Public CIO Magazine October / November 2008

A publication of e.Republic October/November 2008 October/November

Public CIOs are mastering the fi ne art of communicating with their elected offi cials

Wanda Gibson, CTO, Fairfax County, Va. Cuttingthe

Jargon Issue 5 | Vol.6

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Editorial Prepress �� PAGE �� Other OK to go OUTSTANDING COOL W WONDERFUL NICE NICE JOB WELL

DONE INSPIRATIONAL ITOPS

AWESOMEBRAVO NSUPERIOR CONGRATULATIONS

NENCORE THE BEST PERFECTKUDOS ESALUTE R

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Editorial Prepress �� PAGE �� Other OK to go How many ways can A Service of the Information Network of Arkansas you say “winner”? (we need 16 of them)

ixteen of our eGovernment partners were recognized in independent Scompetitions and surveys last year. NIC congratulates each winner and is proud to be the eGovernment partner of choice for the nation’s most progressive and honored Web sites and online services.

www.nicusa.com

Best Of The Web • Finalist – IN.gov enterprise Govmarks Awards 1- Utah portal management • Best Overall Marketing Program – 2- Maine • Finalist – Montana eGovernment Utah On the Spot vehicle tag 3- Virginia services renewal service 5- Kentucky • Finalist – SC.gov enterprise • Best State & Local Marketing Finalist – Alabama portal management Program – Utah On the Spot vehicle Finalist – Arkansas • Finalist – Utah On the Spot vehicle tag renewal service Finalist – Nebraska tag renewal service Finalist – Tennessee Colorado Software And Internet Council For State Government’s Association Apex Awards Digital Government Achievement Innovation Awards • Finalist – Colorado online vehicle Awards • Regional Finalist – Maine air quality registration renewal service Government-to-Business data monitoring suite • Finalist – Auto industry salesperson • Arkansas Secretary of State • Regional Finalist – Oklahoma licensing system franchise tax suite Emergency Management weather • Rhode Island liquor certificate of notification system Utah Best Of State compliance service • Regional Finalist – Rhode Island Best Web-Based Community • Utah ValIDate identification marine septic no discharge program Resource – Utah.gov verification system • Regional Finalist – Utah State Construction Registry service State Of Montana Government-to-Citizen IT Project Excellence Awards • Utah State Construction Registry American Council For • Innovation and Creativity – service Technology Interngovernment Department of Environmental Solution Award Quality’s TankHelper service Government-to-Government Finalist – Alabama.gov portal • Government-to-Business – • Hawaii electronic death Fish Wildlife & Parks’ online registration system International Association licensing system • Nebraska Secretary of State rules & Of Commercial Administrators • Government-to-Business – regulations tracking system Merit Award Department of Justice’s temporary • Tennessee Criminal Justice Portal Most Navigable Business Registration vehicle registration permits Site – Hawaii Business Express Brown University eGovernment Designfirm’s Best Sites On Survey American Association Of Motor The Internet 3 – Maine Vehicle Administrators Utah State Parks 4 – Kentucky Agency International Award for 5 – Tennessee Customer Service Excellence Oklahoma City Journal Record 10 – Utah Utah On the Spot vehicle tag renewal Innovator Of The Year Award 11 – Montana service OK.gov content management system 14 - Oklahoma Individual International Award for Government Management Center For Digital Government’s Customer Service Excellence Information Sciences Best Fit Integrator Awards David Metcalf & the Idaho Trucking Elite Achiever Award • Long Train Corporate Award - NIC Portal SC.gov • Finalist – Hawaii Compliance Express ©2008 NIC Inc.

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Editorial Prepress �� PAGE �� Other OK to go contents OCTOBER/NOVEMBER 2008 COVER STORY

12 Cover Photo by Cade Martin No-Jargon Zone CIOs’ strategies for communicating with elected officials stress plain talk, collegiality and an emphasis on business issues. By Merrill Douglas

FEATURES 18 26 Will Clouds Reign? Are You Ready for Web 2.0? We get electricity from utilities and leave it to banks to Community-building tools for CIOs. handle our money, so why won’t government rely on the By Bill Schrier Internet cloud for its computing needs? By David Raths 30 36 Discounting Intelligence Measured for Success As the cost and size of business intelligence tools expand, What every public CIO should know public CIOs are testing the analytics waters with open about earned value management. source solutions. By Robert A. Marshall By Chandler Harris

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Editorial Prepress �� PAGE �� Other OK to go Goldﬁsh have a memory span of 3 seconds.

They can’t even see the past, much less the future. But you can. With proven business intelligence and analytic software from SAS.

www.sas.com/future

SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other countries. ® indicates USA registration. Other brand and product names are trademarks of their respective companies. © 2008 SAS Institute Inc. All rights reserved. 476460US.0108

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Editorial Prepress �� PAGE �� Other OK to go 18 Security Management’s 42 Three A’s How CIOs can help government leaders better understand the role of IT security. By Mark Rutledge

Canada Tops at Integrated 48 Service Delivery Integrating citizen service delivery? Searching for the best model? Look north of the border. By Tod Newcombe

BlackBerry Phones 49 Bear Fruit for CIOs Cool applications for BlackBerry-loving government executives. 42 By Emma Newcombe

DEPARTMENTS CIO Sightings 56 52 Straight Talk 53 Split Personality By Liza Lowery Massey

Security Adviser 54 Helping the Good Guys: Seven Habits of Online Integrity Online Exclusives By Dan Lohrmann www.public-cio.com

Governor Pushes Consolidation Video: Colorado Gov. Bill Ritter discusses Book Review his state’s IT consolidation efforts. 56 The Business-Oriented CIO: A Guide to Market-Driven Management Job Perspective By Tod Newcombe News: Current and former CIOs talk about working in the public and private sectors at the 2008 NASCIO Conference. FastGov Denver CIO and the DNC Life and Death Without the Version Numbers Video: Molly Rauzi discusses how 58 Denver coordinated security and By Paul W. Taylor technology for responders during the August convention. UP FRONT Inside NASCIO Conference Blog: Read Public CIO security columnist Dan Lohrmann’s daily 8 10 blogs on unfolding events. Contributors Introduction

Government Technology’s Public CIO (USPS # 024-521) is published bimonthly by e.Republic, Inc. 100 Blue Ravine Road Folsom, CA 95630. Periodicals Postage paid at Folsom, CA and additional offices. Postmaster: Send address change to Government Technology’s Public CIO, 100 Blue Ravine Road Folsom, CA 95630 Copyright 2008 by e.Republic, Inc. All Rights Reserved. SUBSCRIPTIONS: Subscription inquiries should be directed to Government Technology’s Public CIO, Attn: Circulation Director, 100 Blue Ravine Road Folsom, CA [6] 95630. (916) 932-1300.

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Editorial Prepress �� PAGE �� Other OK to go CONTRIBUTORS

Publisher: Jon Fyffe [email protected] EDITORIAL Merrill Douglas is a contributing writer based in upstate New York. Editor: Tod Newcombe [email protected] Associate Editors: Steve Towns [email protected] She specializes in applications of information technology. Emily Montandon [email protected] Chad Vander Veen [email protected] Chief Copy Editor: Miriam Jones [email protected] Managing Editor: Karen Stewartson [email protected] Justice and Public Safety Editor: Jim McKay [email protected] Chandler Harris is a regular contributor to Emergency Management Features Editor: Andy Opsahl [email protected] and Government Technology magazines. He also writes for Digital Assistant Editor: Matt Williams [email protected] Communities magazine and is the former editor of Shout Out newspaper. Copy Editor: Elaine Rundle [email protected] Staff Writer: Hilton Collins [email protected] Editorial Assistant: Cortney Towns [email protected] Contributing Editors: Paul Taylor, Wayne Hanson Contributing Writers: Merrill Douglas, Chandler Harris, Dan Lohrmann is Michigan’s chief information security officer. He has David Raths more than 23 years of worldwide security experience and has won numerous Editorial Intern: Emma Newcombe [email protected]

awards for his leadership in the information security field. DESIGN Creative Director: Kelly Martinelli [email protected] Senior Designer: Crystal Hopson [email protected] Graphic Designers: Michelle Hamm [email protected] Robert A. Marshall is chair of the EVM Technical Committee of Joe Colombo [email protected] the Association for the Advancement of Cost Engineering and editor of the Illustrator: Tom McKeith [email protected] Production Director: Stephan Widmaier [email protected] Professional Practice Standard for Earned Value Management, 2nd Edition. Production Manager: Joei Heart [email protected]

PUBLISHING Group Publisher: Don Pearson [email protected] Liza Lowery Massey served as a public-sector IT executive for nearly VP Bus. Development: Tim Karney [email protected] East 20 years, including as CIO of Los Angeles. She then established The CIO Regional Sales Directors: Leslie Hunter [email protected] Collaborative to provide public-sector research, benchmarking and consulting East Shelley Ballard [email protected] services. She also teaches at the University of Nevada, Las Vegas. West, Central Account Managers: Melissa Cano [email protected] East Erin Hux [email protected] Emma Newcombe is the editorial intern for Government West, Central Technology’s Public CIO. She’s currently a student at Skidmore College, Business Development Dir.: Glenn Swenson [email protected] Business Development/ majoring in American studies and English. Sales Associates: Krista O’Sullivan [email protected] Lisa Doughty [email protected] Regional Sales Administrators: Sabrina Shewmake [email protected] Christine Childs [email protected] Tod Newcombe is the editor of Government Technology’s Public CIO. Dir. of Marketing: Andrea Kleinbardt [email protected] Dir. of Custom Events: Whitney Sweet [email protected] Assoc. Dir. Custom Events: Lana Herrera [email protected] Custom Events Coordinator: Karin Morgan [email protected] Dir. of Custom Publications: Stacey Toles [email protected] Custom Publications Writer: Jim Meyers [email protected] Dir. of Web Products David Raths is a contributing writer based in Narberth, Pa. He has and Services: Vikki Palazzari [email protected] written for Inc., Computerworld, Business Ethics, Online Learning and Web Services Manager: Peter Simek [email protected] Project Manager, Government Technology magazines. Web Products and Services: Michelle Mrotek [email protected] Web Advertising Manager: Julie Dedeaux [email protected] Subscription Coordinator: Gosia Ustaszewska [email protected]

CORPORATE Mark Rutledge is the former CIO of Kentucky and is now director CEO: Dennis McKenna [email protected] of government strategies for McAfee Inc. state, local and education sectors. Executive VP: Don Pearson [email protected] Executive VP: Cathilea Robinett [email protected] He led Kentucky to many nationally recognized e-government awards and CAO: Lisa Bernard [email protected] appointed the state’s first chief information security officer. CFO: Paul Harney [email protected] VP of Events: Alan Cox [email protected] Marketing Dir.: Drew Noel [email protected]

Bill Schrier is the chief technology officer of Seattle. Government Technology’s Public CIO is published by e.Republic Inc. Copyright 2008 by e.Republic Inc. All rights reserved. Opinions expressed by writers are not necessarily those of the publisher or editors. Article submissions should be sent to the attention of the Managing Editor. Reprints of all articles in this issue and past issues are available (500 minimum). Please direct inquiries to the YGS Group: Attn. Erik Eberz at (800) 290-5460 ext.150 or [email protected]. Subscription Information: Requests for subscriptions may be directed to Circulation Director by phone or fax to the numbers below. You can also subscribe online at www.govtech.com. Canada Post Publication Mail Agreement 40048640, undeliverables 27496 Bath Paul W. Taylor was the deputy CIO of Washington state prior to Road, Mississauga, Ontario L4T 1L2 joining the Center for Digital Government as its chief strategy officer, and

has worked in the public and private sectors, the media and Washington’s © A publication of Digital Government Applications Academy. [ ] 8 PRINTED IN THE USA

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Editorial Prepress �� PAGE �� Other OK to go ALTERNATIVE THINKING ABOUT ASSURANCE: Nobody ever got ﬁ red for buying a dependable server.

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*Based on IDC, Worldwide Quarterly Server Tracker, February 2008. In Calendar 4Q ‘07, IDC reported worldwide HP ProLiant server shipments at 681,445 units, well ahead of Dell PowerEdge’s 499,715 units at #2. IDC also reported ProLiant factory revenue at $2,743 million vs. $1,580 million for Dell’s PowerEdge family. Prices shown are HP Direct prices; reseller and retail prices may vary. Prices shown are subject to change and do not include applicable state and local taxes or shipping to recipient’s address. Offers cannot be combined with any other offer or discount and are good while supplies last. All featured offers available in U.S. only. Savings based on HP published list prices of conﬁ gure-to-order equivalent ($3125 - $850 instant savings = SmartBuy price of $2,275). 1. Financing available through Hewlett-Packard Financial Services Company (HPFS) to qualiﬁ ed commercial customers in the U.S. and subject to credit approval and execution of standard HPFS documentation. Prices shown are based on a lease of 48 months in terms with a fair market value purchase option at the end of the term. Rates based on an original transaction size between $3,000 and $25,000. Other rates apply for other terms and transaction sizes. Financing available on transactions greater than $349 through September 30, 2008. HPFS reserves the right to change or cancel these programs at any time without notice. AMD, the AMD Arrow logo, AMD Opteron, and combinations thereof are trademarks of Advanced Micro Devices, Inc. ©2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

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Editorial Prepress �� PAGE �� Other OK to go INTRODUCTION

Head in the Clouds

n the nearly 20 years I’ve been covering points out, cloud computing isn’t just a cost IT and government, the one constant control issue, nor is it a panacea to what Itruth has been the ongoing tension ails IT in the public sector today. Instead, between what technology promises to deliver there are degrees of cloud computing that and what government can actually deliver. require knowledge about its capabilities and There’s no better example than today’s hot- limitations before it can become a solution. test IT trend: cloud computing. Opportunities exist, but CIOs must weigh Almost as soon as the model for on- the tradeoffs before plunging ahead. demand computing in the Internet cloud Hopefully our coverage will open a few was presented to the CIO community, ana- doors to experimentation — after all, cloud lysts, vendors and the media (including this computing at the fringes, using simple down- magazine) began forecasting a new dawn for loadable Google applications, for example, government computing. No longer would tax costs nothing. And as the article suggests, dollars have to be spent on fat-client PCs, more government entities are implementing server farms in the basement of every agency robust, in-the-cloud solutions that strip and bloated software licenses. Instead, work- away the expensive ownership of so much ers would compute at the flip of a switch and hardware and software. government would only pay for IT when it Look to our Web site for more information needed it. Meanwhile, CIOs would focus on as well. What we can’t put into print, we IT strategy and alignment, not maintenance can provide online, including a dialog on the and networks. Over time, IT costs would concerns about security in the cloud with our drop, the public wouldn’t be as disgruntled resident IT security blogger and commen- about taxes, and politicians would be a little tator Dan Lohrmann, www.govtechblogs happier with the revenue still sitting in the .com/securing_govspace. In the end, how- treasury at the end of the day. ever, the most valuable lesson learned from Like so much to do with technology and cloud computing and other technology government over the past 20 years, the reality trends isn’t about how solutions are deliv- of cloud computing isn’t, well, quite so clear ered, but what is delivered to citizens. That’s (OK, no more weather puns). As our story what mattered 20 years ago, and it’s what on the subject in this issue of Public CIO will still matter in another 20 years. ¨

2007 MAGAZINE OF THE YEAR Silver Folio: Editorial Excellence Award

Tod Newcombe | Editor

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5 25 50 75 95 100 5 25 50 75 95 100 5 25 50 75 95 100 5 25 50 75 95 100 ______Production ______OK to go CIOs’ strategies for communicating with elected officials stress plain talk, collegiality and an emphasis on business issues.

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Editorial Prepress �� PAGE �� Other OK to go NoJargon

BY MERRILL DOUGLAS CONTRIBUTING WRITER

HEN A CIO EXPLAINS a new IT initiative, often politicians come to the table with two thoughts W in mind, said Richard Varn, CIO of San Antonio. ZoneFirst, they expect the subject to be hard to understand. “And second, you’re just speaking dollar signs to them, saying, ‘I want money.’” Varn knows this situation from all angles. A former CIO of Iowa, he also served in the state’s House and Senate from 1982 to1994. He understands the obstacles that get in the way when government officials who manage technology need to communicate with government officials who vote on policy and allocate funds.

Wanda Gibson, CTO, Fairfax County, Va. www.public-cio.com [13] PHOTO BY CADE MARTIN CADE BY PHOTO

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Editorial Prepress �� PAGE �� Other OK to go “My advice to other CIOs is that they establish some sort of regular communications to interact with their elected officials.“

Wanda Gibson, chief technology officer, Fairfax County, Va.

Misinformation Flies Diverse backgrounds, varied comprehension levels and a focus on cost rather than value are just a few challenges a CIO might face when talking with elected officials. Others arise when misinformation starts to fly about IT projects and contracts. “We’ve got to stop our legislators from getting their IT knowledge from news articles that are either not completely true, have some misleading facts or are written to raise the ire of the public,” said Ron May, an IT consultant and former Colorado legislator and senator.

PHOTO BY CADE MARTIN CADE BY PHOTO In states with term limits, educating legislators about technology issues is especially tricky. Colorado has eight- Talk about IT with any legislative body and you’ll find year term limits; in some states, the you’re addressing a widely varied audience. “There are those limit is six years. “By the time you who are going to be ‘techie,’ those who are generally aware get somebody really proficient, six or but not very technological, and those who are certainly eight years is up and they’re gone,” unaware of what it is you’re talking about,” Varn said. May said. The typical group of elected officials is composed of a Frequent turnover gives the CIO broad array of backgrounds, especially citizen-legislators a constantly shifting audience that who work outside the halls of government. “Some are also guarantees a constantly shift- running law practices, some are driving buses, some ing agenda the IT department must Phil Montgomery, are farmers,” said Bert Jarreau, CIO of the National accommodate. member, Wisconsin Association of Counties (NACo) and staff liaison to NACo’s “In the political world, you have dif- State Assembly, co-chair, affiliate, the National Association of County Information ferent initiatives that are offered up by Joint Committee on Technology Executives (NACITE). different political parties, and that scene Information Policy and And elected officials have much on their minds besides changes almost as rapidly as the tech- Technology technology: education, homeland security, economic devel- nology itself,” said Phil Montgomery, a opment, transportation, public health — and of course, member of the Wisconsin State Assembly re-election. and co-chair of its Joint Committee on Information Policy Despite these and other challenges, it’s crucial for CIOs and Technology. Priorities that rise to the top of the agenda and their teams to engage elected officials in regular, sub- — whether they are calls for universal health care, changes stantial conversations about IT. Because legislators control in the tax structure or just about anything else — force an policy and purse strings, they are crucial partners in any IT department to revise its own to-do list, complicating the government IT enterprise. CIOs must win their support for dialog on IT initiatives. technology initiatives. They also need to stay in touch with Term limits and turnover are special concerns for Scott the issues that legislators — and the citizens they represent McPherson, CIO of the Florida House of Representatives. He — care about, so they can harness technology to address regularly needs to adjust his IT plan to fit the agenda of an those concerns. incoming speaker of the House.

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Editorial Prepress �� PAGE �� Other OK to go You never know where work will take you. CDW•G has the technology to keep you mobile.

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1HP Smart Buy instant savings reflected in advertised price; HP Smart Buy instant savings is based on a comparison of the HP Smart Buy price versus the standard list price of an identical product; savings may vary based on channel and/or direct standard pricing; available as open market purchases only. Call your CDW•G account manager for details. 2Call your CDW•G Account Manager for details on activation of broadband card. 3Windows XP installed with Windows Vista® Certificate of Authenticity and logo. Windows Vista media included. Customer has rights to both Windows Vista and Windows XP Professional. 4Windows XP Professional downgrade media included. Customer has rights to both Windows Vista and Windows XP Professional. Offer subject to CDW•G’s standard terms and conditions of sale, available at CDWG.com. ©2008 CDW Government, Inc.

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Editorial Prepress �� PAGE �� Other OK to go “It’s kind of like getting a new CEO every two years,” The private sector also can provide effective allies. “If you said McPherson, who also has served as CIO of the Florida get a major employer, and a major IT professional from that Department of Corrections and chaired the state’s CIO employer, saying, ‘Yeah, that makes sense to me as well,’ it Council. “You know you need to execute your plan. But you just adds credibility,” Montgomery said. also have to be mindful of what the goals are going to be of The Fairfax County, Va., Board of Supervisors institution- the incoming CEO or the incoming speaker, and make sure alized a similar principle when it created its Information that you are matching up your IT plan with those realities.” Technology Policy Advisory Committee. This group of citizens, with private- and public-sector IT backgrounds, Skip the Nuts and Bolts advises both the board and the IT department. It provides an With so many challenges to overcome, one important additional level of perspective on the board’s overall strategy, strategy for fostering communications with elected officials goals and technology investments, said Wanda Gibson, the is to keep the focus off the nuts and bolts of IT. Instead, CIOs county’s chief technology officer. should concentrate on the benefits the technology delivers. “They meet with our department on a monthly basis,” Gibson said. “We talk about key issues and industry trends, as well as some of the big projects the county is working on and where they are going.” Members of the committee and “I don’t expect a politician to the board also communicate regularly. “That keeps the board be a geek. A CIO needs to be well informed on where technology is headed and where the county may get some new opportunities out of new industry a good interpreter, more than trends and practices,” she said. anything.” Besides seeking private-sector allies, Montgomery also Steve Jennings, CIO, Harris County, Texas, and suggests government CIOs forge relationships with elected president of the National Association of County officials who are especially interested in IT. “You need to Information Technology Executives identify those folks and communicate with them as often as they are willing to listen,” he said. It’s also important to form one-on-one relationships with legislative staff members, he added. “The technique is to speak in business terms and not techno- In addition, the CIO should learn to think like an elected speak, and to talk about a particular problem,” Jarreau said. official, said McPherson, who picked up that skill while Legislators don’t want to hear why it’s important to use serving in Florida’s House in the early 1980s. Among other virtual servers, but they do want to learn how to save money things, thinking like an officeholder means anticipating how and provide better service. a proposed IT project or expenditure might appear to the NACITE uses that strategy in technology workshops aimed at press and the public. “They need to look at everything and county legislators during NACo’s annual conference. Presenters vet everything they want to do through that prism, and then take care to tailor their messages to the audience. “I don’t go about overcoming any objections that might be seen by expect a politician to be a geek,” said Steve Jennings, CIO of their leadership while viewing through that same prism,” Harris County, Texas, and NACITE’s current president. “A CIO he said. needs to be a good interpreter, more than anything.” The NACo conference also allows NACITE’s members to Build It and They Will Talk implement another strategy — cutting out distractions. “One Another strategy for fostering dialog is to build the com- thing I can tell you is to try to get everybody away from their munications channels into the IT governance structure. “My environment — usually away from their phone, and put them advice to other CIOs is that they establish some sort of regu- in a collegial environment,” Jennings said. lar communications to interact with their elected officials,” Because it’s important to stress business value, whenever said Gibson. In Fairfax County — a high-tech stronghold possible, the CIO should have the person who owns the busi- whose supervisors tend toward the IT-savvy — the dialog ness process become the spokesman for an IT initiative,” includes both formal meetings and informal exchanges. Varn said. “A new e-recruitment tool should be led by the “Board members will either e-mail or pick up the phone HR department. And a new e-procurement tool implementa- anytime they have a question,” Gibson said. IT staff talk tion should be led by the purchasing department.” with board members one-on-one to learn about their inter-

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Editorial Prepress �� PAGE �� Other OK to go How CIOs Can Communicate Better with Elected Officials ✓ Know your audience and start thinking like them. ✓ Tailor information to your audience. ✓ Speak in business terms rather than using technology jargon. ✓ Use your strongest and most knowledgeable communicator to convey the message. ✓ Establish a regular communication pattern and build on relationships. ✓ Become an active listener, form caucuses and gain allies. ✓ Educate your audience about your technology needs and challenges.

By Karen Stewartson, managing editor, Public CIO PHOTO BY CADE MARTIN CADE BY PHOTO

Another way to foster better communications would be for “The technique is to speak in business interested legislators to form an IT caucus, May said. Such a terms and not techno-speak, and to talk group could invite OIT staff to make presentations on technology projects. about a particular problem.” In Wisconsin, the Division of Enterprise Technology uses Bert Jarreau, CIO, National Association of Counties project management software to keep Montgomery and his committee co-chair, Sen. Pat Kreitlow, updated on IT projects. “You can delve into them at whatever level you want to go,” Montgomery said. Legislators can quickly find out if ests on a variety of issues. “Also, my staff holds a meeting a project is on track or veering off course, and if they wish, with the staff of the board on a quarterly basis to talk more they can drill down for more detailed information. specifically about the use of technology in board offices.” For CIOs, Montgomery said, the most important thing to In Colorado, May is providing consulting services to the keep in mind is to treat interested legislators as members state Office of Information Technology (OIT). He and state of their own team. “You need to bring them in under the CIO Michael Locatis have discussed launching an IT blog to tent and show them the challenges that you face,” he said. talk about current and proposed IT projects, he said. “That “You have to have that relationship with the legislators would give the legislator an opportunity to go into the blog, who are willing to delve into this and establish that layer maybe give us an opinion about [a project] or ask a question.” of trust.” ¨ They also have talked about creating an online database with information on the state’s IT assets and projects.

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Editorial Prepress �� PAGE �� Other OK to go Will Clouds Reign

BY DAVID RATHS | CONTRIBUTING WRITER ILLUSTRATION BY TOM McKEITH

What happened to the generation of power a century ago is now happening to the processing of information. Private computer ? systems, built and operated by individual companies, are being supplanted by services provided over a common grid — the Internet — by centralized data-processing plants. Computing is turning into a utility, and once again the economic equations that determine the way we work and live are being rewritten.” — Nicholas Carr, The Big Switch — Rewiring the World, from Edison to Google, 2008.

any IT executives, vendors and consultants have embraced author Nicholas Carr’s historical analogy. They point out that in 1907, 70 percent of the indus- Mtrial electrical generation in the United States was in-house, but by the 1920s that same percentage was generated by utility companies. Initially you had to own your own plant, but later it became a disadvantage. They believe the same thing is happening now with computing, and that many activities that take place in the data center will soon move “into the cloud,” where they can be done more economically. White papers and trade shows are touting cloud computing as the next big thing. But it’s not at all obvious what it will mean to public-sector CIOs.

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Editorial Prepress �� PAGE �� Other OK to go We get electricity from utilities and leave it to banks to handle our money, so why won’t ? government rely on the Internet cloud for its computing needs?

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Editorial Prepress �� PAGE �� Other OK to go SaaS in the Cloud ally outside the customer’s data center. Employees use a Several public-sector entities have already started using Web browser to access it, and organizations pay by the software-as-a-service (SaaS) offerings, such as customer number of users. relationship management software from Salesforce.com. • Desktop clouds, like Google Docs or Zoho.com, run word Economic development, permitting, emergency management, processing or spreadsheet applications from a hardware public works, housing and transportation agencies use it for cloud via the Internet, yet provide a user experience constituent services, case management and outreach, said much as if the application ran locally. Dan Burton, Salesforce.com’s senior vice president of global public policy. What distinguishes cloud technology, according to Burton said there are cultural hurdles CIOs have to clear Hewlett-Packard (HP) executive Russ Daniels, is that it’s a before they feel comfortable with the SaaS business model. highly automated, self-service and paid for incrementally. “CIOs intuitively understand the value proposition of paying a “That variable cost component is an essential driver,” he monthly fee for something that’s customizable, yet easy and said. “The cloud delivers scaling at low cost. We’ve been quick to get up and running,” he said. “But we hear the same doing high-performance computing services for a long questions from government CIOs as from those in the private time, but the cloud allows the workload to vary from large sector — about security, about integration, so it’s a matter of to small as you need capacity.” walking organizations through it.” Daniels, HP’s chief technology officer for cloud services Vance Checketts, general manager of EMC Corp.’s Mozy business, which provides online backup, said he sees the company’s strategy, noted that many Web hosting companies offer MozyEnterprise service as an onramp to the cloud. “The first virtualized Linux containers for $15 a month. “But what’s thing you need is a compelling value proposition — backing new is the ability to easily add another one incrementally data up into the cloud,” he said. “From there we think it will for a shorter period of time.” evolve, and we will offer other cloud applications.” Checketts said he tells CIOs that the security of encrypted Big Changes Coming? backup that is offsite but online is superior to their traditional Are we rapidly approaching an era when most data center backup, and there’s a significant total cost of ownership advan- storage services will be hosted by hardware vendors? Will tage. “It frees up in-house IT resources and you pay for only the most software customers rent access to applications hosted storage space and licenses you are using,” he said. For CIOs, cloud computing may eventually mean they can rent externally? IT research firm Gartner recently predicted that anything under the sun and can focus on innovation, Burton by 2012, one in every three U.S. dollars spent on enterprise said. “They won’t be worried about keeping the lights on, or the software would be a service subscription rather than a product next Microsoft patch, or buying the latest server,” he said. “They license. Gartner also estimated that by 2011, early technology can focus on building great applications for their organizations.” adopters would purchase 40 percent of their IT infrastructure as a service. If Gartner is right, what A recent Forrester Research report defines cloud com- will such a sea change mean for puting as “a pool of highly scalable and managed compute government IT organizations? Will infrastructure capable of hosting end-customer applications they be early adopters of this new and billed by consumption.” In other words, users subscribe approach or will they be reluctant to computing services hosted by very large service providers, to allow data to flow outside their like Amazon or Google. firewalls? Another issue will be inte- A May 2008 white paper by Kishore Swaminathan, grating that data with applications Accenture’s chief scientist, described some early applications: run locally. • Hardware clouds, such as Amazon’s Elastic Compute Cloud (a.k.a. Amazon EC2), are large data centers that let customers use Amazon’s hardware — servers, stor- “It’s absurd to believe the 25 IT age and network — for a use-based fee. Organizations can run applications, store data or execute e-commerce people on your staff can do a transactions. Many of the early users have been Internet better job of keeping your data startups rather than large enterprises. • Software clouds involve software as a service (SaaS), such safer than Google can.” as Salesforce.com, running on a hardware cloud, usu- Adrian Sannier, university technology officer, Arizona State University

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Editorial Prepress �� PAGE �� Other OK to go Public-sector CIOs who see cloud by a firm operating at a scale hundreds to thousands of computing only as a way to reduce times greater than the university can ever attain, efficiency costs will likely wait for the mar- and progress result.” ket to shake out to see whether the “The university is just a microcosm of what’s happen- theories about its value are proven. ing,” Sannier explained. “We are going from departments But if they see it as creating value running their own servers to consolidating that at the uni- and as a way to improve perfor- versity level. If we can achieve efficiencies that way, then mance, then they may choose to be it’s a clear jump to the next layer of scale, and it’s a direc- early adopters, HP’s Daniels said. tion we will absolutely move into.” He suggests thinking about the ASU, which has ambitious goals for growth, had a tech- cloud where there are opportuni- nology strategic plan in place when Sannier arrived three years ago. The university’s IT leaders observed forces in the “The cloud delivers scaling marketplace and replicated what worked. But even though the university was getting incrementally more efficient at at low cost. We’ve been doing IT, Sannier saw an “exponential explosion” going on in high-performance computing Internet-based services. It led him to believe ASU should start getting out of every technology service provision that services for a long time, but the wasn’t part of its core mission and turn it over to these cloud allows the workload to state-of-the-art service providers. ASU started with e-mail. Like most universities, it pro- vary from large to small as you vided e-mail service and a maximum 50 MB of storage per need capacity.” person to 65,000 students, faculty and staff. But because of those storage limitations, ASU found it was losing stu- Russ Daniels, chief technology officer for cloud services strategy, dents to commercial services. “The value of our service Hewlett-Packard was eroding,” Sannier recalled. “We decided to be an early adopter of Google Apps. It saved us $500,000 a year, ties to solve new problems and where the requirements and now those students get an order of magnitude better require scaling and flexibility. “Over time, it may be the service.” Students went from 50 MBs of storage to 6 GB right answer to replace what you are doing now,” he said, each. “Google is adding features such as Google Talk and a “but you have to weigh the costs and risks associated with calendar that we couldn’t have dreamed of producing, and reimplementing it.” as the service evolves, it just happens,” Sannier said. “They don’t have to send us software updates to install. Working Cloudy in Arizona on a cloud level, the pace of improvement is staggering.” Despite reluctance to be among the first to plug into A month after launching the e-mail program, Google the Internet computing cloud, some government CIOs helped ASU offer a student-customizable portal called are either early adopters or have begun thinking through MyASU. “A month later we had collaborative documents policy concerns related to cloud computing. and spreadsheets, with enormous capabilities, and we get Arizona State University’s (ASU) strategic plan for IT sim- it all by just agreeing to use it,” Sannier added. plification involves what it calls the Concept of One: Do it once. Do it right. Use it everywhere. But the Phoenix-based California Dreamin’ university is embracing an even more basic approach that The potential flexibility and cost savings of cloud University Technology Officer Adrian Sannier has labeled the computing have state and local governments developing Concept of Zero: Don’t do it at all. Let someone bigger do it. teams to study how it might be applied. Carolyn Lawson, In October 2006, ASU became an early adopter of the CIO of the California Public Utilities Commission (PUC), Google Apps Education suite, which provides e-mail and is a leader of an informal grass-roots group of California other applications for ASU’s students through Google’s Web state IT executives looking at both the benefits and policy services. Sannier is an early advocate of cloud computing. implications of Web 2.0 and cloud computing. His strategic plan notes that “when a university technol- Before taking the CIO post in February 2008, Lawson ogy service can be replaced by one provided commercially, worked in California’s eServices Office, and in October

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Editorial Prepress �� PAGE �� Other OK to go Parting Clouds — Vendor 2006 she started working with the state’s webmasters on and Consultant Perspectives ways to integrate wikis, blogs and technologies such as YouTube, MySpace and Facebook. “Talking about cloud Curt Kolcun, Microsoft’s vice president for U.S. public sector, computing was a natural evolution of these other discus- said that after security, cloud computing is what public-sec- sions,” she said. Another consideration is that California is tor customers are asking about most. “And they roll into one facing difficult financial times, so anything that might save another,” he added. He believes the concerns of public-sector money is worth looking at. CIOs are very similar to those of bank, insurance company and health-care CIOs who have to deal with the Health Insurance But concerns about privacy and security may limit the Portability and Accountability Act or Sarbanes-Oxley regulations. state’s willingness to experiment. “We started with a list of “They want to know where the data is going to reside,” he said. what we cannot do,” Lawson said. “Anything that has your “Will it be in the U.S.? Will there be foreign nationals working at name, address, Social Security number or driver’s license, the facilities that handle their data?” we can’t put that in a cloud for privacy concerns.” Kolcun and others believe that a hybrid atmosphere of public Although vendors tout the potential of putting data centers and private clouds will develop. Organizations that have started in the cloud, Lawson doubts the state will ever be able to do with shared services centers will move to internal cloud com- that because it needs to maintain responsibility for that data. puting centers. Although the umbrella organization will still “I hate to be the bureaucratic stick in the mud, but the have to pay for and service equipment and software, they can act as a cloud service provider to their own agencies, which can vendors don’t seem to take into account that we have a avoid paying for hardware and software licenses and instead responsibility to the public trust that’s on a different level pay for computing resources as needed. The U.S. Defense than the private sector,” she said. “As CIO, I am personally Information Systems Agency recently announced such a pro- responsible. I have to be able to sit in front of the Legislature gram for Department of Defense (DoD) agencies. and describe how that data is being protected.” Kevin L. Jackson, who has worked for the U.S. Navy and as an ASU’s Sannier and several vendors countered that IT consultant, joined federal IT contractor Dataline Inc. in 2008 argument by saying public-sector IT executives shouldn’t and started a blog on cloud computing in the public sector, automatically assume no one can protect their data as http://kevinljackson.blogspot.com. “I believe cloud computing is well as they can. “The analogy I use is the virtue of banks going to grow very fast,” he said. Jackson noted on his blog that DoD CIO John G. Grimes is already talking about it. Asked to over mattresses,” Sannier said. “It’s absurd to believe the predict the pace of uptake in the federal government, Jackson 25 IT people on your staff can do a better job of keeping said, “This is a term that only came into vogue late last year, your data safer than Google can.” and already the DoD has a focused program on it. What kind of The real key, he added, is legal uptake is that?” and contractual requirements as Steven Armentrout has a one-word explanation for why the cloud providers try to figure so many vendors are developing cloud computing out what kind of indemnity they strategies: Google. can provide. “The most power- Armentrout, president and CEO of Reston, Va.-based Parabon ful player on your team is going Computation Inc., which offers customers high-performance grid computing services, said the search giant has done a great to be your lawyer to negotiate job of demonstrating to the public how to put big computing contracts and figure out liability power to good use. “Federal agencies are looking at that model issues,” Sannier said. and thinking, ‘We should be doing that with our resources,’” Despite her security concerns, Armentrout said. “Certain federal agencies with mission-critical Lawson believes there are oppor- applications are saying, ‘We have to harness that power and flexibility for ourselves.’” IBM is also helping large organizations and service providers “As CIO, I am personally develop internal clouds to offer their customers metered access responsible. I have to be able to powerful computing resources. In some cases, IBM is working with governments that see cloud services as an economic to sit in front of the Legislature development aid, said Willy Chiu, vice president of IBM’s High Performance On Demand Solutions. For instance, the Wuxi Tai Hu and describe how that data is New Town Science and Education Industrial Park in Wuxi, China, being protected.” is being set up to support Chinese software entrepreneurs by allowing them to tap into a rich computing environment on a Carolyn Lawson, CIO, California Public Utilities Commission subscription basis.

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Editorial Prepress �� PAGE �� Other OK to go Government in the Clouds — tunities for California. “We could look at what we have Some Examples across all departments that could be put in the cloud. Any data that is not personal is feasible,” she said. For instance, Texas Business Portal at the PUC it could be used for public comment on pro- www.texasonline.com posed regulations. New Jersey Transit Case Study Lawson’s sense is that there’s a battle for territory going on www.salesforce.com/customers/education-non-profit/njtransit.jsp between traditional software vendors and Web 2.0 vendors. Arlington, Va., Economic Development “We want that to settle out and to see what this is really www.salesforce.com/customers/education-non-profit/arlington.jsp going to help us accomplish beyond the bells and whistles.” U.S. Department of the Treasury Looking for More Flexibility www.salesforce.com/customers/education-non-profit/fcg.jsp Although his organization hasn’t begun any pilot Minnesota Department of Employment and Economic projects yet, Andy Blumenthal, director of enterprise Development architecture and IT governance for the U.S. Coast Guard, www.salesforce.com/customers/education-non-profit/minn- deed.jsp believes cloud computing holds enormous potential. Agency IT Chicago Housing Authority departments have long struggled www.salesforce.com/customers/education-non-profit/cha.jsp with individual lines of business Virginia Business One Stop that buy and maintain their own http://virginiabos.sparkstudiosaas.com/onestop/VirtualLobby.jsp stovepiped systems. They often SalesForce Government to Government AppExhange find that they don’t work well www.salesforce.com/appexchange/category_list.jsp?NavCode__ with other systems the organiza- c=a0130000006P6IoAAK-89 tion has, are not cost-efficient, and that they become obsolete within a relatively short period The Next Generation Perhaps the earliest cloud adopters will be younger CIOs who grew up with the Internet and are most comfortable “Rather than dismissing cloud exploring its transformational capabilities. computing because of the Washington, D.C.’s chief technology officer (CTO), 33- year-old Vivek Kundra, has implemented Google Apps and inherent risks involved, we IT portfolio management software Planview in a hosted should work to overcome them environment and also plans to do cloud pilot projects with Amazon’s storage business. so that the government can Kundra said these developments are modeled to match more readily adopt it.” employee and consumer behavior. “We want workers to have access to information wherever they are, so they don’t Andy Blumenthal, director of enterprise architecture and IT governance, have to be chained to a desk to be productive,” he said. U.S. Coast Guard Kundra is also working to replace the district’s landline phones with mobile phones. “The next generation of work- of time, Blumenthal said. “With cloud computing, there ers will be mobile,” he said. “By investing in that mobile is the possibility of obtaining systems more flexibly, on work force, we can attract some super-smart people.” an as-needed basis, and then modernizing once better He also said he wants to drive down costs while delivering technology is available,” he said. services with increasing velocity. He admitted that cloud computing for government agen- “My role as CTO is not to own as much software and cies, especially those in defense and law enforcement, is hardware as I can,” he said. “It’s to make a difference in fraught with security and privacy risks. “[But] rather than residents’ lives. So the question is: Can we do it cheaper, dismissing cloud computing because of the inherent risks faster, better in the cloud or with the equipment and ser- involved,” he said, “we should work to overcome them so vices we are using right now? I have a feeling I know what that the government can more readily adopt it.” the answer is, but we will see.” ¨

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Editorial Prepress �� PAGE �� Other OK to go Panasonic recommends Windows Vista® Business.

LEGALLY, WE CANNOT SAY THERE’S A NEW WORD FOR HANDHELD.

The Panasonic Toughbook® U1 is a new kind of mobile computer, a one-two punch of Toughbook ruggedness with twin batteries for full-shift productivity. We wouldn’t want to put words in your mouth, but being able to run a full Windows® OS while still maintaining its convenient lightweight design is something other handhelds can’t begin to imagine. Couple that with its seemingly endless integrated options like GPS, mobile broadband, a 2MP camera and fi ngerprint and barcode scanners, and you might forget you’re not carrying a laptop. We won’t say we’ve reinvented the handheld. We’d rather wait and hear you say it.

panasonic.com/toughbook/u1 1.888.357.1126

Actual Size: 5.9" (L) x 7.2" (W) x 2.2" (H)

Visit the Panasonic Internet Cafe THE RUGGED ORIGINAL. at the New York City Technology Forum, November 6–7.

Intel, the Intel logo, Intel Atom, and Intel Atom Inside are trademarks of Intel Corporation in the U.S. and other countries. Toughbook notebook PCs are covered by a 3-year limited warranty, parts and labor. To view the full text of the warranty, log on to panasonic.com/business/toughbook/support.asp. Please consult your Panasonic representative prior to purchase. Panasonic is constantly enhancing product speciﬁ cations and accessories. Speciﬁ cations subject to change without notice. ©2008 Panasonic Corporation of North America. All rights reserved. New_Word_SL_FY08-3

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Editorial Prepress �� PAGE �� Other OK to go BY BILL SCHRIER | CHIEF TECHNOLOGY OFFICER, SEATTLE

set of technologies called Web 2.0 is transforming the Internet. Web sites such as YouTube, MySpace and Community- Facebook, in addition to really simple syndication (RSS) A feeds, blogs and wikis attract hundreds of millions of people. Yet this Web 2.0 transformation of government is just beginning. How might it occur? building tools Web 2.0 and government are both about building community and connecting people. Web 2.0 technologies are transforming the Internet into connected communities that allow people to interact for CIOs. with one another in new and distinct ways. Government is, by its very nature, all about community. Government is a group of people — citizens or constituents — doing together what they can’t do as individuals or otherwise obtain from private business. I believe most of us wouldn’t want individuals or private businesses to manage street networks, maintain parks or operate police and fire departments. In the end, government is community. Therefore, Web 2.0 — community-building tools — seems tailor- made for government, at least theoretically.

Note: This article originally appeared in Digital Communities magazine. Are ReadyYo u for

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Editorial Prepress �� PAGE �� Other OK to go www.public-cio.com [27]

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Editorial Prepress �� PAGE �� Other OK to go Government is, by its very nature, all about community. … Therefore Web 2.0 — community-building tools — seems tailor-made for government, at least theoretically.

Potential Web 2.0 Uses however, activists and special interest groups can rig the results How can government use Web 2.0 tools to make a better by voting early and often. Such surveys won’t be statisti- community? Here are some ideas and examples: cally valid. It might be possible to combine online surveys with traditional surveying techniques (e.g., calling residents by Social Networking phone, which is itself becoming less valid as people shed their MySpace, Facebook, LinkedIn and Second Life have truly published, landline phone numbers in favor of cell phones). broken new ground. These online spaces allow individuals to establish a new presence for interacting with members of their Wikis: Internal Processes online community. Government also promotes small groups in Wikis certainly hold great promise for government inter- communities, such as anti-crime block watches, neighborhood nally. We divide government into departments, each with disaster recovery groups and legislative districts. Having secure unique functions. Departments tend to be siloed groups, social networking sites for community groups to interact, learn so cross-departmental communication is difficult. Wikis, from each other and educate themselves has great promise. or products like Microsoft SharePoint, could be used to standardize many business processes, functions and terms Blogging across the entire government. Simple processes, such as Moderated blogs with interactive comments are poten- “how to process a public disclosure request” and “how to tially a good way for elected officials to garner input from pay a vendor invoice,” are inclined to documentation and constituents and interact with them. They might supplement improvement through wiki. Certainly such procedures can communities’ public meetings. We have many kinks to work be documented and put on a government intranet’s static out because too many blogs — and public meetings — are Web pages. But the advantage of a wiki is that many more monopolized by a few citizen activists. And moderating a blog employees are involved in creating and editing the content, requires much time and effort for a government agency. so the process happens faster and employees actually read and use it because they’re involved from the start. Video and Images YouTube is the new groundbreaker in this arena. Wikis: External Processes Governments could use such Web sites to encourage resi- I believe there are a couple fundamental uses for external dents and visitors to post videos of their favorite places to wikis, and one is processes for interacting with govern- visit in the jurisdiction, special events and dangerous places ment. How do you recycle a computer? What do you do if (e.g., intersections, sidewalks and overgrown vegetation). a refrigerator is found on a boulevard’s median? How do For instance, it could help build community if video was citizens apply for and use food stamps? This information posted of the Northwest Folklife Festival — a popular music can be posted online via public Web pages maintained and crafts festival held at the Seattle Center each Memorial by government employees. But the advantage of a wiki is Day weekend. People could share videos and post “sound that the “whole story” of questions like these can be much off” video bites with their opinions about certain subjects. broader than a single government agency. In the computer The Seattle Channel, a local government access TV station, recycling example, many people have many ideas; some often videotapes people on the street with questions for are involved in recycling, others are environmentalists and their elected officials, and then poses those questions online there are employees from multiple agencies who might in Ask the Mayor or City Inside/Out: Council Edition. contribute ideas to “recycling a computer.” An interactive wiki will give new dimensions to the ideas. Interactive Surveys Online surveys via Zoomerang and SurveyMonkey are every- Wikis: External Deciphering where. Surveys could help elected officials gauge the mood of Most government workers have at least some idea of how a city’s residents on a range of topics. Like all online surveys, to build a budget and what their own budget contains. But

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Editorial Prepress �� PAGE �� Other OK to go for constituents and residents, government budgets are just gobbledygook. A budget wiki could not only foster voter understanding, but might also provide meaningful input Governments Globally to it, rather than having special interest groups come to Adopt Web 2.0 the table and demand funding for their unique programs. Individuals inside and outside government could contribute Will e-government be replaced by Gov 2.0? This is the to editing those kinds of wikis. question posed by market research firm Government Insights (GI), an IDC company. E-government was all about putting Mash-Ups citizen services on the Web. Gov 2.0 is about assessing, sharing Governments are fundamentally about geography — the and interacting with information to create new opportunities city limits or county lines. Much of what government does and allow agencies to deliver more holistic services to citizens, is geographically based through functions like providing according to a June 12 webinar GI conducted. Will this prediction become a trend? It’s hard to say. But water and solving crimes. Data mash-ups against maps evidence of a Gov 2.0 world is beginning to emerge around or other information can give new insights. One specific the globe, GI points out. Early adopters include: example is mapping 911 calls of fires and medical emer- • The federal government with its consolidated portal www gencies in Seattle on My Neighborhood Map, a city-run .usa.gov and Gov Gab, the topical blog posted by the Web guide to city services. General Services Administration. • At the state level, 27 states are active with Web 2.0, according Next-Generation 911 to GI, with Virginia’s usage rated best in class and Utah the Though it isn’t technically Web 2.0, next-generation 911 most active user. has many possibilities. Nowadays if you need police, fire • The Canadian government is using Second Life for recruiting purposes (so is Missouri’s Office of or emergency medical services, you call 911. But with cell Information Technology). phone cameras, cheap video cameras, text messages and • Thailand, Malaysia, Australia and New Zealand are using other ways to connect and interact technologically, 911 has blogs, officially and unofficially. In Malaysia, blogging the potential to do much more. The day will come when changed the outcome of a recent election; in New Zealand, someone will witness a crime, snap a photo of the criminal bloggers comment on digital strategies. and transmit it to the 911 center that sends it to police offi- • In the United Kingdom, social networks have sprung up as cers, who make an arrest while rushing to the crime scene. a way of goading local governments to fix problems. For example, one site called “Fix My Street” allows citizens to Blogs and Wikis: Customer Service and Feedback post digital photos of streets that need repair. But does all this emerging activity mean government is Although this isn’t technically a single technology, I ready for a Web 2.0 future? Some challenges stand in the believe it merits special mention. As government’s ability to way, according to Government Insights. First, many govern- interact with constituents and customers improves because ments face challenges trying to integrate the new technolo- of Web 2.0 tools, government agencies and employees will gies of Web 2.0 with existing technologies. Older government get more feedback about things we are doing right and workers, of which there are huge numbers in the public sec- wrong and what we’ve chosen to do but isn’t universally tor, are resisting adoption of Web 2.0, while younger workers loved. Do we really want to be that transparent? are clamoring for it. In countries that are bilingual (e.g., Canada), questions Common Web 2.0 Challenges arise about what language government workers should use in blogging. Participation rates in blogs and wikis tend to be Many Web 2.0 technologies pose special challenges for extremely low, raising questions about the views represented. government that we’ll have to work through. Other concerns raised include the transparency of wikis and blogs, their impact on decision-making, the expectations The “Frequent Flyer” or “Citizen Activist” they raise and so on. Every elected official knows the folks who grab your Bottom line: The collaborative exchange of information arm at a public meeting to rant about the crosswalk in holds tremendous value for government. But Web 2.0 repre- their neighborhood or the lack of affordable housing. They sents a change in how things are done, something govern- monopolize public meetings and rally their supporters with ment has always struggled to embrace. mass e-mail campaigns. Most Web 2.0 tools are susceptible By Tod Newcombe, editor, Public CIO to the same techniques. All I can say is that with these Web

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Editorial Prepress �� PAGE �� Other OK to go BY CHANDLER HARRIS | CONTRIBUTING WRITER

SINCE 2001, THE WISCONSIN DEPARTMENT OF JUSTICE (DOJ) has been refining its computer-based data communications control center, which gives state law enforcement officials access to hundreds of data files at the national, state and local levels. The Transaction Information for the Management of Enforcement system, or eTIME, connects more than 9,000 criminal justice computers in Wisconsin and 500,000 across the United States and Canada from approximately 17,000 law enforcement agencies. Users can access files related to warrants, drivers’ licenses, vehicle registration information, criminal histories, protection orders, injunction files, sex offender and corrections information, stolen property, missing persons and more. With the vast amount of data eTIME processes and stores, Frank Ace, CIO of the Wisconsin DOJ, and Walt Neverman, the eTIME and technical services manager, embedded a reporting tool in the system. They also wanted statistical information on how the network was being used and data related to security and intrusion prevention, such as failed login information. They needed business intelligence reporting capabilities — commonly referred to as BI — but didn’t want to spend the money required for commercial BI solutions from the likes of IBM and Oracle. “Part of our challenge was to find a cost- effective way to produce reports for business managers of the system,” Ace said. “In our line of business — where we collect information for the Wisconsin Crime Information Bureau — we needed to find a way to get information off systems in an effective manner.” Ace looked at a number of tools and weighed their cost and effectiveness before eventually turning to open source BI vendor JasperSoft for a lower-cost alternative to commercial BI software.

Although he didn’t expect the open source INTELLIGENCE solution to be comprehensive and robust, he said the solution hasn’t sacrificed quality.

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Editorial Prepress �� PAGE �� Other OK to go AS THE COST AND SIZE OF BUSINESS INTELLIGENCE TOOLS EXPAND, PUBLIC CIOS ARE TESTING THE ANALYTICS WATERS WITH OPEN SOURCE SOLUTIONS.

Frank Ace, CIO, Wisconsin Department of Justice PHOTOS BY BRENT NICASTRO BRENT BY PHOTOS

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Editorial Prepress �� PAGE �� Other OK to go “In our line of business ... we needed to find a way to get information off systems in an effective manner.” Frank Ace, CIO, Wisconsin Department of Justice

JasperSoft’s BI solution provides production reporting, interactive reporting, data analysis and data integration capabilities. The bureau has used JasperSoft’s tool to provide reporting capabilities such as statistics on agency use, what transactions are being used most often, when the transactions are run, statistical information, security data and other patterns. Ace said he hopes the detailed data reporting and analysis will provide a more effective system for law enforcement, improve service, determine maintenance needs, enhance security and reveal which agencies use eTIME the most.

The Intelligence Landscape BI has consistently ranked a top priority for CIOs over the last few years, according to IT research firm Gartner. With the public sector storing record amounts of data, BI offers invaluable capabilities by collecting, analyzing and integrating data — and then creating detailed reports. BI provides historical, current and predictive views of business operations and supports the use of this information with data mining, analyzing, reporting and data integration features. Integrated reporting and analysis lets government managers better run an organization, improve services, identify effective strategies, enhance security and increase efficiency. “Clearly business intelligence is one of the prioritized technologies within the government landscape today,” said Rishi Sood, vice president of government consulting at Gartner. “Government CIOs believe new BI tools can

What’s Your Priority? Business intelligence was the No. 1 technology priority for CIOs in 2008, and ranked in the top 10 for the third consecutive year.

Top 10 Business PrioritiesRanking Top 10 Technology Priorities Ranking

Business process improvement 1 Business intelligence applications 1 Attracting and retaining new customers 2 Enterprise applications (ERP, CRM and others) 2 Creating new products and services (innovation) 3 Servers and storage technologies 3 Expanding into new markets or geographic areas 4 Legacy modernization, upgrade or enhancement 4 Reducing enterprise costs 5 Technical infrastructure 5 Improving enterprise work force effectiveness 6 Security technologies 6 Expanding current customer relationships 7 Networking, voice and data 7 Increasing current customer relationships 8 Collaboration technologies 8 Targeting customers and markets more effectively 9 Document management 9 Acquiring new companies and capabilities Service-oriented architecture (SOA) (mergers and acquisitions) 10 and service-oriented business applications (SOBA) 10

Source: Gartner

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Editorial Prepress �� PAGE �� Other OK to go Philadelphia Economy Receives a Boost with ArcGIS® Server

Philadelphia Uses ESRI GIS to Attract New Businesses

Philadelphia’s Decision Maps is a Web-based tool that helps visitors Philadelphia understands the need to attract new business fi nd the most desirable place to locate a business. investment to the city. It helps revitalize and strengthen neighborhoods and maintains a high quality of life for its citizens. The Mayor’s Neighborhood Transformation Initiative looked to geographic information system (GIS) technology to help meets its business development goals.

The GIS Services Group at the City of Philadelphia Mayor’s Offi ce of Information Services selected ESRI® ArcGIS® Server to create a Web-based GIS business site selection tool and economic development decision-support application.

Employees across several departments use GIS to inform potential businesses of the economic development initiatives and to help them make informed decisions about potential sites.

Decision Maps lets visitors select from Multiple Criteria. To learn more about ArcGIS Server and read detailed case studies, visit www.esri.com/localgov.

“Philadelphia’s neighborhoods are undergoing a transformation unlike any in the city’s history. Enterprise GIS has played a vital role in the Mayor’s Neighborhood Transformation Initiative, and I am extremely proud to be part of the team that continues to ™ support these efforts through innovative applications.” ESRI—Th e GIS Com pa ny Jim Querry 1-888-603-3207 City of Philadelphia GIS Director [email protected] www.esri.com/localgov

Copyright © 2008 ESRI. All rights reserved. The ESRI globe logo, ESRI, ESRI—The GIS Company, ArcIMS, ArcGIS, www.esri.com, and @esri.com are trademarks, registered trademarks, or service marks of ESRI in the United States, the European Community, or certain other jurisdictions. Other companies and products mentioned herein are trademarks or registered trademarks of their respective trademark owners.

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5 25 50 75 95 100 5 25 50 75 95 100 5 25 50 75 95 100 5 25 50 75 95 100 ______Production ______OK to go Frank Ace and Walt Neverman, eTIME and technical services manager, worked in unison to acquire a cost-effective business intelligence solution for the Wisconsin Department of Justice to streamline its data.

help them become more efficient, improve service delivery Large software firms have recognized the demand and essentially do more with less. When looking at large- for BI and have been busy gobbling up small vendors. scale agency modernization plans, CIOs are demanding the Examples include Oracle’s purchase of Hyperion and insight from BI tools in order to improve performance and Siebel Analytics, IBM’s acquisition of Cognos, and Sun’s therefore lower cost of service delivery, or at least make purchase of MySQL. Other BI vendors include Microsoft, service delivery more effective.” Hewlett-Packard, Business Objects and Unisys. The major government segments using BI are: revenue and tax departments for modernization projects; adminis- Analyzing BI’s Value trative, finance, and budget offices for measuring projects’ Open source BI has emerged in recent years as an under- performance; and human services departments for track- cutting alternative to commercial BI solutions. By utilizing ing the effectiveness and progress of unemployment and the low-cost, open source software (OSS) model that has social programs, Sood said. gained traction worldwide among private- and public-sector agencies — including nearly 100 governments that have sup- “Government CIOs believe new BI tools can porting pro-OSS legislation — open source BI has emerged help them become more efficient, improve service as a viable alternative to its commercial counterpart. Vendors such as JasperSoft and Pentaho — two of the larger open delivery and essentially do more with less.” source BI vendors — promise lower costs and the ability to Rishi Sood, vice president of government consulting, Gartner access and personalize BI software code, which appeals to many private- and public-sector organizations. At the federal level, numerous government agencies are “We have two trends playing in favor of open source using BI, including the U.S. Census Bureau, to analyze and BI,” said Lance Walter, vice president of marketing for predict demographic trends; federal health-care agencies to Pentaho. “One is the general purpose value of reporting analyze and predict health statistics and fraud; the Labor and analysis to understand opportunities to save costs and Department to analyze economic data; the U.S. Securities improve efficiency. And the secondary piece is the fact and Exchange Commission to detect insider trading; and that when public-sector organizations go with a commer- the IRS to detect filing discrepancies. cial open source vendor, they tend to recognize significant

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Editorial Prepress �� PAGE �� Other OK to go A government for the people is not an abstract concept here. YouYou’re’re the ones out thetherere maintaining roads and inspecting buildings. It’s not always glamorous, but if your job doesn’t get done, things tend to fall apart. And fast. With GPS tracking, know the exact location of your crews, so you can ﬁ nd the closest team and respond immediately. And with Talkgroup,SM help resolve situations quickly by putting up to 200 experts at the scene with the fastest national push-to-talk network connecting the world’s largest push-to-talk community. Because with a few million bosses out there, you’ve got to work fast. Nextel Direct Connect.® Only on the Now Network.™ Too see Nextel e te Direct ect CoConnect ect in actaction, o , go to sprint.com/nextelsp t co e te

GPS: Requires GPS and Java-enabled phone. Environment may limit GPS location info. Coverage not available everywhere. Nextel National Network reaches over 274 million people. ©2008 Sprint. Sprint and the logo are trademarks of Sprint. MOTOROLA and the Stylized M Logo are registered in the U.S. Patent and Trademark Office. Other marks are the property of their respective owners.

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Editorial Prepress �� PAGE �� Other OK to go What every public CIO should know about earned value management. SuccessMeasured for roject management continues to challenge IT In 1998, EVM was adopted by industry and codified by executives. It’s one thing for CIOs to expertly the American National Standards Institute/Electronics match IT solutions to their organizations’ Industries Alliance as ANSI/EIA-748-B, and in Australia business needs, but a whole other thing to as Australian Standard 4817-2003. The Japanese Project develop and implement the solution. Management Association has also included EVM in its PThe Standish Group research firm perhaps first drama- PM2 methodology. tized the challenge with the release of its CHAOS report, In contrast to its early use, EVM has emerged as a which found low success rates for many software proj- flexible yet principles-oriented methodology that covers ects. According to the U.S. Government Accountability project management’s life cycle. Office, in the public sector, “at-risk” IT projects have also EVM’s use in the IT industry has already begun and is been reported as commonplace. There’s no shortage of showing growth. Between 2000 and 2007, EVM’s use in data about underperforming, troubled and — worse still the IT industry grew from 7 percent to 11 percent, accord- — failed IT project efforts. CIOs responsible for IT projects ing to a research report I completed with EVM researcher continually look for — and must have — the latest project E. H. Kim. management tools and best practices to help them achieve EVM has a number of benefits: IT executives can expect operational and strategic success. Earned value manage- improved project delivery, increased return on investment ment (EVM) is one methodology that’s steadily gaining and smarter resource allocation in the short term. Equally recognition for doing just that. important are EVM’s long-term benefits to government For the first 30 years of its existence, EVM was the strategy. CIOs can expect to further the organization’s exclusive tool of large, defense-related projects and was business objectives by ensuring that their project portfo- called cost schedule control system criteria (C/SCSC). lios are properly, consistently and systematically managed, C/SCSC was a rigid application of project management and that portfolio values are maximized while risks and rules as prescribed by the U.S. Department of Defense costs are minimized. EVM offers IT executives a common (DoD). In recent years, EVM has expanded into the U.S. platform for planning, executing, monitoring, measuring private sector and abroad. and controlling one or more projects simultaneously.

BY ROBERT A. MARSHALL | ILLUSTRATION BY TOM McKEITH

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Editorial Prepress �� PAGE �� Other OK to go Much of what’s found in print about EVM focuses on nevertheless. Although other factors significantly influ- promoting its use, defining and interpreting the acronyms, ence project success (e.g., leadership, resources, etc.), just or describing various projects that have applied it. But the as other factors influence a student’s success (e.g., motiva- following are highlights of lesser-known data about EVM. tion, persistence, finances, etc.), one thing is true: Good Here are 10 important points CIOs should know: project management contributes to a project’s success. And while you can have good project management without If a project has a scope, schedule and budget, EVM can be an effec- EVM, it doesn’t work vice versa. tive project management tool. As long as the three main ingre- dients of a project are present — a defined scope, schedule First and foremost, expert planning is required to use EVM effec- and budget, also called the “triple constraint” — EVM can tively. Contrary to popular assertions, EVM is overwhelm- provide considerable utility. ingly a planning tool. That’s not to say it doesn’t impact However, if any one of the three basic project elements accounting and control; it does. Most definitions of EVM is absent, EVM will be of little use. That’s because EVM overlook this point. relies entirely on the relationship of these three constraints For example, according to the book Earned Value Project (expressed as values in various formulas) in order to Management by Quentin Fleming and Joel Koppelman, one represent a project’s past, present and future. It doesn’t popular definition of EVM is “an approach that integrates matter the size, type or nature of the project as long as its the technical scope of work, the schedules and the costs, triple constraint elements are measurable. EVM’s use allowing for the continuous measurement of integrated per- over three decades has shaped the evidence in favor of its formance throughout the life cycle of the project.” According effectiveness. to the Project Management Institute, another definition is: There are a multitude of practitioner accounts and “a method for integrating scope, schedule and resources, and equally supportive research findings. From every angle, for measuring project performance and progress.” EVM’s utility as a project management methodology has Each specifically mentions measuring, which is a func- been substantiated and its contribution to the project’s tion of monitoring and controlling, and neither mentions success validated. planning. Yet research by L.S. Marella has shown that EVM’s greatest impact is defining the work to be accomplished. EVM’s significant effect on planning is due to the way in which work is scoped and budgeted using a “bot- The most conspicuous attribute of EVM tom-up, detailed work breakdown structure (WBS).” is its unique metrics for evaluating and Using EVM requires the ability to define, schedule and budget the entire body of work from the ground up. It’s not forecasting project performance. surprising, then, that as a project’s level of detail increases, the frequency of using EVM decreases, according to Kim. It’s EVM’s planning dimension that likely accounts for the EVM’s principles are reliable predictors of project success. common assertion that “EVM is hard to apply.” Underlying EVM is a handful of rules from the ANSI/EIA- 740 standard. These principles have been shown to signifi- EVM works best in collaborative organizations where team- cantly and positively correlate with project success. This work and frequent communications are present. Because EVM means that increasing the applied intensity of a project’s involves routinely collecting, synthesizing, analyzing and EVM principles is accompanied by a rise in the success of disseminating project information from the bottom up, the that project, according to an article I wrote for the Journal methodology requires effective coordination and commu- of Contract Management. nication throughout the organization in order to produce The correlation makes practical and theoretical sense timely EVM data. This is less an issue on smaller projects, because EVM’s principles cover many key aspects of solid where members of the project team are often close and project management. The power of EVM’s principles to under one organizational umbrella. In larger projects, predict project success is comparable to the power of the however, it can be a significant challenge. popular Graduate Management Admission Test (GMAT) Effective collaboration and communication links are in forecasting graduate students’ grades. Like the GMAT, critical when project teams are cross-functional, and many EVM isn’t the only indicator of success, but a reliable one times cross-company, such that activities and personnel are

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Editorial Prepress �� PAGE �� Other OK to go Understanding EVM Better: A Glossary of Terms One technique commonly used with EVM is the criti- WBS (work breakdown structure): A method of cal-path method. EVM’s WBS activities can be readily decomposing the total scope of a project into a hierarchy of converted into a project network whereby the critical path results-oriented work units, called “packages.” While a project WBS may look like an organizational chart, it does not reflect is determined. The two techniques go hand in hand. Other an organization, but instead, reflects the many work packages it techniques that can be used alongside EVM include Gantt takes to produce the project’s desired end result. and milestone charts, line of balance, standard delay impact analysis techniques, work authorization methods, S-Curve: Sigmoid nonlinear curves, or S-curves, resemble the letter S and are used to monitor project scope, schedule quality control techniques and methods for determining and cost performance. EVM requires three complementary management reserve amounts. S-curves: a performance measurement baseline curve Using commonly accepted techniques in conjunction (“planned value”), a cumulative work-performed curve (“earned with EVM enhances the benefit of all. value”), and a cumulative actual-cost curve (“actual costs”). CPM (critical path method): A schedule-control method that determines the project’s total time duration by calculating the start, finish and duration for every activity going into the EVM has a number of benefits: IT executives project. Activities that may not slip without extending the can expect improved project delivery, increased total project duration form a natural path from the project’s beginning to the end and are deemed critical. return on investment and smarter allocations CPI (cost performance index): An efficiency rating of resources in the short term. reflecting a project’s budget performance — either over or under. Measured as a ratio of the budgeted value of work accomplished versus the actual costs expended for a given project time period. The formula for CPI is EV/AC. EVM metrics are reliable. The most conspicuous attribute of SPI (schedule performance index): An efficiency rating EVM is its unique metrics for evaluating and forecasting reflecting how quickly or slowly project work is progressing. project performance. EVM metrics have been a topic in proj- Measured as a ratio of work accomplished versus work planned ect management literature for years. The metrics combine for a given period of time. The formula for SPI is EV/PV. three dimensions of a project’s performance — scope, sched- Earned Value (EV): The budgeted dollar value of one or ule and cost — into unified performance measures, which more work packages completed in a given time period. differentiates them from other performance measurement Actual Cost (AC): The actual dollar cost of one or more methods and proves them to be realistic and accurate. work packages completed in a given period of time. According to David Christensen and Kirk Payne in the Planned Value (PV): The budgeted dollar value estimated Journal of Parametrics, research conducted by the U.S. Air for one or more work packages planned for completion in a Force in the early 1990s showed that a project’s cumulative given period of time. cost performance index at the 20 percent project comple-

Source: Robert Marshall tion mark doesn’t change by more than 10 percent for the remainder of the project. On one hand, a stable cost performance index might indicate that a project’s management controls are working effectively. On the other hand, if often physically and organizationally separated. Project a project is financially underperforming at the 20 percent schedulers, job cost specialists, engineers, functional man- mark, it generally won’t improve with time, unless signifi- agers, planning and control specialists, and other key project cant corrective measures are taken. personnel must be in frequent and close contact throughout In either case, when developed and calculated properly, the project’s life. If an organization’s separate entities don’t EVM’s metrics can be relied upon to provide insight into a work well together, it may not be ready for EVM. project’s performance.

EVM complements other project management techniques. While Contract type doesn’t influence EVM’s benefit. The assertion practitioners who use EVM overwhelmingly endorse it, it’s that EVM is ideally suited for cost-plus type of contracted but one tool among many for project managers and isn’t projects has long since been disproved. Policy development meant to be used in isolation. in most large, public organizations, such as the DoD, is the

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Editorial Prepress �� PAGE �� Other OK to go outcome of balancing the agency’s interests, surrounding industry, congressional oversight and resource availability. The DoD’s use of EVM on 30 percent or less of its contract work was a compromise generally acceptable to all and not a reflection on EVM’s utility. Recent research has shown EVM’s benefit is actually greater on contracted projects where scope, schedule and costs are fixed, therefore making EVM effective with any project regardless of contract type. The primary difference between implementing EVM on cost-plus contracts as compared to fixed-price contracted projects is the accounting dimension. Fixed-price projects have a less-intense accounting burden.

Retrofitting EVM after a project is under way is a bad idea. For every benefit EVM brings to project management, it can bring equally detrimental effects if attempted on a project that’s in progress. EVM significantly affects the way a project’s scope of work is defined and budgeted. To a lesser extent, EVM affects how a project is scheduled. The main reason is EVM requires a bottom-up approach to defining the full scope of work by using a “deliverable- Similarly EVM’s metrics have shown themselves as an oriented” WBS focused on end products. To the contrary, important contributor to evaluating and processing the prog- most projects in today’s industries are planned along the ress payment requests in fixed-price contract environments. lines of the trades to be used, the functions to be performed Giving the three basic EVM mechanics individual attention, or the process to be followed. when needed, will help drive maximum project results. Attempting to redefine EVM’s scope of work on a live project is tantamount to disaster. It will disrupt the work, organiza- Active, top-down support is required to increase EVM acceptance. tion (i.e., its resources, communications, milestones, budget The old adage, “what gets measured, gets done,” has a cor- and schedule) and ultimately the project’s performance. The ollary in enterprise project management: “What techniques time to implement EVM is in the preplanning stages of the get promoted, get used.” project or, in other words, during project initiation. EVM will be accepted and used more readily when sup- ported by top management. The obvious reason is that EVM EVM’s mechanics can be emphasized individually for maximum requires resources to implement. On simple projects, EVM benefit. EVM’s three fundamental techniques — the WBS, can be implemented using readily available tools, such as the S-Curve and its integrated metrics — can be empha- Microsoft Excel and Project. Smaller projects require mini- sized individually in varying degrees depending on the mal resources, time and effort. On more complex projects, project’s circumstances, to assure optimal project planning, however, such as those carried out by the largest public execution and control. For example, in cost-plus con- and defense organizations, more sophisticated technol- tracted projects, one way to control costs is to control the ogy, accounting and organizational support are required. schedule, following the logic that “time is money.” Regardless of project size or type, staff will require training EVM users have found the WBS makes an important on the methodology. contribution to developing a project schedule, which in Supporting the EVM effort from the top will go a long turn allows better control of time — and as a result, better way in making it a commonly used tool and improving an control of money. Likewise, when using EVM on fixed-price organization’s project performance.¨ contracted projects, where the cost risk is less and performance risk is more, practitioners have found the WBS makes an important contribution to payment planning in order to incentivize performance and work accomplishments.

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Editorial Prepress �� PAGE �� Other OK to go How CIOs can help Security government leaders better understand the role of IT security.

Management’s

Three

ILLUSTRATION BY TOM McKEITH

[42] BY MARK RUTLEDGE | DIRECTOR, GOVERNMENT STRATEGIES, McAFEE INC.

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Editorial Prepress �� PAGE �� Other OK to go ecurity breaches are in the news daily and aren’t The truth is, cyber-security isn’t Y2K fear mongering. unique to the public sector. Information mismanagement, Cyber-attacks are real threats that can have a devastating data loss and poor malware protection result in losses across impact on public-networked infrastructure if not taken seri- virtually all business sectors and organizations — just ously. According to the United States Computer Emergency check the latest headlines. What makes govern- Readiness Team, the total number of reported government ment unique is its continuous, almost incom- cyber-security incidents increased to 37,213 from 23,632 prehensible struggle for more money to spend between the ’06 and ’07 government fiscal years, and federal on additional security, while highly visible incidents grew to 12,986 from 5,143 during the same span. If breaches continue to plague victimized agen- each of these security incidents resulted in $1 million of col- cies — exposing their mission-critical opera- lateral damage (well below the Verizon investigation’s average tions and information to malicious hackers. cost of recovery), consider the impact data breaches already It’s not that government is indifferent to the have on public systems. threat. Without question, security breaches remain a major public-sector concern. The Calculating the Cost problem is that despite the fear factor, IT secu- A major obstacle for business executives to fully appreci- rity remains one of the least understood manage- ate security’s value is quantifying the real cost of a security ment functions within government organizations. breach. In terms of return, government’s technology priorities This lack of understanding is directly responsible for are aligned to reduce excess spending or improve mission- security initiatives not receiving proper attention during the critical services. While it can be argued that security is always budget process. mission critical, the tangible benefits of proactive security are To have a seat at the table during budget negotiations, CIOs evasive and difficult to quantify. Security can’t be calculated must improve in three security management areas. The “Three in a simple return-on-investment computation. The only true A’s of Change” are: appreciation, awareness and adoption. way to assess return on security is by comparing the cost of implementing security versus the cost of a security breach. Appreciation The downfall of this approach, of course, is that the most According to the 2008 Verizon Business Data Breach accurate assessment will come from quantifying a previous Investigations Report, nearly 87 percent of all security breaches security breach within an organization, in which case it’s — estimated to each cost an average of $4.8 million — could’ve already a step too late. been prevented with basic security controls. The report is To begin accurately quantifying security’s value, the cost easy to appreciate: Proper security precautions prevent data of all compromised information must be considered and breaches. Yet, the message still fails to resonate with many recovery steps needed to respond to a data breach. When public-sector leaders. Why? compiled, these individual recovery costs add up quickly. For example, the hard cost of a lost Social Security number might include: With skepticism building since Y2K, many • monetary loss suffered by the compromised individuals; public-sector executives see cyber-security • business costs of notifying those affected; • services offered to those affected (e.g., credit monitoring); stories as hype that exaggerates the and problem’s scope and seriousness. • organizational budget cuts resulting from the data breach. Last year, the U.S. Department of Agriculture realized the financial burden of a data breach when more than Executives are hesitant. Over the years, cyber-security has 63,00 citizens’ personal information was compromised. A received a bad rap. Much like the Y2K frenzy, today’s media loan recipient found her Social Security and tax identifi- coverage of data breaches, malware threats and international cation numbers intertwined with other data on an online cyber-espionage is found everywhere. With skepticism build- government database, sparking a chain of action that ing since Y2K, many public-sector executives see cyber-secu- would cost the agency millions of dollars. While the data rity stories as hype that exaggerates the problem’s scope and was removed immediately and a public statement issued, seriousness. Many skeptics also believe the industry falsely the agency had to notify all 63,000 citizens and provide portrays the state of cyber-security to increase product sales. free credit monitoring services for those with potentially

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Editorial Prepress �� PAGE �� Other OK to go How Do Breaches Occur? Most data breaches resulted from a combination of events rather than a single action, 62% were attributed to a significant error according to the 2008 Verizon Business Data Breach Investigations Report. Some form

of error often directly or indirectly contributed to a compromise, the report found. In 59% resulted from hacking and intrusions terms of deliberate action against information systems, hacking and malcode proved 31% incorporated malicious code to be the attack method of choice among cyber-criminals. Intrusion attempts target- % ed the application layer more than the operating system and less than one-quarter of 22 exploited a vulnerability attacks exploited vulnerabilities. Ninety percent of known vulnerabilities exploited by 15% were due to physical threats these attacks had patches available for at least six months prior to the breach.

compromised personal information. The credit monitoring exists within IT management, network operations and alone cost $4 million. application development units. The management teams Outside the federal government, almost every state has operating below the CIOs and other executive manage- enacted data notification laws that require state government often view security as an obstacle working against ment to contact all citizens affected by a security breach. their two chief priorities: performance and cost of goods, Therefore, money will be spent on security activities, but as security cuts into the operational dollars allocated for the only question is whether it will be proactive (i.e., pre- sustaining services. vent data breaches) or reactive (i.e., notify citizens of a data Why is security an obstacle? For one reason, security is a breach). The latter could force the public sector to bear the huge management investment, which adds to an already-long cost of notification and additional services for those exposed checklist of IT administrative duties. Managing secure network to unnecessary identity threats. configurations, rolling out software patches, changing pass- words, auditing for security compliance and other day-to-day Why is security an obstacle? For one security tasks can strain limited administrative resources. The management focus on network performance and reason, security is a huge management availability has bred an IT culture that views security as a investment, which adds to an already-long second-class network requirement rather than a core pillar. This afterthought mentality is directly responsible for the checklist of IT administrative duties. serious lack of security advocacy within most government organizations. Many people who work with the technology When assessing a security breach, these are the most every day believe it’s a burden instead of an enabler. As a straightforward elements to quantify because they can be result, there’s little pressure from IT management to budget reduced to a set dollar amount. However, the hard costs are more resources for improved protection. IT managers are only the beginning. The more difficult process of determin- already fighting to maintain their budgets, and in this ing security’s return on investment involves calculating loss fiscally competitive environment, security usually takes the at the qualitative level. When constituents’ information back seat — despite the expectation for improved service as is compromised, how do you measure the loss of trust? If demand grows. people lose faith in your ability to protect private informa- This view of security can no longer exist if we are to move tion, what will happen to existing e-government initiatives? toward a stronger security posture for public-sector orga- What new — and costly — programs will need to be put into nizations. Business executives must understand that proper place? These questions should be addressed when determin- protection of citizens’ information is a requirement and not ing security’s value. a luxury in today’s cyber-centric world. With proper protection in place, they can actually reduce the time invested in An IT Management Obstacle security management. There are many enterprise security It’s not just executive management that fails to appreciate solutions available that automate processes and synchronize the critical need for improved security. This challenge also security risk management to continuously assess and regulate

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Editorial Prepress �� PAGE �� Other OK to go daily network activity. Security management doesn’t have how and at what scale they should be deployed, so the solu- to be a manual- and labor-intensive process. tion may not adequately protect the various reservoirs of Proper attention can prevent a large portion of security an agency’s critical data. A good example is encryption. In breaches, which not only prevents damaging citizens’ trust response to growing government data losses, many agencies in government, but also removes added pressure to IT man- are turning to encryption technology. However, once pro- agement operations. Adopting a proactive security stance cured, there’s a great deal of confusion about deploying the can avoid a costly, time-intensive cleanup that would take technology. Questions about encryption include: management away from everyday responsibilities for days • What should be encrypted? or potentially weeks. Ultimately proper security can directly • What encryption levels are needed for what types of infor- benefit IT managers and allow them to focus on the real chal- mation? lenge of making government more accessible. • Where should it be deployed to immediately raise overall information protection? Awareness Another security management problem that agencies face A lack of security appreciation contributes directly to poor is the limited reach of compliance mandates required by the security awareness, most notably at the personnel level. This federal Office of Management and Budget. Security man- is one of the leading contributors to the human-error factor dates, such as the Federal Information Security Management associated with most security breaches. Security needs to be Act (FISMA), are developed for broad security adoption and everyone’s business. As government employees, we are directly aren’t agency specific. Many government agencies trust that responsible for protecting citizen information and measures the requirements will be enough to protect their critical must be taken to increase awareness in the everyday IT envi- information, never stopping to think about whether these ronment. The critical step to changing user behavior is to mandates adequately address security for their unique build a secure-minded culture from the ground up. To create mission. Pursuing the bare minimum is the unfortunate this culture, all employees should be educated and tested on state of our current security culture, and it’s dangerously security threats and how their day-to-day computer use can shortsighted in terms of protection. More often than not, if affect their organization’s security posture. the security pursuit ends with a limited set of requirements, the appropriate security levels won’t be in place, thereby Changing the way we think about security is striking a poor balance between information protected and actual security needed. still a major milestone we have yet to reach. Another disputed issue concerning mandates like FISMA is their failure to raise the public-sector culture needed to Much like developing a work-safety program, education create actual change in our national cyber-preparedness needs to be incorporated from the beginning; it’s impera- strategy. Because security reporting is often approached as tive that IT security training is required for new employees. a seasonal routine, agencies aren’t thinking “security” out- Whether employees are transitioning from the private to side of the reporting deadline. If anything, this approach is public sector, or within the public sector, all agencies work counterproductive to instilling a governmentwide view that with different levels of critical data, and it’s important for protection is a day-to-day responsibility. employees to know how to uphold their organization’s unique Although government security has come a long way information security requirements. The implementation of over the past 10 years, there’s still much ground to cover. basic acceptable use policies is a good start. For example, Changing the way we think about security is still a major employees should be familiar with what information can be milestone we have yet to reach. Until we pass this threshold, sent, printed and taken off the premises. Often data loss is there will be recurrent problems with information misman- unintentional, but it begins with inadequate understanding agement and an ongoing struggle to properly fund security of appropriate organizational use policies. initiatives. A shift in security appreciation, awareness and adoption is needed if we are to keep pace with the growing Adoption cyber-threats targeting public infrastructure and ultimately, Proper education on best practices for technology adoption U.S. citizens. Data breaches cannot be an occupational haz- is another missing piece for agencies when implementing ard. If we fail to protect our constituents, there will be much security measures to their maximum potential. Security more than data at risk. ¨ solutions are often chosen with limited understanding of

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Editorial Prepress �� PAGE �� Other OK to go Advertisement

Another Day, Another Crisis? The Common Denominator in Performance Nightmares

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© 2008 Diskeeper Corporation. All Rights Reserved. Diskeeper, InvisiTasking, Maximizing Performance and Reliability—Automatically, and the Diskeeper Corporation logo are either registered trademarks or trademarks owned by Diskeeper Corporation JOUIF6OJUFE4UBUFTBOEPSPUIFSDPVOUSJFT"MMPUIFSUSBEFNBSLTBOECSBOEOBNFTBSFUIFQSPQFSUZPGUIFSFTQFDUJWFPXOFST%JTLFFQFS$PSQPSBUJPOt/(MFOPBLT#MWE#VSCBOL $"ttwww.diskeeper.com

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Editorial Prepress �� PAGE �� Other OK to go BY TOD NEWCOMBE

Canada Tops at Integrated Service Delivery Integrating citizen service delivery? Searching for the best model? Look north of the border.

hy is integrated service delivery, leveraged by The authors looked at four other countries and found technology, so hard to do? It’s not a problem varying degrees of success with the integrated service W with the IT — any CIO will tell you that. Rather, delivery model. In a desire to simplify government admin- the trouble lies in the political challenge of rewiring a istration across all levels of the public sector, Belgium has range of public-sector programs delivered by different focused on creating standards for identity management and levels of government — often with different qualification interoperability. The UK is experimenting with integrated requirements — for citizens. Adding to the complexity is service delivery involving Scotland and one of its counties. the fact that an increasing number of these services are Denmark is working on a developing a sound service archi- delivered on behalf of government by a network of private tecture for online delivery across layers of government, and nonprofit organizations around a common mission, while Australia has Centrelink, which provides a range of such as reducing poverty, improving education or helping direct federal-to-local partnerships. teens find jobs. In 2004, Stephen Goldsmith and William D. Eggers Political Equation detailed this trend in Governing by Network. Now, two In researching Canada’s experience with a networked more writers have examined the government-by-network service delivery model, Roy and Langford realized that model and have come up with some better-formed best federated governments face a real challenge when build- practices that were just emerging in 2004. ing a collaborative network for delivering services across Integrating Service Delivery Across Levels of Government: layers of government. While professional administrators in Case Studies of Canada and Other Countries, by Jeffrey Roy Canada’s federal and provincial governments have forged a and John Langford, points out that the network model for high degree of interdependence, that level of coordination service delivery has evolved because traditional hierarchi- alone cannot pull it off. Strong political leadership is neces- cal government has failed to figure out how individual sary to ensure success. agencies can interconnect and deliver services that success- “Greater political engagement will allow the eventual fully deal with the complex social and economic challenges formation of new and more collaborative political mecha- facing societies. nisms that are necessary in order to underpin the formation Networked service delivery also “avoids the inefficien- of shared and more seamless governance models capable of cies inherent in earlier efforts to reorganize government deepening the alignment and integration of services across agencies into single large units. Instead it focuses on levels of government.” But the authors admit that the answer engaging existing agencies in joint problem solving with- is easier said than done. It’s no simple task to collaborate out wasting time on reorganization or re-establishment of politically while innovating administratively to create a tech- formal authorities," explain Roy and Langford. driven, collaborative network for service delivery..

Oh, Canada Follow the Strategies When it comes to best practices, Canadians have been To increase the chances for the successful integration of integrating service delivery longer than most governments, service delivery systems, Roy and Langford recommend the and they do it quite well, according to the authors. Starting following strategies: in the mid-1990s with Government On-Line, which evolved • create a collaborative network-based government into Service Canada by 2005, the Canadian system pro- framework that transcends jurisdictional silos; vides a true, one-stop point of access for Canadians “for a • engage citizens in design and delivery; wide range of federal programs and services.” • create a common technology infrastructure that uses Service Canada is not a threadbare operation. It has a a service architecture to emphasize open standards staff of 20,000 working in 600 locations around the country. and interoperable information systems; and In addition to online service delivery, it has a hotline that • agree on a common identity management framework. provides “immediate assistance or redirection to any public inquiry on any matter of federal jurisdiction.” Each of For a free digital copy of Integrating Service Delivery Across Levels of Government, visit the IBM Center for the Business of Government Web Canada’s 10 provinces also offer similar integrated service site: http://businessofgovernment.org/publications/grant_reports/details/ programs modeled after Service Canada. index.asp?gid=316.

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Editorial Prepress �� PAGE �� Other OK to go BY EMMA NEWCOMBE

BlackBerry Phones Bear Fruit for CIOs Cool applications for BlackBerry-loving government executives.

he life of a public CIO is hectic, packed with meet- Team Management Applications ings, on-site visits and endless communications with IBM Lotus Connections http://na.blackberry.com/eng/services/ TIT managers and government business executives. server/domino/connections.jsp For these reasons, CIOs quickly embraced the wireless Being away from the office doesn’t mean an end to group collabo- handheld device called the BlackBerry as a critical tool for ration. With the features of desktop IBM Lotus Connections on the keeping connected, whatever their location. BlackBerry, CIOs can connect and share information with colleagues, First introduced in 1999 by Research In Motion (RIM), collaborate with teammates on projects and search for internal sub- the BlackBerry has skyrocketed in popularity and today ject-matter experts. is the world’s most popular smartphone with more than 40 million devices sold and nearly 16 million subscribers BlackBerry Unite! http://na.blackberry.com/eng/services/ using RIM’s wireless services. blackberryunite Like their private-sector counterparts, government CIOs This application allows you to stay in touch with your team and keep have found that the BlackBerry, in addition to providing up with their progress while you’re away. View, share and even save phone service and wireless e-mail access, can be used as pictures, presentations, documents and more. a personal productivity tool with a variety of third-party software programs. Government IT executives can down- Finance/Banking Applications load an array of applications that keep them accessible, E*Trade Mobile Pro https://us.etrade.com/e/t/mobile_pro informed and even entertained. For the traders in the public sector, E*Trade Mobile Pro allows users to With so many third-party applications to choose from, make trades via their BlackBerrys. The application gives users stock and here are the ones most suitable for today’s public CIO on options trading, real-time quotes, live watch lists and other options for the go. Below is a list of the top BlackBerry applications the savvy investor. sure to fulfill a variety of CIOs’ needs. Bank of America http://mobilebanking.bankofamerica.com Travel/Navigation Applications Check your account, transfer funds and pay your bills, all on your MapQuest Navigator http://wireless.mapquest.com BlackBerry. The application also locates the nearest ATM or bank. A navigation system with maps and turn-by-turn directions displayed on the BlackBerry screen, this application can help CIOs navigate Miscellaneous Applications unfamiliar territory while on business trips. Shozu www.shozu.com Stay connected with co-workers, friends and family with access to WorldMate Live www.wmlive.com Flickr, Facebook, YouTube, Blogger and other social networking sites. E-mail your trip information to WorldMate and it will give you gate information and real-time alerts on flight delays. You can even access Viigo RSS Reader http://viigo.com e-tickets and confirmation numbers, saving busy CIOs valuable time. Read your favorite blogs on the go. Viigo allows you to read any RSS feed on the Web by storing updates on your BlackBerry. News/Weather Applications The Washington Post www.washingtonpost.com/wp-srv/ With an ever-increasing number of downloads and contents/devices.htm?hpid=distribution applications, the BlackBerry is a hot commodity for the Staying informed is essential for any public CIO. Receive news from busy public CIO. However, BlackBerry users might want Washington, D.C., and around the world. Other news applications to keep an eye on the latest trend in wireless devices: the include CNN, http://cnnmobile.com/cnni_BN/services.do; Newsweek, iPhone. As Apple comes out with newer, more advanced http://na.blackberry.com/eng/builtforblackberry/news.jsp#tab_publi versions of the iPhone, it looks like the BlackBerry might cations; and CNBC http://mobileapps.cnbc.com/mobileLoad.do. face some stiff competition.

The Weather Channel www.weather.com/mobile/?from=hp_tools NEXT ISSUE: Government applications that run on BlackBerrys. Be one step ahead of the weather when you travel. The Weather Channel application for the BlackBerry provides access to forecasts, radar maps and severe weather warnings for thousands of cities worldwide.

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Editorial Prepress �� PAGE �� Other OK to go Discovering Web 2.0’s Lighter Side Public officials have begun to jump on the virtual band- wagon — adopting the latest tools, such as podcasts, video, blogs and wikis, to communicate with constituents. Mayors Tom Henry of Fort Wayne, Ind., and Richard M. Daley of Chicago have begun channels on YouTube, while Virginia CONTINUED FROM PAGE 29 Gov. Tim Kaine’s Web portal contains RSS feeds, podcasts, YouTube videos and even a site for live chats with various 2.0 applications, the “normal” constituent has additional governmental departments. paths for interacting with elected officials. However, no public official has embraced Web 2.0 with as much enthusiasm — or humor — as Denver Mayor John The Digital Divide Hickenlooper. Many people with limited income often lack access to In September 2007, Hickenlooper created a YouTube channel featuring various commercials, public service announce- computers and the Internet. Web 2.0 may give the well-off ments (PSA), and other videos that span his six years in office. an even more disproportionate voice in government. So far, the site contains 20 clips, which viewers can rate, comment on and share with YouTube members. Overload While watching PSAs and commercials may not seem like Though extra feedback and input are good, it will also an entertaining way to engage citizens, Hickenlooper’s vid- require more legislative assistants and other government eos are surprisingly creative, personable — and often down- employees to moderate blogs, dispatch requests for service right funny. By jumping from an airplane, inhaling helium and respond to constituents. with Colorado Gov. Bill Ritter and learning about his “true” paternity from the late novelist Kurt Vonnegut, the Denver Offensive Content mayor proves to be an innovative official who doesn’t shy away from humor. Some people feel compelled to use offensive language Search for “Hickenlooper” on YouTube.com, and the follow- to express their ideas or characterize elected officials and ing gems turn up: government in general. This means blogs, social networking “Is Denver Mayor Hickenlooper Kurt sites and video and photo submissions must be monitored 2004 Vonnegut’s Long-Lost Son?” and moderated, which may lead to charges of censorship. Created for the Colorado “I Have a Dream” Foundation’s 2004 roast Censorship and Public Disclosure of Hickenlooper, this hilarious video Most jurisdictions have Freedom of Information Act features Kurt Vonnegut proclaim- (FOIA) or public disclosure laws that require archiving ing to be Hickenlooper’s true father. Vonnegut was fraternity brothers with public records. Web 2.0 technologies will increase the vol- Hickenlooper’s father and jokes in the video that “He was like ume of material to be archived and potentially turned over you — very intelligent, incorruptible, civic- to the public through FOIA requests. This will require bet- minded, very likable — in a word, colorless. 2005 ter and more expensive archival and search technologies. In two words, utterly colorless.” “Denver Mayor John Hickenlooper A Balanced Picture & Web 3.0 Takes a Dive for Ref C” Elected officials seek constituent input on all public Not every mayor is willing to jump issues. And the response from the public — overwhelmingly out of a plane at 13,000 feet to pro- mote a referendum. But that’s just what — is apathy. Obtaining a true picture of what constituents Hickenlooper does in this political com- think, even with Web 2.0, will be difficult. I hasten to add mercial, skydiving to represent the falling economy and the that all techniques have this problem, including traditional need for a tax increase. ones, such as public meetings and e-mail (I guess “John Hickenlooper ‘Suit’ 2003 it’s “traditional” now). There are only so many 2003 Mayoral Ad Campaign” issues an individual or government official can A commercial from his first mayoral pay attention to. campaign, “Suit” reflects the image While governments grapple with the possibili- Hickenlooper wanted to portray in the ties and implications of Web 2.0, it’s worth noting election — a down-to-earth man who that Web 3.0 is hot on our heels. It’s a subject for could bring a fresh face to politics. With the help of this introductory ad, another time, but I’ll tantalize you with this tidbit: Hickenlooper managed to turn his quirks Truly high-speed broadband is coming with fiber- — an eccentric wardrobe and a love for to-the-premises, 100 Mbps symmetric networks, his motor scooter — into appealing trademarks. which would make a whole host of new tools and tech- The ultimate success of these Web 2.0 projects has yet to niques possible, such as two-way HDTV and high-quality be determined. Hickenlooper’s site only has 25 subscribers interactive gaming. What a wonderful world the 21st cen- thus far and only a few viewer comments. However, he should tury is becoming. ¨ be applauded for his creative use of Web 2.0 as a means of increasing dialog with citizens. Hopefully other public officials will follow suit with at least half the humor and ingenuity of this mayor from the Mile High City. [50] By Emma Newcombe, editorial intern, Public CIO

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Editorial Prepress �� PAGE �� Other OK to go CONTINUED FROM PAGE 34

Open source tools are modular and designed for better integration in new architectures, Madsen said. Implementation of open source BI is often oriented toward developers who can take the software and embed data analysis into applications they write. Although open source BI is technically free, Pentaho and other vendors offer subscriptions for their products that include access to support and services, such as updates, patches, future releases and help with code customization. While a subscription is often necessary for security and support, these costs are significantly less than commercial BI solutions. Another advantage to having a free initial download of open source BI is that public-sector organizations appreciate the Wisconsin DOJ CIO flexibility and ability to test BI software before undergoing Frank Ace, along an RFP and purchasing subscription services. with Walt Neverman (right), used open Since open source BI solutions are relatively new, some source BI software government leaders have been hesitant to adopt them. The to embed a report- financial stability of open source vendors is questionable to ing program into the agency’s enforcement some, with Pentaho and JasperSoft still receiving venture management system. funding, which makes the longevity of future upgrades and next-generation releases unclear. Many government leaders seek vendors that have been established in the public sector, savings over the up-front software license model offered with solutions that are unique to them, Sood said. by traditional providers.” “I think longevity, relationships and domain expertise are Pentaho’s services include dashboard, business frame- more important to governments than perhaps having the lat- work, data mining, reporting and workflow capabilities. est technology feature that no one else has,” Sood said. “In a The public sector is the largest vertical industry in terms of lot of respects, governments are interested in working with adoption of Pentaho’s services. The vendor boasts a public- vendors they know are going to be there 15 years later.” sector client base that includes the Air Force, Food and Drug Administration, Department of Energy, Department of the Still a Niche Market Interior, Army, Department of Education and NASA. While European governments have embraced open source The growth of open source BI in the public sector has been BI more so than North Americans — European governments fueled partially by the size and expense of commercial BI soft- are even promoting it — large-scale deployments are cur- ware, according to Mark Madsen, president of Third Nature, a rently very rare. For now, open source BI has proven to be research and consulting company specializing in BI. a valuable tool for selected functions in both the public and “BI vendors have thrown in so many features and modules private sector. U.S. government clients have found niches for that they are completely over-serving core needs and people using open source BI in their service-oriented architectures. are tired of paying six figures for something [of which] they “You don’t have to use big commercial BI vendors and use only 30 percent of the features,” Madsen said. “Open shell out $100,000 for a few servers and user licenses,” said source BI vendors are offering suitable products with a lower Andreas Bitterer, vice president of research for Gartner. price for deployment.” “There are many application development projects that bundle JasperSoft reports because they want to have some reports The Ups and Downs of Open Source BI based on whatever the BI application does, or a Pentaho suite, According to a study conducted by North Bridge Venture and it’s great and works and performs reasonably well. But Partners, the top factors that make OSS attractive are lower if I were the State Department or the CIA, would I rely on acquisition and maintenance costs, flexibility and access to Pentaho or other open source companies? Absolutely not. source code, and freedom from vendor lock-in. The same It certainly depends on the scale, and we have not yet seen study notes that after the adoption of OSS, flexibility is seen large-scale deployment for open source BI.” ¨ as equally important as cost.

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Editorial Prepress �� PAGE �� Other OK to go CIO Sightings

Tom Jarrett, Federal News: CIO, Delaware Legislatures’ Legislative Summit on W. Hord Tipton, former CIO of the July 22. Georgia CIO Patrick Moore spoke U.S. Department of Interior, was on state IT trends at the Association of appointed executive director of (ISC)2, W.NPSTC.ORG Government Accountants’ 57th annual a nonprofit organization for educating Professional Development Conference and certifying information security and Exposition in Atlanta July 27-30. professionals. Tipton was the Interior’s

CIO for five years before leaving in WW OF COURTESY PHOTO Gopal Khanna, 2007 to become president and CEO of ous organizations. His last position CIO, Minnesota Ironman Technologies. Tipton will be in was CIO of the Louisiana Department charge of an organization that has cer- of Health and Hospitals. As state WW.NPSTC.ORG tified 60,000 IT security professionals in CIO, Driesse will head the Office of 135 countries. Information Technology and reports to the commissioner of the Division Danny Harris, acting of Administration within the Office of PHOTO COURTESY OF W OF COURTESY PHOTO CIO, U.S. Department Gov. Bobby Jindal. of Education Delaware CIO Tom Jarrett testified Local News: before Congress on IT project manage- Austin, Texas, CIO Pete Collins ment, according to NASCIO’s Web site. resigned. Earlier in the year, Collins An archived webcast is available from was accused by a city employee of the Senate Subcommittee. misusing city property. The allega- tions were investigated by police who Brenda Decker, declined to prosecute. Collins, who Robert Shea, associate director for CIO, Nebraska has been on administrative leave since management at the Office of Management and Budget, has joined Grant Thornton’s Pete Collins, public-sector group. Danny Harris, the former CIO, Austin, Texas U.S. Education Department’s deputy chief financial officer, will also be the department’s acting CIO.

State News: In other news from NASCIO: Florida announced the appointment Nebraska CIO Brenda Decker pre- of David W. Taylor as interim state CIO. sented a plenary address at the Taylor has served since March 2003 as Intergovernmental Preparedness for June, was named Texas CIO of the Year the CIO and IT director of the Florida Essential Records Summit on Essential by Government Technology magazine. Department of Health. Records and Emergency Preparedness A former police officer, Collins was CIO Louisiana has appointed Edward on July 21-22 in Atlanta. Minnesota since 2004. The city has not named a Driesse its CIO, replacing Rizwan CIO Gopal Khanna served on a panel permanent replacement. ¨ Ahmed, who resigned. Driesse has 15 regarding effective statewide IT policy years experience as a CIO in vari- at the National Conference of State

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Editorial Prepress �� PAGE �� Other OK to go STRAIGHT TALK

Split Personality

BY LIZA LOWERY MASSEY requires flexibility while still heading That’s where I place operations and toward the end goal. It reminds me of infrastructure stability. uch has been discussed and one of my son’s favorite sayings, “Three Moving up the pyramid takes you written recently about what left turns make a right.” Sometimes through supporting business applica- Mit means to be a public-sector you have to go around the block to keep tions needs, effective IT management, IT leader, particularly the CIO’s strate- moving toward your goal. business and IT alignment, and finally gic role. While some public-sector CIOs The split between today and tomor- setting the business agenda. (At the top focus solely on IT strategy without direct row is seldom fifty-fifty though. How of Maslow’s pyramid is self-actualiza- responsibility for their organization’s IT much of your time and attention focus tion: morality, creativity.) Of course, operations, most are responsible for on strategy versus tactical operations you can find yourself in more than one both. For these CIOs, the discussion often depends upon the maturity level level at any given time, but the basic focuses around what skills, knowledge of the IT function in the organization. premise of moving upward holds true. and abilities (SKAs) are most important Similarly the SKAs used at any par- Consider the case of two colleagues for the dual responsibility of tactical ticular time depend upon the situation. of mine, both public-sector IT leaders operations and strategy and how a public Although there are many ways to who accepted a new position where the IT leader obtains them. gauge where your IT organization falls IT infrastructure was in serious trouble. Recently my work has resulted in along the maturity scale, my favorite Since focusing on strategy is difficult developing a long list of SKAs and an is based on psychologist Abraham when the IT infrastructure is failing even longer list of books, articles, courses Maslow’s pyramidal hierarchy of the organization, they both spent much and certification programs that can human needs, with the most primi- of the first year successfully improving help public-sector IT leaders obtain or tive and most powerful — breathing, stability and availability — not par- improve them. Since an IT leader could eating, sleeping, etc. — at the base. ticularly strategic, but very necessary. spend all her time learning how to do At that point, their approaches the job better instead of actually doing diverge. One began to focus more on a it, I offer a few suggestions to provide a long-term IT strategy, including devel- framework for focusing your efforts. SELF-ACTUALIZATION oping a better understanding of the Pursue Talent, Creativity, Fulfillment One of the best pieces of advice I organization’s business needs and align- received when both IT strategy and ing IT services with them. The other operations became my responsibil- continued to focus internally with a top SELF-ESTEEM ity was to have one foot in today and Achievement, Mastery, Recognition priority of making the IT infrastructure one in tomorrow. Developing this split the very best it could be even after more personality is easier said than done. than two years on the job. Determining the right direction and BELONGING The outcome? Increased support, then communicating where you want to Friends, Family, Community stronger relationships and success for take the organization is a fundamental the CIO who understood good enough first step. is good enough and began to take the With this strategy as context, making SAFETY long view; end-user disappointment Security, Shelter today’s decisions while considering and a lack of support for the one who tomorrow’s impacts and keeping the remained in the tactical comfort zone end goal in mind becomes easier for working toward perfection. everyone. Adapting this approach PHYSIOLOGICAL Onward and upward! ¨ Food, Water, Warmth

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Editorial Prepress �� PAGE �� Other OK to go SECURITY ADVISER

Helping the Good Guys: Seven Habits of Online Integrity

BY DAN LOHRMANN Cyber-space activities are grabbing in, I believe we need to enable new an ever-growing influence over home ways for the majority of end-users ecurity-conscious professionals and work life. Virtual life intermingles to exhibit personal online integrity are often stereotyped as the with real life as never before, and the in this complex Web 2.0 world. In Sequivalent of Dr. No in the first blurry distinction between the two academic terms, I’m talking about James Bond 007 film. The conventional will become even grayer as the 21st addressing cyber-ethics — but for wisdom: Innovative ideas must be sub- century progresses. grown-ups. This includes training, mitted to the security staff to see if the How can public CIOs help with but with more tact than traditionally new device or approach will be allowed. integrity when government workers offered, end-user awareness seminars. Unfortunately security gurus often are online? As cyber-space rapidly A new e-morality is emerging in retort with a (hopefully) polite “can’t do changes over the next decade, we cyber-space that is being felt by gov- that” or “sorry, it’s against the policy.” need a paradigm shift in thinking ernments and businesses nationwide. In some governments, business cus- about employees’ virtual life. With the Public CIOs are perfectly situated to tomers view the CIO and possibly the ranks of mobile workers continuing help their colleagues pinpoint rel- entire IT organization as impediments to grow and a host of other cultural evant workplace issues and provide to quickly implementing new consumer issues knocking at the door, we need new pragmatic solutions that win technologies. Gartner calls this trend to rethink how we interact with our back the hearts and minds of staff. the “consumerization of IT.” biggest government asset and biggest We must help employees develop good Taking a big step back, some public network vulnerability: our employees. online practices that I call the “Seven CIOs are developing a credibility problem Despite the benefits of Web-based Habits of Online Integrity.” I describe that could become career threatening. collaboration, government employees each of these habits in detail in the What’s to be done beyond a public rela- face an exploding number of oppor- book. Here’s a quick outline: tions campaign and adjusting that “no tunities to engage in dangerous cyber- 1. Refresh Your Values in Cyber-Space way” message to include more secure, activities. In my new book, Virtual 2. Pledge Personal Online Integrity “can-do” options? Integrity: Faithfully Navigating the 3. Seek Trusted Accountability Bruce Schneier, a popular security Brave New Web, I coin the phrase 4. Apply Helpful Technology expert, recently declared the endless “integrity theft” to describe this 5. Balance Online and Offline Life broadening of security now includes issue. I’ve seen some of the best and 6. Practice Humble Authenticity all aspects of human behavior online. brightest lose everything — their per- 7. Become a Cyber-Ambassador Though some articles pronounce, “it’s sonal reputations, jobs, marriages or for Good the data, stupid,” personal and cor- families — by succumbing to these No doubt, there will always be a porate reputations as well as public temptations. More often, individuals minority of bad apples among us. But perceptions of government are also develop bad cyber-habits that cripple spend more time with the good apples. at stake. IT leaders need to help staff their career growth, harm the business Public CIOs and their technology staff understand the impact of their online or impact security in various uninten- need to do more than disable the bad. actions. As we continue to roll out tional ways. In reality, integrity theft We need to be enabling the good. ¨ security software to an endless list works as the covert brother to iden- of devices, such as Web-enabled cell tity theft; both can harm individuals, phones, virtual-world decisions are businesses and governments. starting to show up in more areas of Rather than solely focusing on the real-world office life. minority of bad guys trying to break

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Editorial Prepress �� PAGE �� Other OK to go Put Your Sales WITH THE CENTER FOR in High Gear DIGITAL GOVERNMENT

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Editorial Prepress �� PAGE �� Other OK to go BOOK REVIEW

The Business-Oriented CIO: A Guide to Market-Driven Management

Review by Tod Newcombe

A challenge of reviewing books for public CIOs is find- Part two of The Business-Oriented ing titles that fit the topic. Little has been published CIO provides best practices for about public-sector IT leadership and since interest in CIOs who want to achieve better digital government has begun to flag in the last couple of services with their end-users and years, fewer and fewer publications focus on this critically senior business management. Some important niche. of these chapters fit squarely with But it turns out the public sector isn’t the only IT area the needs of public CIOs. For exam- to suffer this problem. Few works of merit are ever written ple, he points out that while IT does about IT’s role in any organization, even the private sec- an effective job managing assets, tor. The reason? It’s a cost center, not a revenue producer. IT staff and processes, it’s a disap- When it comes to helping organizations pointment when managing internal increase revenue, publications are a dime a customers. To turn the problem By George Tillmann; dozen. That’s not the case with IT, which is around, Tillmann presents best practice published by John Wiley & typically ignored when things go right and thinking to better understand customer needs, interpret Sons Inc. 2008 $45 called on the carpet when they do not. their implications and respond in the best practical way. The George Tillmann, a former CIO of Booz same situation exists for performance management, which IT Allen, hopes to level the publishing playing does well when measuring the performance of its technology, field somewhat for IT with The Business- but is considerably less effective at measuring how well the Oriented CIO: A Guide to Market-Driven Management. same technology meets customer demand. Despite its title, the book is written to help CIOs from all Somewhat less effective are the chapters on market intel- sectors who have to maintain IT as an overhead function. ligence, which focuses on knowing your competition, and Tillman explains: “If one is going to get some expert help service-offering management, which looks at the best prac- on running a cost center, then overhead managers have to tice among vendors of using product managers and how that adapt the advice given to revenue generators. The chief practice can be retrofitted to work in IT departments. information officer will need to take the for-profit concept Part three of the book is for IT organizations that want to of user satisfaction … modify supply chain management to reach the next level of competency and success. One critical accommodate IT’s technology procurement … take the best skill CIOs must learn is understanding IT’s core competen- thinking, of the best minds about running a for-profit busi- cies and using them to develop the core services that are ness and apply it to a cost center [my emphasis].” critical to the enterprise. The other transformational lesson Tillmann delivers this advice in three parts. First, he to be learned involves customer service: What exactly is it? breaks down the fundamentals in the relationship between How do you measure it? What is its place in the IT world? IT and the business side of organizations. This involves look- Finally Tillmann closes with a chapter of best practices from ing at the end-user’s perception of IT and IT’s perception of IT organizations that have succeeded in adopting for-profit its internal customers, as well as the role of governance bod- strategies to the cost center known as IT. ies, such as boards of directors, to help improve governance The book’s goal is not to make IT into a for-profit business, effectiveness. The first section also includes the proper role but to make CIOs question the ways IT is currently perceived of IT strategy and planning in response to business plans and and managed. Hopefully that exercise will lead government examines portfolio management, a concept that is just begin- CIOs to change IT from an expensive cost center into an inte- ning to catch on in the public sector. gral part of government’s business-strategy team. ¨

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Editorial Prepress �� PAGE �� Other OK to go Product Insight to Support Your Purchasing Decisions

Government Technology’s Product Source is your destination for the latest products, research and decision-support from trusted partners in the industry. Access Real-Time Pricing Search State Contracts Review Peer Best Practices

Visit www.govtech.com/productsource today!

GGT08T08 AADD PProductSourceroductSource FP.inddFP.indd 1 005/02/085/02/08 10:02:2310:02:23 amam

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Editorial Prepress �� PAGE �� Other OK to go FASTGOV Life and Death Without the Version Numbers

BY PAUL W. TAYLOR I thought my friends would want to on a fixed income — would have been know.” Indeed, they did. The brief mis- pigeonholed by demographers and pol- y a Friday evening in late sive spurred an outpouring of concern, icymakers as being on the wrong side August, the TV had been off well wishes and offers of assistance. of the digital divide. They would have Bfor at least a week. I turned But there was more. The news been wrong. He never lost his curios- it on to see what we’d missed — prompted many phone calls and face- ity about the world around him or his Olympic medal counts, Russia prom- to-face meet-ups with people whose awe for the wizardry of the Internet ising to pull out of Georgia and only knowledge of the illness (or that that connected him to it. That said, he bad weather wreaking havoc all over we were back in town) was from the was also an intensely practical man the place. Then there was the most status update. Facebook friends spread and could spot a slow DSL connec- anticipated text message in history: word from network to network to peo- tion within seconds of logging on. He Who would Barack Obama pick as ple who would want to know but aren’t always thought the phone company his running mate? linked directly with my wife or me. could do better. During The Situation Room, CNN’s In time, we logged into my father- As we worked through the final Wolf Blitzer earnestly promised that in-law’s e-mail account, with his chapter, we searched the Internet for “when we know, you’ll know,” which permission, to send an update on his medical information to make fuller missed the point of the campaign’s deteriorating condition to the people sense of the latest change in his health. gimmick; it was about letting its sub- in his e-mail contacts file. His inbox We also found a poem on About.com scribers know before cable knew. (My was already peppered with messag- he wanted read at his funeral. We text message of the official announce- es from friends who had noted his arranged to have his obituary pub- ment arrived at 2:44 a.m. on that online absence and were checking to lished in the local weekly paper and Saturday; the time stamp on a related see if everything was OK. A perusal the nearby big city broadsheet daily. CNN.com story indicated it was post- of his inbox revealed a network of At the same time, we arranged for it to ed about 25 minutes later.) friends from neighboring commu- be carried at Passagesmb.com, along Well below the radar, in a village of nities and around the world who with an online book of condolences so 800 people on the Canadian prairies, shared common interests in farming, friends and family could say goodbye. a more personal drama was unfolding gardening and genealogy. To paraphrase a wonderful line from in which the Internet played a strong In fact, most of the e-mail traffic was the film Lars and the Real Girl about supporting role. My father-in-law was about family history. It included both the lost art of keeping vigil in a small dying. The family returned home to long-running, detailed correspondence town, “We sit and we click. That’s what be by his side. Before we left on the with other genealogists and seemingly we do.” What made this so remarkable trip, my wife quickly and instinctively random inquiries about whether the is how unremarkable it was. Nobody updated her Facebook status to say writer was related to my father-in- was trying to make history — or even she “is in Hamiota, Manitoba, with law’s family or if a family member a point — by using the network to her father who was recently diagnosed was buried in the town’s cemetery. The get things done. They used tools that with cancer.” sent folder revealed that each inquiry worked, and it made hard things a What followed is anecdotal evidence received a response that was character- little easier. that, with Web 2.0, the Internet is return- istically enthusiastic, knowledgeable In the end, James W. Routledge ing to its social roots. “It seemed a little and caring. (1930-2008) lived a good life — a first tacky to dump such bad news into the My father-in-law — a near-octogenar- life informed by first things — and this status bar,” my wife later reflected, “but ian living in a small, rural community column is dedicated to his memory. ¨

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Editorial Prepress �� PAGE �� Other OK to go IOC7DJ;9?I 7H:7JMEHA?DEL;H//E<J>;7JI;9KH?JOC;7DIJE:7O"L?I?JKI7J IOC7DJ;9$9EC%;L;HOM>;H; ;L;HOM>;H;$

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Editorial Prepress �� PAGE �� Other OK to go What if better communication could help make your ﬁ rst responders even more responsive? Let’s get started.

Effective crisis response requires action. Coordinated action. And ﬁ rst responders are great at that. So how can you help ﬁ rst responders ensure community safety and reduce the impact of disasters? By giving them the communications tools they need: secure, responsive IT platforms that enhance communication and collaboration. By enabling video conferencing, geospatial solutions, team workspaces, and real-time reporting, Microsoft is helping agencies like yours respond effectively to any situation, anywhere. Let’s talk about developing innovative solutions to help you make sure that everyone has the whole story.

Visit microsoft.com/slg for more on solutions aligned with your mission.

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