The vendor required to provide enterprise service management system (ESMS) to replace ITs existing legacy IT service management tools.
- IT service management (ITSM) platform has reached end-of-life, is increasingly costly to maintain, and lacks the automation, integration, and reporting capabilities expected of a modern enterprise solution.
- Requirement:
1. IT service management (ITSM) problem statement:
• ITSM platform is aging and will no longer be vendor supported in ITs current version.
• Incident, request, change, and problem management processes lack modernized automation, creating inefficiencies and inconsistent service quality.
• Configuration and asset management are difficult to configure, lack a records retention policy, and are cumbersome to configure.
• Knowledge management is fragmented and lacks a structured foundation, resulting in inconsistent information access, limited reuse of institutional knowledge, and reduced support efficiency.
• Application and software management lack a cohesive system for tracking and maintenance, resulting in outdated records, redundant efforts, and limited visibility into the software lifecycle.
• Reporting capabilities are limited and disjointed preventing clear directive and strategic alignment planning.
2. IT service management (ITSM) desired outcomes:
• Cloud-based, configurable ITSM solution aligned with ITIL practices.
• Integrated modules for incident, request, problem, change, knowledge, asset, and configuration management.
• Modern self-service portal for employees and departments, including request tracking and knowledge base access and suggesters.
• Modernized automation of common workflows (approvals, routing, escalations) to reduce manual IT intervention.
• Real-time dashboards and reporting for operational and executive insights.
• Secure, compliant, and scalable platform to support future growth and integrations.
• SLA policy within the system for different modules and different service and incident types.
• AI capabilities to help resolve issues faster such as intelligent responses or solution article suggestions for support staff issue resolution.
• Template creation for repeatable incident, requests, and changes to reduce workload for staff.
3. Project and portfolio management (PPM) problem statement:
• Project intake, prioritization, and tracking occur across disconnected systems and spreadsheets.
• Resource allocation and capacity planning are inefficient as a result of using outdated systems.
• Financial tracking and performance reporting are inconsistent, making IT difficult to demonstrate value of technology investments.
• Executive leadership lacks a consolidated view of project health, risks, and alignment with county strategic objectives.
• Steering committee requests are stored outside of the project management solution leading to disjointed project initiation.
4. Project and portfolio management (PPM) desired outcomes:
• Centralized portfolio management to capture all technology initiatives, operational requests, and strategic projects.
• Demand intake process that aligns with county priorities and governance requirements.
• Tools for project planning, scheduling, task management, dependencies, and risk tracking.
• Resource and capacity management to optimize IT staff allocation across operational and project work.
• Future project planning takes into consideration capacity, resource type, duration, and effort to ensure a total number of projects that can be completed in a given time.
• Integrated financial tracking to support cost transparency, budgeting, and forecasting.
• Executive dashboards and analytics for portfolio health, benefits realization, and strategic alignment.
• Ability to link steering committee approval and reviews, change requests, tickets etc. to existing projects.
- Contract Period/Term: 1 year
- Pre-Solicitation Meeting Date: January 9, 2025
- Questions/Inquires Deadline: January 14, 2026
