an overview of it strategy

8/6/2019 An Overview of It Strategy

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1 IT Strategy, Leadership and Value. 2007 Deloitte Inc.

IT Strategy:The key to winning executive support.

itSMF Atlantic

Halifax May 30th 2008


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2 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

Objectives

In this presentation you will:

1. Learn what is IT Strategy

2. Understand why is IT strategic planning the key towinning executive support for your IT Service Managementinitiatives

3. Learn how to go about creating an IT Strategy that wins

the executive support!4. Discover 10 characteristics ofBest IT Strategies

5. Learn where to go for more information


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Dalibor Petrovic, PMP, I.S.P.

Senior Manager, Deloitte.

Certified ITIL Service Manager

Certified CobiT Professional

Certified ISO 20000 Consultant and Internal Auditor,

Certified Project Management Professional (PMP)

President of itSMF-Northern Alberta, Edmonton, Canada

EXIN Exam Marker for ITIL Service Manager certifications

Role @ Deloitte:

Helping Business Leaders maximize their Return on IT Investment

Helping Technology Leaders demonstrate Value of the IT Investment

Contact:

Phone: +780.421.3716; e-mail: [email protected]

Your presenter


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Presentation Agenda

BB

SS

EE

CC

TT

II

OO

NN

SS

CC

AA What is IT Strategy and why does it matter?

How to go about creating a winning IT Strategy?

10 Characteristics of Best It Strategies


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strategy/stratidi/ NOUN (pl. Strategies)1

1. a plan ofaction designed to achieve a long-term, or overall aim.2. the art of planning and directing overall military operations and movements in

a war or battle. Often contrasted with tactics.3. the art of using similar techniques in politics, or business

Lets Start with a Definition

What then is an IT strategy?

An IT strategydefines the organizations requirement, or demand for information,services and systems to support the overall strategy of the business. It is firmly

grounded in the business, taking into consideration both the competitive impactand integration requirements of IT. Essentially it defines and prioritizes theinvestment required to achieve the overall business goals using Information

Technology means.IT strategy could therefore be defined as:

1. The plan of action designed to achieve the long-term goal2. The iterative, ongoing process (or art) of planning

1. Source: Oxford Dictionary, Canadian Edition, 2003


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Why should IT Strategy matter to you?

10. Not considering the complete ITIL Framework

9. Ignoring solutions other than ITIL CobiT, Six Sigma, CMMi

8. Allowing departmental demarcations silo approach

7. Failing to maintain momentum 3-5 years is a long time!

6. Being too ambitious doing it all at once

5. Focusing too much on performance, not enough on quality

4. Not assigning process owners squarely lay responsibilities

3. Not creating Work-Instructions getting lost in process maps

2. Spending too much time on complex process diagrams

Top Ten Reasons organizations are unsuccessful implementing ITIL/IT ServiceManagement (in reverse order)2:

2. Source: Malcolm Fry, ITIL pioneer and Industry Luminary


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Why should IT Strategy matter to you?

Source: Malcolm Fry, ITIL pioneer and Industry Luminary

NUMBER ONE Reason Organizations are unsuccessful implementing IT ServiceManagement?:

LACK OF

SUSTAINEDEXECUTIVESUPPORT


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EXECUTIVE SUPPORT?

STEP 1: Understand Executive's Concerns

Aligning (Integrating) IT with

business Meeting business and user needs

Coping with change

Dealing with senior management

Managing costs, budgets andresources

Keeping up with technology

Recruiting and retaining staff

Time and resource management Infrastructure management

Maintaining skills and knowledge


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EXECUTIVE SUPPORT

STEP 2: provide solutions to these concerns

Relevant

Coherent

Consistent

Directional

Actionable Measurable

Logical

Inclusive

.thought the process of IT Strategic Planningand its product/outcome the IT Strategic Plan


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Back to the definition

What then is the IT strategy?

The IT strategydefines the organizations requirement of demand for informationand systems to support the overall strategy of the business. It is firmly groundedin the business, taking into consideration both the competitive impact andalignment requirements of IT. Essentially it defines and prioritizes the investmentrequired to achieve the overall business goals using Information Technology means.

IT strategy could therefore be defined as:

1. The plan of action designed to achieve the long-term goal2. The iterative, ongoing process and art of planning3. The communication tool for visions, plans and activities4. The vehicle to address executives concerns, and therefore

The Key to Winning and sustaining executive support


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All IT strategies are not created equal

Our experience: ~10% of IT StrategiesApproach is integrated as part of corporate strategydevelopment process.A1. May address overall competitive positioning or simplyproduct/service offerings within established positioning.A2. May start from established business model vision or start withinfrastructure opportunities and surface business implications andultimately clarity on business model

Our experience: ~20% of IT StrategiesMajority of IT strategies developed collaborativelyand iteratively with business. Often requiresclarifying and playing back business unitstrategies and developing IT Implications.Approach can be driven by either IT or the BU

through joint workshops and working sessions

IT Strategy developed as part of overall corporate strategyand directionA1. Product/service strategy-- Prevalent where IT is integral to bothproduct and operations e.g., financial services, entertainment sectors, etcA2. Business transformationPrevalent in companies facing fairly major

business transformation efforts including operations and infrastructureconsolidation

IT strategy typically focused on improving IT support ofoperations or value from IT spend. Often issues andgaps driven. IT priorities, capabilities, and issues vettedand aligned with business needs.

IT strategy focused on defining applications,information, and technology architectures, ITservices, and cost structuresthen selling thevision, costs, and value to business leadership.

Our experience: ~30% of IT StrategiesApproach is IT-centric, within the context of thebusiness. The approach of choice for ITorganizations operating in a service provider role.May also be useful as a learning experience for ITbefore planning with business counterparts.

IT Strategy focused on supporting business unit strategies.May be part of an effort to expand business planninghorizons and integrate business strategies

Type A IT Integral to Corporate Strategy

Type B IT Support of Business Strategies

Type C IT Support of Business Operations

Type D Enterprise Service Provider

Our experience: ~40% of IT StrategiesGenerally to uncover and resolve issues and ensurebetter alignment. Approach may be driven by IT withbusiness involvement at key intervals or driven bybusiness to develop IT awareness and spur change.


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Now what? How do I create an effective IT

Strategic Plan?

Understand Business Objectives

Assess the Current State

Define the Future State

Analyze Gaps

Identify Initiatives and Projects

1111

2222

3333

4444

5555

Review Business Plans and Business Strategies, understand businessgoals, identify customers, understand the source of competitiveadvantage, interview Key Business stakeholders.

Inventory existing technology, services and people; interview ITstakeholders within and outside the IT department, conduct customer

satisfaction surveys. Involve executive management.

Compare the vision of the future with the assessment of the current state.

Identify gaps between the two states in a Gap analysis. Verify withexecutives.

Translate Gaps into concrete and specific high-level initiatives. IT ServiceManagement could be considered here. Dissect initiatives into distinctProgrammes and projects.

Each Project within each initiative needs to be estimated for its strategicalignment to the overall vision, resource requirements, duration and coststo implement, and then resources (costs) to maintain. Key for Budgeting!

How is this accomplished?

Estimate Projects - RVIP

Create Roadmaps

Sell the Plan and win ExecutiveCommitment

6666

77778888

In addition to laying out the destination, an effective IT strategy produces aroadmap of how to get there, mobilizes people, and addresses barriersand risks.

Involving Executives (and other stakeholders) throughout the process,ensuring communication is open throughout the process, validating majormilestones, and requiring official sign-off on Strategy are the KEYS!

Workshops and Interviews with stakeholders throughout the organization,knowledge of the industry, trends, technology, processes, frameworksblended with deep understanding of Corporate Vision, Mission and Goals.


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IT Strategy Where the Business and IT

Objectives come together

Integrate IT with the current and future needs of the business.

Enable business to meet its objectives in an efficient and effective manner.

Provide quality service to customers and employees. Leverage best practices in Information Technology (IT).

Purpose of an IT Strategy

Infrastructure

Applications

Vision

People and IT Processes

Line ofBusiness

Line ofBusiness

Line ofBusiness

Line ofBusiness

Line ofBusiness

Line ofBusiness

Shared Corporate Strategy

Strategy

Processes

IT Strategy

Technology

Business NeedsDrive Technology

Technology EnablesBusiness Capability

Channelsand

CustomerService

Customers

ExternalDrivers

(economy,competition,

emergingtechnologies,etc.)

Business needs drive technology, and technology enables business capabilities

Line ofBusiness

Line ofBusiness

Line ofBusiness

Line ofBusiness

Line ofBusiness

Line ofBusiness

1111


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A) Performance Management User expectation management

Service levels Customized to technology

Monitored reports and tracking tools

Help desk employs leading technology & practices

Customer Satisfaction

B) Service Management

Periodic meetings

Change order process & Service Requests

Formal escalation procedure

Knowledge sharing & innovation

Leverage vendor experience with other clients

Access to up-to-date documentation

Good will to vendor

C) Financial Management

Invoice and order reconciliation

Pricing / Deal Objective alignment

Price management; Cost Allocations Model

D) Contract Management

Clarity of contract scope

Contract management

Audit; Benchmarking; Dispute resolution

Termination conditions

Dimensions of Evaluation

Process and Policies 4321

Y

ellowZone

R

edZone

G

reenZone

Best Practices Scale

A) Organizational Structure

Efficient structure of outsourcing mgmt group

Size of the residual organization

Continuity at the account manager level

B) Roles and Responsibilities

Clear definition of roles and responsibilities

C) Human Resources Factors

Contract management knowledge and skills

Mgmt compensation related to contract performance

Consistent communication Cultural bridging

Governance Structure

Service Levels change with technologymaturation cycle; continually adapt SLAs toreflect this evolution. Use both qualitativeand quantitative measures.

Immediately re-negotiate pricing to reflectcurrently appropriates service levels

Performance Management implementintegrated reporting combined with abalanced scorecard for reportingperformance. Ensure performance scoresroll-up in multi-vendor environment, suchthat each vendors individual performancedetermines final common score.

Provide incentive for vendors to cooperate

Contract Management Conduct regularindependent audits of service usage andbilling to ensure consumption is beingmeasured accurately and that this isreflected in invoiced costs.

Audits identify potential discrepancies,savings opportunities

Retained/Residual Organization sizenot in line with industry benchmark.Restructure to manage multi-vendorsourcing arrangement.

Reorganize staff to realize cost savings

Example Recommendations

5

2222 Assess the Current State


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Define Future State

O

RIENTATION

Fast-Follower

StrategicBusinessPartner

StrategicBusinessEnabler

Cost Center ServiceProvider

Outward toBusiness

Inwardto IT

INNOVATION

Role of IT

Visionary

Having global impactHaving local impact

Customizing SolutionsInstalling packages

Providing management informationStoring information

Creating better processesAutomating processes

Creating shareholder valueReducing costs

Transforming the businessSupporting the business

IT Focus

REWARDS INCREASE

RISKS INCREASE

Important considerations includeunderstanding the value oftechnology to the enterprise andthe role and focus of IT in

producing value

3333

Current

LongTerm

MidTerm


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4321 5

It maturity assessment*

NoneExistent

Ad-HocCommunicated

IntegratedOptimized

It disciplines**

IT Strategy Planning Management

IT Operations Management

IT Innovation Management

IT Customer Relationship Management

IT Business Management

IT Architecture Management

IT Delivery Management

IT Leadership Management

IT Sourcing Management***

IT Program Management

IT Resource Management

IT Value Management

IT Risk Management

As-IsAssessment

Desired state

High Priority

Medium Priority

Low Priority

CustomerRelationshipManagement,Sourcing andBusinessManagement appearto be the most criticalprocesses.This assessment willbe reflected in the

building blocks list.

4444 Analyze Gaps


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Define Initiatives and Projects5555

Automated VulnerabilityManagement System

Extranet Website forBoard

Incident ManagementProcess

IT Policy Development6.

IT Security Management Process

(ISO 17799)

Extranet Website for

Clients

Service Desk CreationIT Governance Model

Development

5.

Annual Security VulnerabilityAssessment

Internet Website RefreshUser MobilityEnterprise Antivirus4.

Balanced Scorecard for IT

development

Identity Management

System Single Sign on

Desktop and LaptopImaging

Enterprise Backup3.

Annual IT Strategy PlanningProcess

Mergers and AcquisitionsSupport Process

Corporate Intranet PortalSystems ConfigurationManagement Solution

Active DirectoryConsolidation

2.

Training and Development Plan(IT users and IT Resources)

Remote Site Setup andTear Down

Documents and RecordsManagement System

Network & InfrastructureManagement Solution

Wan Design andImplementation

1.

ContinuousImprovement

Operational AgilityInformationManagement andCollaboration

Operational EffectivenessInfrastructureFoundations

Project


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Can you Sell this Plan?8888


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Our perspective: 10 characteristics of Best IT

StrategiesClear purpose and use

Integrated with the Rest of the Business

Broadly addresses 4 Key Questions

Fiscally Responsible

Strikes a Financial Balance

1

2

3

4

5Focuses on Business and Enterprise Value6

The IT strategy addresses the questions that are top of mind with keystakeholders such as how key challenges to the business will be addressed

The IT strategy clearly and succinctly addresses the major needs of thebusiness (business units/divisions and enterprise), business aspirations,and is cognizant of the role of IT and the possibilities of IT

The IT strategy addresses key questions of business strategy, informationand technology strategy, I&T management, and maximizing returns fromI&T assets while managing risk.

The IT strategy directly addresses IT costs and associated value tobusiness units, enterprise, and shareholders

The IT strategy defines, aligns, and balances the IT spend (asset andinvestment) with business needs for growth and productivity improvement.

Investment decision making and management decisions are based on acommon goal of releasing and building enterprise value and shareddefinitions of financial and operational performance measures.

In addition to laying out the destination, an effective IT strategy producesa roadmap of how to get there, mobilizes people, and addresses barriersand risks.

How is this accomplished?

Addresses the How?(not just What and Why)

Communicates Effectively

Measures Progress (or lack thereof)

Usable, not just Useful

7

8

9

10

IT strategies and plans are written for a number of constituencies. This

generally involves producing specific versions and excerpts to meet theplanning needs and communications styles of those constituencies.

The IT strategy defines targeted performance and (any) required changesto measures in order to test the value of proposed initiatives,communicate expectations and evaluate progress.

The core elements of effective IT strategies are designed with use inmind. The best are valuable over time, not just at a point in time.


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1 Clear Purpose and Use

Questions:

What is the purpose of developing an IT strategy?

Who are the "stakeholders?"

What are their fundamental concerns?

Are there other audiences?

Who will be active participants in developing the strategy?


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Integrated with the Rest of the Business

One key to alignment: a shared, clearunderstanding of the role of IT within agiven business.

Orientatio

n

Inwardto

Out

wardto

IT

Bu

siness

Innovation

Fast Follower Leading Edge

BusinessPartner

Joint developerof business

operations plans

BusinessEnabler

Participant (or leader)In business

strategy and planning

ITService Provider

Delivers revenuethrough innovative

technology andtechnology services

CostCenter

Supplier oftechnology services

In support ofbusiness operations

IT Role

Note: This model does not reflect maturityone role is not superior toanother. The role of IT is a direct reflection of the needs of the business,the desires of business leadership, and the nature of the industry.

Rewards Increase

Risks Increase

Supportingthe business

Reducing

costs

AutomatingProcesses

StoringInformation

Installingpackages

Havinglocal impact

Transformingthe business

Creating

shareholder value

Creatingbetter processes

Providing managementinformation

Customizingsolutions

Havingglobal impact

Questions

2

Given your operations, competitive positionand aspirations, what is the collectiveperception of the executive group on

Where is IT today? Where does IT need to be?

Questions


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Broadly Addresses 4 Key Questions

If there is a magic formula for IT strategy it involves answering the following questions:

Todays best IT Strategiessimultaneously address thesefour questions oriented

around producing value forthe enterprise

considering industry,marketplace, and geographic

developments and trends

Business Scenarios and ModelsBusiness Operating NeedsBusiness/IT Strategy and Plans

IT Investment PortfolioIT Enabled Operations Targets and MeasuresIT Governance

PoliciesCommunication/Awareness Programs

Edu-Training

Evaluation and RatingsBudget allocation/chargeout mechanisms

Rationalizing the Technology Portfolio

Technology PlanningTechnology Evaluation and SelectionTechnology Architecture and Standards

IT Disciplines/CompetenciesIT Organization Structure

IT ProcessesIT Performance Measures/Rewards

IT Alliances/Partnerships

2. Which technologiesand architecturesproduce highest value forthe enterprise withacceptable risk?

Technology

4. How can the enterprisemaximize the return andmanage risk frominvestment in

information andtechnology?

1. Where does/couldinformation & technologyproduce value for theenterprise?

Business

3. How is information andtechnology mosteffectively delivered tothe enterprise and itscustomers with

acceptable risk?

EffectivenessStrategy

4 Key Questions of Strategy and Effectiveness

3


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Fiscally Responsible

Todays best IT strategies directly address IT costsand associated value to business units, enterprise, andshareholders

IT ValueAddressing Run Economics

4

How is IT financially managed? Where is the budget held? How are the costs allocated? What level of business case is used to justify

investments?

Questions


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Strike a Financial Balance

Todays best IT strategies define, align, and balance IT spend (asset and investment) with businessneeds for growth and productivity improvement.

ACTUAL Percentage of IT Budget Devotedto Spending Categories by

Business/Product Lifecycle Stage

5

IT ValueAddressing Investment Balance

Startup Growth MatureRenew-

ing

Maintenance/

Support0% 20% 60% 40%

Productivity Improvement 60% 40% 30% 20%

Growth 20% 35% 5% 20%

Innovation 20% 5% 5% 20%

Total 100% 100% 100% 100%

Business

Stage

Spending

Category

Source: Deloitte research

MAINTENANCE

GROWTH

MAINTENANCE

INNOVATION

PRODUCTIVITY


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continued: Target Investment MixThe 2008 targeted investment mix is determined based on interviews with the Corporations

executives, assessing the desired objectives and role for IT in the coming years. Short termobjectives, their direction and strength are reflected in the operational investments slice, whilethe strategic investments will prepare the mid-term objectives.

INNOVATION

GROWTH

MAINTENANCE

PRODUCTIVITY

50%

15%

20%

15%

The 15% target is justified both by the Industry average for this type ofproject, and by the industry maturity, where renewal of business processesand product may lead to a competitive advantage.

The 20% growth target is derived from the industry benchmarks (25%),which fits the Corporations maturity. This target will first focus ontransformational projects, in order to limit the volume growth while theproductivity is not above the cost of capital.

The industry and maturity benchmarks for this category recommend 50 to60% of investments in this area. However, two reasons explains thecurrent objectives:

- The actual level of Maintenance, allowing focus on more productive categories- The transfer of the maintenance activities to The Outsourcer, transferring part of

the maintenance discretionary investment in operating costs.

This target is the result of the previous observations, and the current focustoward internal IT restructuring and cost reduction, increasing the need inproductivity increase, both from processes and assets.

This category will be reduced over time, as the productivity increases andgrowth becomes possible


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Focused on Business and Enterprise Value

Clear understanding of asset and investment purpose and performance supports decision making and abilityto deliver value.

For many projects, thecosts (red area) are

greater than benefits(beige area)

Companys priority isto reduce costs

An analysis evaluatesimpacts on share price

Most investmentsfocus on increasing

sales in thisexample

ILLUSTRATIVE

Plotting projects on a

Shareholder Value Mapprovides a quick assessment ofthe gaps and overlaps betweenthe corporate strategies andoperational planning/execution.

Enterprise Value MapRelating Investment to Strategy and Operations

6


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Address the How?7FY07 FY08 FY09 FY10

Consolidate platform

A7

Standardize requirements management

I5

Consolidate financial information

I8Optimize usage of deployed IT solutions

A4

Support compliance to Sarbanes-Oxleyrequirements

I6

Project 1 Project 2 Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 Project 9 Project 10

Project 11 Project 12

Project 13 Project 14 Project 15


Project 19

O1

Improve end-user customer satisfaction


O2

Provide better visibility on outsourced costs


O4Deploy IT portfolio management and strategic planning

Project 24

O7Optimize outsourcing contract Project 25

T3Reduce cost of non-outsourced licenses Project 26

T4

Renegotiate telecom contracts

Project 27

T7

Support workflow and knowledgemanagement


New ProjectExisting Project


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Communicate Effectively

IT strategies and plans are written for a number of constituencies. This generally involves producingspecific versions and excerpts to meet the planning needs and communications styles of thoseconstituencies.

XXXXExternal Validation

XXXXXFinance(IT Spend)

XXXIT Processes / Policies

XXXXIT OrganizationAlliances / Partnerships

XXXXXPrograms & Projects

XXInfrastructure

XXXXXApplications

IT is creatingopportunities forinnovation and new

service offerings

IT as a long-termsource of careergrowth and

satisfaction

IT is producingnear-term andlonger-term

business value

IT will deliverneededfunctionality within

budget

Fundamental Concern

Business Partners(Suppliers)

IT StaffIT LeadershipBusiness LeadersExecutiveManagement Team

Board

XXXXExternal Validation

XXXXXFinance(IT Spend)

XXXIT Processes / Policies

XXXXIT OrganizationAlliances / Partnerships

XXXXXPrograms & Projects

XXInfrastructure

XXXXXApplications

IT is creatingopportunities forinnovation and new

service offerings

IT as a long-termsource of careergrowth and

satisfaction

IT is producingnear-term andlonger-term

business value

IT will deliverneededfunctionality within

budget

Fundamental Concern

Business Partners(Suppliers)

IT StaffIT LeadershipBusiness LeadersExecutiveManagement Team

Board

Confidence that $$ spent on ITwill achieve business

objectives and plans for ROI

Confidence that $$ spent on ITwill achieve business

objectives and plans for ROI

Confidence that IT is workingon the right things

Confidence that IT is workingon the right things

= This area doesnt concernthe specific constituencyX

= This area is of concern tothe specific constituency

IT Constituent Mapping Illustration

8


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Meaningful Measures

Measure Progress (or lack thereof)

Meaningful measures relate IT performance in terms of business results, effective operations, and satisfied customers

Shift toward Business Relationship Management to better align with business objectives

Make business expectations the driver. Formalize into SLAs or OLAs as necessary.

What does IT measure today? What does IT report? to whom? What issues need to be addressed? E.g.,

Value? (total cost or spend performance? Business performance?

IT performance? Customer satisfaction?

Questions

Traditional SLA Management

Tools Metrics

N/A N/A

N/A N/A

N/A N/A

Monthly

Service Report

Availability ResponseTime

Monthly ServiceReport

MIPS DASD

Business Oriented Expectations Management

Tools Metrics

Corporate Scorecard Corporate KPI

Business Area ScorecardBusiness Area KPI

Business Area Scorecard Business SLA

Internal tracking toolsInternal IT metrics

Internal tracking tools Internal IT metrics

Corporate

BusinessArea

Process

Applications

Infrastructure

The IT strategy defines targeted performanceand (any) required changes to measures inorder to test the value of proposed initiatives,communicate expectations and evaluateprogress.

9


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Usable Not Just Useful

Rolling Plan Mode (continuous planning)

Strategy and Implementation are tightly linked

Strategic planning is iterativeinvoked by time ortrigger

Continually adjusting 4(+) plans:

Technology Plan Project Portfolio Plan Finance Plan Human Resource Plan

BASELINE IT STRATEGY CONTINUOUS IT PLANNING CYCLE

AnticipateBusiness

Environment

FormulateIT Strategic

Direction

ReviewCurrent Stateand Identify

Gaps

DevelopRoadmap

BaselineIT

StrategicPlanning

ContinuousIT

StrategicPlanning

Identifyand AssessMagnitudeof Changes

Create andAnalyzeOptions

UpdateRollingPlans

DetermineNext

IterationIndicatorsThresholds

Three Years CyclePeriodic

Cycle 3-years horizon

Establishes the ITenvironment within whichthe continuous planningprocess will take place

Becomes a referencedocument rigorously linkedto the business valuedrivers

Monthly to quarterly horizon

Provides IT with acontinuous planningframework expressed as fourkey managementdimensions

Becomes the basis to makeIT management decisionwithin a shorter planningtimeframe

The core elements of effective IT strategies are designed with use in mind.The best are valuable over time, not just at a point in time.

Making Strategies Usable

10

Ability to update and change over time


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Deloitte, Canadas leading professional services firm, provides audit, tax, financial advisory servicesand consulting through more than 6,100 people in more than 47 off ices. Deloitte operates inQubec as Samson Blair/Deloitte & Touche s.e.n.c.r.l. The firm is dedicated to helping its clientsand its people excel. Deloitte is the only professional services firm to be named to the Globe andMails Report on Business magazine annual ranking of Canadas top employers for two consecutiveyears: 35 Best Companies to Work for in Canada in 2001 and 50 Best Companies to Work for inCanada in 2002. Deloitte refers to Deloitte & Touche LLP and affiliated entities. Deloitte is theCanadian member firm of Deloitte Touche Tohmatsu. Deloitte Touche Tohmatsu is a Swiss Verein(association), and, as such, neither Deloitte Touche Tohmatsu nor any of its member firms has anyliability for each others acts or omissions. Each of the member firms is a separate andindependent legal entity operating under the name "Deloitte, Deloitte & Touche, Deloitte

Touche Tohmatsu or other related names. The services described herein are provided by theCanadian member firm and not by the Deloitte Touche Tohmatsu Verein.