Town of Marana, AZ - A Look Inside One of America's Top Digital Cities
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Brian Stein, Technology Manager and Lacey Bowden, Business Analyst from the Town of Marana, AZ share the project management framework that the city used to plan and execute its award-winning IT applications. You’ll learn: What steps the city uses to evaluate, select and build sustainable technology systems—and why business analysis is a can’t-skip component. How the city applied this framework to build a new maintenance management system and a mobile reporting application. How to determine common denominators between individual department needs and enterprise IT vision. Future plans to connect ECM as a shared service using this process.
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Town of Marana, AZ - A Look Inside One of America's Top Digital Cities
- 1. An Inside Look at One of America’s Top Digital Cities Brian Stein Lacey Bowden Joe King Lisa Miyake Technology Manager - Applications Business Systems Analyst Presales Engineer Government Specialist Town of Marana Town of Marana Laserfiche Laserfiche
- 2. Agenda ‣ Introduction to Town of Marana, AZ ‣ Department’s Restructuring ‣ 5 Tips for Creating a Project Framework ‣ Project Framework in Action ‣ Future Projects
- 3. Introduction to Town of Marana, AZ • Population: 34,000 • Employees: 324 FTE • Technology Services: 12 FTE • Awarded 2012 Top Digital City in the 30K-74,999 population category • Fun Fact: Marana is home to the World Golf Championships’ Accenture Match Play tournament
- 4. Town of Marana’s Technology Services • Business Process Analysis • Networking • Mapping • Systems Analysis • Database Administration • Help Desk • Systems Reporting • Administrative Support • Website Administration • System Selection and Procurement
- 5. Department’s Restructuring • Infrastructure • Manages hardware, network, and helpdesk support related tasks and projects • Applications • Manages business systems selection, implementation, design and GIS related tasks and projects • Each division had strong roles in the town’s Digital Cities application
- 6. Technology Services Org. Chart
- 7. Digital Cities Application Highlights • How we leverage technology to help our organization navigate the tough economic climate • Top qualities of the Town of Marana: • System selection and design • Business process analysis
- 8. Applications Division • Created upon the hiring of our current director • Expanded the GIS team
- 9. 5 Tips for Creating a Project Framework • Established project and business process management frameworks that included thorough documentation including, but not limited to: 1. Requirements gathering 2. Process mapping 3. Work breakdown 4. Database design 5. End-user testing
- 10. Creating a Project Framework
- 13. Project Framework in Action Two projects highlighted in the town’s Digital Cities application: • Maintenance Management System (MMS) • Town’s Mobile Reporting Application
- 14. Maintenance Management System • Defined “System” as a program with supporting projects Create inventory control system Create work management system Create equipment management system Create asset ID and inspection system • All projects had defined manager, stakeholder, and team • Reporting capabilities and business analysis functions run on databases • Allowed all levels of management to make quantifiable decisions • As a newer enterprise information system, its viability was increased by integrating with business analysis, both functionally (by staff) and technically (by reporting)
- 16. Town’s Mobile Reporting Application • Managed with same project framework as MMS program’s projects • Business processes integrated in a wider manner throughout the organization o Documentation of department alignment was critical • Once integrated with our MMS and business reporting components, identifying and taking action on various elements of existing processes allowed the organization to increase efficiencies when handling citizen’s requests
- 17. Process for Requests Submitted Initial Request Submitted and sent to Lead Adminsitrator via e-mail Lead Adminsitrator Lead Adminsitrator sends request to sends request to Lead Administrator Internal Contact and Internal Contact and Changes Status to then changes status of then changes status of “Cancelled” request to “Referred To request to “Referred To Dept” Dept” Internal Contact processes request and Internal Contact works updates Lead on issue. Lead Adminstrator. Lead Administrator changes Adminstrator changes status to "In Process" status to “Closed” once completed Internal Contact processes request and updates Lead Adminstrator. Lead Adminstrator changes status to “Closed” once completed
- 18. Upcoming… • Leverage Laserfiche to grow IT-Business trend • Laserfiche has strong potential to provide the best business value • Vision is that Laserfiche will be used as a shared service across the enterprise • Upgrade our existing web mapping service • Integrate with other enterprise systems • Document and redesign current business processes supporting Laserfiche • Upgrade permitting system
- 19. … and Always • Continue evolving our business process centered approach to projects o Maintain the mindset that we are systems supporters, not the system’s subject matter experts o Grow our ability to gather requirements; there is always room for improvement for such a critical task o Maintain focus on the organization’s needs, as much as the business unit we are working with o Integrate when possible; however, know when to take a step back and verify that a supporting business process is sustainable o As always, make sure the end of the project or task is completed with the best interest of our citizens in mind