C-View 027 CIO/CTO IT Issues

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CIO/CTO IT Issues


In February 2010,
NOREX CIOs
discuss a variety of topics
including top initiatives;

trends in
staff and IT spending;
leadership development;
cloud computing and more. The

next NOREX
hosted CIO call is scheduled fo
r April 20
th
.

Please note that this is a

transcript of an audio
conference and it may contain misspellings and grammatical

errors.

The names of participants
have been abbreviated, and their organizations have

been deleted from this transcript. NOREX
retai
ns the original, un
-
edited version, in order

to facilitate future networking. Contact your
NOREX Member Care Team for assistance.


Marketing the benefits and value of IT

................................
................................
................
2

2010 Top Priorities

................................
................................
................................
..............
4

Cloud computing strategies
................................
................................
................................
..
5

Poll: Considering a cloud based soluti
on in the next two years


35%

..............................
7

Trends in hiring or salary increases for 2010

................................
................................
.......
8

Poll
: Hiring additional staff in 2010


25%

................................
................................
........
8

Poll
: Increasing IT salaries in 2010


55%

................................
................................
.........
8

Poll
: Anticipating 2010 training budget cuts


25%

................................
...........................
9

Keeping your top talent happy

................................
................................
.............................
9

Justification models for leadership development programs
................................
...............
10

Most valuable IT conferences

................................
................................
............................
10

Measuring performance of CIO level

................................
................................
................
11

How to monitor administrators with access to private data

................................
...............
12

Addressing corporate Skype

................................
................................
..............................
13

















2

N
OREX

WebForum

CIO/CTO Issues

February 9, 2010




Moderator
:
Good morning
everyone

and thank you for joining t
oday’s WebForum dedicated to
IT Issues of CIO/CTO, senior level IT

management.
Randy

has our first topic on how to m
arket
the benefits and value that IT provides to the
organization?

Great topic to start us off Randy.


TOPIC: Marketing the benefits and va
lue of IT


Randy

W
.
:

Yes, I guess if I can just jump in we all have opportunities to market value
throughout the organization, be it newsletters, email, passing in the hall. I am curious what other
organizations may be doing and what has proven to be effec
tive over time.


Moderator
:
Randy, are there certain things that you have begin putting in place to communicate
this?


Randy W.:
I came into
an
organization in which IT had stumbled a little bit in the past so there
is really an active effort to just co
ntinue to identify the value that we are providing; what we are
doing, various projects, various initiatives and so on. Through the past two years there has been a
quarterly newsletter. There has been a monthly update, be it regular steering team lunch and

learns or things like that.
They

have all proven to be effective. Maybe that is the answer to just
continue doing so but I just wanted to see if there were any other actions or activities that others
we re doing.


Moderator
:
You
b
et, let

s see if we can

get some more.


Randy
C
.
:

The only thing that we have added to that mix that you have started is some surveys.
So we do a baseline survey in the start of the year to see where customer sat is

and then either
throughout the year or by unit to help kind of

keep complimenting that.
Some

of the survey of
course i
s designed to

remind people of the value add but

it also gathers whether or not we are
hitting the mark for them.



Scott B
.
:

One other thing that we started about 18 months ago at our organization w
as we
created a
position

that we call business relationship manager and we have got
three

of them the
IT group. Their main
and only role

in life is basically to be the
liaison

between IT and the
business and I think that has really had an extremely positiv
e impact on our ability to make sure
that the value of IT is in front of the business day in and day out as well as us using information
that these folks get and bringing it back to IT so that we can be a little bit more on top of some of
the key issues th
at might be coming up that aren’t necessarily going through the help desk.


Randy W.:
Thank you.

Moderator
:
Other comments?



3

John K
.
:

Just to follow up on the business relationship manager we have been doing that for
probably about a year now.
That

is st
arting to come into its own. Just having somebody who is
partnering with the business and is kind of out, not
necessarily

in the trenches but, at least getting
that first line rapport and understanding what the problems are. So we can customize the value
a
dd that we do provide. We are delivering successes to solve immediate problems so kind of that
advertising takes care if itself.


Moderator
:
Now the tw
o

organizations that mentioned that they have the business relationship
managers, do you feel that there

are certain things that you are really learning from this, specific
things that you would want to share about your clients?


Scott B.:
One thing that
I think it really helps us
do,
probably on a much deeper level to
understand strategically where and wha
t are some of the issues that the business is having on a
daily basis. I think that information coming back to IT in a very timely fashion makes sure that
you don’t have things that are

really starting to just kind of fester
within the business and you are

not aware of. They way that I have these business relationship managers working is I have them
report directly to me so that I can hear first ha
n
d what is going on across the business verses
having that be filtered.


John K.:
The other thing that we are
probably more hoping to get out of it than we have realized
yet is with the democratization of IT people are going and solving their own problems in the
cloud and that potentially puts our corporate data at risk. We are hoping to identify these
problems an
d help solve them before our people go off and solve
the

problem themselves.


Scott B.:
One other thing that I
would throw into that mix here

is the other avenue that
we are
getting a tremendous
value to of is

the expectation is that the business relation
ship managers are
real
l
y talking
specifically about innovation and bringing innovation and ideas back to the
business as well as picking up some of the things tha
t they are seeing or hearing that we are not
aware of
.


Moderator
:
Great points. Those job de
scriptions for a business relationship manager, is that
something that either of you gentlemen could share, John or Scott?


Scott B.:
Absolutely.


Moderator
:
Excellent, we will follow up Scott. Thank you.


Kendall
W
.
:

One of the things that we have done

over the last year and a half is to develop a
prioritization process for various projects that come up within the organization. We don’t have
any problem identifying needs but as we have assigned a manger to work with the different
business units to prior
itize things within their teams and then worked with senior management to
prioritize across those on a quarterly basis it brings the value of those projects to a high level of
visibility

It

allows us to ensure that we are actually prioritizing the right ef
fort. So that is one of
the things that we have done is to put a prioritization process in place.



4

Scott B.:
That prioritization process, is tha
t

considered a part of your technology steering
committee?


Kendal W.:
Yes.


Scott B.:
Very good. At our organ
ization we formed
a

technology steering committee about a
year ago for all of the same reasons that this gentleman did. It has
really provided
a lot of value
and a visibility to various technology projects.


Moderator
:
Great points. Anyone else? We have
grown to about 23

participating
. All right well
Randy there are some ideas for you. Are you ready to move on?


Randy W.:
Yes, I am. Thank you everyone.


TOPIC: 2010 Top Priorities


Moderator
:
Thank you. What are your Top priorities in 2010? I am not sur
e if James is on but I
would bet we c
ould

learn some of the top priorities from folks.
Who

would like to jump in?
N
OREX

appreciate
s to hear your top priorities. It helps us host some good events for you.


Scott B.:
P
robably the four top things that we are

real
l
y focused on from a technology
perspective is we are always trying to
move the ball forward on
our business intelligence
initiative. There are a n
umber of
things

that we are trying
to break that up into smaller
phases or
chunks

but business intellige
nce
as a whole
, really trying to take data and do something very
positive with it is a big effort that we have got underway. We are
starting to really scratch the
surface on
developing a social media strategy. We are looking at what are some of the pieces
that
kind of make sense to look at now verses what are kind of a longer term piece of that social
media strategy. Then another big item is a smart grid. As part of the energy environment there is
a lot of initiative around the smart grid. So those are prob
ably the top three technology
related

projects that we have this year.


Moderator
:
Thank you Scott. Does anyone else want to share some? If you wanted to add it to
the chat I can report them as well.
That

is helpful information to have in the transcript

and to
learn.
It is kind of quiet for not hearing the top priorities. Why would that be folks?


Randy W.:
To second one of the previous priorities we also are looking at overall data
management and starting a data warehouse initiative and focusing more o
n business intelligence
throughout 2010.


Moderator
:
Thanks Randy.


Peter K
.:

It is actually a big
year but a lot of

the big transitions
are things that
require a lot of
piloti
n
g and
proof of concepts. I will mention three.
We

do expect to kick off an el
ectronic health
record imitative. We are group of
continuing

care

retirement

campuses.
An electronic health care
record initiative that has been pending for two years until the economy starts recovering.
When
the economy starts recovering
,

we are expected
to go ahead on that this year.
Second of all the

5

whole virtualization space at every level; storage, server and application device and data center
level. I would say that we have 50
-
60
-
70% of sort of the core functions virtualized at a local
basis.
Now

we
are really looking at how to bring that home to more of a full internal pilot
implementation

across multiple data centers.
The third is a huge area. Of about 5000 employees
only 1000 use a PC. The
others

are walk around workers, front line staff. We think
that a
combination of the new generation of PDAs and smaller tablets, regular tablets will join our long
standing
kiosk infrastructure
. We expect to go up from 1000 PCs to 5000 mobile devices over
the next two to three years. This year it has to be the ste
p in which we sort of prove, how can we
manage those, how can we actually deliver front line benefits from that

a scaled basis.


Moderator
:
Thank you Peter. I received a Chat from Brian T
.
at
_______
. Brian shared that he
did assume responsibility for the

organization‘s web presence and is spending some time
redeveloping their web which includes
meaningful

use of Facebook and Twitter. Thank you
,

Brian. Any comments from anyone on what other folks have shared?


Randy C.:
We are
kind of focused on agility

m
ore than anything else so business process
improvements,
obviously
continued cost reduction and as a
health insurance

company the current
administration is high on my list because
although they continue to call it healthcare reform
it
appears to be health
insurance reform. So we have

a lot of unknowns on
the plate
but to echo the
reporting of the business analytics as well

and then a lot of our other things are just about
additional product
service and trying to get our first direct to

consumer project out
there for
_____
.


Moderator
:
Thank you Randy.


Joseph V
.
:

We are looking at a desktop refresh late third quarter or early
fourth

quarter of this
year for about 8
50 PCs or so. A big decision is whether or not
we will be using Windows 7. We
seem very comfor
table with our XP environment but those machines are five years old and XP
has paid its dues. That is a big decision for us.


Moderator
:
I don’t think you are alone with that one Joe. We are hearing a lot about people
going with the rollout to Windows 7

in 2010.
In

fact we will host quarterly Windows 7
WebForums this year.


Joseph V.:
Good because one of the big things is the migration path from XP to Windows 7
because we
never took the step

to go to Vista and so there is a lot of pressure
by third party

products

but noting really from Microsoft yet.


Moderator
:
Thank you. We will be hosting an event in New York City later this week and I
think there were four or five members who all put Windows 7 on the agenda. Anything else
before we move on?


TOPIC:

Cloud computing strategies



6

Moderator:

We will go back to Randy. A lot of discussion around cloud based solutions like
Google and Microsoft. Have IT organizations started to develop an
enterprise cloud

strategy or
taking a wait and see approach. Peter y
ou mentioned that a little bit.


Randy W.:
Yes, over the last year we have looked at a couple of different solutions; the hosted
exchange model, we do use
Salesforce

today. We do have a couple of other opportunities that we
are entertaining but just overal
l
consensus

I am curious what other organizations are doing and if
they have any type of strategy if we are seeing active movement into the cloud or if there is still
some hesitation within the group online today.


Peter K.:
We contin
u
e to be slow to move

to
external cloud but we are ____ of our internal
delivery data center services, reconceiving that as an internal cloud. In effect we are building a
moat around that cloud so that all access to services look and feel that same as if it was through a
third

party cloud.


Moderator
:
Other comments on cloud based solutions?


Kendal W.:
Another question that I have cloud based is do the folks out there believe that there
is cost benefit by moving towards cloud solution or is it just moving dollars around?


M
oderator
:
Good question Kendall. Comments?


Peter K.:
The savings are virtualization. Where the huge savings are is the impact of
virtualization. Then you have simply scale and other things to determine whether you implement
that cloud internally or exter
nally, what the cost savings there may be. It is virtually...


Kendal W.:
My question in particular, because I think of cloud computing as external and not
internal. I understand that you can redefine what one is doing internally and make it into a cloud
c
omputing if by that you mean web based applications. I don’t know exactly. To me the
definition of cloud strategy is that of using external resources that are strategically set up to be
able to provide economies of scale. My question is do the businesses a
ctually benefit from those
economies of scale or ultimately will those businesses that provide those external services raise
the prices so that you are paying the same amount but you don’t have as much control?


Scott B.:
I think that is a great question
that I think the jury is still out a bit on.
One of the things
that I think about is through cloud computing, virtualization and those being services that could
be provide back to organizations, is that going to be a price point lower than what we currentl
y
provide.
Therefore are we looking, or are IT organizations looking to aggressively adopt those
models so that they are much more competitive to external
providers
. That is kind of the thing
that is out there with this whole topic.


Peter K.:
The reason w
hy it is complex to address is because ultimately an enterprise still has to
manage all of the same kinds of identity management and access management and application
integration and issues that they have to
mange

through an internal delivery. Currently th
e
external cloud solutions don’t fully support sort of out of the box, that host of features on an
integrated basis. that is why I continued to say that the
distinction

between an external cloud
is

7

really, what we are talking about today, the software as a

service model, where you are going to
is going to require conceding of the internal cloud as well so that you can manage enterprise
identity

access and other kinds of functions across internal and external. Then you will get to a
true ability to say what
is truly the raw cost of the external utility that you can integrate into your
enterprise solution.


Kendal W.:
I have a question. Peter. What would you say is the difference between the
traditional web based applications within an organization and an int
ernal cloud
approach?

What
is the difference between those two in your mind?


Peter K.:
A web based application is simply, I am hosting a web session and delivering it out
and it is just another take on client server or ______model. A cloud attempts to sep
arate the
physical aspects of the data center, everything from the server resources, the memory resources,
storage resources and instead of thinking about applications in terms of physical resources and
physical connections it reconcieves all of that inclu
ding all of the identity and access. It
reconcieves that as a service
independent

from the specific physical components that make up
that service. For example an

external cloud service allows you to say: I need a database session
that was roughly this capa
city and this performance spec.

You are not asking for a remote
server. You are not asking for that.
You

are asking for a virtual service that delivers a set of
capabilities. So in a web hosting environment you are still specifically managing that through

what do I have in terms of servers? How do I culture (?) those servers? And you are thinking
about that application by application as here is the set of physical resources that I need to deliver
that service. In a cloud you are extracting that.
You

are mo
ving to a much more fully sort of a
virtualized take on capacity. To do that you are having to layer a back end infrastructure that is in
a sense application independent, that is all about delivering service levels than it is around
delivering physical res
ources.


Kendal W.:
OK but since it is internal at some point then within the organization you are still
going to mange all of the same lower level functions. It’s just the visibility at some level in the
organization. Is that correct?


Peter K.:
There are

fundamentally different ways that you talk about capacity in a cloud model
verses the legacy model. Of course right now cloud is used to describe almost anything and
everything

the statement that I just made was probably a philosophical statement. A more
pragmatic approach might simply say; yes you do but you are doing that across this continuum of
virtualization.

That is just because we are still at a staging point and we haven’t really fully
realized what that integrated environment looks like.


Moderat
or
:
W
e could do a show of hands.
So far we have got five.


Poll: Considering a cloud based solution in the next two years


3
5
%


John K.:
If I could just throw in along the lines of what other folks have been saying; I wouldn’t
look at the cloud to save

me money. With virtualization and just the fact that something may be
external and somebody else is managing it takes some of that basic functionality, basic
requirements, so from a workload, the
scalability

and such gives me other advantages to be

8

respon
sive to the business.
No
t saving dollars

but
I am able to be more responsive and more
scalable. Maybe to the original question of shifting dollars from _____ resources I am paying to
a service that I am buying.


TOPIC: Trends in hiring or salary increase
s for 2010


Moderator
:
Thank you very much. Great point, John. We did have
35%

in our poll. Thank you
for participating. We will move on to Randy’s topic.
What

are we seeing for trends in hiring or
salary increases for 2010? Randy, will you start us off w
ith thoughts of your organization?


Randy C.:
Well we are going to have another flat year predominantly because of our negative
earnings as well. I am just curious industry
-
wide as far as what are people seeing. Are people
giving raises out and we aren’t,
is there going to be pressure. My biggest risk and fear factor
right now for most people is the future of health insurance. So I am in fact loosing a couple this
week, people that are going to work somewhere else because they are not sure what Obama is
goi
ng to get done and how it will affect them.


Moderator
:
We could do a show of hands Randy.


POLL: Hiring additional staff in 2010


25%


POLL: Increasing IT salaries in 2010


55%


Randy C.:
That is good.


Moderator
:
Yes it is. Any comments on this
topic for Randy?


Man:

Very small increases.


Randy C.:
Still better than zero, yes. Unfortunately our budget was only at $21 million last year
so we actually came in ahead of that but still when it is negative it is hard to justify of course.
Unlike the

Wall Street banks apparently.


Moderator
:
Thank you. A couple of comments from chat. Kendall asks; of those who have
increases planned for this year how many of you are over a 2% increase? We have got five hands
raised. Six hands raised over 2%. Kendall

do you want to ask them any other questions?


Kendal W.:
No. I just thought I would get a sense for the size of the raises. I thought that would
be a good point to add. O seven out of the 11 I guess, you said are over 2%.


Moderator
:
That is pretty stro
ng. I think Brian mentioned probably just a cost of living
adjustment which will be granted to all employees. Like many organizations we eliminated the
compensation increases last year. Thanks for all of those comments in chat folks. Anything else
Randy be
fore we move on?


Randy C.:
I think that is pretty good for now. Thanks.


9


Scott B.:
I was wondering if you could post; trying to manage and contain costs. I know
training;

there is a lot of pressure on technical training right now.
There

was in ’09 and I b
elieve there is
in ’10 so I would be curious to know how many of the 20 are also really watching training very
closely and have very lean training budgets.


Moderator
:
If they have lean
training

budgets?


Scott B.:
Yes, for 2010. I
f it is

kind of a conti
nuum from 2009 into 2010 from a training
perspective.


POLL:
Anticipating 2010 training budget cuts


25%


Peter K.:
We are seeing a huge demand for new training so although we are not cutting our
budget it does not anywhere come close to our need. So we
are exploring
dramatically

different
ways of helping our team develop the skills that they need.


Scott B.:
We are doing some of that same thing, being very creative in how we get material and
information to folks but on a scale of what our
training

budg
et would typically look like we are
just way down.


Randy C.:
One of the things that we did was actually signed an unlimited training agreement
with New horizons. I think they are kind of nationwide. So we can send as many of our people to
any class as we
want for a flat fee for the whole year. So something to consider. We actually did
cut our traning budget but what we choose to do is to keep that.
We

are predominantly a
Microsoft shop so that helps. We retained that as a consolidated effort and that is ac
tually one of
our retention efforts too is that we are training a lot of people. It is a factor, other than time away
of their
job;

it is effectively included in that flat rate.




TOPIC: Keeping your top talent happy


Moderator
:
Back to Randy: any top
talent retention strategies for 2010. Randy you shared that
you lost a couple of folks.



Randy C.:
Part of it is the uncertainly of the market I am in. I am just curious, other than
training right now since I don’t have budget money for salary increases,
training and project
variety if about all I have got left.


Moderator
:
What are folks doing to keep their top talent happy?


Randy W.:
I second the two that you are looking at, having come from competitive
environments such as an airline and a check prin
ter. I also look at flexibility in schedules,
sometimes the ability to work from home. We try to get creative with some of those aspects.
Other than the other two that you identified that would the one that I would add.


10


Randy C.:
Thanks.


TOPIC: Justific
ation models for leadership development programs


Moderator
:
Other comments? Ok, we will move on. Can anyone share justification models for
leadership development programs? We talked a little bit about training and a little bit of a
reduction in training.

Leadership development programs?


Randy C.:
The challenge there of course, we already know the other challenges but as we are
contracting a little bit too for obvious expense management reasons I was curious if anybody has
got any anything that they have
used effectively to prove to either the CFO and or HR about the
value of these programs. When I had plenty of budget money and training I could get it included
but this year they kind of noticed the $25000 chunk.


Man:

Do you have leadership development t
hroughout the organization? Are you talking about
IT specific leadership development?


Randy C.:
A little bit of both; IT specific as well. I had the opportunity last year to send
somebody to the SIM program which I think is an excellent program for no mor
e than it costs. It
is really around the IT dimensions but we are also a smaller company and we have only got
about 850 direct employees now and of course lots of field agents. Then about 120 in IT.


Moderator
:
Does everyone know what the S
IM

program is?


Randy C.:
Society for Information Management. They have a leadership forum kind of regional
forum that in this case the candidate goes to I think six times in about
a nine

month period.
Obviously the two day discussions and things but I think you have g
ot to read 25 books and a
variety of other educational opportunities to go with it.
It

is pretty light from a cost perspective
but at the same time there is a bit of time committed to it as well.
Certainly

a fraction of any kind
of MBA program or anything
like that too.


TOPIC: Most valuable IT conferences


Moderator
:
David has a few topics. Which IT conferences excluding vertical or industry
specific do you find most valuable, considering both cost and time investment? What do you
know;

there is
the
N
OR
EX

International Round Table slide!
Had to do it folks.
(Humor.)


NOREX International Roundtable

June 14



16
, 2010

Minneapolis
, Minnesota
.


We will be back in our home state at a beautiful time of the year. If you can get to our three day
international ro
und table it is a lot of great information sharing. Thank you
K
arl.
Karl chats

Bravo! Does anyone want to share some of the IT conferences that you find most
valuable?




11

Randy O
’B
.
:

We always take a small contingency of folks down to Gartner’s symposium in

Orlando Florida every year. We have been doing it for about eight years now.


Moderator
:
Any insights on that you want to share? You will continue to invest in that?


Randy O.:

We are a Gartner member, and EXP member. So we exercise them as extensions o
f
our staff all

of the time to go out and research new product offerings, new technologies. For
instance if we are looking at installing a business accounting system this year and we used them
to help us identify the top performers. Identify after we write

up our bid, review our RFP that we
are going to put out.
They

try to catch anything in there that we missed. Once we sit down and
negotiate and do a contract they will help us review the terms and conditions I there and tell us if
we are getting a good p
rice or not. We just use them over and over again. As far as the
symposium goes it is about 8000 IT professionals all
dumped into one spot. The keynote
speakers are typically Steve Ballmer,
Ian

Chambers, they just bring in a whole host of people
into there
. A lot of insight. A lot of sessions. There are usually about 700 sessions going on. At
the end of the conference you can purchase the full conference sessions for about $500.
They

make great take home sessions to have lunch and learns and that kind of th
ing with your staff and
really spread it around for those you couldn’t bring down there.


TOPIC: Measuring performance of CIO level


Moderator
:
At this level how does your boss measure your performance? Is it more the
plumbing style metrics or is your
performance calibrated on new capabilities you have given to
key sales teams etc?
Randy
?


Randy W.:
Essentially

I am looking at a couple of different things. We like a couple others on
the call have started an IT steering committee about a year ago. There
are different metrics that
we are starting to pull out.
Different

measures that as we are starting to mature as an IT
organization we are starting to provide back.
There

are some that the business cares about and
there are some that they do not. Again I am

just trying to get a sense of where many in the group
sit and what is important to their leadership.


Randy C.:
Mine is actually a mix. It is both the standard projects, plumbing style, up time and
all of that kind of stuff, SLAs. Lately it is more abou
t budget and expense management. One of
the new ones that I added was actually along some of your capability models. It was also a time
to value. Even if I hit a project on time and on budget, did I get the value that I need when I got it
there. So part o
f that has helped us filter through the myriad of requests that you always have for
work but also gets the stuff the adds value quickly. Let’s face it we have all got a long laundry
list of what needs to get done or should get done. It is just when you bre
ak it down by value
equation, what can I do quickly that adds the highest amount as well as what can I do that maybe
over time adds a capability. So I don’t do anything on process breakthrough. We do process
improvement however. It goes back to efficiency
measures but that is how we include that one.
Then the IT part is just as my manager likes to say, well that is what I hired you for.


John K.:
When you use the word value, how do you within your organization define
--
how does
your boss define value?


12


Rand
y

C.:

It directly aligns with the project. Right now I am in the middle of bringing that direct
to consumer up so my nines of value will be when I get actual profitable applications in the door
and then what that lead time is from when the project started
to when that starts happening.
S
o

it
does depend. Then I have got another one going on, on business analytics and the time to value
on that one is a little tough
er except that it will be another way to define system consolidation
because I have one story a
s the truth as well as get rid of all of this other confusion but yet the
time that it takes for everything from reporting people to business analysts to everything else.


Scott B.:
I guess one add or maybe it is part of Randy’s question, does anybody spe
cifically have
goals around increasing revenue from a technology perspective? Being able to bring technology
to the business that is going to add additional revenue to the bottom line. Has anybody got those
types of goals?


Kendal W.:
I would just say tha
t we don’t have specific goals to bring that sort of value during
the course of the year but in a sense we do because in terms of our software prioritization
approach that I mentioned earlier each of the projects that we bring to the table need to have the

value identified. For us a lot of times that value is safety. Sometimes the value is cost savings.
Sometimes the value is reduction in time for someone to do their job which turns into cost
savings. So when identifying the value of specific projects that
is when those measures are set
out and then as the project is completed we need to demonstrate that the value is achieved. I
think that was alluded to just prior.


Randy O.:

As far as the value to our agency we are a sales organization and we are a $4 bil
lion a
year business disguised as a state agency. So it is difficult for us sometimes but everything IT
related we try to tie the value of it back to the sales part of the organization. It is in every one of
our performance excellence work plans as part of

our review process as to how each and every
employee is contributing to that value. When I sit at the executive steering committee meeting
and when I hold the technology steering committee meetings that is how we prioritize the work
efforts that we are do
ing and were IT spend is, is what will the impact be to sales. Much as you
were saying here if it is to a direct impact it needs to at least tie back to a sort of a sidebar impact
to sales, an increase in proficiency or
something like that.


Moderator
:
Great comments. Anyone else?


Randy C.:
I have got bolts. I have got projects that drive new premium and new sales and in fact
50% of my plan is about operating expenses, growth and sales in either new customers or new
premiums or depending on the year bo
th of them.


TOPIC: How to monitor administrators with acces
s

to

private data


Moderator
:
How do others monitor their administrators who have access to private data to
verify that they stay within their job function? Any tools to recommend for monitori
ng
administrative rights? Anyone have any comments on that?



13

Mitch
A
.
:

In terms of monitoring administrative rights that is always an issue that is based on
whatever you have to log. The other thing is there are products such as DSRa
zor by Visual Click

t
hat

will go down if you are worried about administrative rights to file systems that can give you
detailed reports of who has what rights to what file structure. So it is probably a matter of file
systems.
We

just had an issue where we were asked to give s
ome data out and then somebody
complained that we gave some data out. so some companies are not doing what we are doi
n
g
which is we are putt
i
ng
procedures

in so if somebody wants to dig through email it has got to got
through four signatures before the ad
min
istrators can even dig into it other than in the normal
course of business. DS Razor by Visual Click software; we used it extensively after we did our
migration when we had to audit file access rights.


http://www.visualclick.com/index.html


http://www.visualclick.com/content/productcvm.htm


TOPIC: Addressing corporate Skype


Moderator
:
This member comments that their u
pper

manageme
nt is using Skype and
they

assume that it will trickle down as time goes by. How are organizations addressing and dealing
with corporate Skype or the use of Skype? Is anyone using Skype at their organization?


Mitch A.:
We are using it a little bit in the

IT group. The biggest problem that I have with
corporate managers is trying to convince corporate managers that travel that have at the remote
spot IT connectivity that they don’t have to rely on their cell phones. They don’t have to rely on
the telephone
. They all have microphone and webcam enabled notebooks. I think part of it is a
culture. They don’t want to deal with it. They want to pick up their cell phone and have a
scratchy conversation than a clear IT connection.


Moderator
:
Thank you Mitch. Does

anyone want to do a show of hands
on those who have
some form of Skype in their corporate setting? So Flo raised his hand. Any comments Flo?


Flo K
.
:

We are making use of Skype. We have some remote plants that are in rural areas in Asia.
So getting conne
ctivity is kind of tough. We are making use of Skype to have our local engineers
keep track and run video from the manufacturing presses that are located in Jakarta. That is the
main usage of Skype for this company.


Moderator
:
Thank you. Can others sha
re what they are doing to address High Tech
compliance?

Now this isn’t going to affect everybody but this is the newer term in compliance
that we are hearing. It is more far reaching than HIPAA but similar to HIPAA I believe.
So

if
you have insurance, heal
thcare, or government on, anyone know much about High Tech? We
want to get a feel from your level if we should do a web forum on this later this year? Has
anyone heard about it before?


Randy C.:
Yes, High Tech for us is just more regulation, gee go figur
e! A lot of our main
understanding because we are already HIPAA and GOB compliant is to
ensure

that you have got
to have a lot more policies for
everything

and then a process that
aligns

with the policy. So from

14

some respects it is kind of a SOX kind of an

object as well.
We

are now obviously
paying

close
attention to it because it starts to give HIPAA some auditable criteria finally that really was
pretty vague in the past.


Moderator
:
Thank you for your comments Randy. Can you see this holding its own we
b
forum?


Randy C.:
It might I think if nothing else to make sure that people know what it is and what it
means to them or should mean to them. It may be just an introductory kind of thing to let people
know why they should be concerned.


End of discussi
o
n
.








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Prior Lake, MN 55372 The opinions expressed in this NORVIEW are those
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