Nestore: Aligning IT Demand to Operational Strategy

Aligning IT Demand to Operational Strategy
FTA Technology Conference
Portland, Oregon
August 2014
Executive Summary
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Multiple drivers of demand on IT
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Various processes and system(s) for identification, capture,
review and approval of IT demand
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Statute changes
Project requests
Change requests
Incidents/problems
“Nice to haves”
Can be difficult to manage
Very difficult to orchestrate to achieve a strategy
Filling time with change requests will keep you busy but won’t
help you achieve a strategy
Clear Direction for Project Success
Page 2 Today v. the Future
Maintain or Improve the “As-Is”…
“Systems for the sake of systems.”
Build Toward the Future…
“How do I want to do business in the future?”
Clear Direction for Project Success
Page 3 Paradigm Shift
Your Customers are Experts in the As-Is.
To Transform, they must become Experts
in the To-Be…
…and you have to help them get there.
Clear Direction for Project Success
Page 4 Value and Alignment
Well-Articulated
Strategy & Vision
Result
IT Demand
 Add Value
 Alignment
û
with Future
•  Improve Data Sharing
ü •  Enable Bus. Partners
•  Be Paperless
•  ...
 Add Value
 Alignment
with Future
Clear Direction for Project Success
Tactical
Not Consolidated
Reactive
Multiple Approaches
Multiple Tools
Multiple Solutions
Strategic
Supports Vision
Proactively Guided
Consolidated Approach
Consolidated Tools
Justify New Investments
Drive Portfolio
Page 5 Defining the Vision
First, define what’s important to your organization
Taxpayer Service?
  Compliance?
  Ease of Doing Business?
  Security?
  Fraud Prevention?
  …all of the above?
 
Get the list – build consensus
Clear Direction for Project Success
Page 6 Vision Approach
Structured Approach, Conversation and Output
Conduct sessions to understand current state
  Understand current problems and issues
 
Executive
Team
Executive
Vision
Account
Management
Team
Account
Management
Vision
Returns
Processing
Team
Returns
Processing
Vision
Information
Technology
Team
Information
Technology
Vision
Clear Direction for Project Success
Page 7 Vision Session Agenda
What is our Core Mission?
  What are our Primary Functions?
  Who are our Stakeholders?
  Are we doing the Best Job Possible?
  Do we have all the information we need to properly Function?
  What are Future Trends to consider?
  How should our operation look in 5 years? 10 years?
 
Clear Direction for Project Success
Page 8 Group Vision Session Participants
Who You’ll Need…
Staff who understand operations
  Staff who are open-minded
  Staff who want to help direct the Vision
  Staff who are critical to successful implementation of the Vision
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As appropriate, you can include taxpayers or preparers or other
stakeholders to gain their insight
Clear Direction for Project Success
Page 9 Other Vision Benefits
What you’ll experience…
Shared knowledge of operations
  Shared understanding of the organization’s Vision
  Stakeholder buy-in – the “case for change”
  Forum to train stakeholders on “aligned demand”
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“I didn’t know you did that!” is a common
phrase heard during Vision Sessions. Why?
Because it purposefully brings a variety of
participants together to focus on challenges
and solutions. During the process, they learn
about each other’s processes.
Clear Direction for Project Success
Page 10 Outcomes of a Vision
When you have a clearly-articulated Vision, a few
things happen:
Some requests go away
  Some requests get consolidated
  Some requests are replaced by newer, better approaches
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Clear Direction for Project Success
Page 11 Consequences of a Lack of Vision
When you don’t have a clearly-articulated Vision,
you may find that:
You may miss the alignment of requests to your strategy
  You cannot communicate the alignment
  You cannot encourage the alignment
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Clear Direction for Project Success
Page 12 Example Vision Statements
Improve Data Sharing
  Enable Business Partners
  Enable Self-Service
  Be Paperless
  Operate Near Real-Time
  Be Easy to do Business With
  Be Secure and Trustworthy
  Reduce Fraud
  Improve Flexibility for Change
  Enhance Data Quality
 
Clear Direction for Project Success
Page 13 In Practice
IT Demand
Need to
interface to
the Courts
Need to
interface with
DMV
Tactical Implementation
Need to share
data with AG
Need to interface
with UC Agency
Need to interface
new system to
legacy system
IT Demand
Need to
interface to
the Courts
Need to
interface with
DMV
•  Courts Interface
•  DMV Interface
•  AG Interface
•  …
Vision Alignment
Need to share
data with AG
Need to interface
with UC Agency
Improve
Data Sharing
•  Interface
Engine
Need to interface
new system to
legacy system
Clear Direction for Project Success
Page 14 In Practice
IT Demand
Tactical Implementation
Add fields for
better business
partner data
entry
IT Demand
Online query
for business
partners to
confirm data
entered
•  Database & User Interface
Modification
Vision Alignment
Add fields for
better business
partner data
entry
Enable
Business
Partners
•  Business
Partner SelfService Portal
Automated QA of
Business Partner
data
Clear Direction for Project Success
Page 15 Final Thoughts
Tactical is nice.
Strategic is better.
Clear Direction for Project Success
Page 16 Contact Information
For more information regarding this presentation please contact:
Frank S. Nestore, PMP, Director
[email protected]
Mathtech, Inc.
2465 Kuser Road, Suite 200
Hamilton, NJ 08690
Phone: 609-689-8520
www.mathtechinc.com
Clear Direction for Project Success
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