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ITC Strategic PlanExecutive summary
Barcelona, 13th December 2007
2© Accenture, 2007
Contents
Introduction
ITC Assessment – Main conclusions
ITC Future Model – Key points
Roadmap
Project summary
3© Accenture, 2007
IntroductionThe ITC Strategic plan definition process is summarized in the following schema
Objectives
ExecPlan
2007-10
Departments’ Objectives
O&S
Objectives
Management Prioritization & Endorsement
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ITC
Strategic Plan
Efficiency (own & shared resources)
Transparency & Accountability
Learning organization
IntroductionThe ITC Strategic plan has the following main objectives according to the Executive Plan.
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Introduction
• ITC Strategic Plan is a tool that should be aligned with MSF Executive Plan and will allow MSF ITC Strategic Plan is a tool that should be aligned with MSF Executive Plan and will allow MSF to focus on the following points:to focus on the following points:
ITC Strategic Plan has been developed jointly with STI, RMU, MSF departments and Accenture
• Perform a diagnosis in the following domains:
• MSF Strategic on ITC• ITC Organization model • ITC Systems• ITC Infrastructure
• Define a new model that allow to develop detected needs according to the value that can provide to the organization versus the ability to change
• Create a roadmap for the next three years with the main initiatives identified and planned according the organization priorities
6© Accenture, 2007
Contents
Introduction
ITC Assessment – Main conclusions
ITC Organization Model
ITC Future model – Key points
Roadmap
Project summary
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Operational/Functional mapThere are ITC initiatives in departments/areas which STI or RMU are not managing.
Field / Op Cell Users
Functional support
Data Center Management
1st level Support
TELOCOs – HD Level 0
Technical support
Project Management
Application Mngmnt.
Communications
Design, Build & Test
Process OwnerHQ Users
Incidence & requests
Projects
Field / Op Cell Users
Current IT Operating Model
Functional support
CRM & Web
Data Center Management
1st level Support
TELOCOs – HD Level 0
HQ & Field incidents
Technical support
Project Management
Res
t of i
nitia
tives
HR
Dep
artm
ent
(e.g
. eLe
arni
ng)
Com
mun
icat
ion
Proj
ects
(e.g
. SA
S &
Web
)
Logi
stic
s P
roje
cts
(e.g
. Log
istix
)
Med
ical
Pro
ject
s(e
.g. I
zyst
ock)
Operations
Application Mngmnt.
CommunicationsHQ Voice and Data Communications
Cell / Mission Mobile Voice & Data Communications
Design, Build & TestRMU
CRM & Web
Process Owner
Systems Engineering
Hardware Desktop Issues
CRM & Web
PC Apps Issues
Servers Outage Management
HQ Users
Incidence & requests
Projects
LAN Issues
Delegate Offices
LogisticsDepartment
Medical Department
FinanceDepartment
HRDepartment
CommunicationDepartment
OperationsDepartment
STI
RMU
General Management
STI + RMU
STI + RMU
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ITC Organization Improvement opportunities
MSF has some areas for improvement. Priorities have been defined according to the value that can provide to the organization versus the ability to change.
1. ITC aggregation• Coordination improvement• Different levels of relationship:
a. RMU under General Managementb. STI under Finance Department
• ITC quality services measurements• ITC Services Catalogue improvement
2. ITC functions is distributed in the Organization • Budget (STI & Other Departments)• Projects (RMU & Other Departments)
3. More STI involvement in technology innovation 4. Permanent consultant service is needed (RMU) 5. Better ITC knowledge management in MSF6. ITC projects with stable planning7. Projects with initial defined scope8. ITC services time response improvement 9. Providers consolidation
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Contents
Introduction
ITC Assessment – Main conclusions
ITC Systems Model
ITC Future model – Key points
Roadmap
Project summary
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Current ITC Systems mapThe following diagram describes main applications used in MSF OCBA Organization and the different interfaces existing between current systems.
Social Security
HQ / DELEGATE OFFICES
Marketing/FundraisingDISCOVERER
MySAP ERP
FIELD
FinanceSAGA
Geocode
SIM
A3MAN
Ass
ocia
tive
Web
SAS
Personnel Admin
Logistics Syst.
LOGISTIX
Marmota
Kx SystemsIntranet
FPP
E-m
ail
TUK
UL
CD
OC
Pho
toda
taba
se
Vid
eo C
atal
og
A3NOM AS
CE
NT
CA
PIO
Edi
tran
NA
VIS
ION
WinSuite
Bank
ATT
EN
D
Medical Systems
EPIISISEPIINFO HIS
IZYSTOCKSPSSFUCHIA
Logistics Systems
LOGISTIX MARMOTA
FieldBudgeting
Finance Systems
NUTRITION 6
FieldBudgeting
Assembly Management W
eb
URCHIN
ESAMEPIINFO
EPIISIS
FUCHIA
Medical Syst.
Fina
nce
Hum
an
Res
ourc
es
Web SupportSystems
HOMERE
Intranet
HR Syst.
HO
ME
RE
HQ
MSF Supply purchsing Center
Bank
Social Security
HIS
CITRIX
Web
SA
S
Izystock
Payment Gateway
MAGNITUDE
MSF - International
Project System
Business Intelligence Warehouse
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General Management
CUSTOM TOOL Systems coverage in each Department
Field MARMOTA HIS FIELD BUDGETING
LOGISTIX
FPPe-mail
CDOCPhotodatabaseVideo catalog
ATTEND
HOMERE SAGAEPIISISEPIINFO
FUCHIA
LogisticsDepartment
MedicalDepartment
OperationsDepartment
FUCHIA
EPIISIS EPIINFO
SPSS
MARMOTA
HIS
LOGISTIX
HRDepartment
FinancialDepartment
Communication Department
EditranAscent/Capio
FIELD BUDGETING
RMU
MICROSOFT OFFICE VISIO
MICROSOFT OFFICE PROJECT
STI
HOMERE
A3NOM A3MAN
URCHIN ESAM
NavisionNutrition 6
IZYSTOCK
TUKUL
TUKUL
TUKUL
TUKUL
TUKUL TUKUL
PACKAGE SOLUTION
TUKULIZYSTOCK
AssociativeTUKUL
Ascent/Capio
Delegate Offices
TUKUL
Ascent/Capio
Assembly Management
ITC Systems coverage Departmental view
This diagram describes main systems and the level that they contribute to automate MSF activities in the different Organization departments.
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MSF has some areas for improvement. Priorities have been defined according to the value that can provide to the organization versus the ability to change.
Field: • Systems and technology tools available
Knowledge Management:• Migration of documents to a single repository• Documents lifecycle management
Logistics and Medical: • Integrated supply management system• Medical inventory management
aggregated in HQ• Medical data collection & analysis
management system
Communication:• Web upgrade to new functionalities
and technologies
HR:• HQ HR Management• Workforce performance assessment• Training management• Training development • Travel booking processes• Management reporting (BiW)• Time management• Payroll management system outsourcing
Finance:• Cost accounting controlling• Forecast finance statements availability • Improvement of management / controlling processes in HQ• Finance management improvement (investment,
budgeting, control) • Integrate financial value chain (FFC)
ITC SystemsImprovement opportunities
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Contents
Introduction
ITC Assessment – Main conclusions
ITC Infrastructure Model
ITC Future model – Key points
Roadmap
Project summary
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Current ITC Infrastructure map
MSF OCBA HQ
MSF OCBA Delegate Offices
British TelecomRadio Frequency link
DMZ
Internet
Interpista (RDSI)Red Privada British Telecom
LAN
NASServer
Intranet Server
Internet Access Server
Proxy Server
Domino Server
SAP BI SAP PROD Editran Server
Outsourced Services Provider(ACENS)
SAS DB Server Web Serverwww.msf.es
Web SASApplication
Server
DominoApplications
Server
CONTENTServer
Tridion Content
Management
NAS Server
Scaning Server
Domino Mail
ServerSametime
Server
Radius Server
Navision CITRIXServer
SAP TESTPREPROD
Domain Controlers
Domain Controler
CALL CENTER
HOMERE Server
FFC Development
Server
FFC-SAP InterfaceServer
FIELD
DATA
FIELD
VOICE
Voice ServiceSAS DB Server
(Replica)
DATARadio Frequency Link
(HF, VHF)LOCAL
COMMUNICATIONS
Field
Area for inprovment
Network access control (AD)
Uers and profiles control
SASHigh availability
There is no SW & HW inventory
PC renewal(HQ and Field)
Internet access BW increase
Intenet and network acces monitoring tool
Different access levels from outside
definition
The current MSF infrastructure map it is presented in the following diagram. There have been pointed main areas for improvement according to the ITC assessment.
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ITC InfrastructureImprovement opportunities
MSF has some improvement opportunities. Priorities have been defined according to the value that can provide to the organization versus the ability to change.
Data Center:• Data Center consolidation & outsourcing• Servers virtualization• Server and workstation remote monitoring• Alignment with ITIL methodology
Communications plan:
• Field communications technology optimization & standardization • Delegate Offices communications rationalization
Security plan:• Security policies and Legal compliance• Single-Sing-On implementation• Contingency plan and continuity plan
Desktop:• HQ and Field Desktop renewal (HW & SW)
Architecture:• SOA architecture evolution• Knowledge management and other future systems architecture definition
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Contents
Introduction
ITC Assessment – Main conclusions
ITC Future Model – Key points
ITC Organization model
Roadmap
Project summary
17© Accenture, 2007
Option #2: ITC function consolidation
Option #1: AS It is with small changes
STIRMU
Logistics Manager
General Manger
Field ITC support covered under the same department Little impact in current MSF organization Adequate for temporary projects execution
• Non end to end ITC vision within MSF for Projects and Services• ITC Responsibilities spread in MSF Org Chart
InfrastructureDemand Management
ITC Projects managed by expertise resources Non existence of parallel ITC initiatives for the same purpose ITC budget more efficiently managed Promotion of Organization process view (not view by department) Easier communication stream with other international MSF ITC Organizations Facilitates alignment with MSF Strategic and priorities
High impact in current MSF organization.
Option recommended
ITC organization unit reports directly to General Management
There have been identified two possible scenarios to be considered according to future ITC Organization. Below it is described both alternatives with main advantages and drawbacks.
Future ITC ServiceBasics
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Future ITC Service New functions
Demand Management
Project Mngmnt.
Infrastructure Functions
2nd level Functional
Support
Knowledge Mngmnt.
Current IT RMU functions + departments not currently covered by RMU
New IT functions added
Enterprise
Acrchitec
Help Desk
LAN & HQ Coms
Data Center.
Field Communics.
Internal Logistics
Facilities &
Services
Current ITC STI functions
New ITC functions transferred from other departments
New ITC function
Functions transferred to other departments (Logistics)
Organization Processes Definition N
ew R
MU
func
tions
New
STI
func
tions
Following our recommendation (option 2) it is presented below the new main areas that will compose the ITC service (O&S):
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ITC Organization options
CIO role is under one person More strategic relationships between CIO and Departments
High cost
Projects
CIO
Demand Management Infrastructure
Technology
Data Center
Communications
Architecture
HRFinance
CommunicationKx & Organization Logistic
Help Desk
MedicalOperations
Option 1: Create a new CIO position
Close to functional organization demands CIO has high applications knowledge No need for new person
CIO has partial view. Double vision is lost CIO is overload
Option 2: CIO and Demand Management role is shared by the same person
Projects
CIO
Demand Management Infrastructure
Technology
Data Center
Communications
Architecture
HRFinance
CommunicationKx & Organization
LogisticHelp Desk
MedicalOperations
Close to systems engineering demands CIO has high technology knowledge No need for new person
CIO has partial view. Double vision is lost CIO is overload
Option 3: CIO and Infrastructure role is shared by the same person
Projects
CIO
Demand Management Infrastructure
Technology
Data Center
Communications
Architecture
HRFinance
CommunicationKx &
OrganizationLogistic
Help Desk
MedicalOperations
Close to Organization Strategic vision No need for new person
Unbalanced organization Many people reporting to CIO
Option 4: CIO manages the functional area via a pool of functional experts
CIO
Service Management
Technology
Data Center
Communications
Architecture
HR
Help DeskApplications Delivery
FinanceCommunication
Kx & Organization
Medical
Logistics
Operations
20© Accenture, 2007
Organization, Process and Data Management
Current RMU function
Future ITC Service Additional functions
New function
Demand management unit is proposed to evolve assuming additional functions and transferring Knowledge management function to other unit.
ProjectMngmnt
Functional support
Organization Processes Definition
Monitoring
Data and info Mngmnt
Process Control
KnowledgeMngmnt
Functions transferred to other unit
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Processes and organization management
The complete Organization and Systems model is flexible enough to be adapted to OCBA organization needs and efficiency in resources use.
Direction & management
Demand ManagementService
InfrastructureService
Demand mngmnt resp Infrastructure responsible
Support Unit
-Help desk Technician-Operations technician
Technology Unit
-Database administrator- Security &
Systems administrator
-Communications Technician-Enterprise
Architecture
Delivery Unit
-Technical Analyst
- Developer / Programmer-Applications customizer
Profiles per function
Functional Unit
-Project Manager / Leader
- Process Analyst-Functional
Analyst
Processes mngmnt resp
ControlManagement Unit
-Control responsible
-Control technician
Organization ManagementUnit
-Organization analyst
ITC Organization Proposed model
• 1 person can embrace more than 1 profile
22© Accenture, 2007
Processes and organization management
Demand ManagementService
InfrastructureService
Support Unit Technology UnitDelivery Unit
Profiles per function*
Functional UnitControlManagement Unit
Organization ManagementUnit
The definition of this model in the OCBA organization translates in the following profiles:
Functional responsiblesAdmin
Specialists / technicians
Help desk
Operator Architect
Specialists / technicians
• position names, classification and consistency to be defined and reviewed with HQ HR
Developers
Responsible
Service responsible
ITC Organization Proposed model
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ITC Governance Future organization and service model
Servicio
FilialesFilialesField Users
IT department
Applications support
Software development
Process & Functional Unit
Security and System administration
Incidences & Requests
IT providers
SLA & Contracts
• Define and structure the Service Model:– Relationship Model between O&S and MSF Departments based on Service Level
agreements
Technical support Monitoring and operations
Technology projects
FilialesDelegate OfficesKey users users
Projects Incidences & RequestsSLA SLA
MSF OCBA HQ
SLA
Help Desk
In the following diagram it is described the proposed Relationship Model between O&Sservice and MSF OCBA Organization based on Service Level Agreements.
Man
agem
ent T
eam
Prioritiesdefinition
Prioritiesdefinition
24© Accenture, 2007
Contents
Introduction
ITC Assessment – Main conclusions
ITC Future Model – Key points
ITC Systems model
Roadmap
Project summary
25© Accenture, 2007
Future ITC Systems map
Social Travel Payroll
HQ / DELEGATE OFFICES
Marketing/FundraisingDISCOVERER
MySAP ERP
FIELD
Geocode
SIM
Ass
ocia
tive
Web
SAS
AS
CE
NT
CA
PIO
Edi
tran
WinSuite
Medical Data collection & analysis system
Assembly Management W
eb
MedicalData
collection& analysis
system
HO
ME
RE
HQ
Km System
Finance
FFC
HRHOMERE
Integrated supply
management system
Hypervision
Km SystemP
urch
asin
g - H
Q
Fina
nce
Hum
an R
esou
rces
Integrated supply management system
e-Learning System
Time Management
1. Systems and technology tools available
3b. Medical inventory management integrated
3c. Global quality and medical statistics system
4. Web upgrade to new functionalities and technologies
Web
SA
S
CITRIX
MSF Supply purchasing Center
BankSecurity Agency Management
6a. Cost accounting controlling6b.Forecast finance statements availability 6c. Improvement of management/controlling processes in HQ6d. Finance management improvement (investment, budgeting, control)
5g. Time management
3a. Purchasing orders management aggregated and integrated in current ERP system
No change Application maintenance New application
6e. Integrate financial value chain (FFC)
5h. Payroll management system outsourcing
5c. Training management 5d. Training development
5a. HQ HR Management 5b. Workforce performance assessment5e. Travel booking processes
Bank
Payment Gateway
MAGNITUDE
MSF - International5f. Management reporting (BiW)
2a. Migration of documents to a single repository 2b. Documents lifecycle management
Project System
Bussiness Intelligence Warehouse
In the following figure there are highlighted the applications that will remain with no major changes, the applications that will have some enhancements and the new systems.
26© Accenture, 2007
Future ITC Systems modelSummary
APP. MAINTENANCENO CHANGE NEW
Custom toolsIntegration • Evolve to new and standard tools based in SOA (Service Oriented Architecture)
• Define future technological architecture in order to rationalize current and new systems
• Evaluate migration to newest/next SAP version in order to use new functionalities as a potential solution for new systems planned in the future
Integrated Supplymanagement Sys
Km system
Departments main applications
• Field
• Logistics Department
• Medical Department
• Operations Department
• RMU
• Financial Department
• Communications Department
• HR Department
• Delegate Offices Km System
Ascent/CapioEditran
WinSuite Hypervision
HOMERE
HOMERE
Km system
Km system
Km system
Km system
Km system
Km Sys
Integrated Supplymanagement Sys
Web
Webe-learning
Time&Expenses
Time&Expenses
FFC Medical data collection
& analysis system
Km system
Medical data collection & analysis system
Ascent/Capio
• General Management
• Associate
Ascent/CapioKm system
Km system
Web
Web
Web
Integrated Supplymanagement Sys
Assembly Management
In the following diagram it is described a summary of the future ITC systems model following a department vision to be consistent with ITC assessment approach and according to main requirements and technology trends.
27© Accenture, 2007
Contents
Introduction
ITC Assessment – Main conclusions
ITC Future Model – Key points
ITC Infrastructure model
Roadmap
Project summary
28© Accenture, 2007
Future ITC Infrastructure mapIn the following figure there are highlighted the infrastructure that will remain with no major changes, the infrastructure that will have some improvement and finally the areas where it is needed new technology or infrastructure.
MSF OCBA HQ
MSF OCBA Delegate Offices
British TelecomRadio Frequency link
DMZ
Internet
Interpista (RDSI)Red Privada British Telecom
LAN
NASServer
Intranet Server
Internet Access Server
Proxy Server
Domino Server
SAP BI SAP PROD Editran Server
Outsourced Services Provider(ACENS)
SAS DB Server Web Serverwww.msf.es
Web SASApplication
Server
DominoApplications
Server
CONTENTServer
Tridion Content
Management
NAS Server
Scaning Server
Domino Mail
ServerSametime
Server
Radius Server
Navision CITRIXServer
SAP TESTPREPROD
Domain Controlers
Domain Controler
CALL CENTER
HOMERE Server
FFC Development
Server
FFC-SAP InterfaceServer
FIELD
DATA
FIELD
VOICE
Voice ServiceSAS DB Server
(Replica)
DATARadio Frequency Link
(HF, VHF)LOCAL
COMMUNICATIONS
Field
1. Data Center consolidation2. Servers virtualization6. Technology architecture update
No changeInfrastructure MaintenanceNew infrastructure / Technology
4a. Field communications technology review
4b. Delegate offices
communications
5. 7. HQ and Field Desktop renewal
3. Server and workstation monitoring
6. Security plan
8a. SOA architecture definition8b. Technology architecture update8c. Knowledge management and other
future systems architecture definition5. Alignment with ITIL
29© Accenture, 2007
Future ITC Infrastructure modelSummary
DATA CENTER
• Perform a server consolidation plan and virtualization policies to support additional environments for specific systems. This will reduce complexity, cost and optimizes utilization of current IT Infrastructures and enables further growth
• Improve back-up procedures• Servers, PCs and network devices (printers, routers, etc.) centralized monitoring with IT inventory• Alert definition on monitoring and process definition• Define service management & operations following ITIL best practices
SECURITY
• Define a security plan focusing on the following mainstreams:• Security policies compliance (physical and logical)• Authentication and authorization management using single sign on• Contingency and continuity plan definition
• Use high availability solutions on critical systems (SAP, SAS, email)
DESKTOP
• HQ and Field desktop (hardware and software renewal) in order to avoid technical incidences and software incompatibilities• Evaluate financial options for the desktop assets and its maintenance• Improve overall Help Desk function• Develop self-training and self-support policies in office environment. Optimize IT support by creating FAQs, welcome packages
about IT standard issues resolution, etc. • Evaluate collaboration tools useful for field and HQ teams integrated into knowledge management system
COMMUNICATIONS
• Define a communications plan focusing on the following mainstreams:• Field communications technology optimization & standardization (Policies, technologies and the service provided) • Evaluate new tools to communicate with field team (Ex VoIP, etc.) • Improve communications between MSF HQ and Delegate Offices. Extend Wi-Fi technologies in HQ (cabling and
electronic devices are at the limit) • Evaluate the possibility to own a SMTP server in Barcelona• Internet bandwidth should increase to be prepared to new systems
• Create network centralized management integrated with the monitoring system
ARCHITECTURE• Define technical architecture standards in order to avoid technology spread (Java vs. .NET, Windows 2000 vs. Unix)• Knowledge management and other future systems architecture definition• SOA architecture evolution
This is a summary with the main recommendations that have been identified in each ITC infrastructure domain according to main requirements and technology trends.
30© Accenture, 2007
Contents
Introduction
ITC Assessment – Main conclusions
ITC Future Model – Key points
Roadmap
Project summary
31© Accenture, 2007
RoadmapAssumptions
In order to create a roadmap for ITC projects in the period 2008-2010 it has been considered the following assumptions:
ITC projects have been prioritized according to MSF Executive plan and department needs. ITC projects have been classified according with IT system scope and size in order to have an estimated quotation. ITC projects cost have been estimated considering three potential scenarios:
• Worst case: considers that the needed investments in hardware, software and professional services are the highest.• Best case: considers that the needed investments in hardware, software and professional services are the lowest.• Average cost: considers an average investment between the worst case and the best case scenarios.
Evolutive maintenance has considered 15 % of annual increase rate and the increase due to new systems deployment. Infrastructure OPEX has been calculated according the following criteria:
• Desktop maintenance support is considering 10% annual decrease due to Help Desk improvement project.• ACENS hosting is considering 10% annual increase because new systems will be deployed.• ACENS communications is considering 10% annual increase because new systems will be deployed.• BT communications is considering 10% annual cost reduction once the communications plans will be deployed.• Travel & Living expenses is considering the same cost for the following years.• Payroll (STI & RMU) is considering 4% annual increase .
ITC budget will increase in order that the IT cost will remain at the same percentage of total MSF OCBA revenues.
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RoadmapDetail
According to the projects and priorities defined here there is the proposed roadmap for the next years (2008-2010).
Project
Total 2008- 2010
(€)
Total 2008(€)
Total2009(€)
Total 2010(€)
2008 2009 2010Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
Organization IT aggregation
IT functions consolidation
Systems projectsInternational projects coordination
SAP version migration 160.500 80.250 80.250
Integrated supply management system 990.000 99.000 190.000 693.000
Purchasing project 110.500 110.500
Medical data collection and analysis sys. 907.500 90.750 181.500 635.250
Finance Field Connection 110.500 110.500
Finance management improvement 110.500 110.500
HOMERE 35.000 35.000
eLearning 175.500 87.750 87.750
HQ HR management system 35.000 35.000
Management reporting 110.500 110.500
Time management 110.500 110.500
Km improvement projects 110.500 110.500
CDOC: Document inventory & digitalize 100.500 100.500
Knowledge management system 280.000 56.000 224.00
New Web system 35.500 35.500
Cost accounting controlling 110.500 110.500
Workforce performance assessment 110.500 110.500
Training management 35.500 35.500
Travel booking integration process 110.500 110.500
Priority 1 Priority 2 Priority 3
(*) Part of these projects will be international / shared(**) The detailed cost are related with average cost scenario
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Roadmap Detail
Project
Total 2008- 2010 (€)
Total 2008
(€)
Total2009
(€)
Total 2010(€)
2008 2009 2010Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
Systems maintenanceERP maintenance 609.429 175.502 201.827 232.100
SAS maintenance 557.340 160.500 184.576 212.263
HOMERE maintenance 296.900 85.500 98.326 113.074
Software and application maintenance 375.033 108.000 124.200 142.830
FFC maintenance 31.800 6.000 12.000 13.800
Web maintenance 21.500 10.000 11.500
eLearning maintenance 16.500 5.000 11.500
Infrastructure projectsCommunications plan definition 35.500 35.500
Communications plan implementation 71.100 71.100
Security plan definition 35.500 35.500
Security plan implementation 71.100 71.100
Help desk improvement 110.500 110.500
W2000-Windows XP migration 175.500 175.500
Office evolution evaluation 35.550 35.500
CDP consolidation & Outsourcing 147.500 29.500 118.000
ITIL alignment 110.500 27.625 55.250 27.625
KM architecture definition 35.500 35.500
SOA evolution definition 35.500 8.875 17.750 8.875
Monitoring framework 110.500 66.300 44.200
Priority 1 Priority 2 Priority 3
According to the projects and priorities defined here there is the proposed roadmap for the next years (2008-2010).
(*) Part of these projects will be international / shared(**) The detailed cost are related with average cost scenario
34© Accenture, 2007
Roadmap Detail
ProjectTotal
2008- 2010 (€)
Total 2008(€)
Total2009(#)
Total 2010(€)
2008 2009 2010Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
Infrastructure OPEXDesktop maintenance 340.108 125.500 112.950 101.656
ACENS hosting 405.477 122.500 134.750 148.226
ACENS communications 332.658 100.500 110.550 121.606
BT Communications 272.358 100.500 90.450 81.406
Travel & living expenses 18.000 6.000 6.000 6.000
Payroll 1.550.464 496.689 516.557 537.219
TOTAL 13.964.484 5.046.189 4.239.457 4.678.839(Worst case)
TOTAL (Average) 9.552.080 3.228.704 2.866.493 3.456.882
TOTAL 5.139.675 1.411.220 1.493.529 2.234.926(Best case)
Priority 1 Priority 2 Priority 3
According to the projects and priorities defined here there is the proposed roadmap for the next years (2008-2010).
(*) Part of these projects will be international / shared(**) The detailed cost are related with average cost scenario
35© Accenture, 2007
Contents
Introduction
IT Assessment – Main conclusions
IT Future Model – Key points
Roadmap
Project summary
36© Accenture, 2007
Project schedule
1. Análisis de la Situación Actual Comprensión de la Situación actual Conocimiento necesidades a soportar por ITC Identificación de los principios de evolución del ITC
2. Diseño de la Situación Futura Modelo Organizativo y de Gobierno Modelo de Arquitectura y Plataforma Tecnológica Modelo de Soluciones y Aplicaciones
3. Análisis de GAP Análisis de impacto organizativo Análisis de actuaciones críticas
4. Plan de Acción Plan de Implantación Estudio Financiero (Business Case)
SemanaSemana11
SemanaSemana22
SemanaSemana33
SemanaSemana44
SemanaSemana55
SemanaSemana66
SemanaSemana77
SemanaSemana88
Análisis situación actual
Modelo Futuro
Plan de acción
Meetings for gathering information, review assessed information have taken more time than planned. For that reason it was decided to extend the project timeline two additional weeks.
SemanaSemana99
SemanaSemana1010
Extension
Management team meeting
Follow up meeting
Follow up meeting
Follow up meeting
Conclusionspresentation
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HR & Finance Process enhancement
Knowledge Management system
Integrated supply Management system
Finalize Field systemsHOMERE & FFC
Help Deskimprovement
Security plandefinition
New WebSystem
Datacenter consolidation
Alignment with IT standards
Communications plandefinition
Medical data collection& analysis system
New eLearning system
Infrastructure
Demand Management
IT function centralization and
Consolidation
IT Strategic PlanMain recommendations
The key points that should be developed from IT during the period 2008 - 2010 are:
Internationalmovement
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Meetings done# TASKS PARTICIPANTS DATE
1 Kick off meeting with MSF project sponsors to present the project Inma Gonzalez and Lluis Puig 26th Sep
2 Meeting in order to have an overview on the current Information systems and the overal MSF OCBA organization
Inma Gonzalez 1st Oct
3 Presentation of the project to the General Manager and Finance Director Aitor Zabalgogeazkoa and Andreu Gusi 2nd Oct
4 Meeting to gather main inputs from the Executive Plan 2007-2010 Aitor Zabalgogeazkoa 2nd Oct
5 Meeting to gather the main inputs in the Finance Department Andreu Gusi 3rd Oct
6 Meeting to gather the main inputs from the Finance Working Group Leader (Resource Management Unit)
Ricardo Rubio 3rd Oct
7 Meeting to gather the main inputs from the Purchasing Working Group Leader (Resource Management Unit)
Nuria Vidal 3rd Oct
8 Meeting to gather the main inputs from the STI area Lluis Puig 3rd Oct
9 Meeting to gather the main inputs from the HR Functional coordinator (Resource Management Unit)
Sergio Pérez 3rd Oct
10 Meeting in order to present the project goals and needs Steering Committee 3rd Oct
11 Meeting to gather main inputs from HR Training Service Annie Park 8th Oct
12 Meeting to gather the main inputs from HR Field Alain Kergoat 8th Oct
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Meetings done# TASKS PARTICIPANTS DATE
13 Meeting to gather the main inputs from the Logistics Department Raimon Piferrer 8th Oct
14 Meeting to gather the main inputs in the Medical Department Pedro Pablo Palma 9th Oct
15 Meeting to gather the main inputs in the Associative Participation Unit Christelle Boulanger 10th Oct
16 Meeting to gather the main inputs from HR Administration and Travel Pablo Waring 10th Oct
17 Meeting to gather the main inputs from HR HQ Maria Bertagnolli 10th Oct
18 Meeting to gather the main inputs from STI Systems Administration Xavier Puigmartí 11st Oct
19 Meeting to gather the main inputs in the HR Department Karine Tranvouez 11st Oct
20 Meeting to gather the main inputs in the Operations Department Iraida López 11st Oct
21 Meeting to gather the main inputs in Resources Management Unit Inma Gonzalez 11st Oct
22 Meeting to gather the main inputs from Communication Department Jaume Codina, Anna Pinedaand Juan Antonio Moya
11th Oct
23 Meeting to gather the main inputs from STI Digital Documentation Management technician
Asen Quintana 15th Oct
24 Meeting to gather the main inputs from STI DB Administrator Darío Granados 15th Oct
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Meetings done# TASKS PARTICIPANTS DATE
25 Meeting to gather the main inputs from STI HQ-Field support Sergio Garcia 15th Oct
26 Meeting to gather the main inputs from STI – SAP technical support Alfred Pedret 15th Oct
27 Meeting to gather the main inputs from Documentation Center responsible Pilar Pérez 16th Oct
28 Meeting to gather the main inputs from STI HQ-Field support Elizabeth Ledesma 16th Oct
29 Meeting to gather the main inputs from Web responsible Pedro Dominguez 16th Oct
30 Meeting to gather the main inputs in Resource Management Unit Inma Gonzalez 16th Oct
31 Meeting to gather the main inputs from HR Training - Campus Virtual project Montse Colera 17th Oct
32 Meeting to gather the main inputs in the Finance Department - Accounting Anna Pontnou 17th Oct
33 Meeting to gather the main inputs from STI service Lluis Puig 17th Oct
34 Meeting to gather main inputs from the Operations Department Roger Teck 17th Oct
35 Meeting to gather the main inputs from Supply technician Angel Cabello 18th Oct
36 Meeting to gather main inputs from Communications Carlos Haro 23rd Oct
37 Meeting to gather the main inputs from Operations Department - HAU Service Thierry Vanvert 23th Oct