Commonwealth AITR Communications Exchange Lem Stewart CIO of

Commonwealth AITR Communications Exchange Lem Stewart CIO of the Commonwealth AITR Meeting October 23, 2006 expect the best www. vita. virginia. gov expect the best 1 1

Welcome! Our agenda Your questions – From last meeting – Service escalation – Federal cost allocation – 2007 legislative initiatives – IT Infrastructure Partnership – Procurement – Standard infrastructure practices • Open Q&A/discussion – Improving communications www. vita. virginia. gov expect the best 2

Your questions expect the best www. vita. virginia. gov expect the best 3 3

Questions from September • Parking lot – Improving communications (Today) – Service escalation process (Today) – Enterprise Applications PPEA (defer to future) • Individual questions – Pat Wilson, Dept. of Correctional Education, procurement issue with battery backup – Sanford Hostetter, follow-up on metrics/SLAs for DMHRMRSAS – All, sharing names of Customer Advisory Council (now Partnership Advisory Council) www. vita. virginia. gov expect the best 4

Service escalation process Question • How do I escalate critical service problems when the normal VITA processes aren’t working? Answer • Our first priority is to resolve IT emergencies as quickly as possible • If the normal processes aren’t working, you can follow an escalation path www. vita. virginia. gov expect the best 5

Service escalation process 1. Critical incidents should be assigned a ticket number by the VITA Customer Care Center (804) 786 -3932 or 1 -866 -637 -8482 2. Contact your Customer Account Manager (CAM) 3. CAM Director Debbie Secor and Service Management Director Fred Duball 4. IT Investment & Enterprise Solutions Director Jerry Simonoff 5. CIO of the Commonwealth Lem Stewart www. vita. virginia. gov expect the best 6

Service escalation contacts CAMs Mary Davis-Barton (804) 371 -0628 office (804) 559 -2453 cell (804) 263 -1232 home mary. davis-barton@vita. virginia. gov Bobby Keener (804) 652 -7293 cell (804) 304 -1171 home bobby. keener@vita. virginia. gov Linda Smithson (804) 343 -9053 office (804) 614 -0639 cell (757) 259 -7959 home linda. smithson@vita. virginia. gov Anne Wingfield (804) 371 -5620 office (804) 400 -0722 cell (804) 320 -2113 home anne. wingfield@vita. virginia. gov www. vita. virginia. gov Debbie Secor CAM Director (804) 343 -9049 office (804) 652 -5705 cell (703) 362 -2196 home Fred Duball SMO Director (804) 343 -9026 office (804) 283 -6479 cell Jerry Simonoff ITIES Director (804) 343 -9001 office (804) 840 -9265 cell Lem Stewart CIO of the Commonwealth (804) 343 -9002 office (804) 363 -9644 cell expect the best 7

Federal cost allocation Question • I hope we can get an update relating to agencies who receive federal funding and recent communications from HHS to agencies in the Commonwealth. Question • Does this [letter] mean that we can not charge the Federal Government the VITA Fee but need to pay it from the general fund? www. vita. virginia. gov expect the best 8

VITA’s Services Charges - Background • Internal Service Fund agency – Budget is the fees VITA collects – Rates are approved by ITIB & JLARC • • • Security Project management E-911 GIS (pending ISF July 2007) Direct Bill: charged from its inception in 2003 until July 2006 www. vita. virginia. gov expect the best 9

VITA’s Service Charge Evolution • Agency Services: From Direct Bill, VITA began charging in July 2006 – Consistent vs. discretionary budgeting philosophy – Based upon each agencies’ historic IT spending – Transitional step • Enterprise Shared Services: 2007 -2008 – Based on service usage – Customers choose service levels – Consistent service levels at consistent costs www. vita. virginia. gov expect the best 10

Federal Cost Allocation VITA’s response to HHS • “Considering in your judgment we only appear noncompliant, that you and your colleagues in the various federal offices hold in abeyance any action on your September 29 letter for 60 -90 days. That will give us time to work with you and our agencies on acceptable alternatives or modification. It will also avoid any interruption of federal and state program services since we will be unable to provide such services without revenue to support them. ” • VITA convened a group of 6 -8 seasoned agency financial officers to assist in crafting a new solution. • VITA plans to bring in an experienced and objective third party to help guide the development of a new plan. www. vita. virginia. gov expect the best 11

Legislative initiatives expect the best www. vita. virginia. gov expect the best 12 12

Legislative initiatives Question • I would like to know what issues VITA will pursue during the next General Assembly. Are there any Code changes or additions VITA will push? Answer • VITA has not submitted any legislation through the executive branch review process. At present, VITA has no plans to present any agency legislation in the 2007 Session. www. vita. virginia. gov expect the best 13

IT Infrastructure Partnership expect the best www. vita. virginia. gov expect the best 14 14

IT Infrastructure Partnership Question • Can we get an update on the IT partnership? Question • Several months ago at a general meeting preparing for the NG transition, mention was made of 10 or more technology tower areas that would be involved. Is there an update to the status on this? Can VITA provide a list of milestone dates when centralized services will be initiated? www. vita. virginia. gov expect the best 15

Infrastructure Partnership Program (ITP) Infrastructure Partnership Update Fred Duball and Joe Fay Program Directors October 23, 2006 Agency Information Technology Resource Communications Meeting

Infrastructure Partnership Program (ITP) The IT Infrastructure Partnership Program is a multi-year, multi-phase effort to stabilize, optimize and transform the people, processes and technologies for IT infrastructure services that support citizen services A well-ordered introduction of services to VITA’s customers

Infrastructure Partnership Program (ITP) Stabilize • Completed – Established the Operations Working Group – Built Root Cause Analysis (RCA) process, completed 28 RCAs – Bolstered operations organization with project, communications, and change management personnel – Held four in-scope manager Q&A calls – Disseminated and implemented 10 standard infrastructure practices – Published Central Operations Quality of Service (Qo. S) Report – Started collection of customer agency facing metrics – Implemented fixes to correct central operations Yellow and Red metrics • Planned – 10/16 -11/8 - 10 regional NG new employee training meetings – 10/31 – Complete evaluation of infrastructure against CIS Configuration Standards – 11/15 - In-scope manager off-site – management team alignment – 11/30 – Build process for flowing information on vital service interruptions – 11/30 - Build Emergency Operations IT support plan – 12/15 – Include all customer agency facing metrics in the Qo. S Report – Early 2007 – Consolidate service support contracts

Infrastructure Partnership Program (ITP) Transition Challenges • Move Operations from primarily distributed/agency-focused model to centrally-focused model – Description • Effort now primarily performed in agency buildings and focused on agency support • Eventually move help desk, break/fix, server, network, security monitoring, e-mail to the Commonwealth Enterprise Solutions Center (CESC) and the Southwest Enterprise Solutions Center (SWESC) and focus on enterprise support – Near-term efforts • Moved East and West regions to geographic model, Capital region will move in early 2007 • Accelerating interim help desk consolidation • Accelerating move of customer agencies to interim, existing single e-mail • Gain better understanding customer satisfaction at the agency level – Description • Currently getting informal, ad hoc comments • No overall view of agency satisfaction – Near-term efforts • Started collection of agency facing metrics, first report December 2006 • Customer Account Managers (CAMs) providing agency satisfaction assessment • Customer agency survey planned for early 2007

Infrastructure Partnership Program (ITP) Initial, Notional Order for Help Desk and Desktop Transformation Secretariat Number of Sites Workstation Count (as of 5/10/06) Veterans Services, Department of Public Safety 26 106 Museum of Natural History, Virginia NR 1 45 151 Minority Business Enterprise, Department of Admin 4 27 178 Criminal Justice Services, Department of Public Safety 2 194 372 Museum of Fine Arts, Virginia Educ 4 250 622 Correctional Education, Department of Public Safety 58 2971 3593 Corrections, Department of Public Safety 115 6984 10577 Juvenile Justice, Department of Public Safety 142 1509 12086 Game and Inland Fisheries, Dept. of NR 21 656 12742 Charitable Gaming Commission Admin 1 55 12797 Forestry, Department of Ag & For 74 408 13205 Labor & Industry, Department of C&T 13 396 13601 Mental Health, Mental Ret. & Sub. Abuse Svcs. , Dept. of HHR 15 4907 18508 Agency Cumulative Workstation Count

Infrastructure Partnership Program (ITP) IT Infrastructure Services Domain Functional Area Help Desk End User Services Post Transform September 2006 Prior Coverage 36% Current Coverage 36% Measures 5 Performance Coverage Action Performance Action 1/07 - 37% Addressed Aug ASA and CAR - Reassigned HD staff to peak hours SLAs 19 4/07 - 42% 7/07 - 47% Messaging 18% 21% 2 10 Nominal increase 1/07 - 18% Desktop 3% 13% 3 14 4/07 - 28% 7/07 - 38% Data Center Services Network Services Security Services Server 6% 6% 2 21 Mainframe 100% 2 13 Data 90% 1 25 Voice 0% 0% 0 19 VOIP coverage and Verizon metrics Security 60% 100% 1 9 Initial reporting of security incidents 1/07 - 70% Red FCR correcting definition

Infrastructure Partnership Program (ITP) Central Operations Measures Service Domain Measure Average Speed to Answer Call Abandon Rate End User Services Data Center Services Network MOU-SLO J F M A M J J A S <30 sec 17 15 13 15 27 32 29 33 22 < 5% 6. 08% 4. 92% 4. 53% 5. 63% 9. 16% 5. 41% 6. 3% 6. 1% 2. 1% Email Response <60 mins 17 16 14 15 15 15 16 Voicemail Response <30 mins 17 16 14 15 15 15 16 First Call Resolution* >70% 12% 14% 18% 23% 21% 20% 21% VITA Messaging System Availability >99. 0% 99. 99% 99. 79% 99. 88% 99. 79% 100% 99. 97% 99. 98% 99. 99% 100% Shared Messaging System Availability >99. 0% 100% 99. 98% 99. 89% 99. 79% 99. 99% 99. 80% 100% 99. 9% IBM Mainframe Availability >99. 9% 100% 99. 98% 99. 95% 100% 99. 98% 100% Unisys Mainframe Availability >99. 9% 99. 95% 100% 100% 99. 9% UNIX Server Availability >99% 99. 61% 99. 69% 99. 64% 99. 84% 99. 95% 99. 87% 99. 82% 99. 9% Windows Server Availability >99% 99. 79% 99. 56% 99. 64% 99. 84% 99. 93% 99. 88% 99. 83% 99. 96% 99. 3% Circuits Availability* 99. 2% 99. 5% 99. 2% 99. 3% 99. 5% 99. 40% 99. 2% 99. 5% n/a * Current measure assumes all initial calls can be resolved immediately; beginning Oct 06 and per industry standard, basis will consider resolvable versus all calls

Infrastructure Partnership Program (ITP) Baseline Agency Measures (Sep 06) Service Domain Functional Area Measure Average Speed to Answer Call Abandonment Rate End User Services Help Desk Messaging Data Center Services Server Voice Network Services Data MOUSLO DEQ SBE 44. 8% 42. 2% DSS VDH DMHMRSAS DGIF DOE 100% 58. 3% 100% 5% Email Response rate 100% Voicemail response rate 100% First Call Resolution 70% Average time on-hold 100% Help Desk Password resets 90% 18. 0% Service via incident ticket 78% 84. 0% Service via service request 80% 78. 8% Incident Repair 80% 85. 7% Messaging Service Availability 99% 100% Windows Mission Critical servers 99% 100% RISC/Unix Mission Critical servers 99% 100% Windows other server 90% RISC/Unix other servers 85. 2% 100% 62. 8% 100% 91. 4% 100% 88. 2% 100% 78. 8% 99. 7% 100% 99. 0% 100% 100% 99. 0% 100% 90% 100% 99. 0% 100% QA/Test Systems and Servers 90% 100% 97. 0% 100% Development Servers 90% 100% 95. 0% 100% Voice 99. 6% 100% 100% Video 99. 8% 100% Internet Access 99. 8% 100% 99. 5% 95. 2% 100% 42. 9% 87. 5% 100% 99. 9% 100%

Infrastructure Partnership Program (ITP) Incidents • Since service commencement: – 8, 674 total incidents, 74 critical – 28 RCAs prepared and corrective action identified • Significant incidents for period: – 7/6, 12 Hours, VDOT: Poorly written script caused all employees to not be able to access applications – 7/9, 7 Hours, VDOT: Improper Raid Array configuration caused VDOT website to go down when a drive failed – 7/23, 32 Hours, VEC: Improper server restart after maintenance caused the VEC website to go down – 7/25, 6 Hours, VDEM: Antivirus software upgrade caused external e-mails to not be passed to VDEM – 8/8, DSS, DMV, VRS: A file storage parameter was improperly changed in Jan 06 causing permanent file deletion after 180 days – 9/2, 80 Hours, DGIF: Verizon circuit failure caused DGIF website to be unavailable to the public

Infrastructure Partnership Program (ITP) As Is End User Services Transition • 40+ separate help desks • 20 incident management systems • Limited call metrics • Desk side agency support centric Incident Mgmt. Web Accessible (8/1/06) Desktop & asset mgmt system operational (1/1/07) Single Statewide Address List (4/1/07) • Multiple manufactures and support models SWESC Staffed and trained (1/1/08) Complete Desktop Refresh 50% (3/1/08) • Enterprise help desk Complete Desktop Refresh 90% (3/1/09) • Single Incident management system • Established call metrics • Regionalized management services • Standard systems, centralized software delivery, remote support End User Services Transition • 40+ email systems • 40+ Global Address Lists • Unsecured Messaging Knowledge Mgt. System Operational 10/1/06 2006 DNS / WINS Infrastructure (8/1/07) Begin Desktop Refresh (3/1/07) 2007 Notes: • SWESC – Southwest Enterprise Solutions Center, Russell County • SPOC – Single Point of Contact Help Desk solution Incident Mgmt System / SPOC Help Desk (SWESC) (7/1/08) 2008 To Be Enterprise messaging 90% complete (6/1/09) 2009 • Centralized messaging system • Single Global address list • Secure Messaging

Infrastructure Partnership Program (ITP) End User Services Status and Progress Quarter Q 3 2006 Q 4 2006 Q 1 2007 Milestone Due Status Incident Management Web Accessible 8/1 Complete Altiris backend system pre-configured 9/30 Complete Knowledge Management System Operational 10/1 Delivered – Preparing for Post Live Testing Desktop & Laptop Selection 11/1 On Schedule Desktop Core Image Design Complete 11/30 On Schedule Desktop & asset mgmt system operational 1/1 On Schedule Begin Desktop Rollout 3/3 On Schedule

Infrastructure Partnership Program (ITP) As Is Data Center Services Transition • 3000+ servers 75% distributed throughout agencies • 3 mainframes located at RPB and VDACs • Minimal performance monitoring Infrastructure Ops Center Interim (11/1/06) CESC Ready for Occupancy (7/1/07) • Disaster recovery within 72 Hours Tape Automation Complete (3/1/08) SWESC Ready For Occupancy (11/1/07) Server consolidation 65% complete (8/1/08) Server consolidation 90% complete (6/1/09) To Be • Consolidated storage servers and tape • 75% centralized versus agency based server location • Enterprise monitoring performance data • 24 Hour disaster recovery Data Center Services Transition • No standard server tools or processes • Centralized operations and printing • Multiple point storage solutions • Automated tape processing and operations RPB Server consolidation in -place (4/1/07) • Remote high volume print operations Server consolidation 25% complete (11/1/07) • Manual operations and tape management 2006 2007 Notes: • CESC – Commonwealth Enterprise Solutions Center, Chesterfield County • SWESC – Southwest Enterprise Solutions Center, Russell County • RPB – Richmond Plaza Building Data Center Mainframe / server workload migration from RPB to CESC (1/1/08) Mainframe Print Consolidated (6/1/08) 2008 2009

Infrastructure Partnership Program (ITP) Data Center Services Status and Progress Quarter Q 3 2006 Q 4 2006 Q 1 2007 Milestone Due Status HP Open View Lab Hardware 9/15 Complete Data Center Precast Walls 9/30 Complete SWESC Groundbreaking 10/27 On Schedule Begin Mainframe Print Consolidation Project 10/30 On Schedule Infrastructure Ops Center (Interim) 11/1 On Schedule Begin RPB Server Consolidation in Place 1/15 On Schedule RPB Server consolidation in-place complete 4/1 On Schedule

Infrastructure Partnership Program (ITP) As Is Network Services Transition • Agency Centric Approach to Network Design, Management Operations • Network Solution Not Scalable Temporary NOC (11/1/06) • Varying Levels of Network Technology Connectivity to CESC (7/1/07) • Multiple Connections (85+) to the Internet • Enterprise. Managed Single Multi-Service Network 75% LAN Migration (10/1/09) Enterprise NOC (11/107) • Centralized Network Operations Center 45% LAN Migration (4/1/08) • Reliable, Scalable and Secure Network Infrastructure • Converged Communications (e. g. , Vo. IP, Qo. S, MPLS / VPN) Network Services Transition • IP Address Duplication Across Agencies Architecture Blueprint and Network Addressing Plan 2/1/07 • Frame Relay / ATM Network 2006 Notes: • NOC – Network Operations Center To Be 60% LAN Migration (7/1/08) MPLS Core Established (9/1/07) Connectivity to SWESC (11/1/07) 2007 2008 • Increased Performance and SLAs • Consolidated Internet Connections and WAN Links Complete LAN Migration (1/1/09) 2009

Infrastructure Partnership Program (ITP) Network Services Status and Progress Quarter Q 3 2006 Q 4 2006 Q 1 2007 Milestone Due Status Complete Temporary NOC Requirements 9/15 Complete Draft Network Deployment Order Plan 9/30 Complete System Requirements 10/20 On Schedule Deploy Temporary NOC 11/1 On Schedule Initial MPLS Network High Level Design 12/1 On Schedule Architecture Blueprint & Network Addressing Plan 2/1 On Schedule MPLS Detailed Design 3/1 On Schedule Richmond MAN Detailed Design 3/31 On Schedule

Infrastructure Partnership Program (ITP) As Is • 85 or More Internet Entrances to Defend to Varying Degrees, 40+ intrusion detection systems • Various Levels of Security Monitoring Security Services Transition ESOC transitional (11/1/07) Interim Security Incident Tracking and Management System (10/1/06) CSIRC System Detailed Design Complete (5/15/07) • Two Internet Gateways, Strongly Defended Enterprise Vulnerability Assessment Program Operational (3/1/08) • 24 x 7 Enterprise Security Posture • Centralized Highly Trained Incident Response Team • Various Levels of Security incident Response • No Enterprise Wide View of IT Security Status • No Central Management of Enterprise Security Environment • Enterprise Security Dashboard Governance, Operational Control Security Services Transition Certification & Accreditation Planning Document (9/30/06) ESOC System Detailed Transitional Design ESOC Design Complete (6/1/07) (1/15/07) 2006 Notes: • CSIRC – Computer Security Incident Response Center • ESOC – Enterprise Security Operations Center 2007 To Be • Centralized Management, Standardized Enterprise Security Protection CSIRC complete (3/1/08) ESOC complete (6/1/08) 2008 2009

Infrastructure Partnership Program (ITP) Security Services Status and Progress Quarter Q 3 2006 Q 4 2006 Q 1 2007 Milestone Due Status Begin ISG Design 9/1 Complete Security Certification/ Accreditation Planning Document 9/30 Complete Operational Interim Security Incident Tracking System 10/1 Delivered for Acceptance Internet Secure Gateway High Level Design Complete 11/01 On Schedule Transitional ESOC Design 12/15 On Schedule Internet Secure Gateway Detailed Design Complete 1/15 On Schedule Acquire/Receive Transitional ESOC Equipment 2/28 On Schedule

Infrastructure Partnership Program (ITP) IV&V • CACI concluded its initial review and delivered its formal report 8/31 – assessed ITP as maturity level 2 (Repeatable) • ITP could be expected to achieve level 3 (Defined) in next 8 -12 months • 180 positive findings, 138 minor negative • ITP action plan to sustain positive findings and address minor negative findings: – Evolve senior management teams, committees and forums with respective charters and prioritized processes – Document and communicate those prioritized processes – Establish consistent work methods producing artifacts and evidence of the processes and their outputs • First follow-up review by CACI scheduled Nov 27 – Dec 14

Procurement expect the best www. vita. virginia. gov expect the best 34 34

Procurement Question • Could you spend a little more time on what plans VITA has to improve the current procurement process? Question • It appears that the new VITA processing is adding 3 to 6 weeks to expected delivery times; this is not very convenient but is probably adequate for many situations. There will be some situations though when we need goods and services much quicker than that - will there be an emergency process through VITA to get goods & services when we need them in a pinch or can we get waivers to procure and be reimbursed by VITA ? www. vita. virginia. gov expect the best 35

Procurement Question • The IT goods and services commodity code listing provides a good start to determine items as inscope, or out-of-scope. However, there are still questions for special situations, certain items not listed, or listing discrepancies, or a new category now identified when things may be in-scope for VITA but of scope for Northrop Grumman. There continues to be a level of confusion at the agency level and perhaps also at VITA and NG. Can you provide guidance on how these items can be categorized? www. vita. virginia. gov expect the best 36

IT Partnership Procurement Update Background • Since service commencement, there’s a combined NG and e. VA procurement process • There are new standards based on transformation • There are three pathways for obtaining items/services: Procurement, requests for special services and TSR • There has been a backlog buildup

IT Partnership Procurement Update Why are Purchase Requests Taking So Long to Process? • NG process added to e. VA process – the process is more complex • Lack of standard IT items and services across the environment • Until recently, lack of clarity around definition of standards

IT Partnership Procurement Update What is Being Done to Speed Up the Process? • Senior members of VITA’s and Northrop Grumman’s technical team conduct weekly “Burn Down” sessions. • If a PR does not contain all of the required information, rather than deny it and make the user start over, it will be turned over to VITA APM (Agency Performance Manager), who will work with you to capture the necessary information. • Standards are being developed that will assist in speeding up the review process by reducing requests for non-standard items. • Additional clarity is being sought around in-/out-of- scope services

IT Partnership Procurement Update What Have We Accomplished? • One-time mass approval of PRs to reduce the backlog • “Burn Down” sessions to address non-standard requests • Documented the Technical Review process to ensure understanding of responsibilities • Modified criteria for denial of PRs and enlisted the aid of APMs to obtain missing information • Have established transformation standards for some of the towers. Should have all of the standards defined by the end of November. • Developed initial communication for e. VA buyers and AITRs

IT Partnership Procurement Update What Problems Are We Still Encountering? • Lack of understanding of what information must be included on the PR – Business justification around … • Agency need • NG-VITA contractual obligation • Determination of timing related to transformation – Current vendor and or contract number if PR is for a renewal – New workstations – what is the current agency standard in addition to what features are required • Overall lack of understanding of the transformation strategy and how that impacts the procurement of goods and services today • SLDs/APMs need more information to assist the agency personnel and to coordinate the solutioning process prior to submission of the PR

IT Partnership Procurement Update What if there’s a Need for an Emergency Procurement? • Contact your SLD • SLD will contact their RSDs to see if other options are available • RSDs will contact NG Procurement for next steps

IT Partnership Procurement Update What Can You Do To Help? • As they are released, become familiar with the transformation strategy and schedule, and plan purchases accordingly • As they are released, become familiar with the transformation standards and work with your agency to plan your procurements around these standards • Realize purchases that don’t correspond to the transformation strategy may not have positive return on investment • Provide detailed business requirements versus requests for specific manufacturer equipment • Provide detailed justification of the business requirements • Be open to the technical solution we provide • Be patient with requests for non-standard items/services • Provide continuous feedback

IT Partnership Procurement Update What’s Next? • Joint VITA - Northrop Grumman weekly review of outstanding Purchase Requests • Establish a steering committee to provide direction and monitor progress • Implement revised process that will expedite the technical review process • Communicate to the SLDs and the agency the e. VA PR criteria and the transformation standards • Communicate Transformation Plan and Schedule to Agency personnel • Implement reporting metrics and track trends • Report progress to VITA and Northrop Grumman management

IT Partnership Procurement Update In-Scope Out-of-Scope Questions • Cable plant issues (in state building / non-state building) – In-Scope = outside the wall – Out-of-Scope = inside the wall • MS Office products – software. Will VITA cover the cost of licenses? Are there in-scope / out-of-scope components – In-Scope • Agency specific application software. Are there in-scope / out-ofscope components? – In-Scope = DBMS (Oracle, Sequel Server) – Out-of-Scope = everything else • Video Teleconferencing Equipment – Out-of-Scope

IT Partnership Procurement Update In-Scope Out-of-Scope Questions • Closed Circuit TV’s – Out-of-Scope • Voice Over IP (Vo. IP) telephony – In-Scope • Units utilizing adaptive technology. Are there in-scope / out-ofscope components? • Units supporting for profit business activities, are there in-scope / out-of-scope components? • Units supporting general public customer (not agency staff) direct use, with / or without agency specific software. Are there in-scope / out-of-scope components?

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Standard infrastructure practices Question • VITA recently communicated some standard infrastructure practices to technical staff. What are they and what’s changing? www. vita. virginia. gov expect the best 48

Standard infrastructure practices • Purpose: Ensure basic infrastructure practices are being followed enterprise wide • Detailed description of Practices sent out to the field through Management Chain - Sept 21 • Compliance Tracking sheet will be sent back up through Management Chain – Tracking sheet consists of checkboxes for compliance, working on compliance, exceptions. • Response due Oct 27 • Have allowed exceptions, will address those exceptions to determine if we can assist agencies reach compliance. www. vita. virginia. gov expect the best 49

Standard infrastructure practices 1. 2. 3. 4. 5. 6. 7. 8. Production server backup daily Rotate backup tapes Change user passwords every 90 days Admin passwords restrictions Load OS patches monthly or as directed Distribute virus patches daily Test 2 server restores yearly Default passwords removed from network monitoring accounts 9. Document RAID configuration 10. Firewall on laptop - recommended www. vita. virginia. gov expect the best 50

Questions & Answers expect the best www. vita. virginia. gov expect the best 51 51

Moderated Q&A • To make the session productive – Ask questions that apply to multiple agencies – Please talk to your CAM with agency-specific questions – New issues may go to “parking lot” for future meetings • We welcome your questions – Call us or send your questions to us after the meeting What’s on your mind? www. vita. virginia. gov expect the best 52

Parking Lot • Technical architecture • Request for Special Services (RFSS) – Decommissioning services – Impact to monthly service rates • IT investment management update • List of infrastructure standards • Maintenance contract renewals – Proactive reminders to agencies prior to expiration www. vita. virginia. gov expect the best 53

Improving communications discussion What we have in place today: • Customer Advisory Committee – ITIB • AITR Communications meetings – CIO • Cabinet Technology Team meetings • Cabinet meetings • Agency Head meetings • Partnership Advisory Council (formerly CAC) • Information Security Officer meetings • UVA Survey Feedback from all used to develop Action Plans www. vita. virginia. gov expect the best 54 54

Conclusion Next meeting: November 21, 2006 8: 30 a. m. Networking 9 – 11 Meeting Location TBD Send your questions, comments, suggestions to: CIO@vita. virginia. gov www. vita. virginia. gov expect the best 55