2010 CIO Panel


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

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  • The challenge is to become more efficient by using new and emerging technologies and trends, but maintaining uncompromised rigor in the area of security and data practices. Examples of the level of complexity of simple efficiency changes like outsource email.
  • 2010 CIO Panel

    2. 2. ABOUT MHTA<br />Develop favorable public policy environment<br /><ul><li>Policy Positions/Initiatives
    3. 3. Legislative Involvement
    4. 4. Media Voice</li></ul>advocate<br />MHTA PROMOTES THE GROWTH, SUSTAINABILITY AND GLOBAL COMPETITIVENESS OF MINNESOTA’S TECHNIOLOGY-BASED ECONOMY THROUGH ADVOCACY, COLLABORATION AND EDUCATION.<br />MHTA promotes the growth, sustainability and global competitiveness of Minnesota’s technology-based economy <br />through <br />advocacy, education<br />and collaboration.<br />Galvanize <br />communities of <br />interest, partnerships and technology transfer <br />Build executive <br />knowledge base, community awareness and future workforce<br /><ul><li>Minnesota Tekne Awards
    5. 5. Spring Conference
    6. 6. TechAmerica Membership
    7. 7. CEO Roundtables
    8. 8. Golf & Member Networking Events
    9. 9. CIO Panels & CIO Forums
    10. 10. CEO Briefings
    11. 11. ACE Leadership Program
    12. 12. STEM Workforce Initiatives</li></ul>educate<br />collaborate<br />
    13. 13. MHTA Upcoming Events<br />www.mhta.org<br /><ul><li>2011 ACE Leadership Program A few spots remain - Apply today! | www.mhta.org
    14. 14. Sponsorship Breakfast</li></ul>January 18, 2011| Mortenson Construction<br /><ul><li>2011 SPRING CONFERENCE</li></ul> April 14, 2011| Minneapolis Convention Center<br /> <br />
    16. 16. Minnesota Department of Health MDH IT Agenda for 2011 and Beyond<br />John Paulson, Chief Information Officer<br />December 9, 2010<br />
    17. 17. Mission: To protect, maintain and improve the health of all Minnesotans<br />Assessing the public’s health<br />What challenges do we face?<br />Promoting sound policies<br />How do we address those challenges?<br />Assuring effectiveness<br />Did we succeed in improving health?<br />
    18. 18. Public Health = Longer Lives<br />Life Expectancy at Birth, <br />United States, 1900 - 1996<br />25 of the 30 years of life gained in the 20th Century resulted from public health accomplishments<br />
    19. 19. State CIO Priorities for 2011<br />1. Consolidation / Optimization: centralizing, consolidating services, operations, resources, infrastructure, data centers<br />2. Budget and Cost Control: managing budget reduction, strategies for savings, reducing or avoiding costs, activity based costing<br />3. Health Care: national & state health reform efforts, health enterprise architecture, assessment, partnering, implementation, health information exchange, technology solutions, Medicaid systems (planning, retiring, implementing, purchasing)<br />4. Cloud Computing: as a service delivery strategy; models, governance, service management, provisioning, security, privacy, data ownership<br />5. Shared Services: business models, sharing resources, services, infrastructure, independent of organizational structure<br />6. Governance: improving IT governance, data governance, partnering<br />7. Security: risk assessment, governance, authority and executive support; budget and resource requirements; insider threats; third party security practices as outsourcing increases; and security frameworks<br />8. Broadband and Connectivity: strengthening statewide connectivity, public safety wireless network, telehealth<br />9. Legacy modernization: enhancing, renovating, replacing, legacy platforms and applications, business process improvement<br />10. Data and Information Management: enhancing the role of data, information / intelligence, knowledge management<br />
    20. 20. The most significant MDH IT efforts<br />Participating in the Electronic Health Record exchanges<br />Delivering Technology as a Service<br />Cloud Computing<br />Efficient and Transparent Operations<br />Maintaining Uncompromising Security and Data Practices, While Embracing Efficiencies and Innovation <br />
    21. 21. Challenges and Opportunities for 2011<br />MHTA CIO Panel<br />December, 2010<br />
    22. 22. Navarre<br /><ul><li>Founded in 1983
    23. 23. NASDAQ (NAVR)
    24. 24. Business Units
    25. 25. Navarre Distribution Services
    26. 26. Encore
    27. 27. FUNimation
    28. 28. New ERP, warehousing and logistics system
    29. 29. SAP & HighJump WM </li></ul>11<br />
    30. 30. Strategic Statement<br />We will deliver the best in class sales and distribution services to North American retailers and their suppliers across the full product life cycle from licensing and production through distribution and sales to value added services with superior systems and e-commerce support.<br />CONNECTING STRONG BRANDS WITH SMART LOGISTICS<br />IT’S IN OUR DNA!<br />12<br />
    31. 31. Retail Partners<br />13<br />
    32. 32. Navarre Service Matrix<br />6<br />4<br />5<br />3<br />1<br />2<br />Service Options for the Client<br />14<br />
    33. 33. Navarre Challenges<br />15<br /><ul><li>Core distribution products are easily downloadable
    34. 34. Revenue concentration in limited partners
    35. 35. Increase utilization of our advanced warehousing and systems, thus drive bottom line profit.
    36. 36. Develop new capabilities and business in 3rd Party Logistics services that compete with major players
    37. 37. Adapting to new inventory and pricing models </li></li></ul><li>IT Opportunities<br />16<br />Navarre’s Business is Technology Driven<br />IT Staff – broad range of skills<br /><ul><li>Implementation Project Management
    38. 38. Experience
    39. 39. Business Acumen
    40. 40. “Can Do!” attitude
    41. 41. Systems Drive Growth
    42. 42. Product-agnostic design
    43. 43. Flexibility and configurability
    44. 44. Compliant with retail requirements
    45. 45. Optimizing OpEx
    46. 46. Utilize technology to minimize labor
    47. 47. When appropriate implement new technologies
    48. 48. When appropriate use partners
    49. 49. Reliability and Uptime</li></li></ul><li>ThankYou<br />17<br />
    50. 50. Dealing with “Creative Customers”<br />MHTA Presentation<br />December 9, 2010<br />Cole W. Orndorff<br />VP, CIO<br />Mortenson Construction<br />
    51. 51. Building a Legacy of Success<br /><ul><li>Family-owned firm – 56 years strong
    52. 52. Seven geographic office locations
    53. 53. Five industry-specific operating groups
    54. 54. Currently 130 “Offices” or Connection Points
    55. 55. Industry leaders in technology & sustainability
    56. 56. Ingenuity, Expertise, Exceptional People</li></li></ul><li>10 years > 1385 projects > $20.1 billion<br />Geographic Focus<br />
    57. 57. Leaders in Virtual Design & Construction<br />Improvingthe overall constructionprocess<br /><ul><li>Precise MEP coordination
    58. 58. Maximized pre-fabrication
    59. 59. Improved project visualization
    60. 60. Drives schedule control
    61. 61. Virtual mock-ups to increase quality
    62. 62. Captures and applies end-use input
    63. 63. O&M integration</li></li></ul><li>MEP Coordination (Mechanical, Electrical, Plumbing)<br />
    64. 64. Reasons for Skunk Works<br />Tight Budgets<br />Limited Staff<br />User thinks they have a unique problem<br />IT Processes and Procedures<br />Funding <br />Not easy to do business with IT<br />“The Cloud” creates additional opportunities!<br />
    65. 65. Discovery<br />How bad is it?<br />Who knows about it?<br />How do we call them out into the open?<br />What do we do about it?<br />
    66. 66. Amnesty Program<br />Call them out<br />Carrot and Stick<br />Critical Business Issue<br />Measure their success<br />Based on the success metrics:<br />Kill it<br />Promote it<br />Keep it<br />
    67. 67. Kaizen Implementation<br />Standardize an Operation<br />Measure the Standardized Operation<br />Gauge measurements against requirements<br />Innovate to increase productivity<br />Standardize the new, improved operations<br />Repeat Cycle<br />
    68. 68. Criteria for Process Improvement<br />Improves Safety<br />Increases Quality<br />Lowers Cost<br />Improves Delivery (Schedule)<br />Improves Morale<br />
    69. 69. Refine Processes Before Applying Technology<br />Case Study: Electronic RFI Process<br />Providence Regional Medical Center Everett<br />Overall Results<br />On 2000 RFIs, saved 3000 man hours and 400 reams of paper.<br />RFI Process Improvement:<br />After Kaizen Study:<br />30 steps <br />1 website<br />6 logs<br />14 handoffs<br />2.5 hours<br />Paperless RFI Process<br />20 steps <br />1 website<br />3 logs<br />9 handoffs<br />2.5 hours<br />Base Case:<br />53 steps to process<br />3 websites<br />9 logs <br />21 handoffs<br />4 hours<br />
    70. 70. Solutions Can Be Simple!<br />Case Study: Renewable Energy Customer Dashboard<br />Google Maps Application<br />Overall Results<br />Easier Access for customer and automated updates from systems.<br />Google Maps Application<br />New Solution:<br />Scalable<br />Simple<br />No Single Points of Failure<br />Automated Updates<br />Supported<br />Original Solution:<br />Scalability Issues<br />Single Points of Failure<br />Manual Processes<br />Not Supported by IT<br />
    71. 71. Two Steps forward and One Back!!<br />
    73. 73. 32<br />The Future of Electric VehiclesOutlook, Challenges & Considerations <br />Minnesota High Tech Association <br />Annual CIO Panel<br />December 9, 2010<br />
    74. 74. 33<br />About Xcel Energy<br />NSP-Wisconsin<br />7% of earnings *<br />NSP-Minnesota<br />40% of earnings *<br />Diversified, Fully Regulated,<br />Operating in 8 States<br />Combination Utility<br /> Electric 85% of Net Income* <br /> Gas 15% of Net Income*<br />Customers<br /> 3.4 million electric<br /> 1.9 million gas<br />2009 Financial Statistics<br /> Revenue: $9.6 billion<br /> NI Ongoing: $690 million <br /> NI GAAP: $681 million<br /> EPS Ongoing: $1.50<br /> EPS GAAP: $1.48<br /> Dividend Payout: 65%<br /> Assets: $25.5 billion<br /> Equity ratio: 45%<br />PSCo<br />44% of earnings *<br />SPS<br />9% of earnings *<br />* Percentages based on 2009 Ongoing Earnings<br />Xcel Energy is a pure play electric & gas utility operating in key Midwestern states with strong regulatory support<br />
    75. 75. 34<br />Electric Vehicles – Ideal State<br />Vehicles are available and affordable<br />Infrastructure is in place<br />Home<br />Neighborhoods<br />Public places<br />Charging stations work for all vehicle types<br />Distributed storage and generation<br />
    76. 76. 35<br />Electric Vehicles – Key Challenges<br />Current technology (cost effectiveness & load profile)<br />Customer adoption assumptions<br />Advancement of battery technology<br />Infrastructure<br />Regulated vs. privatized cost model<br />Recovery and billing mechanisms<br />TimeOfDay Rates, Remote payment <br />
    77. 77. 36<br />Electric Vehicles: Penetration<br /># ElectricVehicles<br />Timing Affected by:<br /><ul><li>Technology
    78. 78. Policy
    79. 79. Price of Oil</li></ul>400,000<br />300,000<br />Sooner<br /> Later<br />200,000<br />Develop Ground Rules<br />0<br />2010<br />2015 <br />2025<br />2030<br />
    80. 80. 37<br />So What.....Chicken or the Egg?<br />Car adoption or infrastructure<br />Incentives….are they targeted correctly?<br />Battery technology R&D investment<br />
    81. 81. 38<br />