华盛顿州更明智的 IT 预算决策
公司规模
Large Corporate
地区
- America
国家
- United States
产品
- Decision Lens
技术栈
- Microsoft Excel
- Web-based solution
实施规模
- Enterprise-wide Deployment
影响指标
- Cost Savings
- Digital Expertise
- Productivity Improvements
技术
- 分析与建模 - 数据即服务
适用功能
- 商业运营
用例
- 需求计划与预测
服务
- 云规划/设计/实施服务
关于客户
本案例研究中的客户是华盛顿州政府的首席信息官办公室 (OCIO)。OCIO 负责确保该州每年超过 9 亿美元的 IT 预算能够用于推进州长的政策目标。这些项目必须能够提高收入或降低成本，并对公民或公共安全产生直接和积极的影响。OCIO 的任务是分析复杂的 IT 项目并提供一套易于阅读的建议。OCIO 还希望确保机构使用某些关键驱动因素来规划 IT 投资，例如在云中构建它们、实施强大的网络安全措施、使用敏捷开发技术以及思考技术如何进一步提高效率和创新。
挑战
华盛顿州政府首席信息官办公室 (OCIO) 的任务是确保该州每年超过 9 亿美元的 IT 预算能够用于推进州长的政策目标。这些项目必须能够提高收入或降低成本，并对公民或公共安全产生直接和积极的影响。2013 年，州政府机构提出了 86 个不同的项目，这些项目要么是 2 级（中等风险/复杂性），要么是 3 级（高风险/复杂性）IT 项目。这些项目的范围从解决税收边界纠纷到追踪大麻从种子到销售的全过程，再到医疗补助购物计划。挑战在于分析这些复杂的 IT 项目并提供一套易于阅读的建议，即使是技术恐惧者也能理解。立法机构要求 OCIO 创建一份优先级列表，将项目分为高、中、低。
解决方案
OCIO 最初建立了一个 Microsoft Excel 模型来分析和排名项目。但是，该模型不够复杂，无法反映评估项目时所有重要的因素。模型中的微小变化可能会产生重大影响，但很难确定哪些变化导致了问题。OCIO 随后决定使用 Decision Lens，这是一种基于 Web 的协作优先级排序和资源优化解决方案。Decision Lens 基于 Thomas L Saaty 的分析层次过程，该过程将数学和心理学结合起来进行优先级排序。OCIO 改进了加权标准的过程，不仅包括 OCIO 成员，还包括财务管理办公室和技术服务委员会 (TSB) 成员的意见。
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