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Final Presentation

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Final Presentation

  1. 1. BACHELOR OF INFORMATION AND COMMUNICATION TECHNOLOGIES BICT Data communicationsand networking Thomas Flannagan 1 August2016
  2. 2. 1
  3. 3. ii 1 Table of Contents 2 Introduction......................................................................................................................................................................5 3 Significantlearning..........................................................................................................................................................5 4 Achievements and learning curriculum vitae.............................................................................................................6 4.1 CAREER OBJECTIVE................................................................................................................................................6 4.2 1979 New Zealand Primary Schoolboys hockey team....................................................................................6 4.2.1 Achievements & Knowledge gained.........................................................................................................6 4.2.2 Reflection......................................................................................................................................................6 4.3 1979 - 1983 Greymouth High School.................................................................................................................6 4.3.1 Achievements and Knowledge gained.....................................................................................................6 4.3.2 Reflection......................................................................................................................................................6 4.4 1983 Coast Business Machines...........................................................................................................................7 4.4.1 Roles...............................................................................................................................................................7 4.4.2 Achievements and Knowledge gained.....................................................................................................7 4.5 1984 New Zealand Post Office............................................................................................................................7 4.5.1 Roles...............................................................................................................................................................7 4.5.2 Achievements and Knowledge gained.....................................................................................................7 4.5.3 Reflection......................................................................................................................................................7 4.6 1984 – 1992 New Zealand Rail Ltd.....................................................................................................................8 4.6.1 Roles...............................................................................................................................................................8 4.6.2 Achievements and knowledge gained ....................................................................................................8 4.6.3 Reflection......................................................................................................................................................8 4.7 1986 New Zealand Colts Hockey team (non-travelling reserve) ..................................................................8 4.7.1 Achievements and knowledge gained.....................................................................................................8 4.8 1992 – 1993 Unemployed....................................................................................................................................9 4.8.1 Achievements and knowledge gained.....................................................................................................9 4.9 1992 Scenicland Service Station.........................................................................................................................9 4.9.1 Role................................................................................................................................................................9 4.9.2 Achievements and knowledge gained.....................................................................................................9 4.10 1993 – 2004 Grey District Council......................................................................................................................9 4.10.1 Role................................................................................................................................................................9 4.10.2 Achievements and knowledge gained.....................................................................................................9 4.10.3 Reflection...................................................................................................................................................10 4.11 2003 – Present Day Church Leadership (Greymouth Elim Church & Greymouth New Life Church) .10 4.11.1 Achievements and Knowledge gained..................................................................................................10 4.12 2004 – 2011 West Coast District Health Board (WCDHB) ..........................................................................10 4.12.1 Role.............................................................................................................................................................10 4.12.2 Awards........................................................................................................................................................10 4.12.3 Achievements and Knowledge gained..................................................................................................10 4.12.4 Reflection...................................................................................................................................................11 4.13 2006 Diploma in ICT Level 5 with Distinction (Tai Poutini Polytechnic)...................................................12 4.14 2008 Treaty of Waitangi training (Tai Poutini Polytechnic)........................................................................12 4.15 Level 5 Diploma in Adult Education and Training.........................................................................................12
  4. 4. iii 4.16 20011 - Present day Tai Poutini Polytechnic.................................................................................................12 4.16.1 Roles............................................................................................................................................................12 4.16.2 I teach the following modules................................................................................................................12 4.16.3 Key attributes ............................................................................................................................................13 4.16.4 Reflection...................................................................................................................................................13 4.16.5 Qualifications gained ...............................................................................................................................14 4.17 INTERESTS AND ACTIVITIES ..............................................................................................................................14 4.18 REFEREES .............................................................................................................................................................14 5 Model of practice..........................................................................................................................................................15 5.1 Introduction........................................................................................................................................................15 5.2 Core Beliefs..........................................................................................................................................................15 5.3 Learn next............................................................................................................................................................16 5.4 Vehicle..................................................................................................................................................................16 5.5 Document............................................................................................................................................................16 6 Case study one – Primary Integrated Systems Management Project (PRiSM)..................................................17 6.1 Executive Summary............................................................................................................................................17 6.2 Introduction........................................................................................................................................................17 6.3 Phase one............................................................................................................................................................20 6.3.1 Assemble test network............................................................................................................................20 6.3.2 Citrix Server Install....................................................................................................................................21 6.3.3 Medtech on CITRIX...................................................................................................................................22 6.3.4 Medtech license........................................................................................................................................23 6.3.5 Continue testing and observe what was causinglicense lock outs.................................................24 6.3.6 Super User Test of Medtech...................................................................................................................26 6.3.7 Install pilot hardware and test in lab....................................................................................................26 6.3.8 Management meeting for approval to move to phase two .............................................................27 6.4 Phase two ............................................................................................................................................................29 6.4.1 Test site selection.....................................................................................................................................29 6.4.2 Change management...............................................................................................................................30 6.4.3 Phase three authorisation.......................................................................................................................32 6.5 Phase three .........................................................................................................................................................33 6.5.1 Whataroa...................................................................................................................................................34 6.5.2 Franz Joseph and Fox Glacier.................................................................................................................35 6.5.3 Phase four authorisation.........................................................................................................................37 6.6 Phase four............................................................................................................................................................38 6.6.1 Greymouth and Dobson medical...........................................................................................................38 6.6.2 Buller medical............................................................................................................................................43 6.6.3 PrISM network ..........................................................................................................................................44 6.6.4 Document scanning..................................................................................................................................44 6.7 Health innovation award..................................................................................................................................45 6.8 Summary..............................................................................................................................................................45 6.9 What could have been done differently? ......................................................................................................46 6.10 What has changed in the following years?....................................................................................................46 7 Case study two - Change management and problem solving...............................................................................47 7.1 Introduction........................................................................................................................................................47 7.2 Teamwork and Communication......................................................................................................................47 7.3 Change Management ........................................................................................................................................47
  5. 5. iv 7.4 Three Cases Chosen...........................................................................................................................................48 7.5 Server Updates at WCDHB – Change Management ....................................................................................48 7.5.1 Why have change management? ..........................................................................................................48 7.5.2 What about when all servers had to be updated at the same time? .............................................49 7.5.3 Why do the stakeholders need to be involved? .................................................................................49 7.5.4 Meetings and getting things approved.................................................................................................49 7.5.5 WCDHB process for a Citrix server update ..........................................................................................50 7.5.6 Evaluation..................................................................................................................................................51 7.6 CISCO Training Academy for Tai Poutini Polytechnic...................................................................................54 7.6.1 Introduction...............................................................................................................................................54 7.6.2 Why Cisco?.................................................................................................................................................54 7.6.3 Contacting Cisco.......................................................................................................................................54 7.6.4 Costs and equipment ...............................................................................................................................55 7.6.5 Convincing Management ........................................................................................................................55 7.6.6 ANZ Cisco Tutors’ Conference................................................................................................................55 7.6.7 Tutors Forum.............................................................................................................................................56 7.6.8 Recommendation.....................................................................................................................................57 7.6.9 Evaluation..................................................................................................................................................57 7.6.10 Conclusion..................................................................................................................................................58 7.7 Professional Development – IT Degree..........................................................................................................59 7.7.1 Introduction...............................................................................................................................................59 7.7.2 Research.....................................................................................................................................................59 7.7.3 Distance learning......................................................................................................................................59 7.7.4 Study leave for two years........................................................................................................................59 7.7.5 Recognition of prior learning..................................................................................................................59 7.7.6 Professional development through work.............................................................................................59 7.7.7 The meeting...............................................................................................................................................60 7.7.8 Agreement and signoff............................................................................................................................60 7.7.9 Evaluation..................................................................................................................................................60 7.7.10 Conclusion..................................................................................................................................................61 8 Conclusion......................................................................................................................................................................62 9 Appendices.....................................................................................................................................................................63 Appendix 1 Letter from Minister of Health...............................................................................................................63 Appendix 2 Change management...............................................................................................................................64 Appendix 3 Cisco academy proposal..........................................................................................................................68 Appendix 4 Professional development plan .............................................................................................................77 10 References......................................................................................................................................................................83 11 Presentation...................................................................................................................................................................85 12 Index for portfolio of evidence...................................................................................................................................96
  6. 6. 5 2 Introduction I have alwaysbeeninterestedlearningandteachingothers.Iamcurrentlya tutor inInformationand CommunicationTechnology(ICT) atTai Poutini Polytechnic(TPP). Thisismy passionand Ilove seeingthe lightgo onin mystudent’seyesastheygainunderstanding. I have workedinseveral excitingandchallengingareasinmycareer,from whichIhave gained excellentknowledge andexperience,especiallyinthe computingindustry. Ihave extensive experience intelecommunications,facilityandpeople management,serversupportandnetwork administration. In2004 I was part of the WestCoast DistrictHealthBoard’sawardwinning,“Primary IntegrationSystemsManagement”(PrISM) Project. In 2013, I identifiedthe needtoobtainadegree,bothtofurthermycareerand to meeta business needat TPP. Thisbegana search,which culminatedwith enrollinginthe CAPLprocess. AfterI complete the CAPLprocessIplan to complete CCNA,thentostartpostgraduate studies.I believethatyoushouldneverstoplearning. 3 Significant learning Throughmy trainingwithNewZealandRail Ltd,l learnedhow tostudyand learnfast.Everyyearfor the firstfour yearsof employment,Iattendeda nine-weekblockcourse intelecommunications. These courseswere basicallyayear-longcourse packedintonine weeks.If Ifailedthe course it meantI wouldlose myjob,thisgave me a great incentive toworkhard.These courses, thoughvery tough,reignitedmypassionforlearning.Iremembersayingtomymanageronce I hadcompleted my telecommunicationscertificatethatIdidnot have to learnanythingmore. Towhichhe replied the day youstop learningisthe daythat youdie.Thiswas a significantpointinmycareer,I then decidedtolearneverythingthatIpossibly couldin everysituation. Onreflectionhe guidedme intoa life time of learning. Anotherpointof significantlearningwasthe role of AquaticCentre Manager.Aspart of thisrole I was responsible for300 pluscustomersandfive staff perday.I developedpeople management,and problemsolvingskills.Mostof mycustomerswere children,whichnecessitatedmylearningconflict resolutionskills,whichhave servedme well.Ialso learnednew technical andmathematicalskillsin watertreatment. Whichinvolvedcalculatingpool watervolumesandflow rates,balancing chemical equationsandcorrectchemical dosagesforwatertreatment.Iwasalsoresponsible forinstigating robustwatertestingregimes. My time asa Citrix serveradministrator atWCDHB,honed my problemsolvingandtechnical ICT skills. Iachievedanational healthinnovationawardandwaspart of the teamthat upgradedthe hospitalspatientmanagementsystem(PMS). Alsoatthe WCDHB I hadthe opportunitytopresent our Picture ArchivingandCommunicationSystem(PACS)tothe Ministerof Health.Thisis the system that showsx-raypictureselectronically.Iwasaskedtodo thisas the presentationwastotake place at one of our remote sitesandIwas the expertinCitrix.Ialsolearnedhow toimplementand maintainthe Citrix WebInterface andCitrix RemoteAccessGatewayaspart of my role as Citrix administrator. Iwasalsoresponsiblefor writingand maintainingournetworklogonandprinter scripts.The programminglanguage forthese was KiXart. I alsostudiedforandpassedmy diplomainICTwithdistinctionpart-time,while Iwasworkingfull time at the AquaticCentre andthe WCDHB. Graduationwas a proud momentforme.
  7. 7. 6 4 Achievements and learning curriculum vitae 4.1 CAREER OBJECTIVE My immediategoal thisyearistosuccessfullycomplete the Bachelorof Informationand CommunicationTechnologies(Networking).Thiswillbroadenmycareeroptionsinthe ICTand tutoringindustry.Thiswill increase myconfidence inthe skillsandmyabilitytopassthemonto my students. Iaimto complete CCNA 1by endof 2017 and CCNA 2 by the endof 2018. I also planto move ontopost graduate studies. 4.2 1979NewZealand PrimarySchoolboyshockeyteam 4.2.1 Achievements & Knowledge gained  Self-directed training.  Teamwork.  Independence (had to travel overseas for the first time without parents).  Great independent training habits. 4.2.2 Reflection How I made itintothishockeyteamis an interestingstoryinitself.Iwasattrainingforour representative sideone nightand one of the NZselectorsturnedupto watch.He wasthere to look at anotherof our players,howeverIcanrememberthinkingthatas longas theyare here I have a shot.So I triedmyverybestand actuallyhada verygoodsession.Thisleadtothe selectorhavinga wordto my coach, sayingthatI neededtobe at nationalslaterinthe year,to achieve thisIhad to lose some weight.NotthatIwas overweightthenbutIwas tall for myage.So for the next3 months I had to trainhard and maintainmydiettolose the 5kgs required.WhilstdoingthisIalsohad to maintainmyformas a goalkeeper.Thisisalsowhere Istartedtolearnabout goal settingand keepingontask.Ibecame veryfocusedonachievingmygoal of playingforNZschoolboys,whichI achieved. 4.3 1979- 1983GreymouthHighSchool  Completed 7th form with Higher School Certificate.  Gained University Entrance. 4.3.1 Achievements and Knowledgegained  Learned study skills, timetabling and a work ethic.  Working hard and smart gets results. 4.3.2 Reflection To gain UE I had to sit the exam.Toachieve this, Istudiedsolidforamonthbefore the exam.I attendedeveryextraactivity,studycampthatthe school provided.Ican rememberpepperingthe teacherswithquestions.WhenIdidn’tgetananswerfromone teacherIwouldask the others,even if it wasn’ttheirareaof expertise.Ilearntobe persistentandkeepaskingquestionsuntil I understood.Ican remembersittingthe examsthinkingthatthese are easybecause Iwaswell preparedforthem.I wasnot the most giftedortalentedacademicallybutI learned thathardsmart workprevailsovertalent.
  8. 8. 7 4.4 1983CoastBusinessMachines 4.4.1 Roles  Junior tech. 4.4.2 Achievements and Knowledge gained  Safe use of tools.  How to repair manual typewriters and first introduction to a modern PC. 4.5 1984NewZealand PostOffice 4.5.1 Roles  Lines Department Trainee. 4.5.2 Achievements and Knowledgegained  Cabling.  Network topologies.  Fault finding on cables.  Fitting in with a team. 4.5.3 Reflection The firstjob that learned atthe PostOffice washow to make the cups of tea for the othermembers of mygang. You maylaughat that butlookingbacknow I know that it taughtme several lessons.I had to be organised,andtimely.Ihadto know each member’s teapreferences anddeliverthe cuppa ontime or woe betide me. Thisis alsowhere I learned mylessonsonnetworking,firstlyincablingandhow toinstall,orfix networkcable faults.Iwastaught howto findthe faultsanda little bitabouttopologiesandhow everythingfittedtogether.Thiswasnotina classroombutrather out inthe trenchesor underthe buildingoronthe openwire lines.Myknowledgeof cable connectorsandcable typesstartedhere and isstill ongoing. I learned toworkin all conditions,fine weather,andrain,inthe mudand underhouses.Thisisalso where Istartedto learnabout customerservice,talkingtothe people we wereworkingfor.Lessons inplanningandthe importance of readingthe paperworkwere boughthome at one site whenI starteddiggingona site where there were supposedtobe nopreviouscablesinstalled,accordingto the plan,howeverwhenIputthe crowbar intothe soil itsunkright in.My foremanyelledoutto stop,whichI did.We thencarefullydugaroundthe area to findthatthe crow bar hadjust missedan 11Kva powercable that wasn’ton the plan.My foremantaughtme about paperworkashe chased downthe culpritwhohadn’taddedthe cable to the plan.Lesson learned –the jobisn’tfinisheduntil the paperwork isdone.
  9. 9. 8 4.6 1984– 1992 NewZealandRailLtd 4.6.1 Roles  Telecommunications Technician 4.6.2 Achievements and knowledge gained  Cabling, I cabled the Otira tunnel with leaky coax for radio transmission.  AAVA Telecommunications certificate with endorsements in radio, telephony and data.  Working with a team  Telephone networking. I gained understanding of the Railways communications network, including packet switching and circuit switching.  Working independently.  Self- reliance.  Flexibility, being able to look outside the square for solutions to problems.  Overcome fear of heights by working on radio masts  Distancelearning,beingableto timetable and complete distancelearningtasks/assignments on time.  Study ethic. As courses were yearlong ones crammed into 9 weeks.  Goal setting, set smart goals and work hard towards them.  Learned the ability to focus on the task at hand get it done, and then move on to the next task.  Workplace health and safety.  Qualification in Total Quality Management (doing it once/getting itright) Learning from your mistakes and not making them again.  Network infrastructure for data communications across a packet switched network.  How to maintain a PABX, step by step switch.  I installed a new digital PABX in Greymouth for NZR. 4.6.3 Reflection There are a lotof thingsthatI learnedduringmytime at NZR.I learned thatI couldstudy academicallyandachieve andnottobelieve anyone whotoldme Icouldn’t.Duringthis time, I learned alot aboutpacketswitchedandcircuitswitchednetworks.Ihelpedtomaintainastepby steptelephoneexchange.IgainedanAAVA Telecommunicationsqualificationintelephony,radio and data.My mostexcitingmemoryhere wasinstallingthe radionetworkCoastwide forthe NZR network,replacingthe tracktelephonessystem.We laidleakycoaxial cablesthroughthe tunnels that had itsmetal sheathmade withholescutinit at exactlythe rightspace forour frequenciesso the radio wavescouldleakoutintothe tunnel.Itwasamazingto see thiswork.I waswiththe team that laidthe cable throughthe Otira tunnel.Thistookwell overthree full daysandIdida 19-hour stretchwithoutseeingdaylight.I learned whenapplymyselfacademicallyI canachieve Ialso learned notto listentopeople whosayyoucannotdoit. 4.7 1986NewZealand Colts Hockeyteam(non-travellingreserve) 4.7.1 Achievements and knowledge gained  I learned that hard works pays off.  Also the teamwork lessons thatI learned at schoolboy level were reinforced.
  10. 10. 9 4.8 1992– 1993 Unemployed 4.8.1 Achievements and knowledge gained  I learned perseverance and the ability to take knock backs and carry on.  Tailor CV to the job applications and as was often told that I was too qualified for the job.  Budgeting, how to stick to a budget. 4.9 1992Scenicland ServiceStation 4.9.1 Role  Service station attendant. 4.9.2 Achievements and knowledge gained  How to go the extra mile for the customer.  No job is beneath me to do.  Mathematics, used in managing daily operating budget and till reconciliation.  Was often in sole charge of the shop so learned to be self-reliant.  Professional attitude to work, turn up on time dressed in the appropriate uniform. 4.10 1993– 2004 GreyDistrict Council 4.10.1 Role  Lifeguard for 1 year.  Aquatic Centre Manager for 9 years. 4.10.2 Achievements and knowledge gained  Staff management, I looked after up to 5 staff at a time and had to maintain rosters and hours of work for staff.  Project management. Every year I had to plan and complete maintenance at the Aquatic facility  Started studying ICT level 5 part-time.  Developed excellent conflict resolution and problem solving with staff and customers .  Developed personal standards of excellencewith the“mess up fess up” philosophy.Encouraged people that mistakes were okay but needed to be owned up to and learnt from.  Learned how to approach and communicate with other managers.  Improved customer service skills to an excellent level.  Developed excellent time management skills.  Because I was the one in charge of getting the facility open on time and maintainingit. If there were any complaints,I was the one who had to handlethem.  In charge of employing staff.  National Certificatein Community Recreation (Aquatics level 3).  National Certificate in Community Recreation (Aquatics level 4).  Water treatment (Swimming Pools). Which involved calculating pool dimensions and volumes, flow rates, balancing chemical equations and treatment dosages.  SFRITO Lifeguard Assessor.
  11. 11. 10 4.10.3 Reflection Thisis where I learnedhowtomanage otherpeople’sproblemsandstill getthe jobdone.Itwasall aboutbeingsensitive towhatwasgoingon aroundme andalsohavingan eye on the company’s goals.OftenIcouldfindcompromisesthatwouldsuitboth. However, Ialsolearned whentomake the hard decisionsthataffectedstaff.Thisisinvolvedthe hiring,schedulingandfiringof staff. In gainingmywatertreatmentqualification,Ilearnedasignificantamountof mathematics,whichI enjoyedandnowcarry throughto myteachingtoday.Beingable tocalculate watervolumes, filtrationrates,chemical dosagesandflow rates. 4.11 2003– PresentDay ChurchLeadership(Greymouth ElimChurch& GreymouthNewLifeChurch) 4.11.1 Achievements and Knowledge gained  2002 HillsongBibleCollege(Faith Works), Certificate in Biblical Studies.  Learned how to relate with people.  Learned solid financial principals.I havelearned howto get specific jobs completed on a limited budget  Learned how to be kind.  Have held many leadership roles at the church.  Learned how to serve others.  Learned how to help others in crisis. 4.12 2004– 2011 WestCoastDistrictHealth Board (WCDHB) 4.12.1 Role  PrISM Project primary resource  Desktop Support Officer  Citrix Administrator 4.12.2 Awards  2006 Health Innovation Award (PrISM Project) 4.12.3 Achievements and Knowledge gained In depth knowledge of Server 2003, windows XP, Windows Embedded and Extended.  Excellent knowledge of Citrix Xen App 5 and Appense Management software.  Publishing individual applications onto Citrix using Softgrid Virtual applications.  Excellent knowledge workstation and server hardware and software.  Ability to assess network problems and explain desired solutions by using the following technique:  Identifythe problem: o Establish aTheoryof Probable Cause. o Testthe Theoryto Determine Cause.  I wouldtestmytheoryon whatcausedthe problemandtestit usingvarious tools;Ping,Tracertetc. AsI had to deal a lot withtelecommunication providers,thisinvolvedliaisingwith themtodetermine the faults.
  12. 12. 11 o Establishaplan of actionto resolve the problemand implementthe solution. o Verifythatthe solutionworked. o Document the findings, actions and outcomes.  Excellentabilitytocompilesoftware andhardwaretestresultsto decidehow toproceed.This ability was learned as part of my job testing application installs on CITRIX. I would test the applications on a test server and see if there were any interoperability issues with other applications.Iwouldhave todocumentthe processandpresentmyrecommendations.If the applicationsdidn’tworkwell togetherIwouldthenhave topackage the new applicationinto a virtual package (SoftGrid) and test if that solved the issues. If the install worked with no issuesthe decision wasthe correct one, to test thisI wouldhave to liaise withthe customer as they tested my solution.  Excellent knowledge of the WCDHB, Local Area Network (LAN) and Wide Area Network (WAN).  Present project to MP’s such as Damian O’Connor and Peter Hodgson.  Excellentproblemsolvingacrosswhole network.Bothhardware andsoftware installation. Includingbespokeandoff the shelf software.  Goodabilitytorespondquicklytoemergencysituations. Ihadtohelpwithprotectpeople and IT equipment when a sewage pip burst above an office.  Learned hardware virtualisation with VMware and application virtualisation with Softgrid (Microsoft AppV).  Server rapid deployment with Altiris  Responsible for backup solutions for the DHB using CommVault.  Responsible for testing and analysing any new software on the network, to check for compatibility issues  Introduced to batch files and script writing, using KixStart and batch. Maintained WCDHB logonand printerscripts.I had to learnKiXart to so that I couldmaintainthese scripts.I also learned batch, and some VBscript for rapid deployment of server operating systems and applications with Altiris.  Good knowledge of HPUX (UNIX) as was in charge of Lab results system.  Excellent knowledge of the Medtech database system. 4.12.4 Reflection I startedout as a PC supportofficerforthe PrimaryIntegratedSystemsManagement(PrISM) project.Thisjobchallengedme tolearnalot of new skills.I learned how tobuildserversboth physicallyanddoingthe software installs.Aspartof thisproject,I alsouseda lot of the customer service skillsthatIdevelopedasthe managerat the swimmingpool.Ialsoneededtobe able towork effectivelyaspartof the team.I foundthat I waslackinginsome areas so I developedacouple of mantras’:  If you don’t know ask.  If you mess up fess up.
  13. 13. 12 I developedalsoenjoyed workingwithVMWare. The whole conceptof havingvirtualservers, workstationsetc.andmanagingthemcame easilytome.It issomethingthatIwouldhave likedto pursue further,butbeingemployedasaCitrix AdministratorIworkedina differentarea.I learned to be a bitof a generalistwithaspecialtyinCitrixandVirtual applications(Softgrid). Ialsohadto learn howto maintainthe Citrix WebInterface.Thiswasachallengingandinterestingskilltolearn,asI hadn’tworkedonwebpagesmuch before.Isortout helponthe Citrix forumsandworkedwiththe WCDHB’s webdesignertogaina goodunderstandingof thisinterface. I believethatthe abilitytokeeplearningandnotthinkthatyou know everythinghasservedme very well. 4.13 2006Diploma in ICTLevel5 with Distinction (TaiPoutiniPolytechnic) Thiswas part of my fillinginthe gapsof my IT knowledge,whichIcompletedparttime while workingfull time.HavingrecognisedthatIdidn’tknow all the thingsthatI neededtoI choose to complete the above qualificationtofill insome of the gaps.Here IlearnedaboutApplications, Networking,Problemsolvingetc. 4.14 2008Treatyof Waitangitraining(TaiPoutiniPolytechnic) 4.15 Level5 Diploma in AdultEducation and Training Completedin one-yeardistance learning. 4.16 20011- Present dayTaiPoutiniPolytechnic 4.16.1 Roles  Part time ACE Computer Tutor.  Full time ICT Level 4 and Level 6 Tutor.  I have the abilitytoself-learnasubjecttothenpassit on to mystudents.  Learnbyreading,talkingwithpeers,andbyexperience tomatchuptothe learningoutcomes. Thenmoderationprocesswill highlight if the learning and teaching are at the correct level. 4.16.2 I teach the following modules  CICT400 Introduction to Information Technology.  CICT410 Practical Skills in ICT.  CICT420 Information and Communication Skills.  CICT430 Problem Solving in ICT.  BCCS153 Computer Architecture.  DICT520 IT Support.  DICT610 Software Installation and Testing.  BCCS283 Network Infrastructure.  ACE Computing from the beginning.
  14. 14. 13 4.16.3 Key attributes  I am self-reliant and have an excellentknowledge of networks, including all hardware and Network Operating Systems.  I am excellent at installing various software applications on different Operating Systems: Windows 7, XP, Standard, Embedded, Windows Server 2003, and 2008.  I have excellent management skills and learned to teach people of all age and experience levels, such as:  Planning, decision making, human resource management, motivation, leadership and communication. The managementskillsabove were reinforcedinmyDiplomaof BusinessStudies,(Organisationsand Management). Since mytime at the SwimmingpoolIhave changedmystyle tobe more communicativeandtolisten to people, but still maintain the ability to make a decision, even if it is not what the people are expecting. I also have the ability to justify my decisions. I will take the time to listen and evaluate othersthoughtsandopinionsona subjectbefore Imake the decision.Ibelieve inleadingbyexample as well as enabling others to lead by equipping them and encouraging them to make decisions. I initiatedandcompletedTai Poutini PolytechnicbecomingaCiscoTrainingAcademy.Thiswasa part of my strategicplanto increase studentnumbers.Ihad to fightto getthis approvedand thenhad to study and pass an instructors exam. This benefits the West Coast community by maintaining an IT qualificationlocally.Italsobenefitsthe Polytechnicbyincreasingthe numberof studentsthroughthe institute ata groundfloorlevel.Having awiderbase cohortof studentswill leadtomore enrolments at our higher level courses. When I worked as an IT Server Administrator I had heard about CISCO equipment and training, so when the local high school stopped being a CISCO Training Academy, I contacted CISCOto findout if it was possible forthe Polytechto become an academy.Then I had to fightto getthe budgettobe trainedas an instructorand alsofor the ideaof becomingan academy.I was successful by writing a comprehensive business case and presenting it to my line managers. To findout what wasrequiredI attendedaCISCO conference andwasallowedtofreelyquestiontutors from other academies. I attended a course at CPIT that lasted 3 days the last day consisted of being assessed for the whole day. I am now qualified as an IT Essentials Instructor. 4.16.4 Reflection I have beenchallengedtokeepmyknowledge current,asmystudents pushthe boundariesof my knowledge.Ihave tobe self-motivatedandself-actuatedtokeepaheadof them.As the ITfieldisso vast andeverchangingit isa challenge asa tutor ina smallerpolytechnictokeepcurrent. I have learned more abouthardware andhow it connectsinthe last few yearsthanI thoughtI knew before that. I have particularlyenjoyedlearningthe mathsbehindsubnetting.Once againbeingable to ask questionsandmake mistakesIbelieve hasbeencrucial inmylearning. As I have oftenbeenisolatedgeographicallyIhave also learned toseekoutmypeersandasktheir opinionsonthings.Thiscanleadto a widerunderstandingof the topicinquestion. As a tutor I have gainedapassionfornumbersystemsandconversionsbetweenthem. The topicsthat I have taught here are wide andvaried:  Software Support  Computerhardware
  15. 15. 14  ComputerArchitecture  ProblemSolving  NetworkArchitecture  Software InstallationandSupport 4.16.5 Qualifications gained 4.16.5.1 2013 541 Fundamentalsof Marketing(A+) and560 BusinessCommunications(A)(Diplomain Business). 4.16.5.2 2014 530 Organisation and Management (A+) and 550 Business Computing (RPL) (Diploma in Business). Cisco IT Essentials Tutor (CPIT). 4.17 INTERESTSANDACTIVITIES Hockeyinvolvedinplayingandcoaching,since 1978. Involvedasa volunteerandleaderwithmylocal church,including six yearsof involvementwiththe youthgroup. I am an avidsportsenthusiast,whohasa passionforhockeyand rugby.I am alsoa keenreader,and love torebuildoldcomputersandhelpmyfriendswiththeircomputerproblems. I am researchinghowstresseffectspeopleinthe ITindustry. 4.18 REFEREES Adrian Hendry Ian Hooker Steve Fox Managing Director/Principal Lead Tutor Business and Pastor Consultant Computing GreymouthNew Life Church Empirica Consulting Tai Poutini Polytechnic 027 222522 mob 021 02363261 mob 03 769 9678 wk. 037626076 hm.
  16. 16. 15 5 Model of practice 5.1 Introduction The above diagramillustrateswhatIbelieve ismymodel of practice... Mylearningcentresonmy core beliefs,whichaffecthowIinteractineverysituation.Thisformsthe “star”part of my model of learning. I alsofollowasetof stepsor proceduresinmylearning.These are:carryout research,eitherby askingsomeone,orbyreadingmanualsorbooksor searchingonthe Internet),thentryit,reflect, repeatuntil Iget it,and thendocumentthe endprocess.Thisformsthe “ring”part. To put thisinnetworkingtermsmymodel of practice isa star/ringnetwork. 5.2 CoreBeliefs One of mycore beliefsishonesty,whichIapplyineverylearningsituation.WhenIaskquestions,I use a directbut kindapproach.I am not afraidto ask toughquestionsof managers,peers,or customers.Whenhelpingacustomerpurchase a computer,forexample,Iwill findouttheirexact needsandrecommendatype of computerwhichwill bestmeetthose needs.One customersaid that he wanteda fastercomputer;insteadof justgivinghimthe latestandgreatestcomputer,I questionedhiminmore depthabout hisreasonsforwantinga fastercomputer.He repliedthathe wantedtoaccess the Internetfaster.Iquestionedhimmore andfoundoutthat he was ondial up,so I recommendedthathe change tobroadbandand notbuy a new computerat all.Thisleftthe
  17. 17. 16 customerwitha fix thatworked,ratherthana new computerthatwouldnothave fixedhisproblem but wouldhave costhima lot of money. I live mylife byChristianmoralsandbeliefs,whichare the core of who I am.These beliefsintersect all the stepsin my model of practice and affectthe waythat I behave ineverysituation.They include,butare notlimitedto:honesty,kindness,integrity,andfairness.A philosophyof “if you messup, fessup” isprevalentinmyattitude tostudy,workand home life. Ibelievethatwe can learnfrommistakesandthat itis nouse tocover themup.Instead,we shouldtake time toreflect and discusswhatwentwrong,thenkeepwhatwasgood,improve anythingthatwasokaybutcould have beendone better,stopthe things thatdidnotwork,and start the thingsthat shouldhave been done.Inthisway,mistakescanbecome a learningexperience. 5.3 Learnnext There are several waysinwhichIfindoutwhat I needtolearnnext.Imay findmyself inthe middle of a situationwhichrequiresme solve aproblem.Imayhave reador heardsomethingwhichpiques my interest.Itmaybe a requirementof myjob,(professional development) oritmay be that I have identifiedagapinmy knowledgewhichIknow Ineedto fill.Thislinkswithone of mycore beliefs, whichisthat you neverstoplearning. WhateverwayI identifythe needforextraknowledge,mynextstepistofinda method(vehicle) to achieve thatlearning. 5.4 Vehicle Thisis the nutsand boltsof obtainingthe knowledge Irequire.Inormallyprefertolearnfrom anotherpersonwhohas experienceinthatparticulararea,but I am alsocapable of learningfrom booksand electronicmedia.Suchlearningmightinvolve acourse or writtenknowledgebase. I learnbestby doing:bymakingmistakesandfixingthem.Ithinkaboutwhathas workedornot workedinthe past,identifyanyproblemsthroughresearch,andthentryto workout a possible solution.Ireflectonthe process,evaluatethe stepsIhave takenandthenadapt the solutionuntil I findsomethingthatworks. Iam alwayspreparedtogive ita go, no matterhow complicatedthe issue seemstobe.Overthe yearsI have learned thatthisisthe bestway forme to cementthe knowledge inmyhead. Iam a verytactile learnerandfindthat,if I am reading,Ilearnbetterfroma bookor hard copy ratherthan froman online source. 5.5 Document I believethat“the jobisn’toveruntil the paperworkisdone”. I believethatitisalwayspertinenttodocumentyourlearning,outliningthe processyouusedto reach a solutionbecause thissharesthe knowledge andhelpsothersinasimilarsituationtoavoid any of the pitfallsthatyoumighthave encountered. Once thisprocessis completed,Istartlookingforanew opportunitytolearn.Ibelieve thatlearning isa lifelongprocesswhichwill helpmake youbothabetterpersonanda betteremployee.
  18. 18. 17 6 Case study one – Primary Integrated Systems Management Project (PRiSM) 6.1 ExecutiveSummary In mid2004 I wasemployedasthe primaryhumanresource forthe PrimaryIntegration SystemsManagementProject(PrISM) atthe WestCoast DistrictHealthBoard(WCDHB), on a fixedtwoyearcontract.This projectinvolvedinstallingcomputeraccesstoall of the primaryhealthcare centresownedbythe WCDHB.The objectiveswere:  To capture informationonce anduse itmultipletimes(one patientrecord)  Enable 24 x 7 x 365 accessto electronicpatientrecords  Improve Ministryof Healthreportingintimelinessandaccuracy  Improve staff retentionbyofferingmoderncomputerservices.  Provide real-time accesstolabresultsandx-rays. The projecthad fourdistinctphases,Iwasemployedtowardsthe endof phase one. The four phaseswere:  Phase One:InitiationandFeasibilityStudy  Phase Two:PilotClienttestsite  Phase Three:Install inall SouthWestlandpractices  Phase Four:Install inall otherWCDHB practices. I learnedalot abouthowCITRIXworks as a software asa service andhow to intall Medtech32 ontoCITRIX.I aslocarried intothisprojectskillsthatIhad learnedfrommy previouscareers:peoplemanagement,conflictresolution,abilitytolearnrapidly, problemsolving. Whenthisprojectwas completedthe teamreceivedaHealthInnovationAward 6.2 Introduction July16, 2004: I couldn’tbelievemyeyes.There wasmyideal jobadvertisedinthe GreymouthEveningStar,a “DesktopSupportOfficer”attachedtothe Primary IntegratedSystemsManagement(PrISM) Project,atthe WestCoastDistrictHealth Board (WCDHB). I was completingmyDiplomainICTat Tai Poutini Polytechnicandthiswouldbe the ideal chance to experience aninterviewforanIT job.I put togethermyapplicationand sentit in.Atthisstage,I didn’tknowwhatthe PrISMprojectwas,but I consideredthis to be the perfectjobasit wouldgetme back intothe IT industryandgive me more hands-onexperience. In Septemberthatyear,I wasinterviewedforthe positionandasI arrivedhome from the interview,Ireceivedaphone call fromthe HR Manager forthe WCDHB to offerme
  19. 19. 18 the job. I wasdelightedtoaccept.Thisdecisionchangedmycareerandhelpedme developandhone myITand professional skills,byexposingme toprofessionalswho were expertsintheirfieldsandworkedtogetherveryeffectively.OnSeptember13, 2004 I startedworkas a DesktopSupportOfficer. What was the PrISMProject?Thisisbestdescribedinthe ProjectDefinitionReport. “This documentis the ProjectDefinition Reportfor a four-phase projectrequired to extend the Wide Area Network(WAN) of theWest CoastDistrict Health Board (WCDHB) so thatit:  EncompassescurrentPrimary practiceswithin the West Coastregion  Delivers a reliable, function-rich environmentto West CoastDHB Primary practitioners  EnablesPrimary integration opportunitiesto Secondary servicesand information;and,  OffersWest CoastDHB an Application Service Provider(ASP) opportunity to non-WestCoastDHB Primary practitioners. This projecthasbeen named asthe Primary Integration –System Managementproject,orPrISM”(ProjectDefinitionReportforPrISM, 2004, p.3). The projectcoveredfacilitiesthe lengthandbreadth of the WestCoast andinvolvedfourphases,the first three of whichwere situated aroundthe South WestlandAreaPractice (SWAP).Phase four encompassedthe restof the WestCoast area. It alsoconsistedof enhancingthe Information Technologyexperience forWCDHBusersinthe primarypractices. 1. Encompassesthe Primary Practices within the WestCoast region.My understandingof thiswasthatthe projectwas notdesignedtostopwithSWAP. SWAPwas the ideal testingareabecause itwasa “greenfield”,andhadhadno networkaccess.Thismeantthat I didnothave to overcome anyexisting networkinfrastructure problemsanduserscouldbe trainedinbestpractice for Medtech.Furthermore, anynetworkaccesswouldbe beneficialforthemas theyhad nothad any before.Once phase three wascompleted,we couldoffer reliable networkconnectivitytoall of our primarypractices.
  20. 20. 19 2. Reliabilityof networkaccesswascritical as the primarypracticesneedtoaccess patientinformationall the time.Theyneededthe same accessassomeone workingoutof the mainhospitals:accesstoMSOffice,email, networkshares etc.This projectwasabout bringingequal computer/ICTservicestoall employees,onsite oroffsite. 3. Integrationbetweenhospitalsand GP practices. Information-sharingsothat GPs and hospital doctorshadaccessto the same data.This was an important steptowardsmaintainingonlyone patientrecord.One patientrecordwas importantto the WCDHB because itensuredthatanypatientinformation collectedatone of the siteswasinstantlyavailableatthe others.InSWAP,this had beenaproblemas the same patientcouldappearat a differentclinicthe nextday. 4. OfferingApplicationsas a Service (or Software as a Service).ByusingCITRIX, we were able toofferdifferentapplicationstoremote sitesandotherbusiness entitiesexternaltothe WCDHB. The advantage of thiswas that I wasable to maintainthe software centrally,asshowninphase three networkdiagram.It removedthe needtotravel toeverysite toperformupdatesandupgrades. CITRIXalsoprovidedaccessto betterdisasterrecovery,bybeingintegratedinto the WCDHB backupsystem. Finally, itprovideddatasecuritybecause no informationwasbeingstoredon the devices.All patientdatastoredonitas it was storedcentrally. Insome aspectsthisissimilartorunningcloudservices,we were hostingservicesonourLocal AreaNetwork(LAN) forotherstoaccess over our Wide AreaNetwork(WAN) andExtranet.
  21. 21. 20 6.3 Phaseone I was employednearthe endof thisphase.All the approvalshadbeengivenbythe WCDHB, for AdrianHendry(CIO) toproceedwiththe PrISMProject, afterpresentations to boththe Executive ManagementTeamandthe Board.The “ProjectDefinitionReport” outlinedwhatwastobe done and when (Hendry,2004). Phase one involvedgatheringresources:the constructionof atestnetworkto test/demonstrate the feasibilityanddurabilityof the system.The approvedplan was: As I wasnewto thisjobthe CIO and projectmanagerassignedjobstome duringthis earlyphase.Inthese initial stagesIdidnothave a copyof the planmyself.However,asI grewintomy role,Isoughtout a copy of the planso that I:  CouldpushaheadwhenIhad time.  Couldquestionthe plan.  Couldaddto the plan.  Couldsuggestrelevanttimeframes. Thismeantthat lesstime wastedwaitingforotherstoassignme tasks.It alsomeant that I startedtakingcharge of my role. 6.3.1 Assemble test network For the firstweekIassembledhardware inthe laboratory.Ibeganwiththe database serverhardware, whichwassomethingthatI hadneverdone before.The hardware had alreadybeenselectedbythe DHB hardware technicians;myjobwasto assemble itandput it ontothe testnetwork. The hardware was: Server Name PrISMDatasrv Function Database/Medtech Hardware HP DL 380 G3, 2xIntel X3.6Ghz 1MBL2, 2GB RAM, 2x72GB 15k rpm hdd, 2xGbit network connections. Test CITRIX server Software Win 2003 Enterprise Server, CITRIX Presentation Server 3.0, Major application:Medtech 32, Borland Interbase Install and configure pilot hardware. Install and configure pilot software. Test pilot network.
  22. 22. 21 At thistime, Iwas ina room by myself and,toa certainextent,strugglingwithalotof newconcepts.Iwas part way throughmydiplomainICT butI was rapidlyfindingout that there wasa lot of gaps inmy knowledge.Idecidedthatthe onlywaytolearnwas to ask questions.Sometimesthese questionsseemeddumb,somethingthateveryone else knewbutI didnot. It mayhave beena technical termsuchas SAAS(Software asa Service) oraskinghowto testa network.The firsttime Iwas askedtotest if the network betweenourtestlabandour WCDHB LAN,I hadno ideaaboutPing,Tracert and NSlookupsoIhad to ask.In the processthe networkadministratorstartedtoteachme aboutActive Directory,DHCPand DNSand whatan IPaddresswas.So I learned tolisten to the answersandlearnfrom them. As I wasa newbie,whenIasked whatI shouldname the database server,the answerwas“whatever youwant”. So I namedit “PrISMDatasrv”,whichwas later pointedoutdidnotconformto our servernamingpolicy.However,that name stuck forthe nextseven years.I learned acouple of things fromthis: 1. Find out what current policies arebefore proceeding i.e. what was the IT departments’ namingpolicy for servers. 2. Once a server is named and deployed on a network, it is difficultto change, so be very careful to use the correct namingpolicy. Aftera weekthe database serverwasbuiltandthe Medtechdatabase wasinstalledon it.At that time MedtechusedInterbase asitsback end.Duringtesting,we usedablank database,butas the SWAP (SouthWestlandAreaPractice) wassetup,Ihad to liaise withMedtech32 expertsandthe practice managerfor SWAP. 6.3.2 Citrix Server Install As part of the initial testsetupI also had to buildatestCitrix serverandset up the Wyse 1200le terminalstowork on our network. CITRIXor XenApp,asit isknownnow is a way of supplyingacentrallymanaged distributionof dataandapplicationsso that userscan access themfrom anywhere,usingMicrosoft’sTerminal Services(RDP) andCITRIX’sXenApp (Citrix XenAppDefinition,2015).
  23. 23. 22 OthertermsassociatedwithCITRIXare “Software asa Service”and“Application Virtualisation”. The advantagesof CITRIX forthe WCDHB were:  No patientdatastoredonsite.  Centrallymanageddataandapplicationdeployment.  Ease of hardware replacementincase of fault.  Low bandwidthusage onnetwork.  Multiple useraccesstoApplicationsonCITRIXservers.  Easierto provide supporttomultiple sites. The Citrix install wasastandard install butIhad to readthe how-todocumentsand observe installationworkdone bythe Citrix gurutocheck how he did the install.ThenI was able topractice an install bymyself ona testserver,a2003 Windowsserver.I watchedas one of the ServerAdministrators complete aninstall,thenhe hadme complete an install while he watchedandcorrectedmymistakes. Our terminalswere Wyse terminalsandhadtoboot off a Linux TFTPserver.Thiswas set up byour systemsadministrator.Ifounditveryinterestinglearningthe Linux commands fromhim,especiallyownership,andprivilegesonfilesandfolders(chownandchmod). Our personal computers(fatclients) hadtohave a CITRIXclientinstalledtorunour publisheddesktop. Laterwe changedtousingthe CITRIX webinterface asthisprovided easieraccessforour customers.All theyneededtodowas accessthe WCDHBs intranet and clickon a link. 6.3.3 Medtech on CITRIX NextIhad to install the Medtechclientonthe CITRIXserverandtestout the application (FlannaganT.W., 2010). Thisis where the interestingpartbegan.Inow had mytest networksetupwith a database server(PrISMDatasrv),aCITRIXserver(coastcxt1) anda pc withthe CITRIX clientinstalled.Thiswasall done withinthe firsttwoweeksof myemployment,andwas a stage of rapidlearningforme.I had to asklotsof questionsof the othertechnicians, especiallyaroundCITRIXand Medtech32 as I hadneverencounteredtheseapplications before.Icarrieda notebookwithme atall timesandnoteddownanyproceduresor installsthatIobserved. It was withgreatexcitementandtrepidationthat Idouble clickedonthe Medtech icon firsttime. Unfortunately, itdidnotworkas I had not usedthe correct Medtechclient install;Ineededtoalsoinstall the Borlanddatabase andpointittoa shareddrive,to make it possible forthe servertoaccessthe database serverandso that updatestothat folderstructure were onlyperformedinone place.Afterthiswasdone,Istarted Medtechwithno problemsanditworked.Ithen learned aboutthe mt32.ini file and
  24. 24. 23 howit couldbe usedto add optionsfordifferentdatabasesonthe same logon.See an example fromthe mt32.ini file below: “[DB0.PARAMS] SERVERNAME=prismdatasrv:C:MT32DATASouthWestland.IB” 6.3.4 Medtech license Duringthisphase the MedtechDatabase serverkeptlockingusersout,aswe onlyhad one license fortesting.Ihadto ringup Medtech,runtheirpasswordresetprogram, whichproduceda code to whichtheywouldproduce anothercode thatneededtobe inputtedtothe passwordresetprogram.Thenwe couldcontinue testing. However, I couldnot figure outwhatwe were doingthatwas locking outthe licenses.Ireported thisto my manageras a potential showstopperforthe project.He thenaskedme toput all my effortsintofindingoutwhatwascausingthe lock outs. I thoughtthe firstplace to start my researchwouldbe toread our EndUser License Agreement(EULA),sothatI couldworkout if we were operatingwithinthe termsof our agreement.Itwasthenthat I discoveredthat Medtechhadnotgivenusa EULA, whichis normallypartof the install process. I calledthe Medtechhelpline,explainedthatwe hada testagreementwiththemand askedforthe EULA. I was thenaskedwhyIwantedit,to whichI explainedthatwe were runningtestsanddidnot wantto break ourlicence agreement,therefore we neededto knowwhatthe agreementwas.Iwastoldthat the EULA wasproprietaryandcouldnot be released.Itriedtoexplainhowunreasonable thiswas,asbothpartiestoa licence agreementneededtoknowwhattheywere signingupfor.Thiswasnotreceivedwell. My nextportof call was our account manager,who,aftermuch discussionsaidthe same thing.I hadreachedthe endof my influence inthe companysoI updatedmymanager; he assignedthe SystemsAdministratortodeal with Medtechandaskedme to testthe Medtechlicensestothe limitandreportbackto himwithintwodays. I came upwitha plan of action,usingsome simple problemsolvingtechniques,Ihad learnedworkingforNZRail andas a managerat the Grey DistrictCouncil Aquatic Centre.
  25. 25. 24 6.3.5 Continuetesting and observewhat was causing licenselock outs My firststepwasto developatheoryof probable cause andthentestthat theory.Ihad observedthatthe lockoutsoccurredonlywhenwe were loggedonto Medtech.Thisled me to thinkthat itwas eitherauser logonissue or a machine name issue,ora combinationof both.I choose to testinthe followingorder:Users,then Computername,thenacombinationof both. My firsttheorywasthat the lockoutmightbe causedby differentusersaccessing Medtech from the same computer. To testthistheory,I createdseveral testusersand usedthemto logonfromthe same computer checkingaftereachone for a license lock.No lockoutshappened. I thendevelopedanothertheorythatthe problem mightbe hardware based.My firststepwas to buildanothercomputer;thiswasbefore we had VMware.I thentriedtologonto Medtechfrom bothcomputers.Once I triedthe logonfromthe secondcomputer,the license lockoccurred. I thenresetlockout(run Medtechlicense reset program,call Medtechgive themthe number generatedandinputthe numbergivenback) and repeatedthe test. Thisledme tothinkthat the license mightbe basedonone of three things:IP address,MACaddressor clientname. I decidedtotestthe clientname firstasit wasthe easiesttotestandeliminate.During thisprocessI lookedforthe easiestwaytochange a clientname andfoundfromreading the forumsat http://discussions.citrix.com,thatyoucouldchange clientnamesusing the CITRIX webclient.ThatwayI couldaccessthe testenvironmentfromone computer and emulate adifferentcomputername eachtime.Thissavedbe alotof troubleshootingtime later.Thisalsoenabledme toemulate the license violationusing onlyone device.WhenIchangedthe clientname andaccessed Medtech,the lockout occurred. ThenI startedto try and findouthowthe Medtechlicense resetprogramworked.I noticedthateverymorningthe license wasreset,evenif Ileftthe license locked overnight.
  26. 26. 25 To findoutwhat time the resethappened,Iinitiatedalicenselockthensimulated differenttimesthroughoutthe eveningbychangingthe testcomputersclockandtesting for a reset.Ifoundthat the licenseswere resetat11:59 pmeach evening. I thendocumentedall of myfindingsformymeetingwith Medtech.Duringthismeeting withthe Chief InformationOffice,SystemAdministratorandthe General Managerof Software Development,Ideliveredmyfindings.The GMfrom Medtech wassurprised abouthow muchwe had foundout abouthislicenses.He alsoagreedtogive usa copy of the EULA so that we didnot breakour agreement. The Medtech licensesare supposedtoworkthe followingway:eachcomputeris licensedaswell aseachuserand eachdatabase that theyuse.Forexample,Iasan administratorcouldlogonontoall of our Medtechdatabases(testandproduction) from my computer.The license feeincludedafee formycomputer,a fee formylogon (username) andafee timestwoforthe two databasesIhad accessto. Potential showstopperaverted,we nowneededtoensure thatwe hadenoughlicenses to accommodate the numberof devicesthatwouldbe using Medtech. Thisscenarioboostedmyconfidence inmyabilitytoproblemsolve asIhadworked throughthisissue bymyself.Igainedagoodknowledge of how Medtech worked,how to install itandhowto access across CITRIX.I learned thatI couldemulate different computersbyjustusingthe CITRIX clients,whichsavedme time inthe nextphases. I alsolearned thatwhensomeone saysno,askthe whyquestion.Sometimesyouneed your managerto intervene,usinghisconnectionsandauthoritytogetanswersforyou.I learnedthatyoucan get a companyto change its policies.Ittakeseffortandthe ability to influenceothers;inthiscase,Ihad to convince the executivesat Medtechthatit was goodfor theirbusiness.Iprovidedfeedbacktomymanagerand Medtechina way that was challengingandbeneficialtoboththemandus. The processbehindthischange can be summarizedasfollows:  Highlightedthe issuethat Medtechcustomersneededtosightthe EndUser License Agreement(EULA) before theycanagree to it.  Advocatedthe needforchange toappropriate people andfoundoutwhothose people were.Ididthisthroughmymanagerand we alsoaskedquestionstofind out whothe right persontoapproach inside Medtech.  Got all partiestogethertohave an opendiscussion,outliningourconcernsand listeningtotheirresponse.  Providedfeedbackonhowthe installationprocesswasworkingforus. At that meetingIneededtoassure the people from Medtechthatthe reasonwe needed to know the EULA wasso that we didnot breakit.I learnedthatyoucan influence companiesfromthe outside butyouneedtohave done yourresearchandhave the abilitytodiscussthe problemsopenly.
  27. 27. 26 Medtechnowlistsitstermsand conditionsonitswebpage;these were notpreviously available (MedtechSupport,n.d.). 6.3.6 Super User Test of Medtech Once Medtechwas installedonthe testhardware,Iaskedone of the practice administratorstocome to the hospital andtestthe program; althoughIhad testedit already,aswe neededanexpertinthe Medtechsoftware totestitagain. The hardware that was usedwas exactlythe same hardware thatwas goingto be installedatHarihari.We wantedtoemulate exactlywhatwasgoingtohappenat the primarysiteswithbothhardware andthe internal settingsof the software. The teststhat the practice administratorranwere standard Medtech testsfrom Medtech.She alsostartedto customize the software toWCDHBstandards. It was importanttohave buyin fromthe major practicesalreadyusing Medtech, because theywouldbe nextinthe changeoverprocess.Thiswasawayboth of getting theminvolvedearly,andmakingsure thatthe systemwasworkingfromthe customer’s pointof view.Anadministratorfromapractice who alreadyhadexperience using Medtechenhancedouttesting,asshe knew more abouthow the applicationshouldbe working. I learned the importance of havingamultiple userstest.  The more eyesonthe testthe betterthe chancesare of problemsbeing discovered.  Sometimesyouneedtogetanexpertintohelpbut youmustpick yourexpert carefully.  Good communicationsisessential.  Lastly,whenyousignsomethingoff,youare sayingyouhave done yourjob, make sure that you have.Signoff wasa conditionputonus by the project oversight. The testerhavingsigneditoff asworking,we couldthenproceedto installationatthe testsite. 6.3.7 Install pilot hardware and test in lab The hardware chosenwas, HP3030 MFC, Wyse 1200le terminal anda Powerware UPS. The HP MFC was chosenforthe followingreasons:  We alreadyhada supportagreementforHP printersanda HP3030 MFC was not onlya printerbuta scanner,copierand fax.  The Wyse terminalswere alreadybeingusedatthe WCDHB so I researchedthe specificationsonthe Wyse site andthiswasthe highestspecificationsatthe time.Wyse wascertifiedbyCITRIX
  28. 28. 27  The UPS choice wasnot mine butwasmade in conjunctionwithourMedical Equipmenttechnicianashe wasresponsible everypowerdeviceonsiteand theirtesting.He recommendedthisUPS.  For all of these devices,costwasalsoa factor. The CIO hadfinal signoff sothat we remainedwithinourbudget. To get the Wyse terminalstobooton our network,Ihadto configure ourDynamicHost ConfigurationProtocol (DHCP)servertopointtoour Trivial File TransferProtocol Server (TFTP).Thiswasdone by configuringthe followingoptionsforthatgroup:66, Boot ServerHostName;67 Bootfile Name. Thiswas an area where Ihad noknowledge,soIspenta dayworkingwithtwoother technicians,one of whomwasincharge of our Active Directoryand the otherwasin charge of our CITRIXserverfarm.I learnedbyobservingandaskingquestions,thenby doingthe changesmyself.Idevelopedphilosophiesof “itisokayto ask questions”and “the onlydumbquestionisthe one youdon’task”. I am sure that the othertechnicians workingwithme gotsick of my questionsbutIpersisteduntilIgotthe answersI needed to continue.Ialsoknowthat sayingthankyoualwaysworks. 6.3.8 Management meeting for approval to move to phase two The CIO arrangedfor me to attenda meetingwiththe CEOand all seniormanagersof the DHB, to explainmyprogresswiththe PrISMProject. At thismeeting,Iexplainedthe PrISMtestsystem, thatithad now beenbuiltandthat the hardware and software hadbeenthoroughlytested.We hadreceivedsignoff from a current Medtechpractice administrator. We nowhad a complete systemthatwasreadyto be implementedintothe pilotsite, Harihari. Staff onsite wouldnotonlygetaccessto the Medtechprogram butwouldalsobe connectedtothe WCDHB intranetandreceive the same accessasstaff onsite at the Grey Base Hospital.Thiswouldhelpstaff atthe remote sitesfeel more connected. I had twopotential showstoppers:the licenselockoutsthatIhadsolvedandthe speed of scanningdocumentsoverthe WAN,whichwassoslow thatit was unusable.LaterI foundthat thiswasdue to the size of our broadbandconnectionstothe SWAPsitesand the size of the filesscanned.Iexplainedthatwhilethiswasnotan issue now,itwould become more of a problem inPhase Four,as those practicesusedscanningextensively on the oldserverarchitecture.Thishadnotbeenpickedupinthe original plan.Ilearned that plansare livingdocumentsandneedtobe adjustedconstantly.Thisadjustment involvesconsultationwithstakeholders.Inessence,noone duringthe planningstage of the projecthad thoughtto askabout scanning,until Iwasemployedandstartedasking questions.
  29. 29. 28 At thismeetingIwasquestionedatlengthbythe CEO, onthe roadblocksandhow I plannedtoovercome them.Iwasalsoaskedto explainhow PrISMworkedinlaymen’s terms.I had to admitthat I didnotknowthe answersto a lot of the questionsandfound it verydifficulttodumbdownmyexplanations.WhenIleftthe meeting,the CIOtook me aside and toldme that itwas okayto say “I don’tknow”to the questions,butI neededfollowitupwith“butI will findoutandgetback to you”. Thisissomething that I teachmy studentstoday.Ialso learnedalwaystoprepare formeetings,sothatI do not getcaught out. I try andanticipate whatquestionswill be askedof me.Boththe CIOand I were questionedonourprogresssofar and whatour planswere as we moved forward.I foundthatsome managershad notread the planso I had to explainitto them.The nextmeeting, IattendedIwasprepared:Imanagedtoanswermost of the questionsandIpromisedtogetback to questionerswhohadqueriesIcouldnot immediatelyanswer.AtfirstIfoundthe questioningdaunting,butI learned thatthe questionswere notapersonal attack;theywere ratheraboutsharinginformation, providingclarity,andseekingunderstanding. Afterthe questions,the seniormanagement teamagreedforthe projecttoproceedto Phase Two. Phase one wascompletedon1 November2004.
  30. 30. 29 6.4 Phasetwo 6.4.1 Test site selection Nowthat we had a workingsolutioninthe testenvironment,we neededtochoose a testsite.The choice wasbetweenHarihari and Whataroa.I chose Harihari in consultationwiththe projectadvisoryboard, for the followingreasons: 1. It was withinanhour’sdrive of the hospital 2. The Rural Nurse Specialist(RNS) had some fundamental computerskillsandwasverypositive towardsthe PrISM project. 3. The RNS was keentohave computeraccessat work. A connectionwasinstalledviathe Telecomone office PON 128(Private Office Network). The devicesinstalledonsite were:  The Telecomrouter  Wyse le1200 terminal  HP 3020 MFC  Powerware UPS The hardware and software configurationwasexactlythe same asthose testedinthe laboratory. A tripto the Harihari clinicwasessential formyplanning, as I had not previouslybeentothe clinicandI also neededtomeetthe RNS.Aspart of my plan,I neededto knowthe layoutof the clinic,aswell aswhatand how much materialsIwouldneedforthe installation.Ialso neededtoknowthe preferencesof the RNSwithregardsto the placementof the equipment,andIneededtodevelopa rapport withher. I arrangeda daytrip to install the equipmenthavingestablishedwiththe RNSwhatwas required.Ialsohadto schedule ourSystemsAdministratorandCitrix Administratorto be on standbyif needed.The installwentwithoutahitch;itconsistedof connectingthe printer,terminal andUPS(uninterruptible powersupply) tothe Ethernetportsonthe telecomrouter.Inotedthatthere was onlyone spare port,so only4 devicescouldbe connectedatonce,usingthisconfiguration.Tofuture proof this,Irecommendedthat Visit Site take measurments and observe layout Find out what materials are needed. talk with RNS about their expectations Order material Installation
  31. 31. 30 we install anetworkswitchandpatch panel asshownlater.Thiswouldallow more than fourdevicestobe connectedtothe WCHDB WAN. Pingtestsback to GreyBase Hospital were approximately40ms; thiswhatwas acceptable forour WAN. The WCDHB Active directoryneededtohave anew setof organizationunitssetforthe SouthWestlandareapractice readyto be activatedonce the installationwascomplete and readyto be tested.Here are some replicasof whatAD and DHCPused to looklike. 6.4.2 Change management I wouldlike totake the time here tomentionchange management.The DHBhad a robustchange managementprocedure,andall the changesthatI made on anyof the productionsystemshadtobe approvedthroughthischange managementprocess.The DHB change managementhasthe followingsteps. 1. Request for change a. What was being changed? b. Why itwas being changed? c. Who was requesting the change? d. Other details such as dateof request? 2. Pre Change a. Who and what is affected by the change? b. Have they been consulted? c. When will thechange take placeand is there any conflictingevents on that day? d. How longwill the change take to implement? e. Have backups been done prior to the change? f. What is the fall back plan? g. Create a change check listof task for the change h. Will additional staff trainingberequired due to the change? i. What is the trainingplan? 3. Approved/Denied?
  32. 32. 31 4. Change a. Perform backups b. Complete tasks and check off the list.Note any unforeseen issues. c. Test that system is working d. Notify relevant parties that system is back up 5. Post Change a. Were there any unforeseen issues? b. What could have been done better next time? c. Sign off change by tech and customer Change managementisaveryimportantprocess.Ihave learned thathavingan understandingof howthe customerinteractswiththe systemiscritical.Without communicatingwiththe customer,Ireallydonotknow whatwoulddisrupttheirwork. An example of thiswaswhenIfirststarteddoingupdatestoCITRIX.Ithoughtthat Fridayeveningswouldbe the besttime tocarry outthe procedure.Followingthe Change ManagementProcess,however,throughconsultationwiththe Emergency DepartmentManagerat the DHB, I foundthatFridayand Saturdaynightswere their busiesttimesandtheyneededthe systemupandrunning.Theirquietestnightwasa Thursday,so anychangesto theirsystemshadto be done on a Thursdaynightbetween 9 pm – 6am. I have learned thatit isalwaysbeneficial todiscusschangeswiththe customers. 6.4.2.1 Training Havinginstalledthe equipment,Ithenspentmostof the daytrainingthe staff member on howto logon,use email,anduse Medtech.Thishelpedtodevelopagoodworking relationshipwithournewPrISMchampion.The RNSand I became strongwork colleaguesoverthe nextfew years. The nextcouple of weekswere spentallowingthe RNStogetusedto the system.She was justhappyto have any accessto the outside worldviathe Internet.Iarrangedthat she shouldspendtime withone of ourother Medtechusersso thatshe couldgetused to the newsoftware. Medtechwasstill onlyinstalledwithatestdatabase sothat SWAP staff couldgetusedto usingit. At the endof phase one itwas plannedtodoan exportoutof our communityhealth database,sothat the SWAP practiceswouldnothave toentermanuallyeverypatient’s basicdetails.IopposedthisasI thoughtitwouldleadtoa lotof unnecessarydatabeing put intothe database that wasnot actuallyassociatedwiththe SouthWestlandArea Practice. Nevertheless, the full importtookplace,andlaterinphase four,we neededto employanadministratorforthe SWAPto cleanupand remove the unwanteddata.This was essentialforconfidentialityreasons.Patientswhohadneverbeenseeninthe SWAP may have had theirdataseenbymedical practitionersnotassociatedwiththem.
  33. 33. 32 There wasalso an effectonthe speedof accessand size of the database files.Itis alwaysbestpractice to try andmaintaincleandata. It wouldhave beenbettertoletthe nursesenterthe patientinformation;theywould have ensuredthatonlythe currentpatientfileswere loadedontothe database Phase twowas completed24on24 January2005. 6.4.3 Phasethree authorisation Once approval to proceedtophase three hadbeenreceived,Iorderedthe production hardware.Thisequipmentconsistedof aproductionserver,five Wyse terminals,along withprovisioningfromTelecomfourprivateoffice networkconnections,one eachfor Whataroa, FranzJoseph,Fox andHaast clinics,a potential roadblocksurfacedbecause Telecomcouldnotprovide aconnectionintoHaast. Outstandingissueswere:  Scanning  No TelecomconnectionforHaast  Differentconfigurationof hardware if more thanone terminal wasneeded on site,includingthe recommendationforanetworkswitchandpatch panel. Withthese issuestakenintoconsideration,the advisoryboarddecidedtoproceedonto Phase Three.Iwas chargedwithfindingawayto get the scanningto workand to finda wayto have more thanone terminal onsite,bythe completionof Phase Three.The connectionforHaast wasput on holduntil acost benefitanalysiscouldbe done ona satellite connection.
  34. 34. 33 6.5 Phasethree The nextpart was to orderthe telecommunicationscircuitsforthe restof the SWAP.I didthisin conjunctionwiththe DHB’sSystemAdministrator. The networkdiagrambelowdepictsthe PrISMnetworkforSWAP.The TelecomPrivate Office Networklinkswere PON 128for the SWAPsitesand PON 200 for the connection to Grey Base Hospital.That providedformaximumdatatransferratesof 128 kbpsand 200 kbpsrespectively. An Alcatel routersimilartothe one depictedbelowwasusedateach site.Ithad the followingspecifications:  4 EthernetPorts  10/100 Autosensing At the time I didnotknowmuch aboutIP addressingandsubnetmasks,thoughIhave since learned more aboutitinmy studies.Iwouldnow questionthe use of /24 or 255.255.255.0 inthe practices,because there wouldneverbe 254 devicesateach practice. It wouldhave beenmore efficienttouse asubnetmaskof /27 or 255.255.255.224, whichwouldhave givenamaximumof 30 devicesateachpractice, thiswouldremove the collisionsandslownesscausedbyhavingtobroadcastto all 254 addresses. Usingthis formula𝟐 𝒏 − 𝟐,where n= the numberof binarydigitsavailableforthe hostidentifier. The numberof hostidentifiersavailable is32– 27 = 5. Therefore, the calculationis 𝟐 𝟓 − 𝟐 = 𝟑𝟎 As of todayeach SWAPhas a maximumof 10 devicespluggedin.
  35. 35. 34 To acquire an understandingof whatwasneededforeachinstallation,Iplannedsite visits.Duringthese visits,Irealizedthatwe were goingtohave to install aswitchcabinet complete withpatchpanel andswitchtoallow forexpansionof the sites.I putthis proposal tothe CIOat one of our projectmeetingsandhe agreedtoadd these tothe budget.The cabinetswere similartothe one shownbelow: Thisenabledthe sitestobe future proofedforexpansion. 6.5.1 Whataroa The secondSWAPsite I installed wasWhataroa.I followedthe same planIusedforHarihari. Thiswas the base site forthe General Practitioner.I had to install all the equipment,all the necessarycabling and outlets.Iusedthe cablingskillsthatIgainedwhen workingforNewZealandRail andat NZ PostOffice.Iwas the sole personincharge at thissite.Iwantedthe installationtobe tidyandsafe as itwas a lotfurtheraway frombase.Anywiringfaults wouldbe hard to diagnose remotelyanditwasgoodto have all the networkequipment lockedawayfromthe customers. I wireduptwo rooms,the rural nurse specialist’s room andthe GP’sroom. In each room,I wiredintwo extranetworkports.Atthe requestof the rural nurse specialist,Iinstalledthe printerintothe GP’sconsultationroom. Visit Site take measurments and observe layout Find out what materials are needed. talk with RNS about their expectations Order material Installation
  36. 36. 35 Thistook a soliddayof work. The processinvolvedrunningcablesinthe ceilingcavity and inside the walls,installingoutletpoints,creatingEthernetpatchcables.Ialso mountedthe switchcabinetonthe wall andterminatedall cabling andpatchleads.At the endof the day,I testedthat all deviceswere workingonthe network.This procedure issimple inaCITRIXenvironment,andhadalreadybeenthroughthe testlab. All I neededtodowasto plugthe devicesin,have the systemsadministratoractivate theirDHCP scope,testthattheygaineda networkaddressandthat a usercouldlogon to the network,logonto Medtech,andaccess theiremailsandrelevantfile shares.This testingprocedure wasusedforall the followinginstallations.BeforeIwentonsite I testedthatI couldpingthe Telecomrouterat that site tomake sure that the Telecom PON circuitwas setup correctly.If not,I contactedTelecomforthemto rectify.Testing inthe terminal services/CITRIXenvironmentissimple.Forthe terminalsItestedthatthe userand I couldlogon;to testthe printer,Iprinteda documentfromthe terminal. I alsogave the rural nurse specialistbasictrainingonhow tologonand into Medtech32; howto browse the Internetandsendanemail. Thisinstallationwasapleasure asthe Rural Nurse Specialistwasonsite formostof the day andcould be consultedaboutwhere the equipmentshouldbe installed.The testing wentwell withnoproblems. 6.5.2 Franz Joseph and Fox Glacier The Franz Joseph clinicinstall wassimilar to Whataroa and wentwell.Itwasat the Fox clinicthat I wasto have major problemsand learned the mostabout customerservice. Firstly, the RNSat Fox was totallyagainst the use of computers. Furthermore,the clinicwastinyincomparisonto the other clinics,atabout 6m x 10m. The Fox Clinic install wasmybiggestchallengeof Phase Three. WhenI arrivedat the clinicthere wasa note from the RNSapologizingfornotbeing there butsayingto go aheadwiththe install.The equipmentwasinstalledandnoextra networkportsor cablingwere needed.The onlydifficultyIhadwasfindingaplace to install the multifunctioncentre.The onlyplace itcouldgowason the RNS’sdesk.I tried to contact herbefore doingthisbut she was outof cell phone range. Afterthe installationwascompletedI,waitedforawhile,hopingcatchthe RNSbut this provedimpossible.Ileftanote for her.I calledfromFranzJosephtocheck how they were copingwiththe newequipment,onlyto receive acall froman irate RNS at Franz Joseph,whowasunhappywiththe installation.Ihadtwochoices:
  37. 37. 36 1. Continue home,letmymanagerknow whathadhappenedanddeal withitin the morningaftershe had time tocool down. 2. Headback to Fox andtry and sort the problemoutforthe customer. I chose to do the latter.WhenI arrivedI,was expectingtohave to calmthe customer down,butthe firstthingthatshe didwas to apologize forthe wayshe hadspokenon the phone.Iacceptedher apologyandasked whatI coulddo to make the situation better.She wantedthe installationremovedall together,butIexplainedthiswasnot possible.Icouldhoweverremovethe printeruntil we couldgetashelf builtforit.She agreedto thisandwe startedto planhow the installationcouldbe done bettertosuit herneeds.We agreednotto install the printeratthat momentandfor herto take some time to decide where all the equipmentshouldbe installedbutinthe end,she agreedto leave everythingwhere itwas,exceptforthe printer.Latershe contactedme andasked if she couldhave anotherterminal inthe doctor’sroomand that if the printercouldalso be put inthat room. She hadbegunto see the benefitshercolleagueswere enjoying fromthe system. What didI learnfromthis?I learned toalwayshave the customerthere toapprove any installationsthatIdo. If thisis notpossible,ameetingshouldbe heldwithpersonatthe site,notjusttheirmanager.Alwaystake intoaccountwhatthe customerwouldlike,and if thiscannot be supplied,explainwhyandlookfora compromise.Ialso learned thatit isbestto front upwhenyouhave an angry/upsetcustomer. WhenI got back to workthe nextmorning,Ihad to explaintothe CIOand the rural nurse managerwhathad happenedandwhythe installationwasnotcompletedon time.Theywere thankful thatItookthe time to come up witha resolutiononthe spot. It was onlya monthlaterthat I wasback, at the requestof the RNS at Fox Glacierto install,the multi-functioncentre onthe shelf. 6.5.2.1 Training Havingcompletedthe installations,Iarrangedfora Medtech32 trainerto come to Greymouthandfor the appropriate people toattendtraining.Iarranged twosessions overa weeksoall the nursesreceivedtraining.Ialsoaskedtheirdirectmanagersto attendand managedtoget some of the nursesinvolvedinphase fourtoattend.As there wasnowa sense thatI wasthe Medtechperson,Ihad to learnsomethingtoosoI arrangedtrainingformyself. I neededtodirectthe customerstothe real experts,soI decidedtodevelopagood rapport withthe practice managersof our two major Medtech32 sites,Greymouth Medical Centre andBullerMedical.Thiswasa tactical decisionthathelpedimmensely withthe phase fourimplementations.Italsohelped the customersinthe SWAP;when theyhad a questionIcouldreferthemtoone of the practice managers.It wasthe practice managerfrom Bullerwhonoticedall the extradatathat we hadput in tothe SWAP Medtech32 database fromour Communitysystem.She suggestedthatwe didnot needall of it andset upa processof cleaningthe data.
  38. 38. 37 6.5.3 Phasefour authorisation The advisoryboardwas informedthatwe hadcompletedthe installationsatall of the sitesinthe SWAP,apart fromHaast. At Haast, we were waitingfora satellitelinktobe installedatthe school andthe SystemsAdministratorhadsuggestedthatwe piggyback off that. Thiswasat leastsix monthsaway. The scanningof documentswasnotan urgentmatterfor the SWAPbut wouldbecome one for the establishedpractices.IhadinvestigatedaproductfromRiverbed TechnologycalledRiverbed. (RiverbedenhancedsupportforCitrix XenDesktopVirtual DesktopSolutions,n.d.).Thisproductusescompressionalgorithmstocompress and prioritize IndependentComputingArchitecture (ica) communicationsoverthe wide area network (WAN).Iwasinstructedtoorganize atrial betweenGreymouthandWestport. I informedthe advisoryboardthatwe haddone our bestto tailorour installationsto suitthe needsof eachcustomerand that if we proceededtophase fourthe installations wouldbe more complex astheywere existingsites; nevertheless, thatIbelievedthatI couldcomplete them.Ialsoaskedforextraman powertochange overthe existingsites. At thisstage the board startedto talkabout possible add-onstothe PrISMproject,such as Dental PrISM.This wouldextendthe networktocoverall the dental clinicsinschools. The CIO whowas alsothe projectleaderstoodhisgroundand saidno.The waythat he handledthiswasa real lessonforme.He explainedtothemthat‘scope creep’could derail the project.Ihad no ideawhatscope creepwasso I lookeditup. Scopecreep refers to a projectthat hasseen its originalgoalsexpand whileit's in progress.Asthe term suggests,scopecreep is a subtleprocessthatstartswith small adjustmentsand endsup resulting in projectsthattakefar longerto completeor even fail beforethey are finished.Even if the projectis completed, scopecreep can result in finaldeliverables thatlooknothing like whatwas originally envisioned (Scope Creep,n.d.). The CIO explainedthatthe boardwouldhave toapprove more fundingandan extrafull time equivalent(FTE).He alsosaidthatit wouldbe betterif we completedouroriginal projectto the approvedplan;afterthatwe could start anotherproperlyplannedand approvedprojectfordental PrISM. The board gave the necessaryapproval tomove onto stage four. I learnedalot fromthe CIO at that meeting,includinghow tosayno to your superiors by offeringthem all the alternatives.Bygivingpeopleall the information,theyinvariably make gooddecisions;if youdonot agree withthatdecision,discussitopenlywiththose whomade it. Phase three wascompletedon7 March 2005.
  39. 39. 38 6.6 Phasefour Thisphase involvedchangingoverexistingsitesfromtraditional personal computersto CITRIXorientatedterminalsandinstallingsome brandnew sites. The major challenges were:  Removal of traditional PCsandserversateachexistingsite  GreymouthMedical  BullerMedical  DobsonMedical  Mergingof existingMedtech32databases  BullerandNgakawau  GreymouthMedical andDobsonMedical  Scanningto workoverthe WAN  Newinstallationsat  Karamea  Ngakawau  Blackball  Moana The newinstallationswere the moststraightforwardprocess,asIhad learned fromthe previousphases.Installationsatthe minorsites,Karamea,Ngakawau,Blackballand Moana replicatedthe SWAPprocess,andneednofurtherdiscussion. 6.6.1 Greymouth and Dobson medical For GreymouthMedical andDobsonMedical,Ifacedthree new issuesandone carry overissue,whichwere discussedatthe projectboardlevel: 1.) Buildandput inplace production Medtech Database serverandtwonew CITRIX servers 2.) Two databaseshadto be merged 3.) Refurbishingoldpersonal computerstobe usedinsteadof the Wyse terminals 4.) Documentscanning 6.6.1.1 Merge database Thiswas a businessdecisiondecidedbythe managementboardof the WCDHB but it was ourjob to make ithappen. Followingthe planthatIhad usedforotherinstallations,Idecidedthatthe bestfirst stephere wasto meetwiththe twopractice managersto discusshow to proceedwith the installationsanddatamerge.I hada goodtechnical knowledge of how tomake the physical changes,butIwouldneedspecialistknowledge onthe software anddatabases for the merge to be successful.Atthe meetingwiththe keypeople inthe practices,I discoveredbyobservingthe twopractice managersthatthere wasa lotof verygood
  40. 40. 39 knowledge abouthowtouse Medtech.Itwasagreedthat theywoulddecide how their data was goingtobe merged.Fromthatmeeting,the groupdevisedthe followingplan:  Practice administratorstomeetanddecide whatdatafieldsneedtobe merged,inconsultationwith Medtechdatamergingexpert.  Myself:arrange forthe testdata to be deliveredto Medtechandthe test merge data to be installedonourtestsystem.Practice managerstotest  Liaise withpractice managersandMedtech  Myself:coordinate the changeoverdate andinstallation,liaisewithall participantsasto theirreadiness.Make the go/nogorecommendationto CIO.  Close downof practicesforthe weekend  Accessto sitesforhardware installationand upgrades  Ordernewhardware  Arrange staff availability  Install asmuch hardware as possible atnew GreyMedical site before changeoverday.  Installationweekend  Stopaccess to the two databases.  Compressbothdatabasesanduploadto Medtech.  Downloadmergeddatabasesandinstall.  Call intesterto check.  Installationof hardware atDobsonandmove Grey Medical to new buildings.  Update printerscripts.  Testthat all terminalscouldlogon,access Medtechand print.  Be available forusersupportonMondaymorning.  RegularlyinformCIOof all progress.  SystemAdministrator.  Liaise withTelecomfornetworkupgrade. I learned fromthis,thatitis okayto allow people whoare familiarwiththeirsystemsto planand come up witha solution.Havingabroadgroup of expertsintheirareahelp withthe planningandensuresnothingwill be missed. The practice managersadmittedthattheywere notcomfortable talkingwiththe engineerfrom Medtechwhowasgoingto complete the datamerge.Accordingly,for the firstcouple of teleconferences,Isatinand interpretedforthem.Theytrustedme because of our workingrelationshipinthe otherphaseswhenIhadaskedfortheirhelp on a consultationandtraininglevel.
  41. 41. 40 I had a significantinputintothe waythattestingwastotake place.Aswe now had a complete hardware testlab,Iarrangedfor a testmerge of the data to be done at Medtechand theninstalleditontoourtestdatabase.Ihad the two practice administratorscome intoourtrainingroomand testthe merge. The ‘testers’hada wealthof experience inusing Medtechandalsohada standardtest sheetprovidedby Medtech.Havingthemcome tousto do the testingprovidedthem withan interruption-free environmenttotestandtweakthe merge process.My job here wasto facilitate anenvironmentwheretheycoulddotheirjob.Delegationisaskill I acquiredinmy previousjobasa managerat the AquaticCentre.Thisenablespeople to do whattheyare goodat, usingtheirstrengthstoachieve the organizationsgoals. While the testerswere working,Istartedplanningthe changeover,whichincludedthe physical change of buildingsforGreymouthMedical,the installingof new equipment and the repurposingof olderequipment. 6.6.1.2 Changeover As the newbuildingwasavailableduringthe day,Iarrangeda weekwhere we could have access tothe site toinstall ournetwork.Thisincludedcablingthe site andinstalling a networkcabinetandpatch panel.Iusedexperience frommyNZRail employmentand chose to run and terminate the cablingusingTIA-568B,whichisthe standardfor WCDHB networks (EIA/TIA 568A & 568B Standard,n.d.). Cablingwasrun before the GIBwentup makingiteasiertogetinto the room.All cables were testedandterminated.Severaloutletswere putintoeachroomto accommodate changesinfurniture placement.Ialsohadto liaise withthe electricianstoplace power outletsinthe correct places.Itookon the role of projectmanagerto getour IT equipmentinstalledandworking.Ialsohadthe helpof anothertechniciantorunthe cables. Unfortunately, Idonot nowhave access to the networkplanforthisbuilding. However,itincludedthe same Telecomrouter,acabinetandpatch panel,cabling, terminalsandprintersforfifteenrooms.Itwasa large installation. The networkadministratorconfiguredandinstalledournetworkswitchandarranged for the telephonesystemtobe installed. For changeoverweekendwe hadtotransportall equipmentfromthe oldmedical site to the newsite,theninstall it.Ihadto uploadthe twodatabasesto Medtechand then downloadthe merge,andinstall itonthe database server,asthe merge hadto be done on the mostcurrent data. All thiswouldhave tobe done afterclose of businessonthe Fridayso that the databaseswouldbe closedforuse,withdoctorsnothavinganyaccess to patientdatafor that weekend.Theydidrequireaccessforanyemergencycases however,soIhad to devise aplanto achieve thisif needed.We alsodidnothave a way to copy the databasesquicklyasthere were noportable drivesavailable bigenoughto fitthe databases.I hadto do an Interbase backupandrestore,thencopythenupload the filesto Medtech.Thistookapproximately8hours duringthe testingphase,plus another2 -3 hoursto downloadthe mergedfile.
  42. 42. 41 Basicallywe didnothave enoughtime intwodaysto achieve this.We therefore hada meetingof ourchangeovercommitteeatwhichIpresentedthe followingplan:
  43. 43. 42 Time Thursday Friday Saturday Sunday Monday 12:00 a.m. 1:00 a.m. 2:00 a.m. 3:00 a.m. 4:00 a.m. 5:00 a.m. 6:00 a.m. 7:00 a.m. 8:00 a.m. 9:00 a.m. 10:00 a.m. 11:00 a.m. 12:00 p.m. 1:00 p.m. 2:00 p.m. 3:00 p.m. Remind Practices to finalise Medtech 4:00 p.m. 5:00 p.m. Finalise medtech (will be moving Greymouth Medical regardless of if merge goes a head) Fall back is to install the 6:00 p.m. 7:00 p.m. 8:00 p.m. 9:00 p.m. 10:00 p.m. 11:00 p.m. 12:00 a.m. Once confirmation that finalise is completed, backup and restore Medtech and send to Medtech for merge. (Tom) Also place a copy of the databases on a laptop for on call doctor. (Tom) Check throughout the evening on progress.(Tom) Check with Medtech that was received okay. Liaise with Adrian (CIO) on go no go depends on the time taken for data to get to medtech (Tom) relocate Greymouth Medical hardware to new building. (Tom and Mark) Update hardware at Dobson to run Thin Station (Tom, Mark and Miles) Medtech to merge data and advise when ready to be downloaded (Medtech) Chase medtech if haven't heard from them on progress. Begin download as soon as possible Update CIO with progress. Go no go decision by CIO for merge of data (Tom, Adrian) Plan to finish as early as possible to catch up on sleep so (Tom) Install download on test system (Tom) Call tester in to complete a full test of the merge (Tester and Medtech) Go or fallback on advice from tester how the test went (Tom, Adrian, tester) Place new database on server and allow access to it (Tom) Test onsite access to WCDHB network and Medtedh (Tom, Mark, Miles) update all relevant scripts (logon, printer) (Tom) Contact CIO on completion (debrief) (Tom) Onsite at Greymouth Medical to help staff with change over and fix any bugs (Tom, Mark) Report on progress to the oversight committee sometime that afternoon (Tom and Adrian) Change over weekend
  44. 44. 43 The meetingtweakedthe plansoall the workwasto be completedafterclose of businessonFriday and before openingof businessonMondaymorning.Thisputa lot of extrapressure andstresson the changeoverprocess.However,Iwasnot allowedtointerruptourcore business,soall the Thursdayworkchangedto Fridayand everythingelse wasmovedtoSaturday.The technicianandI agreedto start workearlyon Saturday.I learned thatthe core businessproductivityisalwaysthe primaryconcern.Nexttime Iwouldpresentmyplanina waythat explainedwhatwouldhappenif thingswentwrongbecause we didnothave enoughtime tocomplete.Inmy original planwe hada contingencyday(Sunday) torecoverif thingswentwrong. The actual changeoverwentquite smoothly,because of the planandthe preparatoryworkthat I did. However, there were some glitches:  It tooklongerto upload/downloadto/fromMedtech.Ouraccesstothe Internetwasslow for some reason.ThismeantthatI had to stay verylate onFridaynight/Saturdaymorning, resultinginme beingtiredatworkthe nextday.  Our testerdidnottestcompletelybefore she signedoff andIgot the okayto go aheadon the Saturdayafternoon.  Thismeantthat a glitchoccurred,asI foundout late on Sunday,whenshe approached me outside of workand saidthat the systemwasnot workingproperly.Atthisstage Ihad had aboutfive hours’sleepoverthe wholeweekendandwas muchstressed.Icontacted the CIO whodecideditwastoo late tochange back andsentme home torest. Inour evaluationafterthe install,Iputforwardthat the testingshouldbe done bymore than one personto avoidthisproblem.Thiswasagreedtobythe CIO. The handoverwentreallywellandthe problemidentifiedbythe testerturnedouttobe something easilyfixedfromwithinthe Medtechapplication.Iarrangedforthe engineertodothat. What I learned fromthisinstallationwasalwaystohave aplan andto check anddouble check othersworkif you are the projectlead.Ialso learned thatsleepisimportantandthatyou needto include sleeptimesinyourplantime sostaff canrefreshthemselves.I learned the needtobe flexible andthinkfasttoovercome problemsorpotential roadblocks.Problemsare solvedone step at a time.I learned howtouse my managerto make toughdecisions,includinghandlinganyfallout. Good communicationamongstthe teamisessential. 6.6.2 Buller medical BullerMedical wasourlargestprimaryhealthsite.The changeoverwassimilartothat at Greymouth Medical exceptthatthissite alreadyhada current WCDHB network,andthe numberof terminals was twenty-two.Sothiswasa much largerpractice.All we hadto do wasinstall some new printers and change overthe database.Usingthe lessonsfromthe GreymouthMedical made change overgo the smoothly.Ialsomanagedto convince the practice managertofinishearlyonthe Fridayso we couldhave the database to Medtechby earlyFridayeveningandhave itback inplace earlyon Saturday. I alsousedThinstationtoconvertoldercomputersinto terminalsthishelpedtospeedupthe changeoverand savedoncost. The networkadministratorwasa ThinstationdevelopersoIcollaboratedwithhimbefore the changeoverdayand we developedandtestedbootdisksforthe BullerMedical computers.
  45. 45. 44 I observedthe testingprocessandthe testerwasalsoincontact with Medtech.Once againwe were on site onthe Monday to testand all wentwell. 6.6.3 PrISM network 6.6.4 Document scanning Thiswas the lastproblemIhad to overcome. Duringthe completionof phase four,Iwasincontact withseveral CITRIXexpertsandItalkedaboutourscanningproblemswiththem.AXON came backto me witha possible solution. 6.6.4.1 Riverbed Thistechnologybasicallyimprovesdatatransmissionspeedsasitdoesnotresendduplicate or redundantdata.It learnscommonpacketsandstoresthemineach device sothat theycan be added to the data packetsat the destinationratherthansentoverthe wire. It storesfilesinthe device sothatonlychangeshave tobe sentover the wire,whenthe documentis modified. It compressesthe datathat issent (HowWAN OptimizationWorks,n.d.). I organisedforAXON tocome and install twodevices,one inGreymouthandone inWestport,so that we couldtestthe speedof scanningoverthe WAN.We had the devicesinstalledforaweekand there wasa markedimprovementof the scanningspeed.The onlyproblemnow wasthe cost.At that time, itwasapproximately$10,000 per unitandwe wouldneed10units.Whenthiswas presentedtothe PrISMboard, itwas rejectedandIwas askedto come up withanotheridea.Icould not finda technical solution,butIdidrecommendthatwe employapersononsite atthe hospital to do the scanning.All siteswouldcourieranydocumentsthatneededtobe scannedtothem.All we neededtofundwasa high-endscanningdevice andanoperator,whichcostaround$32,000 instead of $120,000.

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