1. Information Technology Procurement Informatics Training for CDC Public Health Advisors

2. Reality check: Costs #1 Planning, design, specification, management Hardware and Software

3. Reality check: Costs #2 System maintenance System development

4. Three procurement issues: n What IT to procure n How to procure it n How to get it delivered on time and on budget

5. What IT to procure Strategic plan: for your agency  for IS n IRM policies: plan into action n Business case n Statement of requirements Proceed to Step 2: How to procure it

6. What IT to procure (cont’d) n Business case ä must detail benefits in measurable terms ä business case helps management prioritize, i.e., not just go/no go decision ä Accountability and monitoring are critical ä Senior management should understand as well as approve the business case (e.g., GIS in WA)

7. What IT to procure (cont’d) n Detailed statement of requirements ä Changes during actual procurement process are very expensive; need to do this up front ä Distinguish mandatory from desirable features; analyze latter for incremental costs/benefits ä “What must we be able to do”, not “What do we want to build” ä Build in transition, flexibility, scalability

8. Procuring IT: Buy or build n Dont’ make this a religious matter n Three options, in order of preference ä Buy a package already on the market ä Get external vendor to develop what you need ä Develop it in house n If you choose #3, don’t think you need less formality with requirements specification

9. Procuring IT (cont’d) n Big procurement/development? Form a Steering Committee (e.g., CDC PGDB) n Clear procurement plan, with clear assignment of responsibilities n Involve internal auditors when it can be most helpful

10. Three keys to IT procurement n Specificity (functional requirements of product; precise nature of IT service) ä Can be >50% of total work involved! n Performance measurement specified in the contract, plan, etc. n Modularity: beyond engineering and maintenance benefits, allows an early warning system

11. Bringing it home n Needs a good project manager n Regular written progress & problems reports n Manager/SC must respond ASAP n Demo, demo, demo; Test, test, test n Once development/procurement is begun, resist changes to requirements! Consequences must be made explicit.

12. Bringing it home (cont’d) n Measure the finished modules, product against previously agreed upon metrics. n Whenever possible, test real world scenarios in parallel, in new and old systems, to determine accuracy

13. Want specifics? http://www.itpolicy.gsa.gov/