Presentation on theme: "ICT Technologies Session 3 5 June 2007 Mark Viney."— Presentation transcript:
ICT Technologies Session 3 5 June 2007 Mark Viney
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 ICT Technologies
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 Topics
Technology Services Division Revenue: $19m Staff: 230 Revenue: $38m Staff: 170 Revenue: nil Staff: 5 Structure Chris Duffy Technology Applications Lane Masterton Technology Infrastructure Don Bartley Technology Research Denis Farrell Deputy Statistician Jenine Borowik CIO Brian Pink Australian Statistician
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 IT Group Structures
Fixed annual budget Cost recovery mix full cost recovery 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 Pros - funds growth - costs understood Cons - costly to administer - difficult to predict demand Funding Models
insourced selective contracting (in areas where special skills required / packaged product support No "one size fits all" approach Insource Outsource "Rightsource" Sourcing models
"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. "Culture eats strategy for breakfast... every time " - 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 Policy and Strategy
DO engage senior management in IT strategy - it is their business too! Information Resource Management Committee IRMC considers: major purchases new strategy work programs & budgets IT Governance give them education and coaching they should be advocates for the decisions that are taken
- a mix of technology - "pull" and business needs - "push" Partnership required to design future business processes
Client Divisions Business Projects Technology Services Division TSD Account Managers Project Boards Project Managers IT staff Working in partnership - ABS model
Vendors SAS, Lotus, ORACLE... Technology Services Division TSD Product Managers TSD Executives Account Managers Working in partnership - ABS model for vendors
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 Vendor Relationships
Value for money investment longevity skills availability robustness performance support innovation integration of business processes externalisation Architecture Goals
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? ABS Architecture = how we want to build "next generation" systems ABS Enterprise Architecture
..implemented via Architecture Panels. Communicated via Posters...
Posters - our prop for developing shared "mental models"
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 delivery processes
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 Service Level Agreements
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 Sample Service Level Agreement - Backup & Recovery
"Value Proposition" for IT staff in NSO: 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 We mainly "grow our own" - hire graduates and keep them happy. Very limited use of contractors (short-term assignments with emphasis on skills transfer) Retention factors: professional development flexibility in work placements technical & management career paths IT Staffing
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 Security
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 Knowledge Management
Culture and Behaviours which support collaboration and sharing of knowledge Personal Workgroup Corporate 3 key information domains ABS KM Strategy "Foundations"
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 Corporate Domain
Day to Day business activity and documentation Key repositories: Section WDB Division WDB Social Club Change Management Committee Workgroup Domain
Draft material and personal email Key repositories: Mark Viney's database Personal Domain
lots of fragments and copies selective involvement no total picture or context where do the results go? The evils of e-mail Fred Jane Mike Sue Harry Bill To: Harry, Bill cc: Mike From: Jane Subject: Sales Workshop -------------------------------------------------------- What do you think we agreed?
Discussion Forums Fred Jane Mike Sue Harry Bill Database 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)
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) Key Messages