Pcd gov v3

 Every company, organization and
agency uses their own business
process without understanding the
tradeoffs.
 Process Benchmarking
 Is the most detailed and most likely to
be unbiased or objective
Copyright @ 2014 WICKED Design Solutions
Lisa Martinez 408.638-9016

Lisa Marie Martinez

 A comparison of the ICT
organization today using the HPF
 Process Benchmarking
 Complexity to skill assessment
 Strategic Benchmarking
 Complexity of the process
 Maturity in execution
 Industry Benchmarking
 Maturity of solutions in the market
 Competencies across borders

After
 We must use a different approach to known
problem.
 We must be precise in our approach as not
to create a wave of problems
 We must leverage the limited pool of
experts across the world
 We must use a host of tools to fit for
purpose then apply the in shared document
stores for online access in open source
solutions
 We must minimize negative impact on
citizens
 Ideally improving the capabilities
 A framework has been piloted and
designed
Before
 We focused on tools.
 Leaders recognized the problem
 Acquired experts to identify a tool for
addressing the problem in planning.
 Experts convened an advisory team
 Initial tools were well beyond the scope
of the requirement
 Test requirement
 Test understanding of the
requirement
 Audit options
 Rethink the problem
 Change management building blocks
Needs Improvement
BB3.3 -
Increase from
.5 - 2
BB3.3 -
Increase from
.5 - 2Copyright @ 2014 WICKED Design Solutions

 Estimating children who wait for subsidized
childcare, to build workforce and capacity
planning in the 3rd largest county in
California.
 Consolidate 16 agencies process and waiting list into
a single repository with online access for the agency
representatives.
 An in-depth quality assessment uncovered 80% of the
records were duplicate.
 The migration strategy changed entirely saving
over a hundred thousand in implementation cost
 The ongoing cost savings were direct and indirect
 Demand for the county was overstated by 80%,
wasted budget dollars
 Running organizations with little benefits back
to the citizens.
 Most were not recognized by families
 Most of the families on the duplicate list
had not ever requested these services
 Private information was passed around
and justified programs
 The families are at fault when audits
reveal the family isn’t eligible
 These parents had no idea someone
used their name to steal money from
the government programs
 State and federal department of education
grant abuse
 Federal migrant workers
 Federal TANF indigenous peoples funds
 Federal child nutrition program funding

 Day 1 on a new project
 Sales people were screaming at the
person I was replacing
 Sales people using a similar estimate tool
were irate because the tools and tools
constantly forced manual overrides.
 All supporting stakeholders responded to
the issues as bad behaviors by the person
estimating
 Forcing re-entry into the tools other
commissioned rather than re-use
 Sales People hired temporary workers
to manage each of the 7 tools
 Customer loyalty was at risk
 Projects were over budget and under
delivered
 Audit mitigations 5 or more
 Waste Effort – 6 x duplication and
rework
 Introduce errors
 Different users unable to locate original
 time between estimates and ordering was
generally two or three times through tool
changes original estimates failed upload
Awarded “making
life easier”
promoted re-use
and
componentized
items in 3 tier
architecture
The organization had just invested multi-
millions in one of the most complex
consolidation and transformation projects
based on perceptions of the problem.
We were able to respond based on
understanding the problem from an expert
and un-bias point of view.Copyright @ 2014 WICKED Design Solutions

Understanding the reason
ICT projects fail

1. Design Strategy and Vision
1.1 Define the business concept and long-term vision
1.1. Assess the external environment
What value to the greater good can we measure in this new
offer?
1.1.1.1. Analyze and evaluate competition
1.1.1.2 Identify economic trends
1.1.1.3 Identify political and regulatory issues
1.1.1.4 Assess new technology innovations
1.1.1.5 Analyze demographics
1.1.1.6 Identify social and cultural changes
1.1.1.7 Identify ecological concerns
1.1.2 Survey market and determine customer needs and
wants
1.1.2.1 Conduct qualitative/quantitative assessments
1.1.2.2 Capture and assess customer needs
1.1.3 Perform internal analysis
1.1.3.1 Analyze organizational characteristics
1.1.3.2 Create baselines for current processes
1.1.3.3 Analyse systems and technology
1.1.3.4 Analyse Financial positions
1.1.3.5 Identify enterprise core competencies Copyright @ 2014 WICKED Design Solutions

1.1 Define the business concept and
long-term vision

How do we accelerate innovation designed for the
greater good?
Community Involvement and Development ISO
26000
Facebook style involvement
Google style involvement
Citizen Issues ISO 26000 Social Responsibility
Consumers are in no way in agreement with where your
server is located
People centered design ensures the least opportunity
to bypass the rights of people
My child has no authority to release any rights same
People have a right under federal law, a consumer
privacy act.
Fair Operating Practices ISO 26000 Social
Responsibility
Human Rights ISO 26000 Social Responsibility
Labor Practices ISO 26000 Social Responsibility
ISO TL 9000 Segment - Service Providers

1.2.1 Develop overall mission statement

1.1.4 Establish strategic vision
1.1.4.1 Align stakeholders around strategic vision
1.1.4.2 Communicate strategic vision to stakeholders
1.2 Develop business strategy
1.2.1 Develop overall mission statement
1.2.1.1 Define current business
1.2.1.2 Formulate mission
1.2.1.3 Communicate mission
1.2.2 Evaluate strategic options to achieve the objectives
1.2.2.1 Define strategic options
1.2.2.2 Assess and analyze impact of each option
1.2.2.3 Develop sustainability strategy
1.2.2.4 Develop global support and shared services strategy
1.2.2.5 Develop risk mitigation and management strategy
1.2.2.6 Develop lean/continuous improvements
1.2.3 Select long-term business strategy
1.2.4 Coordinate and align functional and process strategies
1.2.5 Create organizational design

Understand
Enterprise is a system
• Social systems
• People and change
• Process and change
• Tools and change
• Quality management
systems
• Published position papers
• Professional Forums
• Professional Experience
Observe
Users design patterns
• People
• Employees
• Leaders
• Suppliers
• Customers
Prototype
Tools
• Insight Maker Models
• Debate Graph Models
• Prezi Visual Guides
• Cacoo Diagrams
• Social Media as an external
sensing channel
Synthesis Party Management
A static system Business
Management System
Party Management
• Employees
• Suppliers
• Customers
Financial Management
Entities - Distribution
Locations
Timing
Enterprise as a System – Social System
Design Thinking Process for Enterprise Architects Copyright @ 2014 WICKED Design Solutions

ICT projects fail
ICT negative impacts to the environment are
equal to the aviation industry
Business change projects are not understood
and delivery of the ICT scope comes up short.
Source of many symptoms “planning” or poor
planning “people, process and technology”
Billions of dollars are lost each year

Internal Service Provider to Branches
ICT Cost and Benefit Estimates
ICT Services
Cabinet Business Case
Non-ICT cost Estimates and BenefitsBranch Non-ICT Cost and Benefit Estimates
Transportation – Managing estimates for new assets (trucks, cars, motorcycles, boats)
Housing, Property and Land – Manage assets or planned purchase of assets
Treasury - Role Accountable
Responsible,consultedandinformed

Develops and
Operates ICT services
for branches
Enables strategy with
improvements to
existing ICT Services
Supports Innovation
with cabinet business
case development
Stakeholder – Branch Leaders
Stakeholder group 2
Internal Customers branch managers leading branch strategy
Branch
1
Branch
2
Branch
3
Branch
4
Branch
6
Branch
7
10
20
30
Running the branch
Continuously Improving
Changing the branch
Low Complexity
Medium Complexity
High Complexity
ICT as a Service
A service provider

Outputs in Record Repositories
Strategy Innovation
1.1.1.2 Identify economic trends
 Cost and Benefit Estimates
 Expense and Revenue
 Deduction and Increase
 Debit and Credit
 Each region or state may elect to
use differing practices and often
elect to use different tools.
 The archetype displays common
requirements and challenges for any
CIO in the Government.
 The left side of the diagram
represents services a government
supplies citizens that are familiar or a
service like justice system,
education, transportation or Tourism.
 A portfolio may best describe the
behaviors
 Every branch has 3 maturity
levels
 Sub – Account Code 10
 Operational business
 Sub-Account Code 20 and 30
 Your continuous improvement
 Your highly complex and innovation
projects.
2nd level government Statewide Administration
Branch
1
Branch
2
Branch
3
Branch
4
Branch
6
Branch
7
Cabinet Members
Leaders Accountable
and Governance
Finance ICT Employee Dev
10 20
30

 Roadmap to reach

After
 The tools will be components designed with
the Accounting Framework rules built in.
 Complexity and risk will be segmented using a
three tier framework.
 Services by branch
 Competencies by branch
 Configured Services
 Cost estimate business service as an
offer
 Strategic Supplier relationships
 Mutually beneficial
Before
 The methods used were not consistent
 Each branch uses their own tool
 Fit for purpose
 Each branch has their own understanding
about cost
 Not iterative nor allowing for incremental
funding
 Forcing complexity when we try to innovate
 No way to promote innovation
Risk
BB4.1 = 0
BB4.1 -
Increase from
0 - 2
High Performing Toolkit – Building Blocks

 ICT Change
 Understand the dependencies and use
clear RACI’s.
 The request is typically a Treasury
led process or driven by
Procurement.
 IT decisions can have severe
threat on public opinion.
 Business Change
 Function Point measures and cost
structures for software purchase
 If no process exist – adopt broad
principle based process to minimize
audit risk and measure minimal
viable scope

Changing the Government
 Sub-Account Code 20 and 30
 ICT planned programs – Migrating from
distributed model (branch managed)
 to a federated supplier hosted model
 online cloud
 service management model in a
cloud based model
Running the government
 Sub-Account code 10
 Cost to operate existing branch benefits
 Benefits can be measured to serve
 Direct or Indirect to Citizens
 Service Provider to citizens
 ICT Services charged to a branch
ICT delivering cost and benefits as a web service
with future integration to income and expense
reporting
ICT delivers a highly complex project in an
iterative manner delivering an integrated Portfolio,
Program and Project Accounting System in ERP
IT Service Management
Enabling employees to Innovation
on demand
Business Service Management
Task performed as part of the operational process
Negotiate 15% discount on all
telecommunications services to any branch
A cost estimate can be derived for any branch
service
10
20
30

Leadership
Accountability
Governance
Cabinet Member
Planning
Funding
Portfolio
 A cabinet member would be a leader
 Accountable for the branch and decisions
made for both cost and benefits
 Sub-Account 10 are normal operating
expenses-cost of running a branch
 Accountable to approve business case
as a project on continuous improvement
projects typically within a branch
“changing the branch business services”
 Approves business case before a highly
complex project in changing the branch
Estimate
Probity/
Procurement
Purchase
Contract
10
20
30

7 x • Estimate push
210 • Waste Savings
6 • Approved Budget
30 • Cost Estimate (1 item)

 Portfolio
 Agreed upon strategy for a branch
 A branch has a cost center
 A branch can be measured for maturity
 A portfolio may have 3 sub-types
 A resource may mature in their role by
3 tiers over the life of their career
1.2.4 Coordinate and
align functional and
process strategies
Leadership
Accountability
Governance
Cabinet Member
Planning
Funding
Portfolio
10
20
30
Running the branch
Changing the branch
Programs
ProjectProject
Estimate Date
Supplier
G/L code
H/W and Service labor
Department
Expire Date

Company
Code
GL Code Sub-Account
Code
Department Code Project Code
Transportation
02
A list of codes a branch was approved to
buy these types of expenses
A list of codes to recognize the benefits
10 Roads-1 G/L for cost and
1 benefits
Licensing-1 G/L for cost
and 1 for benefits
No project codes operational
Resources are generalist
Suppliers are strategic
Transportation
02
1 benefits
and 1 for benefits
Resources are advanced and manage
both people, process and technology.
Suppliers are maverick
Service to internal branches
Citizens + Collaborative projects
Transportation
02
1 benefits
and 1 for benefits
Resources are experts can design
change impacting more than one
branch
New suppliers
in both direct and indirect
Branch=
ERPCompanyCode
General Ledger
Code
Sub-Account
Department
Code
Project Code
Activity Code
10
20
30
Running the branch
Changing the branch
Programs
Portfolio

Who? In this scenario we are in the
United States

Federal sponsor supplies a
budget to the state
administrator
The state administrator
allocates the budget to
each county
Then each county to each
city

RACI
Branch
Leaders
Executive
Leaders
CIO (ICT)
Procurement
Treasury
Workforce
Services
Branch
workers
Service
Providers
Citizens
Service
Providers
Agencies
Legislator's
and Cabinet
Members

Service
Providers
and
Suppliers
Cost
Branch or
Regional
Delivery
Capability
and
Citizen
Benefits

What we are talking about
hierarchy of needs and
information in high performing
delivery systems
Who needs to know?
consumers – me and you
sponsors
providers (collectors, producers,
social media,
Scenario – information hierarchies
correct visual Zip, City, County,
State, Nation and World
Validity of information
ease of access and delivery
without higher cost
Digital information the
data behind an electronic
record
privacy and consumer
protection
speed and accuracy for
built once and used by
many
Information hierarchies
and valid data capture.
Information delivery
without the high cost

semantic relationships across global
boundaries

Architecture Agility
 A thing having 1 or more
sub-grouping or categories.
 In this example a county
has 1 or more cities.
 Cities must be grouped by
county for many reasons, in
this case to ensure single
counting of budget needs
or demand.
 Every city and therefore
the county will group the
employees who support
the cities for a county.

nation
country
state 1
county 1
county 2
state 2 county 1
natural hierarchy extended for states in a nation

each city has a series of zip codes
 exceptions being less than 20% of the
use cases
 under-developed countries excluded
but not forgotten; the value in
ensuring those countries have the
same model ensures cost and secure
delivery
 zip codes summarize populations in a
generic manner and each local
government has the option to enrich
locally without changing the context
of the information.
 validity of information

County
City 1
City 2
City 3

 people are identified by zip
code based on residence
 permanent versus temporary
would be an identifier
 the rule being physical
location

County
City 1
zip code 1
zip code 2
City 2
Zip code 2
Zip code 1
City 3

Accountability and Auditability

 Hierarchy of information includes
the grouping or categories within a
subject or “thing”.
 how does this affect you or why
does this need your attention?
 think of your checking
account...
 you have deposits
 you have debits
 you must not over spend
beyond your deposit or
balance
 The federal budget is just
like a checking account
 The deposits must not
exceed the spending

An estimate and benefits service
would include a defined set of
processes, with leadership
visibility and planned investment
guidance from the federal
sponsor who’s contributing a
national agenda

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