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Mobility Transformation Strategy and Road MapExecutive SummaryPrepared for: State of MichiganState of Michigan Contacts:Rod Davenport, Chief Technology Officer, State of Michigan - Ph. (517) 241-7681Tiziana Galeazzi, Senior Executive Asst. to the Director/CIO, State of Michigan – Ph. (517) 373-3878GARTNER CONSULTING9 June 2014This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is forthe sole use of the intended Gartner audience or other authorized recipients. This presentation may containinformation that is confidential, proprietary or otherwise legally protected, and it may not be further copied,distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

Building a Mobile Strategy for theState of MichiganMobile enablement — enabling State Departmentsto provide improved services, do a job better,quicker, and more effectively. Enabling citizensand businesses to benefit through new digitalservices. A step forward on the path to enablingDigital Government.CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.1

Executive Summary Overview and Key FindingsGartner found that the State has a clear vision of transforming government through mobile computing: Leadership within State Departments and Agencies have an excellent understanding of the potential for mobility toimprove productivity, lower costs, introduce new services, and improve customer satisfaction Leadership is galvanized in support of the Executive Branch vision to become more customer-centric; theyunderstand the potential of mobile technologies to achieve this vision Leadership understands the potential for mobility to re-engineer business processes to become more efficient,more effective and less costly — and they have several success stories that underpin their beliefs The State has several strategic initiatives that contribute to digital business transformation including:– Cloud (NextGen Data Center),– Application modernization (MiLamp)– Open data (Executive Order)– and now, MobilityMobility; It is not “if”, but “how;” it is not “when” .the time is now.This is a call to action.CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.2

Executive Summary Overview and Key Findings (Cont)Over the years the State has been consistently recognized as a leader in digital government; but the game has Overthe years the State has been consistently recognized as a leader in digital government; but the game has changed: People now expect a User Experience similar to what they find at Netflix, Amazon and Google. Governments mustadopt the principles of a digital business for both internal and external customers using digital technologies,processes and operations, to provide digital services where, when and how business, governments, employeesand citizens need them A Digital Government strategy must include and synthesize the needs of employees, businesses and citizens Recently, the State has undertaken several mobile pilot projects that have resulted in substantial success:– Increased numbers of State Police on the street by providing a mobile office in vehicles– Lowered costs in the construction of complex civil engineering projects by enabling electronic constructiondocumentation and e-signatures– Improved productivity and safety for State employees using mobile enabled telework technologies– Improved user experience service by converting MiPage applications to be mobile-friendly The success of mobile pilot projects has motivated Departments to accelerate investments in mobile technologies,policies and resources to achieve business objectivesHowever, the State lacks the enterprise tools, policies, procedures and resources that can accelerate theirtransformation.CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.3

Executive Summary Overview and Key Findings (Cont)How does the State implement mobility services in an environment that is highly diverse and complex?The State of Michigan Mobility Transformation Strategy describes how the State can achieve its mobility vision. TheStrategy includes: A vision for the enterprise — achieving a demonstrable service and economic benefit through the delivery ofmobility services to the citizens, businesses and governments within the State of Michigan Guiding Principles that provide a foundation for aligning mobility decisions to business drivers A Mobility Reference Architecture that highlights changes needed to effectively enable mobility capabilities A Mobility Decision Model to facilitate early discussions around mobile application development alternatives Four “Quick Win” opportunities that provide immediate improvements in mobile adoption A three year road map with detailed descriptions of recommended initiativesThis strategy will accelerate the State of Michigan’s effort to develop its digital enterprise framework by establishingkey building blocks and foundational elements.CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.4

Background and Project ContextIn March of 2012 the State completed an Information, Communications and Technology Strategy which found astrong interest within State Departments for the adoption of mobile computing: During interviews, it was revealed that State Agencies and Departments recognized the benefits of mobility; withmany of them independently undertaking mobility initiatives The early success of these initiatives have inspired State leadership to expand the depth and breadth of themobility transformation through the formation of an enterprise mobility strategyIn January of 2014 Gartner was engaged to assist in the development of the mobility strategy: Gartner interviewed nearly 100 State service, business and technology representatives within 18 differentDepartments including the leadership of selected strategic initiatives of the State The interviews focused on understanding the current use of mobility, the potential for mobility and assessing thecapabilities of the current environment to meet the mobility needs of the StateAgency, Enterprise and State Strategic Initiatives MiPage Quality of Life executive groups including the Departments of:Environmental Quality, Natural Resources; and Agriculture and RuralDevelopment. Legacy Modernization — (MiLamp) Transformational Projects — MiCloud Enterprise dashboards accessibility via mobile devicesCONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.5 Enterprise wide BYOD Policy Next Generation digital infrastructure Michigan.gov portal redesign Cyber initiatives (single sign-on) Space optimization Michigan Business One Stop

All project components fit together to build the mobile strategy and road mapDataGathering &AnalysisAnalysis and Interviews to assess the State’s maturity in the 10 modular elements of mobility and tounderstand current SoM mobile initiatives and successes. Strategic VisionModularElements ofMobility &ArchitecturesBusinessArchitecture Personal Choices Applications Devices Connectivity IdentityTechnicalArchitectureSolutionArchitecture Data SecurityInformationArchitectureStrategicGuiding PrinciplesMobile ReferenceArchitectureMgmt. & OpsArchitectureTacticalReadiness AssessmentDeliverables— ReferenceModels,Tools, Plans,Recommendations Support Governance &ManagementMobile ReferenceArchitectureMobile ReferenceArchitectureMobile DecisionModelQuick Wins & Tactical PlansStrategic Road Map — Initiatives & PlacematsCONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.6

The team used the modular elements of mobility framework to categorize interviews,workshops and analyze document to highlight significant Mobile Readiness maturity gaps Mobile Readiness is determined by thematurity of the 10 modular elements ofmobility defined by market trends andenterprise capabilitiesState of Michigan Mobile ReadinessGovernance &Management The State of Michigan mobile readinesshighlighted the following gaps:Personal Choices43– Areas of relative strength includedStrategic Vision, Security, Devices, andSupport2SupportApplications10– Governance and Management,Personal Choices, Applications,Connectivity, Identity, and Data, wereareas of relative opportunitySecurityDevicesData Findings from the ReadinessAssessment provide a basis for acohesive mobile strategy, implementationroad map and Quick WinrecommendationsCONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.Strategic Vision5ConnectivityIdentityMobile Ready Enterprise7State of Michigan Current State

The Team Articulated Mobility Guiding Principles That Are Aligned to the Business DriversArchitectureMobile ic VisionA Customer Centric Government that takes Government to the customer— customers receive the services they want, where and when they wantthem.“achieve a mobile first,then a mobile onlyapproach to computing”SolutionArchitecturePersonal ChoiceApplicationsDepartments should be enabled to innovative through their choices ofmobile application and devices that enable them to take services tocustomers. DTMB should enable Departmental choice through theestablishment of interoperability and open access standards, enterprisetool kits, standards and leadership.“mobility is all about thebusiness, not ctivityIdentityMobile architecture is not about IT control; it is about enabling mobility inthe business. A well-designed and well-implemented architecture willenable businesses to scale to the new mobile challenge while minimizingduplication, risk and scaling issues.“the mobility architecturemust synthesize withexisting investments — itcan’t be a “bolt on” ”InformationArchitectureDataSecurityMobile devices will be provided, and have the ability to acquire, rich data.“mobility must align withthe State Open Datainitiative”Managementand OperationsArchitectureSupportGovernance andManagementGovernance of mobility should be driven by the business, managementand operations should be driven by DTMB and reflect the systemic needsof the State.“mobility should be aseasy to operate as myiPhone — intuitively”CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.8Alignment toBusiness Driver

The team identified four Quick Wins that will have a positive impact to the overall mobilereadiness for the State of MichiganState of Michigan Mobile ReadinessEnabled by Implementing QuickWinsEnablement of following Quick Wins will reducethe identified gap in several areas: Replace the VPN gateway with a mobile VPNgatewayStrategic Vision5Governance &Personal4ManagementChoices32SupportApplications10 Deploy a Mobile Application DevelopmentPlatform/Establish an Internal ApplicationStore Improve BYOD adoption/Launch SOPE(State-Owned, Personally Enabled)Security Transform MiPage into a UI/UX Center ofExcellence (CoE)DevicesDataThese Quick Wins improve the relative strengthsassociated with Personal Choices, Applications,Devices, Connectivity, and Governance andManagement.ConnectivityIdentityMobile Ready EnterpriseState of Michigan Current StateEnablement of Identified Quick Wins*CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.9

State of Michigan Mobility Reference Architecture Aligns with the U.S. Digital GovernmentInitiativeU.S. Digital Government, Layers of Digital ServicesState of Michigan Mobility Reference ArchitectureApplicationCloud, Enterprise &DepartmentalApplicationsMobile DataUnified CommunicationsConnectionMobile DevicesSignificant changes or additions recommended toexisting State approachesMADPMobile ApplicationsGovernancePresentationDevice ManagementMobile ServicesIdentity & Access ManagementUsageApplication Performance ManagementUser ExperienceManagementFew changes recommended to existing State infrastructureThe U.S. Government’s vision of the layers of digital services aligns well with the SoM MRA. In both models datais accessed via Web APIs for presentation via Web and mobile applications. The recipients within the DigitalGovernment model are the American People and Employees. The SoM MRA adds a service layer (and servicesorientation). The SoM MRA also adds an emphasis on UX.CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.10

The Mobile Transformation Roadmap provides a strategic approach to implementingarchitecture based initiatives for a safe and successful mobile adoption strategy The Mobile Transformation Road Map is a comprehensive 3 year timeline with detailed descriptionsof recommended initiatives for the State of Michigan Mobile Transformation program The initiatives and recommendations are based on the Mobile Readiness Assessment results,Mobile Reference Architecture and Quick Wins Analysis and Tactical Plans, and existing mobileand modernization initiatives Initiatives have been organized based on five architecture categories:– Business Architecture– Solution Architecture– Technology Architecture– Information Architecture– Management and Operations Architecture Each road map initiative is described fully on a ‘placemat’ slide that includes the initiativedescription, objectives, effort required, time frame, description of activities, and key deliverablesand dependencies Effectively implementing the roadmap will require a significant culture change effort as well.Mobilization and communications activities will be integrated into the plan execution and the designof specific initiatives to overcome organizational resistance.CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.11

High-level Investment Summary Estimates*ItemAdopt a Mobile First approach to Computing: Prioritizes mobility requirements in all strategic planning and tactical activities includingapplication and infrastructure investmentsAppoint a Chief Digital Officer for the State: Governor appointment of a CDO. CDO is responsible for the State’s Digital GovernmentStrategy and project responsible for cross-department digital initiatives (e.g., CEPAS, HIE)Create a Mobile Steering Committee: Establish steering committee that includes leading; digital businesses, digital government and digitalcivic advocacy participants. The focus is on coordinated digital economic development within the StateEstablish Collaborative Mobile Application Development Approach: Defines the roles DTMB and Departments have in collaborativeRMA and Hybrid WMA developmentAccelerate Resident Mobile Application (RMA) Development and Deployment: Deploy 50 applications within 6 months; Establish aMCoE in a collaborative workspace in Romney; Repurpose MiPage team to RMA development; Rotate Department resources into the MCoEto support RMA development for their respective department; estimated costs are for workspace requirementsDeploy an enterprise grade Mobile Application Development Platform (MADP): Add an enterprise MADP capable of 1) increasing thevolume of RMA development, 2) provide Departments with tools to develop the User Interface and Unser Experience applicationcomponents, and 3) enable Departments to develop “simple” applicationsImprove BYOD Adoption and Launch State-Owned, Personally Enabled (SOPE) Mobile Devices: Deploy container on phones andtablets that will nest State applications and data. Change policies to reflect new feature and improved user perspective.NOTE: Estimates are directional in nature, and may vary from actual costs due to timing or other elementsspecific to the environment. SoM should evaluate the one-time and ongoing costs as a part of the normaldue diligence for detailed implementation planning and budgetingCONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.12

High-level Investment Summary Estimates, continuedItemImprove BYOD Adoption and Launch State-Owned, Personally Enabled (SOPE) Mobile Devices: Deploy container on phones andtablets that will nest State applications and data. Change policies to reflect new feature and improved user perspective.Replace the Existing Virtual Private Network (VPN) Gateway: Replace older VPN gateway with Cisco ASA and Cisco AnyConnectClientDeploy B2E Enterprise Application Store: Establishes an application store only accessible by State employees. This internal app storewill host B2E applicationsCreate a Cross Department Visionary Application: Create a modest cross department visionary application that demonstrates thestrength of RMAEstablish API Interface Plane: Establish standards for accessing data within the State. Require alignment to the standard duringMiLAMPDevelop a Tablet replacement for a Laptop: Commit desk top engineering and applications teams to collaborate in enabling a tablet tobe a functional replacement; Costs do not include implementationNetwork and wireless AP upgrades: Accelerate wireless AP deployment, transition funding to DTMB as an infrastructure cost(equivalent to cabling in a facility)Mobile Unified Communications: Start the deployment of Find Me Follow Me to enable a single number for employeesIdentity and Access Management: Improve IAM for mobilityImplement mobile applications management and analytics: Deploy end to end application performance monitoring and analyticsNOTE: Estimates are directional in nature, and may vary from actual costs due to timing or other elementsspecific to the environment. SoM should evaluate the one-time and ongoing costs as a part of the normaldue diligence for detailed implementation planning and budgetingCONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.13

Critical success factors for operationalizing the Mobile Transformation StrategyThe operationalization of the State’s mobile strategy requires systemic evolution in all aspects of information technology infrastructureand operations. These changes enable process re-engineering that can create a digital government. Digital government services benefitthe State’s businesses, citizens and local governments by providing new and innovative services at a reduced cost and improvedsatisfaction.The Mobile First Initiative brings the digital government evolution to the forefront of strategic and tactical planning and executionwhereby every action, every investment, considers how to achieve mobility and digital government objectives. We also recommendappointing a Chief Digital Officer who will lead the State’s digital businesses and the State’s digital citizens into the digital governmentfuture. This leadership recommendation is the single most important critical success factor for the operationalization of the mobiletransformation strategyOur recommendations also include evolving the symbiotic DTMB and Agency relationship through a collaboration initiative to developapplications, offer lower cost computing devices, and business process re-engineering that will become the catalyst for DigitalGovernment. Operationalizing this symbiotic relationship is the second most important critical success factor.The State has several opportunities to consolidate enterprise investments and coordinating Agency efforts in enterprise tools, centers ofexcellence, common standards and innovation. The strategy defines four high value, short time frame “quick win” opportunities that canprovide demonstrable mobility adoption over the next six months. We believe the momentum created through the success of thesequick wins will also be a critical success factor.Lastly, the State understands that a transition to mobility will impact operating costs structure and chargeback rates. Therecommendations includes actions for the DTMB financial team to establish a cost analysis rate model and pilot adoption ratescharacteristics to develop rates based on actual experience.The remainder of the strategy presents initiatives, tools, frameworks and architecture recommendations that will provide the State withcontinuing momentum for the success of the strategy.CONFIDENTIAL AND PROPRIETARY330018848 2014 Gartner, Inc. and/or its affiliates. All rights reserved.14

mobility transformation through the formation of an enterprise mobility strategy In January of 2014 Gartner was engaged to assist in the development of the mobility strategy: Gartner interviewed nearly 100 State service, bu