single tool across all agencies to conduct intake and prioritize requests (i.e. Extend
Remedy IT to agencies)
• Configure automated surveys to be sent out after key events to monitor customer satisfaction
with services provided by DoIT

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 Customer Engagement

Elements of the Customer Engagement Plan

Customer engagement is supported by structure, processes, decision rights, channels and
indicators aligned with the strategy of the agencies

Structure Decision Rights

Organization, Systems Relationship Channels Management and Control
and Capabilities

• Management Rights: Inform,

Customer Decide and Notify
• Macro Functions
Engagement • Control Rights: Ratify and
• Resources (e.g. people and Sanction
capabilities quantity)
• Infrastructure

Process Indicators
Activities, Roles Monitoring
and Responsibilities
• Structured program of relationship
actions focused on
– Agency interfaces
– Operations
– Problem resolution
– Training • Agency strategy and portfolio
• Key processes based on an ITIL
– Communications • Objectives, indicators, service
• Demand Management
demand, and goals
• Processes supporting decisions
• Service levels

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 Customer Engagement

Structure: Customer Relationships

DoIT needs dedicated customer engagement roles in the organization structure to establish a
trusted relationship between DoIT and the participating agencies

Benefits of the DoIT-Customer Relationship Role:

• A trusted advisor relationship for the agencies for DoIT services

• A dedicated stakeholder in DoIT to represent the priorities and imperatives and manage realistic expectations for all
parties

• Agency representation that aligns DoIT to deliver agency specific priorities with alignment to the DoIT strategy and
technology roadmap

• An approach to support evolution in the organization to address changing and evolving business requirements and
priorities

• A true partnership between agencies and DoIT, with a clear understanding by all parties of the value and expectations
of DoIT

• Robust business cases that comprehensively quantify costs and all potential benefits including the estimated
improvements in sales/profitability and efficiency

By establishing clear roles and responsibilities, the DoIT organization and agencies will have open lines of
communication, a defined understanding of the role, and improved interactions and service quality. (More on
the organizational structure for customer engagement can be found in the Organizational Model deliverable).

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 Customer Engagement

Process: Demand Management

Providing a process for customers to request new projects and services and making sure
they are aligned with the State’s strategic objectives is an important part of the Customer
Engagement role

Projects and
Service Maximize: Minimize:
Customer Requests

• Investments for • Investments

the Agencies for DoIT

• Shared
• Siloed solutions
resources
• Investments for
• Investments for
“New” “Status Quo”
Roadmap

Managing the customer demand in DoIT is about leveraging the right assets and resources to deliver results that enable
agencies to function and to grow by using shared resources, moving away from siloed solutions. Hence, the DoIT Customer
Engagement must align strategies and priorities of the agencies while balancing expenditures to “keep the lights on.”

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 Customer Engagement

Relationship Channels: Communications

Effective communication is imperative to fostering understanding and building the relationship
between DoIT and end-users
Central DoIT can support communication with the following activities:
• DoIT will send out a monthly newsletter from the CIO to keep end users informed and build their
relationship with the DoIT team
DoIT Newsletter • The DoIT newsletter will provide end-user focused content including new techology, training
opportunities, changes to the service catalog, results of surveys, and results of Continual Service
Improvement process

• DoIT webpage will provide DoIT service catalog as well as content including new laptops/mobile
DoIT Webpage devices, new applications, information on workshops/training, and technology leading practices
• DoIT webpage will also provide lists of ongoing service outages and upcoming planned service outages

• A clear and user-friendly service catalog will allow end-users to better understand available DoIT
services
Service Catalog
• The service catalog will ease service procurement by allowing users to use and procure DoIT services
without direct BRM interaction

• Agency liasons will interface directly with DoIT leadership and Customer Engagement representatives
Enterprise Service during regular Enterprise Service Board Meetings
Board Meetings
• Large DoIT service changes are discussed with agency liasons to determine impact to end-users
<Also see Governance deliverable >
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 Customer Engagement

Relationship Channels: Survey Methodology

Surveys will be collected and analyzed using the following methodology

Data Aggregation & Analysis &

Conduct Surveys Actions
Organization Conclusions

Incident Based DoIT aggregates and Analysis allows DoIT to DoIT uses the data-driven
DoIT conducts short organizes data in an make conclusions about conclusions to develop
surveys after service intelligible and informative the following: future goals, State
requests and incidents manner, providing the • Quality of services initiatives, and activities.
• Frequency: Upon KPIs and other metrics • Personnel competence
service ticket required for analysis. • Training needs For example, if the data
completion • Feasibility of goals illustrates a perceived lack
• Benefits: Honest, • Customer relationships of expertise in a specific
immediate feedback area, DoIT could begin a
tied to tickets training program for
practitioners to improve
Annual those specific skills.
DoIT customers provide
formal feedback through
broader, anonymous
annual survey
• Frequency: Annually
• Benefits: Actionable
input aligned with client
organization goals;
strong gauge of client
satisfaction

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 Customer Engagement

Relationship Channels: Survey Recommendations

Customer Satisfaction Surveys should continue to be sent out after every customer
engagement, as well as annually to determine overall DoIT customer service satisfaction

Key Survey Recommendations:

• Post-service surveys should be tied to the service desk ticket number
− This allows deeper analysis that can determine customer satisfaction with each service
desk staff member, determine incident rates for each service, and determine satisfaction
for resolutions to each service offering
− The annual DoIT customer service satisfaction survey should be sent to all users and be
kept anonymous
With tickets tied to each survey, DoIT should have a framework to analyze service management
KPIs on an ongoing basis

• Annual surveys should have more questions for a deeper DoIT customer
satisfaction understanding; incentives such as a raffle can be used to encourage
staff to submit the longer annual survey

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 Customer Engagement

Relationship Channels: Training

Training will increase end-user satisfaction through a deeper understanding of the available
technology services DoIT provides

Training to Maximize
Training for Basic Services Specialized Training Courses
Application Investment

DoIT can offer optional training DoIT can offer periodic training Departments can reserve in-depth
services for application capabilities. services for existing software, DoIT training courses for services not
This will enable better adoption of the including ERP and Microsoft office, as covered in the regular training series,
currently installed applications and well as training for mobile phones, including Unix, Windows,
maximize the investment in video conferencing, and other basic programming, networking, or
application capabilities services application training

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 Customer Engagement

Decision Rights: Enterprise Service Board

Enterprise Service Board meetings will lead to better alignment on DoIT service delivery and
satisfaction

Participants Topics
• Key stakeholders from select departments • Service Levels metrics and catalog review
• Customer engagement representatives from DoIT • Ideas for new services
• DoIT leadership • Survey results and analysis
• Customer complaints
• Continuous Service Improvement Plans
• Rates for services

Results
• DoIT will be more aware of customer needs and concerns
• Services in catalog will be updated, deleted, added, and/or renamed
• Survey results will be understood by both DoIT and agencies
• Common customer complaints will be addressed with service improvement plans

Enterprise Service Board meetings will be held quarterly to discuss key topics in Customer
Engagement. As a result, DoIT and the agencies will be better aligned for DoIT service delivery and
satisfaction. (For more on the Enterprise DoIT Service Board, see the IT Governance Deliverable).

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 Customer Engagement

Indicators: Service Notifications

For both planned and unplanned service outages, a clear and consistent process must be
established to effectively notify users of service disruptions

• Service notifications should be approved by designated DoIT managers

• Notifications should be sent to affected users within 30 minutes of unplanned disruptions and at
least 2 business days prior for planned disruptions, with a reminder the day of the planned
disruption
Consistent, Prompt • All planned disruptions should be discussed in regular Change Control Board meetings to
Notifications determine impact to users
• Service restored messages should be sent promptly after service has been restored and verified

• Service notifications should only be sent to affected users to minimize the chance that users will
begin ignoring notifications
• Service notifications should be in a consistent, DoIT branded format containing the following
details:
– When the disruption will occur
Effective – Reason/Cause of the disruption
Communication
– What is happening
– Who is impacted
– What is being done to resolve the issue
– What end-users need to know about the potential resolution

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 Customer Engagement

Indicators: Service Improvement Plans

A Service Improvement Plan (SIP) should be created for each delivered service that falls
consistently below the agreed-upon SLAs. SIPs define changes to services, plans for change
implementation, and updated SLAs
SIPs are developed from the following indicators:
• Service Performance Reports record current performance against
agreed upon SLAs during the assigned period

• Incident & Problem Logs record the current and historical

incidents and problems in the live service environment. Incidents
and problems can be analyzed to identify trends that indicate a
systemic problem in live service that must be resolved through a
formal SIP

• DoIT Demand Plans enable the DoIT service organization to size

the required level of business- as-usual (BAU) support and project
support, and thereby match resources to meet these requirements

• Service Change Requests are customer requests for new or

updated services

• Customer Surveys provide an analysis into customer satisfaction

for individual services and help desk technicians

• Customer Complaints Repository provides a consolidated view

of formal complaints and remediation actions. Analysis of these can
indicate where systemic problems exist

• Customer Stakeholder Map provide an overview of the key

customer relationships based on ongoing interaction through the
Customer Engagement process

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 Customer Engagement

Indicators: Operations Measurements - Quarterly

After the agency relationship management function has been successfully implemented,
there are several key ongoing activities that define the yearly operations for engagement

Fiscal Year
Each Quarter of Fiscal Year
• Host quarterly enterprise Service Board meeting
Q4 with DoIT stakeholders and representatives from
each Department
• Review existing services and identify potential
new services with Department and DoIT
stakeholders
Q3 Q1
• Review KPIs and SLAs to ensure to determine
overall customer satisfaction and areas for
improvement
• Develop Service Improvement Plans for areas
with low customer satisfaction
Q2
• Send DoIT Newsletter with end-user focused
content

* See slide 25

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 Customer Engagement

Indicators: Operations Measurements - Annually

An annual survey and its results will help determine long term improvement plans that can be
used to address common customer complaints or concerns

Fiscal Year
Annual Activities
• Send out anonymous annual DoIT customer
Q4 service survey to all end-users
• Analyze survey results and determine
opportunities for improvement with DoIT
stakeholders and Agency Relationship
Management representatives
Q3 Q1
• Develop Service Improvement Plans for areas
with low customer satisfaction
• Determine long-term Continuous Service
Improvement plans
Q2

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 Customer Engagement

Recommendations and Plan

Objective: Implement a customer engagement model to facilitate effective delivery of DoIT services to the end-users

Scope / Activities Benefit Drivers

• Implement engagement structures (Covered as part of • Helps to drive better service (e.g. faster response to, and
Organizational Model) resolution of issues; improved accuracy)
• Implement Customer Engagement Processes • Enables increased understanding of what services will be
• Define Relationship Channels provided, and what can be expected
• Define Decision Rights • Incentivizes DoIT to meet or exceed service level expectations
• Define and implement Indicators and continuously improve
• Aligns customer needs to DoIT delivery
• Provides a means for DoIT to measure performance
• Helps DoIT leadership identify where they can keep costs low
while maximizing efficiency
• Allows DoIT to make informed and appropriate organization and
governance decisions (e.g. capital investments, software
acquisitions, training, methodology implementation, staffing)

Estimated Duration

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Section 4:
Roadmap
 Mapping Initiatives to Strategic Objectives
The proposed initiatives are highlighted by domain below, along with alignment against
strategic objectives
Strategic Objectives
# Initiative Name
1 2 3 4 5 6 7 8 9 10

A.1 Infrastructure Transformation    

A.2 Infrastructure Modernization        

A.3 Backup and Recovery      

A.
Infrastructure
A.4 Cloud First Implementation     

B.1 Application Rationalization      

B. B.2 Application Modernization        

Applications
B.3 Digital Innovation   

C.1 Service Desk Integration      

C.2 ITSM Process Standardization       

C.
Service
C.3 Service Catalog  
Management
C.4 Customer Engagement  

1 Consider Agencies 3 Common over Custom 5 Data Security 7 Customer Centric 9 Simple over Complex
2 4
Think State-wide Data is an Asset 6
Use Standards 8
Quality Operations 10
Reusable Design
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 Initiative Roadmap
Listed below are the corresponding projects underneath each IT priority

128
 Common Challenges and Critical Success Factors
Listed below are some common challenges and critical success factors

Challenge: Strategy • Envision a ‘Transformational

Strategy’ and not an ‘IT Project’
• Considering the initiative as an ‘IT

1 Project’
• Struggle to determine the best
• Create a vision of service experience
that is delivered to the user and then
build processes to deliver that
transformation strategy experience

• Develop and present a compelling

Challenge: Leadership Support business case

2 • Over-estimating readiness of staff

• Delays or conflicts in decision making
• Convince leadership of
transformation benefits and solicit
buy-in from senior management

• Establish strong governance to help

Challenge: Program Management prioritize

3 • Too many priorities when executing

• Formation of work-thread silos
• Employ effective project management
techniques to control time, costs,
benefits, quality, and scope

• Implement robust change

Challenge: Change Management management practices

4 • Ineffective change management and

training for IT support and end-users
• Breakdown of communication channels
• Provide clear, crisp, and continuous
communication
• Difference in culture and compliance
when implementing globally

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 Measuring Implementation Progress
SOI should measure its IT Transformation Program implementation progress using a set of Key
Performance Indicators (KPI) across the dimensions of efficiency and effectiveness

Efficiency Effectiveness
• Decreased cost to support each server • Agencies consolidated
• Reduction in number of servers supported • Agencies on Illinois.gov
outside data center • End users covered by standard images
Infrastructure • Reduction in time needed to restore service (due • Servers managed centrally
to virtual machines) • Servers consolidated
• Servers moved to Cloud
• Virtual server penetration
• Reduction in application footprint / agency • Applications with disaster recovery
• Reduction in cost per application • Applications residing on virtual machines
Applications • Increase in users per application • Applications listed in portfolio
• Reduction in application licensing • Applications with all required fields completed
• Ratio of custom to COTS in portfolio
• Reduction in incident resolution time • Customer satisfaction (overall and completely
• Reduction in time to provision services (due to satisfied)
defined procedures) • New services live in production
IT Service • Reduction in cost per ticket • Number of Processes defined / standardized
Management • Increase in services provisioned within the • Ratio of fulfillment following standard processes
service level targets • Services with service level targets
• Agencies consolidated and using standard
processes for incident and request management

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 Approach for Working Groups
To effectively move each initiative forward, SOI should utilize small “working groups” that are
focused on driving the tasks of each initiative to closure

Objectives: Member Expectations:

• Develop shared priorities and encourage teams to align • Possess a deep understanding of specific IT focus area
with a common vision for IT Transformation • Gather detailed data relevant to the initiative
• Create a culture of collaboration through knowledge and • Review analysis and outputs, provide feedback on
resource sharing, communications, and development of results, and provide guidance on next steps
ideas and recommendations
• Strong alignment with overall IT Transformation goals
• Work through key risks and challenges
• Shape deliverables and recommendations by providing
accurate knowledge operations, dependencies, and
constraints
DoIT

Guiding Principles:
• Act as an advisory group over the implementation of
specific initiatives within the IT Transformation Program
• Set up scope to be modular to build on each other
Working
• Build on small wins through pilots
• Use a collaborative approach to designing and Groups
implementing solutions
• Deploy open and transparent communications
Agency PMO
• Maintain state-wide focus

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