Delegation Authority Process and Policy
OIT looked to modify certain statutory citations to reflect the current information technology environment and direction, streamlining the statute to clearly define OIT’s statutory authority and roles and remove outdated provisions.
The Statute Refresh provides greater clarity on the role of agencies in terms of technology, and emphasizes their role as the business owner of technology.
Enhance and Align OIT’s Strategic Planning
Analyzed the current state of strategic planning and related processes at OIT while collaborating with internal and external stakeholders to define the future state of OIT’s strategic planning process.
Enhanced the strategic planning process creating organizational alignment and efficiency with enhanced coordination between strategy, planning, budgeting, and operations.
Enhance Project and Portfolio Management
Reviewed, refined and updated the Project Lifecycle Methodology, knowledge base and governance playbook; Deployed the ServiceHub ITBM Module. sites.google.com/state.co.us/plm
Enhanced the project lifecycle by identifying gaps in the governance playbook and improved project management through a leading edge tool.
Enterprise Risk Management
Opportunity to create a holistic view of enterprise-level risk, the impact of multiple tool sets, and a general lack of accountability regarding audit findings needed to advance OIT processes in cybersecurity, finance, HR, etc.
Provides OIT leadership with the information they need to direct the organization and make enterprise-wide, risk-based decisions.
Establish IT Governance
Established IT governance boards, providing the structure, strategy and processes necessary for collaborative IT direction-setting and decision-making.
Collaboratively balances enterprise IT investments with agency IT needs, while still balancing risks/control.
Evaluate PMO Capabilities
Evaluated current project management office capabilities and proposed a future state Enterprise Project Management Office design.
A new PMO will provide an enterprise-wide approach to identify, prioritize and successfully execute enterprise technology initiatives.
Government Data Advisory Board (GDAB)
OIT’s legislative update (HB21-1236) enhanced the state’s goals and legal approach to statewide data management and interoperability while also changing the GDAB membership and duties. As a result, a new operating model was required to allow GDAB to undertake a leadership role in the creation, implementation and oversight of the state's information and data management goals, standards, practices and processes.
The GDAB project helped to stand up the board and provide guidance on governance.
Governance is critical for OIT to support the administration, authority and collaborative approach to service delivery needed to ensure agency IT needs are met and investments balance risks and control.
Governance 2.0 updated the OIT Governance Guidebook by defining roles, responsibilities and processes for IT leadership to use across the state.
Establish an IT Asset Management (ITAM) Program
The request to create an IT Asset Management program to track IT assets used by state agencies in a single repository was a recommended outcome of the asset transfer study requested by the Joint Budget Committee (JBC) in S.B. 19-251 Section 3, C.R.S. 24.37.5-804.
For agencies, a single, modern application to track hardware assets will answer these questions: What do we have? Where is it located? Who is using it? How much does it cost? How well is it supporting the organization?
Completed July 2022
Customers have visibility into and ownership of their use of OIT’s Common Policy services to understand, dispute, budget and plan their IT needs.
Agency customers can now plan for OIT service costs based on fixed rates billed for service consumption each month.
Implement OIT Financial Transparency: Real-time Billing
Mature Vendor Management
Introduced policies and created a single point of contact for vendor-related relationships, risk and performance management at OIT.
Matured and expanded VMO capabilities, providing agencies & OIT with greater visibility into vendor contractual commitments and risk levels.
The project developed a toolkit to support the executive branch's IT requirements, vendor and project success that includes:
Clear, concise accessibility expectations documented in solicitations and in contracts and vendor risk assessments
Procurement tracking and reporting system, documentation and training for OIT staff
Streamline Enterprise & Recurring Services on Interagency Agreements
Created and deployed an agency dashboard to improve visibility into IAs and cash services; offered streamlined method to onboard enterprise services by eliminating IAs.
Improved agency ability to plan and budget through a holistic view of their IA services.
IT Service Management (ITSM) Tool Suite
OIT imagined a world where IT services are designed, delivered, supported and managed using one modern application. Processes are automated, project visibility is improved, the lifecycle of requests is tracked and agencies are provided data that can be used for sound financial IT planning.
The implementation of a solution from ServiceNow achieved this and is driving our transformation of IT service delivery.
Plan for and Enable Digital Transformation
Defined and developed a Digital Transformation vision, strategic plan and model leveraging people, processes, and technology to improve state agency websites and applications to allow for flexible access to reach our customers.
In partnership with the Reimagine State Government committee, the Digital Transformation project reported that more than 149,000 interactions were diverted to a virtual setting in FY 2020-21, and agencies stated that 70% of all applicable services were available online.
Web Standards & Toolkit Integration
Created toolkits containing a governance framework, strategies and tools that transform state websites on par with the best digital services available.
Enables transformation of state websites from a collection of disparate information to a connected, compliant online ecosystem of services on which ALL Coloradans rely.
Conduct Workforce Planning
Conducted a pilot of a learning platform to understand how it might support our workforce in ongoing learning and skill development.
Identified skills gaps in order to develop a training plan to ensure OIT continually has the expertise customers need.
Pilot Agency Team Concept (One OIT)
Revised current OIT PMO processes and controls to take advantage of lean processes and enhance successful project delivery.
Improves efficiency, knowledge and communication by revising processes across project delivery.
Agency Tech Debt Reduction Plans
Each executive branch agency worked with IT directors from January to June 2022 to find applications with the greatest technology debt burdens to devise a plan for how to reduce and address them.
Our goal of starting Tech Debt Workbooks (TPW) for 75% of our agencies (12) was achieved and exceeded with 100% (17) started and 41% (7) fully completed by the end of July 2022. Statewide we have completed 89% of agency TPWs.
Align Service Catalog with Best Practice Recommendations
Developed service catalog standards and a standalone website based on industry best practices to support OIT’s new Real-time Billing model. oitservicecatalog.state.co.us
Increased visibility into OIT products/services and their benefits to better inform customers’ IT business decisions.
eFORT Data Center Relocation Plan
Focused efforts to ensure the timely and efficient relocation of all State resources from the eFORT Data Center to other State-operated sites, ultimately decreasing the overall cost to operate enterprise services such as Data Center Housing and Server Hosting.
The planning phase was completed in July 2022 and the next phase will be execution, when agencies and external organizations physically relocate to the Lakewood Data Center, the cloud or make other arrangements.
Evaluate Stakeholder Engagement & Communications Phase 1 & 2
Completed phase one and two of project with a robust list of strategies informed by customer interviews and a survey completed by 4,800 agency staff.
Actionable strategies should not only increase customer satisfaction but improve agency relationships through more relevant, transparent and timely communication and engagement.
Improve Enterprise Service Delivery (Infrastructure Operations Transformation)
Created a multifaceted approach to drive service delivery improvements including an Infrastructure Operations Playbook, an operational realignment, a governance model, and a performance monitoring plan.
Developed a standard service delivery model that improves cost management while reducing complexity and service impacts.
The goal for the Network and Security Optimization project was to deliver a plan for the most effective network design and performance at the lowest cost structure while delivering solutions that meet our clients' needs and budgets.
The Network Services project team completed this project with plans for using solicitations to drive solutioning, infrastructure redesign and network optimization.
Optimize Agency Ownership and Accountability of Biz Tech
Designed a framework that agencies can use to evaluate their capabilities to effectively partner with OIT and better align business strategy with technology supports.
Increases agency ownership of their IT business needs and helps to level up the whole state when it comes to business IT capabilities
Product and Service Management Collaborative Roadmap
We need to ensure that our products and services meet or exceed state, agency and resident needs by establishing and incrementally improving a product framework.
The roadmap created a formal set of processes that enable statewide product and service offerings to be introduced, improved and retired with consistency and awareness throughout the offering's lifecycle.