Building a Long Term Technology Strategy


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Building a Long Term Technology Strategy

  1. 1. Hide  Harashima  (@hideh)  Baruch  College  CIS  9001:  Informa=on  Systems  for  Managers   April  23,  2012  
  2. 2. I  w   cover  a  prac=cal  case  study  of  how  I  was     ill  able  to  shape  the  role  of  IT  from  being  a  disparate  group  into  being  a  business  enabler.   §  Who?   §  Why?   §  When?   §  What?   §  How?   @hideh,  April  23,  2012  
  3. 3. Who  1990s:  §  Washington  University  in  St.  Louis  §  NY  Medical  College  §  Consul=ng  Firm  (Accenture)  §  CommonMind,  GiSMe  §  Angel=ps,  EarlyBird  Capital  §  1999   @hideh,  April  23,  2012  
  4. 4. Who  2001-­‐2011:  §  Premier  Research  Group   §  Director  Applica=on  Development  –  Create  new  tech   products  for  the  market.   §  Product  Launches  –  clinical  web  portal,  2002,  IVRS,   2003,  Clinical  Trial  Management  System,  2004   §  2004,  the  company  divested  its  clinical  trial  business,   at  which  point  I  became  the  head  of  IT.   §  Acquisi=on  period  (8  over  the  span  of  5  years),   responsible  for  integra=on  of  systems,  processes  and   integra=on  of  culture.   @hideh,  April  23,  2012  
  5. 5. Who  2011+:  §  Return  to  start  up  world  for  product   development  §  The  JAR  Group,  CTO  §  nLy=cs,  CTO,  co-­‐founder    Corporate  CIO  turned  Entrepreneur/CTO     @hideh,  April  23,  2012  
  6. 6.    Tonight,  we’ll  discuss  my  experience  as  a  CIO;  We’ll  talk  about  some  road  blocks  encountered  and  how  we  overcame  them  to  become  a  department  that  led  strategy  versus  one  that  accepted  orders  from  other  departments.     @hideh,  April  23,  2012  
  7. 7. Why?  Informa=on  Technology’s  role  is  to  provide  the  best  technology  and  support  possible  while  s=ll  sa=sfying  customer  needs  and  regulatory  requirements.     @hideh,  April  23,  2012  
  8. 8. Why?  This  answers  the  ques=on  of  WHY  we  exist?  Start  with  the  high  level  purpose,  ensure  everyone  understands  this,  then  we  can  drill  down  with  the  more  tac=cal  ‘what’  and  ‘how’  of  our  department.   @hideh,  April  23,  2012  
  9. 9. Where  were  we  in  2005?  §  At  this  point,  the  company  had  just  divested  business   to  focus  on  the  core  services  of  providing  clinical   research  services  to  Phamarmaceu=cal  companies.    §  The  economy  was  recovering,  and  the  Board  had   pressed  forward  with  an  aggressive  acquisi=on  plan.    §  Board:  “Do  more  with  less.”  By  the  way,  be  global.  §  I  bought  into  that,  and  our  ac=ons  and  budgets   reflected  this.    I  was  not  in  a  posi=on  to  ask  for  more.   @hideh,  April  23,  2012  
  10. 10. Where  were  we  in  2006?  §  500  employees  strong  spread  across  8  physical  loca=ons.     Con=nued  focus  on  providing  the  best  technology  solu=ons  with   what  we  had.      §  Create  an  ac=onable  plan  (Be  proac)ve,  not  reac)ve).   1.  We  needed  a  purpose   2.  We  had  to  break  down  communica=on  barriers   3.  We  needed  an  organiza=onal  structure  that  reflected  our  priori=es     4.  We  needed  bemer  performance  measurements  so  we  can  be   accountable  for  our  strategic  projects  §  At  this  point,  I  could  not  ask  for  any  major  capex  items.    I  felt  that   we  had  to  address  these  4  items  before  evalua=ng  how   technology  capex  can  provide  us  with  a  strategic  advantage  over   our  compe==on.   @hideh,  April  23,  2012  
  11. 11. Key  Learning  #1        Don’t  Underes)mate  the  Value  of  Technology     @hideh,  April  23,  2012  
  12. 12. Technology  Value  Corporate  Unifica)on  CIO’s  today  face  the  same  daun=ng  task  that  I  did  which  is  bringing  about  unifica=on,  to  par=es  with  en=rely  different  sets  of  expecta=ons.  And  in  understanding  these  expecta=ons  -­‐-­‐and  their  significance  -­‐-­‐  the  CIO  takes  on  a  strategic  role  in  the  corpora=on.  He  or  she  becomes  deeply  involved  in  every  aspect  of  the  companys  opera=ons  and  always  has  an  eye  out  to  do  things  in  the  most  cost-­‐effec=ve  manner.    Understand  Data  Flow  IT  pervades  every  part  of  the  corpora=on  and  so  theres  no  aspect  of  the  business  that  a  CIO  can  afford  not  to  understand.  Seeing  from  this  vantage  point  allows  us  to  apply  IT  solu=ons  across  a  unified  field.     @hideh,  April  23,  2012  
  13. 13. Technology  Value  Back  Office  -­‐>  Boardroom  This  is  largely  why  over  the  past  decade  the  CIO  has  moved  from  the  back  office  to  the  execu=ve  boardroom.      Leading  Visionary    The  CIO  is  emerging  as  the  corpora=on’s  leading  visionary,  and  more  and  more  CIOs  are  tapped  by  the  board  to  be  CEO*.        *CIO  Magazine  has  noted  that  requests  for  CIOs  in  the  boardroom  are  outpacing  any  other  func=onal  area.   @hideh,  April  23,  2012  
  14. 14.   Embrace  technology     and  be  not  afraid!   @hideh,  April  23,  2012  
  15. 15. Key  Learning  #2         Communicate  Clearly  Up,  Down,  Sideways   @hideh,  April  23,  2012  
  16. 16. Communica=ng  Up  Transparency:    I  don’t  mean  public  speaking  or  the  ability  to  write  perfectly.    We  need  to  be  honest  and  not  sugar  coat.    To  C-­‐level  execs,  more  likely  than  not,  they  do  not  understand  what  it  takes  to  manage  technology  infrastructure  or  what  it  costs  to  just  keep  the  status  quo.     @hideh,  April  23,  2012  
  17. 17. Communica=ng  Up  What  does  it  take?    I  communicated  three  main  points.     1.  Cost  of  Business:  Applica=ons  such  as  payroll,  HR,  G/L,   AP,  AR,  email,  communica=ons,  network,  website.     These  are  essen=al  IT  areas  to  be  "part  of  the  game."     Without  it,  the  company  cannot  func=on.  Our  job  as   CIO?     2.  Blue  Chip  Spend:  The  second  part  of  communica=ng  up   is  conveying  a  clear  plan  of  how  you  plan  on  running  the   business  bemer.    What  the  CEO  doesn’t  want  to  hear.       3.  High  Risk  Projects:    This  is  an  area  of  the  budget  that  can   bring  poten=ally  high  returns,  or  losses.    If  you’re  in  an   industry  where  innova=on  is  essen=al,  you  need  to  come   up  with  ideas  that  requires  risk.     @hideh,  April  23,  2012  
  18. 18. Communica=ng  Down  Leadership  is  a  human  experience.  It  doesnt  happen  on  paper,  with  rank  or  publicity.  Its  earned  when  others  choose  to  follow  you.       @hideh,  April  23,  2012  
  19. 19. Communica=ng  Down  Daily  Interac=on:    §  Ques)ons  -­‐  Ask  many  ques=ons  and  assess  what   success  looks  like  for  them.      §  Failing  is  OK  -­‐  Build  up  their  confidence  and  allow   people  to  fail.    §  Con)nuous  feedback  –  everyone  needs  it  but   everyone  responds  differently.    Be  conscious  of  that.      §  Gain  trust  -­‐  Without  that,  you  won’t  be  able  to  achieve   a  quarter  of  what  you  want.   @hideh,  April  23,  2012  
  20. 20. Communica=ng  Sideways  What?        Iden=fy  influencers  in  all  departments  (HR,  Marke=ng,  Business  Development,  Finance,  Opera=ons)   @hideh,  April  23,  2012  
  21. 21. Communica=ng  Sideways  §  Why  sideways?    As  a  leader,  if  you  can   communicate  your  vision  effec=vely  to  this   group,  they  will  become  your  advocates.      §  Respect  –  Give  and  get  §  Turning  Point  –  To  get  buy-­‐in  from   stakeholders  and  Board  members  for  my   vision  of  technology  strategy,  which  shaped   the  business.     @hideh,  April  23,  2012  
  22. 22. Communica=ng  Sideways  Convey  #1  learning  outside  of  IT  Technology  doesnt  run  the  business,  but  the  business  cannot  run  without  technology.  If  we  can  work  together,  we  can  use  technology  with  your  business  strategy,  and  will  drive  enormous  value.    “Let  me  help  you  succeed.”   @hideh,  April  23,  2012  
  23. 23. Key  Learning  #3         Gain  Trust  or  You  Will  Fail       @hideh,  April  23,  2012  
  24. 24. “Trust  has  two  dimensions:  competence  and  integrity.  People  will  forgive  mistakes  of  competence.  Mistakes  of  integrity  are  harder  to  overcome.”   @hideh,  April  23,  2012  
  25. 25. Trust       What  was  the  best  way  to  do  so  at  the  =me?   @hideh,  April  23,  2012  
  26. 26. Trust  I  made  myself  be  the  Service  Desk.    For  8  weeks.    Why?  1.  To  understand  the  challenges  of  the   organiza=on  2.  Get  to  know  everyone  in  the  company  and  to   show  we’re  aligned   @hideh,  April  23,  2012  
  27. 27. Trust  Results:  1.  Expected  -­‐  Got  to  know  everyone.  2.  Unexpected  -­‐  Because  of  new  staff  being   added  through  acquisi=on,  what  typically   happened  with  our  organiza=on  was  that  IT   was  not  well  liked  or  respected.    One  by  one,   I  gained  the  trust  and  respect  by  humanizing   IT.   @hideh,  April  23,  2012  
  28. 28. Trust  The  Technology  group  started  to  understand  other  departments.    The  dialogue  started  to  shiS  from,  “they  just  want  new  hardware”  or  “They  want  us  to  waive  our  magic  wand?”  to  “how  can  we  work  together?”     @hideh,  April  23,  2012  
  29. 29. Trust  I’m  not  saying  you  should  do  this  (don’t  do  it)  or  that  this  is  the  best  way  to  gain  trust,  but  in  my  case,  I  learned  a  great  deal  from  it.    The  trust  from  the  user  community  had  great  effect,  but  the  trust  gained  for  my  department  had  an  even  greater  effect.     @hideh,  April  23,  2012  
  30. 30. Business  Review  Illustra=on  (File:  PRG_IT_BusinessReview_baruch)   @hideh,  April  23,  2012  
  31. 31. Company  A  20xx  Business  Review  Information  Technology      
  32. 32.   Business  Descrip,on      Information  Technology’s  role  is  to  provide  the  best  technology  and   support  possible  while  still  satisfying  customer  needs  and  regulatory   requirements.    
  33. 33.   Business  Descrip,on    WHAT?  (What  are  the  business  needs?  What  makes  us  unique?)    Ensure  that  our  technology  offerings  provide  a  competitive  edge  in  the   CRO  industry.  ▪  Continuous  improvement  of  the  security  posture  of  the  company,   both  physical  and  logical  (security)  ▪  enhance  existing  support  offerings    to  reflect  global  operations   (collaboration)    ▪  delivery  of  a  true  disaster-­‐resilient  system  (business  continuity)  ▪  reducing  long-­‐term  costs  across  all  technology  systems  (efficiency)  
  34. 34.  Business  Descrip,on    HOW?   1.  People:  Develop,  train,  and  retain  personnel.   2.  Process:     a)  Liaise  between  the  business  and  technical  sides  of  the  enterprise  in  a   practical  manner  to  solve  problems.   b)  Define  and  translate  business  goals  and  strategies  into  systems  expectations   and  deliver  a  portfolio  of  technology  projects.   c)  Utilize  the  latest  technologies  and  processes  used  in  the  industry.   3.  Performance:    Ensuring  our  primary  focus  remains  on  customer   satisfaction.  
  35. 35.  Business  Descrip,on     (org chart)
  36. 36.  Business  Descrip,on     Technology  Personnel:   •  xx  full  time  employees  (1  contractor  FTE,  1  temp)   •  Voluntary  turnover  rate  in  2009:    3.4%   •  Voluntary  turnover  rate  in  2010:    7.6%   •  Voluntary  turnover  rate  in  2011:    0.0%   •  Average  number  of  years  technology  experience:  16  years  (range  10-­‐25)   •  Average  tenure  with  [redacted]:  7  years     NB:  Turnover  is  equal  to  the  number  of  employees  leaving,  divided  by  the  average  total  number  of  employees,  multiplied  by   100.    The  number  of  employees  leaving  and  the  total  number  of  employees  are  measured  over  one  calendar  year.  
  37. 37.  Business  Descrip,on  (Systems)      We  support  ##+  regulated  systems  and  ##+  enterprise  systems  on  a  day   to  day  basis  ranging  from  corporate  email  to  global  data  management   platforms  to  financial  systems.        Of  the  ###  servers  in  our  inventory:   •  ##%    Enterprise/Corporate   •  ##%    Biometrics  Operations  (not  including  ITCS)   •  ##%    IT  systems   •  ##%    ITCS   •  ##%    Finance   •  ##%    Clinical  Research  Centers   •  ##%    Other  
  38. 38.  Business  Descrip,on  (Systems)     System  name  and  version  (partial  list):   •  Oracle  Clinical  v  x.x   •  Oracle  Clinical  TMS/RDC  v  x.x   •  [REDACTED]  
  39. 39.  Business  Descrip,on  (Systems)     Enterprise  Systems  (partial  list):   •  Sharepoint  (Intranet,  SOP  Repository)   •  [REDACTED]   •  ADP  payroll  
  40. 40.  Business  Descrip,on  (10  –  USA)    [Redacted]  
  41. 41.  Business  Descrip,on  (15  –  Europe)    [Redacted]  
  42. 42.   Business  Descrip,on  (Data  Center)    Collocation  facilities:  [Redacted]    
  43. 43.  Business  Descrip,on  (Data  Center)    Collocation  Data  Center  facility:  ▪  [Redacted]   – Covers  Long  Distance  and  Internet  at  most  US  locations   – Allows  for  a  single  point  of  contact  for  troubleshooting  ▪  Located  in  [Redacted]  (##  miles  from  the  [Redacted]office)  ▪  ##  locked  server  cabinets  in  a  card  accessed  caged  area  ▪  ##  IT  staff  located  in  Austin  have  card-­‐key  access  and  cabinet  combination   codes  ▪  [Redacted]  provides  the  environmental  safe  guards  while  [Redacted]  owns  and   maintains  the  infrastructure  equipment  
  44. 44.   Business  Descrip,on  (Data  Center)    Physical  Assurances  at  this  facility:  1.  Security  2.  Power  3.  Fire  Suppression  4.  HVAC    
  45. 45.   Business  Descrip,on  (Data  Center)    Security:  ▪ 24x7  on-­‐site  physical  security   – Including  security  cameras   – Monitored  live  with  30  day  digital  backup   – Individual  locking  cabinets  or  cages   – Card-­‐key  access  ▪ 24x7  monitoring   – Network  Services   – Telecommunication  Services  ▪ 24x7  controlled  access    
  46. 46.   Business  Descrip,on  (Data  Center)    Security:    
  47. 47.   Business  Descrip,on  (Data  Center)    Security:    
  48. 48.   Business  Descrip,on  (Data  Center)    Power:  ▪ Generator   – Detroit  750  kW  backup  generator   – 3000  gallon  diesel  fuel  capacity   – 100  hours  of  run  time   – Same  day  fuel  delivery   – 4  different  fuel  providers   – Load  tested  monthly  ▪ Uninterruptible  Power  Supply  /  Battery  Backup     – Needed  to  handle  the  power  requirements  while  the  generator   powers  up      
  49. 49.   Business  Descrip,on  (Data  Center)    Power:    
  50. 50.  Business  Descrip,on  (Data  Center)    Fire  Suppression:  ▪ Fike  FM  200  Clean  Agent  Suppression  System   – Covers  entire  1st  floor  w/  dampers  in  each  room  to  contain  fire  and   suppression  agent  ▪ No  dry  pipe  or  wet  sprinkler  system   – No  damage  to  electrical  components  ▪ Nationally  contracted  Semi-­‐Annual  tests  
  51. 51.  Business  Descrip,on  (Data  Center)    Fire  Suppression:  
  52. 52.  Business  Descrip,on  (Data  Center)    Fire  Suppression:  
  53. 53.   Business  Descrip,on  (Data  Center)    Heating,  Ventilating,  and  Air  Conditioning  (HVAC):    ▪ Two  22  ton  HVAC  units  and  one  5  ton  HVAC  unit  ▪ Temperature  ranges  of  68  to  78  degrees  Fahrenheit  ▪ Humidity  levels  targeted  to  50%,  but  fluctuate  in  the   range  of  35%  to  65%  ▪ Nationally  contracted  Quarterly  tests    
  54. 54.   Business  Descrip,on  (Data  Center)    Heating,  Ventilating,  and  Air  Conditioning  (HVAC):      
  55. 55.   Business  Descrip,on  (Data  Center)    Heating,  Ventilating,  and  Air  Conditioning  (HVAC):      
  56. 56.  Business  Descrip,on  (DR/BC)    Disaster  Recovery  /  Business  Continuity  Capabilities:  ▪  [redacted]  
  57. 57.  Business  Descrip,on  (DR/BC)    2  Overlapping  OC192  Rings  –  Texas  Triangle  
  58. 58.  Business  Descrip,on  (DR/BC)    Internet  Circuit  Automatic  Failover   [redacted]
  59. 59.  Business  Descrip,on  (DR/BC)    Storage  Area  Network  (SAN):   [redacted]
  60. 60.  Business  Descrip,on  (DR/BC)    VMware  Cluster  High  Availability  (HA):   [redacted]
  61. 61.  Business  Descrip,on  (DR/BC)    Microsoft  Clustering:   [redacted]
  62. 62.  Business  Descrip,on  (DR/BC)     [redacted]
  63. 63.  Business  Descrip,on  (DR/BC)      2  Firewalls  to  Obtain  Access  to  [Redacted]:   [redacted]
  64. 64.  Business  Descrip,on  (DR/BC)    Active  Web  Site  Monitoring  and  Automatic  Failover:   [redacted]
  65. 65.  Business  Descrip,on  (DR/BC)    Disaster  Recovery/Business  Continuity  summary:  ▪  Ensure  site  to  site  replication  of  data  for  critical  systems  ▪  Perform  quarterly  restore  tests  from  backup  tape.  ▪  Build  automatic  failover  where  possible  for  the  circuit,  networking  devices,   storage,  and  servers:   – Network  Fault  Tolerance  built  into  the  architecture,  which  allows  for   seamless  failover  if  a  network  equipment  fails.   – Data  Storage  Fault  Tolerance  built  into  the  architecture.  In  the  event  of  a   disk  failure,  the  systems  and  its  data  will  still  function.      ▪  Perform  annual  Disaster  Recovery  testing   “Disaster readiness is 99% preparation.”
  66. 66. Technology  Group  Op,miza,on   Managing  complexity  &  Achieving  Agility,  Reduce  Cost,  Increase  Efficiency   Where  are  we?     Uncoordinated, manual infrastructure Managed IT Infrastructure with limited Managed and automation consolidated IT Infrastructure Fully automated with maximum management, automation dynamic resource Usage , business linked SLA’s More Cost Efficient Cost Business Strategic Center Center Enabler Asset
  67. 67. Key  Issues  (Ques,ons)   How  do  each  of  these  issues  map  back  to  the  short  and  long  term  planning?    What  are   the  capex  items  needed  to  address  them?    Questions  we  are/should  be  asking  ourselves:  ▪  How  does  IT  achieve  that  agility  while  serving  the  business?  ▪  Are  we  using  technology  to  transform  our  business,  or  are  we  just   adding  bells  and  whistles  to  existing  processes?  (Incremental   improvements  in  existing  systems  vs  strategic  changes)  ▪  Are  we  ignoring  important  business  differences  as  we  standardize   processes  across  the  company?  ▪  Who  is  making  sure  technology  projects  are  prioritized  based  on   service  level  agreements?  ▪  Is  data  empowering  staff  or  controlling  them?    
  68. 68.  Known  Issues  (1  of  2)    1.  Limited  Disaster  Recovery  Infrastructure  increases  risk  for   business  continuity  (Risk  Mitigation/Mission  Critical)  2.  Network  upgrade  (switches)  and  Firewall  updates  required  in  the   data  center  (Mission  Critical)  3.  Lack  of  definition  of  Service  Level  Agreements  (SLA)  for  internal   systems  creates  priority  conflicts  (Risk  Mitigation)  4.  End  of  life  PCs  cause  delays  in  client  deliverables  and  no  unified   communication  (Mission  Critical/cost  of  business)    
  69. 69.  Known  Issues  (2  of  2)    5.  Lack  of  clarity  between  standard  system  implementation  lifecycle   activities  and  computer  system  validation,  resulting  in   inappropriate  resource  distribution  and  extended  timelines.   (Efficiency  Creation)  6.  The  circulation,  review,  approval  and  version  management  of  CSV   documentation  is  a  manual  and  cumbersome  process,  adding   significant  time  to  the  overall  lifecycle  and  support  of  the  system   (Efficiency  Creation)  7.  Upgrades  and  Changes  are  not  adequately  managed  across   systems  and  departments  causing  potential  validation,   operational  and  system  issues  (Risk  Mitigation)  
  70. 70.   Market  Opportunity   Strengths,  Weaknesses,  Opportuni,es,  Threats       Helpful   Harmful   (to  achieving  the  objec,ve)   (to  achieving  the  objec,ve)  Internal  Origin   Strengths   Weaknesses  (aYributes  of  the   -­‐ Technology  skills     -­‐   [redacted]  organiza,on)   -­‐ Client  support   -­‐   Lack  of  personnel  resources   -­‐   Ins,tu,onal  knowledge   -­‐   Financial  resources   -­‐   Hardware  re-­‐use   -­‐   Lack  of  SLA  creates  priority   -­‐ Collabora,ve  environment   conflict     -­‐   DR  for  core  Life  Science   systems  External  Origin   Opportuni9es   Threats  (aYributes  of  the   -­‐ Technology  maturing  (VM)   -­‐ Loss  of  key  staff  environment)   -­‐ Vendor  nego,a,on   -­‐ Security  breach   -­‐ Compe,,ve  CRO  market   -­‐ New  Regulatory  requirements   (slow  to  adopt  systems)   -­‐ Compe,,ve  CRO  market     -­‐   Vendor  complexity  increases   costs    
  71. 71.   Plan  Outline   Short-­‐Term  (next  6  months)    1.  Prepare  for  expansion  [redacted].*  2.  Implement  Disaster  Recovery  Capabilities  for  [redacted]   (Key  issue  #1)  3.  Upgrade  the  connectivity  between  the  switches  and  the   firewall  hardware  in  the  data  center  to  best  support  security   and  decrease  downtime  during  maintenance.  (Key  issue  #2)  4.  Define  Service  Level  Agreements  (SLA)  for  internal  systems   to  avoid  priority  conflicts.  (Key  issue  #3)    
  72. 72.  Plan  Outline  Short-­‐Term  (next  6  months)    5.  Identify,  purchase,  and  deploy  PC  updates  (Key  issue  #4).  6.  Improve  timelines  for  regulated  system  implementation  to   ensure  the  tools  are  made  available  to  maintain   technological  competitive  edge.  (Key  issue  #6)  7.  Personnel  Requirements:   e)  [redacted].  (Key  issue  #4)   f)  [redacted].  (Key  issue  #5,  6,  7)  
  73. 73.  Plan  Outline  Mid-­‐Term  (next  7  -­‐  18  months)    1.  [redacted]  2.  Implement  a  validated  [redacted].    3.  Computer  System  Validation  initiatives:   a)  Streamline  System  Implementation  and  Validation  Processes.   b)  Enhance  Change  Management  and  System  Administration  processes   c)  Establish  a  Validation  Service  Offering  (revenue  generating   opportunity)   d)  Seek  out  possible  Document  Management  and  Workflow  systems  4.  Apply  [redacted],  allow  for  better  internal  collaboration,  and   responsiveness.  
  74. 74.  Plan  Outline  Long-­‐Term  (>  18  months)    § Deliver  [redacted]  proposal  algorithm  calculations,   forecasting,  projections,  reporting.  § Implement  [redacted]  (server  based  vs  client  model)  for   improved  speed/performance.  
  75. 75. Financial  Overview  Key  Expenditure  Request   Summary of Capital Expenditure Request (grouped by category, ordered by priority) Security   [redacted]   Back  up  and  Recovery   [redacted]   Disaster  Recovery   [redacted]   Opera,ons  Expansion  and  scalability   [redacted]   Oracle  Clinical  [redacted]   [redacted]   Laptop  Refresh  Project   [redacted]   Network  upgrades   [redacted]   SharePoint  Upgrade   [redacted]   Server  Warrantee  and  support   [redacted]   TOTAL   [redacted]  
  76. 76. Financial  Overview   Key  Expenditures  [redacted],  percentage  of  the  company’s  IT  operating  budget:  §  Total  staff  labor  (direct  and  indirect),  payroll  taxes  and  benefit:    [redacted]   o  Full-­‐time  IT  staff:  [redacted]   o  Contractors:    [redacted]   o  payroll  taxes  and  benefits:  [redacted]  §  Software  costs  (including  new  licenses,  maintenance  fees,  software  subscription  fees  for   software-­‐as-­‐a  service):    [redacted]  §  Hardware  infrastructure  (e.g.,  purchases  or  leases  of  networking  hardware,  storage,  PCs,   servers,  or  use  of  infrastructure-­‐as-­‐a-­‐service):  [redacted]  §  Third-­‐party  IT  services  (e.g.,  consulting,  systems  integration/third  party  development   services,  outsourcing,  hardware  support  services,  and  network  managed  services):   [redacted]  §  Other  (e.g.  T&E,  occupancy  costs,  office  supplies):  [redacted]  Note:  [redacted].  
  77. 77. Plan  Summary      In  order  to  ensure  that  our  technology  offerings  provide  a   competitive  edge,  we  need  to  invest  in  our  infrastructure  and   people.          The  short  and  mid-­‐term  plans  will  allow  the  business  to  have   technology  as  a  strategic  asset  and  increase  productivity  and   profitability.      This  will  require  a  capital  expenditure  of  [redacted]  
  78. 78. 1.  Don’t  Underes=mate  the  Value  of  Technology    2.  Communicate  Clearly  Up,  Down,  Sideways  3.  Gain  Trust  or  You  Will  Fail                      Hide  Harashima  (@hideh)   @hideh,  April  23,  2012