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2010 CIO Panel

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MHTA Annual CIO Panel

MHTA Annual CIO Panel
December 9, 2010
Science Museum of Minnesota

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  • The challenge is to become more efficient by using new and emerging technologies and trends, but maintaining uncompromised rigor in the area of security and data practices. Examples of the level of complexity of simple efficiency changes like outsource email.

2010 CIO Panel 2010 CIO Panel Presentation Transcript

  • ANNUAL CIO PANEL
    TRENDS & CHALLENGES FOR 2011
    EVENT SPONSOR
    HOST
  • ABOUT MHTA
    Develop favorable public policy environment
    • Policy Positions/Initiatives
    • Legislative Involvement
    • Media Voice
    advocate
    MHTA PROMOTES THE GROWTH, SUSTAINABILITY AND GLOBAL COMPETITIVENESS OF MINNESOTA’S TECHNIOLOGY-BASED ECONOMY THROUGH ADVOCACY, COLLABORATION AND EDUCATION.
    MHTA promotes the growth, sustainability and global competitiveness of Minnesota’s technology-based economy
    through
    advocacy, education
    and collaboration.
    Galvanize
    communities of
    interest, partnerships and technology transfer
    Build executive
    knowledge base, community awareness and future workforce
    • Minnesota Tekne Awards
    • Spring Conference
    • TechAmerica Membership
    • CEO Roundtables
    • Golf & Member Networking Events
    • CIO Panels & CIO Forums
    • CEO Briefings
    • ACE Leadership Program
    • STEM Workforce Initiatives
    educate
    collaborate
  • MHTA Upcoming Events
    www.mhta.org
    • 2011 ACE Leadership Program A few spots remain - Apply today! | www.mhta.org
    • Sponsorship Breakfast
    January 18, 2011| Mortenson Construction
    • 2011 SPRING CONFERENCE
    April 14, 2011| Minneapolis Convention Center
     
  • ANNUAL CIO PANEL
    TRENDS & CHALLENGES FOR 2011
    EVENT SPONSOR
    HOST
  • Minnesota Department of Health MDH IT Agenda for 2011 and Beyond
    John Paulson, Chief Information Officer
    December 9, 2010
  • Mission: To protect, maintain and improve the health of all Minnesotans
    Assessing the public’s health
    What challenges do we face?
    Promoting sound policies
    How do we address those challenges?
    Assuring effectiveness
    Did we succeed in improving health?
  • Public Health = Longer Lives
    Life Expectancy at Birth,
    United States, 1900 - 1996
    25 of the 30 years of life gained in the 20th Century resulted from public health accomplishments
  • State CIO Priorities for 2011
    1. Consolidation / Optimization: centralizing, consolidating services, operations, resources, infrastructure, data centers
    2. Budget and Cost Control: managing budget reduction, strategies for savings, reducing or avoiding costs, activity based costing
    3. Health Care: national & state health reform efforts, health enterprise architecture, assessment, partnering, implementation, health information exchange, technology solutions, Medicaid systems (planning, retiring, implementing, purchasing)
    4. Cloud Computing: as a service delivery strategy; models, governance, service management, provisioning, security, privacy, data ownership
    5. Shared Services: business models, sharing resources, services, infrastructure, independent of organizational structure
    6. Governance: improving IT governance, data governance, partnering
    7. Security: risk assessment, governance, authority and executive support; budget and resource requirements; insider threats; third party security practices as outsourcing increases; and security frameworks
    8. Broadband and Connectivity: strengthening statewide connectivity, public safety wireless network, telehealth
    9. Legacy modernization: enhancing, renovating, replacing, legacy platforms and applications, business process improvement
    10. Data and Information Management: enhancing the role of data, information / intelligence, knowledge management
  • The most significant MDH IT efforts
    Participating in the Electronic Health Record exchanges
    Delivering Technology as a Service
    Cloud Computing
    Efficient and Transparent Operations
    Maintaining Uncompromising Security and Data Practices, While Embracing Efficiencies and Innovation
  • Challenges and Opportunities for 2011
    MHTA CIO Panel
    December, 2010
  • Navarre
    • Founded in 1983
    • NASDAQ (NAVR)
    • Business Units
    • Navarre Distribution Services
    • Encore
    • FUNimation
    • New ERP, warehousing and logistics system
    • SAP & HighJump WM
    11
  • Strategic Statement
    We will deliver the best in class sales and distribution services to North American retailers and their suppliers across the full product life cycle from licensing and production through distribution and sales to value added services with superior systems and e-commerce support.
    CONNECTING STRONG BRANDS WITH SMART LOGISTICS
    IT’S IN OUR DNA!
    12
  • Retail Partners
    13
  • Navarre Service Matrix
    6
    4
    5
    3
    1
    2
    Service Options for the Client
    14
  • Navarre Challenges
    15
    • Core distribution products are easily downloadable
    • Revenue concentration in limited partners
    • Increase utilization of our advanced warehousing and systems, thus drive bottom line profit.
    • Develop new capabilities and business in 3rd Party Logistics services that compete with major players
    • Adapting to new inventory and pricing models
  • IT Opportunities
    16
    Navarre’s Business is Technology Driven
    IT Staff – broad range of skills
    • Implementation Project Management
    • Experience
    • Business Acumen
    • “Can Do!” attitude
    • Systems Drive Growth
    • Product-agnostic design
    • Flexibility and configurability
    • Compliant with retail requirements
    • Optimizing OpEx
    • Utilize technology to minimize labor
    • When appropriate implement new technologies
    • When appropriate use partners
    • Reliability and Uptime
  • ThankYou
    17
  • Dealing with “Creative Customers”
    MHTA Presentation
    December 9, 2010
    Cole W. Orndorff
    VP, CIO
    Mortenson Construction
  • Building a Legacy of Success
    • Family-owned firm – 56 years strong
    • Seven geographic office locations
    • Five industry-specific operating groups
    • Currently 130 “Offices” or Connection Points
    • Industry leaders in technology & sustainability
    • Ingenuity, Expertise, Exceptional People
  • 10 years > 1385 projects > $20.1 billion
    Geographic Focus
  • Leaders in Virtual Design & Construction
    Improvingthe overall constructionprocess
    • Precise MEP coordination
    • Maximized pre-fabrication
    • Improved project visualization
    • Drives schedule control
    • Virtual mock-ups to increase quality
    • Captures and applies end-use input
    • O&M integration
  • MEP Coordination (Mechanical, Electrical, Plumbing)
  • Reasons for Skunk Works
    Tight Budgets
    Limited Staff
    User thinks they have a unique problem
    IT Processes and Procedures
    Funding
    Not easy to do business with IT
    “The Cloud” creates additional opportunities!
  • Discovery
    How bad is it?
    Who knows about it?
    How do we call them out into the open?
    What do we do about it?
  • Amnesty Program
    Call them out
    Carrot and Stick
    Critical Business Issue
    Measure their success
    Based on the success metrics:
    Kill it
    Promote it
    Keep it
  • Kaizen Implementation
    Standardize an Operation
    Measure the Standardized Operation
    Gauge measurements against requirements
    Innovate to increase productivity
    Standardize the new, improved operations
    Repeat Cycle
  • Criteria for Process Improvement
    Improves Safety
    Increases Quality
    Lowers Cost
    Improves Delivery (Schedule)
    Improves Morale
  • Refine Processes Before Applying Technology
    Case Study: Electronic RFI Process
    Providence Regional Medical Center Everett
    Overall Results
    On 2000 RFIs, saved 3000 man hours and 400 reams of paper.
    RFI Process Improvement:
    After Kaizen Study:
    30 steps
    1 website
    6 logs
    14 handoffs
    2.5 hours
    Paperless RFI Process
    20 steps
    1 website
    3 logs
    9 handoffs
    2.5 hours
    Base Case:
    53 steps to process
    3 websites
    9 logs
    21 handoffs
    4 hours
  • Solutions Can Be Simple!
    Case Study: Renewable Energy Customer Dashboard
    Google Maps Application
    Overall Results
    Easier Access for customer and automated updates from systems.
    Google Maps Application
    New Solution:
    Scalable
    Simple
    No Single Points of Failure
    Automated Updates
    Supported
    Original Solution:
    Scalability Issues
    Single Points of Failure
    Manual Processes
    Not Supported by IT
  • Two Steps forward and One Back!!
  • ANNUAL CIO PANEL
    TRENDS & CHALLENGES FOR 2011
    JODY DAVIDSCIO, BEST BUY
  • 32
    The Future of Electric VehiclesOutlook, Challenges & Considerations
    Minnesota High Tech Association
    Annual CIO Panel
    December 9, 2010
  • 33
    About Xcel Energy
    NSP-Wisconsin
    7% of earnings *
    NSP-Minnesota
    40% of earnings *
    Diversified, Fully Regulated,
    Operating in 8 States
    Combination Utility
    Electric 85% of Net Income*
    Gas 15% of Net Income*
    Customers
    3.4 million electric
    1.9 million gas
    2009 Financial Statistics
    Revenue: $9.6 billion
    NI Ongoing: $690 million
    NI GAAP: $681 million
    EPS Ongoing: $1.50
    EPS GAAP: $1.48
    Dividend Payout: 65%
    Assets: $25.5 billion
    Equity ratio: 45%
    PSCo
    44% of earnings *
    SPS
    9% of earnings *
    * Percentages based on 2009 Ongoing Earnings
    Xcel Energy is a pure play electric & gas utility operating in key Midwestern states with strong regulatory support
  • 34
    Electric Vehicles – Ideal State
    Vehicles are available and affordable
    Infrastructure is in place
    Home
    Neighborhoods
    Public places
    Charging stations work for all vehicle types
    Distributed storage and generation
  • 35
    Electric Vehicles – Key Challenges
    Current technology (cost effectiveness & load profile)
    Customer adoption assumptions
    Advancement of battery technology
    Infrastructure
    Regulated vs. privatized cost model
    Recovery and billing mechanisms
    TimeOfDay Rates, Remote payment
  • 36
    Electric Vehicles: Penetration
    # ElectricVehicles
    Timing Affected by:
    • Technology
    • Policy
    • Price of Oil
    400,000
    300,000
    Sooner
    Later
    200,000
    Develop Ground Rules
    0
    2010
    2015
    2025
    2030
  • 37
    So What.....Chicken or the Egg?
    Car adoption or infrastructure
    Incentives….are they targeted correctly?
    Battery technology R&D investment
  • 38