Agency ICT Asset Management Plan Template - eGovernment

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Oct 26, 2013 (3 years and 10 months ago)

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ICT Policy Board

Agency
ICT
strategy
and Agency ICT asset
management plans
template

Version
2
,
2
2

May

201
2

Agency ICT strategy and Agency

ICT asset management plans template

Version 2, 22 May

2012



Page
2

of
20

CONTENTS

Background

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3

Agency ICT Strategic Pl an Templ ate

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4

1

Strategi c context

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4

1.1

Agency

strategi c business goal s and pri ori ti es
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4

1.2

Current state of ICT in the Agency
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4

1.3

Drivers, imperatives and issues for agency ICT Strategy

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4

2

Agency ICT Strategy
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4

2.1

Inte
nded f uture state of ICT i n the agency

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4

2.2

Strategic direction and principles for ICT

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4

2.3

Proposed initiatives

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4

3

Agency ICT governance and reporting
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5

Agency ICT Asset Management Pl an Templ ate

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Busi ness appl i cati ons

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Corporate applications

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Infrastructure
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7

Attachments

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8

A1

Business Case Summaries
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9

A2

Information Communications Technology Architecture

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10

A2.1

Introduction

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10

A2.2

End user infrastructure *
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10

A2.3

Local area networks (LANs) *

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10

A2.4

Wide area networks (WANs) *

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11

A2.5

Infrastructure


Midrange computing *
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11

A2.6

Infrastructure


Storage *

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12

A2.7

Infrastructure


Databases

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12

A2.8

Infrastructure


ICT Facilities *

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12

A2.9

Infrastructure


Radio *
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12

A2.10

Infrastructure


Telephony and related services *

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12

A2.11

Security

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13

A2.12

Business applications *
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13

A2.13

Corporate applications

*
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13

A2.14

Application design & development

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13

A3

ICT strategic planning and asset management planning steps
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15

A4

Agency ICT Asset Management Plan Background

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16

A4.1

ICT business applications asset assessmen
t

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16

A4.2

ICT business applications asset assessment strategy

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16

A4.3

Business application status and review methodology
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17


Agency ICT strategy and Agency

ICT asset management plans template

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2012



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Background

The ICT
I
nvestment and
D
ecision
M
aking
F
ramework includes regular review of agency strategic ICT plans
,

agency

ICT asset
management
plans

and investment proposals
.

This template is intended to
guide agencies in preparing strategic ICT plans and

strategic ICT asset
management plans
that
are

aligned to the agency’s
strategic plan

and the ICT strategy developed by the ICT
Policy Board.

Throughout this document, guidance is in this font and colour.

Agency ICT strategy and Agency

ICT asset management plans te
mplate

Version 2, 22 May

2012



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Agency ICT Strategic Plan Template

1

Strategic context

1.1

Agency strategic
business
goals

and priorities



Describe the business goals and priorities of the agency



Explain how the objectives and other elements of the Tasmanian Government ICT Strategy are
factored into these priorities



Describe any other business d
rivers, imperatives or challenges that the agency must respond to
.

1.2

Current state of ICT in the Agency



Briefly describe the current state of ICT in the agency and the strengths and weaknesses for
supporting the business goals and priorities



Include an asses
sment of the strengths and weaknesses against the Tasmanian Government
ICT Strategy
.

1.3

Drivers, imperatives and issues for agency ICT Strategy



Briefly describe the important factors that will drive the ICT strategy



The factors should reflect the identified s
trengths and weaknesses



They shoul
d

also address emerging opportunities, threats and trends

2

Agency ICT Strategy

2.1

Intended future state of ICT in the agency



Looking ahead 3 years and beyond, briefly describe the intended future state for ICT and how it
will
be different to the current state



If useful, provide a vision for ICT



Outline key goals



Where possible, provide relevant KPIs for the goals

2.2

Strategic direction and principles for ICT



Provide a very brief and high level description of the strategy to
achieve the future state and
stated goals



Describe the direction and principles that underpin the strategy



Explain how the strategy supports each of the principles and objectives of the Tasmanian
Government ICT Strategy.

2.3

Proposed initiatives



Describe each
of the significant initiatives that are proposed to be undertaken by the agency
over the next 3 years to implement the agency ICT strategy



Describe each of the significant initiatives or actions that are proposed to be undertaken at a
government wide level

over the next 3 years to implement the agency ICT strategy

Agency ICT strategy and Agency

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For each of the proposed initiatives, provide an initial estimate of:

-

What will be done

-

Why it will be done (ie which goals does it support)

-

How it will be done

-

When it will be done

-

Who will be re
sponsible

-

Resources required



If appropriate, r
eflect the initiatives in the Agency ICT Asset Management Plan
or

Business
Case Summaries
.

3

Agency
ICT
gov
ernance and reporting



State
or refer to the agency ICT governance arrangements



Include how progress on the agency ICT strategy will be monitored and reported


Agency ICT Asset Management Plan Template

Assess agency ICT assets to determine

appropriate course of action.

Attachment
A4

Agency ICT Asset Management Plan Background

outlines the review
methodology. This methodology is to guide assessment of existing ICT assets
.

T
he key information is what are the major assets and what are the likely
plans or actions
, together with indicative opex and capex

figures, where they are readily available
.

New requirements are identified through the

agency ICT strategic plan.

Business

applications

Environment

Business
Owner

Description

Action

Estimate


Capital expenditure

Estimate


Operational expenditure

Initia
l
Date

Year 1

Year 2

Year 3

Year 4

Year 1

Year 2

Year 3

Year 4



<Ite
m>





CapEx

OpEx

CapEx

OpEx

CapEx

OpEx

CapEx

OpEx


I
tems or
business

applications as identified in
A2.12

Business applications

Corporate
applications

Environment

Business
Owner

Description

Action

Estimate


Capital expenditure

Estimate


Operational expenditure

Initial
Date

Year 1

Year 2

Year 3

Year 4

Year 1

Year 2

Year 3

Year 4



<Item>





CapEx

OpEx

CapEx

OpEx

CapEx

OpEx

CapEx

OpEx


I
tems or corporate applications as identified in
A2.13

Corporate applications

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ICT asset management plans template

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Infrastructure

Environment

Business
Owner

Description

Action

Estimate


Capital expenditure

Estimate


Operational expenditure

Initial
Date

Year 1

Year 2

Year 3

Year 4

Year 1

Year 2

Year

3

Year 4



<Item>





CapEx

OpEx

CapEx

OpEx

CapEx

OpEx

CapEx

OpEx


Items as identified in:

A2.2

End user
i
nfrastructure

A2.3

Local area networks (LANs)

A2.4

Wide area networks (WANs)

A2.5

Infrastructure


Midrange computing

A2.6

Infrastructure


Storage

A2.8

Infrastructure


ICT Facilities

A2.9

Infrastructure


Radio

A2.10

Infrastructure


Telephony and related services

Key:

Environment

In production, proposed, under development
, under review/refresh

etc

Business Owner

Business owner of the application

Description

Short description of the application, where
possible identify the key budget outputs and policy outcomes supported by the
application

Action

Proposed action

for the year, see methodology below for further detail
. Actions are

Tolerate



Meets business and technical standards; re
-
evaluate or reposit
ion.

Integrate



Meets business requirements of several business units and meets technical standards; maintain and evolve.

Migrate



Does not meet technical standards, hence reducing capability to support; re
-
engineer, modernise.

Eliminate



No longer prov
ides significant business value; retire, decommission.

Estimate

Estimated capital
and recurrent
costs for the proposed action

Initial Date

Date the application was initially implemented.

A business case summary should be developed where the action is
either integrate, migrate or eliminate.


Attachments

Agency ICT strategy and Agency

ICT asset ma
nagement plans template

Version 2, 22 May

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A1

Business Case Summaries

For each proposed investment

(which may be for a program of projects)

develop
:

Title

Short title of the proposal

Reason for
proposal



Identify the
problem the proposal is to address



Outline why the problem needs to be addressed



Identify the opportunity and proposed solution and how they will resolve
the problem

Assumptions

Outline any assumptions made relating to the proposal

External
conditions
(dependencies)

What external conditions or dependencies are critical to this proposal

Relationship to
Government
policy priorities

What Government policies
,

agency outcomes
, and budget output groups

supported by the proposal

Benefits /
outcomes



Document
impact of the proposal on the objectives of the ICT strategy



Document high level benefits or outcomes that will be achieved by this
proposal, including links to Government policies.



Outline how these benefits or outcomes will be measured.



Outline expected
timeframe to achieve the benefits or outcomes.

Risks



What negative impacts to Government are likely to result from the
identified solution, include a summary of agencies that may “lose” by the
proposed solution.



Identify risks if the proposal is not succe
ssful (political, social, economic etc)



Summarise the level of risk associated in delivering the proposed solution.

Timeframe

Outline expected timeframe to commence and complete the proposal and any
constraints on the timeframe.

Estimated total
cost

Provide estimated capital and recurrent costs for the proposal, over the expected
life of the system.

Proposed
solution



Do other agencies have a similar business problem or need?



Have a range of solutions been explored?



Have a range of sourcing options (bespoke, purchase off the shelf, cloud,
etc) been explored?

For Common ICT proposals:



What is the current situation?



Outline assessment of the options of a shared service, common ICT service
and common ICT approach



Outline

major benefits and risks to government



Outline major benefits and risks to agencies

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ICT asset management plans template

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A2

Information Communications Technology Architecture

Agencies should separately maintain an ICT architecture, or infrastructure standards. The information
below provides g
uidance on scope and structure of such a document.

Information covered in the ICT architecture or infrastructure standards document need not be covered
in the agency ICT Strategy.

Where possible, the ICT architecture follows the taxonomy

and definitions

of

the ICT benchmarking
coordinated by the Office of eGovernment and the ICT Roadmap.

Items marked with a * should be reflected in the agency ICT asset management plan as a single line
item

A2.1

Introduction

The

summary of ICT architecture and standards of the agency is designed to provide an
understanding of the overall ICT architecture and standards of the agency.

Provide a short summary of the agency and ICT arrangements.

A2.2

End user
i
nfrastructure

*

Definition


services, hardware, software, personnel, functions, activities and responsibilities that are
provided directly to end
-
users in the agency. Includes
desktops, laptops, thin clients, associated
software, management tools
, peripherals, print servers.

Outlin
e current, and if necessary legacy
,

specifications of the standard client computing equipment
and software.

The following
is a

guide to the
content:



Desktop and
l
aptop
c
omputers



Mobile d
evices



Printers and n
etwork
p
hotocopiers
/multifunction devices



Software



Installation,
t
esting and
s
upport

Summarise the agency policies and practices on purchase, installation, testing and support of client
computing equipment.

A2.3

Local area networks (LANs)

*

Definition


services, hardware, software, personnel, function
s, activities and responsibilities that are
providing LAN services in the agency. Includes wiring, switches and support software and services.

Outline current
LAN

services
infrastructure standards, and where appropriate sourcing arrangements,
of
LAN

servi
ces and
infrastructure. Topics to consider include:



Network standards

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ICT asset management plans template

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Redundancy, Reliability and availability



Network protocols



IP addresses



Active network equipment



Switching equipment



Wireless equipment



Network cabling

A2.4

Wide area networks (WANs)

*

Defin
ition


services, hardware, software, personnel, functions, activities and responsibilities that are
providing WAN services in the agency. Includes NT II services and agency costs to manage, monitor

and provision the services.

Policy context: Agencies are required to
use the Networking Tasmania II whole
-
of
-
government
contracts established by TMD
to obtain data communications, Internet and related services
.

Under
this, each agency is to have its own
policies and standards for s
ervices it procures

Outline and/or reference relevant agency policies and standards,

t
opics to consider include:



Network standards



Redundancy, Reliability and availability



Wide area network services



Remote access services



Network protocols



IP addresses



Active network equipment

and services



Switching equipment

and services



Wireless equipment

and services



Network cabling

and services

A2.5

Infrastructure


Midrange computing

*

Definition


services, hardware, software, personnel, functions, activities and respon
sibilities that are

providing midrange computing services in the agency that are typically housed in data centres.
Includes services, hardware, software, management services (including virtualisation).

Outline current
midrange computing

services and
opera
ting environments of the agency, include

(where appropriate)

topics such as:



Sourcing
arrangements



Lifecycle
support



Virtualisation



Operating systems



Management systems

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A2.6

Infrastructure


Storage

*

Definition


services, hardware, software, personnel, functi
ons, activities and responsibilities that are

providing storage services in the agency that are typically housed in data centres. Includes NAS, SAN
and management and support services.

Outline storage
services and
operating environments of the agency, inc
lude (where appropriate)
topics such as:



Sourcing arrangements



Lifecycle support



Management systems



Storage

A2.7

Infrastructure


Databases

Definition


preferred database environment for major corporate and business applications

Outline
database services and
operating environments of the agency, include (where appropriate)
topics such as:



Sourcing arrangements



Lifecycle support



Database systems



Management systems

A2.8

Infrastructure


ICT Facilities

*

Definition


services, hardware, software, equipment, rent, pers
onnel for the provision of data centres
to the agency. Includes rent, racks, UPS, power, air conditioning and associated services.

Outline and/or reference ICT facilities sourcing and/or standards.

A2.9

Infrastructure


Radio

*

If applicable to your agency, o
utline and/or reference
radio

sourcing and/or standards.

A2.10

Infrastructure


Telephony and related services

*

Definition


fixed and mobile voice, video and related services, including handsets.

Policy context: Agencies are required to
use the integrated com
munications services and
arrangements provided by TMD
. Under this, each agency is to have its own
policies and standards
for services it procures
.

Outline and/or reference relevant agency policies and standards.

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A2.11

Security

Policy context



a
gencies
are requ
ired to comply with the Tasmanian Government Information
Security Policy. Under this, each agency is to have its own information security policies.

Outline and/or reference relevant ICT information security policies.

A2.12

Business applications

*

Definition


major business applications support and enable business functions of the agency.
Examples include the List, Motor Registry, FINES, Patient Administration System, Student
Management System,
Jobs web site.

Costs include personnel, purchase, maintenance etc
required to provision and support the application.

Outline current
major business

applications such as:



Product and technology



Sourcing arrangements



Lifecycle support

Each major business application should be reflected in the agency ICT asset management pl
an as a
single line item.

A2.13

Corporate applications

*

Definition


corporate applications support the back office functions of government. They should
include, but not be limited to:



HR, payroll and related services



Financial and related services



Electronic
document management and records systems

(EDRMS)



Web content management and collaboration services



Help desk services.

Costs include personnel, purchase, maintenance etc required to provision and support the application.

Outline current corporate applicatio
ns such as:



Product and technology



Sourcing arrangements



Lifecycle support

Each corporate should be reflected in the agency ICT asset management plan as a single line item.

A2.14

Application design & development

Definition


preferred procurement model, technical standards etc for application design and
development for applications in the agency

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Outline the preferred application environment for new applications commissioned by the

agency.

Summarise agency preferred:



Preferred

sourcing models, eg commercial of the shelf, software as a service, etc



Application infrastructure, such as databases, development platforms, web infrastructure,
authentication model



Development guidelines, including development methodology, architecture
and design,
implementation and testing environments and practices, deployment models, documentation
and security standards

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A3

ICT strategic planning and asset management planning steps


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A4

Agency ICT Asset Management Plan Background

A4.1

I
CT business applications asset assessment

The following approach to reviewing business applications was developed by the Department of
Education, utilising a Gartner methodology.

A4.2

ICT business applications asset assessment strategy

ICT business applications

asset assessment strategy includes the following goals:



Administrative workload and i ntegration



with the aim to reduce time and effort spent
maintaining infrastructure and applications, decreasing the administrative burden of staff,
school and corporate

areas. Where possible, new applications will reuse identity information,
finance information, qualifications, etc. It is undesirable that the same information is maintained
numerous times, sometimes by different business units. Business applications wil
l integrate
with other applications as appropriate.



Sustainable business application diversity



while it may be desirable to support a variety of
business applications to cater for differing business needs, it must be recognised that this has
an impact on
:

-

License cost (there may be no opportunities for state
-
wide licensing)

-

Support cost (may necessitate )

-

Professional development (as staff are mobile there may be a retraining effort as they
move from business unit to business and encounter different appl
ications.)

-

Staff availability


due to a significant staff ‘churn’ it is desirable to standardise on a
number of platform and technologies

It is desirable that diversity is balanced against supportability and cost impacts.



Better reuse of i dentity i nformat
ion

-

every staff member and client should have a single
identity (username and password) that they use during their interactions with the agency. It is
desirable that all corporate and e
-
learning business applications are able to re
-
use these
identities,
rather than creating new ones. This also implies that a person identity remains
constant as they move from business unit to business unit.



Agility



business applications developed will be responsive to changing political and technical
environments, by
virtue of exploiting new technologies and design approaches. For many
branches, current business applications were built during a time of independent business
processes and consequently silos were built with copies of data and with no real connection to
e
ach business application. Over time piecemeal integration has lead to even more complex IT
infrastructure, with associated support costs. Organizational demands for business process
flexibility and adaptability are often difficult in an environment of ‘o
ne purpose’ hardcoded
applications. There is a greater expectation for the agency to respond quickly to changing
priorities. A fleet of old applications will make this increasingly difficult.



Better resource management

-

providing a consistent methodology

for approval of ICT priorities
investment. Taking a strategic approach to ICT investment will make it more likely to provide
better forward planning and align:

-

Internal IT staff resources

-

Business staff resources

-

Industry vendor availability

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Application

architecture



using a standards based development approach to support
integration and reuse of data. All applications that are bought or built as part of this strategy
will be designed to be scalable, highly performing and allow for secure access by sta
ff over the
internet. There will also be a significant focus on leveraging of whole of government
opportunities for application consolidation / hosting.

Strategic Direction



Assess business application against the
Agency ICT Strategic Plan,
Tasmanian Govern
ment ICT
Strategy and ICT Roadmap.



Review with each of the business application owners the business application boundary and its
ability to satisfy business requirements.



Confirm on
-
going business application requirement, or business application decommissi
oning as
appropriate with business owner and users.



Utilise a software development and support panel of local companies to enable access to
multiple software skill sets.



Where ever possible will purchase rather than build a software business application.

A4.3

B
usiness application status and review methodology

The business application solutions strategy will follow the Gartner methodology of needs identification,
essentially as a function of business value and technology risk.

Definition: IT portfolio management
is a structured approach to categorize, evaluate, prioritize,
purchase and manage an organization's technology assets (hardware, software and human),
investments and projects based on current and future economic drivers


and the acceptable
balance of valu
e/risk desired by the business.

Key benefits:



Targets IT resources to meet business goals and increases IT and business alignment



Better IT budget control and management across the agency and improved transparency on IT
expenditures

Tol erate

those systems
that still satisfy a significant portion of the business function and are on
platforms that deliver high quality of service.

Integrate

those involved in business processes that cross silos or where data volume precludes
conversion.

Mi grate

those systems th
at are "burning platforms" or that use declining or irreplaceable skills.

El i minate

those that no longer provide significant business value.

A sustainable business application lifecycle planning requires funding to be available for system
replacement upon

retirement, and assumes that the original business drivers and processes for the
business application still apply

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Tolerate

Tolerate those systems that still satisfy a significant portion of the business function and are on
pl
atforms that deliver high quality of service.

Criteria:



Satisfies 80% of the business function



Platform quality of service required



Problem is access, not implementation

Strategies:



Presentation integration



Code cleanup



Restructure



Code analysis /
inventory

Integrate (maintain / evolve asset)

Integrate those involved in business processes that cross silos or where data volume precludes
conversion.

Criteria:



New business drivers cross traditional stovepipe applications



Data volume precludes conversio
n



E
-
business needs offered by packaged solution are critical

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Strategies:



Presentation integration



Programmatic integration



Business Process Management



Desktop integration

Migrate (re
-
evaluate / reposition asset)

Migrate those systems that are "burning plat
forms" or that use declining or irreplaceable skills, or will
be consolidated as part of the ICT Roadmap.

Criteria:



Burning platform



Declining and irreplaceable skill sets



Target for consolidation by the ICT Roadmap



Manageable quality of service expectatio
ns



Resolve merger and acquisition differences

Strategies:



Business application infrastructure (software and hardware) replacement



Re
-
host



Re
-
write



Outsource



Platform migration

Eliminate

Eliminate those that no longer provide significant business value,
which requires some agreement on
the parameters of business value.

Criteria:



Low business value



Duplicate implementations



Alternate implementations

Strategies:



Decommission

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Alternate assessment model

The diagram below is of an alternate assessment model.
This model also assesses technical and
functional quality.