Information Technology2006 portfolio

ContentsI. Service Catalog -what do we own

• Hardware• Software• Contract information• Cost information• Support/availability requirements

II. Staffing -how do we need to staff• Staffing needs• Internally or contract labor• Training and skill requirements

III. Disaster Recovery – how do we mange in the event of a disaster

IV. Technology Philosphy/Justification – when and how is technology justified

Transitional Page

What is…….• What do we want

• 0

• What is IT• <insert a working definition of IT>

• What type of industry ocmpares• What size of staff/org compares

IndustryStandards

TechnologyStaffing Needs

Existing Service Needs

Organization Philosophy Projected

Service Needs

Organization Philosophy

Weld Library District

•Strategic Innovators of Using Technology…..?>•2006 - WLD practices indicate it falls into the (P) Early Majority segment of technology adoption•Skills/roles required to support this disposition:

•Vendor provided expertise on technology capabilities, requirements, needs•WLD technology representative to assess

•Integration needs•Potential issues•Broad implementation <needs)

•EXAMPLE (2006): Desire is to implement full desktop video conferencing for district staff

•VENDOR ROLE: provide awareness of technology options, cost, requirements to support the service•WLD TECHNICAL ROLE: compare technical needs with existing district technologies•OUTCOME: WLD current network cannot support the service. There will be a preceding requirement to upgrade connections, equipment in order to support.

Industry Standards• Info –Tech Research

• 3.5% of annual revenue• Average for 100 person company is about 20 staff

to 1: IT• For wld this would be 5

• Like the wording • Survivors• Housekeepers• Innovators

• Gauge IT budget as part of overall revenue• Number of support staff per # of employees• Number of support staff per # of computers

Staffing FactorsFactor Result Potential Offset# of Locations More locations drives

need for more staffNeed robust remote management tools

Organization philosophy The earlier the org desires to be in the adoption cycle, the more technically skilled staff that are needed as well as time to manage new technologies

Make sure staffing, budget and adoption philosophy are aligned. Undertsand budget impact where additional contract resources can be utilized to assist in implementation of new technologies.

# of organization staff Larger the staff the more IT staff

None – follows industry standard

# of machines Greater number of pcs, more support

Largely none – follows industry standard, however, if potential to move away from PCs to dumb terminals this will reduce the staff to PC ratio but increase the required skill level

Machine variations Greater the number of variations the more staff needed to support

Mange minimal number of standard and consistent machine types

Existing Service Needs

• Critical systems requirements• Highly available• Rapid recovery time• Disaster recovery plan,

support and testing• Quick problem resolution

• Project support requirements• Ability to assess,

implement and then further support requested services in a timely and cost effect manner

System Type

System List WLD Service Needs

Skill Availability

Core Systems

•Voice service•Data service•ILS

•Highly available•Rapid recovery time•Disaster recovery plan, support and testing•Quick problem resolution

T

CQ

Critical Systems

System Type

Service Include

WLD Service Needs

Outsource

ILS Core Support •Troubleshooting •Customization •Web reporting•Backup•Vendor coordination

•Highly available•Rapid recovery time•Disaster recovery plan, support and testing•Quick problem resolution

Estimated

ILS Customization

T

CQ

T

CQ

T

CQ

Current: 120 hrs/month @ $25/hour

Using Vendor: - forego service assumed - 100 hrs/month @ <insert consulting cost>

Staffing Decision Matrix

Volume of Related Work

Req’d Skill Level

Staff Internally

ContractExpertise

Added Responsibility? Or

Contract Capacity

Staff Internally/supplement w/ contract ex/cap if needed

AVOID – typical of customizedenvironments

Staff Internally/supplement w/ contract ex/cap if needed

Try to minimize volume trough education/automation

Staff with the ‘no buffalo’ and T2 expertise supplement with technical expertise

Staffing Training Matrix

Volume of Related Work

Req’d Skill Level

ContractExpertise

No training, research as needed. Document

Approach for others

AVOID – typical of customizedenvironments

Self StudyVendor presentations

Self Study

Formal TrainingBasic Certs Preferred

Specific Formal TrainingConferencesCerts Recommended

Subject Matter TrainingConference

Staffing Decision Matrix

Volume of Related Work

Req’d KnowLevel

T

CQ

T

CQ

T

CQ

T

CQ

T

CQ

T

CQAVOID

Example: paying a 600-800% premiumon hardware to Dynix to have their support

Example: balance high volume needs with qualified, equitably compensated staff

Example: use existing staff w/ vendor support to develop designs, project plans, etc

Service List

Comprehensive Service Assessment

Volume of Related Work

Skill Avail/ Req’d Know Level

ILS – PM

ILS – T3

ILS –T2

•T3 = Tier 3 Support = highest level of escalation of problems•T2 = Tier 2 Support = basic troubleshooting and problem resolution/intiial assessment and vendor coordination•T1 = Tier 1 Support = receive and log call•PM = Project Management /Customization

LAST question is criticality

L\W-T3

L\W–T2

P–T3

L\W– T1

L\W – PM

SC= T3

SC – T2

P–T2

P– T1SC – T1

SC– PM

VL – T1, T2

ILS – T1

•PC = patron computing•I = internet•P = phone•ILS = Horizon•L = LAN•W = Wide Areas Network•C = collaboration•F = Financials

•D= domain•SC = staff computing•VL = Virtual Library

VL – T3

VL – PM

PC – T1

PC – T2

PC – T3

PC – PM

I-T1

I-T2

I-T3I-PM

D-T1

D-T2

D-T3

D-PM

AVOID

Training Requirements

Volume of Related Work

Skill Avail/ Req’d Know Level

ILS – PM

ILS – T3

ILS –T2

•T3 = Tier 3 Support = highest level of escalation of problems•T2 = Tier 2 Support = basic troubleshooting and problem resolution/intiial assessment and vendor coordination•T1 = Tier 1 Support = receive and log call•PM = Project Management /Customization

L\W-T3

L\W–T2

P–T3

L\W– T1

L\W – PM

SC= T3

SC – T2

P–T2

P– T1

SC – T1

SC– PM

VL – T1, T2

ILS – T1

VL – T3

VL – PM

PC – T1

PC – T2

PC – T3

PC – PM

I-T1

I-T2

I-T3

I-PM

D-T1

D-T2

D-T3

D-PM

AVOID

Research, document, internal xtrain (able to follow procedure)

Self study, vendor presentations (concept awareness, best practice, understand what options exist)

Subject training (ability to support product, challenge solutions)

Defer to service expert

P–PM

Member Service Assessment

Volume of Related Work

Skill Avail/ Req’d Know Level

ILS – PM/ Local Customization

ILS – T3

ILS – T1, T2 support

T3 = Tier 3 Support = highest level of escalation of problemsT2 = Tier 2 Support = basic troubleshooting and problem resolution/intiial assessment and vendor coordinationT1 = Tier 1 Support = receive and log callPM = Project Management /Customization

LAST question is criticality

Network Services – T3

Network Services – T2

Voice Services – T3

Network Services– T1

Network Services – PM/Customization

Staff Desktop Services – T3

Staff Desktop Services – T2

Voice Services – T3

Voice Services – T2

Staff Desktop Services – T1

Staff Desktop Services – PM

Virtual Library – PM

Virtual Library (HW & SW) T1, T2

Training Implications

Volume of Related Work

Skill Avail/ Req’d Know Level

T3 = Tier 3 Support = highest level of escalation of problemsT2 = Tier 2 Support = basic troubleshooting and problem resolution/intiial assessment and vendor coordinationT1 = Tier 1 Support = receive and log callPM = Project Management /Customization

LAST question is criticality

Self StudyFormal Training

Consult Vendor

Asses: •Concept Awareness•Short classes•Vendor presentations•Formal training if critical service

Formal Training

What’s The Skill cost

• Resource skill needs• Broad understanding of existing technical

environment• System installation information (where, system

idiosyncrasies, installation process, system interdependcies)

• Why: (do I need to include this)

• Understanding of the organizations service requirements

Budget Notes• Info Tech Research Group –

• Jan 2005• 1400

Public Admi/Gov/non profit-average IT budget is 3.5% of revenue-across al industries ranges from 1.1% to 7.5%

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