Government Technology - April 2008 - (Page CA5)

Big Moves in the Biggest City New York City improves management and IT governance with a move to enterprisewide PPM. to what we do,” said Paul Cosgrave, New York City CIO and Commissioner of DoITT. “I think we’re going to get very good savings, very good beneﬁt out of this.” — Paul Cosgrave, New York City CIO and Commissioner of the Department of Information Technology and Telecommunications Higher Productivity, Lower Cost “Discipline is the key to getting things done in an efficient and effective manner,” Cosgrave added. In his experience, process maturity is always a big factor in running IT projects. Strategically the aim with PPM is to better manage IT projects throughout the City. For DoITT, three drivers fuel this need. These are: 1) making sure projects align with business needs stemming from the strategic priorities set by the Mayor; 2) better ability to manage projects, including risk assessment, risk management and project reporting; and 3) improved management of resources, including making sure resources are assigned to the projects that need them most. “From a project management perspective, you want to make sure your projects are being well managed and are performing as expected,” said Cosgrave. “We want to do things right and do the right New York is the largest city in the United States, and the diversity of its residents is immense. While providing services to approximately 20 million residents, workers and visitors daily, New York always faces unique challenges. Meeting those challenges takes an unfaltering attitude. That attitude is on display daily within one of the City’s key agencies, the Department of Information Technology and Telecommunications (DoITT). The department is rolling out an enterprisewide program centered on project and portfolio management (PPM) and improved IT governance. For DoITT, moving to PPM is about bringing even better management to a department that’s already successfully implementing projects for the City’s approximately 100 agencies. Those agen- “Portfolio management means being sure that you’re focusing on the projects that are going to have the most beneﬁcial impact to the enterprise.” — Paul Cosgrave, New York City CIO and Commissioner of the Department of Information Technology and Telecommunications cies provide a broad range of services. DoITT, with more than 1,000 employees, is asked to support these agencies in any number of ways. In its quest to work better and smarter, DoITT selected the CA Clarity™ PPM software tool to help with its IT governance and PPM. Although DoITT is using several CA products, CA Clarity™ PPM is of utmost importance to the agency as it moves forward on project and portfolio management. “This tool is absolutely critical for us to bring more control and discipline things. The whole notion of having good control over your projects, and doing your projects the right way, is a key element.” There’s another very critical aspect as well. “Probably even more important is doing the right thing,” Cosgrave said. “Portfolio management means being sure that you’re focusing on the projects that are going to have the most beneﬁcial impact to the enterprise.” Utilizing CA Clarity™ PPM will help the department set up a quantitative look at its portfolio so better decisions can be made about 5

Table of Contents Feed for the Digital Edition of Government Technology - April 2008

Government Technology - April 2008 Contents Point of View Big Picture The Last Mile On the Scene Four Questions for... Freeze Frame How Safe Is Your Data? Easy Street Gadget Overload Indiana Overhaul First Person: A Better Bill Data Defense Strength in Numbers Public Storage Products Two Cents Spectrum Personal Computing signal:noise

Government Technology - April 2008

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