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Making Smart IT Choices: Understanding Value and Risk in Government IT Investments

Abstract

Introduction

PART ONE: ASSESSING INNOVATIVE USES OF INFORMATION TECHNOLOGY

Chapter 1. The risks of IT innovation in government

Chapter 2. The analysis and evaluation process

Chapter 3. Preparing a business case

Chapter 4. Presenting your business case

PART TWO: SMART IT SKILLS, TECHNIQUES, AND TOOLS

Introduction to Smart IT skills, techniques, and tools

Skills for working with groups

Information gathering techniques

Tools for Phase 1 -- Understanding the problem and its context

Tools for Phase 2 -- Identifying and testing solutions

Tools for Phase 3 -- Evaluating and making smart choices
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Chapter 3. Preparing a business case

Problem statement

A problem statement clearly defines the problem, need, or opportunity. When developing a problem statement for your business case, the key is to state the problem in terms of public service. You want to explain, for example, how the public is impacted by the inability of justice agencies to easily share information, or how the lack of network availability prevents local governments from receiving timely payments of state funds. Find several true stories that illustrate the problem and its consequences for real people. Draw on the process maps from your analysis to show how and why the problem occurs.

Sample problem statement
Division of Municipal Affairs is primarily responsible for overseeing the operations of local governments in NYS. It has a staffing level of approximately 210 employees to serve over 10,000 local governments. Historically, the Division has operated as a decentralized organization with seven regional offices and one central office. Consequently, information is received and distributed at numerous points throughout the Division. This has led to islands of information with little or no information sharing. As a result, Municipal Affairs staff who have contact with local government officials are not always aware of their previous contacts with staff in other offices. Field examiners, in particular, do not have access to all correspondence that has been sent to local officials. Duplicate paper and electronic files are being maintained by Municipal Affairs staff in each of the eight locations. Consequently, staff are not able to consider the implications of prior communications while providing current services. Staff cannot identify statewide policy and program issues, select the best services for a particular local government, or perform uniform risk assessment. Lack of information makes emerging local fiscal issues difficult to spot, wastes staff resources on duplicate or inappropriate services, and prevents them from assisting local governments to protect their assets.