Oversight of Data Center Relocation Project

The lead agency model was largely successful for this project, but closer coordination between the Facilities Management Division (FMD) and the Office of Information Resources Management (OIRM) could have improved project schedule and cost outcomes. Early attention to project elements on the critical path is important to lessen schedule risks. OIRM gained valuable experience, which should help with future server relocations. Consistent reporting of staff labor charges is recommended to provide a more accurate assessment of capital project costs. The executive should provide advance notice to council before exercising lease options involving significant potential cost, schedule, or operational impacts. The executive’s process for lease transactions should be strengthened.

The executive should establish policies to ensure consistent budgeting and reporting of the staff labor costs on capital projects, including costs for staff funded by agency operating budgets. The executive should evaluate the adequacy of its policies and procedures for authorizing lease acquisitions and amendments.

The county decided to relocate the data center because of concerns about the adequacy of the electrical, HVAC, and fire suppression systems available at SMT and the suitability of the space for future growth. In addition, the county needed to vacate SMT because, as of March 2007, the data center was in a month-to-month lease, which created schedule urgency for the Data Center Relocation Project. This situation was the result of actions taken by the executive changing the lease expiration date from March 2009 to March 2007.

• Dec 2009 - Mar 2010
• Jul-Nov 2009
• Jun 2009
• May 2009
• Apr 2009
• Mar 2009
• Feb 2009
• Jan 2009
• Dec 2008
• Nov 2008
• Oct 2008