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Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
Business Impact Analysis and DR The Hutt Valley DHB Experience
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Business Impact Analysis and DR The Hutt Valley DHB Experience

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HINZ …

HINZ
29th Oct 2007

Presentation by
Mike Sullivan
IT Operations Manager, Hutt Valley DHB

Published in: Business, Technology
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  • 1. Business Impact Analysis and DR The Hutt Valley DHB Experience
    • HINZ
    • 29 th Oct 2007
    • Presentation by
    • Mike Sullivan
    • IT Operations Manager, Hutt Valley DHB
  • 2. A Day in the Life at Hutt
    • 8:20am: Enter office; notice that only 1 person on Helpdesk and the phones are all ringing; ops manager on coffee errand
    • 8:30am: Logged in; delete SPAM; receive complaint from user; mgmt schedules 2 day workshop to prepare DAP
    • 8:45am: Project Manager complains about quality of supplier’s software and implementation; begin long email to supplier
    • 9:00am: Ops manager advises that software solution won’t work; need to write off $25k and buy another product for unknown sum
    • 10:15am: Check snail mail (mostly invites to conferences, advertising, invoices, and a letter to CEO re new MoH project)
    • 10:40am: Message to attend urgent meeting re latest strike
    • 10:41am: Continue long email to supplier
    • 10:46am: Phone call from Mobile Ear Unit wanting new computer system; who?
    • 11:00am: Regional CIOs teleconference – you are writing the minutes
  • 3. A Day in the Life…(cont)
    • 12:20pm: Give undivided attention to PA matters
    • 12:45pm: Thinking about lunch; 5 minute quiz in tearoom
    • 12:55pm: COO wanders in; can’t sync her PDA
    • 1:30pm: Visit from laboratory manager wanting sign off on capex
    • 1:50pm: Continue long email to supplier; thinking about lunch
    • 2:00pm: Urgent meeting re handling laboratory workers strike
    • 3:00pm: Interviewed to provide input into pandemic plan (with lunch)
    • 3:55pm: Brain feeling like jelly; answer 20 new emails for relaxation
    • 4:30pm: Remember supplier’s email and continue…remember complaint and attempt apologetic phone call (but they’ve gone!)
    • 4:40pm: Ring from new supplier - special deal on laptops this week
    • 4:47pm: Continue review of new supplier contract (on critical path)
    • 5:30pm: Remember to update corporate risk report!
    • 6:05pm: Shall I finish email to supplier?…or go home…
  • 4. Trends in healthcare systems
    • Greater dependence on systems means greater need for reliability
    • Need to comply with standards to ensure interoperability
    • Trend to regionally aligned solutions
    • Mobile workforce; deliver functionality to the field
    • Single login and pass-through authentication
    • Searching and filtering for relevant information
  • 5. Where do our priorities come from?
    • From the Health Information Strategy of NZ
    • From the District Strategic Plan
    • From the District Annual Plan
    • From the Ministry of Health
    • From the last person who walked in our door
    • From the Information Systems Strategic Plan
    • From the vendor who last invited us out
    • From the vendor who has an excellent product
    • From the business sponsor who is prepared to pay
  • 6. If we are all so busy!!
    • Why do it?
  • 7. We are all so busy!!
    • Audit compliance
    • Heightened awareness throughout org
    • Shared knowledge both internal/external
  • 8. We are all so busy!!
    • Timeliness, there is never a good time
    • The business loves it
  • 9. DIY or Engage ?
    • Which parts should you own?
    • External consultancy used, greater separation and sense of ownership by the business
    • Standby Consultants used for BIA and DRP phases
  • 10. Growth: Business - IS GROWTH Review/Upgrade Infrastructure and Applications Business Impact Analysis Disaster Recovery Plan Risk Assessment
  • 11. Risk Assessment GROWTH Review/Upgrade Infrastructure and Applications Business Impact Analysis Disaster Recovery Plan Risk Assessment
  • 12. Risk Assessment
    • Really important step in the cycle
    • All applications, services, infrastructure and processes
          • Where are the backups kept?
          • Key systems duplicated
          • People and skills on the ground
  • 13. Risk Assessment
    • Computer Room Basics
          • Air Con
          • Power
          • UPS
    • Security is important as well
          • Physical
          • Systems
          • Applications
  • 14. Business Impact Analysis GROWTH Review/Upgrade Infrastructure and Applications Business Impact Analysis Disaster Recovery Plan Risk Assessment
  • 15. Business Impact Analysis
    • Completed by Standby Consultants
    • We had our own impressions
    • Interact with the business
          • Stakeholders interviewed by Standby
  • 16. Business Impact Analysis
    • Provided reliable information about our products and services
    • Defined business impact and any tolerable downtime
    • Made the business think about their own processes
  • 17. Disaster Recovery Plan GROWTH Review/Upgrade Infrastructure and Applications Business Impact Analysis Disaster Recovery Plan Risk Assessment
  • 18. Disaster Recovery Plan
    • Key information used from BIA
    • Total environment documented
          • Server packs created
    • Enables us to respond effectively
  • 19. Disaster Recovery Plan
    • Defines roles and responsibilities
          • Multidisciplinary team
    • Allows a return to normal operations
          • Planned
          • Prioritised
    • The plan MUST be tested
  • 20. Review Infrastructure/Applications GROWTH Review/Upgrade Infrastructure and Applications Business Impact Analysis Disaster Recovery Plan Risk Assessment
  • 21. Review Infrastructure/Applications
    • Continual process
    • Greater reliance on electronic systems
          • Hutt has close to 50 applications
    • Keep it fit for purpose
    • Determine requirements
  • 22. Review Infrastructure/Applications
    • Users/business asked for input via workshops
          • Results not what we expected
    • Hutt used workshops to set the scene
          • Internal
          • Business
          • External
  • 23. Review Infrastructure/Applications
    • Gen-I used to validate roadmap and technologies
    • Users/business asked for input via workshops
          • Results not what we expected
  • 24. Lessons learned
    • Start now!!
    • Start Now!!
    • DIY or Engage
  • 25. Lessons learned
    • Involve the business at each stage
    • Engage the DHB management team
    • Look at the processes as well
    • Remember security
  • 26. Questions? ?

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