Beruflich Dokumente
Kultur Dokumente
Technology
Roadmap
2013-2016
November, 2012
Information Technology Services
Table of Contents
Table of Contents ....................................................................................................................................... 2
Message from the CIO .............................................................................................................................. 4
Executive Summary ................................................................................................................................... 5
1. Introduction - Technology Roadmap ........................................................................................... 6
2.
2.2.
2.3.
2.4.
2.5.
2.6.
2.7.
2.8.
2.9.
2.21. ePal......................................................................................................................................... 22
Strategic Initiatives ....................................................................................................................... 23
3.
3.1.
3.2
3.3
3.4
3.5
4.
3/30
4/30
Executive Summary
The ITS Technology roadmap outlines planned key strategic investments and building
blocks that position the City of Ottawa to respond to business needs and citizen
expectations. With a focus on exploiting the Internet and improving interaction with
citizens and access to services via broadening the channel options, the City is
expecting that this approach to eGovernment will result in improved operational
performance, citizen satisfaction and achieve a higher level of confidence and trust in
the City as a public institution.
The City, similar to most organizations, does have at hand a list of initiatives to be
funded and implemented. Individually, each initiative may contribute to overall
strategies, however it is recognized that moving right to initiative-led planning can break
the link between goals and tactics. This roadmap considers the strategies and achieves
an integration of life-cycle and foundation activities as a natural part of the program.
This ensures a proactive and disciplined approach to an execution plan and a set of
investments that align to achieve sustainable progress to strategies. In order to
implement full technology solutions, realize savings, and continue to deliver services,
investment is required in 3 key areas:
Specific technologies that enables key Service Excellence initiatives
(ServiceOttawa);
Initiatives designed to improve operational performance, reduce the complexity of
the IT environment, and support the day-to-day business of the City (IT
Operations); and
Reduce the risk of service interruption by modernizing an aging infrastructure and
deploying foundational technology that supports ServiceOttawa and City services
(IT Asset Renewal).
The Roadmap includes the following priorities:
Foundation and Modernization Technology, and
Strategic Initiatives.
ITS will continue to support ServiceOttawa initiatives to achieve their target annual
savings when fully deployed and enable the City to fund growth and services through
these efficiencies.
The cost to implement the technology investments identified in the Roadmap is
projected to be $44.69M for Foundation and Modernization initiatives, and $2.26M for
Roadmap Strategic Initiatives over the next 4 years (2013-2016). The 2013 capital
requirements are $10.553M for Foundation and $.910M for the Roadmap Strategic
elements.
5/30
are planned to continue to move the ITS environment forward to a more efficient
and effective operational future state.
Figure 1 represents these individual initiatives, and the following sections briefly
describe the large-scale investments that support Citizen Centricity and Governance
and provide a responsive technology foundation.
The summary of these initiatives and respective timelines can be represented as follows:
7/30
2.1.
This program provides for the overhaul of legacy applications that have reached their
end of viable life and are still in use for city service delivery. Legacy applications are
applications that no longer support the evolving needs of the business:
by adding increased risk and cost to operations;
by being unable to adapt to changing business process; or
through the inability to integrate with new initiatives such as ServiceOttawa.
This program transitions legacy applications to new technology solutions with the
objectives to:
1. Maintain current service delivery levels;
2. Position the business areas to be more responsive in their provision of
services;
3. Reduce support costs; and
4. Rationalize & consolidate application portfolio.
Currently, ITS supports approximately 59 business suites (groups of applications/tools
that, together, meet a business requirement or function), and 235 independent
applications all providing capabilities for staff to access information and enable the City
to conduct business with its citizens and partners. Over 90 of these applications have
reached end of technical life with additional applications reaching end of life each year.
This end of life condition implies that: the technologies in which they are written are
greater than 8 years old and have no vendor support, there are decreasing numbers of
internal resources to support, there are very limited and very expensive external
resources available to provide support, and there is increased risk that they will not
function with newer versions of software and hardware. Additionally, improvements and
enhancements to the applications cannot be made, and feasibility of the systems to
meet ongoing demand and capabilities is limited.
8/30
This initiative will continue to address the renewal of critical applications, plus further
develop integration opportunities with both existing and new applications. It will also
apply an increased focus on the use of Service Oriented Architecture (SOA)
technologies in addition to alternative software delivery methods (such as Software-asa-Service) to enhance the potential of e-government capabilities and accelerate roll-out
of new services.
Results expected from the continuing focus on renewal are:
Reduced risk of unplanned failures and downtime for these applications;
Allows for enhancement and changes to applications to meet current and future
business needs;
Eliminates risk that these applications will not function with newer hardware and
software upgrades;
Implementation of formal Application Portfolio Management methodology to
manage and forecast future lifecycle and renewal efforts; and
Reduced complexity and tighter integration with current business needs.
2.2.
This program supports the Business Information Management System (BIMS) solution
and all modules within it including the workflow pieces that manage the corporate
electronic records. In 2013, the current Records Management System (RMS) that is
used to manage the paper-based records will be incorporated into the BIMS solution.
This will occur because the current RMS was determined to be incompatible with the
Windows 7 Operating System Upgrade, which will be in place in 2014. The scanning
strategy will be implemented in three candidate sites, producing digital versions of the
official business records. These are key infrastructure elements that require ongoing
upgrades and sustainment activities to remain current and ensure ongoing compliance
with legislation.
Work efforts to date include the upgrade of the Oracle data base, an enhanced security
model for BIMS, the commencement of E-disposition configuration and the initiation of
the RMS/PCM Project implementation.
The year 2013 will continue to build on the work done since 2005. The objective is to
convert staff from shared network drives to the BIMS toolset, while ensuring that all City
information is properly lifecycle managed, in a shareable format. This work will facilitate
capabilities such as: searching, retrieval, information re-use and share ability, MFIPPA
requests, and litigation holds in a secure environment. This will include the
9/30
2.3.
2.4.
The automated process that is used to manage the Citys data with a common software
tool, set of standards, and business processes is known as Enterprise Content
Management (ECM), Business Intelligence and Database Administration. This program
10/30
funds the technology platform to sustain and manage information and web publishing,
the corporate Intranet (Ozone), electronic records/document management (BIMS) and
document creation collaboration. It will continue funding the automation of the web
publishing process to ensure that appropriate lifecycle replacements and growth
requirements of the ECM hardware and software tools are addressed. The program will
also address the professional and technical support services needed to ensure
reliability, availability and security of the Citys records and information.
In 2012 this program realized the following:
Successful new releases into production for the Council reports document
management and workflow application RADAR;
Integration of the RADAR application with City Clerks Office SIRE product and
with Ottawa.ca;
Usability enhancements to BIMS, adding scanning and single sign on;
Support to Ottawa.ca R2.1 deployment;
Performed a feasibility study of using identity management tools to minimize ITS
support activities;
Consolidated and life cycled databases;
Deployed R1 of the HR data mart; and
Supported 20 projects with database services per month (e.g. Projects like CSM,
AMI, CLASS, BI, MAP, EPCR etc).
The 2013 focus will be on completing the Ozone & BIMS software and hardware
upgrades as well as the BIMS enhancements, then on stabilizing these environments.
The DBA and BI teams will replace 15 selected development and production servers.
The focus will be on acquiring the services and skills to grow the use of BI within the
City and support the new project initiatives being launched in the City.
Funding for this program will permit the continued rollout of additional client and or
application rollouts, continuing system performance, adequate recovery capability and
create a bottleneck in the many projects required by City business units.
2.5.
This lifecycle and renewal program funds the lifecycle upgrades and replacements of
desktop computers, laptops, and peripherals across all City departments. This includes
more than 11,052 desktop and laptop computers being used by 11,518 network users to
access the Citys computer network infrastructure. Continuous investments need to be
made to continue to avoid obsolescence and maintain the resiliency of computers. This
will ensure continuous vendor support, allow the City to remain current with technology,
ensure new business requirements from client departments can be met, and ensure the
11/30
City information assets and resources are secure and protected from unauthorized use,
disasters, viruses and other potential risks.
The results and objectives of this program are expected to yield the following:
Reduced probability of system outages/downtime caused by computer failures;
Ability to realize operational efficiencies by reducing time/effort/money to support
and manage older technologies;
Ensure the City information assets are secure and protected from unauthorized
use, disasters, viruses and other potential risks;
Meet Corporate initiative expectations, such as ensuring ServiceOttawas Mobile
Workforce are fully operable using current devices;
Enhance the delivery of value-added new technologies to enable City business;
and
Ensure continued vendor support.
During the year 2012 the following was realized:
Replaced approximately 1750 end of life, out of warranty desktop PCs; and
Replaced approximately 400 end of life, out of warranty laptop computers.
These replacement and renewal activities were all coordinated with the ServiceOttawa
Mobility Program deployment schedule and IT business partner key initiatives.
Investments in 2013 will fund a continuing replacement of assets (laptops or desktops)
with a target of 1250, as well as support the management of this program.
2.6.
13/30
2.7.
The Citys technology and information environment is at a continuous and growing risk
from external threats, such as: hackers, computer viruses and worms, denial of service
(DOS) attacks, unsolicited emails and malicious spy ware. This program supports the
process of transforming the IM/IT Security function at the City from a more reactive
threat-focused organization into one that is risk-based and proactive, integrated with the
Citys overall business risk management framework and linked to the Citys strategic
objectives. It will fund the continued integration of the corporate risk framework with
industry recognized business risk measures, and transitioning the information security
and technology security team to the new model. This program is expected to achieve:
Reduced risks to citizen and corporate information through unauthorized access
to City assets; and
Reduced risk of service reductions caused by denial-of-service attacks or
network intrusions/viruses, and the resulting unavailability of mission-critical and
citizen-centric services.
A security strategy was developed in 2009, with full implementation being phased in.
During the year 2012 the following activities were realized:
Creation and approval of the Information Risk Management Policy and
Information Security Policy;
Alignment of the business risk measures of the information security assessment
tool with the corporate risk framework and industry standards;
Localizing the business impacts in the risk assessment tool to reflect the City
requirements;
Supporting and mentoring the pilot usage of the new information risk assessment
tool;
Developing an innovative and sustainable framework for ensuring ongoing
compliance with Payment Card Industry (PCI) standards to assist ITS in meeting
its obligations;
Identifying, documenting and transitioning routine security activities to enable the
front-line Service Desk response; and
Solidifying the linkage between the Information Security strategy and the City
Enterprise Architecture.
The 2013 focus will be on continuing the transition of the security infrastructure to the
new risk-based model, including: the mentoring of staff, developing baseline security
controls commensurate with business risks, integration with key ITS processes, and
defining appropriate measures to demonstrate the ongoing business value of
14/30
information security. These efforts are viewed to contain the risks to citizens and
corporate information through unauthorized access, sustain compliance with legislations
such as PHIPA, and PCI, contain/remove the risks of service interruptions caused by
external attacks and ultimately, build a cost-effective sustainable security infrastructure.
2.8.
SAP is the Citys integrated software solution used to manage an extensive range of
business processes including financials, material management, procurement, real
estate management, plant maintenance, training and events, as well as human
resources and payroll. This robust software platform enables common data and
business processes to be shared, to increase efficiency, and improve decision making
by providing a total picture of information. Funding will be used to replace aging
hardware as well as professional services for maintenance and support of HR payroll, to
ensure the City complies with collective agreements. Funding will also be used for minor
enhancements and application development activities to meet City changing business
processes and requirements. Incremental pressures and load for growth of SAP users,
data and functionality in addition to new initiatives are significant on this major
enterprise application suite. There are over 1,800 users of the core SAP solution and
over 8,000 users of Employee Self Service (ESS) via the Citys Intranet, OZONE.
During the year 2012 the following activities were accomplished:
Successful upgrade of SAP to the latest support package;
Successful go-live for Forestry and HR e-recruitment phase 2; and
Implementation of SAP/Kofax MarkView stabilization solutions for AP Invoices
improving workflow and performance of the application.
The 2013 program will be used for the following sustainment activities:
Professional services to support net new functionality in the ServiceOttawa
initiatives with specific expertise in Plant Maintenance (PM) and HR;
Implementation and support of the expanded SAP technical footprint;
Professional services to continue support and maintenance of HR/payroll,
patches and upgrades of all SAP components and creation of a fail-over system
landscape directory; and
Replace end of life servers used to host development and testing environments
required for support and project development.
2.9.
The Enterprise GIS program supports the enterprise MAP/GIS application (a suite of
business focused desktop and web solutions) utilized by over 3,000 staff across all City
15/30
departments to collect and share information across the organization and with the
public. It supports web services to the public including development applications,
zoning, and building permits on Ottawa.ca. Additional applications include: 311 Contact
Centre, Building Permits and Inspections, Inquiry Tracking, Election Support, Bylaw
Services, Permitting and Licensing, property, roads and traffic information, and Public
Health Information Line Support. The 2013 investment will focus on stabilizing and
balancing the new Enterprise GIS technology that replaced VISION* (GIS Services for
MAP), and Mapguide (eMAP) in 2012.
In 2012 the accomplishments within this program yielded the following:
Implementation of new, centralized, Enterprise GIS data repositories;
Implementation of new geoOttawa web mapping application to be launched on
Ottawa.ca in the fall of 2012;
Implementation/configuration of the GIS servers required for the new
architecture; and
Implementation of new Roads data model in Enterprise GIS.
The 2013 stabilization efforts will include balancing and adding servers and services
where required, adding additional clients to the Enterprise GIS database and will require
expenditures for both hardware and professional services. In addition, there is a
requirement for the continued sustainment of MAP until the new business focused
systems are acquired to replace the current functionality in MAP. These efforts will
consume Professional Services for GIS and MAP sustainment, MAP replacement
planning, and replacement hardware to accommodate growth in addition to load
balancing. This work effort will stabilize the replacement of the core enterprise spatial
(GIS) services (VISION*) with vendor supported products (ESRI technologies) and
enhance public facing web-spatial services. This work effort will also continue to provide
support for the growing number of mission critical applications for the large existing GIS
client base. This is a foundational technology with a key role in many of the Citys
business lines.
2.10.
2.11.
Performance Management
process, technology or human factors. The ITS organization will also be participating in
the Corporate Balanced Scorecard Measures and Targets in 2012.
The Data Center operational benchmark was executed in 2012 with the additional
initiation of a benchmark for the Service desk and end user computing.
2.12.
CLASS, the Program Registration and Facilities Booking solution is a third party
software solution used to manage recreational programming and recreational facilities
booking. It is used by over 1,500 users in Parks, Recreation and Culture, Public Health,
Ottawa Paramedic Service, Client Service Centres and Financial Services units. This
software is proprietary, and consulting services are required whenever there is a major
upgrade to assist with complex configurations or problem diagnosis/resolution. Growth
in application use, coupled with the support for the ServiceOttawa initiative Optimizing
Recreational Facilities (self-serve online facility availability) will drive the build of the
Program Registration and Facilities Booking infrastructure to meet and support the
growing demand.
The 2012 accomplishments include the following:
Implementation of 123 Go Register Online Account Creation and Online Account
Withdrawals to provide the public with more self-serve options;
Implementation of eleven customized Parks and Recreation Barcode Linked
Brochure Guides on Ottawa.ca;
Procurement and build of the Parks & Recreation Class QA and Staging
environments to support PCI compliancy sustainment;
Testing and application of two critical Oracle PCI patches and server operating
patches for PCI compliance;
Prepared documentation and ensured audit trail for November 2012 PCI
recertification audit and penetration test; and
New Parks, Recreation, Arts and Culture site with Class and Capital Tickets.
The 2013 investment will be used for sustainment and planning activities. It will include
professional Services for support and maintenance of the CLASS application, planning
for CLASS replacement potentially as hosted payment services with a new product, and
replacement of two end of life database servers.
2.13.
Marval is a product currently used to create and manage Service Desk Support cases,
provide audit trail information for SAP Support Centre Activity (regarding software
18/30
releases) and track the progress and status of support calls (incidents). It is the primary
front-line tool used by the ITS Service Desk to log service calls from internal (ITS) and
corporate clients. As a growing infrastructure, the functionality, reliability, capacity and
flexibility of this product needs to be maintained. Additional licensing and professional
services are required in partnership with internal teams to maintain operational
capabilities.
2.14.
SIRE is a system that builds electronic agendas, captures minutes and voting records of
Council and Committee meetings, and displays all of this information to the public in one
consolidated and integrated system. It broadcasts and stores audio casts and video
casts of Committee meetings and Council meetings. It also has integration into the staff
report gathering system known as RADAR.
While this eAgenda solution will drive efficiencies for the City Clerks Office, it also
introduces a new complex system that must be maintained and supported. To maintain
the system in regards to functionality, reliability, and capacity, professional services are
required to support the tool and keep it operational. Customization or additions of
various agenda and presentation templates used by various boards, and also by
Council will be required in 2013. Many user groups will need professional services to
augment existing knowledge to achieve this customization. With a view to the other
initiatives within the City, there may also be a need to customize and configure in order
to adapt to potential Ottawa.ca changes or changes to the Google appliance used.
2.15.
The City of Ottawa has endorsed the move to a mobile workforce. Mobile hardware is
being deployed across the City as a result of Ottawa on the Move, ServiceOttawa, and
improved pricing on mobile equipment. This deployment is viewed to improve service
delivery to the public, gain efficiencies, implement closed-loop processes with field
workers and prepare for the traffic disruptions caused by construction initiatives related
to Ottawa on the Move and Light Rail Transit. In many cases when implementing
mobile technology, there are changes to the business processes staff are familiar with,
creating a support and training gap. This initiative is designed to support this mobile
workforce by providing the necessary training to leverage the technology capabilities
and adhere to legislation such as the Accessibility for Ontarians with Disabilities Act
(AODA).
The 2012 accomplishments yielded the development of supporting documentation for
new users, creating FAQs and Quick Reference Guides to assist with the transition.
19/30
This was accomplished with existing personnel through overtime and some outsourcing
to meet the increasing demand.
The funding in this program for 2013 and through 2014 will provide for an IT Training
Specialist to support mobility, training materials and supplies, in addition to, professional
services to support the implementation of AODA capability.
2.16.
2.17.
This program supports the Enterprise Asset Management (EAM) solution, the
replacement to the maintenance management system for Water and Waste Water
Services. This solution introduced a number of new technology stacks to the Citys
technology landscape. Funding is required to leverage this investment, properly lifecycle
both the hardware and software to maintain the applications, and expand the types of
assets that are managed using this solution. This will ensure ongoing vendor support
and capitalizing on the investments in place.
The capital program begins in 2014 to perform software upgrades in addition to
professional services to assist with the installation, reapplication of City specific
customizations and assessment of the impact of vendor changes to existing
functionality, as well as, potential for new functionality. Investment has also been
provisioned for the purchase of additional hardware.
20/30
2.18.
The Service Oriented Architecture (SOA) is a software architecture that is based on key
concepts of an application front-end, service, service repository and a service bus.
SOA technology promotes the provision of applications through the use of discrete ,
purpose-built services which provide functionality or capabilities that can be connected
to each other and provide composite applications, making a more easily reusable
application environment. It is expected the use of the SOA infrastructure will increase
substantially as more applications are architected using this software in 2012 and
availability and performance will become more essential. This CSM system is
dependent on the SOA architecture environment with its associated servers. The
current CSM and SOA Suite applications have redundant servers but switching from the
production instances involves manual processes which will take some time to
accomplish. The applications provide critical services to other systems which provide
service for the public -- serious outages in either system cannot be tolerated. The
purpose of this investment is to make failover automatic to redundant services in an
alternate location and reduce the single points of failure.
The 2013 investment will provide for professional services to execute planning and
configuration activities to set up CSM disaster recovery, Service Registry Licenses for
recovery site, an Enterprise Database with Data Guard and the necessary security
appliances. This execution will provide for a failover automatically to the redundant
services in an alternate location.
2.19.
The City currently has approximately 11,000 computers and laptops, the majority of
which are currently running the Windows XP operating system. The mainstream support
for Windows XP expired in April 2009 and extended support will end in April 2014. This
mainstream support provides feature and functionality fixes and patches in addition to
security updates. The provision of a standard operating system which is vendor
supported and secured is essential, and to meet this goal, ITS must upgrade from
Windows XP to Windows 7.
The 2012 accomplishments towards this goal yielded the following:
Designed and tested the Windows 7 operating system base image;
Configured operating system deployment tool;
Released alpha image for internal testing;
Windows 7 training for project and support resources;
Began a project to replace anti-virus software solution in order to protect
corporate assets with Windows 7 deployment; and
21/30
2.20.
2.21.
ePal
ePal is an Enterprise Permit and License solution providing citizen and business portal
capabilities. ePal integrates with CSM to provide online service offerings to citizens and
businesses. It also facilitates complex and advanced workflows for business processes
within and external to the City, including closing the loop. This solution replaces a
portion of a legacy enterprise solution (MAP) currently at end of life, and generally
provides:
Out of the box mobile solution for field staff across different lines of business;
Visibility into the ePaL solution from within the Enterprise CSM application in
order to allow CSC agents to respond to inquiries and requests;
Service architecture provides out of the box integration with current enterprise
solutions;
22/30
Robust features and capabilities that are achieved through product configuration
and not customization; and
The proposed ePaL capabilities, per the defined business requirements, can be
used to address known and future requirements. This will allow for a wider use of
the solution across the enterprise than was previously expected (i.e. third party
contractors).
Funds are required in 2015 to sustain and maintain this solution through its lifecycle and
evolution.
3. Strategic Initiatives
The Technology Roadmap encompasses a series of strategic initiatives to move the
City forward to an effective and efficient operating environment, capable of meeting the
fast paced demands of technology, business evolution, and the societal changes quickly
evolving. The year 2012 saw closure on some initiatives and significant progress on
others. In addition, new items have been identified to maintain the pace and meet City
business objectives.
Some of the 2012 achieved milestones include:
Establishment of a user corporate mobile device standard and ordering process
with associated device email offering; and
A definitive listing of existing in-scope desktop software packages.
A supplier has been selected and implementation is underway for a Portfolio
Management Solution. Work efforts will continue on some of these initiatives in addition
to new initiatives as described in the following sections.
3.1.
The City of Ottawa has endorsed a move to a more mobile workforce. The proliferation
of consumer devices and a growing demand from employees are changing the ways in
which mobile solutions are delivered. IT organizations are compelled to create mobility
programs to support corporate email and other applications on consumer products. This
move brings a range of new challenges from security, compliance and management, to
cost and human capital management. The Citys technology users are requesting the
use of tablet technology to access the Citys computing services. To enable the use of
this technology, an enterprise Device Management Strategy is needed. This strategy
23/30
will consider all aspects of managing the tablet technology to reduce the risks and
address management and support aspects to enable use of this technology.
The year 2012 accomplished some initial research into industry offerings for Mobile
Device Management solutions, BYOD workshops, as well as, the establishment of a
working group. Additional accomplishment were made in the establishment of a tablet
standard and ordering process with associated tablet email offering supported by the
Service Desk, and the phase 1 implementation of the System Center Configuration
Manager (SCCM).
The 2013 investment will be used to identify the requirements for an enterprise Mobile
Device Management solution, as well as proceeding with procurement and a pilot.
Furthermore, Phase II of SCCM systems management upgrade and any necessary
hardware requirements will be executed.
3.2
Currently the City supports over 700 desktop solutions/work tools, with that number
steadily increasing each year. Industry best practices demand the ongoing, cyclical
measurement and assessment of packaged software solutions to ensure they continue
to meet business needs at the optimum cost.
The goal of this program is to consolidate and reduce the total number of legacy
packaged software solutions supported by ITS, allowing staff to focus and stay current
with only the newer and fully supported versions.
The 2012 work to date included a definitive list of existing in-scope Desktop Software
packages, a draft project plan to coincide with the Windows 7 Upgrade Program,
approval of communications and change management plans, and the analysis and
verification of compatibility with Windows testing commencement.
The 2013 work efforts will focus on continuing the analysis and design of an ongoing
sustainable program. As well, efforts will work to plan and implement a migration
process to convert legacy packages and data to more current versions.
3.3
portfolio management solution will provide a real-time and online status of project
information and the ability to reliably forecast project start and finish timing with
resource pool availability considerations.
The year 2012 saw the completion of the purchasing process for a toolset, and the
award of a contract in addition to the design, configuration and user acceptance testing
for an early adopter program.
Investment in 2013 will continue the implementation efforts to configure and deploy the
financial management module, integration to SAP for financial management, integration
to EDS for single sign-on and customization for reports and dashboards.
3.4
3.5
ITS annually manages over $50M of operating and capital expenditures directed
towards: the provision and support of core IT services (such as voice and data
communications), enterprise and branch business systems, information security, as well
as, major IT enabled change projects. Software test tools and resources are essential
to assist development and staff in their investigation of software errors, verify
functionality, and ensure both the reliability and security of the software we develop and
purchase from our vendors. This initiative will allow the efficient detection of functional,
performance and security issues. It will also permit consistency in testing procedures
with automated test tools and resources resulting in increased software quality, product
lifecycle management processes and improvements in deployment time to the desktop.
Currently ITS manually conducts most of its testing using various methodologies. This
is a laborious and time consuming process in addition to not being totally effective in
finding certain classes of defects. The automation of this process will allow the delivery
of error-free systems to client groups and will enable staff to focus on priority projects
reducing support and maintenance efforts.
25/30
In 2012, consultation occurred with key individuals within ITS to determine feasibility
and requirements for a robust test team with the necessary tools to effectively provide
test services for ITS in the maintenance and development activities for their client
groups.
The year 2013 will see finalization of the strategic direction for the test team,
documentation of policy, procedure, design and development of test services for
software solutions.
4. Financial Summary
The summary of all ITS strategic initiatives in terms of their financials are represented in
the following table:
Platform/Project List
Budget
Reference
Branch
Project Name
2013
Requests
2014
Requests
2015
Requests
Strategic Initiative
905732
BTA
CBS / TI
$220
905958
CSB
905959
CSB
$170
906250
ISPS
$340
$125
$100
906676
BTA
$180
$200
$150
906680
SSB
$0
$125
$200
$910
$450
$450
$0
26/30
ITS
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
#
FTE
362
392
381
330
333
331
331
338
339
354
354
28/30
City of Ottawa IT staff supports nearly twice as many clients as their peers. The
departments current full-time employee count for traditional IT functions reflects
a 1:33 IT/client support ratio; and
The percent of IT FTE to total City FTE reflects 2.6% in 2011, as compared to the
industry averages published by Gartner for State/Local governments of 3.6%.
29/30
EFA 140
70 Smart sites
(Blackberry, Palm,
Handhelds, etc.)
(Community
Centres, CSC etc.)
Library
Internet
Library
Computers
Laptops = 3,045
W/LAN
Servers = 543
7128 Desktops
Network Activity
User accounts: 11,518
Ottawa.ca site visitors: 34.847 mil
06/04/2007
30/30