Transcript Slide 1
ICT
Technologies
Session 3
5 June 2007
Mark Viney
ICT Technologies
Remember:
almost everything a statistical agency does can be
supported by ICT
ICT will continue to advance, plan to apply
emerging technologies
Today we will cover:
how ICT can be organised and managed (ABS will
be used as a case study and aid to discussion
about "good practice")
Knowledge Management
Topics
ICT Org Structure
Funding models
Sourcing models
Strategy and Policy
IT Governance
Working in partnership - clients and vendors
Enterprise Architecture
Service Delivery processes
Service Level Agreements
ICT staff
Security
Structure
Brian Pink
Australian Statistician
Denis Farrell
Deputy Statistician
Jenine Borowik
CIO
Chris Duffy
Technology
Applications
Lane Masterton
Technology
Infrastructure
Revenue: $19m
Staff: 230
Revenue: $38m
Staff: 170
Don Bartley
Technology
Research
Revenue: nil
Staff: 5
Technology
Services
Division
IT Group Structures
Common arrangements for IT Group:
may include functions such as methodology,
data entry, data management, security
head reports to CEO or Deputy
varying degrees of decentralisation of
applications development/ support
Funding Models
Fixed annual budget
Cost recovery
full cost recovery
Pros
- funds growth
- costs understood
infrastructure costs recovered through
cpu, disk, PC, network, phone
half day charge for application
programmers
prices based on work program agreed
each June
payments made automatically
on-line system for cost reporting
Cons
- costly to administer
- difficult to predict
demand
mix
Sourcing models
Insource
Outsource
"Rightsource"
insourced
selective contracting (in areas where
special skills required / packaged product
support
No
"one size fits all"
approach
IT Policy and Strategy
"Culture eats
strategy for
breakfast
... every time"
"alignment" of IT with Business a key goal
the grand "IT Strategic Plan" seems to be
less popular. People now talking more
about governance models and enterprise
architectures.
- Author unknown
IT:
regarded as "strategic"
"corporate" approach to IT
IT Strategy - embodied in ABS
Enterprise Architecture and annually
refreshed "strategic directions
statements"
IT Policy - a few absolutes
that we want to be able to
enforce
IT Governance
DO engage senior management in IT strategy
- it is their business too!
give them education and coaching
they should be advocates for the decisions
that are taken
IRMC considers:
major purchases
Information Resource Management new strategy
Committee
work programs &
budgets
Partnership required to design
future business processes
- a mix of technology - "pull"
and business needs - "push"
Working in partnership
- ABS model
Client Divisions
Technology Services
Division
TSD Account
Managers
Project
Boards
Project
Managers
IT
staff
Business
Projects
Working in partnership
- ABS model for vendors
TSD
Executives
Technology Services
Division
Account
Managers
TSD Product
Managers
Vendors
SAS,
Lotus,
ORACLE...
Vendor Relationships
Educate vendor with "value proposition" for giving you a
good deal:
prepared to be a reference site
provide input to product directions strategies
host user groups and forums
training ground for expert users
long-term commitment
Architecture Goals
Value for money
investment longevity
skills availability
robustness
performance
support innovation
integration of
business processes
externalisation
ABS Enterprise Architecture
ABS Architecture = how we want to build
"next generation" systems
describes how we want future business processes to look
and maps technologies to them
documents key strategies, processes, technologies
we decided to avoid thick manuals (don't work very well)
acid tests does it actually inform decisions as to how to build and what to buy?
do the new systems work?
Communicated via Posters...
..implemented via Architecture Panels.
Posters - our prop for developing
shared "mental models"
Service delivery processes
Key IT Service Processes
Project Management
Change Management
Cost Recovery
Forward Work Planning
Technical Review
IT Procurement
Problem Management
Release Management
Service Level Management
Testing
Communication Management
IT Product Management
Service Level Agreements
Can be very useful - manage expectations, ensure
service level fits business needs
Can be difficult and resource intensive to monitor
and measure
Start with high-level, organisation-wide, SLAs
Build into contracts with Service Providers
Sample Service Level Agreement
- Backup & Recovery
Notes: Backup onsite every 12 hours,
Recover a document in 30 minutes and a
whole database in 60 minutes
NOS & UNIX: Backup Onsite each night,
Recover files in 30 mins and whole file
systems in 60 minutes
Oracle databases: log transactions, Recover
database in 60 minutes
IT Staffing
"Value Proposition" for IT staff in NSO:
We mainly "grow our
own" - hire graduates
and keep them happy.
Very limited use of
contractors (short-term
assignments with
emphasis on skills
transfer)
breadth of technology - lots of systems
track record as a leading user of IT
diverse & interesting careers
"public good value" of NSO mission
savvy clients
Retention factors:
professional development
flexibility in work placements
technical & management career paths
Security
dedicated Security section which
manages physical and information
security
very skilled staff
external checking (Defence Dept.) of
security of our external connections
promote "culture of security"
regular and ad-hoc audits and review
senior management oversight through
Security Committee
CIO = Security Executive
Security is "mission
critical" important to
NSOs
watch external
connections
constantly improve
identity and access
management
use expert advice
Knowledge Management
Common objectives of "knowledge management":
better management of information assets
helping people develop new skills
assisting creation of new knowledge through supporting
innovation and collaboration
capturing information in people's heads so it can be
shared and reused.
making it easier to locate and interact with experts
ABS KM
Strategy "Foundations"
3 key information domains
Personal
Workgroup
Corporate
Culture and Behaviours which support
collaboration and sharing of knowledge
ABS Information
environment domains
Navigation
(Portal)
Browse
50 databases
Search
Corporate
Archiving
Email
Subscription
Workgroup
1800 databases / applications
Personal
Behaviours
3200 databases
Collaboration
/workflow
Corporate Domain
Careful, formalized management of key information assets
Key repositories:
Corp Directory
Corp Information DB
Corp Manuals DB
Learning Management System
Intranet "Welcome Page" navigators and assistants
Workgroup Domain
Day to Day business activity and documentation
Key repositories:
Section WDB
Division WDB
Social Club
Change Management Committee
Personal Domain
Draft material and personal email
Key repositories:
Mark Viney's database
The evils of e-mail
To: Harry, Bill
cc: Mike
From: Jane
Subject: Sales Workshop
-------------------------------------------------------What do you think we agreed?
lots of fragments and copies
selective involvement
no total picture or context
where do the results go?
Bill
Sue
Jane
Harry
Mike
Fred
Discussion Forums
Ideas for Sales workshop (Mike)
What I liked about last year(Sue)
Lets remember to invite Design (Bill)
List of Attendees (Jane)
What about me? (Fred)
Oops, of course you are invited (Jane)
Record of the Workshop (Harry)
Bill
Sue
Jane
Database
Harry
Mike
Fred
Key Messages
DO work on organisation and access of
"corporate" information assets
DON'T rely on an "e-mail centric" approach
DO consider "team rooms", Quickplaces
and other forums for sharing and
collaboration
Communicate how you expect people to
behave (and behave accordingly)