Current System Inventory

In 2019, COMPASS was developed to maintain a dynamic inventory of the Department’s computing assets. The inventory within the tool is constantly being enhanced and updated, however an extract of the computing asset inventory has been generated and stored as Florida Department of Transportation Information Technology Assets

(https://www.fdot.gov/procurement/work-program-integration-initiative).

Examples of the computing assets include:

• Enterprise systems which interface to the FM Suite of Systems and Supporting Financial Applications for the management and execution of elements of the FDOT Five-Year Work Program include:

o Long Range Estimating System, supporting the development of conceptual estimates

o Design Quantities Estimate application, which generates detailed cost estimates during preconstruction

o Estimate Report Tracking System, which tracks the history of changes to estimates on projects

o Primavera P6 and Project Scheduling and Management which support the development and ongoing monitoring of project schedules

o Project Suite Enterprise Edition which is designed to provide FDOT project managers a one-stop shop for critical project financial and schedule information o AASHTOware Suite which supports the preparation of specifications, the letting

and award of construction contracts, and the management of those construction contracts through a series of interrelated modules

o Right of Way Management System, which supports all aspects of the acquisition of right of way in support of transportation projects

• Various mode or discipline-specific systems which support the identification of needs and the development, prioritization, and selection of candidate projects for inclusion in the FDOT Five-Year Work Program

• Various Central Office or District developed standalone or offline applications which support managing, tracking, and executing activities for the development and delivery of the Five-Year Work Program

In addition to the replacement of the current FM Suite of Systems and Supporting Financial Applications components, WPII will impact the current operations of several FDOT computing assets which utilize the Department’s financial related data. The Statewide Remediation Program (SWR), an established WPII Project track, coordinates the efforts to identify, assess, plan, and execute the remediation to computing assets supported by OIT - Application Services, business offices, and districts. The SWR will ensure all required remediation efforts are complete before each FDOT WPII implementation deployment.

The complete set of impacted IT assets is quantified in the graphic below and includes applications, automated jobs/processes, interfaces, reports, databases, and other data extracts.

To date, over 1,800 computing assets are identified as impacted by WPII that will require changes, by their responsible groups, to integrate or interface with the data within the WPII Solution. Over 200 of these assets are enterprise applications which read or update the Department’s financial related data. The remaining impacted assets are automated jobs/processes, interfaces, reports, databases, and other data extracts. The chart below depicts the impacted assets categorized by type.

Inventory Type Replaced by WPII

Some Level of WPII Impact

Assessment Pending

Total

Application 27 159 44 230

Automated Job/Process

5 82 237 324

Database 3 11 0 14

Interface 9 26 8 43

Report 44 652 373 1,069

Other 2 45 107 154

Totals 90 975 769 1,834

Table M-1: IT Asset Types By Count 3.2.2 Integration Architecture

The Department’s financial related computing assets have hundreds of data dependencies, both integrations within the FM Suite of Systems and Supporting Financial Applications and interfaces with the Department’s operational applications. Additionally, there are several flat-file external interfaces with the Statewide accounting system (FLAIR) and the FHWA FMIS system. Within the Department’s financial and operational systems, there are very few flat file interfaces. These operational systems share data through a tightly coupled set of DB2 tables with referential integrity. Real-time data is shared via direct database reads, and in some cases, updates. The internal integration is partially depicted below with the lines showing database relationships.

Figure M-4: Financial Systems DB2 Integration

The systems external to the FM Suite of Systems and Supporting Financial Applications either have read access to the FM DB2 tables, use a data store that is refreshed nightly to one of three database environments (DB2, Oracle, or SQL Server), or in the case of the DFS FLAIR system, transmit flat files using FTP.

The integration limitations of the Department’s FM Suite of Systems and Supporting Financial Applications have created many challenges, and over the years, the effort and overhead to maintain the technical components have continued to increase. To address the integration issues,

a hybrid integration platform (HIP) strategy was developed, and the Informatica Tool Suite was acquired to address tightly coupled architecture and the related data challenges.

3.2.3 Data Center

The Department currently uses the Florida Digital Service (FLDS) State Data Center to provide management and support for centralized computer processing for all of FDOT’s mainframe applications and most of FDOT’s Windows servers. The Department is in the process of transitioning from FLDS to the Northwest Regional Data Center (NWRDC) for these services with an anticipated completion date in early 2021.

FDOT is also in the process of transitioning from physical servers in these data centers to the Azure Commercial cloud environment and will continue over time.

3.2.3.1 Environment Availability

FLDS and NWRDC maintain a computing environment that offers availability of processing resources 24 hours a day, 7 days a week. Current Department processing requires 99.9% system availability, including time periods for CICS online, batch processing, and database maintenance.

An availability summary is depicted in the following table.

Process Monday – Friday Saturday Sunday

CICS Online 6:00 AM – 9:00 PM 6:00 AM – 7:00 PM Noon – 8:00 PM Batch Processing 1:00 AM – 11:59 PM 1:00 AM – 7:00 PM Noon – 11:59 PM DB2 and System

Maintenance

Midnight – 1:00 AM Midnight – 1:00 AM Midnight - Noon Table M-2: Mainframe Standard Hours of Availability

This environment also supports emergency events, such as hurricanes, when the CICS online environment is active 24 hours a day, 7 days a week until the emergency ends.

Applications and services not dependent on the mainframe are usually available 24 hours a day, however they are only supported during the following timeframes:

Application/Service Monday – Friday Saturday Sunday Email and Network 6:00 AM – 11:59 PM 6:00 AM – 7:00 PM Noon – 8:00 PM Reporting, Databases,

Internet/Intranet Applications

6:00 AM – 11:59 PM 6:00 AM – 7:00 PM Noon – 8:00 PM

Table M-3: Non-Mainframe Standard Hours of Availability

SECTION 4 ORGANIZATIONAL CHANGE MANAGEMENT

The WPII Organizational Change Management (OCM) Track leverages the FDOT Transportation Technology (Trans Tech) OCM framework and guidance to develop and execute a tailored approach for the WPII Project, to ensure the Department’s needs, as they relate to people, process, technology, and governance, are identified and addressed. The WPII OCM Track will leverage Vendor OCM resources and expertise to assist Project teams in providing a smooth transition from the current business and technical environments to the future state. OCM functions are performed throughout the Project lifecycle.

The Trans Tech OCM framework and guidance includes ten Core OCM components, provided below, with related activities, Deliverables, and/or tasks. Each OCM component informs other key elements to facilitate successful transformation throughout the change journey, leading to adoption. Various OCM components or activities may require reassessment and/or reengagement throughout the Project lifecycle based on need and the design, development, and implementation approach of the Vendor. Core OCM components are:

• Leadership Alignment

• Communications Planning and Management

• Stakeholder Inventory and Analysis

• Organizational Readiness Strategy and Plan

• Case for Change

• Job/Role Assessment

• Impact Analysis and Mitigation

• Training Strategy and Planning

• Change Champion Network

• Change Metrics/Adoption Scorecards

The WPII Project has an OCM Plan and Activity Schedule and a Communications Plan and Calendar that is reviewed and updated regularly to meet the OCM needs of the Project. The Project artifacts relating to this topic, along with the Florida Department of Transportation OCM Trans Tech Framework, will be provided for review to provide additional background information (https://www.fdot.gov/procurement/work-program-integration-initiative).

4.1 Leadership Alignment

The WPII OCM Administrator/OCM Track Lead has been responsible for the overall coordination, delivery, and execution of organizational change management with the impacted stakeholders in the Districts and Central Office Organizational Units, under the general direction of the FDOT Organizational Change Manager.

The intended outcome is to provide leaders at necessary levels across the organization with a common vision of the Project and how they will demonstrate their commitment through actions.

The benefits of this leadership alignment are to build a coalition to drive, facilitate, and own change, and establish a governance structure with clear roles and responsibilities.

The Project’s change network includes:

• Key Sponsors (Assistant Secretaries; Chief Technology Officer, Engineering & Operations (E&O), Finance & Administration (F&A), Strategic Development, District Secretaries, and Turnpike Enterprise Executive Director)

• Executive Project Sponsor (Asst. Secretary for F&A)

• Management Steering Team (Director of Office of Work Program & Budget (OWPB), Comptroller, Chief Information Officer, Trans Tech OCM Manager, District 3 Representative, E&O Representative, Strategic Development Representative, District 4 Representative)

• Project Management Team (PMT) (Deputy Comptroller – Financial Management Office, Supervisor of Financial Management and Strategic Operations, District 3 Representative, District 4 Representative, District 7 Representative, OIT Application Services Manager, Contract Manager, Organization Change Management Administrator).

• WPII Liaisons (District 1-7, Turnpike Enterprise, Office of Comptroller, E&O, Strategic Development, OWPB, Trans Tech)

• Change Agents (District 1-7, Turnpike Enterprise, Central Offices).

4.2 Communications Planning and Management

The WPII Project Communications Lead is responsible for the overall coordination, delivery, and execution of Project communications for the Department, under the general direction of the FDOT Organizational Change Manager and in collaboration with the WPII OCM Administrator/OCM Track Lead, other Track Leads, and Vendor.

The Project has an existing Florida Department of Transportation WPII Communications

Strategy and Plan and Calendar that are designed to coordinate, provide, track, and confirm the following types of information (https://www.fdot.gov/procurement/work-program-integration-initiative):

• Communication Activity, Frequency, Request/Target Release Date, Activity Date, and Status

• Stakeholder Audience, Purpose of Communication, Delivery Channel, Materials Required, Responsibility, Final Reviewers and Delivery Responsibility

• Comments (Feedback) and Meeting Outcomes

• Communications Analysis Method, Communications Analysis Schedule, and Communications Analyst

• Success Criteria, Pass/Fail, and Remediation

The activities are reviewed and updated regularly to meet the communication needs of the Project; a sample of an activity listing is provided entitled Florida Department of Transportation 20-21 WPII Communications Calendar (https://www.fdot.gov/procurement/work-program-integration-initiative).

4.3 Stakeholder Inventory and Analysis

The WPII Project Communications Lead is responsible for the overall coordination, delivery, and execution of Stakeholder Inventory and Analysis, under the general direction of the FDOT Organizational Change Manager and in collaboration with the WPII OCM Administrator/OCM Track Lead, other Track Leads, and WPII Change Champion Network.

The Project has an existing Stakeholder Inventory and Analysis that includes the following types of information:

• Organization Name, WPII Liaison, Key Sponsor, Sponsor, and Change Agent

• Stakeholder Name, ID (RACF ID), Stakeholder Title, Stakeholder Office, Stakeholder Group, and Stakeholder Category

• Cost Center, Office Phone, Cell Phone (FDOT assigned), and Email Address

• Communication Preference

• Stakeholder (FDOT) Tenure, Deferred Retirement Option Program (DROP) indicator, DROP eligibility, and Stakeholder Backup

• District Comments and OCM Notes

The Stakeholder Inventory is reviewed and updated regularly to ensure the Project can readily identify Stakeholders timely and accurately; a sample of a validated Stakeholder listing is provided: Florida Department of Transportation WPII Stakeholder Validation Sample (https://www.fdot.gov/procurement/work-program-integration-initiative).

4.4 Organizational Readiness Strategy and Plan

The WPII OCM Administrator/OCM Track Lead is responsible for the overall coordination, delivery, and execution of the Organizational Readiness Strategy and Plan, under the general direction of the FDOT Organizational Change Manager and in collaboration with the WPII Project Communications Lead, WPII Project Network, and Vendor. The Project does not have an existing Organizational Readiness Strategy and Plan.

4.5 Case for Change

The WPII Project Communications Lead is responsible for the overall coordination, delivery, and execution of the Case for Change, under the general direction of the FDOT Organizational Change Manager and in collaboration with the WPII OCM Administrator/OCM Track Lead, WPII Project Network, and Vendor.

The Project has an existing Florida Department of Transportation WPII Case for Change (https://www.fdot.gov/procurement/work-program-integration-initiative) framework that is

designed to provide guidance in the development of Case for Change resources and addresses the following aspects of the Project for Stakeholders:

• What the Project or change is

• What the Project or change is meant to achieve

• Why the Project is being performed

• How it relates to other projects or initiatives

• What the benefits, challenges, and next steps are for Stakeholders

The Case for Change effort is executed multiple times for each FDOT WPII implementation deployment to keep Stakeholders engaged and informed; samples of previous Florida Department of Transportation Case for Change Work Products are provided for reference (https://www.fdot.gov/procurement/work-program-integration-initiative).

4.6 Job Role Assessment

The WPII OCM Administrator/OCM Track Lead is responsible for the overall coordination, delivery, and execution of the Job Role Assessments, under the general direction of the FDOT Organizational Change Manager and in collaboration with the WPII Project Communications Lead, WPII Project Network, and Vendor.

The Project has initiated an effort to create job role assessments for the WPII Project Network, designed to provide basic information about the existing roles and responsibilities of affected

stakeholders, as known to date; a sample of this information will be provided will be provided during the Project for reference.

4.7 Impact Analysis and Mitigation

The WPII OCM Administrator/OCM Track Lead is responsible for the overall coordination, delivery, and execution of the Impact Analysis and Mitigation Plan aimed to facilitate a smooth transition to the new Solution, avoid possible business interruption, and achieve the full benefits enabled by process and technology changes to be implemented through the WPII Project under the general direction of the FDOT Organizational Change Manager and in collaboration with the WPII Project Communications Lead, WPII Project Network, Stakeholders, and Vendor.

The Project has conducted a high-level change impact analysis to assess the impacts on the organization and the degree of impact from the initially drafted business requirements.

Additional efforts, in close collaboration with the Vendor, to address impacts will be necessary for successful implementation of the WPII Solution. The Florida Department of Transportation WPII High Level Change Impact Assessment Sample is provided for reference

(https://www.fdot.gov/procurement/work-program-integration-initiative).

4.8 Training Strategy and Plan

The WPII OCM Administrator/OCM Track Lead is responsible for the overall coordination, delivery, and execution of the Training Strategy and Plan, under the general direction of the FDOT Organizational Change Manager and in collaboration with the WPII Project Communications Lead, Central Office Organizational Development Office, District and Turnpike Training Offices, and Business Area’s Training Providers and Coordinators, WPII Project Network, and Vendor.

The Project does not have a comprehensive Training Strategy and Plan, as it relates to how the Solution will impact the Department but will be developing this in close collaboration with the Vendor to outline the necessary steps in building and executing an effective training program, which addresses both process and system training (as appropriate) for successful deployment of the WPII Solution.

The Department’s Statewide Training Program (https://www.fdot.gov/procurement/work-program-integration-initiative) is a decentralized function. The Central Office Organizational Development Office oversees training development and delivery standards, while individual Business Areas throughout the Department oversee the content development and delivery for their individual expertise. Statewide Training Resources are made up of Statewide Trainers and Coordinators and web-based applications, as defined below

(https://www.fdot.gov/procurement/work-program-integration-initiative):

• Organizational Development/Training Development Offices: Central Office (1), Districts (7), and Turnpike (1)

• Provider Offices: Offices responsible for providing and approving courses within their functional area (Business Areas): 92

• Trainers/Instructors: Certified Instructors are individuals who are certified to develop and deliver training courses for the Department. Qualified Instructors are certified instructors who are qualified to teach a specific course as approved by the Provider Office: 196

• Training Coordinators: An employee who assists in the coordination of training and professional development activities for their work unit(s): 352

• Learning Management System: Learning Curve (accessible by Staff Members only): This is FDOT’s official system to deliver and record activities related to training and professional development. The Learning Curve hosts all training including Computer Based Training, Live Training Sessions, and LinkedIn Training. The Learning Curve will track a user’s progress of all training that is taken within the Learning Management System and maintain a transcript that can be used for reporting purposes for management and for the user’s personal use.

• Web-Based Training Server (WBTS): FDOT’s external server that hosts Computer Based Training that is accessible by FDOT Staff, Staff Augmentation, Contract, and Consultant Staff Members, but does not provide training delivery or completion traceability. The WBT does not track a user’s progress but does provide certificates when a CBT is completed.

4.9 Change Champion Network

The WPII Project Communications Lead is responsible for the overall coordination, delivery, and execution of the Change Champion Network, under the general direction of the FDOT Organizational Change Manager and in collaboration with the WPII OCM Track Lead, WPII Project Network, and Vendor.

The Project has an existing Change Champion Network and project network, known as the WPII Network, that is designed to engage leadership, subject matter experts (SMEs), and

stakeholders in the Project and serve as a communication and decision-making structure throughout the lifecycle of the Project; the Florida Department of Transportation WPII Change Network Map Sample and the Florida Department of Transportation WPII Project Network is provided for reference (https://www.fdot.gov/procurement/work-program-integration-initiative).

4.10 Benefits Realization Management

The Vendor will be responsible for the overall coordination, delivery, and execution of the Benefits Realization Management work effort, under the general direction of the FDOT Organizational Change Manager and in collaboration with the Business, Functional, and Technical Track Leads.

The Project does not have Benefits Realization Management Strategy or Plan, as it relates to how the Department should, and is, adopting the new aspects of the Solution, but will be developing this in close collaboration with the Vendor to promote full Solution adoption and OCM Benefits Realization.

SECTION 5 END-USER SUPPORT – HELP DESK

The Department has a Help Desk that supports users of all managed systems, including the financial applications. The Help Desk utilizes the Cherwell Service Management System to record tickets and manage requests and issues for enterprise computing assets. The Help Desk staff are located in Orlando and provide Tier 1 support for basic customer issues (e.g., password resets and fielding questions). For more in-depth issues requiring analysis, tickets are routed to the appropriate Tier 2 and Tier 3 teams for desktop, application, or other mission-critical support.

The Cherwell Service Management System also monitors, notifies, and reports on Service Level Agreement measurements to provide a high level of customer satisfaction and quality of service.

Additionally, the FM Suite of Systems and Supporting Financial Applications is supported by technical staff within the Office of Work Program and Budget (OWPB) and the Office of Comptroller (OOC). These specialized staff members have a detailed understanding of the business use cases and the technical architecture expertise to maintain and adjust the existing, non-enterprise technology resources to meet the needs of the user base. These resources may be contacted through the Cherwell Service Management System but are more commonly contacted through centralized team email accounts and local service ticket applications.

The distinction between when a Cherwell Service Management System ticket versus when a local service ticket is used is primarily decided based on whether the request pertains to an enterprise or non-enterprise computing asset.

SECTION 6 END-USER SUPPORT – ACCESS CONTROL

SECTION 6 END-USER SUPPORT – ACCESS CONTROL

In document BACKGROUND INFORMATION EXHIBIT M (Page 17-0)