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One of the challenges the centralized model creates is that internal customers sometimes become overly dependent on the IT department, Barrett said.“In some departments or divisions, there is no real technology owner and they want you to fix all their problems.” But IT staff members don’t know all the ins and outs of software purchased for individual departments.To make sure the central organization delivers what its customers need, Denver Technology Services created two cadres of business analysts.

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Those employees were organized in “centers of excellence” to serve specific business functions within the government. Since then, Technology Services has evolved into a true enterprise operation, financed through a single budget.

It supports the organization’s IT needs through two primary data centers, with their servers 85 to 90 percent virtualized, Daidone said.

The state now takes an enterprise approach to issues such as security, budget management and governance, Miller added.

“And we’re looking at providing the best possible service to our citizens by consolidating applications.” The goal is to give the public a seamless, consistent experience as residents transact business with different state agencies.

Departments generally choose their own business applications and decide when it’s time to upgrade that software.

But the IT Department takes charge of software decisions with citywide ramifications, such as the need to replace Windows XP and Windows 2003 servers when Microsoft stopped supporting those operating systems.New York state, for example, is heading toward complete centralization.Toward that end, it has moved approximately 50 departmental IT organizations — each with its own staff, budget and collection of data centers — into the central Office of Information Technology Services (ITS).While pulling strongly toward the center, New York provides for the needs of individual lines of business by locating some IT personnel on site with agencies and encouraging them to build close relationships.“Regardless of what it says on their pay slips or ID badges, they typically feel a very strong association to the mission of their agencies, as well as to ITS,” Miller said.But when Frank Daidone became Denver’s CIO in 2013, that centralization effort was not complete.

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