An Information Technology strategy for contract research organisations in Life Sciences. A layered approach to building an Information Technology platform.
4. Vision – a life sciences technology platform
4
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION
Enabling foundation
Core capability
Transformation
Insight
Innovation and value
5. Infrastructure – the enabling foundation
5
INFRASTRUCTURE
Build on a solid foundation to
host the data, applications and
information needs of the
business
The cloud – “Somebody else's computer”
6. Infrastructure – the enabling foundation
6
INFRASTRUCTURE
Consolidate to fewer data
centres, standardise equipment,
connect sites and host
applications & services centrally
Consolidate to
quality data
centres and
build with
standard
equipment
Ensure the
WAN is robust,
performs and
connects all
sites to the
data centres
Move key
services to data
centres enable
fail-over &
local site
survivability
Push voice,
video, data &
applications
on to the
network
1 2 3 4
7. Data – the lifeblood of a scientific business
7
DATA CAPTURE
Data is captured, analysed and
reported for research and
manufacturing; its integrity is
paramount!
The MHRA are actively inspecting Computerised Systems
with specific attention to Data Integrity – new guidelines
8. Data – the lifeblood of a scientific business
8
DATA CAPTURE
Inventory, assess risk, cost &
benefits – then rationalise and
standardise onto fewer applications
Build a detailed
inventory of all
the business
applications
Assess risks,
benefits, costs
and strategic
value
Engage with
operational
management
and build a
roadmap
Consolidate
onto fewer,
quality
applications
1 2 3 4
9. Information management – the way to do business
9
INFORMATION MANAGEMENT
Managing the flow of information is the key
to improving productivity, everyone in a
business interacts with information
Powerful and highly configurable applications can make a
massive difference to the way a business operates
10. Information management – the way to do business
10
INFORMATION MANAGEMENT
Managing the flow of information is the key
to improving productivity, everyone in the
business interacts with information
Map out the
business
processes end-
to-end
Address the
inefficient
manual tasks
- paper forms,
Excel
Focus on
Enterprise
Class
applications.
Build the
business case
Integrate
applications
to reduce
duplication -
single source
of truth
1 2 3 4
11. Business intelligence – the way to win more business
11
BUSINESS INTELLIGENCE & INFORMATICS
Analyse business data from sales, to revenues in real-time
Build data relationships across scientific disciplines
Informatics give insight to data across
applications and studies the ability to
understand data at a level beyond an
individual study
12. Business intelligence – the way to win more business
12
BUSINESS INTELLIGENCE
Use the information from applications to analyse business
metrics and scientific data using BI and informatics
Identify the key
business
metrics
and the
scientific data
relationships
Deploy tools
that can pull
this data in
real-time and
visualise
Use this for
decision
making and
involve
customers
Transform
the way you
forecast,
plan, operate
and report
1 2 3 4
13. Customer collaboration – what sets you apart
13
CUSTOMER COLLABORATION
Innovators like Uber, Airbnb disrupt the
traditional approach without using
current infrastructure, new platforms
designed for existing customers
14. Customer collaboration – what sets you apart
14
CUSTOMER COLLABORATION
Transform the way you
collaborate with customers
and innovate – make it
something they can’t do
without!
Innovate,
disrupt and
create
something
unique
Use examples
of innovation
already within
your business
or sector
Start with
“What are the
pain points for
customers?”
You have to
think
differently to
succeed
1 2 3 4
15. Unlocking the value stream
15
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION
Enabling Foundation
Core Capability
Transformation
Insight
Innovation & value
16. How do you get there?
16
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION
Enabling Foundation
Core Capability
Transformation
Insight
Innovation & value
17. 17
01
Understand the current state
Agree principles for decision making
02
Analyse and mitigate high risks
03
Design a strategy using principles
04
Develop a roadmap
05
18. 18
INFRASTRUCTURE
You are most likely already
working on detailed
infrastructure plans that build
out data centres, network,
compute and storage platforms
Much of the groundwork may
already be there - focus on
standardising the environment
and ensuring it is fit-for-
purpose, qualified and
compliant
Understand the current state
19. DATA CAPTURE
19
Work with the business to
develop an application roadmap
that reduces risk, standardises
onto fewer systems and has
strategic long term benefit
Develop business cases and
focus on tangible benefits,
portfolio management and
strong governance
Prioritise these plans alongside
other company plans and
objectives
Analyse risks, mitigate and focus on benefits
20. 20
INFORMATION MANAGEMENT
Form a guiding coalition of
senior business leaders
reviewing plans for all
programs and projects to
gain buy-in and
understanding
Select quality applications,
use a robust RFP process
Think about which business
processes to tackle first and what will
bring the most benefit - to get the
most from capital investment
Work with the business to develop a roadmap
21. 21
BUSINESS INTELLIGENCE & INFORMATICS
Are you using standard data
analysis tools that are
pulling on the right
information sources?
What are you trying to achieve? Are
you working together and using the
standard tools looking at the right
metrics that mean something to the
customer?
Develop guiding principles for decision making
22. 22
This where you capture the real
value that can make you unique in
the market.
Innovation is key - think about the
customer journey from start to
end. Where can you add value?
CUSTOMER COLLABORATION
This is where you can really set your
business apart from the competition
All the layers below this are
standard tools that everybody is
using . . .
Innovate with your customers
23. 23
What are the benefits?
Case reference – a LIMS implementation
25. + A LIMS – start to end information management application
+ Implemented with integrated laboratory instruments and
thin-client wireless computing, with ELN (Electronic Lab
Notebooks)
+ Dedicated infrastructure environment, hosted centrally
LIMS - case reference
25
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION
Dedicated infrastructure environment for LIMS
multiple sites on WAN & private cloud
Start-to-end one online efficient data capture
Data managed, processed and tracked in LIMS
Automated statistical analysis and interpretation
Reported on-line, customer formats
26. + Prior to LIMS
+ Multiple legacy applications including Excel, paper forms
and duplicated applications performing similar functions
across business units
+ Labour intensive data checking and processing and high
turn-around times for the customer
+ Duplication of data, transcribing data between applications
+ Lack of harmonised procedures between business units
+ Complex analysis and reporting process, with multiple
hand-offs
+ Lost time due to transportation, waiting and queuing
+ Non competitive reporting times to the customer – loss of
business opportunities
The need for change
26
27. 27
INFRASTRUCTURE
Dedicated infrastructure environment for the LIMS hosted centrally
with sites in the US, EU and UK. Time sensitive data recording.
Integrated with barcode and laboratory capture equipment and linked
to the LIMS application
Thin-client wireless computing, application streaming, dedicated
virtual compute and storage platforms and Oracle RAC infrastructure
LIMS – case reference
28. DATA CAPTURE
28
All data captured on-line several million individual data recordings
for each project
Before a high proportion of data was offline or in disparate
applications, resulting in labour intensive data checking and reporting
After the data is online and has significantly reduced hours for data
checking, analysis and reporting
LIMS - case reference
Dramatically improved data
integrity by automatic QC which
takes place as data is recorded
29. 29
INFORMATION MANAGEMENT
End to end business process as the project moves through
the life cycle information is available at each stage online
ELN’s designed to capture all experimental data and
integrated with the main LIMS applications
Information on the project available for the scientists and
customer with real-time updates and ability to generate
specific data formats
The business process of an entire
project is captured and configured
online within the LIMS – a single
source of data with embedded
workflows
LIMS - reference case
30. BUSINESS INTELLIGENCE & INFORMATICS
30
Ability to view and analyse data across multiple
projects
Use background data to help with experimental design
Real time data that can be incorporated into data
repositories for BI analytics
Bringing together data from
different disciplines to provide an
extensive cross-functional data
perspective
LIMS - reference case
31. CUSTOMER COLLABORATION
31
Provides a platform for customer collaboration
Insight into projects, by exposing information at key
milestones and integration with potential for a customer
facing application
Innovation – development of an
internal statistical engine that
makes analytical decisions based
on the project design and data –
completely automated data
analysis
LIMS - reference case
32. Benefits . . .
+ achieve higher laboratory capacity and still meet reporting timelines
+ produce customer report formats and statistical designs
+ produce data extract formats to meet new regulatory guidelines
+ produce background data to help improve study design and analysis
+ improve data quality, reporting efficiency and productivity
LIMS – tangible benefits
32
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION Reduced cost of
running studies
by 30% - able to
achieve higher
capacity and
improve reporting
33. Summary - life sciences technology platform
33
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION
“Focus on all levels of the platform
to deliver end to end technology
solutions that are fit-for-purpose”
Enabling foundation
Core capability
Transformation
Insight
Innovation and value
35. How you get there – the plan
35
The next sections give some outline plans for each functional area of IT
working towards the vision of a fit-for-purpose life sciences platform
38. Infrastructure – the enabling foundation
Consolidate to
high grade data
centres & build
out with
standard
equipment
Assess & ensure
the wide area
network is
robust and well
connected
Move key
services to data
centres and put
in fail-over
Enable local site
survivability
Keep voice,
video, data &
applications on
the business
network
1 2 3 4
38
The Cloud – “Somebody else's computer”
The key steps to build a reliable,
scalable and secure infrastructure to
host applications & services
39. Infrastructure – high quality data centres
Keep voice,
video, data &
applications on
the Envigo
network
2
3
4
39
Move key
services to data
centres and put
in fail-over
Enable local site
survivability
Assess & ensure
the private site
network is
reliable and fast
Consolidate to
high grade data
centres & build
out with
standard
equipment
1
PRIMARY DATA CENTRE
PRIMARY DATA CENTRE
40. Assess all internal & external data centres
40
PRIMARY DATA CENTRE
ON PREMISE
TIER I
TIER II
TIER III
TIER IV
Single path for power & cooling, no redundant components
As below, with redundant components
Multiple power & cooling paths, redundant components
As below, and fault tolerant
Ranges from shared comms room to full redundant data centre
+ Assess the quality of all data centres on premise and leased
+ Consolidate to fewer quality data centres and standard platforms
+ Leased compute services versus co-location – Opex versus Capex
+ Look at total cost of ownership over 3-5 years, include the FTE to maintain co-lo
+ Ensure the data centre can cross-connect to your private network
+ Connect to public cloud services like SF.COM & Azure via your WAN
Facility/Site Tier
Floor Space
Capacity (SQ FT)
Floor Space
Usage (SQ FT) Usage
WAN Fault
Tolerance
MPLS
Bandwidth Internet Power Cooling
On-Site
Generator
UPS
(DC Floor)
UPS
(RACK)
Applications
Hosted
Site A No 1130 400 37% Yes 40 Mbps 20 Mbps Dual Feed Yes Yes Yes Yes Yes
Site B No 500 150 30% No 2 Mbps 20 Mbps Single Feed Yes No No Yes Yes
Site C TIER 3 150 90 60% Yes 100 Mbps 100 Mbps Dual Feed Yes Yes Yes No Yes
41. Example plan to rationalise data centres
Legacy equipment, poor access
Decommission and migrate services
Site A
Rationalise
Legacy equipment, good access
Reduce dependency, run legacy services
Site B
On premise
Good equipment, good access
Increase dependency, act as fail over
Site C Failover
Tier 3
Reduce dependency, migrate key services
Site D
On premise
PRIMARY DATA CENTRE
PRIMARY DATA CENTRE
Modern & legacy equipment, single access
Increase dependency, host key services
Site E Primary
Tier 3 PRIMARY DATA CENTRE
Good equipment, good access
PRIMARY DATA CENTRE
PRIMARY DATA CENTRE
PRIMARY DATA CENTRE
PRIMARY DATA CENTRE
PRIMARY DATA CENTRE
PRIMARY DATA CENTRE
41
42. Migrate from a
mixture of
compute, storage
and networking
technology
Critical
for GxP data
and
applications
To standard
platforms across all
data centres
Easier to maintain,
scale and support
Reduces total cost
of ownership
+ Engage with a single global
supplier
+ Agree on technology
platforms
+ Standardise equipment
+ Start to replace legacy
+ Host legacy hardware in
container architecture
Standard,
qualified
Platform
Easier to
manage &
reduced
cost of
ownership
Standardise equipment
42
43. Site A
Site C
Leased Data
Centres
Site A
Fewer compute platforms
Few storage platforms
HP, Dell, DEC, SUN, HP Alpha . . .
HP, EMC, Co-raid, Quantum . . .
43
Standardise equipment
Site B
44. Infrastructure – the private wide area network
Keep voice,
video, data &
applications on
the network
3
4
44
Move key
services to data
centres and put
in fail-over
Enable local site
survivability
Consolidate to
high grade data
centres & build
out with
standard
equipment
1
Assess & ensure
the private site
network is
meeting the
business need
2
WA schematic
45. Wide Area Network utilising a single provider, capable of delivering QoS and
guaranteed SLA, critical to ensure services can be centralised
45
Infrastructure – the private network
WAN schematic
46. + Network providers struggle with sub-contracted circuits
+ The “last mile” is normally sub-contracted to local providers
+ Getting the service & reliability to all sites is a challenge
+ Constantly monitor & assess performance against SLAs
+ Review circuits continually for local improvements
The challenges with network service
46
47. + Work with your network provider, monthly service reviews
+ Many will upgrade circuits for no additional cost as
new technology becomes available
+ Introduce circuits that are not “capped” and will “burst”,
allowing you to use more data, start with lower bandwidth!
+ Asses the benefits of WAN acceleration appliances
The good news on network service
47
48. + Start with applications
and services that are
already WAN sensitive
like Active Directory,
Exchange (DAG groups)
and telecoms (call
managers)
+ Then move onto
business applications
like ERP and more
proprietary apps like
LIMS
+ Build in fail-over
+ Provide local equipment
for performance and
short-term survivability
Infrastructure – moving services & applications
48
Keep voice,
video, data &
applications on
the network
4
Consolidate to
high grade data
centres & build
out with
standard
equipment
1
Assess & ensure
the private site
network is
reliable and fast
2
Move key
services to data
centres and put
in fail-over
Enable local site
survivability
3
49. + By focussing on high
quality data centres on
the network and
improving access for all
sites…
+ …you can rationalise &
centralise key
applications and provide
access to these services
to all business units/sites
+ Anything you host is
available for all sites
applications like ERP,
and LIMS, reducing the
barrier to entry for small
business units
Infrastructure – Using the network
49
Consolidate to
high grade data
centres & build
out with
standard
equipment
1
Assess & ensure
the private site
network is
reliable and fast
2
Move key
services to data
centres and put
in fail-over
Enable local site
survivability
3
Keep voice,
video, data &
applications on
the network
4
50. + A converged telephony approach
+ Host centralised redundant call managers, leased or co-lo
+ Gateways from each site to the nearest call manager
+ Bridge mail/video using SIP
+ Put internal voice traffic across the private network
+ Mobile telephony approaches
+ Reduce costs look for a global deal that
+ includes handset and technology fund
+ Allows unlimited international data roaming
+ Includes mobile device management
+ Security
+ Information management
+ The desktop environment
Infrastructure – other key areas to standardise
50
53. Applications – the way we do business
Understand the
current state
Create an
application
inventory
Assess risks,
costs, benefits,
and focus on
value for the
customer
Develop
guidelines and
principles for
application
selection
Develop a
roadmap with
the business
1 2 3 4
53
The key steps to build an application
roadmap that delivers value to
employees and customers
54. Applications – understand the current state
Develop a
roadmap with
the business
2
3
4
54
Develop
guidelines and
principles for
application
selection
Assess risks,
benefits, and
focus on value
for the customer
Understand the
current state
Create an
application
inventory
1
55. Assessed against
+ Age
+ Usage
+ Support
+ Compatibility
+ Stability
+ Known Issues
+ Patient Proximity
+ Business Critical
+ Mitigation
Applications – understand the current state
55
56. Understand the
current state
Create an
application
inventory
Applications – assess risk, costs and benefits
Develop a
roadmap with
the business
3
4
56
Develop
guidelines and
principles for
application
selection
Assess risks,
costs, benefits,
and focus on
value for the
customer
1
2
57. Applications – assess risk, costs and benefits
57
Critical Apps healthy zoneCritical Apps loss zone
Less critical Apps loss zone Less critical Apps healthy zone
Inefficient, costly to run and maintain, consume
significant resource and reduce business efficiency
Efficient and up to date, easier to maintain
and improve business efficiency
Assessed against
+ Age
+ Usage
+ Support
+ Compatibility
+ Stability
+ Known Issues
+ Patient Proximity
+ Business Critical
+ Mitigation
58. Understand the
current state
Create an
application
inventory
+ Aligned with
Company
Strategy
+ Meets with the
strategic direction
of the business
+ Product line and
service area
initiatives
+ Growth
opportunities
organic or M&A
+ Cost reduction,
automation,
efficiency and
productivity
Applications – Develop application principles (1)
58
Assess risks,
benefits, ROI
and focus on
value for the
customer
1
2
Develop a
roadmap with
the business
4
Develop
guidelines and
principles for
application
selection
3
59. Understand the
current state
Create an
application
inventory
+ Compatible and
maintainable
+ Will operate on
current/new
infrastructure
+ Supported
internally and
externally
+ Quality supplier
+ Industry standard
architecture
+ Will integrate with
other applications
Applications – Develop application principles (2)
59
Assess risks,
benefits, ROI
and focus on
value for the
customer
1
2
Develop a
roadmap with
the business
4
Develop
guidelines and
principles for
application
selection
3
60. Understand the
current state
Create an
application
inventory
+ Fit-for-purpose
+ Meets the
business
expectations and
requirements
+ Improves data
processing & data
management
+ Meets regulatory &
customer
expectations
Applications – Develop application principles (3)
60
Assess risks,
benefits, ROI
and focus on
value for the
customer
1
2
Develop a
roadmap with
the business
4
Develop
guidelines and
principles for
application
selection
3
61. Understand the
current state
Create an
application
inventory
+ Delivers improvements to the
business and customers by
realising tangible benefits
+ Efficiency (reduce waste)
+ Productivity (increase capacity)
+ People (improve engagement)
+ Customers (improve service)
+ Profit (reduce cost)
Applications – Develop application principles (4)
61
Assess risks,
benefits, ROI
and focus on
value for the
customer
1
2
Develop a
roadmap with
the business
4
Develop
guidelines and
principles for
application
selection
3
62. Understand the
current state
Create an
application
inventory
Applications – develop a roadmap
3
62
Assess risks,
benefits, ROI
and focus on
value for the
customer
1
2
What projects will
mitigate risks and
deliver tangible
benefits?
Develop
guidelines and
principles for
application
selection Develop a
roadmap with
the business
4
63. + Carry out a full inventory and full risk assessment using
agreed criteria and principles
+ Agree on the strategic roadmap
+ Mitigate the high risk items but ensure mitigation is in line
with strategic objectives
+ Continue to manage the business as usual
Application portfolio investment strategy
63
10%
Research &
Discovery
Feasibility &
innovation
projects
30%
Strategic
projects
That also
mitigate high
risks
60%
Business As
Usual
Managing the
application
life-cycle
Develop a
roadmap with
the business
based on similar
categories
1 2 3 4
66. Projects – the force for change
Form a Project
Management
Office
Develop
governance and
project
methodology
Meet with the
business to
decide on
priorities
Keep track of all
IT company
projects across
the business
1 2 3 4
66
The key steps to prioritising and
managing all IT company projects
across the business
67. Keep track of all
IT company
projects across
the business
2
3
4
67
Meet with the
business to
decide on
priorities
Develop
governance and
project
methodology
Form a Project
Management
Office
(PMO)
1
Projects – the force for change
+ Form a PMO to manage
strategic projects like
the Application Roadmap
and Infrastructure
strategy
+ A team experienced at
managing global IT
application and
infrastructure projects
+ A mixture of internal and
partner collaboration
68. Keep track of all
IT company
projects across
the business
3
4
68
Meet with the
business to
decide on
priorities
Formation of a
new Envigo
Project
Management
Office
1
Projects – the force for change
+ Develop a set of
governance controls and
standard project
documentation
+ A robust process for
selecting suppliers (RFP)
– Fixed price projects
+ Project methodology
+ Red Amber Green
weekly status reports
+ Monthly progress reports
Develop
governance and
project
methodology
2
Programme Manager: Graham Gaut Review Date 18/10/2015
Programme Title: Swiss DC Exit Decommissioning Programme Period From 10/10/2015
Phase/Stage: Delivery Period To 17/10/2015
Overall Project RAG and Summary Status Green
Overall programme status Green, as no issues or risks currently exist that will have a material impact on the overall timeline or agreed costs at this stage
(although a need for EMKA parallel running into March will have a material impact if confirmed by Rex).
Infrastructure Assessment documents continue to be being produced in line with the programme plan: SQL Server and OpenVMS documents reviewed and
issued for sign off; Network Management Server document in internal review. Sync jobs split so they complete within the allotted weekday and weekend
copy windows (N.B. There is a current concern around the copy execution windows being sufficient – to be reviewed once WAN acceleration is in place).
SSA (Wave 2a): 12 applications have been decommissioned; 3 applications have issues which are being actively investigated (Chromeleon, Flo One Analysis
and Spectrum ES). CSA Wave 2: ABACUS decommissioning process completed. CSA Wave 3: EMKA Infrastructure Assessment document reviewed and issued
for sign off.
Active RAID Items R A G Total Resource Usage @ 16/10/15 P.O. Used To Use
Kelway
Expenses
(To 09/10)
Amount
(Ex. VAT)
Assumptions: 0 18 79 97 KW Programme Manager: 311.00 (161.25) 149.75 Available: £30,000.00
Open Risks: 0 7 27 34 KW Project Manager: 207.50 (123.00) 84.50 Used: (£7,023.65)
Open Issues: 0 2 0 2 KW Solution Architect: 301.00 (153.00) 148.00 Remaining: £22,976.35
Open Actions: 0 1 8 9 KW Consultant (L6) 571.50 (268.50) 303.00
Change Priority 1 2 3 4 5 KW Consultant (L5) 257.00 (114.50) 142.50
Open Changes: 0 3 0 0 0 KW Consultant (L4): 48.00 (15.00) 33.00
TDV Project Manager: 239.00 (83.00) 156.00
TDV Consultant: 20.00 (5.00) 15.00
69. Keep track of all
IT company
projects across
the business
4
69
Formation of a
new Envigo
Project
Management
Office
1
Projects – the force for change
+ Meet regularly with the
business to assess new
project requests,
progress updates and
priorities
+ Develop the project
portfolio with the
business to get buy-in
and communicate to
the key stakeholders
Develop
governance and
project
methodology
2
Programme Manager: Graham Gaut Review Date 18/10/2015
Programme Title: Swiss DC Exit Decommissioning Programme Period From 10/10/2015
Phase/Stage: Delivery Period To 17/10/2015
Overall Project RAG and Summary Status Green
Overall programme status Green, as no issues or risks currently exist that will have a material impact on the overall timeline or agreed costs at this stage
(although a need for EMKA parallel running into March will have a material impact if confirmed by Rex).
Infrastructure Assessment documents continue to be being produced in line with the programme plan: SQL Server and OpenVMS documents reviewed and
issued for sign off; Network Management Server document in internal review. Sync jobs split so they complete within the allotted weekday and weekend
copy windows (N.B. There is a current concern around the copy execution windows being sufficient – to be reviewed once WAN acceleration is in place).
SSA (Wave 2a): 12 applications have been decommissioned; 3 applications have issues which are being actively investigated (Chromeleon, Flo One Analysis
and Spectrum ES). CSA Wave 2: ABACUS decommissioning process completed. CSA Wave 3: EMKA Infrastructure Assessment document reviewed and issued
for sign off.
Active RAID Items R A G Total Resource Usage @ 16/10/15 P.O. Used To Use
Kelway
Expenses
(To 09/10)
Amount
(Ex. VAT)
Assumptions: 0 18 79 97 KW Programme Manager: 311.00 (161.25) 149.75 Available: £30,000.00
Open Risks: 0 7 27 34 KW Project Manager: 207.50 (123.00) 84.50 Used: (£7,023.65)
Open Issues: 0 2 0 2 KW Solution Architect: 301.00 (153.00) 148.00 Remaining: £22,976.35
Open Actions: 0 1 8 9 KW Consultant (L6) 571.50 (268.50) 303.00
Change Priority 1 2 3 4 5 KW Consultant (L5) 257.00 (114.50) 142.50
Open Changes: 0 3 0 0 0 KW Consultant (L4): 48.00 (15.00) 33.00
TDV Project Manager: 239.00 (83.00) 156.00
TDV Consultant: 20.00 (5.00) 15.00
Meet with the
business to
decide on
priorities
3
70. 70
Formation of a
new Envigo
Project
Management
Office
1
Projects – the force for change
+ Keep track of the
complete project
portfolio, resources,
tasks, budget, quality
and issue management
+ Red, Amber, Green
updates
+ Getting buy-in, projects
bring change and
communication is key
+ Produce easy to read
updates and reports for
the business and to all
stakeholder groups
Develop
governance and
project
methodology
2
Meet with the
business to
decide on
priorities
3
Keep track of all
IT company
projects across
the business
4
Programme Manager: Graham Gaut Review Date 18/10/2015
Programme Title: Swiss DC Exit Decommissioning Programme Period From 10/10/2015
Phase/Stage: Delivery Period To 17/10/2015
Overall Project RAG and Summary Status Green
Overall programme status Green, as no issues or risks currently exist that will have a material impact on the overall timeline or agreed costs at this stage
(although a need for EMKA parallel running into March will have a material impact if confirmed by Rex).
Infrastructure Assessment documents continue to be being produced in line with the programme plan: SQL Server and OpenVMS documents reviewed and
issued for sign off; Network Management Server document in internal review. Sync jobs split so they complete within the allotted weekday and weekend
copy windows (N.B. There is a current concern around the copy execution windows being sufficient – to be reviewed once WAN acceleration is in place).
SSA (Wave 2a): 12 applications have been decommissioned; 3 applications have issues which are being actively investigated (Chromeleon, Flo One Analysis
and Spectrum ES). CSA Wave 2: ABACUS decommissioning process completed. CSA Wave 3: EMKA Infrastructure Assessment document reviewed and issued
for sign off.
Active RAID Items R A G Total Resource Usage @ 16/10/15 P.O. Used To Use
Kelway
Expenses
(To 09/10)
Amount
(Ex. VAT)
Assumptions: 0 18 79 97 KW Programme Manager: 311.00 (161.25) 149.75 Available: £30,000.00
Open Risks: 0 7 27 34 KW Project Manager: 207.50 (123.00) 84.50 Used: (£7,023.65)
Open Issues: 0 2 0 2 KW Solution Architect: 301.00 (153.00) 148.00 Remaining: £22,976.35
Open Actions: 0 1 8 9 KW Consultant (L6) 571.50 (268.50) 303.00
Change Priority 1 2 3 4 5 KW Consultant (L5) 257.00 (114.50) 142.50
Open Changes: 0 3 0 0 0 KW Consultant (L4): 48.00 (15.00) 33.00
TDV Project Manager: 239.00 (83.00) 156.00
TDV Consultant: 20.00 (5.00) 15.00
73. Support Services – the face of IT
Standardise
onto a single
global Helpdesk
tool
Develop the
support function
across the world
and time-zones
Develop SLA’s
with the
business
Keep track of
metrics and
quality
1 2 3 4
73
The best way to find yourself is to lose yourself in the service of others.
The key steps to developing a world
class support service
74. Keep track of
metrics and
quality
2
3
4
74
Develop SLA’s
with the
business
Develop the
support function
across the world
and time-zones
Standardise
onto a single
global Helpdesk
tool
1 + Implement a global
Helpdesk tool across the
business
+ Self-service portal for all
users
+ Knowledge base to
improve first-time
resolution
+ Ensure it has the
functionality to control the
many IT processes and
records – ITIL compliant
Support Services – the face of IT
75. Keep track of
metrics and
quality
3
4
75
Develop SLA’s
with the
business
Standardise
onto a single
global Helpdesk
tool
1 + Whether helpdesk is out-
sourced, internal or
hybrid ensure all
incidents are captured &
managed centrally
+ Resolve common
incidents with problem
management
+ Large geography & no
on-site IT, utilise local
support as needed
Support Services – the face of IT
Develop the
support function
across the world
and time-zones
2
76. Keep track of
metrics and
quality
4
76
Standardise
onto a single
global Helpdesk
tool
1 + As you collect more
incident and problem
data across all the sites,
services & applications –
start to develop refined
SLAs
+ Agree on the critical
services & applications
+ Measure the service
against the SLAs
Support Services – the face of IT
Develop the
support function
across the world
and time-zones
2
Develop SLA’s
with the
business
3
77. 77
+ Produce metrics on SLAs for the business
+ Distribute workload evenly across support
functions
+ Survey the user community to ensure you are
meeting their requirements
Support Services – the face of IT
Keep track of
metrics and
quality
4
80. Systems Compliance – Meeting regulatory guidelines
A dedicated
computer
compliance
function
Bringing the
standards
together for
validation
Working with QA
and operational
management
Determining
project priorities
with the
business
1 2 3 4
80
The key steps to ensure you meet the
regulatory guidelines
81. Determining
project priorities
with the
business
2
3
4
81
Working with QA
and
management
Bringing the
standards
together for
validation
A dedicated
computer
compliance
function
1 + Create a dedicated
computer compliance
team focussed on
validation and
qualification for GxP
+ Specialists in GAMP a
risk based approach to
manufacturing practice
+ Needs to be a separate
functional group to
prevent a conflict of
interest
Systems Compliance – Meeting regulatory guidelines
82. Systems Compliance – Meeting regulatory guidelines
82
New dedicated
computer
compliance
team in IT
1
Bringing the
standards
together for
validation
2
+ Industry best practice (GAMP 5)
+ Improved quality and compliance
+ Effective Governance to achieve and maintain
GxP Compliance
+ Reduced cost of compliance
+ Scalable approach to GxP compliance
+ Reduced time of delivery
+ Improving GxP compliance efficiency
+ Continuous improvement within QMS
+ Reduced compliance risk
+ Focus on public safety, product quality, and
data integrity
+ Science based quality management of risks
83. Determining
project priorities
with the
business
2
4
83
New dedicated
computer
compliance
team in IT
1
+ Work closely with QA
management
+ Meeting with
operational
management to
present guidelines
and get buy-in for
change
+ Ensure the
application roadmap
and other IT projects
will meet the
regulatory guidelines
Systems Compliance – Meeting regulatory guidelines
Bringing the
standards
together for
validationWorking with QA
and operational
management
3
84. 2
84
New dedicated
computer
compliance
team in IT
1
+ Working with the
business on new
requests and project
priorities
+ Understanding the
workload for validation
and qualification projects
+ Managing the project
portfolio going forward
Systems Compliance – Meeting regulatory guidelines
3
Bringing the
standards
together for
validationWorking with QA
and CRS
managementDetermining
project priorities
with the
business
4
85. Summary - Life Sciences technology platform
85
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION
“IT and the business working
together to build a technology
platform to empower your
business to succeed!”
Enabling Foundation
Core capability
Transformation
Insight
Innovation & value