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HOW TO MAKE THE MOST OUT OF COURT IT PROJECTS December 11, 2015 Hosted HOW TO MAKE THE MOST OUT OF COURT IT PROJECTS December 11, 2015 Hosted by: T. J. Be. Ment Phillip Knox Presenters: Dale Kasparek David Slayton Heather Petitt Joe Wheeler

Managing IT Projects T. J. Be. Ment District Court Administrator, 10 th Judicial District Managing IT Projects T. J. Be. Ment District Court Administrator, 10 th Judicial District of Georgia Phil Knox General Jurisdiction Courts Administrator, Superior Court of Arizona (Maricopa County) 2

A Guide to Technology Planning for Court Managers – Mastering Successful IT Projects • A Guide to Technology Planning for Court Managers – Mastering Successful IT Projects • • Phil Knox (Chair), Arizona Tracy J. Be. Ment, Georgia Jenny Bunch, Florida Julie Dybas, Arizona Cydney Fowler, California Marlene Martineau, Utah Kevin Westover, Arizona 3

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Brief Housekeeping… • Webinar will be recorded for later playback and sharing • Presentation Brief Housekeeping… • Webinar will be recorded for later playback and sharing • Presentation will be posted on NACM website • An occasional poll maybe displayed • Ask questions in the Q & A section on the left

The “Iron Triangle” of IT Project Management TECHNOLOGY PROCESSES Solutions PEOPLE The “Iron Triangle” of IT Project Management TECHNOLOGY PROCESSES Solutions PEOPLE

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How to Manage IT Projects ü Identify The Problem or Need (HPFC, CTF) ü How to Manage IT Projects ü Identify The Problem or Need (HPFC, CTF) ü Collect the Information Needed (Governance) ü Analyze the Situation (Communication, Standards and ROI) ü Take Action! (Tips and Strategies) 8

Court Technology Framework Overview Dale Kasparek National Center for State Courts 9 Court Technology Framework Overview Dale Kasparek National Center for State Courts 9

Six Key Elements to the HPCF 1. Quality Cycle 2. Perspectives 3. Administrative Principles Six Key Elements to the HPCF 1. Quality Cycle 2. Perspectives 3. Administrative Principles 4. Court Culture 5. Performance Measurement 6. Performance Management 10

What is the Problem? Citizens are victims of bad commercial drivers “Laws are not What is the Problem? Citizens are victims of bad commercial drivers “Laws are not enough”- Victim “Treat commercial drivers differently” - FMCSA “Properly Reporting convictions of commercial drivers” - FMCSA 11

The Innovation Perspective & Court Technology Framework 12 The Innovation Perspective & Court Technology Framework 12

HPCF & CTF – Integrating Concepts Masking Prohibited 49 C. F. R. § 384. HPCF & CTF – Integrating Concepts Masking Prohibited 49 C. F. R. § 384. 226 Local legal culture Court culture SDLA Update Driver Record 49 C. F. R. § 384. 225 Court send 10 Days/Less from conviction to Date of Conviction SDLA in less than 10 Days Bad drivers stay on road Cause property Bodily injury & damage death 13

Performance Management Court 2 SDLA SSP Promote Low Cost Reuse 10 Day Rule 49 Performance Management Court 2 SDLA SSP Promote Low Cost Reuse 10 Day Rule 49 C. F. R. § 384. 225 CDL Conviction reported from CMS in seconds Data from HPCF Four Perspectives Submit SSP to Standards Approval Process Conduct HPCF Fieldwork: • Administrative Principles • Managerial Culture • Performance Management Build GRA-NIEM Compliant Data Exchange to Test 14

Technology Project Governance David Slayton State Court Administrator Texas Office of Court Administration 15 Technology Project Governance David Slayton State Court Administrator Texas Office of Court Administration 15

Governance • Lack of Governance = Leading Cause for IT Project Failure • What Governance • Lack of Governance = Leading Cause for IT Project Failure • What is governance? 1 • Make sure project is executed according to standards of the organization • Keep all projects above board and ethical • Create accountability • Define project reporting system • Outline specific roles and responsibilities • Set project priorities 1 Project Management Institute - http: //blogs. pmi. org/voices_on_project_management/2011/03/why-every-project-manager- shou. html 16

Principles of Governance 2 • • • Project Board with overall responsibility Roles, responsibilities, Principles of Governance 2 • • • Project Board with overall responsibility Roles, responsibilities, performance criteria clearly defined Discipline, methods and controls applied throughout project Align project with business case Approved plan with authorization points Delegation of responsibility to competent staff Relevant and realistic information provided to support business case Independent authorized scrutiny Clearly defined project status reporting criteria Culture of involvement – open reporting Stakeholders fill appropriate roles 2 http: //www. directingaproject. com 17

Kenedy Jim Wells Duval Bee o s le za on G Caldwell Goliad Victoria Kenedy Jim Wells Duval Bee o s le za on G Caldwell Goliad Victoria itt e. W s ne D on ils Guadalupe gi ar K W Robertson Burleson Brazos Kendall Travis Bastrop Lee Washington Colorado Wharton Fayette ity in Madison Limestone n sto Milam Austin Waller Montgomery Rusk er r hu ps U an fm au Morris Titus Franklin ki op H n ns lli Co n to ise W en D ck ng Ja ou Y Hunt k- w. Roc all s la al D nt er rk rra Ta o ns nt Pi he Pa lo Pa ep St l al ew on St t en K za ar nn Ly G H as ke ll Th l- mor roc to kn ne s S fo hac rd ke Jo sh Fi V Za an nd t K n so hn Jo d an stl Ea n ha or yl lla Ca an ol N Ta ry ur Sc en so n rd Bo aw D rry m ku Te oa Y r Red River Lamar Fannin ild Ch s re s Hardeman Wichita Grayson Cooke e l oe al H o er ish isc Br Sw str er rm Ca Pa Wilbarger ttl Co y le ot M d oy e al H Fl y b m ile La Ba Montague Clay he rc A or x yl Ba no K g in K ns ke ic D k oc by os Cr bb Lu ey n ra kl oc ch Co H Delta An Walker San Jacinto ge Polk lin a San Augustine n ow Br s an el m le Co ke ll he itc M d tin ar ow H ar M Smith Liberty Williamson Leon ou H ho nn Ru g Co lin er St ck nd ss co la r er to la id M G kl in Ec Freestone Tr h M Cu c llo c en re G nc Co on Iri m To an ag Re on pt U Falls Grimes d ar en et rn o an Ll on as M Bu e pi Kimble Blanco Hays fu Re Live Oak Mc. Mullen es ill G M Crockett Bell n Webb Brooks a in Bexar Mc. Lennan so Jim Hogg La Salle ds ar w Ed Comal ck Zapata e ld ed M va U y ne in Bandera Coryell Ja Frio Dimmit a Zavala os sc ta A Maverick K Kerr Hamilton rson Hende Camp es ch Real do Terrell Lampasas Navarro og ac Val Verde Mills Ellis n Brewster e Hill Wood N Presidio Sutton Saba Somervell so Pecos Hood kee Jeff Davis Schleicher Earth er Reeves anch Com Chero Ward e Andrews s Loving an Gaines Foard in W y le on D g on l al str rm nd Ra A Deaf Smith nd Cr el er ra y G he W r rs on tte Po Ca ill em ph H rts be Ro re so n in ch oo M ut H Hartley A Culberson Oldham e squ Bo Hudspeth Li m b e rd re ps co ilt ch O an m sf o an er Sh H Dallam Ra El Paso The Texas Example Collingsworth Bowie Marion Cass Gregg Harrison Panola Shelby Tyler Jasper Sabine Newton Hardin Lavaca Fort Bend Brazoria Harris Starr 18

e. File. Texas Governance 19 e. File. Texas Governance 19

Communicating Effectively During Project Management Heather Pettit, CIO Contra Costa Superior Court, California 20 Communicating Effectively During Project Management Heather Pettit, CIO Contra Costa Superior Court, California 20

Why Communication? 21 Why Communication? 21

Communication Takeaways ü Pick A Framework- ANY FRAMEWORK ü Formalize Communication Strategy for Framework Communication Takeaways ü Pick A Framework- ANY FRAMEWORK ü Formalize Communication Strategy for Framework ü Formal Marketing Strategy for Framework ü Design solutions to solve business problems ü DON’T RE-INVENT THE WHEEL! 22

Project Management Frameworks Pick A Framework- ANY FRAMEWORK! Ø PMBOK Ø Court Technology Framework Project Management Frameworks Pick A Framework- ANY FRAMEWORK! Ø PMBOK Ø Court Technology Framework Ø NACM Technology Guide Ø 8 Steps – Simple Framework 23

Project Management Frameworks Simple Example 24 Project Management Frameworks Simple Example 24

Formal Communication Formalized Communication Strategy defines expectations for all projects and people. Ø Define Formal Communication Formalized Communication Strategy defines expectations for all projects and people. Ø Define how the Project Manager is going to communicate with team members, sponsors and users Ø Consistent communication-Weekly, Monthly, Quarterly Ø The more information the better, including the good, the bad and the ugly 25

Formal Marketing Strategy creates consensus among those being impacted. Everyone speaks the same language. Formal Marketing Strategy creates consensus among those being impacted. Everyone speaks the same language. Ø Another form of communication Ø Boast about your achievements Ø People will want what they don’t have Ø The more information that is out there the best reception you will get 26

Problem Based Solutions Design solutions to solve business problems Ø Don’t create solutions to Problem Based Solutions Design solutions to solve business problems Ø Don’t create solutions to problems that don’t exist Ø Don’t create a solution before determining the real problem and the best solution Ø Let the experts do their jobs 27

Tell ME what I want 28 Tell ME what I want 28

5 Key Takeaways ü Pick A Framework- ANY FRAMEWORK ü Formalize Communication Strategy for 5 Key Takeaways ü Pick A Framework- ANY FRAMEWORK ü Formalize Communication Strategy for Framework ü Formal Marketing Strategy for Framework ü Design solutions to solve business problems ü DON’T RE-INVENT THE WHEEL! 29

Project Standards & Return on Investment (ROI) Joseph Wheeler MTG Management Consultants, LLC 30 Project Standards & Return on Investment (ROI) Joseph Wheeler MTG Management Consultants, LLC 30

One Sunday a distraught court consultant walked into a hardware store outside Atlanta… • One Sunday a distraught court consultant walked into a hardware store outside Atlanta… • A parable on the implementation and value of standards • A review of useful standards for courts • Words to the wise 31

The Tale of the Broken Plug • • Traveling with Microsoft Surface 3 Power The Tale of the Broken Plug • • Traveling with Microsoft Surface 3 Power Supply Cord broke at the power plug Currently 2, 130 miles from home Presentation due tomorrow Unique USB feature BREAK Open Standard Plug Proprietary Plug Common female plug (not shown) Unique Converter: Standard Input (100 – 240 VAC) Unique Output: (12 V 2. 58 A) 32

The Tale of the Broken Plug: Solutions • Buy new Microsoft power supply: – The Tale of the Broken Plug: Solutions • Buy new Microsoft power supply: – Microsoft Online Store: $79 – 3 Days shipping • Rewire plug – Home Depot • 2 prong plug: $4 • Screwdriver: $3 -10 • Wire cutter/stripper: $5 -10 – Assemble: 0. 5 hours • Buy common/standard 2 -slot, non-polarized power cord $7. 99 33

The Tale of the Broken Plug: Moral of the Story • The proprietary solution: The Tale of the Broken Plug: Moral of the Story • The proprietary solution: – Offers unique capabilities – Costs the greatest time and money • Using most elemental standards (rewire plug): – Seems cheapest – Requires more time and tools – Can be more expensive & risky than originally anticipated • Using a common solution built on standards proves most cost effective. • The component framework matters. 34

The Importance of Standards • Information Sharing Standards • Court-Specific Standards and Frameworks • The Importance of Standards • Information Sharing Standards • Court-Specific Standards and Frameworks • Certification and Approval Resources 35

Information Sharing Standards • Global Standards Package (GSP) • The GSP includes: – – Information Sharing Standards • Global Standards Package (GSP) • The GSP includes: – – – National Information Exchange Model (NIEM) Global Reference Architecture (GRA) Global Privacy Technology Framework Global Federated Identity and Privilege Management (GFIPM) Global Service Specification Packages (SSPs) • Resource Link: https: //it. ojp. gov/GSP 36

Global Service Specification Package (SSP) Partner A Partner B Global Approved Reference SSPs: http: Global Service Specification Package (SSP) Partner A Partner B Global Approved Reference SSPs: http: //www. it. ojp. gov/GIST/Guide/43 37

Court-Specific Standards and Frameworks • Court Technology Framework (CTF): http: //www. ncsc. org/ctfwiki • Court-Specific Standards and Frameworks • Court Technology Framework (CTF): http: //www. ncsc. org/ctfwiki • OASIS Legal. XML Electronic Court Filing (ECF): https: //www. oasisopen. org/committees/tc_home. php? wg_abbrev=legalxmlcourtfiling • CMS Functional Requirements: http: //www. ncsc. org/~/media/Files/PDF/Technology/Consolidated _CMS_Functional_Standards_v_0_20. ashx • Jury Management Standards: http: //www. ncsc. org/~/media/Files/PDF/About%20 Us/Committees /JTC/Jury_Management_System_Requirements_FINAL_12_16_ 14. ashx 38

Certification and Approval Resources • Springboard (IJIS Institute): – Springboard is IJIS Institute’s evaluation Certification and Approval Resources • Springboard (IJIS Institute): – Springboard is IJIS Institute’s evaluation and certification program designed to help advance information sharing in justice, public safety, and homeland security communities. – http: //www. ijis. org/? page=Springboard • JTC Court Technology Standards: – Court specific standards adopted or recognized by the Joint Technology Committee of COSCA & NACM. – http: //www. ncsc. org/About-us/Committees/Joint-Technology. Committee/JTC-Court-Technology-Standards. aspx • Global Approved Reference SSPs: – Reference service specification standards recognized by Global. – http: //www. it. ojp. gov/GIST/Guide/43 39

 • Standards can get you more than half way there. – Some localization • Standards can get you more than half way there. – Some localization is required – Some implementation decisions will remain • Building your custom solutions based standards will save resources – When your application needs to be replaced – When you have new information sharing partners • Commonly used, standards based interface provide the greatest ROI 40

Closing Tips & Strategies T. J. Be. Ment & Phil Knox 41 Closing Tips & Strategies T. J. Be. Ment & Phil Knox 41

Successful Strategies • • Communicate often and provide information customized to the stakeholder • Successful Strategies • • Communicate often and provide information customized to the stakeholder • Know your organization’s culture • Explain what is planned and why it is important and solicit feedback • Have a feedback loop so that if users identify any problems they have somewhere to go • Provide training as needed before, during, and after the change • Allow the development of the change to be driven by the people who will use the product • Have a “lessons learned” session Set “real” expectations early • Utilize project management methodologies • Clearly define the project scope • Document everything • Have a formal acceptance and change process • Listen & understand end user needs 42

Un-Successful Strategies • Underestimate the • Let negative talk or pushback venting occur too Un-Successful Strategies • Underestimate the • Let negative talk or pushback venting occur too frequently in larger group • Assume people settings understand what you are doing or saying • Surprise anyone with the change • Assume anything • Over promise what the • Minimize project update or change will management deliver • Underestimate the importance of change management when it comes to a project 43

Ten Tips for Successful IT Projects 1. Utilize the unique role of the project Ten Tips for Successful IT Projects 1. Utilize the unique role of the project manager. 2. Set expectations. 3. Communicate frequently and positively. 4. Surface problems early 5. Function as partners. 6. Use every project as an opportunity to learn. 7. Be candid, be constructive, and don’t hold back. 8. Be inquisitive. 9. Build trust. 10. Set the bar high. 44

Ask for Help! • National Association for Court Management • National Center for State Ask for Help! • National Association for Court Management • National Center for State Courts • NACM-NCSC-COSCA Joint Technology Committee • Court Information Technology Officers Consortium • IJIS Institute 45

THANK YOU! THANK YOU!