The document provides background information on South Australian Water (SA Water) and describes its efforts to align information technology (IT) with business objectives through projects like Waterscope. Specifically:
1) SA Water aimed to improve water quality and appointed a new CIO who upgraded IT infrastructure and demonstrated IT's ability to deliver business value through outsourcing.
2) The Waterscope project aimed to provide timely water quality information to manage health risks by automating sample collection and publishing test results online.
3) SA Water used a "broker model" of outsourcing, appointing consultants to identify benefits and costs while retaining responsibility for risk management and benefits delivery.
Baxter International, GE Power Systems, and Corporate Express implemented enterprise application integration (EAI) systems. EAI allows different applications and systems to exchange data according to business process models. Baxter's EAI project linked a customer service application to its ERP, allowing online ordering. GE's project sent real-time data between systems accurately. Corporate Express doubled its business partner interfaces to over 200, achieving over $2 million in benefits. Challenges to EAI include specialized skills, proprietary architectures, and costs from $200,000 to $400,000. Companies can meet challenges through training employees and using consultants.
Shared Services Canada, IT Modernization and Emerging Market Opportunities fo...KBIZEAU
This document provides an overview and analysis of the impacts of the Canadian government's IT modernization initiative on small and medium enterprises (SMEs) in the IT field. It finds that SMEs will need to adapt their business models to succeed within the new procurement framework established by Shared Services Canada, which now manages IT infrastructure for 43 government departments. The government is committed to assisting SMEs through resources and programs, but SMEs will need to proactively seek opportunities and understand emerging trends. While opportunities remain within unaffected departments and external organizations, SMEs are encouraged to diversify their service offerings and client base to adjust to the disruption caused by the IT modernization effort.
This document is the final report of the Kabul Electricity Service Improvement Program (KESIP) implemented from 2009 to 2012 by Tetra Tech for USAID in Afghanistan. The program aimed to help the national electric utility DABS reduce losses, improve revenue collection and customer service in Kabul. Key activities included implementing a customer information system, metering programs, IT systems, and advising DABS on areas like commercial management, planning and human resources. Results included substantially reducing losses in Kabul, improving revenue collection, and increasing energy access. The report provides details of program activities, results achieved, lessons learned and recommendations to ensure sustainability of reforms.
In the OPEC Fund for International Development (OFID), the Public, Private,Trade and Grant operations are charged with the onerous responsibility of delivering on the institution’s noble mandate and her strategic vision of “Uniting against
Poverty”. As OFID’s operational base continues to grow and expand due to an increased portfolio potential; and as new windows of business opportunities are being exploited, the imperatives for a more integrated, standardized, reliable and secure enterprise information management system becomes
even more critical. Digital advances such as analytics,
mobility, social media, the cloud, Internet of Things and
big data will continue to underpin and support the evolution of OFID’s global operations and further enhance its avowed commitment to end extreme poverty.
Bradley Trychta has over 20 years of experience leading large-scale finance transformation projects. He was the Director of Finance for Waste Management's BEST program, which established a PMO and project team to implement a multi-year, enterprise-wide transformation involving PeopleSoft finance modules across 1,200 business units. He then joined Exelon as Director of Finance Systems and helped build a 5-year financial blueprint, leading projects to improve month-end closes, implement management reporting, and prepare Exelon for mergers and acquisitions.
Time for Converged Infrastructure? Executives Discuss the Operational and Str...EMC
CIOs whose organizations have significant Converged Infrastructure implementations share how convergence is transforming the cost structure, performance profile, and business value of information technology infrastructure.
This document discusses converged infrastructure (CI) and provides case studies of three organizations that implemented CI solutions. The key points are:
- CI packages computing, storage, networking, and management software into an integrated and optimized system that is easier to deploy, manage, update and optimize performance of.
- Case studies show that Molina Healthcare reduced IT costs and data center footprint while enabling business growth using CI. Canadian Pacific improved customer service while reducing infrastructure costs by 30% after bringing IT operations in-house using CI. Cloud services provider Skyscape was able to launch and quickly scale its business using a CI platform.
- Benefits of CI include simplicity, improved performance and availability, faster deployment of infrastructure and applications,
Terrance Knecht is an experienced portfolio/program manager with over 20 years of experience leading IT organizations and implementing technology solutions. He has successfully directed projects ranging from infrastructure development to ERP implementations. Key accomplishments include restructuring organizations, achieving budget reductions and cost savings, overseeing multi-million dollar budgets, and developing partnerships with major technology companies. Knecht holds multiple professional certifications and an MBA from Pepperdine University.
Baxter International, GE Power Systems, and Corporate Express implemented enterprise application integration (EAI) systems. EAI allows different applications and systems to exchange data according to business process models. Baxter's EAI project linked a customer service application to its ERP, allowing online ordering. GE's project sent real-time data between systems accurately. Corporate Express doubled its business partner interfaces to over 200, achieving over $2 million in benefits. Challenges to EAI include specialized skills, proprietary architectures, and costs from $200,000 to $400,000. Companies can meet challenges through training employees and using consultants.
Shared Services Canada, IT Modernization and Emerging Market Opportunities fo...KBIZEAU
This document provides an overview and analysis of the impacts of the Canadian government's IT modernization initiative on small and medium enterprises (SMEs) in the IT field. It finds that SMEs will need to adapt their business models to succeed within the new procurement framework established by Shared Services Canada, which now manages IT infrastructure for 43 government departments. The government is committed to assisting SMEs through resources and programs, but SMEs will need to proactively seek opportunities and understand emerging trends. While opportunities remain within unaffected departments and external organizations, SMEs are encouraged to diversify their service offerings and client base to adjust to the disruption caused by the IT modernization effort.
This document is the final report of the Kabul Electricity Service Improvement Program (KESIP) implemented from 2009 to 2012 by Tetra Tech for USAID in Afghanistan. The program aimed to help the national electric utility DABS reduce losses, improve revenue collection and customer service in Kabul. Key activities included implementing a customer information system, metering programs, IT systems, and advising DABS on areas like commercial management, planning and human resources. Results included substantially reducing losses in Kabul, improving revenue collection, and increasing energy access. The report provides details of program activities, results achieved, lessons learned and recommendations to ensure sustainability of reforms.
In the OPEC Fund for International Development (OFID), the Public, Private,Trade and Grant operations are charged with the onerous responsibility of delivering on the institution’s noble mandate and her strategic vision of “Uniting against
Poverty”. As OFID’s operational base continues to grow and expand due to an increased portfolio potential; and as new windows of business opportunities are being exploited, the imperatives for a more integrated, standardized, reliable and secure enterprise information management system becomes
even more critical. Digital advances such as analytics,
mobility, social media, the cloud, Internet of Things and
big data will continue to underpin and support the evolution of OFID’s global operations and further enhance its avowed commitment to end extreme poverty.
Bradley Trychta has over 20 years of experience leading large-scale finance transformation projects. He was the Director of Finance for Waste Management's BEST program, which established a PMO and project team to implement a multi-year, enterprise-wide transformation involving PeopleSoft finance modules across 1,200 business units. He then joined Exelon as Director of Finance Systems and helped build a 5-year financial blueprint, leading projects to improve month-end closes, implement management reporting, and prepare Exelon for mergers and acquisitions.
Time for Converged Infrastructure? Executives Discuss the Operational and Str...EMC
CIOs whose organizations have significant Converged Infrastructure implementations share how convergence is transforming the cost structure, performance profile, and business value of information technology infrastructure.
This document discusses converged infrastructure (CI) and provides case studies of three organizations that implemented CI solutions. The key points are:
- CI packages computing, storage, networking, and management software into an integrated and optimized system that is easier to deploy, manage, update and optimize performance of.
- Case studies show that Molina Healthcare reduced IT costs and data center footprint while enabling business growth using CI. Canadian Pacific improved customer service while reducing infrastructure costs by 30% after bringing IT operations in-house using CI. Cloud services provider Skyscape was able to launch and quickly scale its business using a CI platform.
- Benefits of CI include simplicity, improved performance and availability, faster deployment of infrastructure and applications,
Terrance Knecht is an experienced portfolio/program manager with over 20 years of experience leading IT organizations and implementing technology solutions. He has successfully directed projects ranging from infrastructure development to ERP implementations. Key accomplishments include restructuring organizations, achieving budget reductions and cost savings, overseeing multi-million dollar budgets, and developing partnerships with major technology companies. Knecht holds multiple professional certifications and an MBA from Pepperdine University.
Terrance Lynn Knecht is an experienced information technology executive with over 25 years of experience leading large-scale IT implementations and turnarounds. He has directed teams of up to 200 employees with budgets up to $60 million. Knecht specializes in technology implementations, infrastructure development, and restructuring underperforming organizations. His background includes positions as Chief Information Officer for several universities and healthcare companies.
Terrance Knecht is an experienced IT executive with over 25 years of experience directing large IT organizations and implementing complex technology projects and transformations. He has a track record of turning around underperforming IT departments, slashing budgets while maintaining service levels. His areas of expertise include IT portfolio management, ERP/CRM implementations, information security, and multi-site operations. Currently he is the Chief Information Officer at the University of Iowa Foundation.
DATA CENTER CONSOLIDATION AT GUARDIAN LIFE As one of the larsharondabriggs
DATA CENTER CONSOLIDATION AT GUARDIAN LIFE
As one of the largest mutual life insurance firms in the United States, Guardian Life (www.guardianlife.com) has more than 5000 employees and over 3000 financial representatives in 80 agencies. Guardian and its subsidiaries provide almost three million people with life and disability income insurance, retirement services, and investment products such as mutual funds, securities, variable life insurance, and variable annuities. The company also supplies employee benefits programs to six million participants, including life, health, and dental insurance, as well as qualified pension plans. In addition to regional home offices in New York City; Bethlehem, Pennsylvania; Spokane, Washington; and Appleton, Wisconsin, the company has 55 remote sales offices and 80 remote agency offices.
Like other insurance companies, Guardian Life is an information intensive organization where data processing and communications network infrastructure have consistently been important contributors to its success. Guardian Life’s IT organization has earned numerous accolades including multiple CIO100 awards from
CIO
magazine [PRNE11]. According to Dennis Callahan, Executive Vice President and Chief Information Officer for, Guardian Life, "A strong partnership between IT and the businesses enables
C7-1
Guardian to deliver cost-effective technology services that facilitate world- class customer service, product innovation, and operational efficiency.” Ensuring alignment between business and IT is important to Guardian Life and provides a consistent theme for many of the insurance companies IT projects including its data center consolidation initiatives [CIOZ12].
Data center consolidation has been an ongoing concern at Guardian for more than a decade. Guardian’s IT governance structure is team-oriented and the company’s data center consolidation initiatives are overseen by it Infrastructure team. The Infrastructure team is primarily co-located in New York, and Bethlehem, Pennsylvania but it has key support teams in Spokane, Washington, Appleton, Wisconsin, and Pittsfield, Massachusetts.
Guardian Life began taking a serious look at data center consolidation in 2000, but in the aftermath of the September 11, 2001 terrorist attack, Guardian also became more concerned with business continuity issues. Guardian had four significant data centers, at its four home offices, but the primary data center was in New York City. After 9/11, Guardian wanted make infrastructure changes to ensure business continuity across its existing data centers and made plans to add two more data centers to the mix.
Guardian performed an assessment of its data centers to provide a basis for planning on the location of data processing resources. One surprising outcome of this assessment had to do with utilization. The assessment revealed that the four data centers had about 1000 UNIX and NT servers, with an average capacity utilization of 1 ...
The document summarizes efforts by Enterprise Technology Services (ETS) at UC Santa Barbara to build and improve enterprise IT functions over the past year. Key accomplishments include expanding core infrastructure and application services, establishing plans and processes to create an Enterprise Service Desk, formalizing an IT service catalog, improving IT processes, revising the IT funding model, and appointing roles like Business Relationship Managers and an Enterprise Architect to develop an IT strategy and governance structure. ETS consolidated multiple campus IT organizations to provide centralized enterprise services more efficiently while maintaining local support.
News UK Transformed Its Data Center To Become More AgileHCL Technologies
News UK transformed its data center to become more agile by:
1) Outsourcing infrastructure management to HCL and transforming service management processes.
2) Consolidating its four data centers by virtualizing over 80% of servers and migrating to a new platform.
3) Colocating its transformed infrastructure with TelecityGroup, reducing the duration and risk of migration.
Challenges for Managing Complex Application Portfolios: A Case Study of South...IJMIT JOURNAL
This document summarizes an interview-based study on the challenges of managing complex application portfolios in the public sector, using the South Australia Police (SAPOL) as a case study. The key findings were:
1) Application portfolios grew organically over time through quick fixes that prioritized immediate needs over long-term architecture.
2) Integrating diverse technologies led to sustainability issues and increased operational costs to maintain the complex, non-standard portfolio.
3) Rationalizing the portfolio could reduce costs and free up resources for new initiatives, but requires ongoing effort due to the portfolio's size and complexity.
CHALLENGES FOR MANAGING COMPLEX APPLICATION PORTFOLIOS: A CASE STUDY OF SOUTH...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios
in the public sector. It takes Australian public sector organisations with the case of South Australia Police
(SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The
exploratory research surfaces some of the key challenges using interview as primary data collection
source, along with archive records, documentation, and direct observation as secondary sources. This
paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth
of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned
with long term enterprise architectural stability. Integration of different mismatched technologies, along
with the pressure from the business to always keep the lights on, does not provide the opportunity for the
portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored
at the end.
The DATA Act - IT Infrastructure Guidance - CT SIG 08-2015Subhasis Datta
This document provides guidance for IT departments on facilitating changes required to meet the requirements of the Digital Accountability and Transparency Act (DATA Act). It outlines three key areas for IT infrastructure that can help enable success: 1) IT infrastructure consolidation to reduce duplication and complexity, 2) engaged data governance across all data users and stewards, and 3) virtualization to abstract away from legacy systems and expose useful data through a dynamic virtual layer. Addressing these infrastructure priorities can help simplify IT and set the stage to efficiently meet the DATA Act's objectives.
2 Ct1apter 1 Anne Roberts, the Ilirector of the Projec.docxeugeniadean34240
1) Anne Roberts, Director of Project Management at a large retail chain, explained new strategies to employees via a live webcast. The company had implemented new IT systems but stock was down.
2) Project management has grown significantly, with over $10 trillion spent annually on projects worldwide. IT projects involve using technology to create products and services.
3) A project has a unique purpose, is temporary, uses progressive elaboration, requires various resources, and has uncertainty. The project manager balances scope, time and cost to meet goals.
1. Information technology plays an important role in supporting organizational strategy and transformation by aligning business and IT strategies. A strategic information system (SIS) helps organizations achieve long-term goals by providing insights into their current situation and future environment.
2. Applications of IT-supported SIS include supporting innovation, improving responsiveness to market changes, increasing collaboration, enhancing customer insights, introducing new business models, and providing competitive advantages such as innovative applications, competitive weapons, cost reductions, and new products.
3. Key strategic issues in implementing SIS are the risks associated with large investments in new technologies, planning challenges, and sustaining competitive advantages as systems are duplicated by competitors.
Zenith Solutions is an Australian consulting firm specializing in information management strategies. The document outlines three case studies where Zenith helped clients address data quality issues:
1) Zenith developed an information management strategy for the Australian Department of Defense to improve personnel data quality through establishing governance, profiling, training, and dashboards.
2) For MyState Financial, Zenith created a single customer view by profiling data, training staff, setting governance, and developing quality dashboards after a merger.
3) Zenith implemented IBM Business Glossary software for Jetstar to define business terms, link them to reports, and assess impact of changes through data lineage mapping.
This is the analysis manage by MBA Student about the HCL technology project.
I a student from SSR Institute of management and research, Silvassa
My name is Krushang Thakor
The article summarizes the activities and goals of the Asia Pacific Board (APB) of the IEEE Communications Society. It discusses the structure and committees of the APB, including the Membership Development Committee, Chapters Coordination Committee, Technical Affairs Committee, Information Services Committee, and Meetings and Conferences Committee. It outlines the objectives and plans of each committee, such as organizing events, distributing information, coordinating chapters, and selecting award winners. The overall aim of the APB and its committees is to support and promote the IEEE Communications Society within the Asia Pacific region.
Global communications newsletter september 2010Arief Gunawan
The article summarizes the activities and goals of the Asia Pacific Board (APB) of the IEEE Communications Society. It discusses the structure and committees of the APB, including the Membership Development Committee, Chapters Coordination Committee, Technical Affairs Committee, Information Services Committee, and Meetings and Conferences Committee. It outlines the objectives and plans of each committee, such as organizing events, distributing information, and coordinating activities in the Asia Pacific region. It also describes the APB Young Researcher Award program.
The document provides a summary of the professional experience of an individual including roles in international business development, banking, and information technology. Some of the key roles and achievements mentioned include:
- Current role as Director of International Business Development for a mobile financial services company launching across Europe.
- Previous experience implementing mobile financial software and enhancing application platforms for mobile operators in Pakistan and the Middle East.
- Past roles restructuring banks through centralizing operations, implementing core banking systems, reducing headcounts, and improving efficiencies.
- Experience in strategic transformation, technology infrastructure development, and product implementation for banks across several countries in Asia and Europe.
The document discusses big data and its potential value for businesses. It provides perspectives from several experts on how businesses can utilize machine-generated data and benefit from hybrid cloud solutions to gain insights and make improvements. Additionally, it addresses the need to develop data analysis skills in the workforce and recommendations for how companies can develop an information strategy to harness data's potential for competitive advantage.
This document discusses information system and IT outsourcing strategies. It defines outsourcing as hiring external firms to perform work that cannot be done in-house. There are various reasons managers get involved in outsourcing, such as reducing costs, focusing on core activities, and sharing risks. The document outlines different types of outsourcing like offshore outsourcing and benefits like cost savings. It emphasizes the importance of aligning IS/IT strategies with business strategies and considers outsourcing a competitive advantage in the 21st century knowledge-based economy.
This document summarizes an IDC white paper about IBM's Managed Technical Support and Lifecycle Maintenance service. It finds that IT organizations spend significant time on maintenance tasks that take away from innovation. IBM's service aims to streamline asset management, support, and refreshes through a flexible opex model. The service provides multivendor support, reduces IT complexity, and allows organizations to focus on business objectives rather than maintenance.
Watch the movie Dirt. Write a note. The notes do not have to be in .docxalehosickg3
Watch the movie: Dirt. Write a note. The notes do not have to be in sentence or paragraph form; bullet points work. They should make up 1.5 pages. In addition, half a page single space reflection on your reaction/thoughts/opinions on the movie. Last, make up 5 potential multiple choice questions with the answers for the movie.
.
Watch the PBS video, States Grapple with Funding Education amid Bu.docxalehosickg3
Watch the PBS video,
States Grapple with Funding Education amid Budget Shortfalls
. Locate a relevant article discussing current economic impacts on school funding for a federal education program.
Analyze the impact of budget shortfalls in meeting the goals of the program. Discuss the consequences for schools that are unable to meet policy or program outcomes due to lack of funds. Support your statement with information from a minimum of two credible resources. Respond to at least two of your classmates’ postings.
.
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Terrance Lynn Knecht is an experienced information technology executive with over 25 years of experience leading large-scale IT implementations and turnarounds. He has directed teams of up to 200 employees with budgets up to $60 million. Knecht specializes in technology implementations, infrastructure development, and restructuring underperforming organizations. His background includes positions as Chief Information Officer for several universities and healthcare companies.
Terrance Knecht is an experienced IT executive with over 25 years of experience directing large IT organizations and implementing complex technology projects and transformations. He has a track record of turning around underperforming IT departments, slashing budgets while maintaining service levels. His areas of expertise include IT portfolio management, ERP/CRM implementations, information security, and multi-site operations. Currently he is the Chief Information Officer at the University of Iowa Foundation.
DATA CENTER CONSOLIDATION AT GUARDIAN LIFE As one of the larsharondabriggs
DATA CENTER CONSOLIDATION AT GUARDIAN LIFE
As one of the largest mutual life insurance firms in the United States, Guardian Life (www.guardianlife.com) has more than 5000 employees and over 3000 financial representatives in 80 agencies. Guardian and its subsidiaries provide almost three million people with life and disability income insurance, retirement services, and investment products such as mutual funds, securities, variable life insurance, and variable annuities. The company also supplies employee benefits programs to six million participants, including life, health, and dental insurance, as well as qualified pension plans. In addition to regional home offices in New York City; Bethlehem, Pennsylvania; Spokane, Washington; and Appleton, Wisconsin, the company has 55 remote sales offices and 80 remote agency offices.
Like other insurance companies, Guardian Life is an information intensive organization where data processing and communications network infrastructure have consistently been important contributors to its success. Guardian Life’s IT organization has earned numerous accolades including multiple CIO100 awards from
CIO
magazine [PRNE11]. According to Dennis Callahan, Executive Vice President and Chief Information Officer for, Guardian Life, "A strong partnership between IT and the businesses enables
C7-1
Guardian to deliver cost-effective technology services that facilitate world- class customer service, product innovation, and operational efficiency.” Ensuring alignment between business and IT is important to Guardian Life and provides a consistent theme for many of the insurance companies IT projects including its data center consolidation initiatives [CIOZ12].
Data center consolidation has been an ongoing concern at Guardian for more than a decade. Guardian’s IT governance structure is team-oriented and the company’s data center consolidation initiatives are overseen by it Infrastructure team. The Infrastructure team is primarily co-located in New York, and Bethlehem, Pennsylvania but it has key support teams in Spokane, Washington, Appleton, Wisconsin, and Pittsfield, Massachusetts.
Guardian Life began taking a serious look at data center consolidation in 2000, but in the aftermath of the September 11, 2001 terrorist attack, Guardian also became more concerned with business continuity issues. Guardian had four significant data centers, at its four home offices, but the primary data center was in New York City. After 9/11, Guardian wanted make infrastructure changes to ensure business continuity across its existing data centers and made plans to add two more data centers to the mix.
Guardian performed an assessment of its data centers to provide a basis for planning on the location of data processing resources. One surprising outcome of this assessment had to do with utilization. The assessment revealed that the four data centers had about 1000 UNIX and NT servers, with an average capacity utilization of 1 ...
The document summarizes efforts by Enterprise Technology Services (ETS) at UC Santa Barbara to build and improve enterprise IT functions over the past year. Key accomplishments include expanding core infrastructure and application services, establishing plans and processes to create an Enterprise Service Desk, formalizing an IT service catalog, improving IT processes, revising the IT funding model, and appointing roles like Business Relationship Managers and an Enterprise Architect to develop an IT strategy and governance structure. ETS consolidated multiple campus IT organizations to provide centralized enterprise services more efficiently while maintaining local support.
News UK Transformed Its Data Center To Become More AgileHCL Technologies
News UK transformed its data center to become more agile by:
1) Outsourcing infrastructure management to HCL and transforming service management processes.
2) Consolidating its four data centers by virtualizing over 80% of servers and migrating to a new platform.
3) Colocating its transformed infrastructure with TelecityGroup, reducing the duration and risk of migration.
Challenges for Managing Complex Application Portfolios: A Case Study of South...IJMIT JOURNAL
This document summarizes an interview-based study on the challenges of managing complex application portfolios in the public sector, using the South Australia Police (SAPOL) as a case study. The key findings were:
1) Application portfolios grew organically over time through quick fixes that prioritized immediate needs over long-term architecture.
2) Integrating diverse technologies led to sustainability issues and increased operational costs to maintain the complex, non-standard portfolio.
3) Rationalizing the portfolio could reduce costs and free up resources for new initiatives, but requires ongoing effort due to the portfolio's size and complexity.
CHALLENGES FOR MANAGING COMPLEX APPLICATION PORTFOLIOS: A CASE STUDY OF SOUTH...IJMIT JOURNAL
This research explores the challenges in management and the root cause for complex application portfolios
in the public sector. It takes Australian public sector organisations with the case of South Australia Police
(SAPOL) for evaluation it being one of the significant and mission critical state government agencies. The
exploratory research surfaces some of the key challenges using interview as primary data collection
source, along with archive records, documentation, and direct observation as secondary sources. This
paper reports on the information analysed surfacing eight key issues. It highlights that the organic growth
of the technology portfolios, with mission criticality has resulted in many quick fixes which are not aligned
with long term enterprise architectural stability. Integration of different mismatched technologies, along
with the pressure from the business to always keep the lights on, does not provide the opportunity for the
portfolios to be rationalised in an ongoing way. Other issues and the areas for further study are explored
at the end.
The DATA Act - IT Infrastructure Guidance - CT SIG 08-2015Subhasis Datta
This document provides guidance for IT departments on facilitating changes required to meet the requirements of the Digital Accountability and Transparency Act (DATA Act). It outlines three key areas for IT infrastructure that can help enable success: 1) IT infrastructure consolidation to reduce duplication and complexity, 2) engaged data governance across all data users and stewards, and 3) virtualization to abstract away from legacy systems and expose useful data through a dynamic virtual layer. Addressing these infrastructure priorities can help simplify IT and set the stage to efficiently meet the DATA Act's objectives.
2 Ct1apter 1 Anne Roberts, the Ilirector of the Projec.docxeugeniadean34240
1) Anne Roberts, Director of Project Management at a large retail chain, explained new strategies to employees via a live webcast. The company had implemented new IT systems but stock was down.
2) Project management has grown significantly, with over $10 trillion spent annually on projects worldwide. IT projects involve using technology to create products and services.
3) A project has a unique purpose, is temporary, uses progressive elaboration, requires various resources, and has uncertainty. The project manager balances scope, time and cost to meet goals.
1. Information technology plays an important role in supporting organizational strategy and transformation by aligning business and IT strategies. A strategic information system (SIS) helps organizations achieve long-term goals by providing insights into their current situation and future environment.
2. Applications of IT-supported SIS include supporting innovation, improving responsiveness to market changes, increasing collaboration, enhancing customer insights, introducing new business models, and providing competitive advantages such as innovative applications, competitive weapons, cost reductions, and new products.
3. Key strategic issues in implementing SIS are the risks associated with large investments in new technologies, planning challenges, and sustaining competitive advantages as systems are duplicated by competitors.
Zenith Solutions is an Australian consulting firm specializing in information management strategies. The document outlines three case studies where Zenith helped clients address data quality issues:
1) Zenith developed an information management strategy for the Australian Department of Defense to improve personnel data quality through establishing governance, profiling, training, and dashboards.
2) For MyState Financial, Zenith created a single customer view by profiling data, training staff, setting governance, and developing quality dashboards after a merger.
3) Zenith implemented IBM Business Glossary software for Jetstar to define business terms, link them to reports, and assess impact of changes through data lineage mapping.
This is the analysis manage by MBA Student about the HCL technology project.
I a student from SSR Institute of management and research, Silvassa
My name is Krushang Thakor
The article summarizes the activities and goals of the Asia Pacific Board (APB) of the IEEE Communications Society. It discusses the structure and committees of the APB, including the Membership Development Committee, Chapters Coordination Committee, Technical Affairs Committee, Information Services Committee, and Meetings and Conferences Committee. It outlines the objectives and plans of each committee, such as organizing events, distributing information, coordinating chapters, and selecting award winners. The overall aim of the APB and its committees is to support and promote the IEEE Communications Society within the Asia Pacific region.
Global communications newsletter september 2010Arief Gunawan
The article summarizes the activities and goals of the Asia Pacific Board (APB) of the IEEE Communications Society. It discusses the structure and committees of the APB, including the Membership Development Committee, Chapters Coordination Committee, Technical Affairs Committee, Information Services Committee, and Meetings and Conferences Committee. It outlines the objectives and plans of each committee, such as organizing events, distributing information, and coordinating activities in the Asia Pacific region. It also describes the APB Young Researcher Award program.
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- Current role as Director of International Business Development for a mobile financial services company launching across Europe.
- Previous experience implementing mobile financial software and enhancing application platforms for mobile operators in Pakistan and the Middle East.
- Past roles restructuring banks through centralizing operations, implementing core banking systems, reducing headcounts, and improving efficiencies.
- Experience in strategic transformation, technology infrastructure development, and product implementation for banks across several countries in Asia and Europe.
The document discusses big data and its potential value for businesses. It provides perspectives from several experts on how businesses can utilize machine-generated data and benefit from hybrid cloud solutions to gain insights and make improvements. Additionally, it addresses the need to develop data analysis skills in the workforce and recommendations for how companies can develop an information strategy to harness data's potential for competitive advantage.
This document discusses information system and IT outsourcing strategies. It defines outsourcing as hiring external firms to perform work that cannot be done in-house. There are various reasons managers get involved in outsourcing, such as reducing costs, focusing on core activities, and sharing risks. The document outlines different types of outsourcing like offshore outsourcing and benefits like cost savings. It emphasizes the importance of aligning IS/IT strategies with business strategies and considers outsourcing a competitive advantage in the 21st century knowledge-based economy.
This document summarizes an IDC white paper about IBM's Managed Technical Support and Lifecycle Maintenance service. It finds that IT organizations spend significant time on maintenance tasks that take away from innovation. IBM's service aims to streamline asset management, support, and refreshes through a flexible opex model. The service provides multivendor support, reduces IT complexity, and allows organizations to focus on business objectives rather than maintenance.
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.
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Watch the 1985 movie
Fletch,
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has to be 2 pages or more.
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Links to the documentary
https://www.youtube.com/watch?v=aUZLtkLA0VE
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http://www.africanfilm.com/Congo.htm
.
Watch one or more of the following videos discussing randomness, sta.docxalehosickg3
Watch one or more of the following videos discussing randomness, statistics, and the science of prediction, and then submit a brief (1/2 to 1-page) summary.
Upload the file in
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,
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, or
pdf
format
(if
pdf
, make sure you saved it or exported it as a
pdf
and did not scan or photograph it).
Tell me
in your own words
(DO NOT simply cut and paste)
what the overall video was about, describe 1 or 2 of the examples that you found most interesting/useful, and discuss if and how your view or acceptance of statistics/
probabilty
you hear in the media will change.
Leonard
Mlodinow
, author of "The Drunkard's Walk" talks at Google --
http
://
www
.
youtube
.com/watch?v=F0
sLuRsu
1Do
Charles
Wheelan
, author of "Naked Statistics" --
https
://
www
.
youtube
.com/watch?v=
cIbr
_
AksnAc
Nate Silver, 30+ year old engineer and forecasting superstar --
https
://
www
.
youtube
.com/watch?v=
eE
4
qCJBgfIk
He founded the data journalism website
FiveThirtyEight
.com (
http
://
fivethirtyeight
.com/
) where his team looks at, analyzes, and uses statistics and probability in the everyday areas of politics, economics, science, life, and sports. Check it out, I think you'll like it!
.
Watch one of the following moviesA Beautiful Mind (2001).docxalehosickg3
Watch one of the following movies:
A Beautiful Mind (2001)
Good Will Hunting (1997)
Peaceful Warrior (2006)
Rain Man (1988)
Girl Interrupted
One Flew Over the Cuckoo’s Nest
If you would like to use a different movie, you MUST get permission from your instructor first.
Using the main characters in the movie you chose, answer the following questions:
•Define cognition and provide a description of the cognitive processes.
•What is the relationship between cognition and personality development?
•Explain how biological and environmental factors can shape our cognitive processes.
•How do parents influence a child's personality according to each theory: evolutionary, biological/genetic, and behavioral?
•How does self-efficacy relate to personality?
•What “nature” and “nurture” factors contribute to one's self-efficacy?
Make sure you are using the reading materials as one of your resources as well as an additional three outside resources. Apply APA formatting and citations. The total amount of pages should be at least 6 pages.
.
Watch BNET Videos video titled Modernizing Inventory Management o.docxalehosickg3
Watch BNET Video's video titled "Modernizing Inventory Management" on modernizing inventories as used by Cole Hardware:
https://youtu.be/1d0O8MAMyAM
Explain how Cole Hardware used technology to manage inventory and identify at least two (2) benefits of the use of this technology by the company.
.
Was the Scientific Revolution intended to be a war on tradition and .docxalehosickg3
Was the Scientific Revolution intended to be a war on tradition and religion? Explain including notable works, theories, and figures.
Your response should be at least 500 words in length. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
.
WarehousingCompanies use cross-docking to improve the performanc.docxalehosickg3
Warehousing
Companies use cross-docking to improve the performance of their logistics operations. What is cross docking? How does it work? Why do companies employ cross-docking in their supply chain design?
2.
Packaging and Material Management
Identify packaging design and material handling principles as they relate to efficient warehouse management. How do these characteristics affect customer satisfaction
.
War and Peace Please respond to the followingBased on the lect.docxalehosickg3
War and Peace"
Please respond to the following:
Based on the lecture and Webtext materials, address the following:
Identify and discuss a specific event in the U.S. where social upheaval occurred.
Analyze specific reasons why developed nations do not experience the same kinds of social upheaval.
Discuss substantive ways in which armed conflict can contribute to or distract a developing economy and infrastructure.
Note
: Please discuss all issues in a sensitive and respectful manner. When discussing a developing country, focus on the country you will use for Assignment 1 next week. Cite your sources. Include one source outside the webtext or lecture.
1968 was a year of social upheaval in the U.S. Consider these events and others as you respond to the discussion question this week.
The
Tet Offensive
was a surprise military action launched by
North Vietnam
in January 1968 against South Vietnam and allied U.S. forces.
The Johnson administration's poor handling of this event and lack of honesty in addressing the American public gave momentum to the anti-war movement.
Both
Martin Luther King
Jr. and Democratic presidential candidate
Robert Kennedy
were assassinated in the spring of 1968.
Also in the spring of 1968, student activists organized campus protests, rallies,
sit-ins
, and marches, culminating in the largest student strike in U.S. history on April 26.
The Democratic National Convention was disrupted by anti-war demonstrations.
.
Wang, Woo, Choon, Quek, Yang, and Liu (2012) found that using Facebo.docxalehosickg3
A study found that using Facebook groups for learning led to student satisfaction but also frustration with privacy issues and a lack of functionality for important tasks like threaded discussions and sharing documents. The document asks how Magro et al. is using the work of the authors from that study in their own example.
W4 Assignment DeterrenceIntroduction to CriminologyCrime and C.docxalehosickg3
This document provides instructions for a 500+ word essay comparing and contrasting general and specific deterrence. Students are asked to write a well-constructed one page essay with an introduction, body, and conclusion discussing the differences between general deterrence, which aims to deter criminal behavior in society generally, and specific deterrence, which aims to deter individuals who have already committed a crime from reoffending. While not required, using APA style citations is suggested.
Vulnerable Population Summary and Proposed ProgramThe first of you.docxalehosickg3
Vulnerable Population Summary and Proposed Program
The first of your two written assignments for the course will provide a beginning framework that you will utilize in the development of your
Final Project: a proposal for a community-based program in your area. For this first written assignment, you will select one of the vulnerable groups identified in the text that will serve as your target population of interest throughout the duration of your next written assignment and Final Project.
Select one among the following groups from Chapter 1:
Vulnerable mothers and children
Abused individuals
Chronically ill and disabled people
People diagnosed with HIV/AIDS
People diagnosed with mental conditions
Suicide- and homicide-liable people
People affected by alcohol and substance abuse
Indigent and homeless people
Immigrants and refugees
Groups for special consideration (you may propose a different vulnerable population at the consent of the instructor)
Once you have selected a group of interest, write a three page paper that covers the following:
Discuss the impact that at least two of the factors below have on the vulnerability of your chosen group:
Age
Gender
Culture/Ethnicity
Income
Analyze the intersection of social, political, and economic factors affecting vulnerability (must address all three factors).
Draft the design of a new model program, not currently existent within your community. Provide a two- to- three paragraph statement that introduces your proposed community program. This section is tentative and might change as you conduct more research. At a minimum, however, items to address should include:
An explanation of the issues and risk factors experienced by the selected population.
An evaluation of the health needs of the group and a proposed continuum of care level (preventive, treatment, or long-term care) based on the group’s issues, risk factors, and needs. Justify the proposed level with supportive research/evidence.
A description of one to two proposed services your program will include.
Your assignment should be a minimum of three pages in length (excluding title and reference pages), and should include a minimum of three scholarly sources cited according to APA guidelines as outlined in the Ashford Writing Center.
.
Voices of DemocracyThe documents created at the inception of Ameri.docxalehosickg3
Voices of Democracy
The documents created at the inception of American democracy trace their lineage to the Magna Carta signed by King John of England in 1215. The Magna Carta was written by King John’s Barons to protect their rights and property from the King. They forced the King to affix his seal to the document under threat of civil war. The American colonists believed they were the inheritors of those rights from the King of England and as a result the Magna Carta was an inspiration for the American Revolution. Thomas Jefferson, in the Declaration of Independence, wrote about every man’s fundamental right to life, liberty, and the pursuit of happiness. The framers of the United States Constitution sought to design a system of government that would help make the ideals of the Declaration of Independence a reality. Today, United States Supreme Court justices refer to the Constitution as “the supreme law of the land” for guidance as they attempt to adjudicate modern-day conflicts. Much of the influence and authority of the Supreme Court rests in the interpretation of the original concepts and principles of the Constitution.
To prepare for this Discussion:
Review the Declaration of Independence in this week’s Learning Resources. Focus on the democratic principles outlined in the document.
Review the transcript of the Constitution of the United States in this week’s Learning Resources. Consider the relationship between the principles summarized in the Constitution and those detailed in the Declaration of Independence.
Review the article “Magna Carta and Its American Legacy” in this week’s Learning Resources. Think about how the Magna Carta influenced concepts and principles in founding documents of democracy.
Peruse the Supreme Court of the United States website and review arguments for current cases.
Select a democratic concept or principle that is represented in the Declaration of Independence and/or the Constitution.
Think about where and how your selection appears in the Declaration of Independence or the Constitution, and how it might be used by a Supreme Court justice in a Supreme Court case. If you live outside the United States, how do you think this democratic principle might affect the court system in your country?
With these thoughts in mind:
Post by Day 4
an analysis of the democratic concept or principle represented in the Declaration of Independence and/or the Constitution you selected for this Discussion and an explanation of why you selected it.Explain how the concept or principle might be used by a Supreme Court justice in a modern-day Supreme Court case to adjudicate a current conflict.
Be sure to support your postings and responses with specific references to the Learning Resources.
.
Vital statistics collected by federal, state, & local governments ar.docxalehosickg3
Vital statistics collected by federal, state, & local governments are the raw data used for research in epidemiology, environmental health, social & behavioral factors in health, and the medical care system. List 3 ways these vital statistics are used as part of public health's assessment function. Explain why this data is necessary (be specific).
Define what is meant by chronic disease and chronic disease management. Give an example of how Public Health/Epidemiology has impacted chronic disease management. List 2 strategies to mitigate/limit the effects of an identified 'chronic disease'.
Each question 100 -200 word , please provide refrence
.
Vladimir Putin was recently reelected to another term as President o.docxalehosickg3
Vladimir Putin was recently reelected to another term as President of Russia (2012). Based on your readings and your knowledge, do you feel that Russia is ready to resume its role as superpower much like they did during the Cold War as a result of Putin’s continued leadership? Does Russian aggression in Ukraine since 2013 constitute the first incident of a “new Cold War” whereby Russia will seek to reacquire the former Soviet Republics, such as Lithuania, Estonia, and Latvia, amongst others.
.
Vissing (2011) explains culture as an organized system of living an.docxalehosickg3
Vissing (2011) explains culture as “an organized system of living and thinking. It contains shared attitudes, values, goals, and behaviors that are present in individuals, groups, organizations, or regions of the world” (p. 24). After reading Chapter 3 in the text and “The Relation Between Culture and Social Structure,” summarize some of the ways that the role of culture can shape our expectations about how people are supposed to behave. Moreover, discuss how culture is involved in the consequences when a person does not behave as one is supposed to. Be sure to use the following terms in your explanation:
values
,
norms
,
material
,
status
,
groups
, and
roles
.
Your initial post should be at least 250 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. Respond to at least two of your classmates’ posts by Day 7.
Reference:
Vissing, Y. (2011).
Introduction to sociology
. San Diego, CA: Bridgepoint Education, Inc.
.
Visit the Endeavour Space Shuttle (I Already went there) at the .docxalehosickg3
Visit the
Endeavour Space Shuttle
(I Already went there) at the Science Center. It's near USC in downtown LA.
Instructions:
2-page report, single spaced, font 12 pts. Times New Roman, and 1 inch margins. Your report should contain a discussion of how
any
aspect of what you learned in your visit about (Endeavour Space Shuttle) connects to any class material (Ch. 1 thru 14) covered. Tell me what you learned and how it connects to class.
In other words, describe a specific space mission, project, or instrument and describe how the technology, science, or engineering connects to the material in our class. Be very specific for full credit.
Note: "Consider this a technical research project; basic equations are helpful and expected"
.
Visit the Endeavour Space Shuttle (any day) at the Science Cente.docxalehosickg3
Visit the
Endeavour Space Shuttle
(any day) at the Science Center. Fees vary so visit the
Reservation Desk
for info. For
directions click here
. It's near USC in downtown LA.
Instructions:
2-page report, single spaced, font 12 pts. Times New Roman, and 1 inch margins. Your report should contain a discussion of how
any
aspect of what you learned in your visit(s) connects to any class material (Ch. 1 thru 14) covered. Tell me what you learned and how it connects to class. In other words,describe a specific space mission, project, or instrument and describe how the technology, science, or engineering connects to the material in our class. Be very specific for full credit.
Consider this a technical research project; basic equations are helpful and expected.
.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
Teaching caseRaise your glasses – the water’s magic!St
1. Teaching case
Raise your glasses – the water’s magic!
Strategic IT at SA Water: a case study in
alignment, outsourcing and governance
Alan Thorogood1, Philip Yetton2, Anthony Vlasic1, Joan
Spiller3
1Australian Graduate School of Management, UNSW, Sydney,
Australia;
2CORDS Limited, Sydney, Australia;
3Welsearch Limited, Melbourne, Australia
Correspondence:
A Thorogood, Australian Graduate School of Management,
UNSW, Sydney, Australia.
Tel: 61 2 9931 9249
Fax: 61 2 9662 7621
E-mail: [email protected]
Abstract
The South Australian Water case study illustrates the
management challenges in aligning
Information Technology with business objectives in a publicly
owned corporation. To
achieve the alignment, the new CIO begins by refreshing the IT
infrastructure to support
the required business applications. When the Government
establishes ‘Improved water
quality’ as a major corporate goal, the CIO seeks to add value to
the business by
2. developing a quality reporting system that leverages the
existing technology. At the same
time, he demonstrates to the corporation the IT function’s
capability to deliver business
value through the management of multiple outsourcing vendors.
Journal of Information Technology (2004) 19, 130–139.
doi:10.1057/palgrave.jit.2000017
Published online 13 July 2004
Keywords: outsourcing; strategy; project management;
governance; government
Introduction
S
outh Australian Water (SA Water) is responsible for
the secure supply of quality water to Adelaide and the
world famous Barossa Valley vineyards. Much of
South Australia is the Great Sandy Desert and the largest
river, the Murray, is both shrinking and unpotable. SA
Water addresses this challenge through an internationally
recognised water-testing laboratory.
Historical context
Water delivery is an ancient technology, which changed
little until the introduction of electric pumps. It has always
been more economical to lay one large pipe between two
localities than it is to lay two smaller pipes. So, water
delivery is a natural monopoly and is therefore often
government owned or regulated.
Over the years, SA Water had evolved into a vertically
integrated government department. In the past, its scope
spanned from managing the catchment areas to retail
billing and it had its own castings factory to make pipes. At
its peak, it employed 6000 people, many of whom had
3. joined the organisation as apprentices and worked their
way up through the ranks.
During the 1990s, the South Australian Government
outsourced its IT infrastructure to EDS, privatised some
State-owned businesses and corporatised others, including
SA Water. After being restructured as a Government-owned
corporation, SA Water outsourced the maintenance and
operations of Adelaide’s water supply to United Water, a
joint venture of Thames Water, Vivendi Water and
Halliburton KBR. It also sold the castings business. This
reflected SA Water’s goals, which had changed from
‘security of supply’ to ‘efficient security of supply’. More
than 4000 employees left, many of them to join United
Water.
Business background
In the late 1990s, the Government became increasingly
concerned with environmental issues and added water
quality to the goals. The Government also directed the
Corporation to become more customer-focused, more
commercial and to develop a vigorous export-focused
Journal of Information Technology (2004) 19, 130–139
& 2004 JIT Palgrave Macmillan Ltd. All rights reserved 0268-
3962/04 $30.00
palgrave-journals.com/jit
water industry based on the water-testing laboratory while
providing a high-quality water supply.
The Government also appointed a new CEO, Anne Howe.
4. She structured the organisation along functional lines with
a separate business unit to manage the water-testing
laboratory. In February 2003, the largest functional unit
was Water Services, under John Ringham, incorporating
Operations, Engineering and Projects, Infrastructure and
Retail. The unit worked closely with United Water to
implement and monitor projects. The Economic Develop-
ment and Procurement function, headed by Jeremy Randell,
was responsible for long term planning and directing the
multi-million dollar investments that require South Aus-
tralian Cabinet approval. (See Appendix A, organisation
chart.)
The critical function for this case study was Water
Technology, headed by Jack McKean. Through its capital
planning capabilities, Water Technology interfaced with
Economic Development and Procurement, and via its
engineering, it assisted Water Services. The Information
Services unit reported directly to McKean. McKean’s group
also included the laboratory, called the Australian Water
Quality Centre, whose goals and culture are more scientific
than operational. The laboratory is located at Bolivar, a 40-
min drive from SA Water’s head office in the Adelaide
central business district.
Information systems: a new direction
SA Water had a history of poor IT performance and,
specifically, a reputation for uncompleted projects. This
record did not encourage the business to invest in IT and
some business units bypassed the IT function. For example,
Water Services developed and maintained the SCADA1
system. Also, SA Water did not invest in the Geographical
Information System beyond its initial implementation in
the 1980 s. Typically, such systems are favoured in utilities.
5. In 1999, the CEO brought in an external appointee, David
Johnston, as CIO. At that time, the IT infrastructure was
unable to operate industry standard systems, for example, it
could not even support an effective email service. Johnston
introduced the concept of business-focused IT and set out
to raise the IT profile throughout the organisation. He
closed most of the old incomplete projects and proposed
and won approval for a major upgrade in IT infrastructure
to support the development of new systems in September
2000. A major network upgrade followed. A new email
system became available in 2001, followed by a successful
widespread upgrade of PCs. This upgrade was not intended
to, and indeed it did not, deliver any substantive business
benefits. The upgrade built a platform for future value-
creating IT applications. The critical next step was to
demonstrate that IT could deliver benefits to the business
as a whole.
Johnston changed the division’s name to Information
Services (IS) and established a goal to ’deliver the right
information, at the right time, to the right destination
regardless of the location’. To achieve this goal, the CIO
publicly stated that IS would need to understand the
business more and become business-focused. Under
Johnston’s model of IS, the business owns both the
information and the systems. His goal was for IS to be a
contributor to the strategic future of SA Water. He
continuously told the business that it had power and that
it must exercise that power at both the strategic and project
levels.
Implementing this repositioning of IS led Johnston to a
strategic broker model of selective outsourcing (see Appen-
dix B for press coverage of the broker model). Under this
model, SA Water’s IS set up Service Level Agreements with
6. external strategic partners, such as Aspect Computing, and
with its own internal groups. IS retained the responsibility
for risk management and the delivery of business benefits.
It drew on external partners to provide much of the IT skills
and advice. For the internal staff, Johnston recruited people
from industry both to upgrade the group’s competencies
and to change the group’s culture. Only the best people
from the old IT team survived.
New roles and skills
Two new senior appointments focusing on implementatio n
reflected this repositioning of IS. Johnston brought in Chris
James to develop relationships with strategic business
partners and to act as the account manager, representing IS
to the business. James was responsible for managing
relationships with strategic partners, primarily Aspect
Computing, and for managing relationships with other
business units such as the laboratory and Water Services.
Ted Budas managed contract relationships with a focus
on projects to deliver business benefits. A small consulting
team also headed by Budas looked after new systems
development and provided IT consulting services to the
business. Budas relied on Aspect Computing, an external
vendor, to provide technical development staff.
There were also other key new roles. Paul Rafferty looked
after Customer Support, which included the internal Help
Desk, and support services from EDS and Aspect Comput-
ing. John Gradisar’s Infrastructure unit was responsible for
both the computing infrastructure, such as LANs and
servers, and telecommunications. Andrew Yates took
responsibility for information delivery. Finally, Johnston
developed internal Service Level Agreements covering
Infrastructure Services, Customer Support and Information
Delivery.
7. Three new organizational structures
To support the new direction for Information Systems,
Johnson created three new organisational structures. First, a
group of senior executives and two independent external
consultants met bimonthly as the Information Services
Executive Committee. Although the CEO sponsored this
meeting, McKean chaired it. The Information Services
Executive Committee’s purpose was to focus on business
issues and ensure that the top team was committed to and
satisfied with the projects delivered on their behalf.
Second, a Project Governance Office was established to
‘provide assistance to business unit managers to maximise
the success of y IT projects through the application of
endorsed methods, tools and techniques’ (Guidelines for
PGO: Internal memo, 2001). Project managers prepared
standard project status documents for the fortnightly
Project Governance Office meetings.
Strategic IT at SA Water A Thorogood et al
131
Project ‘owners’, along with the external strategic alliance
partners, attended the Project Governance Office (PGO)
meetings, which Johnston chaired. Johnston made it clear
that ‘the PGO does not have authority over individual IT
projects. That accountability rested with the business unit
owners.’ The PGO advised project managers and identified,
investigated and reported on significant variances from
plan, particularly time, cost or quality variances. In
practice, the PGO dealt with a wide range of issues because
it was the corporatewide forum for project managers to
discuss issues and share tacit knowledge.
8. At the PGO, each project manager made a presentation
and filed a written report on progress, issues, action to
resolve issues and budget variances. During the meeting,
people were encouraged to record learnings in the knowl -
edge management system. The PGO’s goal was to ensure
that all projects used approved methodologies, standar-
dised metrics and reports.
Third, each IT project had a Project Board. The boards
consisted of the project sponsor, a senior supplier
representative (in practice, often a senior member of IS)
and one or more users. The Project Board initiated the
project, authorised each stage, gave advice, closed the
project and conducted frequent project reviews.
PRINCE2 process: adopting a new methodology
The methodology adopted was PRINCE2, which is an open
standard, first released in 1989 for the UK Government
(Office of Government Commerce, 2002). It is now widely
used by Australian Government and UK commercial
organisations, establishing processes that cross the pro-
ject–business interface to enable the business to monitor
and control a project.
The Project Board and Project Governance Office were
both mandated structures of PRINCE2. Internal and
external project managers were required to have received
training in PRINCE2. A PRINCE2 consulting company
based in Adelaide provided two training courses, an entry-
level certification course and an advanced professional
course. One SA Water employee had completed the
professional training and two others had received certifica-
tion. This consulting company also kept SA Water’s
PRINCE2 documentation up to date to satisfy the evolving
needs of the business.
9. As part of this process, an intranet-based knowledge
management system was available to assist project man-
agers. The project manager reviewed this knowledge base
before starting a project and was responsible for updating it
before closing a project. The Project Governance Office
oversighted that process.
Application portfolio
There were several key applications at SA Water. The
mission-critical IT applications were billing, SCADA and
laboratory, with the geographical information system (GIS)
scheduled to become mission-critical in the long term,
when it become the user interface to most systems. The GIS
and billing system were managed by the IS department. The
SCADA system remotely controlled and monitored the
pumps, valves and sensors throughout the distribution
network and catchment area. The system operated in a
stable environment in comparison with the billing and
laboratory systems, where complications existed around
vendor issues with billing, and reliability issues with the
laboratory. Water Services managed and supported the
SCADA.
The Laboratory Information Management System (LIMS)
was a stand-alone system on its own hardware. This system
automated the tracking of samples within the laboratory,
allocation of tests to samples, validation of results,
interpretation and report generation. SA Water contracted
with Aspect Computing to supply IT contractors to support
the system. The laboratory supported and managed this
system, with assistance from IS.
The Waterscope project: a showcase of IS
To integrate the new structure, processes and roles with the
10. business, and to ‘sell’ the changes to business, Johnston
wanted a showcase project that would be visibly successful
and deliver business benefits. It had to deliver these
benefits by leveraging the new technical infrastructure
and demonstrating the broker model of outsourcing. The
CEO agreed to the showcase concept and a series of
workshops produced a short list of three suitable projects.
The Waterscope project was selected in May 2001.
Waterscope’s goal was to provide access to timely water
quality information needed to manage public health risks,
such as the Yorke Peninsula Incident (see sidebar). It would
reduce the cycle time between gathering water samples and
raising alerts to possible problems, by reducing the impact
of the delay before the verified and interpreted test results
were available. It would further automate the collection of
samples in the field by using barcode-reading PDAs2 and
automatically publishing unverified results from LIMS as
soon as the results were available.
The Gane and Sarson Data Flow Diagram (Figure 1)
shows the intended system design, not all of which was
implemented. Data would flow from the collection and
testing of field samples (top left hand corner) through to
the publication of results on the intranet (bottom right
hand corner). Waterscope would retrieve information from
LIMS and store it in PDAs for the collectors to take to the
field. While there would be some field tests, most of the
testing would be done in the laboratory. Waterscope would
download the test limits for each sample’s field tests. If the
field test were ‘out of bounds’, the collector could raise the
alarm immediately. The geographical coordinates of the
Strategic IT at SA Water A Thorogood et al
132
11. collection points would secure the system. Before the GPS
system was introduced, SA Water relied on local employees
who knew how to find the collection points.
The collectors would record the results of the field tests
and the collection information, such as water temperature, in
the PDA, then upload the data into LIMS when delivering the
samples to the laboratory. As soon as the results were
available, an Active Server Page would publish them on the
intranet, clearly marked as unverified, pending confirmation
of any out of bounds results. Once a scientist had verified the
results, the intranet would reflect the new status.
In July 2001, the Board approved a small exploratory
budget, equivalent to less than 10% of the total estimate.
With this planning budget, the IS team prepared a business
case. Building the case required considerable business
analysis skill and time, which the small IS team could not
provide. Using a broker model of outsourcing, SA Water
appointed DMR, Fujitsu’s consulting business, on a time
and materials basis, to fulfil the role of identifying the
benefits and associated costs. By September 2001, the
estimated cost had risen by 10% and the project had to be
de-scoped, with assistance from Water Services.3 It was
then accepted that this was a business project with a
technology component, rather than an IS project, and that
it would require a large proportion of business analysis
work, referred to as Business Intelligence (BI).
Version 1.0 of the business case was developed in late
September 2001. SA Water selected DMR as the business
Gather
12. specimens in
the field
PDA’s list of specimen testing points, c/w
addresses & limits
Reads
bar code
from tap
Download test
points and GPS
co-ordinates for
route
Download
PDA’s list of specimens &
field results collectedRecord specimen
Test specimen
Taken back to AWQC
Upload
specimens &
collected field
results
LIMS specimens &
field results import
Specimens
13. Store in
beaker
Initial
Verify
abnormals
If required, 2nd
Publish unverified &
verified results on
Intranet
LIMS results export
LIMS tests export
Results
Verified
ASP
LIMS
Intranet
GIS
Figure 1 Gane & Sarson Data Flow Diagram of Waterscope.
Table 1 The Waterscope Stakeholders
14. Laboratory Waterscope would affect the laboratory staff
capturing data in the field. In addition, its goal
was to publish laboratory results to the whole organisation. This
would increase the
transparency of the laboratory’s operations while automating its
data collection.
Information Services IS wanted this project to be both highly
visible and highly successful to prove the abilities of
the new IS team, infrastructure and outsourci ng model. It was to
be a ‘proof of concept’ to
encourage support for further IT projects.
Water Services (Operations) Water Services wanted timely
access to water quality information in order to repair the
system quickly and minimise risks to public health.
Executive Management The CEO’s objectives with Waterscope
were to improve the performance of the company
with regard to water quality and cost effectiveness and build
credibility with the
Government.
Aspect Computing Aspect Computing wanted to leverage their
knowledge of SA Water systems to become a
preferred software supplier.
DMR DMR’s aim was to use the project to bind the vendor-
client relationship and become the
incumbent Business Intelligence supplier.
Strategic IT at SA Water A Thorogood et al
133
15. partner to undertake the Business Intelligence (BI) work,
and Aspect Computing as the business partner for the
Systems Development (SD) team. In addition to the service
providers, the main stakeholders represented on the project
were the Water Laboratory, Information Services, Water
Services and executive management (see Table 1 for more
details).
Johnston appointed DMR consultants to the Project
Director role and as the Project Manager for the Business
Intelligence team. An Aspect Computing Project Manager
headed up the Systems Development team. SA Water
Services and laboratory staff, along with Marcel Althoff
from IS, were appointed to the BI team.
There were some early conflicts between and misunder-
standings about the structure by DMR and Aspect. For
example, SA Water had to intervene in the Aspect
Computing/DMR relationship to clarify the project man-
ager’s reporting lines. Effectively, there were two project
teams: Aspect Computing’s System Development team of
developers and the Business Intelligence team composed of
DMR consultants and SA Water managers. The two teams
were located on separate floors in the same CBD building.
The part-time DMR project director was Melbourne-based
and on-site 2 days a week in Adelaide. Most of the users
were located at the laboratory in Bolivar, outside Adelaide.
By January 2002, the Information Systems Executive
Committee and the SA Water Board had approved the
project budget and the project moved into the next phase of
the PRINCE2 methodology. In that phase, the SD team
received business requirements from the BI team and then
constructed functional specifications. Gaining approval for
these functional specifications caused friction because
the SA Water people had limited time to approve the
16. specifications, some of which ran to many pages, and
the SD team needed approval before it could start to write
code.
The DMR project manager, initially dedicated to the BI
team, was pulled out early in the project’s life to attend to
other business in Melbourne. The BI team subsequently
took unofficial guidance from Althoff with some contact
with the DMR Project Director. Initially, SA Water Services
and the laboratory under-resourced the BI team but
corrected this in February 2002. Naturally, there were
differences between the Aspect team of system developers
and the BI team, but the differing interests and cultures
within the BI team also reflected the different roles and
interests within SA Water.
The Systems Development team reported directly to an
Aspect Computing project manager for its day-to-day work.
The Aspect Computing appointment was for delivery
according to a fixed, but not detailed, specification. To
assist in scoping the features and determining the Aspect
Computing workload, the BI team categorised the features
into mandatory, desirable and nice-to-have. Aspect Com-
puting then estimated their workload based on the
mandatory components.
Waterscope project governance
Figure 2 shows the Waterscope Project Governance
organisation chart.
The Project Board met monthly with Todd Heather
chairing the meeting. The Project Governance Office met
every week up to August 2002 and then fortnightly. These
meetings managed issues such as the lack of development
skills and availability of SA Water business people for the
17. BI team. Most notably, senior managers on the Project
Board were available to resolve conflicts over which
desirable, as opposed to mandatory, deliverables were in
scope.
Project challenges
Because projects are unique, it is impossible to predict the
outcomes with accuracy and this inevitably creates
challenges. In this case, these included:
Project Board - John Howard,
David Johnston, Roger Perry
Information Services Executive
Committee
Project Governance Office
Project Director - DMR (Todd
Heather)
System Development Project
Manager - Aspect Computing
Business Intelligence Project
Manager - was DMR, then
Marcel Althoff
Figure 2 Waterscope Project Governance.
Strategic IT at SA Water A Thorogood et al
134
18. � A delayed link from the GIS, documented in the January
2002 PGO minutes, caused by unrelated work in a GIS
project.
� Problems interfacing with LIMS in February 2002.
Neither SA Water IS nor the laboratory understood
some of the unusual data structures in LIMS and the
quality of the data made it difficult to import into the
Waterscope relational database. The initial project-
planning phase did not identify this problem and the
simultaneous project to upgrade LIMS made it more
complex.
� Delays in PDA testing. Dr Jeremy Lucas, from the
laboratory, reported that he was unable to perform
testing using a PDA for 2 weeks in March 2002 because
key people were on holiday. When the PDA became
available in April, testing revealed that it could not read
the barcodes, because of the placement of the labels on
the pipes. The 350 field labels, which had earlier taken 2
weeks to attach, were then replaced correctly.
� Delays in approval processes in April 2002, because of
the lack of available business resources.
� Use of unapproved technology, because there was no
software architect to vet the technology. SA Water
rejected some technology after partial development,
which resulted in re-work.
In some cases, luck was in the project’s favour. For
example, one of the Aspect Computing people tried
scraping off a label and found that the bar codes rubbed
off easily. Small changes in printing and ink corrected a
fault that only natural ageing would have shown up.
19. Business outcomes
By March 2003, the system had been implemented and was
operating. The business people interviewed were satisfied
with the functions delivered. Many people were aware of the
project and recognised it as a success. The project board
did not regard the project as complete; they would close the
project only when another project delivered a corporate-
wide data replication capability necessary for full function-
ality.
Some of the participants felt that, in their experience, the
project had cost too much, citing protracted decision-
making timelines, with the project director unavailable
much of the time; time-consuming reporting requirements
for the Project Governance Office; technical inexperience
and process incompatibility causing poor productivity in
some areas; and higher than expected costs of managing the
relationships. However, in the historical SA Water context,
project performance had been good, with the project
delivering most functionality to agreed budgets. As noted
earlier, prior to Johnston’s arrival, IT projects had a poor
record of accomplishment.
The PRINCE2 methodology received a mixed reception.
Some described it as too ‘heavyweight’ for the project.
(There were too many mandatory documents and manage-
ment decisions for the size of the project.) Others saw the
benefits as greater than the costs. The main issue of
contention was the need to prepare detailed briefing reports
for the PGO meetings.
Other projects
The Works Management System was a major IT application
project managed by Water Services. This system was
designed to interface with United Water to provide
bidirectional inter-organisational links for Works Plans.
20. The project manager attended Project Governance Office
meetings and provided updates to the Information Systems
Executive Committee but the project did not use the
PRINCE2 methodology.
Future plans
SA Water had many future opportunities to use IT to
benefit the organisation following years of low investment.
In March 2003, plans included completing the substantial
Works Management System discussed above, major up-
grades to the GIS over a 5-year period, and installing a
Standard Operating Environment for PCs based on
Windows XP. SA Water was also considering a billing
system replacement. However, replacing it would be a
substantial investment. (For example, in New South Wales,
Sydney Water had spent $70.2 million on a new system,
which the New South Wales Treasurer acknowledged was
‘likely to be a dud’4.)
Waterscope has also helped to identify additional business
benefits that will be low cost to implement with a simple
expansion of the system. A Version 2 project may be justified.
Summary
SA Water has been reorganised into a Government-owned
corporation with clearly set goals, including a focus on
water quality. The information systems function fell behind
industry standards, but the CIO redirected it, refreshed the
infrastructure and introduced the broker model of out-
sourcing. He introduced new roles and skills to match the
strategy. The Information Services Executive Committee,
Project Governance Office and Project Boards all helped to
exercise control over information systems projects. The
PRINCE2 methodology integrated these new roles and
structures. After these changes the Waterscope project was
chosen to showcase the new capabilities.
21. Waterscope aimed to improve detection and rectification
of water quality problems. It consisted of two projects
teams, the Aspect Computing Systems Development team
and the DMR and SA Water Business Intelligence team,
which reported to a DMR project director who then
reported to the Project Board. The project overcame some
difficulties and relied on the new methods and structures to
resolve them. Waterscope was recognised as a success with
some qualifications.
Questions to guide case analysis
1. After Johnston’s changes, does the IS function fit the
organisation and its environment? In considering the
answer to this question, you should draw on models of
IT structure and fit. In particular, ask how the new
initiatives help IS to get closer to the business.
2. Is it the people, the structure, the methodology, the
technology, the top team relationship, vendor support or
the project management, that is the key to Waterscope’s
success? Which of these elements did Johnston empha-
sise to bring about improvement, and what risks to high-
performance project practice remain?
Strategic IT at SA Water A Thorogood et al
135
3. What important issues does this case raise about IS
project governance?
4. David Johnston was headhunted and took up a new role
in April 2003. What attributes should SA Water look for
22. in a new CIO and what changes should the new CIO
make?
Case study participants
1. MBA students
2. Executives concerned about IS business deliverables.
Notes
1 SCADA systems are used to monitor and control plant status
and provide logging facilities (www.foldoc.org).
2 PDA (Personal Digital Assistant): a rugged mobile hand-held
computer that operates on batteries for considerable periods.
3 Much of the cost increase came about because the project
costing rules changed. Previously, the accounting system did
not
allocate internal project costs to the project budget. To stay
within the budget approved by the Board, the sponsor had to de-
scope the project. For example, the SCADA interface that would
have shown the status of valves was included in the benefits
realization plan and but was specifically excluded subsequently.
4 For more details, see The Australian Financial Review 28
October 2002, ‘Audit of PwC water-billing job’.
References
Office of Government Commerce (2002). Introduction to
PRINCE2 –
management overview, http://www.ogc.gov.uk/prince/(accessed
3rd February
23. 2003).
About the authors
Alan Thorogood is researching theoretical frameworks to
assist management thinking with regard to IT flexibility,
outsourcing and project management. In the research, he
draws on nearly two decades of wide-ranging global
industry experience. He is a PhD candidate in Professor
Phillip Yetton’s Fujitsu Centre for Managing Information
Technology and teaches on the AGSM’s Executive MBA and
full-time programme. The AGSM awarded his MBA in 2003
with the Australian Business Limited Prize for top academic
performance and the Boston Consulting Group Prize for
performance in strategy.
Philip W. Yetton is the Commonwealth Bank Professor of
Management at the AGSM. He is a graduate of Cambridge,
Liverpool and Carnegie-Mellon Universities. His major
research interests are in ISD project management, IT
strategic alignment, SMEs, strategic leadership, and IT-
based strategic change. He has extensive consulting
experience in both public and private sectors and is co-
author of ‘Steps to the Future’ and has written more than
fifty articles published in international journals.
Anthony Vlasic is a Postdoctoral Fellow at the Australian
Graduate School of Management. His major research
interests focus on how organisations and industries can
improve business value generated from project-based
investments, with a particular focus on information system
projects. Prior to joining the AGSM, Anthony worked as a
project manager in Australia and Europe.
Joan Spiller is Managing Partner of Welsearch Pty Ltd and
combines Board Directorships with consultancy work,
24. particularly in strategy and operations. Consultancy fields
include IT services, Bio-tech, Building & Construction,
Communications, Health Care, Arts, Education and De-
fence.
She chairs the Board of Flower & Samios Architects, and
is a Director of several Arts organisations. Past Board
Directorships include the Australian Broadcasting Corpora-
tion, Victorian Rehabilitation Centre, Monash IVF, Monash
Ultrasound for Women, Monash Reproductive Pathology &
Genetics, and the Melbourne Symphony Orchestra. Her
extensive experience in public sector policy development
and operations includes senior executive positions in
Health and Communications.
Strategic IT at SA Water A Thorogood et al
136
Appendix A
South Australian Water – Abbreviated Organisation Chart at
February 2003
Appendix B
CIO of tomorrow a service broker (The Australian, 26 June
2001)
IT chiefs should get used to outsourcing, Craig Baty says
THE Senate’s Finance and Public Administration commit-
tee is reviewing the Government’s IT outsourcing initiative.
Whether or not the final findings will praise or damn the
outsourcing initiative, Gartner believes that outsourcing,
25. and the use of external service providers in general, will
continue to be a viable means of providing services to
organisations in both public and private sectors.
Both global and local research leads Gartner to conclude
that, by 2002, 80 per cent of enterprises will employ
selective IT outsourcing to help control costs, overcome
skills shortages and increase the flexibility of labor markets
(0.7 probability).
Gartner’s Dataquest division predicts that the Australian
IT services market (which includes outsourcing as the
major component) will grow at a compound annual rate
(CAGR) of 20 per cent from its current estimated 2001 size
of $US14.3 billion ($27.5 billion) to $US24.6 billion by 2004,
making Australia one of the world’s fastest growing and
advanced markets for outsourcing services.
So what’s driving this growth, and what does it mean for
the one in the hot seat – the CIO, who is responsible for
delivering services?
Driven by an increasingly competitive marketplace
and enabled by decreasing unit costs of basic technol-
ogies (processors, storage, bandwidth), IT has expanded
from a back-room resource providing competitive
advantage (cost, time, quality), into a front-office
resource (marketing, sales, environmental scan) that is
a competitive necessity and essential for the survival of
the enterprise.
CEO
Anne Howe
Economic
Development &
26. Procurement
Jeremy Randell
Water Services
John Ringham
Water Technology
Jack McKean
Strategy & ChangeSecretariat CFO
Retail
Infrastructure
Operations
Roger Perry
Engineering &
Projects
Contract Operations
Chief Scientist
AWQC Don Bursill
GM AWQC
John Howard
Water Engineering
Technologies
Information Systems
David Johnston
27. Others including:
Capital Planning,
Environmental
Management,
Intellectual Property,
New Business
Development, Payroll
Business
Development
Consulting & Projects
Manager
Ted Budas
Infrastructure
Manager
John Gradisar
Customer Support
Paul Rafferty
Information Delivery
Andrew Yates
Strategic Alliances
Chris James
South Australian Water - Abbreviated Organisation Chart at
February 2003
Strategic IT at SA Water A Thorogood et al
28. 137
Change, once viewed as a short period of transition
between two longer periods of relative stability, is now a
continuous process.
At the same time, the concept of a monolithic enterprise
owning all products, services and channels required to
address a customer’s needs is rapidly being replaced by
strategic partnerships, virtual enterprises and integrated
value chains.
This new environment is generating new critical success
factors for IT investment. The need to operate in a dynamic
business and technical environment is driving the need for
technology infrastructures and application architectures
that are flexible, maintainable and easy to integrate (while
still providing functionality, cost-effectiveness and a timely
and secure environment).
The traditional, centralised Information Systems (IS)
organisation of past years is rapidly giving way to a more
distributed structure.
We call this a role-based organisation because it
represents an association of multiple organisational styles
and sources that fulfil different roles for the enterprise.
While the IS organisation would not disappear, we do
believe its form will change dramatically, encompassing a
mix of service organisations, consultants, centres of
excellence, resource pools and business liaisons, rather
than a single integrated IT function within the business.
29. Many of the traditional functions of the IS organisation
are moving to the business units or to external service
providers (ESPs). These various structures can be thought
of as organisational tools that need to be brokered and co-
ordinated.
This is the chief role of the new IS organisation, and by
extension the CIO. In fact, for most enterprises, the new IS
organisation will be dramatically smaller and more busi -
ness-focused. Total IT employment will continue to grow,
but the number of those on the internal payroll may very
well shrink, with many staff moving to external service
providers.
Gartner expects that by 2002, the primary focus of IT
management will shift from operational efficiency and
effectiveness to information exploitation and inter-enter-
prise operability (0.7 probability) and by 2004, fewer than
30 per cent of medium to large enterprises will maintain a
full-service (internal) IS organisation (0.8 probability).
Gartner expects the IS organisation to be a more
modular, flexible organisation that will align more closely
with the speed of change in the enterprise than traditional
structures could. While some enterprises will completely
outsource all IT functions, and it is likely more than 85 per
cent of enterprises will need some form of an internal IS
organisation, albeit significantly changed in size and scope.
The lack of relevant IT skills in the market is driving
many of the above changes to the traditional IS role and
structure. Enterprises that were once accustomed to having
enough IT professionals for every open position are now
facing a systemic scarcity of relevant IT skills.
In fact, it is likely the current workforce shortage in many
30. areas (but not all) is a long-term issue that will continue
through 2003, as organisations are fundamentally restruc-
tured to meet evolving business requirements.
In fact, IS organisations will increasingly focus on
strengthening enterprise-specific business and IT manage-
ment skills while selectively outsourcing technology-inten-
sive external resources to handle operational or short-term
activities.
Employment models and workforce values will change
dramatically.
Permanent full-time employment will no longer be the
standard; IT professionals will insist on continuous
learning, opportunities to expand their experience portfolio
and the right to request and receive intriguing new types of
work.
To accommodate the needs of a changing workforce and
organisational dynamics, management styles will have to
change.
Treating employees well, paying them fairly, providing
meaningful work, tying work to enterprise objectives,
broadening work roles and trusting employees, all are
crucial to making enterprises attractive.
But responding to the challenges of increased service
provider reliance will require a dramatic rethinking of how
the IS organisation is run.
The role of the CIO in this new world, thus moves from
one of operational efficiencies and effectiveness, to that of
being a broker of services.
31. Craig Baty is group vice-president of Gartner Research
Asia-Pacific and Japan, based in Tokyo. E-mail: craig.ba-
[email protected]
Strategic IT at SA Water A Thorogood et al
138
Appendix C
South Australian Water – Time Line
Strategic IT at SA Water A Thorogood et al
139