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Building a Value Oriented IT Strategy
Presentation to APICS at Virginia Tech
05 November 2008
Tim Brown
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Outline
Introduction
About PAHO
Organizational Goals
Strategic Response (IT Strategy) Along the way well talk about managing overseas operations
Relevance to Goals
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Introduction PAHO
Worlds oldest international health organization (1902)
International only 10% speak English as a first language
Mission of Health Technical Cooperation
Application of expertise
Disease prevention
Advocacy
Medical Textbooks in Spanish
Immunization Programs
Accomplishments Eradication of Polio (in 1980s)
Eradication of Measles (almost)
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Introduction PAHO
35 Member States
27 Country Offices
7 Semi independent centers
2,500 staff 750 in Washington headquarters
Budget (2008)
$313 million
Procurements on behalf of
Member States over $400 millionannually
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World Health Organization
$ 1.0 Billion / yr 193 Member States
12,500 Staff Offices in 159 Countries
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PAHO Budget
PAHO Budget ( $ millio2222 222
.222
.222
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PAHO Mem ber State
WHO Contribution
Grants & Donations
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Relation of PAHO and WHO
PAHO Legally separate from WHO
Serves as WHOs Regional Office for the Americas
Sub-regional offices; multiple offices in some countries
Greater decentralization of authority and operations in countries
Wider variety of personnel types and business rules
Greater volume and types of procurement
Greater control of shipping and expediting
Different operations surrounding the Vaccine Program andStrategic Fund
Separate and independent computer systems
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Relationship to the Private Sector
Both PAHO and WHO are part of the UN Family
Considered to be a Non-Governmental Organization (NGO)
Not for profit (But there IS competition) ROI is often challenging to define
Efficiencies and organizational capacity are important
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A Value Oriented IT Strategy
Must respond to Organizations goals
Necessary for credibility of IT
Necessary to obtain resources
Crucial to know the business and know the needs
IT must be a business partner with the rest of the Organization
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Organizational Goals
Health Technical Cooperation
Regional and global scope
Focus on Country Offices
Decentralization of authority and operations
Specific health related programs
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Organizational Goals
Mobilization of Resources (not unlike private sector) More money
raising of capital through quotas and donations
not profit, stock, or debt
More (or new) partnerships and/or donors
New modes of cooperation (e.g. Strategic Fund) More organizational capacity (more on later slide)
More specific health related programs
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Organizational Goals
Credibility vital to mobilizing resources Reputation for delivery Reputation for efficiency Reputation for quality (evidence based information) Reputation for value has a contributors money been well spent
People can overlook poor efficiency if youre delivering
Focusing justifications based on increased efficiency leads toperception of IT as merely a cost center and limits investment Transparency Accountability and consequences
Fiduciary Delivery of programmatic results
Supported by Results Based Management Security
System reliability; data protection; spying Business continuity
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Organizational Goals
Knowledge Management This is PAHOs stock in trade and our competitive advantage
Silo applications independent and non-standard hindercooperation
Organizational Capacity
Do more with less (efficiency) Increase infrastructure
People and their effectiveness
Leverage partnerships
Scalable systems support
Organizational Agility responsiveness and flexibility
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Other Organizational Concerns
Global economy Business Continuity
In response to pandemics, natural disasters, socio-political unrest
Travel Costs (time and money)
Improved Communications and Cooperation
Human Resources Issues
Forecast retirements
Ability to recruit the best
Skilled administrative staff in Country Offices Skilled IT specialists in Country Offices
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Building an IT Strategy
Role of an IT Strategy
Enables and supports the Organizations mission and goals
Driven first by Organizational needs (then by technical opportunity)
Know the business understand the requirements
Not just a wish-list or task-list
Framework for continuing what you already do well
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Building an IT Strategy
Think Governance First Involve stakeholders in building and evolving the strategy, not just
overseeing it
Leadership:
Generally IT will lead the IT Strategy and must be careful not to
abdicate its leadership Need to have a business partnership
Use the governance structure to build the strategy
Governance Goals
Align IT investment and priorities with business objectives
Clarify and ensure accountability
Need for leadership (but not abdication)
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Building an IT Strategy
Two forums for an IT Strategy Organizations strategic plan and budget process (at least annual)
Sets overall organizations goals, tasks, priorities, andresources allocations
Governance committee (quarterly or semi-annually)
Approves major projects
Receives and evaluates status reports
Redirects (and sometimes kills) projects when appropriate
Composition
Executive management
Administrative offices (Finance, Personnel, etc.)
Technical programs Country offices
IT Area
Partners
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Strategic Elements by Theme
Crosswalk of synergies
Supports evaluation ofsynergies and dependenciesand helps guide priorities.
Note: Staff positions arescarce. Creating newpositions is often not an
option.
OrganizationGoals
X
X X
X
X X
X
Strategic Elements
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Strategic Elements
Support for programmatic initiatives Programmatic application support
Infrastructure support
Agile software infrastructure
Health observatory
Crisis center
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Strategic Elements
Mobilization of Resources Systems and infrastructure to support new modes of cooperation
(e.g. Strategic Fund)
Globalization
Work remotely (globally, which also implies 24 x 7 operations)
Decentralized application systems to support Country Office focus
Reliable, high bandwidth communications
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Strategic Elements
Credibility and value Security
Protection of data
Protection of network
Virtualized desktops
Business Continuity (robust infrastructure)
Mainframe in Geneva with Paris backup
Servers in Washington with Geneva backup
Server virtualization
Improved agility, reduced maintenance, lower cost
Redundant services, e.g. communications, web hosting
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Strategic Elements
Capacity Modernization, e.g. workflow support
Infrastructure, e.g. bandwidth
New systems (software infrastructure people, tools, etc.)
Empowerment through self service and tools
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Strategic Elements
Cost Control Programmatic
Video conferencing; Eluminate sessions
IT Area
Consolidation and homogeneity in IT infrastructure (standards)
Shared services model Outsourcing of services
Virtualization of servers and desktops (efficiencies)
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Strategic ElementsIT Management Concerns
HR plan for IT Leverage non-ITS resources
Come up with a vendor support plan
Shift country office system administrator
Away from system engineering Toward end-user centric
Enabled by centralized network operations center
Enabled by centralized system admin support
Vendor management and other considerations (over and above
cost) Long term viability Ability to meet current and future needs
Integration with other strategies
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Strategic ElementsIT Management Concerns
Outsourcing (offshore/onshore less important) Commodity vs. core competency/competitive differentiator
Web hosting
Software development
Applications (e.g. payroll) Reliability
Email
Privacy (e.g. Iron Mountain)
Offshore considerations
Time zone coverage Skilled labor force
Language availability
Labor costs (becoming harder to find)
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Strategic ElementsIT Management Concerns
Single instance vs. decentralized services
Could save money
Hard to ensure business continuity
Continued viability of systems and of vendors
Shift of systems away from mainframe
Shift away from products no longer marketed
Shift away from vendors in trouble
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Thank you! Questions?
Tim Brown
Chief, IT Strategic Planning
Pan American Health Organization
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Addendum
Results Based Management
A UN thing similar to Management by Objectives
Life cycle approach to management that integrates strategies,people, resources, processes and measurements to improve
decision-making, transparency and accountability. Define objectives and results; set criteria and indicators; measure
and assess; iterate
Can incorporate service levels
Links programmatic and administrative information, even thoughthey generally are not on the same platform or in the samearchitecture