A set of best practices for running IT like a business - and more importantly for effectively and consistently (using a data-driven agreed upon framework) communicating not just the cost of IT, but also attributing that cost to business services. Key to TBM is the ability of IT and business leaders to have data-driven discussions about cost and value of IT to best support business goals.
For the purpose of go live readiness, supporting organizations include the agency(s) and any vendor(s) who are involved in operations and support of the ongoing system/investment. Processes include any unique to the time immediately after go-live as well as those on-going processes required to effectively operate and maintain the system/investment once it is implemented into production.
SMART is a mnemonic for Specific, Measurable, Achievable, Relevant and Time bound. These characteristics are helpful to remember when identifying project objectives.
Defines the set of capabilities to manage and control a particular effort of an organization. This includes intra-agency work.
Defines the set of capabilities to support the administration of a group of investments held by an organization
A project subject to State CIO/OCIO oversight based on risk/severity assessment, a statute or some other factor as determined by the State CIO.
IT Strategy and Innovation includes all activities outside of normal Strategic Planning that focus on trying new approaches, new systems and thinking about/ planning IT investments in different ways.
Within the TBM Program, the source financial information used for identifying IT expenditures is from the statewide Agency Financial Reporting System (AFRS) and based on these components:
New IT acquisitions (coded in AFRS as Project Type X)
IT maintenance and operations (coded in AFRS as Project Type Y)
Data processing services (AFRS Sub-Object EL)
The processes, procedures, systems, IT infrastructure, data, and communication capabilities that allow each agency to manage, store, and share information in pursuit of its business mission, including but not limited to:
The work of one or more professionals responsible for monitoring and assessing the health and effectiveness of project management plans and processes as well as an overall assessment of a projects's short and longer term risks. To preserve independence, the QA provider(s) report outside the project management organizational structure, generally to the project's Executive Sponsor and the State CIO.
