Nashville, TN - JW Marriott , October 13-16, 2019
Maryland, MD - Gaylord National Harbor, May 3-6, 2020
In this third in our series related to NASCIO’s “The CIO Operating System: Managing Change in a Sustainable Way,” we explore a maturity model that can help state CIOs develop their organization and explain their leadership role to a broad stakeholder audience. This paper creates a connection between trends and action and supports NASCIO’s mission to represent state CIOs in the evolving state government market. The maturity model provides a set of milestones for states to strive toward. Each maturity level is described using key characteristics. This not only provides states with a way for assessing their current state but also assists in creating the next set of goals as they move up the maturity curve. A ratings table is presented that provides a more detailed set of dimensions that characterize the new operating model. The paper culminates with a short assessment of some the key learnings from a survey of the states that was conducted in the third quarter of 2018.
The Forces of Change presented in the first paper in this series have a direct relationship to and actually drive what surfaces each year as the Top Ten CIO Priorities. The Top Ten Priorities are essentially presenting the CIO response to these forces. Each year NASCIO asks the state and territorial CIOs to vote on their top priority strategies and top priority technologies. These votes are used to take the pulse of the states and territories as a group and at a point in time. It is through the lens of a Forces for Government Change model that we reframe our Top Ten list in this paper. A new operating model is emerging and will continue to mature as the strategy for addressing the priorities within each state. At its core is the concept that a state CIO’s operational competence and resulting political capital requires a broker of services approach to service delivery.
This is the first in a series of three, 30-minute webinars. Everyone is asking about scaling Agile, but that's the wrong question. We really need to ask, "How do we lead large, self-organizing teams?" It means strong leadership - just not the kind we're used to. Webinar one explored the forty-year march towards self-organization based on annual Gallup surveys and over two hundred assessments of large agile organizations performed by AgileCxO's partners.
Learn how Agile has been effectively deployed with the state of Texas Health and Human Services Commission and the state of Idaho Department of Health and Welfare. Effective deployment of Agile requires a strong commitment by the business and successful partnering and collaboration between the business and the IT organizations. Once up and running as the new norm for delivering solutions, there will be multiple Scrum Teams working in parallel requiring effective coordination and orchestration across the portfolio of solutions being delivered. This includes standards, best practices, data management and staging. Our presenters have been working in this space for some time so there were lessons learned and things to avoid as well as best practices.
NASCIO conducts a survey of the state CIOs to identify and prioritize the top policy and technology issues facing state government. The CIOs top ten priorities are identified and used as input to NASCIO's programs, planning for conference sessions, and publications.
Accenture and the National Association of State Chief Information Officers (NASCIO) surveyed and interviewed a
number of state government leaders to find out. We asked them to describe their experiences with agile and then tell us where and to what extent they succeeded. Seven key factors emerged—all centered on people and their willingness to embrace this methodology and collaborate at every step. And it requires a clear plan of action.
Amid so much talk about Agile implementation methodologies, how many state governments are walking the walk? What are their main drivers and benefits of adopting Agile? And, what are some of the biggest barriers to making it work? Join this webinar to get answers to those questions and more—all based on the findings of a recent study by NASCIO and Accenture.
Agile is changing the game for state governments. To explore the implications and opportunities, Accenture and the National Association of State Chief Information Officers (NASCIO) are partnering on multifaceted research. Drawing from the public and private sectors, the research reveals a comprehensive perspective on the role of Agile within state government.
The NASCIO Enterprise Architecture program was developed to enable the mission of state and local government. Government must continually reinvent itself to remain relevant by effectively and efficiently providing services to the citizens of this country. The path to this continual transformation must embrace leadership, management, coordination, communication and technology throughout government. Enterprise architecture is the discipline to appropriately define and leverage these capabilities within the complexities of government.
Funding to support the NASCIO EA Program and information sharing initiative is provided by a grant from the U.S. Department of Justice, the Bureau of Justice Assistance, Office of Justice Programs.
The enhancements in the third version of the Tool-Kit result from the expertise and continued dedication of enterprise architecture practitioners from all levels of government and the private sector. Version 3.0 incorporates an updated governance architecture framework with added roles and responsibilities and a focus on multi-level communication. Process models with explanatory narrative are included for governance and the architecture lifecycle. The Tool-Kit also includes fully populated security domain and application domain blueprints.