virginia tech presentation - apics (1)

8/2/2019 Virginia Tech Presentation - APICS (1)

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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

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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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Health Technical Cooperation

Regional and global scope

Focus on Country Offices

Decentralization of authority and operations

Specific health related programs


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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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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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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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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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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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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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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

[email protected]


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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

virginia tech presentation - apics (1)

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