| IT Governance and Planning |
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| Introduction |
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The IT Executive Steering Committee was formed by the Information Systems Chief Information Officer (CIO) and key managers on the ODOT Director’s management team in 1996. Since that time, ODOT has been striving to develop “business” guidance for information technology. Over time this has developed into a governance structure that includes a number of groups, guiding plans, and documents. This document describes those groups and documents and how they work together to align information technology resources and investment to achieve ODOT-wide priorities.
The following information summarizes key concepts in ODOT's IT governance and planning or download this PDF file for a full description of ODOT's IT Governance and Planning.
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| ODOT IS Mission and Vision |
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ODOT IS Mission
The ODOT IS mission is to enable people to deliver ODOT products and services by putting sustainable business and technology solutions in their hands.
Changes to the ODOT IS mission statement are rare and only likely if there is a major change of direction for the organization. In the event changes are needed, proposed changes are evaluated for approval by the Executive Steering Committee.
ODOT IS Vision
The vision statement is a forward thinking and strategically focused statement with top management support. The mission statement describes what we do; the vision statement describes the kind of organization we strive to be. The ODOT IS vision is as follows:
ODOT Information Systems is seen as a world-class, customer-oriented technology service organization. Its customers view ODOT IS as a trusted partner in delivering quality solutions. ODOT IS is known for consistently delivering the right solution at the right cost and at the right time
Changes to the ODOT IS vision are rare and only likely if there is a major change of direction for the organization. In the event changes are needed, proposed changes are evaluated for approval by the Executive Steering Committee.
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| IT Governance Groups |
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ODOT Groups
Governance of information technology within ODOT is conducted through three levels of management groups. All three governance levels are charged with responsibility for the success of information technology at ODOT.
The highest level is the Executive Steering Committee (ESC), which is charged with setting policy, direction, and providing high-level oversight. The next level is made up of Communities of Interest (COI). These groups provide tactical level governance for ODOT’s information technology investment and initiatives for a given segment of ODOT’s business. The ESC is responsible for determining the number and business composition of Communities of Interest.
At this same governance level, there is an Infrastructure Community of Interest to manage the tactical oversight of the IT infrastructure which is defined as the whole of the hardware, software, organization, procedures, computer-related communications, documentation and skills required to support the provision of IT services to the business. The components of the IT infrastructure are business assets which must be managed in order to provide the highest value IT services to the business.
The direction provided by the above groups is carried out by the Information Systems Management Team (ISMT) under the direction of the Chief Information Officer. ISMT is responsible for the day-to-day management of the ODOT's IT resources.
Other Groups
CIO Council
The Chief Information Officer Council (CIO Council) was established and appointed by the Governor's Information Technology Executive Council in August 2002. The Chief Information Officer Council (CIO Council) was been established to fulfill a role of leadership and act as the point of agency collaboration for state government-wide information resource management. This successful governance group is changing the way information technology (IT) is developed and implemented throughout Oregon State government.
The CIO Council considers the full spectrum of information technology-related issues facing the State of Oregon. The CIO Council then advises the State Chief Information Officer (State CIO) on strategic and policy direction. The CIO Council fulfills a primary ownership role in the following state government-wide IT processes:
- Strategic planning
- Statewide technical architecture and standards
- State government-wide information technology initiatives
- Collaborative resourcing of information technology initiatives
ODOT Chief Information Officer represents ODOT on the CIO Council. The group serves as a forum for state-wide technology issues and projects. ODOT will take the lead or participate with other agencies on initiatives or research in coordination with the CIO Council.
Joint Legislative Committee on Information Resource Management The Joint Legislative Committee on Information Management and Technology (JLCIMT) was formed to:
- Establish statewide goals and policy regarding information systems and technology, including telecommunications.
- Conduct studies of information management and technology efficiency and security.
- Review the activities of the Oregon Department of Administrative Services, Information Resources Management Council.
- Make recommendations regarding established or proposed information resource management programs and information technology acquisitions.
The committee has a continuing existence and may meet, act and conduct its business during sessions of the Legislative Assembly, any recess, and in the interim between sessions. Decisions and actions of the committee are made upon the affirmative vote of the majority of members of the committee.
The JLCIMT consists four members appointed by the Speaker of the House of Representatives, at least two of whom shall have served on the Joint Ways and Means Committee, and three members of the Senate appointed by the President of the Senate, at least one of whom shall have served on the Joint Ways and Means Committee.
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| IT Planning |
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IT exists to support the needs of business areas. Without this connection, information technology can be a solution in search of a problem and business goals may not take into account new IT capabilities. As planning processes mature over time, business planning and IT planning should align to meet the same goals. Any endeavor that seeks to improve the organization must take into account all the tools available and deliver an integrated solution. Even today, it is rare to find a business initiative that doesn’t contain an IT component that must be coordinated with organizational, human resource, and procedural components.
ODOT IT planning occurs in a framework of other types of planning in state government. IT Strategic planning, IRM planning, business planning and tactical planning are all closely related. In addition to plans, there are enterprise and ODOT IT Architectures design documents used to optimize information systems and IT investments. They create a model to ensure the choice of technologies has the greatest long-term value and benefit to the organization. The following chart shows how each of these elements relates to the state organization hierarchy, business and IT domains, and to each other.
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| Systems Development Life Cycle |
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The ODOT IS organization possesses an organization-wide ability for managing development and maintenance processes. These processes are accurately communicated to both existing staff and new employees. Work activities are carried out according to a standard system delivery methodology that outlines the phases and activities needed to manage projects and deliver IT systems. These defined processes are updated when necessary, and improvements are made over time.
ODOT has established policy that institutes the management and use of a standard system delivery methodology to improve the delivery of IT systems at ODOT. The methodology includes deliverable templates and process documentation, such as life cycle descriptions, process tailoring guidelines, procedures, tools and techniques for delivering IT systems. The methodology focuses on following processes and the completion of deliverables essential to meeting the business need. It does not impose unnecessary documentation, standards, or requirements. By following a repeatable process, ODOT will deliver quality systems more consistently.
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