Current Operational IT Investments:
Information Technology Narrative overview of the current state of IT in the agency:
The mission of the Department’s Information Technology Program is to optimize VDOT’s operational efficiency through information engineering and innovative deployment of technology. While the business divisions identify their strategic directives and define business requirements, Information Technology Division (ITD) is charged with defining and implementing innovative technology solutions.
ITD is staffed by state employees, private sector consultants, and service providers who support over 150 applications. All are charged with delivering high quality, cost effective, and timely IT solutions and services.
Given the current economic situation and the Blueprint Implementation which reduced agency staff in key functional areas, IT becomes even more important in delivery of the agency’s mission. The Blueprint was developed and implemented in stages, identifying areas within the agency that could be streamlined and functions that could be eliminated. These changes in the agency brought the need for new applications and enhancements to existing applications in support of the Blueprint.
As the demand on IT services continues to grow, so does the need for a robust and disciplined approach in project, resource, and budget management. To provide the necessary tools for managing these demands, ITD implemented an Application Portfolio system. This system is used to track project requests submitted by the agency’s divisions to request new applications and enhancements to existing systems. The portfolio assists with the planning and controlling of the IT budget and expenditures. Each application’s total cost of ownership can be viewed, providing a valuable tool for decision makers.
As stated in the VDOT Service Area Strategic Plan, the overall objective of Information Technology Services (69902) is to meet the Agency’s mission by planning, developing, delivering, operating and maintaining a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life through a commitment to appropriate management and direction. To this end, ITD has determined the following tactical focus for the upcoming biennium (several have been mentioned above but they are key to an overall plan and, as such, will be reiterated):
• Exploiting current data and improving data quality
• Spatially enabling data
• Enhancing data integration and reporting through agency-wide toolsets
• Leveraging service-oriented architecture to accelerate project implementation
• Maintaining a highly-skilled workforce through implementation of a career path management plan.
• Meet COV and VDOT Security Policy requirements.
• Maturing the agency Information Technology Investment Management processes through utilization of an application portfolio management tool and strict adherence to the Project Based Budgeting process.
Information Technology will employ state-of-the-art technologies to develop and support IT applications and special projects, using innovative development methodologies, industry-standard best practices, and agency-wide project management tools and measures. Management oversight will ensure compliance with all accountability mandates.
? Narrative description of the factors impacting agency IT:
Factors Impacting IT
• Ability to attract highly skilled applicants: In order to deliver as promised according to the Division’s mission. It is crucial that a highly-skilled workforce be procured and maintained. Faced with a classified employee staffing shortage and hiring restrictions, ITD supplements full-time staff with consultants. The agency’s strategy has been to maintain a smaller staff, with technical contractors augmenting the staff as well as working on specific projects. The ability to locate contractors with the skill set needed within ITD is challenging.
• Agency’s demands for IT services exceed capacity: To fulfill all of the Agency directives and prioritized business needs continues to require additional IT resources. This is a constant challenge. ITD must work closely with the agency’s Directorate’s to prioritize project requests and other technology needs.
• Business process change and the potential for continued Blueprint Reorganization: As business organizations and processes change, IT must respond accordingly. Both anticipated and unanticipated changes affect an already constrained Information Technology Program.
• Conflicting business priorities: High priorities from each business partner present a difficult situation for IT and its limited resources.
• Impact of Commonwealth budget adjustments on VDOT’s ability to develop IT solutions or fund IT services and investments
• Impact of VITA/NG Infrastructure services.
? Describe any anticipated or desired changes to agency IT:
Anticipated IT Changes
• Uncertainty surrounding the Enterprise Applications Program, a part of VITA, makes it difficult for us to be certain about our project budgets and deadlines.
• More external customers accessing VDOT applications: VDOT will continue to become more transparent in business decisions, activities, and reporting. ITD will be heavily involved in this process.
• Continued collaborative projects with other agencies: VEAP and VITA oversight of projects includes a review for possible enterprise impact. This process will continue into the new biennium and results in project delays that cannot be generally anticipated.
• Lines of Business and Business Functions are identified in the agency’s Enterprise Business Architecture (EBA):
Cardinal (aka FMS) Project: 224 Regulatory Compliance and Enforcement, 335 Revenue Collection, 437 Administrative Management, 438 Financial Management, 439 Human Resource Management, 440 Information and Technology Management, 441 Supply Chain Management.
RIMS: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 333 Public Affairs, 440 Information and Technology Management.
VGIN Merge: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 333 Public Affairs, 440 Information and Technology Management.
HPMS: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 333 Public Affairs, 440 Information and Technology Management.
AMS Replacement: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 440 Information and Technology Management, 441 Supply Chain Management.
Integrated Six Year Program Replacement: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 333 Public Affairs, 440 Information and Technology Management, 438 Financial Management.
Web Inventory Management Module: 224 Regulatory Compliance and Enforcement, 437 Administrative Management, 438 Financial Management, 440 Information and Technology Management, 441 Supply Chain Management.
iPM Primavera Integration: 224 Regulatory Compliance and Enforcement, 437 Administrative Management, 438 Financial Management, 440 Information and Technology Management, 441 Supply Chain Management.
Upcoming Major Agency IT Investments
The Agency’s highest service area objective is to improve highway safety for the traveling public. An integral part of improving highway safety is more efficient and effective turnaround of IT projects to both serve VDOT and the traveling public.
The Agency has identified one measure for the service area objective ‘to manage growth on state highways…’ In order to better manage this growth, it is important that IT react to requests for service in a timely manner and as promised to the business.
IT investments recorded in Appendix A provide business value for the Agency as follows:
Cardinal Project (aka FMS Project: The FMS Project, now called the Cardinal Project, supports the ‘Operational Efficiency’ of the agency as a whole. The financial management system is the backbone to transportation administrative operations and will be the agency's financial management system of record. The system will include core business processes such as federal billing, vendor payments, and time and labor to support payroll processing. The functional scope of the project includes General Ledger, Accounts Payable, Accounts Receivable, Project Accounting, Purchasing, and Time and Attendance. A second phase of the project will be the deployment of a “base” enterprise financial management system for the Department of Accounts (DOA). The DOA implementation will serve as the pilot implementation for a statewide rollout to be achieved in future application releases.
Roadway Inventory Management System (RIMS): RIMS, as a spinoff of the RNS Project, will provide road inventory and attribute data on SLD and map. It will utilize multiple linear referencing methods (Intersection/Offset, Route/Mile point, Latitude/Longitude, Stet Addressing). It will provide workflow design based on streamlined business processes; eliminate duplicate data entry for road inventory with DACHS; provide timely updates to inventory; provide advanced inventory query and reporting; enhanced by mapping functions and performance improved. With the capabilities of streamlined business processes and a reduction in data entry requirements, RIMS supports the Governor’s IT Improvement Initiatives of improving core business systems and lowering operations costs. By supplying more accurate road and geographical data, the impact of the RIMS project is extensive: VDOT can better serve those stakeholders (e.g. emergency services, road repair and clearing services, etc.) that are key to our business in serving the traveling public.
Virginia Geographic Information Network (VGIN) Merge: VGIN Merge, also a spin off of RNS, supports the whole business of VDOT by providing our business customers, the primary and supporting services of VDOT, with better road and geographical data. This translates to more quality service to our traveling public. This project will replace the VDOT road centerline GIS data layer with the VGIN Enterprise road centerline data as the source for VDOT's centerline file for RNS, HPMS, PMS, SPSS and other GIS enabled applications. By integrating the VGIN Enterprise road centerline into the RNS project, VDOT fulfills the Memorandum of Understanding with VGIN and fulfills VDOT's share of the maintenance responsibilities for road centerlines. The integrated data will be useful for many purposes in the Commonwealth including emergency planning, emergency response, transportation planning and analysis. The integrated data will allow ease of business data sharing between agencies and local governments. The integrated data will also provide a single data source for Enterprise RCL, eliminating duplicate cost of maintaining separate centerlines by multiple agencies. It is estimated that the cost of maintaining a state-wide road centerline is approximately $500,000 per year.
Highway Performance Monitoring System (HPMS): HPMS is a project under the RNS umbrella which supports VDOT’s entire business model by providing better road and geographical data. The project will involve the following: create a new RNS-HPMS module and add the new fields mandated by FHWA; evaluate the current universe and sample set and the adequacy of the existing data; add missing functionally-classified public roads to Highway Traffic Records Information System (HTRIS) and a user interface to add/edit data in RNS (both from HTRIS and new for RNS) to complete the dataset; identify sources for data not in RNS; develop a means of managing and creating the file to send all required data to Federal Highway Administration (FHWA). Currently the Annual HPMS Submittal of Data for the FHWA is produced by HTRIS which is a legacy system that can not accommodate the new FHWA requirements for additional fields and geospatial data. As is always the case where road and GIS data is involved, currency and accuracy are critical; the RNS HPMS module will provide the FHWA, as well as other stakeholders, more precise road data where it is geospatially referenced. Along with equipping our customers with better information with which they, in turn, can do their business, the HPMS project expects to provide cost savings due to a reduction in annual maintenance costs and additional revenue benefits due to the addition of federal funds resulting from more accurate reporting of roadway inventory.
AMS Replacement: The existing Asset Management System is no longer adequate for the increased need and demand for information sharing that has come into being over the last few years. The current system does not support many needed functions for use, which makes it more labor intensive and error prone than the Agency can tolerate in this environment. It was designed to be a stand alone system, and now there are additional requests for the data contained within. The 'Blueprint' activities (massive changes within VDOT and the environment) over the last year with the resulting reduction in labor force have left VDOT with more to do with less people. The need for more efficient and reliable system is required to support the agencies data needs and to manage and maintain the many VDOT assets. The plan is to acquire a web-based, COTS Asset Management System for VDOT Roadway assets (pipes, culverts, signs, lighting, etc.). This will reduce the burden of support for an internally developed system and increase the likelihood of routine upgrades.
Integrated Six Year Program Replacement: The current iSYP provides a comprehensive listing of all roadway system projects approved by the Commonwealth Transportation Board (CTB). It allows financial programming capability for managing the Agency's Six Year Program. Management Division uses this application to allocate funds for projects approved by the CTB.
The Six Year Improvement Program (SYIP) is a statutorily required process and document of the Commonwealth Transportation Board (CTB). VDOT, as staff to the CTB, is responsible for its management and development under the guidance of the CTB. The SYIP includes the construction projects, cost estimates, schedules and funding for those projects over the next six years. The process had all been completed manually with no direct linkages between information and data. The manual process for transferring information from the SYIP to other systems was eliminated and replaced with the integrated Six Year Program (iSYP). iSYP substantially reduced or eliminate data errors, manual processes, and resulted in more reliable and accurate information for decision making. iSYP (Automation) enhancement will support analysis required to make complex program decisions and to provide reports to VDOT staff for executing and delivering the program. Business logic the VDOT Programming Division uses to make critical funding decisions and recommendations for projects must be built into the current iSYP to shorten the time to create funding scenarios.
The project will upgrade technology of the iSYP to the newest available web technology available to the Commonwealth with improvements to system performance as a goal. The project encompasses several components: Integrated Six Year Plan Automation (Automated Programming); Programming and Funding Modules; STIP (Statewide Transportation Improvement Program); SSYP (Secondary Six Year Program); iSYP: Reporting Module; Automated Programming and Project Cost Estimating System (PCES).
Web Inventory Management Module: The Inventory Management System is an automated inventory management program that links all of VDOT’s inventory locations statewide. It interfaces with the Financial Management System (FMSII) to update inventory accounting entries. This project will upgrade the software technology of the Web IMS application. The program, written in Active Server Pages, will be upgraded to the most current web application technology. In addition, the business processes of the applications of Web IMS will be re-engineered to increase performance. A primary update to the IMS system will prevent primary and backup data entry users from entering and updating transactions outside of their district. The Application will integrate with Cardinal FMS, current business processes and have improved performance with upgraded software
iPM Primavera Integration: The VDOT Construction Program has initiated a project to acquire, install, train, and host Primavera Project Management Software. The project would aid in planning and controlling the budgets and costs associated with Construction Program projects. This new functionality would be integrated into the existing "integrated Project Management (iPM)" application. The benefit to the business would be a comprehensive collection of data about projects to construct the Commonwealth's roads, bridges, tunnels, etc. Near real time data about the program, as well as an historical record of what was done, when, by whom, and at what cost - not to mention documents associated with all of this - will be available via Web access on VDOT's internal network.
Annual cost forecasts for the Cardinal Project ($22,922,905.00 FY11; $7,456,361.00 FY12) are included in the ‘Proposed IT Investments’ table as part of the “Major IT Projects’ cost for the Agency.
Agency Projected Total IT Budget for FY10 includes both ITD and business funds supporting major IT projects.
Appendix A - Agency's information technology investment detail maintained in VITA's ProSight system.
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