ITD captures service delivery key performance indicators by conducting an annual customer survey. For this reporting period, metrics were instead taken from Results of a Survey of State Agencies Regarding Information Technology Department Services and Rates conducted by Legislative Management as a requirement of Section 8 of 2017 Senate Bill No. 2001 and presented at the Legislative IT Committee meeting on December 20, 2017.
ITD's Service Desk is the "Single Point of Contact" for providing customers with advice, guidance, and rapid restoration of services. This past years included 71,530 incidents, 42,884 service requests, and 40,626 feedback opportunities (optional survey sent after request was completed, of which 4,564 were satisfied and 49 were dissatisfied).
In the fourth quarter of 2017 ITD brought in a 3rd party to conduct an operational assessment of ITD’s core processes in service management, software development, and project portfolio management. The objectives of the assessment were to provide ITD a baseline of the agency’s current organizational capabilities, to establish goals for future IT process maturity, and to deliver a roadmap of activities to help ITD achieve this newly targeted level of sophistication. The scales below show the current and future states of process maturity across ITD as determined by the operational assessment. The scales are based on the industry standard Capability Maturity Model (CMM).
ITSM is the entirety of core business processes and policies in place to support the daily operations of an IT organization. These processes focus on ensuring that IT services meet customer needs, and include activities such as incident management, change request management, knowledge management, and configuration management.
An organization's SDLC defines the processes followed throughout the lifecycle to plan, create, test, and deploy software products and services. SDLC processes include disciplines such as request intake, business and systems analysis, software design, software development, quality assurance, system deployment, and system support.
PPM is the centralized management of the processes, methods, and technologies used by project managers, program managers, portfolio managers, and project management offices to prioritize, select, initiate, plan, control, and close out projects. Effective PPM ensures the right projects are selected to support overall organizational strategies, and that they are implemented successfully.
For the first time, ITD partnered with Cabinet IT leadership to conduct an Overall IT Satisfaction assessment. This assessment was conducted in-person with agency business leaders. Participants were asked to think of how IT overall was serving their needs, whether that be ITD, agency IT staff, or vendors. This is the first time that a comprehensive survey has been conducted to measure overall IT satisfaction and sets a baseline to measure against in the future. Highlights are shown below. Additional information can be found on the IT Satisfaction Scorecard webpage.
Mature HR practices and a well thought out workforce development strategy are key to recruiting and retaining talented staff in a competitive economy. This is especially true for IT, where specialties like cybersecurity have a zero percent unemployment rate. Over the last, we focused on staff development through efforts like our annual Amplify Mentorship Program. We also expanded many of our workforce and culture activities, including Amplify, to include IT staff from other agencies and build a culture of working as one.
Trending data on important metrics, such as FTE count, years of service, and turnover rate can be viewed on the HRMS Statewide Dashboard. When viewing the dashboard, select "ITD" from the dropdown menu to see ITD's metrics and a comparison against the state's overall metrics.
ITD has implemented records management programs in 99 state and local government agencies, higher education institutions, boards, and commissions. Last year, state agencies, local government offices, and higher education institutions disposed of 38,989 cubic feet of records that satisfied their retention requirements. This savings in storage space, equipment, and related salaries resulted in a cost avoidance of $13,807,080. For the entities reporting a volume of electronic records, 26.8 TB were disposed for a monthly cost avoidance of $4,117.