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IT Strategy
on a fit-for-purpose technology platform
designed for a contract life sciences
business
David Royle, Chief Information Officer, Envigo
© 2015 Envigo 1
david.royle@envigo.com
Contents
Infrastructure
Enabling foundation
Applications
The way we do
business
Projects
The force for change
Support services
The face of IT
Systems compliance
Meeting regulatory
guidelines
Summary
The big picture
2
Summary - the big picture
© 2015 Envigo
IT strategy
on a fit-for-purpose technology platform
designed for a contract life sciences
business
3
Base your management decisions on a long-term philosophy,
even at the expense of short-term goals - Toyota
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
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”
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
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
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
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
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
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
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
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
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
Unlocking the value stream
15
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION
Enabling Foundation
Core Capability
Transformation
Insight
Innovation & value
How do you get there?
16
INFRASTRUCTURE
DATA CAPTURE
INFORMATION MANAGEMENT
BUSINESS INTELLIGENCE
CUSTOMER COLLABORATION
Enabling Foundation
Core Capability
Transformation
Insight
Innovation & value
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
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
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
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
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
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
What are the benefits?
Case reference – a LIMS implementation
LIMS case reference
© 2015 Envigo
LIMS – Laboratory Information
Management System
A demonstration of real business benefits
using all the layers of a life sciences
platform
24
+ 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
+ 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
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
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
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
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
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
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
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
An IT strategy to empower business
on a fit-for-purpose technology platform
designed for life sciences
David Royle, Chief Information Officer, Envigo
© 2015 Envigo 34
So how do you get there, what’s the plan?
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
Contents
Infrastructure
Enabling foundation
Applications
The way we do
business
Projects
The force for change
Support Services
The face of IT
Systems Compliance
Meeting regulatory
guidelines
Summary
The big picture
36
Infrastructure
The enabling foundation
© 2015 Envigo
Consolidate & build quality data centres
Scalable compute & storage
A well connected network
Centralise services and applications
A global business needs to be well connected
37
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
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
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
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
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
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
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
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
+ 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
+ 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
+ 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
+ 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
+ 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
Contents
Infrastructure
Enabling foundation
Applications
The way we do
business
Projects
The force for change
Support Services
The face of IT
Systems Compliance
Our commitment to
quality
Summary
The big picture
51
© 2015 Envigo 52
Applications
The way we do business
Rationalise & standardise onto quality
applications
Address risks, benefits and value
Develop a roadmap for deployment
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
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
Assessed against
+ Age
+ Usage
+ Support
+ Compatibility
+ Stability
+ Known Issues
+ Patient Proximity
+ Business Critical
+ Mitigation
Applications – understand the current state
55
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
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
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
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
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
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
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
+ 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
Contents
Infrastructure
Enabling foundation
Applications
The way we do
business
Projects
The force for change
Support Services
The face of IT
Compliance
Meeting regulatory
guidelines
Summary
The big picture
64
Projects
The force for change
© 2015 Envigo
A Project Management Office
Governance and standard project
methodology
Project priorities decided by the business
65
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
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
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
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
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
Contents
Infrastructure
Enabling foundation
Applications
The way we do
business
Projects
The force for change
Support Services
The face of IT
Systems Compliance
Meeting regulatory
guidelines
Summary
The big picture
71
© 2015 Envigo 72
Support Services
The face of IT
Standardise onto a single helpdesk
Support the business across multiple
countries & time-zones
Develop SLA’s with the business
The best way to find yourself is to lose yourself in the service of others
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
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
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
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
+ 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
Contents
Infrastructure
Enabling foundation
Applications
The way we do
business
Projects
The force for change
Support Services
The face of IT
Systems Compliance
Our commitment to
quality
Summary
The big picture
78
Systems Compliance
Meeting regulatory guidelines
© 2015 Envigo
A dedicated function
Focussed on ensuring systems meet the
regulatory guidelines
Project priorities decided with the business
79
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
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
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
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
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
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
IT strategy
Empowering the business with
technology to succeed
David Royle, Chief Information Officer, Envigo
© 2015 Envigo 86
Thank you for listening

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It strategy for life sciences david royle

  • 1. IT Strategy on a fit-for-purpose technology platform designed for a contract life sciences business David Royle, Chief Information Officer, Envigo © 2015 Envigo 1 david.royle@envigo.com
  • 2. Contents Infrastructure Enabling foundation Applications The way we do business Projects The force for change Support services The face of IT Systems compliance Meeting regulatory guidelines Summary The big picture 2
  • 3. Summary - the big picture © 2015 Envigo IT strategy on a fit-for-purpose technology platform designed for a contract life sciences business 3 Base your management decisions on a long-term philosophy, even at the expense of short-term goals - Toyota
  • 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
  • 24. LIMS case reference © 2015 Envigo LIMS – Laboratory Information Management System A demonstration of real business benefits using all the layers of a life sciences platform 24
  • 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
  • 34. An IT strategy to empower business on a fit-for-purpose technology platform designed for life sciences David Royle, Chief Information Officer, Envigo © 2015 Envigo 34 So how do you get there, what’s the plan?
  • 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
  • 36. Contents Infrastructure Enabling foundation Applications The way we do business Projects The force for change Support Services The face of IT Systems Compliance Meeting regulatory guidelines Summary The big picture 36
  • 37. Infrastructure The enabling foundation © 2015 Envigo Consolidate & build quality data centres Scalable compute & storage A well connected network Centralise services and applications A global business needs to be well connected 37
  • 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
  • 51. Contents Infrastructure Enabling foundation Applications The way we do business Projects The force for change Support Services The face of IT Systems Compliance Our commitment to quality Summary The big picture 51
  • 52. © 2015 Envigo 52 Applications The way we do business Rationalise & standardise onto quality applications Address risks, benefits and value Develop a roadmap for deployment
  • 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
  • 64. Contents Infrastructure Enabling foundation Applications The way we do business Projects The force for change Support Services The face of IT Compliance Meeting regulatory guidelines Summary The big picture 64
  • 65. Projects The force for change © 2015 Envigo A Project Management Office Governance and standard project methodology Project priorities decided by the business 65
  • 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
  • 71. Contents Infrastructure Enabling foundation Applications The way we do business Projects The force for change Support Services The face of IT Systems Compliance Meeting regulatory guidelines Summary The big picture 71
  • 72. © 2015 Envigo 72 Support Services The face of IT Standardise onto a single helpdesk Support the business across multiple countries & time-zones Develop SLA’s with the business The best way to find yourself is to lose yourself in the service of others
  • 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
  • 78. Contents Infrastructure Enabling foundation Applications The way we do business Projects The force for change Support Services The face of IT Systems Compliance Our commitment to quality Summary The big picture 78
  • 79. Systems Compliance Meeting regulatory guidelines © 2015 Envigo A dedicated function Focussed on ensuring systems meet the regulatory guidelines Project priorities decided with the business 79
  • 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
  • 86. IT strategy Empowering the business with technology to succeed David Royle, Chief Information Officer, Envigo © 2015 Envigo 86 Thank you for listening