Guam Power Authority · GPA needs to match its business functions and processes with the...

Guam Power Authority

INFORMATION TECHNOLOGY STRATEGIC PLAN

April 26, 2007

Guam Power Authority September 29, 2006 Information Technology Strategic Plan

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TABLE OF CONTENTS Section Page I. EXECUTIVE SUMMARY 1

A. Goal of Project....................................................................................................... 1

B. Study Methodology ............................................................................................... 1

C. Conclusions............................................................................................................ 1

D. Recommendations ................................................................................................. 1 II. STRATEGIC ENVIRONMENT 6

A. Issues and Opportunities...................................................................................... 6

B. Assumptions .......................................................................................................... 9 III. INFORMATION TECHNOLOGY TRENDS 11 IV. CURRENT ASESSMENT OF INFORMATION TECHNOLOGY 12

A. Overall Assessment ............................................................................................. 12

B. Organizational Assessment ................................................................................ 12

C. Technical Infrastructure Assessment................................................................ 14

D. Application Systems Assessment ....................................................................... 18

E. Alignment of Information Technology Projects With Strategic Direction.... 19 V. FUTURE INFORMATION TECHNOLOGY ARCHITECTURE 20

A. Vision for Technology......................................................................................... 20

B. Information Technology Operations................................................................. 20

C. Application Architecture.................................................................................... 29

D. Data Architecture................................................................................................ 32

E. Technology Architecture .................................................................................... 35 VI. IMPLEMENTATION PLAN 38

A. Information Systems Implementation Plan...................................................... 38

B. Tactical Implementation Plan............................................................................ 38

C. Strategic IT Initiatives........................................................................................ 41

Guam Power Authority September 29, 2006 Information Technology Strategic Plan

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APPENDIX A PROJECT EVALUATION CRITERIA 43 APPENDIX B EXISTING IT ORGANIZATION CHART 46 APPENDIX C “IT IRREGULARS” 50 APPENDIX D IT SKILLS MAPPING 56 APPENDIX E INSTALLED SOFTWARE SUMMARY 60 APPENDIX F CLARK COUNTY PUD IT BUDGET 67 APPENDIX G LPPC IT BENCHMARKING STUDY 73 APPENDIX H POSITION DESCRIPTION TEMPLATES 75

Job Description – Application Integration Specialist.............................................. 77

Job Description – Application Support Analyst ...................................................... 80

Job Description – Business Requirements Analyst.................................................. 83

Job Description – Business Process Analyst............................................................. 86

Job Description – Business Systems Analyst............................................................ 89

Job Description – Change Management Specialist.................................................. 91

Job Description – Chief Information Officer ........................................................... 94

Job Description – Database Analyst.......................................................................... 97

Job Description – Desktop Technician...................................................................... 99

Job Description – Director of Information Technology ........................................ 101

Job Description – Help Desk Manager ................................................................... 104

Job Description – Help Desk Technician................................................................ 107

Job Description – Mainframe Computer Operator............................................... 109

Job Description – Network Administrator............................................................. 111

Job Description – Network Analyst ........................................................................ 113

Job Description – Network Engineer ...................................................................... 115

Job Description – Telecommunications Analyst .................................................... 117

Job Description – Vice-President of Information Technology ............................. 119

Job Description – Webmaster.................................................................................. 122 APPENDIX I JDE PLATFORM AND ENTERPRISEONE (E-1) 125

Guam Power Authority April 26, 2007 Information Technology Strategic Plan

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I. EXECUTIVE SUMMARY A. GOAL OF PROJECT

Guam Power Authority (GPA) retained Utility Services Specialists, Incorporated (USSI) and Economists.com to assist in the development of an Information Technology Strategic Plan. The primary study scope encompasses an assessment of GPA’s current information technology infrastructure inclusive of staff, systems, and hardware, and the identification of the future direction GPA should take to assure that its IT infrastructure can meet the future needs of its customers.

As part of this process, this study assessed several weaknesses in the IT

infrastructure and assisted in the solution of many of them in order to support GPA’s launch of VOIP, Utiligy, and WAN applications. This study used the lessons learned in these engagements are an important part of the analysis. B. STUDY METHODOLOGY

A joint project team of GPA and USSI and Economists.com staff conducted the study. During the study over 30 GPA staff personnel were interviewed. These personnel included employees of the Computer Services (IT) Department as well as several GPA employees who have responsibility for the design, development, implementation, and support of existing information technology. Additionally, USSI and Economists.com provided experienced technical and project management support to GPA IT project teams. These engagements permitted a real-time and close assessment of GPA’s IT capabilities. The role of IT and other staff was critical in identifying key strategic issues regarding the role of information technology at GPA. C. CONCLUSIONS

This study identified several areas GPA operations should strengthen to better support the introduction of new technology and to meet the goals of GPA’s Strategic Plan. While GPA has made recent vast improvements, the existing infrastructure, including people, systems, and hardware will not support the significant changes anticipated in the GPA Strategic Plan and the increase in electric load and new customers associated with expansion of the military presence on Guam. GPA must begin immediate changes in the way in which new technology is planned, introduced, and supported. GPA will need to significantly enhance its structures; techniques, tools, and staffing that have, and are, supporting current technology. D. RECOMMENDATIONS

This study recommends both an increase in IT Department staff and budget as

well as several immediate projects necessary to improve the quality and security of the GPA IT infrastructure. We also recommend that GPA delay work on any new major IT


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application system project for a 9 to 15 months until they can train existing staff and attract new staff to support the systems they currently have in operation. The size of GPA requires standardization in order to adequately support current and planned technology. Business units must play an active role in planning and directing the use of technology to support their operations.

This study posits that the recommendations identified will position GPA for the significant changes in technology required to implement and support the goals of GPA’s strategic plan and meet the requirements of the increased military presence on Guam. If these changes are not made, GPA will incur significant risk for not realizing the potential benefits forecasted in the Strategic Plan. At worst, GPA may fail to adequately support and operate existing business systems and infrastructure.

The major recommendations of the IT Strategic Plan include:

• Form an Information Technology Steering Committee • Hire a Chief Information Officer • Significantly Increase of GPA’s IT Budget • Place All GPA Computers on Active Directory • Establish Standard Desktop Images • Remove Nonstandard Programs from GPA Desktops • Adopt System Development and Change Management Methodologies • Hire Business Analysts • Hire Database Analysts • Create of IT Help Desk Function and Adoption of a Trouble Ticket System • Augment Current Desktop Computer Support • Adopt a Company Standard Data Base Management System (DBMS) • Develop a Standard Replacement Policy for Personal Computers • Select and Implement a Network Management Package • Retool the IT Department for 24/7 Support • Perform JDE GAP Analysis • Set Strategic Direction For Enterprise Business Solutions.

Appendix H provides detailed job position descriptions for the new positions

listed above. The following paragraphs elaborate on each of the major recommendations.

GPA should form an IT Steering Committee, chaired by the Chief Executive Officer (CEO) or other top-tier management, and comprised of the Division Heads. The Committee should routinely evaluate technology projects and approve major new investments or significant changes in staffing and technology for all GPA operations. The committee should draft a charter expressing its responsibilities, aims, powers, and methodologies. Of utmost importance is a systematic review of the efficacy of IT projects based on a solid business case and discounted cash flow analysis such as net present value. GPA needs to match its business functions and processes with the appropriate IT system leverage while reducing the total cost of ownership (TCO). Achieving low IT


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costs without serving business needs adequately fail to make sense. However, putting expensive systems without sound analysis and careful match to strategic goals is worse.

GPA should create the position of Chief Information Officer (CIO) and have the position filled within 6 to 9 months. The CIO should have considerable experience as a senior level manager/director of information technology for an electric or consolidated utility. Furthermore, the strategic consolidation of the IT functions between GWA and GPA provides greater impetus to the urgency of this recommendation.

Based on a review of an IT Benchmarking report for US Mainland public utilities,

GPA’s IT spending per employee ($5,246 in 2006) is at least 50% below what comparable US mainland public utilities spend on IT. Two public utilities that we interviewed in depth, Clark County PUD in Vancouver, Washington spend $14,750 per employee; while Chelan PUD in Wenatchee Washington spends $10,355 per employee.

GPA should place all personal computers (PCs) on Active Directory by the end of

the calendar year. Active Directory will help increase the productivity of GPA employees, reduce time spent troubleshooting by IT staff, improve security of GPA IT infrastructure and allow full use of Active Directory enabled products such as MS Exchange Server.

GPA must remove all nonstandard programs from GPA computers. A computer

audit found numerous copies of games, malware and other non-standard programs that present a serious security risk and a drain on GPA employee productivity. Furthermore, GPA must severely curtail administrator privileges and limit them to trusted people in the IT Department.

GPA should select and adopt a standard methodology for custom system

development and change management. The use of a standard methodology, such as the Institute of Electrical and Electronic Engineers (IEEE) standards, will provide a consistent approach to building and maintaining systems. This methodology is readily available, very inexpensive, and comprehensive. It will also provide a consistent roadmap for business analysts and users to better understand what is required to built and maintain information systems. Documentation of processes and changes to key systems are not followed through consistently and hinder troubleshooting, operations and maintenance, and the fundamental understanding of the capability and vulnerability of systems.

GPA should formally create Business Systems Analyst, Business Process Analyst

and Business Requirements positions and provide uniform job descriptions and training in the job functions. Business Analysts will serve as the primary focal points for business units for the requirements development and implementation assistance of new technology as well as serve as the “business” administrator for their applications. GPA has several complex applications such as Network Central Files Storage, Exchange, Utiligy, voice-over-internet-protocol (VOIP), Computerized Maintenance Management System (CMMS), as well as the JDE Financial Management System (FMS) with many


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supporting modules. Currently, GPA has hired two contractors to provide some of these functions for Utiligy and JDE. SPORD personnel have filled the requirements for other applications but must soon turn these responsibilities over to better concentrate on their own core business functions.

GPA should formally create a Database Analyst (DBA) position and provide

uniform job descriptions and training in the job functions. DBAs reside in the IT Department. They are responsible for overall information design, balancing, and optimization of data access throughout GPA. The DBA will be responsible for defining and implementing database infrastructures to support information systems and business needs within GPA.

GPA needs to implement an IT help desk continuously available during business

hours and on call during nights and weekends for mission critical systems. GPA should ensure that the IT help desk staff get appropriate certification in such areas as MS Office, Windows and Exchange, and maintain that certification through required training on an annual basis. Furthermore, GPA should integrate its desktop support efforts with a tracking system that allows the true cost of IT support to be assessed and monitored. GPA has purchased a JDE package that should include a system module tailored to IT trouble ticket support. GPA should perform a GAP analysis to investigate this capability and build the necessary business processes.

GPA should increase the number of desktop support analysts to at least 1 per 60

personal computers. These individuals should receive their work assignments and priorities from the help desk with significant input from the Business Analysts. Furthermore, GPA should ensure that the activities of these personnel be governed by documented processes to ensure the consistency and repeatability of high quality IT service. Currently, there is much rework of activity. This leads to poor productivity and alienation of IT clients.

GPA should immediately begin a detailed review of the current DBMSs and

select a single data base platform as its future direction. This evaluation should be completed by the end of 2007, in order to provide adequate time for transition and training prior to beginning implementation of new systems. GPA’s new Utiligy billing system as well as its new SCADA systems utilize Microsoft’s SQL Server database. This report recommends that MS SQL Server should be considered the preferred standard unless a compelling business case can be made to switch to an alternative DBMS.

GPA should develop and implement a central budget authority and standard

replacement policy for personal computers. GPA should budget for PCs in a central unit as a standard capital expenditure with allocation based on age of the assets and end-use requirements. GPA should develop a set of four or five standard configurations (hardware platform and software) for desktops based on the needs of similar workers. GPA should implement an accounting system to accommodate centralization but will also track expenses against various business units.


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GPA should immediately select and implement a network management package to monitor operations of the data network. The communications, computing, and network industries and technologies are converging. Responsibility for managing GPA’s network, including local and wide area networks, PBX switches, and related telecommunications, radio, microwave, and fiber should reside within the IT Department.

GPA must organize its IT support function for 24/7 operations at each campus

facility in order to accommodate the Authority’s 24/7 mission. The availability of on-call support is important with so many business processes relying on this infrastructure.


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II. STRATEGIC ENVIRONMENT

Guam Power Authority has embarked on a bold course of action to make itself more efficient and a better value to its customers and to support the future growth and economic development of the Island of Guam. It has done this through a series of broad business-based Key Strategic Themes:

• Improve reliability in the transmission and distribution grid • Environmental stewardship and reduction in fossil fuel use • Improve the efficiency of GPA operations • Improve customer service • Improve focus on customers and increase coordination with the Department of

Defense. Each of these goals is focused on increasing value to GPA’s customers as defined in GPA’s overall strategic mission:

By 2008, GPA Customers will rate us as an “Outstanding Utility” To help GPA’s managers and staff reach these goals and perform this mission,

accurate, current, and readily available information must be provided through a modern information technology infrastructure. GPA IT Strategic Vision Statement is the following:

“The right information at the right time all the time”

The focus of this Information Technology Strategic Plan is to provide GPA with the technology roadmap that will assist in successfully implementing and operating new hardware and software. Guam Power Authority’s business requirements should drive the technology. It is only when technology is put in the proper perspective, supporting the business strategies and plans that an IT Plan makes sense. In other words, GPA must know where the business is going so the destination is known and therefore the right road can be taken to reach it. A. ISSUES AND OPPORTUNITIES

There are six primary issues affecting the future performance and success of the IT Department:

1. Organizational structure of information technology 2. Staff technical capability 3. “Territorialism” 4. Integration of information technology into all levels of planning 5. Communications between GPA management, staff, and the IT Department 6. Low spending on IT relative to comparable US Mainland public utilities


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Although all can present potential barriers and challenges for the IT Department,

they also represent opportunities. GPA often deploys complex IT systems. However, it has not operated and maintained these systems well because of weak organizational infrastructure. GPA needs to reorganize and augment its IT organizational structure to help the Authority execute on its strategic goals. “Accurate, timely information about daily operations is essential if managers are to gauge how well the strategy execution process is going.”1 If you do not measure and track performance, you cannot manage well. “Information systems [must] cover five broad areas: (1) customer data, (2) operations data, (3) employee data, (4) supplier/partner/collaborative ally data, and (5) financial performance data. All key strategic performance indicators have to be tracked and reported as often as practical.”2 Information systems must support more information based strategic and operations decisions. This is key to achieving competitive advantage. If decisions cannot be made on a timely manner based on relevant information, then information systems fail. The objective of the IT Department is clear concise communication of relevant information when needed. GPA must organize its IT Department to be information and client centered. GPA must organize its IT Department around:

What information or reports GPA requires to gauge strategic performance What data GPA needs to measure and monitor to support creating this information Acceptable short-term and long-term performance goals The necessary delivery format and periodicity for this information.

Furthermore, GPA must organize its IT Department such that it is sensitive and

responsive to client business needs. GPA needs to determine what business functions it performs and how information technology systems can best leverage information and client productivity to serve those business needs.

Improvements in the IT Department and changes in the way services are delivered

greatly depend on the assumption that IT employees can and will receive necessary training. Without skills in current and new growing technologies, employees will not be able to meet the goals of the department or their own personal development goals. This is an important issue and one on which management should be acutely focused. GPA must implement training plans for all GPA IT employees. As a rule at GPA, IT employees lack the training and certification on the software and hardware they are required to maintain. For example, the new Utiligy billing system utilizes the MS SQL Server database management system, yet GPA does not have any MS SQL Server certified employees, nor does it have any DBAs. Additionally, GPA relies on the Crystal

1 A.A.Thompson, Jr., A.J. Strickland III, and J. Gamble, “Crafting & Executing Strategy: The Quest for Competitive Advantage,” New York, New York: McGraw-Hill 2007, p.402 2 Ibid


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Reports application to create customer bills and generate business reports. However, GPA does not have an in-house capability to consistently, reliably and accurately use Crystal Reports. The results of this include billing errors and suspect information available for making business decisions. Through training, the IT Department should be able to provide improved services to GPA and increase personal job satisfaction.

Along with gaining new skills, the IT employees will need to learn to approach problems, assignments, and projects, in a new way. Traditionally, IT Department employees have had “ownership” of a specific system or collection of responsibilities. In the future, IT Department employees will be required to be flexible, performing a variety of tasks and assignments based on the needs of processes within GPA. The IT Department is already supportive of its employees continuing this transition toward a process-oriented approach. Once this transition is complete, employees will actually be of more value to the IT Department and GPA since they will be better able to meet the ever-changing business needs of the process.

The IT Department must not only provide sound business solutions, it must do so

in an efficient and cost-effective manner. The department needs to provide timely information for financial reporting, rate case support and pricing analysis, and for improved customer service. These demands present significant issues for the IT Department, which has limited ability to extract data from legacy systems within GPA. Any and all improvements in the operations and service delivery of the IT Department must be reflected in improvements in GPA as a whole. A major problem at GPA is the customization of software to accommodate a business function. There is a natural existence to change in all organizations and people. People become territorial about the business processes that have perhaps served them well in the past or that they have had a hand in designing or implementing. The result of customization is an increase in the complexity and costs of upgrades. GPA needs to perform a analysis of customizations made to key information systems and redesign its business processes to meet the same business ends without these customizations. This is evident in the fact that GPA is several software releases behind in its JDE software. Thus, GPA is foregoing new bug fixes and features. Additionally, territorialism is manifested in GPA not using key software modules in the JDE package because of legacy third-party or in-house applications that provide the same function.

The key to smooth, efficient, cost-effective roll-outs of IT systems is planning. GPA must integrate information technology into all levels of planning: operations, short-term, medium-range, long range, and strategic planning. Having the appropriate information available on a timely on-demand basis will result in more time for more and better critical analysis. This will improve GPA’s business decion-making capability greatly.

It is critical that the development and implementation of technology be clearly

and widely communicated throughout GPA. The need for communications goes beyond just the IT Department or the primary users of a new system, but to all facets of GPA


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operations. Multiple mediums and frequent updates must be used to explain to all employees where GPA is headed, and why, with respect to new technology.

GPA budgets and spends far less on IT relative to comparable US Mainland

public utilities. IT takes adequate funding to build or hire the necessary skills and keep them relevant vis-à-vis changing technologies. Without adequate funding, GPA’s WAN infrastructure will deteriorate over time. GPA did not keep up on the maintenance of its WAN infrastructure after 1998. When GPA was ready to launch client-server applications, increased use of e-mail, a corporate internet presence, and voice-over-IP, the WAN was not adequate to the task. Almost all routers on the system had their original 1998 firmware increasing the risk of compromise. Creating a pleasant environment for knowledge as well as operations workers increases productivity. Additionally, once the bar is raised on availability and diversity of services, these clients will demand better service.

GPA needs to recognize that its IT infrastructure is not a small system. The GPA

WAN supports about 400 PC workstations dispersed among eight campuses with multiple buildings. There are several orders of magnitude to supporting small isolated LANs and such a system. Furthermore, the serving of mission critical applications like SCADA, substation automation, will automated meter reading will only increase the complexity and performance needed from existing systems. The Value-at-Risk of a breakdown in IT systems can be large. For example, not being able to bill customers would result in considerable cash flow problems for the utility. Compromise of key systems can result in disruption of service to ratepayers. The cost to GPA as a result of unserved energy can be very large. However, the cost for unserved energy from the customer perspective is much greater. B. ASSUMPTIONS

The strategic environment of the IT Department was defined based on a number of assumptions. These assumptions were either explicitly identified or were revealed via the strategy process.

The first assumption is that the IT Department is focused on providing services to internal customers. The department’s role is to meet the business needs of processes within GPA. This includes the business needs of the public information function.

The second assumption is that the IT organizational structure will continue to evolve. Its emerging structure should be a team-oriented approach that relies heavily on the business analyst position for business understanding, communications, and direction. In order for the department to continue to strengthen its focus on internal customers, there must be a mechanism for close contact with business partners throughout GPA. The strengthening and formalization of business partnerships will foster greater understanding of business needs, an improved ability to prioritize information technology investments and decisions, and will better enable the IT Department to be proactive in its provision of


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business solutions. Therefore, the position of Business Analyst is critical to the attainment of the business objectives.

The third assumption is that GPA does not spend enough money on training of its IT staff and most employees lack the certification and training for many of the tasks they perform. In a time of changing roles and changing technologies, it is critical that the employees be adequately trained in technologies new to GPA. Investments and training in new skills will enable the IT Department to provide better services and solutions, and help individuals meet their career challenges and goals.


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III. INFORMATION TECHNOLOGY TRENDS

Information technology continues to change at a pace faster than most companies can manage. Outlined below is a high-level overview of the cross-industry trends in information systems and technology planning forecasted by a variety of well-known industry observers. Many of the trends have been developing for the last several years, while others are recognized but are not yet part of the architecture at most utilities. Appendix A describes in more detail some of the key technology trends that will directly impact GPA’s ability to effectively implement and support the business operations including:

• Enterprise Resource Planning • Computing Platforms • Development Technologies.

Many US mainland public utilities comparable in size to GPA realized that they

do not have the IT architecture needed to improve customer service, maintain reliability and increase efficiency. For many utilities this means implementing an Enterprise Resourcbrucee Planning (ERP) system that will standardize business processes, extend the company’s reach with its suppliers and customers, and reduce overhead. The ERP system will provide GPA with a unique opportunity to review, evaluate and redesign outdated business processes. More inclusively, the trend is towards Enterprise Business Solutions (EBS) that treats ERP as one type of business solution.

Most new applications are designed to take advantage of Internet browsers to display information. These applications take advantage of a new type of “n-tiered” computer platforms. Software vendors are building systems based on Internet and industry-standard protocols. GPA will need new tools and training to take advantage of these technologies.


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IV. CURRENT ASESSMENT OF INFORMATION

TECHNOLOGY

Guam Power Authority’s information technology architecture was a solid choice, when it was selected and implemented. It was in line with commonly accepted technology practices at that time and served GPA well for many years. It is not, however, what most organizations are using today. Organizations like GPA are moving away from centralized, character-based applications. They are moving to distributed applications with Internet-based, graphical user presentations that are pre-programmed and vendor supported. A. OVERALL ASSESSMENT

GPA has implemented several new systems and upgraded the technology infrastructure over the last several years with mixed success. Business units are continuing to operate and special problems have been avoided. However, GPA is not optimizing its use of technology. Based on over 30 interviews with GPA staff, GPA needs to dramatically improve coordination and cooperation between business units and the IT Department. GPA needs to implement a common technology vision. Business units have been developing their own “IT Departments” to support operations. Standards are not clearly documented or fully understood by the business units.

GPA has not invested enough capital and operating dollars in its IT Infrastructure. When compared to a recent survey of IT spending by the Large Public Power Group, a US mainland public power group, GPA was found to be between 50 and 75 percent below IT spending per employee, when compared to similar sized public utilities. Evidence of this under investment in IT can be seen throughout the organization in terms of reduced worker productivity and frustration with GPA’s IT infrastructure. GPA has made positive steps recently with the implementation of a new billing system and a new SCADA system. However, GPA needs to make a sizable investment in training and additional IT staff to fully capture the value and be able to adequately support and operate these new systems. B. ORGANIZATIONAL ASSESSMENT

The project team conducted interviews to obtain a “snapshot” of the current technology environment at GPA and determine the overall level of system (both hardware and software) integration and support. Assessments of both the IT Department and the business units are provided below. 1. IT Department

GPA’s information technology staffing has not been able to adapt to ongoing changes in technologies and perceived business requirements. Staffing and service levels have been kept at minimum levels based on severe budgetary constraints. GPA’s


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information technology function is not able to keep up with growing end-user expectations and demands. The lack of appropriate IT Department resources is adding to GPA’s operating costs because of the loss of efficiencies and productivity of business unit personnel.

Application support – The end-user perception of the effectiveness of existing applications is far lower than information technology personnel’s perception.

Core application knowledge – GPA’s IT Department personnel have limited

ability to support new applications such as the MSSQL Server based Utiligy system because they lack the training required to support the system. GPA does not have any DBAs or MSSQL Sever certified employees. When asked about what type of database software used at GPA, the common answer was Access, which is not an enterprise database package and has severe limitations for an organization the size of GPA.

Staff additions trained in current technologies – Personnel additions to the IT

Department are trained in more current technologies and have little desire to learn the legacy systems and languages.

Computer technology direction –The IT Department is currently supporting a

number of operating systems including IBM AS 400, Windows 2003 Server, Windows XP and Windows 2000. Because of limited technical support personnel, the support of these systems is problematic.

Workstation support personnel – The IT Department currently has three

individuals dedicated to providing workstation, server and network support for approximately 400 workstations. Industry standards are in the range of 30 – 60 workstations to one support position. Currently, GPA IT staff is overwhelmed by workstation support issues and are unable to address critical server issues including security and Internet access. They are also unable to look at more current methods of centralized workstation software management that could substantially reduce workstation support labor requirements.

Network support – Responsibility for current network connectivity (e.g., routers,

switches, fiber, cable, etc.) support is fragmented across several groups. This does not provide the end user with a clear picture of how to reach problem resolution and causes confusion among the support personnel.

Database coordination and support – The IT Department does not have the

ability to support the existing number of IBM, SQL Server and custom databases. In addition, there is data redundancy between these databases and no centralized data dictionary. There is no position that is currently responsible for this issue.


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2. Business Units

GPA departments have developed many silos of information, systems, and technical personnel over the last several years in order to meet their own operating requirements. Support, typically provided by a central information technology staff has not been adequate to meet the needs of end users and, as a result, business units have had to explore alternatives. While the business units are continuing to operate and provide critical services, sub-optimal decisions and the sub-optimal use of technology within GPA is the end result. Efficiencies have not been gained by consolidation or standardization of technology. In addition, interfaces between departmental systems are almost non-existent. An interview with an acting manager revealed the person spent about 20 percent of his time manually inputting data from paper output of one system into spreadsheets for report development. This is a serious misuse of human capital and an indication that more attention must be made on interoperability of the various GPA systems.

Business units view the IT Department, in large part, as an impediment to the implementation of technology. Our interviews reveal that most GPA employees are anxious for an overall vision of technology and strong leadership. The consensus is that the existing GPA IT systems are inefficient and impede staffs’ ability to complete work in a timely and efficient manner.

The IT Department depends heavily on the resources of another business unit to

close the gaps. This has created a strain on the business unit’s resources. However, removing their participation seriously jeopardizes key IT systems. This business unit is slowly training and certifying IT employees to take over the support of these IT systems. This is difficult when the IT employees are primarily engaged in fire-fighting. C. TECHNICAL INFRASTRUCTURE ASSESSMENT

As noted above, GPA operates a variety of computer hardware, operating systems, and data bases. While these various technologies met a specific need when originally implemented, their evolution appears to have occurred without the benefit of a formal comprehensive architecture. As a result, GPA is in the position of supporting several technologies. During its Y2K preparations, GPA had standardized its PC workstation applications and security practices. However, new IT management failed to adhere to this practice.

When it had completed its Y2K project, the IT department supported one PC

workstation operating system and one server operating system. Additionally, it supported one version of Office productivity software. Furthermore, it also restricted the installation of software and administrative privileges to IT personnel. As a result of this standardization and security practice, IT desktop support personnel reported that their workloads decreased by half. However, as the management of this infrastructure digressed from this philosophy of planning and standardization, workloads have exponentially increased with the addition of new workstations and technology.


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The center of GPA’s business systems environment is JD Edwards operating on

an IBM AS 400 computer. While this platform continues to be supported by the vendor, and probably will be for several more years, application vendors have moved away from this technology. As a result, few products are developed and supported for this platform and it is becoming increasingly difficult to locate support personnel with experience in this environment. In addition, report writing from JD Edwards at GPA is difficult because staff personnel are not adequately trained.

These basic constraints — obsolete application software and technical infrastructure — are impacting GPA’s ability to change and do business more efficiently. The limitations of some mission critical business applications are impacting the business operations of GPA. Interviews with key GPA employees and managers revealed numerous instances of such limitations.

GPA also operates two Microsoft SQL Server database systems – the Utiligy billing system and the Siemens SCADA system. As in the case of the multiple hardware platforms, the data base management systems were implemented to meet the needs of a specific business function or application. Data from these systems are transferred to Access databases for analysis and reporting purposes because of the lack of GPA IT staff familiar with the database structures and tools.

GPA currently operates approximately 400 personal computers, the vast majority of which are fixed devices (desktop computers) connected to the local or wide area network. These computers provide both support of routine office functions (e.g., word processing, spreadsheets, etc.) and serve as intelligent devices to connect to systems operating on larger computer servers (e.g., Utiligy, SCADA and JD Edwards, etc.). GPA currently budgets for these computers at the individual responsibility area. The IT Department provides maintenance, but does not provide a standard desktop configuration and manufacturer list.

In addition, about 20 percent of the computers are not on Active Directory and many users have an “Administrator” privilege, which means they are free to install any software they choose. As a result, a software audit revealed that GPA as over 2,200 unique programs installed. For a utility the size of GPA, we believe 100 programs would be more normal and appropriate. The software audit also revealed numerous installations of “time wasting” software, unrelated to the core functions of GPA. For example, we found numerous installations of video games, card games, photo/video editing software, file sharing, malware and pornography. (Our audit covered about 70 percent of the GPA PCs.) Besides being distracting and unproductive, the lax security and profusion of software makes GPA’s IT network vulnerable to virus attacks and spy ware. On the 289 computers we audited, we found 704 anti-spyware programs installed. This has both good and bad implications for GPA. On a positive note, it implies that GPA employees take spyware as a serious threat and are taking individual steps to prevent access. But, it also means that spyware can easily penetrate the GPA network


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and that multiple installations of anti-spyware programs on a single PC can seriously degrade the PC’s performance, which leads to increased trouble calls.

GPA currently operates a wide area network for its business operations and fiber networks at its Cabras-Piti and Dededo facilities. Additionally, there is an unused microwave capability that can be used for SCADA or low bandwidth applications. Work is underway to implement a single private fiber optic network which will support both business and generation operations.

Local area networks have been implemented within individual facilities. These networks utilize the Ethernet protocol and operate on a switched 10/100/1000-megabit speed to the desktop and a gigabit Ethernet backbone. Exhibit IV-1 depicts the current GPA network architecture.


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Exhibit IV- 1 GPA Network Architecture


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D. APPLICATION SYSTEMS ASSESSMENT

The current application portfolio of GPA includes two new web-based systems installed within the last year, the Utiligy billing system and the Siemens SCADA system and numerous outdated vendor packages or custom designed and developed systems. Many of the older systems were developed in isolation, without using a formalized systems development methodology. They are essentially ‘information silos’ with the data unavailable to other users within GPA, barring a major programming effort. The Utiligy and SCADA systems are SQL Server based open architecture applications, but GPA does not have SQL-certified DBAs, so much of the valuable information in the systems is not used to its fullest potential. The risk to the continued health of these applications is one of the driving imperatives for technology change within GPA. The issues summarized below describe how these applications place GPA at increasing business risk.

• Business support risk – GPA will soon be at risk of either: 1) not having required business support functions available, because the application is being asked to function beyond what it was designed to do; or 2) having to spend relatively large amounts of money to add functionality.

• Application maintenance and development – Because of severely constrained

staffing levels and the system fragility, only essential or legally required changes are made in the core business applications. Added or improved functionality is generally not an option being considered. The alignment between the business requirements and the applications’ capabilities is diverging over time.

• Institutional knowledge – As the original workers who developed and

implemented applications have left GPA, the institutional knowledge of how the systems support the business units has diminished significantly. Perhaps the greater loss of knowledge occurs during the departure of business unit process experts. If the knowledge transfer is not accomplished within the business unit, responsibility for supporting business processes may fall on the IT Department staff that currently supports the application system. This factor contributes to the desire to keep application changes to a minimum.

• Hard-coded features – This problem is stereotypical of the development

technology used when the applications were first envisioned and developed 15 to 20 years ago. “Hard-coded features” refers to specific facts about the data being processed that are assumed by the software.

• Pent up demand for change/enhancement – It should be emphasized that only

in the past were users of the systems satisfied with the capabilities of the present applications. GPA employees are feeling the effects of both deferred enhancements (new functions that would improve either the quality or efficiency of their job performance) and deferred functional change (external changes impacting what they have to do to perform their jobs). There is a high level of


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frustration among end users with the inability to access data to perform critical functions in a timely and efficient manner.

E. ALIGNMENT OF INFORMATION TECHNOLOGY PROJECTS WITH

STRATEGIC DIRECTION

While the existing applications and technical infrastructure of GPA continue to operate, an increasing amount of labor is being diverted from primary job responsibilities to keep the technology operating. We recommended that all major capital technology projects (e.g., projects having a lifecycle cost of over $100,000) be evaluated against their contribution to GPA’s strategic goals.)


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V. FUTURE INFORMATION TECHNOLOGY

ARCHITECTURE

GPA realizes that technology can provide higher reliability, improved customer service and lower costs as it carries out its mission and works to meet its goals and business imperatives. The technology assessment clearly indicates GPA cannot meet its goals with the current technology environment. The imperative for technology change is clear.

To address the change, the GPA IT Strategic Plan is the first step in what should be ambitious technology program that will change the course of GPA IT Department and bring the information systems and technologies in line with the business needs. This imperative is outlined below beginning with a vision for technology, followed by an application systems assessment, a conceptual technical architecture, strategic initiatives, and a tactical information technology plan. A. VISION FOR TECHNOLOGY

The following vision expresses GPA’s collective aspirations about its technology. This vision describes the preferred future in the use of technology resources:

• Empower GPA personnel to achieve their mission in an effective and efficient manner.

• Respond to external and internal information needs, by providing access to information and by improving data quality.

• Optimize GPA IT resources. • Facilitate high-quality customer service in an innovative, common sense

environment. • Align GPA’s technology goals and objectives with its business goals and

objectives. • Support the business goals and objectives with a technology infrastructure

that enables information to be easily shared and accessed. B. INFORMATION TECHNOLOGY OPERATIONS

The following Information Technology principles should be used to evaluate whether future technologies should be deployed at GPA:

• Simplify the Delivery of IT Services and Products to the Business Units

o Standardize delivery platforms and tools. o Assist customer partners in meeting strategic business goals. o Provide unparalleled value in services and products. o Increase customer connection to GPA.


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o Integrate information.

• Mitigate Risks

o Phase out unsupported/discontinued vendor technologies. o Ensure business continuation. o Leverage application software investment through commercial off-the-

shelf purchases. • Reduce Costs Over Time

o Replace/eliminate older, more expensive technologies. o As business units reengineer processes to reduce costs and/or make

productivity gains, let business processes determine technology choices. o Promote business unit transformation through technology application to

reduce costs and eliminate unnecessary steps; use the technology to enable change.

In order to successfully implement these principles, and to make immediate

improvements in the delivery of technology in support of GPA operations, the following operational changes should be implemented: IT Department Reorganization Observation: GPA has not adopted a central technology vision. Resource availability is not well understood or clearly communicated to the business units. Clear management direction and support has not occurred, resulting in business units and the IT Department often working at cross-purposes. Organizational responsibilities are not clearly defined and, in some cases, are duplicated within the business units. Significance: Without clear GPA-wide management support for a well-defined technology path, business units sometimes adopt or develop their own technology solutions to satisfy their business needs. This compounds inefficiencies by creating information technology operations in the business units, taking staff away from their primary responsibilities. Recommendation: Structural and staffing level changes are required within the IT Department. The following staffing model assumes that the primary responsibility for implementation and support of the applications will be moved to the business unit management and the Information Technology (II) Department, currently the CS Department, will be responsible for the information technology infrastructure including data management and development standards. In effect, the model is a reflection of the utility industry where information technology represents the “wires” and the application groups represent “generation.” In order for this model to work, the IT Department must provide standards, coordination, support and monitoring services.


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Exhibit V-1 Information Services Department

Exhibit V-1 is the recommended organization chart for the IT Department.

Key components of the recommended IT Department organization are described below: Information Technology Steering Committee

This committee is responsible for setting GPA’s Information Technology priorities. This committee should be composed of the senior business unit managers responsible for information technology related applications, the Chief Information Officer and executive representatives. This committee must reach consensus regarding project priorities, budget allocation and problem resolution. (See detailed discussion below). Business Unit Management

This structure assumes that the management responsibility for each application or subset of an application is assigned to the appropriate business manager. It is important that these managers also have the overall responsibility for the business function. Business Analysts

A lead business analyst is assigned to each application or subset of an application. Business analysts have their line management in the IT Department, but are farmed out to various business units. These individuals report to the appropriate business unit manager and work closely with department personnel to deliver the desired results. Each business analyst supervises a team of developers who support and/or build the applications. Development must follow coding and source control standards as defined by the Applications Support group and database standards developed by the Data Administration function. Chief Information Officer

This individual is responsible for managing the information technology infrastructure including the Application Support and Technical Services groups. This individual is a member of the IT Steering Committee and is responsible for implementing and supporting the steering committee’s directives. This individual is directly responsible for supporting the information technology infrastructure upon which GPA’s applications run.


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Manager, Application Support

This individual is responsible for managing the Application Support group. This group builds and supports applications working closely with the Business Analysts in the business units. In addition, this group provides coordination and management of GPA’s application related assets including data management, web sites and portals. This group is also responsible for setting and monitoring compliance of coding, source control and database standards. Web Master Function

This function is responsible for the creation and support of GPA’s web sites (internal and external) including presentation standards definition and compliance, application coordination, content management and security issues. This individual will work closely with and provide support to any application group producing web content. This individual will work closely with the Application Standards group in regard to the publication of database related standards. This individual will also work closely with the Technical Services group related to network server and security issues. GPA is currently supporting this function outside the IT Department. Application Standards Function

This function is responsible for managing GPA’s Application Standards, Web presentation, source control, and other application related standards. This group will work closely with the application groups, Data Administration function and the Web Master to reach concurrence and monitor compliance of applications related standards. Help Desk Function

This function is responsible for managing GPA’s Help Desk. This group will work closely with the IS department organization and the application groups to gain knowledge required in order to provide adequate end-user support. In addition, the group cooperatively defines escalation procedures and policies that will be followed when Help Desk personnel are unable to provide problem resolution. Manager, Technical Services

This individual is responsible for managing the Sever Support, Data Administration, and Network groups. These groups are directly responsible for supporting the information technology infrastructure of GPA. Server Operations Function


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This function is responsible for managing GPA’s Server Operations. The function is responsible for the day-to-day operation of GPA’s servers including installation, support, performance monitoring, backup functions, and for the administration of GPA’s server and network security. Network Operations Function

This function is responsible for the day-to-day operation of GPA’s network including installation, support, performance monitoring and backup functions related to workstations, local area networks (LAN), wide area networks (WAN), PBX switches and related telecommunications, radio, microwave and fiber. Data Administration Function

This function is responsible for GPA’s Data Base Administrators (DBA) and Data Base Design staff. The DBAs are responsible for the day-to-day operation of GPA’s databases including creation, support, performance monitoring and backup functions. Effectively, they manage the physical database. The Data Design staff is responsible for consulting with and approvals for the application groups related to database schema design. They are also responsible for maintaining GPA’s master data dictionary. They are directly responsible for identifying data redundancy and reducing it where practical. This group will work closely with the Application Support group in regard to the publication of database related standards. Desktop Support Function

This function includes the technical staff that will support GPA’s personal computer applications and infrastructure. Staff should be physically located in the individual business units and receive requests directly from the Help Desk, for immediate problems, and the business units for application and hardware needs. Information Technology Steering Committee Observation: The decision to implement major new technology within GPA is not formally documented. Procedures and management oversight of technology investments and monitoring of ongoing technology investments are not consistently or uniformly followed. Significance: Without consistent senior management oversight of technology investments, appropriate trade-offs and evaluation of overall contribution to GPA goals cannot be made. Recommendation: An Information Technology Steering Committee should be formed to routinely evaluate technology projects and approve major (e.g., greater than $100,000) new investments, or significant changes in staffing or technology. The Chief Operating


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Officer should chair the Committee with participation by the Executive Directors. The Committee would meet on a quarterly basis, or more frequently if necessary. Business Analysts Observation: Many of the business units have established positions or individuals who function as the “business analyst” for the unit and serve as the primary interface with the IT Department and the local “technology guru.” Significance: The function of the business analyst has evolved to the point where it is virtually essential to the operations of GPA. Without this subject matter expert it is very difficult, if not impossible, for the business unit to effectually and efficiently utilize existing technology or evaluate new opportunities for technology. Due to resource constraints, the IT Department has been unable to effectually fulfill this role. Recommendation: GPA should formally create a Business Analyst position and provide uniform job descriptions and training in the job functions. The Business Analysts, assigned to various business units, will serve as the primary focal point within the business units for the development and implementation of new technology as well as serve as the system administrator for their applications. Desktop Computer Support Observation: The IT Department currently has three staff that supports desktop hardware and software as well as Intel-based computer servers. GPA has approximately 400 desktop (personal) computers as well as at least twenty Intel-based servers.

GPA has standardized on Microsoft desktop products but does not have a standard version of Office that it supports, meaning that the already stretched support staff struggles to keep up with multiple versions of Office.

A precise and specific inventory of desktop software was not possible, because we did not have access to all of GPA’s desktops during our audit. In addition, this was the first desktop audit at GPA and did not include a software license audit. Significance: Due to the large number of personal computers and multiple physical locations, adequate service is very difficult.

Recent industry studies recommend 1 staff per every 30 to 60 personal computers to provide adequate first-level support. GPA is currently allocating approximately one staff per 125 computers. Recommendation: GPA should increase the number of desktop support analysts to at least 1 per 100 personal computers. These individuals should be physically located to


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cover GPA’s multiple campuses and receive their work assignments and priorities from the help desk with significant input from the Business Analysts for the business units. GPA should implement and use the asset tracking software used for the audit to improve the responsiveness of desktop support. Data Base Management Systems Observation: GPA currently supports two data base management systems (DBMS) – IBM AS 400 and MSSQL Server. GPA does not have DBAs and does not have anyone certified in MSSQL Server. In addition, GPA has developed a large number of applications using Microsoft Access. Significance: Given GPA’s staffing and skills shortage, supporting two different DBMSs without trained staff is very difficult and results in valuable data being locked up in the databases. Recommendation: GPA should immediately begin a detailed review of the current DBMSs with the objective of selecting a single data base architecture as its future direction. Our recommendation is that they stay with MSSQL Server because it is used for both Utiligy and the SCADA system. They should also start the process of hiring two DBAs and fill them before FY 2008. Personal Computers Observation: GPA owns approximately 400 personal computers. The inventory is summarized in Exhibit V-2 based on the computers surveyed. We did not have access to all of the computers at GPA. No replacement policy exists within GPA for replacing personal computers on a regular basis, nor have standard configurations been developed.


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Exhibit V – 2 GPA Personal Computer Inventory

Category Type No. Manufacturer CPU Speed MemoryDisk

Storage OS

VersionDesktop Pentium 4 2 Various 3.8 GHz 1 GB 140GB Win XPP

Desktop Pentium 4 31 Various 3.4 GHz 1-2 GB76-238

GB Win XPP

Desktop Pentium 4 46 Various 3.2 GHz 1-2 GB70-190

GB Win XPP

Desktop Pentium 4 113 Various 3.0 GHz 256-

1024 MB76-150

GB Win XPP

Desktop Pentium 4 33 Various 2.8 GHz 512 MB50-88

GB Win XPP

Desktop Pentium 4 2 Various 1.8 GHz 256 MB37-86

GB Win XPP

Laptop Intel

Pentium M 1 Toshiba 1.0 GHz 3666 MB 20 GB Win XPP

Laptop Intel

Pentium M 4 Various 1.7 GHz 0.5 – 1GB

31-45 GB Win XPP

Server Intel

Xenon 2 Various 2.8 GHz 3-8 GB 90-210

GB Win 2003

Server

Laptop Pentium 4

M 1 IBM 1.8 GHz 256 MB 30GB Win XPPCash

Registers VIA

Nehemiah 6 IBM 1.2 GHz 252 MB 38 GB Win 2K

Desktop Pentium III

Xenon 3 Various 800-933

MHz 128-256

MB 20-30

GB Win 2K

Desktop Pentium III 17 Various 450-600

MHz 128-288

MB 8-30 GB Win NT –Win 2K

Desktop Pentium II 16 Various 268-400

MHz 32-512

MB 4-20 GB Win 98 –Win 2K

Desktop Pentium

MMX 8 Various 200-233

MHz 32-128

MB 2-8 GB Win NT –Win 2K

Total 285

Significance: Over the last several years, GPA has made a significant investment in personal computers, as well as software. Without a standard configuration, central budget authority and standard replacement policy for desktop computers, some business units can eventually lag far behind in desktop computing capability. In addition, the lack of standards drives up support costs. This can compromise the return on investment of new systems and infrastructure improvements. Recommendation: GPA should develop and implement a set of standard configurations, central budget authority and standard replacement policy for personal computers. Computers should be budgeted in a central unit as a standard capital expenditure with allocation based on age of the assets.


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System Development and Change Management Methodologies Observation: GPA has no standard system development methodology or standard procedures and policies for software change management. Significance: GPA is recently implemented two large systems, the Utiligy Billing System and the Siemens SCADA and is considering a third major system implementation – a GIS system. Recommendation: GPA should select and adopt a standard methodology for system development and change management. The use of a standard methodology, such as the Institute of Electrical and Electronic Engineers (IEEE) standards, will provide a consistent approach to building and maintaining systems3. This methodology is readily available, very inexpensive, and comprehensive. It will also provide a consistent roadmap for business analysts and users to better understand what is required to build and maintain information systems. Network Responsibility and Management Observation: Responsibility for network management is assigned to multiple organizations within GPA. Although GPA operates a wide area network connecting approximately 400 personal computers, more than twenty servers, and dozens of printers, the network is not monitored and managed on a routine basis. Only limited network management software has been installed to help control the environment. Significance: The data network of GPA is a critical asset, which must be managed. GPA has become dependent on electronic communications, including email and the Internet, to support basic operations. The network is the medium by which employees communicate with each other and the outside world. With the installation of a Voice Over IP system, the health of the telephone system depends on the quality of the data network. Economies can be gained from implementing network management software through greater availability of resources and proactive prediction of problems before they occur. Recommendation: GPA should immediately select and implement a network management package to monitor operations of the data network. The responsibility for monitoring the network should reside within the IT Department. Responsibility for managing GPA’s network, including local and wide area networks, PBX switches, and related telecommunications, radio, microwave, and fiber should reside within the IS department.

3 Relevant IEEE Standards include: Std 828-1998, IEEE Standard for Software Configuration Management Plans; Std 1008-1987 (Reaff 1993), IEEE Standard for Software Unit Testing; Std 1012-1998, IEEE Standard for Software Verification and Validation; Std 1042-1987 (Reaff 1993), IEEE Guide to Software Configuration Management; Std 1058-1998, IEEE Standard for Software Project Management Plans; Std 1074-1997, IEEE Standard for Developing Software Life Cycle processes; Std 1219-1998, IEEE Standard for Software Maintenance.


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Research and Development Function Observation: Over the last several years GPA has made an increasing investment in technology to operate and maintain its basic infrastructure. The responsibility for guiding the use of technology at GPA is fragmented among several business units. There is no forum for sharing views and opinions on technology direction or strategy within GPA. Significance: Research and development (R&D) of new technology will continue to be critical to GPA in the years ahead. Without a conscious dedication to technology R&D, GPA is vulnerable to ineffective technology decision-making. Without a focus on technology, employees are left to their own devices in determining what tools may be effective in improving their operations and productivity. Recommendation: The IT Steering Committee should identify a working group of GPA employees to serve as the Technology R&D Working Group. This Group should meet periodically and formally report to the IT Steering Committee at least quarterly on industry trends, recommendations for GPA R&D proof-of-concept projects, and general technology developments which may be of benefit to GPA. An independent test network should be established where new hardware and software can be piloted prior to general implementation. This Group would also receive, review, and approve requests for implementation of new desktop software. Reviews should be made in a very timely fashion – such as within one week – in order not to stifle employee initiative. C. APPLICATION ARCHITECTURE

The applications GPA has developed and purchased in the past represent a major financial investment. These applications greatly affect GPA’s ability to conduct business on a day-to-day basis, to plan future direction, and to control costs and operating expenses. Understanding the application architecture, or the environment and method in which applications are developed and run, is critical in planning for the future of both existing and new applications. The application architecture must reflect current technologies, ensure continual operations, support standard development and maintenance, and make the best financial sense for the company. As with many companies, over the past few decades GPA has had a typical technology experience with the IBM AS 400 computer at its core. Applications were developed and products were purchased according to their fit with this environment. This computer environment is no longer achieving operating efficiencies. Many companies are turning towards both Internet-based environments. Although minicomputers, such as the AS 400, are still used, they are no longer the focal point of information technology development and operations. Internet-based environments as an application architecture are attractive for a number of reasons. They allow for multiple users to have real-time access and update capabilities to the same data. Information is up-to-date and its presentation through


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graphical interfaces makes many applications much easier to use and understand, even by the most inexperienced, non-technical person. With considerably shorter application learning curves for employees, this ease of use translates into more productivity for the company. In addition, many employees retain a greater interest in using the application and learning more about others. 1. Assessment Recommendations Knowing that application architectures are changing, it is worth examining the application architecture of GPA to determine how well it is positioned to take advantage of newer technologies and to determine the requirements for new development. Overall, the existing application environment at GPA is composed of traditional “minicomputer-based” systems for older business applications and internet –based for newer operational applications, Utiligy and SCADA. In addition, users are requesting more Internet-based applications. In addition to the actual hardware infrastructure of GPA’s applications, development tools are quickly becoming outdated and deserve consideration. For example, many of the existing application are written in older generation or seldom used programming languages in which employee skills are dwindling and lack the ability to interface efficiently with the new Utiligy and SCADA software. In addition, older applications lack, in many cases, flexibility, information availability, and standard user interfaces, requiring information to be reentered to result in practical usable data. 2. Application Development Application development in GPA should reflect both the goals of the company and those of the IT Department. Information technology planning which includes new developments should be created annually and should be based on a three-year horizon. Application design and development should be driven by the business needs of GPA and should strive to span multiple functions. In addition, new applications should be developed based on business and customer needs, focusing on ease of use, single points of data entry, and corporate-wide access to accurate information on a real-time basis. At the same time, applications should be developed following a standard, formal methodology. Identification of appropriate functions to automate should be based on a thorough understanding of the business process and the required information flows. Techniques such as business and data modeling will be useful in areas where sufficient documentation does not exist. In all cases, business process analyses should be performed to determine if the process should be reengineered prior to embarking on a comprehensive automation solution development. Business analysts and project sponsors must be fully involved as participating partners throughout the systems development life cycle.


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Once an application project is identified, project management should use GPA’s enterprise model to guide their development planning. The enterprise model relates processes and data flow of the business. This map traces the flow of data throughout the business processes. This map should drive application development projects. This allows applications to be developed based on global (GPA) business needs rather than departmental or individual needs. New applications and/or major enhancements should be developed through a project team approach, with the project manager having day-to-day responsibility for the project, and the project sponsor assuming ultimate responsibility. The project sponsor and the CIO will assign project managers to all projects jointly. The project management team will be responsible for providing: • Project scope • Cost estimates • Benefit analysis • Project completion on time, on budget, and up to functional specifications.

In addition to being justified by business goals and objectives, new applications and/or major enhancements will need to be cost justified by the project manager and project sponsor. GPA’s new application architecture will support the move to an Internet-based application environment. Although existing applications will continue to function, new and replacement applications should be designed and developed on an Internet-based platform. As part of Internet-based development, projects should adhere to the following guidelines:

• An Internet browser should handle application presentations. • Database processing should occur on the database server. • Applications will be evaluated as to which server they will run on most efficiently

and placed on that server. • New systems will be developed using standard “look and feel” Internet browser

interfaces to facilitate accessing and using system applications in a consistent way.

• In addition to moving toward a new architecture, GPA should also focus on creating new applications in programming languages that promote speedy design and development of applications. The IT Department should focus on languages consisting of high-level application development tools to generate code, which will be able to execute on multiple platforms. Many applications written in older second and third generation languages will continue to need support, but the goal should be to focus more on development in fourth generation languages.


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D. DATA ARCHITECTURE

The handling of data and the manipulation of information at GPA is characterized by a compartmentalized set of almost independent activities. Lack of information sharing and common data ownership created an environment of underutilized data, lack of coordinated data stewardship and, in general, minimal leveraging of a corporate asset. Only recently has there been a corporate recognition of the need to coordinate data and information handling. What has not existed at GPA is a management-backed, enterprise-level approach to data stewardship and an acceptance of the accountability each individual has for the quality of the data they capture and use. Realizing that information is a corporate resource, which needs to be managed with the same attentiveness as other assets, the key elements are:

• A data architecture, which is corporate rather than application-specific in nature. • A culture and formal infrastructure for data stewardship.

1. Database Management Systems GPA’s current database environment is a mixed one, including IBM AS 400, MSSQL and proprietary databases, and desktop relational databases such as Access. The IT Department staff does not have the skill sets or training to support these multiple databases and database-related products. These include both database management system software and a variety of tools used to create and maintain the data structures. The standardization on a single database management system is an important step in improving access to data and data quality. GPA’s existing databases are, for the most part, designed from an application or functional viewpoint. This identifies pieces of data as “owned” by a particular application. In this environment, “Utiligy data”, “SCADA data”, or “financial data” exists rather than GPA data. New system development should focus on:

• Data sharing. Sharing data across applications should be achieved through the use of standard naming, definition; data value standards must be enforced.

• Reusability. Common data standards and elements will reduce the application

development time and money because the data will not be redefined for each application.

• Data quality. Data synchronization problems can be reduced when the same

business fact represented in more than one place hold the same values and therefore reflect the same information.


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• Data independence. Changing application processes quickly to meet the needs of a rapidly changing business environment will be possible because the application itself will not have data constructs written into its code. Separation between business logic and database requirements will be enforced.

GPA’s data design maturation process has gone from the stage of not realizing the need to have a corporate/global viewpoint in its data design, to attempting to design data from a corporate standpoint. While some success has been achieved, progress has been hampered by the lack of understanding and buy-in from GPA management and staff as to the benefits of shared data. Also, the up-front costs required to reach the state where data may be readily shared can seem prohibitive making this dynamic seem less attractive. These costs include:

• The time required to gain consensus on definitions and to keep definitions and data current in the face of changing business rules.

• The investment in data standards development.

• The acceptance of the constraints that data standards will place on GPA’s current,

ad hoc approach to development and on existing applications.

• Implementation and use of a development methodology, which encompasses the design of, shared data.

However, the cost savings from implementing of shared data will more than offset the increased costs of implementation. Mangers will no longer create reports by manually entering data from different systems and will be able to identify cost savings throughout the organization. GPA should establish a Data Administration function within the IT Department. Initial responsibilities of the function should include establishing data standards, gaining an understanding of the requirements for establishing an enterprise data architecture, and providing education to GPA employees regarding the data principles, which will move GPA toward a shared data environment. 2. Future Data Architecture GPA should strive to create and implement a global view of its data. This will allow GPA to build systems where integration is an underlying assumption, not a design constraint or a technical and performance nightmare. Each database should have a data steward responsible for its definition and use. It is also the responsibility of each employee and any other person entering or using the data to understand its definition, enter the correct value on a timely basis, and use it appropriately. Good database design requires an understanding of certain underlying principles. The design of GPA’s corporate databases must be based on those principles.


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3. Principles of Data Administration Data Administration should provide leadership, standards, education, training, and support for GPA to ensure the correctness, integrity and security of databases. At one level that implies constancy: every data element which is of business interest should be formally named and have a common and comprehensive definition accessible by every employee in GPA who uses that data. But the same principles also ensure data availability: employees have access to data where it is needed by promoting the use of ad hoc queries as appropriate and by presenting data in a format usable by the employee. Data should be managed independently of applications and technologies. Data is a resource and should be managed with the same intensity as other resources of the enterprise. The data models will be managed with the same intensity as databases and files. Designs and implementations must first meet the needs created by the business objectives of the enterprise. a) Direction Statements For proper data sharing and communication to occur, a single-GPA-wide interpretation for every component of the information system should be precisely defined, documented, and understood by all parties who need to access that component. There should be no local interpretation, or miscommunication will result. GPA should develop an enterprise level data model conjunction with the EBS project. Use of an enterprise business model is essential to the establishment of a flexible, responsive information technology platform. Business models and data models should be produced as part of application requirements definition on all future projects (both in-house development and package purchase), and these models will be synchronized with the appropriate interfacing data models. The logical data model should not be compromised in its physical implementation. Physical data models will be produced or required as a part of purchased software’s documentation. GPA should research and increase knowledge about data warehouses. GPA should perform this research over the next 6 to 12 months as part of the EBS project. GPA should formally address its data warehouse needs before any new system is installed. Getting meaningful, easy-to-use information to people who need it is too difficult at present. It is critical that the data needs of GPA be incorporated in any new system GPA decides to install.


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GPA’s goal is to create a structured data repository that is well defined and commonly understood, that does not contain inconsistent or incorrect data, and where data redundancy is conscious and managed. This data repository would allow timely access by any employee with appropriate security, to information necessary for their decision-making. In order to create this repository, GPA must continue to make progress in the management of its data. b) Migration Considerations To successfully migrate to its targeted environment, GPA must ensure the following:

• A culture and infrastructure for data stewardship must be developed at GPA.

• The Data Administration function must provide the leadership, standards, education and training required to promote an integrated, data sharing environment. This function will champion the creation and maintenance of the data models, and be final arbiter on any conflicts that may arise about data items. The Data Administration group should also create detailed plans to evolve existing databases toward GPA’s future architecture.

• Resources must be allocated for the maintenance of project data models and the

sharing and coordination of the corporate data models.

• IT Department staff and the user community will require appropriate education and training in data principles and data design concepts.

E. TECHNOLOGY ARCHITECTURE

This section describes the technical approach that is recommended. This approach will help ensure that the transition to a computing environment that is flexible, business focused and cost effective can be completed. Some fundamental assumptions were made about the architecture include the following below. 1. Technology Assumptions

• Application functionality is paramount – Technology decisions should be based on supporting the business processes and mission of GPA, i.e., doing the required job correctly, and not on conforming to a particular technical foundation. But still, the number of architectures supported by GPA must be limited to control support requirements and costs.

• Only major vendors will be used - GPA’s experience with using minor vendors

has resulted in increased cost and risk. A “go/no-go” criterion for all technology


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acquisitions should be that a vendor has significant and enduring presence in the market, even though functionality may be less.

• Commercial-off-the-shelf (COTS) packages are preferred - Labor costs

dominate information technology budgets and internal development is very expensive. Use of commercial packages to address business needs is therefore preferred. Exceptions should be clearly identified and justified, including programming required to 1) convert from old systems to new, 2) support the mix of old and new systems during the transition, and 3) integrate packages.

• Data and computing will be distributed - It is much more effective to distribute

the data and computing resources closer to where they are actually generated and used. However, disjointed systems will not be tolerated and not every physical site will need to have its own servers.

• An integrated/common database will be implemented at the logical level - It is

critical to have a conceptual data model that integrates all of GPA’s data at a high level, since systems will be physically separated and composed of packages from different vendors. The “logical” data model should be done before major commitments are made to package selection; to apply the resulting data interchange needs as criteria in the selection process.

• Data interchange will be accomplished though a data warehouse - The data

model will be the basis of a “data hub,” which will provide a clean collection of data required for interchange with all parts of GPA. The hub will make data interchange between systems more manageable and provide a single point of reference for those needing a high-level overview of GPA’s data.

• IS department staff roles will change - IT Department staff will transition to an

application integration and support role. The people who currently do system management, network, and PC support will continue with those functions. The role of the IT staff will evolve to a point where they serve as stewards of business processes and data integrity, rather than as executors of all the details of system development and operation.

The data hub concept requires more than a hardware system and a database. A

shared library of tools, definitions, terminology, and rules (integrity) will support the data hub. Along with the tangible assets, the hub should provide a forum for discussion of these standards and the data model embodied in the hub.

The business goal is communication between business units and customers; communication requires a language; language implies a common dictionary. The implementation of the tools, rules, and discussion forum provides this common dictionary. In order to improve GPA’s cost and service quality and support the increased US


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Defense Department presence on Guam, actions must be taken to streamline business processes, and to employ technology. Technology actions specific to the IT Department are outlined in the following subsections. 2. Technology Strategy The technical infrastructure of a company determines its information technology capabilities and performance. Infrastructures with appropriate computing capacity, communications structure, and storage will allow a company to carry out its necessary information technology functions and will help to support future company growth. Investments in infrastructure which are too small can hinder the number of applications an organization can run, the performance of applications, the communications options a company can chose from, and the ability to store and recover data. Investments, which are too large, waste precious funds that could be used elsewhere in improving the company’s performance. Therefore, it is critical that any organization understand its technical architecture and its current and future requirements. The technology presented here evaluates GPA’s current technical architecture, identifies its strengths and weaknesses, creates a plan for the future architecture, and delivers a blueprint for transitioning to the new architecture. One of the overriding aspects of technical architectures is often their high cost. Past and future infrastructure investments represent major commitments by management. The plan focuses on how to develop new systems and use new technologies, which would allow the greatest advantage in the context of GPA’s operating, customer and business environment. At the same time, the plan is based on a sensible technical infrastructure, which would meet GPA’s current and future business needs, providing full value from prior investments. In addition to capitalizing on existing technologies, another business imperative is to ensure that GPA’s architecture will be able to support all of the applications needed in order to support the redesigned business processes.


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VI. IMPLEMENTATION PLAN A. INFORMATION SYSTEMS IMPLEMENTATION PLAN

The purpose of information technology is to support and enable business processes and decision-making. GPA’s information technology strategies must be aligned to and linked with its business strategies. The Information Technology Implementation Plan is meant to provide that alignment and present an implementation plan that will allow GPA to achieve its business strategies. We divided our recommendations into tactical and strategic. We list them roughly in order of importance; however it is difficult to prioritize these because many are critical tasks necessary to ensure the security of GPA’s IT infrastructure, protect critical GPA systems and data and increase the productivity of GPA employees. B. TACTICAL IMPLEMENTATION PLAN

1) Server Hardening

Recent experience with installation of MS Exchange at GPA uncovered serious weaknesses with GPA’s server infrastructure and support. GPA should ensure that every server has backup power, is fed by two separate breakers, has sufficient UPS to allow for graceful shutdown in the event of power failure, have power management software installed and configured and have earthquake protection for equipment racks. In addition, a routine testing program must be implemented to ensure that the features are performing as designed. Create redundant pairs of servers, especially for mission critical services. We believe that rectifying this problem at second floor Harmon should take about 2 person-weeks involving some construction, electrical and IT work. The UPS will cost about $5,000. We cannot estimate the time and cost for Cabras, PSCC and first floor Harmon.

2) Data Backup Infrastructure

We recommend that GPA install, configure and use a enterprise class data backup solution that is capable of producing media that can be taken offsite to a disaster-proof location. GPA will need to purchase a tape-store robot for $20,000, Veritas back-up server license for $2,000, Veritas client server licenses for every server in GPA for $10,000, a new server for $10,000 and $10,000 for consulting. The total cost of this item is $52,000. GPA should implement this task by December 31, 2007.


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3) Chief Information Officer

GPA should create the position of Chief Information Officer (CIO) and have the position filled within 6 to 9 months. The CIO should have considerable experience as a senior level manager/director of information technology for an electric utility. We believe that the salary for an experienced CIO will be about $150,000 per year, plus benefits and that recruitment will cost about $30,000.

4) All GPA Computers on Active Directory

GPA should place all personal computers (PCs) on Active Directory before the end of 2007. Active Directory will help increase the productivity of GPA employees, reduce time spent troubleshooting by IT staff, improve security of GPA IT infrastructure and allow full use of Active Directory enabled products such as MS Exchange Server.

GPA currently has about 275 computers on Active Directory and we believe that an additional 75-125 GPA computers need to be added. We believe that this will take 2 person-weeks.

5) IT Help Desk and Trouble Ticket System

GPA needs to implement an IT help desk, which should be continuously available during business hours and on call during nights and weekends for mission critical systems. GPA should ensure that the IT help desk staff get appropriate certification in such areas as MS Office, Windows and Exchange, and maintain that certification through required training on an annual basis. Furthermore, GPA should integrate its desktop support efforts with a tracking system that allows the true cost of IT support to be assessed and monitored. Our recommended staffing level is 60 computers per technician, or about 7 FTE.

Currently, GPA has 3 serving in this capacity, so the additional cost will be about $250,000 annually. In addition, all current GPA technicians should receive at least two weeks of technical training to help get them the appropriate certification. We believe that one week of ‘boot camp’ IT training will cast about $16,000 delivered in Guam. GPA may want to include other employees in this class so a budget of $40,000 would be reasonable for this task. GPA should complete this task by November 2007. If GPA uses the work order tracking features of its JD Edwards software, the costs will roll up into its existing accounting system.


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6) Network Responsibility and Management GPA should immediately select and implement a network management package to monitor operations of the data network. Responsibility for managing GPA’s network, including local and wide area networks, PBX switches, and related telecommunications, radio, microwave, and fiber should reside within the IT Department. We believe that this will cost GPA about $100,000 including installation, consulting and training of GPA employees in the first year. Ongoing maintenance will be about $20,000 annually. GPA should implement this by task by July 1, 2008.

7) Install MS Exchange for all GPA Employees

GPA recently began an MS Exchange roll-out for a limited number of employees. We recommend that they continue this roll-out to all GPA employees by July 1, 2007. We believe that this will cost about $25,000 for user software licenses, $10,000 in server software licenses and two weeks of training at $40,000 plus $25,000 in consulting. In addition, GPA will need 5 new servers so that they have two dedicated servers at each major site, or $50,000. The total cost for this item is $150,000.

8) Remove Nonstandard Programs from GPA Desktops GPA must remove all nonstandard programs from GPA computers. Our computer audit found numerous copies of games, malware and other non-standard programs which present a serious security risk and a drain on GPA employee productivity. Administrator privileges should be severely curtailed and limited to people in the IT Department. This should be done on a division-by-division basis and be completed by March 2007. The process involves survey each individual machine, uninstall all nonstandard programs, remove nonstandard user accounts, and change administrator passwords. We believe that GPA has about 400-425 computers and we think that the cleaning process will take about 4 hours per machine, or 200 person-days.

9) Establish Standard Desktop Load GPA should develop a set of four or five standard configurations or desktop loads for desktops based on the needs of similar workers. It should also prohibit installation of all non-standard programs on GPA computers. GPA should complete this task by September 30, 2007.


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10) Perform JDE GAP Analysis

GPA is not optimally using its JDE Applications. This is severely affecting employee productivity, and reducing the number of information and math-based operational and strategic decisions that GPA makes. GPA needs to perform a GAP analysis of what modules it has purchased, the current use of these modules, its business processes and the real functional needs of the company.

C. STRATEGIC IT INITIATIVES

1) Chief Information Officer

GPA should create the position of Chief Information Officer (CIO) and have the position filled within 6 to 9 months. The CIO should have considerable experience as a senior level manager/director of information technology for an electric utility. We believe that the salary for an experienced CIO will be about $150,000 per year, plus benefits and that recruitment will cost about $30,000.

2) Suspend Procurement and Development of Major Systems until the CIO is in Place

GPA’s experience with selection and implementation of major new systems has been problematic at best. GPA did not follow a systems development methodology and interface with other GPA systems is difficult. In many ways the new systems are still data ‘silos’, which means GPA employees have great difficultly extracting data for additional analysis. Therefore, GPA should suspend procurement and development of major new business systems until the new CIO can guide the process.

3) Information Technology Steering Committee – GPA should form an IT Steering Committee, chaired by the General Manager - CUS, and comprised of the Executive Directors. The Committee should routinely evaluate technology projects and approve major new investments or significant changes in staffing and technology for all GPA operations.

4) GPA should Significantly Increase its IT Budget - Based on our review of the an IT Benchmarking report for US Mainland public utilities, GPA’s IT spending per employee ($5,246 in 2006) is at least 50% below what comparable US mainland public utilities spend on IT. Two public utilizes that we interviewed in depth, Clark County PUD in Vancouver, Washington spends $14,750 per employee; while Chelan PUD in Wenatchee Washington spends $10,355 per employee.

5) System Development and Change Management Methodologies – GPA should

select and adopt a standard methodology for custom system development and change management. The use of a standard methodology, such as the Institute of Electrical and Electronic Engineers (IEEE) standards, will provide a consistent approach to building and maintaining systems. This methodology is readily available, very inexpensive, and comprehensive. It will also provide a consistent roadmap for


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business analysts and users to better understand what is required to built and maintain information systems.

6) Business Analysts – GPA should formally create a Business Analyst position and

provide uniform job descriptions and training in the job functions. The Business Analysts will serve as the primary focal point for the business units for the requirements development and implementation assistance of new technology as well as serve as the “business” administrator for their applications.

7) Database Analysts – GPA should formally create a Database Analyst (DBA)

position and provide uniform job descriptions and training in the job functions. DBAs, who will reside in the IT Department, will be responsible for overall information design, balancing, and optimization of data access throughout GPA. The DBA will be responsible for defining and implementing database infrastructures to support information systems and business needs within GPA

8) Personal Computers -- GPA should develop and implement a central budget

authority and standard replacement policy for personal computers. Computers should be budgeted in a central unit as a standard capital expenditure with allocation based on age of the assets. GPA should develop a set of four or five standard configurations (hardware platform and software) for desktops based on the needs of similar workers.

9) Set Strategic Direction For Enterprise Business Solutions – GPA has 800 pages of

customizations on its JDE applications. This increases the costs of upgrading and maintaining these applications. GPA needs to set a strategic direction towards plain vanilla off-the shelf Enterprise Business Solutions. GPA needs to re-design its business processes to adapt to any future EBS. Many time customizations ignore alternative processes suggested by EBS products that provide the same functional results.

10) Alignment of Information Technology Projects With Strategic Direction - While

the existing applications and technical infrastructure of GPA continue to operate, an increasing amount of labor is being diverted from primary job responsibilities to keep the technology operating. GPA must evaluate all major capital technology projects (e.g., projects having a lifecycle cost of over $100,000) against their contribution to GPA’s strategic goals.


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APPENDIX A

PROJECT EVALUATION CRITERIA


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Project Criteria and Evaluation The following guidelines are recommended for use in evaluating future information technology projects Business Requirements

• Will a business process fail if the project is not done? • Will the project enhance GPA mission and priority objectives? • Will the project enable the redesign of cross-department business process? • Will the project enable the redesign of current business processes? • Will the project enable GPA to provide new or frequently requested services? • Will the project enhance GPA-wide programs and services?

GPA Strategic Direction

• Will the project boost employee productivity? • Will the project support GPA’s business and technical vision and strategic

direction? • Will the project enable GPA to meet its strategic initiatives? • Will the quality of service be enhanced with the completion of the project?

Implementation Risk

• What is the likelihood of achieving more than 75% of the benefits defined for the project?

• What is the likelihood of meeting the cost estimates and projected completion dates?

• What are the consequences of the project’s failure? Is there a fallback? • Will the project require a lengthy development period (more than 18 months)? • Are trained IT and business staff available to implement the project? • Are there severe or restrictive performance requirements? • Are there many interfaces or are the interfaces complex?

Savings, Revenue Generation, and Other Financial and Resource Considerations

• Will the project yield positive return on investment (including development and operation costs) within 5 years? Within 10 years?

• Is there sufficient budget to meet operating costs? • Are there sufficient business resources to support the system? • Will the project generate additional revenues? How? Value? • Will the project provide significant cost reduction or cost avoidance? How?

Value?


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Customer Service

• Will the project enhance existing customer service? • Will customer service be degraded if project is not done? • Will the project enable customer-requested services not otherwise possible? • Will the project provide accessibility to information not otherwise available or

available with difficulty? Project Prioritization Criteria The following Project Prioritization Criteria were used to prioritize the selected EBS subprojects and should be used to prioritize future Information Technology projects: First Priority

• Project makes significant contribution to achieving a business success factor or factors.

• Project required for the upgrade/completion of GPA technology infrastructure. • Project directly satisfies a legally mandated requirement. • Mission critical business process would stop if project were not implemented. • Project replaces or enhances a system supporting a mission critical business

process that is failing. Second Priority

• Project contributes to achieving a business success factor. • Project provides significant improvement in a business process in terms of

efficiency, accessibility, and quality. • Project ties two or more GPA departments together. • Project supports a fundamental business process. • Project uses integrating technologies to meet GPA’s technology vision.

Third Priority

• Project provides further cost reductions. • Project is additive to a foundation of fundamental business systems. • Project replaces obsolete technology.

Fourth Priority

• Project improves information availability. • Project is used to develop or implement technology that is “nice to have”.


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APPENDIX B

EXISTING IT ORGANIZATION CHART


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GPA IT Organizational Chart GPA’s Information Technology (IT) infrastructure is spread across three different

departments: Computer Services, the Strategic Planning and Operations Research Department (SPORD), and the Power Systems Control Center (PSCC).

PSCC’s primary IT responsibility is the Supervisory Control And Data Acquisition (SCADA) system. While the SCADA system is integral to the operation of the utility as a whole, it is not considered as part of this analysis. We recommend, however, that future analyses take into account the impact of the SCADA network, budget, and personnel on overall IT resources.

Computer Services has three primary responsibilities: personal computer support, data processing, and systems development.

SPORD’s charter is very broad. In addition to investigating ideas and trends that

could be used to increase the utility’s operational and energy efficiency, the group has become something of a backstop for GPA, tackling significant operational upgrades such as the new phone system.


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Antonia EvaristoAdmin. Assistant

Frederico BarcinasComputer Tech II

Ricardo PeredoComputer Tech II

Edwin CadagComputer Tech Supervisor (A)

PC Support

Antonio FranciscoContractor

Joseph CalvoComp. Sys. Analyst II

Systems Development

James DuenasComputer Operator III

John CuencaComputer Operator I

Reynaldo GatongayComputer Operator I

Jimmy PinaulaComp. Oper. Supervisor

Data Processing

Rudolpho C. ManibusanSystem Manager (A)

Joaquin (Danny) Santos, Jr.Assistant General Manager for Administration and Consolidation

Figure B-1, IT Organizational Chart – June 9, 2006


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Figure B-2, SPORD Organizational Chart

A.E. Balajadia Assistant General Manager - Operations

John J. Cruz, Jr., P.E. Manager - SPORD

Roel A. Cahinhinan, P.E. Special Projects Engineer - Electrical

Bea P. Davis Administrative Assistant

Lorraine O. Shinohara, P.E. Special Projects Engineer - Electrical

Jennifer G. Sablan Special Projects Engineer - Mechanical

Francis J. Iriarte Special Projects Engineer - Mechanical

Rodney B. Cruz Special Projects Engineer - Computers &


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APPENDIX C

“IT IRREGULARS”


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GPA IT Irregulars

GPA draws on additional talent both within and outside of the enterprise. These include unit level experts as well as “hired guns” – subject matter experts who are brought in on a contract basis to trouble shoot specific problems or to lead development efforts that require skill sets outside of the current scope of the Computer Services department.

Below are the names, roles and contact numbers of full time technology support staff not working in the Computer Services department. Remember that the list below does not attempt to list the individuals who support the SCADA system and network. Name Department Role/Title Telephone #

Email

Roel Cahinhinan SPORD Database, applications development, network & telecom specialist, VOIP/Special Projects Engineer

[email protected] (671) 648-3100

Rodney Cruz SPORD Systems and desktop specialist/MS Exchange/VOIP/ Special Projects Engineer

rcruz@ gpagwa.com (671) 648-3206

Below are the names, roles and contact numbers of individuals outside the Computer Services who are recognized as “power users” and provide informal help to colleagues outside of their regular responsibilities. The list below does capture some of the individuals who support the SCADA system and network, but who have provided assistance to users inside and outside PSCC.


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Name Department Role/Title Telephone #

Email

Joshua Anderson

PSCC Computer Technician II [email protected] (671) 475-5290

Mike Perez

PSCC Computer Technician Supervisor


Patrick Fernandez

PSCC Communication/Electronics Tech II

[email protected] (671) 475-1472,3,4 or 475-1510

James Shimizu

PSCC Programmer Analyst [email protected] (671) 475-1472,3,4 or 475-1510

Tony Flores

PSCC Computer Technician Supervisor

[email protected] (671) 475-1472,3,4 or 475-1510

Barbara Cruz

GPA/GWA Programmer & Analyst, database, applications development, SCADA/ Special Projects Engineer


George Ishmael

PSCC Programmer & Analyst/ Systems Analyst


Irwin Loyola

Engineering Desktop support/ Special Projects Engineer

/Engineering Division


Alvin Razon

Engineering Programmer & Analyst / Engineer III


Ryan Topasna

Engineering Hardware & GIS / Engineering Technician II


Vincent Pangelinan

T&D Desktop support/ Engineer III



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Name Department Role/Title Telephone #

Email

Jennifer Sablan

SPORD Financial systems

specialist/Special Projects Engineer

[email protected]

(671) 648-3103

Lorraine Shinohara

SPORD Web Master, database,

applications development, /Special Projects Engineer

[email protected]

(671) 648-3101

Francis Iriarte

SPORD Systems Integration/VOIP/Special Projects Engineer

[email protected]

(647) 648-3102

John Cruz

SPORD

Web programming, database, applications development, network & telecom specialist/Systems Integration/SPORD Manager

[email protected]

(671) 648-3206


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We could find no formal technology user groups within GPA. Informal networks are formed around key systems such as the IBM financial systems and the AMX billing system, but their ad hoc nature is more a response to emergency situations rather than a proactive sharing of skills and techniques.

Below are listed the name, area of expertise, role and contact information for

“hired guns” – contract workers who are retained for a specific job or area of expertise. Name Expertise Role/Title Telephone #

Email

Patricia Dungca Financial Applications

Contract employee with Computer Services


Tessie Fabila Financial Applications

Contract employee with Finance/Accounting Div.

[email protected](671) 648-3082

Anthony Francisco AS 400 & Database

Contract employee with Computer Services


Anthony Dennis Networks, Systems, & Databases

Contractor 503-819-8084 [email protected]

Christopher Dennis Networks, Systems & Databases

Contractor 503-803-76227 [email protected]

People at Siemens SCADA Contractor

Cork Vanderford Pacific Data Systems

Telecom Provider Manager

(671) 648-4361 x 215 [email protected]

Pancho Madrid Pacific Data Systems

Telecom Provider Staff

(671) 648-4361 x212 [email protected]

Peter Duenas Pacific Data Systems



David Manibusan Pacific Data Systems




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Name Expertise Role/Title Telephone #

Email

Cindy Bartels Utiligy, databases

Utiligy Consultant 671-727-4269 [email protected]

Jim Orten Utiligy, databases, networking

Utiligy Service Consultant

208-542-4602 [email protected]

Jim Hassman Utiligy, databases

Utiligy Area Manager

208-542-8262 [email protected]

Steve Skerrit, - http://www.automatedlogic.com/

Industrial controls & softare, fuel switching system

Industrial Controls Specalist

Control Technology

671-789-8414


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APPENDIX D

IT SKILLS MAPPING


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GPA IT Skills Mapping This section evaluates the relative skill of known IT contributors. The table below

summarizes the results of the evaluation. The vertical axis, list the names of team members. Lists of key skills are shown on the horizontal axis. Each member was rated on a scale of 0 to 3 (0-no experience, 1-entry level, 2-competent, 3-expert). To enhance legibility in the table, zeros have been replaced with blank spaces.

This analysis has one critical implication: the organization will have difficulty

adopting and maintaining new systems without substantial investments in skill training. There is a mismatch between the technologies GPA would like to adopt and the skills available within the organization. When GPA launched its MS Exchange Server, no one had even entry level experience with the technology. GPA has had to play catch up with critical skills needed to deploy projects in progress. GPA is in a much better place but if any one of three people should leave GPA, it will not be able to maintain these new systems. It will also be hard pressed to obtain qualified support from the local labor pool.

Another example of this mismatch is in the field of web sites, HTML coding, and the web. More and more enterprise-level software products extend their services across the web. GPA, however, has not targeted a single IT department employee for substantial training on web infrastructure and coding.

Skills have been picked up by SPORD personnel who support web applications.

However, this is only a temporary commitment until the function can be repatriated into the IT Department. This not only lowers the chances of internally developed projects succeeding, but it also means that the institution will have difficulty monitoring development and service contracts with outside talent, or that business units outside of IT would have to engage a considerable portion of their resources to breach the gaps.


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Table D-1, IT Skills Mapping Results for GPA IT Department

Windows 98 Windows NT Windows 2000 Windows XP

Windows Server 2003 Enterprise

SCADA Linux Server Mainframe Operations VOIP PC Hardware

Rudolpho C. Manibusan 2 3 3 3 2 2 1 3Edwin Cadag 2 2 3 3 2 1 3Frederico Barcinas 3 2 3 3 2 3Ricardo Peredo 2 1 2 3 1Joseph Calvo 2Jimmy Pinaula 3 3 3 1 2John Cuenca 2 2 2 2Reynaldo Gatongay 2 2 2 2Antonio Francisco (Consultant) 2

MS Exchange

Admin

MS Office Support DB2 SQL Oracle Cold

Fusion RPG Leadership Teamwork HTML/Web

Rudolpho C. Manibusan 1 3 1 2 3 3Edwin Cadag 3 1 2Frederico Barcinas 2 2 2Ricardo Peredo 2 1Joseph Calvo 2 1 2Jimmy Pinaula 2 2 2John Cuenca 2 1 1 1 2Reynaldo Gatongay 2 1 1 1 2Antonio Francisco (Consultant) 2 2 2

Name

Name

Skill Set

Skill Set


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Table D-2, IT Skills Mapping Results For GPA SPORD, T&D, and Engineering Departments

Windows 98 Windows NT Windows 2000 Windows XP

Windows Server 2003 Enterprise

SCADA Linux Server Mainframe Operations VOIP PC Hardware

Roel Cahinhinan 3 2 3 3 2 3 3Rodney Cruz 3 3 3 3 1 2 3Barbara Cruz 3 3 2Irwin Loyola 2 2 2Alvin RazonRyan Topasna 2 2 3 3Vincent Pangelinan 2 2 2Jennifer SablanLorraine Shinohara 1 1 1John Cruz 3 2 2 3 2 3 2 2Francis Iriarte 2 2 1 2 1

MS Exchange

Admin

MS Office Support DB2 SQL Oracle Cold

Fusion RPG Leadership Teamwork HTML/Web

Roel Cahinhinan 2 3 3 3 3 3Rodney Cruz 3 3 3 3Barbara Cruz 3 3 3 3 3Irwin Loyola 3 2 3 3Alvin Razon 3 3 2 2Ryan Topasna 3 2 3Vincent Pangelinan 2 2 3 2Jennifer Sablan 3 2 3 3 2Lorraine Shinohara 3 2 3 3 3John Cruz 3 3 1 3 3 3Francis Iriarte 1 1 3 3 1

Name

Name

Skill Set

Skill Set


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APPENDIX E

INSTALLED SOFTWARE SUMMARY


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GPA Software Inventory

Below is a summary list of software applications discovered during the hardware inventory. This section does not include data from every operating server (not all are presently profiled by the Alloy package).

On the 289 computers surveyed there are more than 16,000 software programs. Of those approximately 16,000 software programs, some are natural duplicates: each personal computer has an operating system (Windows XP, for example.), operating system patches, and a productivity suite such as Microsoft Office.

Still, it is important to note that GPA has at least 2020 unique software programs running on its internal systems! The complete list of programs is offered as an electronic appendix. Printed in an eight-point font with each entry on its own line, this list would take up 40 pages.

Instead of listing each item, the installed software packages have been categorized by type and Table E-1 summarizes the categories and their population. Table E-1, Software categories and number of unique packages at GPA

Item Category Count Notes

1. Personal 400 Screen savers, music applications, text messengers, digital camera support, CD/DVD copy tools, etc.

2. OS & OS Patches

355 Operating systems, hotfixes, updates, service packs, etc.

3. IT 255 Antivirus, networking tools, compilers, and other utilities

4. Hardware Support

250 Driver packages, diagnostics, etc.

5. Business 209 Acrobat, database engines such those used by Utiltigy, barcoding, non-MS productivity packages, etc.


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Item Category Count Notes

6. Web 178 Browsers, plug-ins, web-camera support, toolbars, adware, anti-adware, etc.

7. Games 118 Card games, shooters, chess, etc.

8. Engineering 110 AutoCAD, circuit simulators, GIS, etc.

9. Other 78 Not easily classifiable (names too short or too common for effective web search)

10. MS Productivity

61 Microsoft Word, Excel, Outlook, etc.

11. Bad 6 Known malware or porn packages

Total 2020

When considering the data in Table 3.6.1, several ideas are important to keep in

mind. First is that misclassifications are possible. For example, an office within GPA may have a legitimate requirement to copy DVDs; in this analysis that software would have been classified as “Personal” rather than “Business.”

Another important consideration is the Other category. The names of these software programs are so short or so common that a short web search cannot easily classify them. Some in this category are probably benign; others are probably not. Authors of viruses and other malware packages commonly disguise their creations with innocuous names.

The vast number of software programs in the Personal and Games category should be taken as a challenge to GPA. They represent a security threat, a drain on productivity, and an increase in the support costs of the entire IT system.

No effort was made in this brief analysis to assess the licensing of software within GPA. It is highly likely, however, that some of the software inside GPA is not correctly licensed. Unlicensed software represents both a legal and financial risk to GPA.


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A. Some Server Applications

Four of GPA’s servers are cataloged by the Alloy inventory system. Table E-2

shows some software packages believed to be mission critical. Table E-2, Some mission critical server-side software programs. Name Function Server Names 3DMark03 Benchmarking Tool GPAPRODUCTION Acronis True Image Backup CITRIX,

GPAPRODUCTION AMX PayPoint Client Billing CITRIX,

GPAPRODUCTION AMX PayPoint Server Billing GPAPRODUCTION Azalea C128Tools Barcodng Tools CITRIX,

GPAPRODUCTION, Azalea UFL for Crystal Reports Barcodng Tools CITRIX,

GPAPRODUCTION, UTILAPPS02

Brixoft EzQuery 1.5 Database Access Suite GPAPRODUCTION Citrix ICA Client Remote Access to Billing CITRIX Citrix ICA Web Client Remote Access to Billing GPAPRODUCTION Crystal Report ActiveX Viewer Database Reporting CITRIX,

GPAPRODUCTION Citrix MetaFrame XP Server for Windows with Feature Release 3

Remote Access to Billing CITRIX

Crystal Reports 9 Database Reporting CITRIX, GPAPRODUCTION, UTILAPPS02

IBM AS/400 Client Access Express for Windows

J. D. Edwards Access CITRIX, GPAPRODUCTION, UTILAPPS02

Ixia Endpoint for Windows Network Verification CITRIX Ixia QCheck for Windows Network Verification CITRIX Java 2 Runtime Environment, SE

Command Interpreter CITRIX, GPAPRODUCTION, UTILAPPS02, UTILSQL01

Lotus NotesSQL 3.01 driver Database Access Suite CITRIX, GPAPRODUCTION, UTILAPPS02

Management Console for MetaFrame XP



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Name Function Server Names Microsoft SQL Server 2000 Database Engine GPAPRODUCTION,

UTILAPPS02, UTILSQL01,

MSXML 4.0 SP2 Parser and SDK

Web Data generator CITRIX, GPAPRODUCTION

Navisphere Server Utility (AX) System Support UTILAPPS02, UTILSQL01

NetBeans IDE 4.1 Command Interpreter GPAPRODUCTION NetOp Guest Remote Access to Billing CITRIX NetOp Remote Control Remote Access to Billing GPAPRODUCTION Secure Gateway 2.0 for MetaFrame


Windows 2003 Server – Enterprise Edition

Operating System CITRIX, GPAPRODUCTION, UTILAPPS02, UTILSQL01

Symantec AntiVirus Client Antivirus Protection CITRIX, GPAPRODUCTION, UTILAPPS02, UTILSQL01

Utiligy Crystal Reports Viewer Database Reporting CITRIX, GPAPRODUCTION, UTILAPPS02

Utiligy UCIS 1.0 Convert Database Conversion Tool GPAPRODUCTION VERITAS Backup Exec Remote Agent for Windows Servers

Backup CITRIX, GPAPRODUCTION, UTILAPPS02, UTILSQL01

VNC Free Edition 4.1.1 Remote Access to Server CITRIX Weber Web Communication Client CITRIX WorkCentre M20 Series ControlCentre

Xerox Interface CITRIX


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B. Web Server Applications

GPA’s web presence is divided into two very different categories. First there is GPA’s public web presence, where consumers can get information about their utility, pay their bills, and see how GPA is active in the community. GPA also has an internal web presence, used almost exclusively as a data warehouse for generation, transmission, and reliability data. Server External 1, Outsourced Primary Website www.guampowerau

thority.com, www.ccuguam.com

Application Apache 1.3.36 Interface with systems All pages HTML, not generated in real time. Uploaded by FTP.

Content Management Application

Contribute 3.0 Provides non-programmer content providers to manage assigned web pages

Most business units have representatives. SPORD has an ongoing training program for these individuals. Process fully adopted by HR and Procurement. Needs top-tier management directive to get more particiapation.

Server External 2, Outsourced Primary Website www.paygpa.com

Application Microsoft-IIS 6.0 Interface with systems Utilitigy

Content Management Application

Contribute 3.0 Provides non-programmer content providers to manage assigned web pages

Most business units have representatives. SPORD has an ongoing training program for these individuals. Process fully adopted by HR and Procurement. Needs top-tier management directive to get more particiapation.


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Server Internal 1, PSCC Primary Website //GPAWEB

Application Apache 1.3.36 Interface with systems SCADA, FTP C. Email Applications

Server External 1,

Outsourced Version 4.52 #1

Email Application ESMTP Exim Clients Outlook Express, Outlook, IncrediMail Xe, Yahoo Internet Mail, G-Mail, Hotmail, MS EXCHANGE Server


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APPENDIX F

CLARK COUNTY PUD IT BUDGET


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APPENDIX G

LPPC IT BENCHMARKING STUDY


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Large Public Power Council IT Financial StatisticsData for Guam Power Authority Added by Economists.com

FY 2006 Data for Most Utilities

MemberAnnual Electric

RevenuesElectric

CustomersPopulation

Served

Generation (MW) - incl. long-term purchases Total IT Budget

Total Employees

Transmission Lines (miles)

Total $/ Employee

# IT Employees

Total IT $ / Customer

Austin Energy $829,018,000 365,874 683,551 2,925 $23,000,000 1,500 607 $15,333 100 $63 Chelan County 220,702,000 43,064 62,600 1,968 7,528,000 727 332 10,355 33 175 Clark PUD 306,928,000 169,000 375,000 248 5,472,250 371 150 14,750 38 32 CO Springs 296,490,011 198,908 408,400 935 43,216,733 2054 220 21,040 180 217 CPS San Antonio 1,220,874,000 611,860 1,711,703 5,306 38,823,000 3,878 1,372 10,011 195 63

GPA 291,000,000 44,113 128,000 552 3,063,382 584 5,246 8 69 IID Energy 400,000,000 130,000 495,000 1,100 19,600,000 1,300 1,385 15,077 35 151 JEA 849,197,000 383,355 1,000,000 3,295 45,345,018 2,300 728 19,715 103 118 LADWP 2,145,900,000 1,420,814 3,819,951 7,063 43,000,000 8,375 3,643 5,134 420 30 LCRA 625,000,000 42 1,100,000 3,543 21,000,000 2,300 3,751 9,130 103 500,000 LIPA 2,853,837,000 1,097,500 2,922,657 5,299 1,344 MEAG 588,505,000 300,000 600,000 2,069 3,300,000 160 1,300 20,625 16 11 Memphis Light 880,013,695 410,000 897,417 0 26,500,000 2800 420 9,464 106 65 NPPD 644,562,000 370,997 602,545 2,873 15,000,000 2,300 5,021 6,522 99 40 NYPA 2,215,000,000 144 5,000,000 5,732 1,451 OPPD 566,315,000 315,868 700,000 2,547 1,202 OUC 636,101,672 186,067 342,200 1,538 25,457,979 1,042 338 24,432 70 137 Platte River 145,263,000 134,193 266,061 787 1,990,600 196 227 10,156 9 15 PREPA* 2,225,216,000 1,355,452 3,800,000 4,397 2,182 Santee Cooper 1,146,581,000 800,000 2,000,000 4,729 13,434,286 1,750 4,386 7,677 83 17 Seattle City Light 576,692,246 370,499 723,484 2,707 26,481,398 1,750 692 15,132 123 71 SMUD 1,068,727,000 567,176 1,340,000 2,551 65,000,000 2,138 688 30,402 115 Snohomish 550,603,000 295,451 658,000 164 297 SRP 2,264,000,000 858,854 2,020,000 6,540 73,600,000 4,400 2,699 16,727 271 86 Tacoma Power 327,775,144 162,852 433,186 1,408 381TOTAL as of 2006* $994,762,532 441,337 1,337,073 2,928 $27,822,925 2,218 1,451 $12,544 117 $63


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APPENDIX H

Position Description Templates


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Position Description Templates This Appendix provides template position descriptions to help guide Guam Power Authority in adopting the recommended IT staffing. This set of templates includes alternative position descriptions as well.

Table H-1 U.S. Bureau of Labor and Statistics 2005 Computer and Mathematical Occupations Compensation Survey National Results

Occupation Code Occupation Title (click on the occupation title to view an occupational profile)

Employment (1) Median Hourly Mean Hourly Mean Annual (2) Mean RSE (3)

15-0000Computer and Mathematical Occupations 2,952,740 $30.74 $32.26 $67,100 0.30%

15-1011Computer and Information Scientists, Research 25,890 $43.86 $45.21 $94,030 1.30%

15-1021 Computer Programmers 389,090 $30.49 $32.40 $67,400 0.70%

15-1031Computer Software Engineers, Applications 455,980 $37.06 $38.24 $79,540 0.60%

15-1032Computer Software Engineers, Systems Software 320,720 $39.48 $40.54 $84,310 0.50%

15-1041 Computer Support Specialists 499,860 $19.52 $20.86 $43,380 0.40%15-1051 Computer Systems Analysts 492,120 $32.84 $33.86 $70,430 0.30%15-1061 Database Administrators 99,380 $30.41 $31.54 $65,590 0.40%

15-1071Network and Computer Systems Administrators 270,330 $28.81 $30.39 $63,210 0.30%

15-1081Network Systems and Data Communications Analysts 185,190 $29.69 $31.23 $64,970 0.50%

15-1099 Computer Specialists, All Other 116,760 $28.57 $30.38 $63,190 1.10%15-2011 Actuaries 15,770 $39.25 $43.63 $90,760 1.20%15-2021 Mathematicians 2,930 $38.90 $39.02 $81,150 2.70%15-2031 Operations Research Analysts 52,530 $29.90 $31.70 $65,940 0.60%15-2041 Statisticians 17,480 $30.02 $31.79 $66,130 0.80%15-2091 Mathematical Technicians 1,430 $17.54 $22.23 $46,230 4.20%

15-2099Mathematical Science Occupations, All Other 7,320 $29.74 $29.60 $61,560 1.90%

http://www.bls.gov/oes/current/oes_nat.htm#b15-0000

Computer and Mathematical Occupations topWage Estimates

Info-Tech Research Group 2003

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Job Description – Application Integration Specialist Title Application Integration Specialist Description The Application Integration Specialist’s role is to plan, coordinate, and supervise all activities related to the integration of software programs and applications into the organization’s information systems. This individual is also responsible for testing the interoperability of application modules under development by in-house software development teams. Proven communication skills, problem-solving skills, and a thorough knowledge of integration best practices are critical to successful performance in this role. Responsibilities

Plan, execute, and manage the integration of new applications into existing systems and software throughout the enterprise.

Ensure that integration projects meet business requirements and goals, fulfill end-user requirements, and identify and resolve systems issues.

Orchestrate integration projects and corresponding strategies between business units and associated teams.

Ensure that integration planning and practices are aligned with strategic business goals and the company’s overall strategic vision.

Lead integration testing phase of software and applications under development in order to identify and remedy potential problem areas.

Collaborate with analysts, designers, and system owners in the testing of newly-integrated software programs and applications.

Liaise with software developers and engineers to address issues in program logic, as well as the interoperability of new applications with existing systems software.

Build relationships with software development and engineering teams to gain an understanding of application/platform architectures and required functionality.

Ensure the collection and coherent interpretation of the various business processes affected by integration efforts.

Work diligently to enhance or improve business processes via integration, or, as necessary, minimize the impact of integration on those processes.

Where applicable, investigate and qualify potential areas in which to introduce Web services.

Evaluate results of integration projects, then report and make recommendations based on findings.

Develop standards and processes to support and facilitate integration projects and initiatives.


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Research and make recommendations on integration products and services in support of procurement and development efforts.

Where necessary, provide guidance to junior members of the team. Position Requirements

Four-year college diploma or university degree in computer science or computer engineering, and/or […] years equivalent work experience.

Certifications in […]. […] years direct experience in enterprise-level application integration. Proven experience in overseeing the linking of cross-functional applications

between disparate business units and systems. Experience with business and technical requirements analysis, business process

modeling, methodology development, and data mapping. Extensive experience with core software applications, including […]. Technically fluent in programming languages, including […]. Strong background in risk management methodologies as they relate to

integration/software engineering. Direct, hands-on experience with automated integration tools. Knowledge of relational database design and management techniques. Outstanding writing and documentation skills. Good project management skills and/or substantial exposure to project-based

work structures, project lifecycle models, etc. Strong knowledge of system and software quality assurance best practices and

methodologies. Knowledge of network protocols and standards, including […]. Strong understanding of end-user needs and requirements. Excellent understanding of the organization’s goals and objectives. Excellent oral and interpersonal communication skills. Ability to communicate ideas in both technical and user-friendly language. Able to conduct research into application integration issues and products. Highly self-motivated and directed, with keen attention to detail. Able to prioritize and execute tasks in a high-pressure environment. Experience working in a team-oriented, collaborative environment. Knowledge of applicable data privacy practices and laws.

Work Conditions

Occasional evening and weekend work to meet deadlines. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, and to

handle other computer components/peripherals. Physically able to participate in sessions, presentations, and meetings.


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Some travel may be required for the purpose of off-site software and system integration efforts.


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Job Description – Application Support Analyst Title Application Support Analyst Description The Application Support Analyst’s role is to deliver support to end users in the organization about how to use various types of software programs efficiently and effectively in fulfilling business objectives. This includes troubleshooting applications and software for all internal customers, such as operations, development, and other business units. The Application Support Analyst is also responsible for assisting in the design, delivery, and improvement of in-house software applications training programs and related courseware. Responsibilities

Create and deploy feedback mechanisms for end users. Analyze results, make recommendations for support process improvement, and implement changes.

Field incoming problem tickets from end users to resolve application and software issues within servers, databases, and other mission-critical systems.

Document all pertinent end user identification information, including name, department, contact information, and nature of problem or issue.

Prioritize, schedule, and administer all instances where enhancements and defect resolution are required.

Perform hands-on fixes at the desktop level, including installing and upgrading software, installing hardware, implementing file backups, and configuring systems and applications.

Record, track, and document the problem-solving process, including all successful and unsuccessful decisions made, and actions taken, through to final resolution.

Evaluate documented resolutions and analyze trends for ways to prevent repeated future problems.

Communicate application problems and issues to key stakeholders, including management, development teams, end users, and unit leaders.

Test fixes and perform post-resolution follow-ups to ensure problems have been adequately resolved.

Maintain and enhance performance of all new and existing software and applications across the organization.

Identify and learn appropriate software applications used and supported by the organization.

Coordinate with department heads to assess departmental application training needs and objectives.


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Participate in the design, development, and delivery of software applications training programs and individual classes.

Post software updates, drivers, knowledge bases, and frequently asked questions resources on company intranet to assist in problem resolution.

Provide support for the testing of new and existing software applications under development or consideration for purchase.

Perform preventative maintenance, including the installation of service packs, patches, hot fixes, anti-virus software, and so on.

Apply diagnostic utilities to aid in troubleshooting. Conduct research into software application products and services in support of

development and purchasing efforts. Manage and/or provide guidance to junior members of the team.

Position Requirements

College diploma or university degree in the field of computer science, information systems, and/or […] years equivalent work experience.

Certifications in […]. In-depth, hands-on knowledge of and experience with enterprise and desktop

applications, including […]. Proven experience with troubleshooting principles, methodologies, and issue

resolution techniques. Broad knowledge of programming languages and techniques, including […]. Able to develop and interpret technical documentation for training and end user

procedures. Knowledge of trends in technology relating to software applications. Experience with building and maintaining databases for query and problem

tracking. Good understanding of the organization’s goals and objectives. Excellent written, oral, interpersonal, and presentational skills. Ability to conduct research into software development and delivery concepts, as

well as technical application issues. Ability to present ideas in business-friendly and user-friendly language. Highly self motivated and directed. Ability to absorb new ideas and concepts quickly. Good analytical and problem-solving abilities. Ability to effectively prioritize and execute tasks in a high-pressure environment. Very strong customer service orientation. Experience working in a team-oriented, collaborative environment.


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Work Conditions

Occasional travel between training locations required. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, power

tools, and to handle other computer components. Lifting and transporting of moderately heavy objects, such as computers and

peripherals.


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Job Description – Business Requirements Analyst Title Business Requirements Analyst Description The Business Requirements Analyst’s role is to elicit, analyze, specify, and validate the business needs of project stakeholders, be they customers or end-users. This includes interviewing stakeholders and gathering and compiling user requirements to convey to development teams throughout the software lifecycle. This Business Requirements Analyst will also apply proven communication, analytical, and problem-solving skills to help support the development process, and to ensure that project deliverables are met according to specifications. Responsibilities

Collaborate with project managers and project sponsors to determine project scope and vision.

Clearly identify project stakeholders and establish user classes, as well as their characteristics.

Conduct interviews and product analysis to gather user requirements via workshops, questionnaires, surveys, site visits, workflow storyboards, use cases, scenarios, and other methods.

Develop and utilize standard templates to accurately and concisely write requirement specifications.

Translate conceptual user requirements into functional requirements in a clear manner that is comprehensible to developers/project team.

Where necessary, develop prototypes of interfaces and attributes based on findings.

Analyze and verify requirements for completeness, consistency, comprehensibility, feasibility, and conformity to standards.

Identify and establish scope and parameters of requirements analysis in order to define impact, outcome criteria, and measure-taking actions.

Work with stakeholders and project team to prioritize collected requirements. Create process models, specifications, diagrams, and charts to provide direction to

developers and/or the project team. Develop and conduct peer reviews to ensure that requirement specifications are

correctly interpreted. Manage and track the status of requirements throughout the project lifecycle;

enforce and redefine as necessary.


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Communicate changes, enhancements, and modifications – verbally or through written documentation project managers, sponsors, and other stakeholders so that issues and solutions are understood.

Research, review, and analyze the effectiveness and efficiency of existing requirements-gathering processes and develop strategies for enhancing or further leveraging these processes.

Assist in conducting research on software and hardware products to justify recommendations and to support purchasing efforts.

Establish practices and procedures that work towards the continuous improvement of the requirements process.

Provide guidance and/or instruction to junior staff members. Position Requirements

College diploma or university degree in the field of business administration, computer science, finance, or information systems and […] years related work experience.

Proven experience with business and technical requirements analysis, elicitation, modeling, verification, and methodology development.

Experience overseeing the design, development, and implementation of software and hardware solutions, systems, or products.

Ability to create systematic and consistent requirements specifications in both technical and user-friendly language.

Ability to apply statistical and other research methods into systems issues and products as required.

Clear understanding of product management and market placement. Demonstrated project management skills and project management software skills,

including […]. Working technical knowledge of […] programming languages. Working knowledge of network and PC operating systems, including […]. Working knowledge of current network hardware, protocols, and standards,

including […]. Extensive experience with core software applications, including […]. Able to exercise independent judgement and take action on it. Excellent analytical, mathematical, and creative problem-solving skills. Excellent understanding of the organization’s goals and objectives. Excellent listening, interpersonal, written, and oral communication skills. Logical and efficient, with keen attention to detail. Highly self motivated and directed. Ability to effectively prioritize and execute tasks while under pressure. Strong customer service orientation. Experience working in a team-oriented, collaborative environment.


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Work Conditions

Occasional evening and weekend work to meet deadlines. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard or mouse, and to

handle other computer components. Lifting and transporting of moderately heavy objects, such as computers and

peripherals.


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Job Description – Business Process Analyst Title Business Process Analyst Description The Business Process Analyst’s role is to devise and design business process requirements for all IT-related business, financial, and operations systems critical to core organizational functions. This includes researching and analyzing data in support of business functions, process knowledge, and systems requirements. The Business Process Analyst is also responsible for proactively generating and compiling reports based on his or her findings, complete with recommended improvements to – or new requirements for – business processes and operational procedures. This individual will apply proven communication, analytical, and problem-solving skills to help maximize the benefit of IT system investments and to assist in implementing new computer systems. Responsibilities

Chart existing business processes in order to define current business activities for the development of procedures and models.

Meet with decision makers, systems owners, and end users to define business, financial, and operations requirements and systems goals.

Research, review, and analyze the effectiveness and efficiency of existing processes and develop strategies for enhancing or further leveraging these processes.

Prototype new procedures for the purpose of enhancing business processes, operations, and information process flow.

Prepare and deliver reports, recommendations, or alternatives for improving processes in operating systems across the organization.

Identify and establish scope and parameters of process analysis in order to define impact, outcome criteria, and measure-taking actions.

Perform cost-benefit and return on investment analyses for proposed changes to aid management in making implementation decisions.

Develop, standardize, and maintain new or improved processes based on findings and analysis.

Communicate process changes, enhancements, and modifications – verbally or through written documentation – to management, peers, staff, and other employees so that issues and solutions are understood.

Create process models, specifications, diagrams, and charts to provide direction to system programmers.

Develop budgets and timeframes for process changes in order to support company objectives.


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Liaise with various business groups in the organization to facilitate implementation of new or improved business processes.

Collaborate in the planning, design, development, and deployment of new applications, and enhancements to existing applications.

Coordinate and perform in-depth tests, including end-user reviews, for modified and new processes, and other post-implementation support.

Assist in conducting research on software and hardware products to justify recommendations and to support purchasing efforts.

Provide guidance and/or instruction to junior staff members. Position Requirements

College diploma or university degree in the field of business administration, computer science, finance, or management information systems and […] years related work experience.

Proven experience with business and technical requirements analysis, business process modeling/mapping, methodology development, and data modeling.

Experience overseeing the design, development, and implementation of software and hardware solutions, systems, or products.

Proven experience in the operation and analysis of database hardware, software, and standards, as well as data retrieval methodologies and mainframe applications.

Extensive practical knowledge in importing data for use in report software, spreadsheets, graphs, and flowcharts.

Ability to create systematic and manual operations procedures in both technical and user-friendly language.

Ability to apply statistical and other research methods into systems issues and products as required.

Working technical knowledge of […] programming languages. Working knowledge of network and PC operating systems, including […]. Working knowledge of current network hardware, protocols, and standards,

including […]. Extensive experience with core software applications, including […]. Demonstrated project management skills and project management software skills,

including […]. Able to exercise independent judgement and take action on it. Excellent analytical, mathematical, and creative problem-solving skills. Excellent understanding of the organization’s goals and objectives. Excellent listening, interpersonal, written, and oral communication skills. Logical and efficient, with keen attention to detail. Highly self motivated and directed. Ability to effectively prioritize and execute tasks while under pressure. Strong customer service orientation. Experience working in a team-oriented, collaborative environment.


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Work Conditions



peripherals.


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Job Description – Business Systems Analyst Title Business Systems Analyst Description The Business Systems Analyst’s role is to plan, design, develop, and launch efficient business, financial, and operations systems in support of core organizational functions and business processes. This includes gathering and analyzing data in support of business cases, proposed projects, and systems requirements. The Business Systems Analyst is also responsible for generating and compiling reports based on their findings, complete with probable causes and possible solutions to systems issues. This individual will apply proven communication, analytical, and problem-solving skills to help maximize the benefit of IT system investments. Responsibilities

Meet with decision makers, systems owners, and end users to define business, financial, and operations requirements and systems goals, and identify and resolve systems issues.

Lead design sessions in prototyping new systems for the purpose of enhancing business processes, operations, and information process flow.

Review and analyze the effectiveness and efficiency of existing systems and develop strategies for improving or further leveraging these systems.

Prepare and deliver reports, recommendations, or alternatives that address existing and potential trouble areas in operating systems across the organization.

Collaborate in the planning, design, development, and deployment of new applications, and enhancements to existing applications.

Create system design proposals. Perform cost-benefit and return on investment analyses for proposed systems to

aid management in making implementation decisions. Ensure compatibility and interoperability of in-house computing systems. Create systems models, specifications, diagrams and charts to provide direction to

system programmers. Identify and establish scope and parameters of systems analysis in order to define

outcome criteria and measure-taking actions. Coordinate and perform in-depth tests, including end-user reviews, for modified

and new systems, and other post-implementation support. Provide orientation and training to end users for all modified and new systems. Conduct research on software and hardware products to justify recommendations

and to support purchasing efforts. Provide guidance and/or instruction to junior staff members.


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College diploma or university degree in the field of business administration, computer science, accounting, or management information systems and […] years related work experience.

Proven experience in overseeing the design, development, and implementation of software and hardware solutions, systems, or products.

Working technical knowledge of […] programming languages. Working knowledge of network and PC operating systems, including […]. Working knowledge of current network hardware, protocols, and standards,

including […]. Extensive practical knowledge in importing data for use in report software,

spreadsheets, graphs, and flow charts. Extensive experience with core software applications, including […]. Proven experience in the operation and analysis of database hardware, software,

and standards, as well as data retrieval methodologies and mainframe applications.

Demonstrated project management skills. Excellent analytical, mathematical, and creative problem-solving skills. Excellent understanding of the organization’s goals and objectives. Excellent written and oral communication skills. Excellent listening and interpersonal skills. Logical and efficient. Keen attention to detail. Ability to conduct research into systems issues and products as required. Ability to communicate ideas in both technical and user-friendly language. Highly self motivated and directed. Ability to effectively prioritize and execute tasks in a high-pressure environment. Strong customer service orientation. Experience working in a team-oriented, collaborative environment.

Work Conditions



peripherals.


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Job Description – Change Management Specialist Title Change Management Specialist Description The Change Management Specialist’s role is to facilitate the adoption of new or improved processes and/or procedures across the organization. These changes in governance could include technology implementations, workforce/human resources transformations, and corporate policies. The Change Management Specialist will oversee the development and deployment of change management methodologies and procedures to guide the adoption process. This individual will apply proven communication, analytical, and problem-solving skills to help maximize the benefit of organizational directives and their business goals. Responsibilities

Work with senior management and/or the executive team to strategize and establish a core change schema that meets organization objectives and goals.

Meet with decision-makers, systems owners, and end users to define business and operations requirements and systems goals.

Assess change management requirements for deploying new or improved technologies, standards, practices, policies, and procedures, and apply them to the appropriate business activities.

Perform detailed problem analyses and scenarios; make or implement recommendations to mitigate change risk and business impact.

Perform cost-benefit and return on investment analyses for proposed changes to aid management in making implementation decisions.

Develop methodologies/processes that support the monitoring of change control successes in areas targeted for improvement.

Ensure that methodologies/processes are standardized and utilized for all forms of change.

Coordinate and perform in-depth tests, including end-user reviews, for modifying and/or enhancing change management processes.

Build an understanding of internal and external service level agreements/key performance indicators, and work to ensure they are minimally affected by changes.

Provide project management support for major initiatives involving organizational change (i.e. mergers and acquisitions).

Communicate change management procedures to senior managers; develop materials dedicated to end-user awareness of change issues.


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Develop timeframes for process changes in order to support company objectives and business goals.

Communicate process changes, enhancements, and modifications – verbally or through written documentation – to management, staff, and other employees so that issues are well understood as they are resolved.

Investigate and deploy software tools that track and support change management, as well as requests for change.

Collaborate with developers and other IT staff to guide software and systems change controls.

Assist in the development of testing requirements and backout plans. Position Requirements

College diploma or university degree in the field of business administration, organizational development, or computer science, and […] years related work experience.

Proven experience with change management practices, process flow analysis, and methodology development.

Experience overseeing the design, development, and implementation of change management facilitation programs and process review.

Internal or external consulting skills in assessing, analyzing, and synthesizing change controls across a broad range of departmental environments.

Familiarity with the ITIL Change Management standard. Strong understanding of business processes, with a flair for business

administration and human capital management. Demonstrated level of emotional intelligence and understanding of organizational

behavior/psychology. Able to efficiently perform corporate cultural analysis and create change

strategies that are flexible and adaptive. Strong project management and project management software skills. Able to document change control procedures in a user-friendly language. Dedication to organizational improvement and excellence. Able to exercise independent judgement and take action on it. Excellent listening, interpersonal, and oral communication skills. Excellent understanding of the organization’s goals and objectives. Ability to effectively prioritize and execute tasks while under pressure. Logical and efficient, with keen attention to detail. Highly self motivated and directed. Working technical knowledge of […] software tools. Knowledge of […] programming languages, operating systems, and databases. Experience working in a team-oriented, collaborative environment.


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Work Conditions

Occasional evening and weekend work to meet deadlines. On-call availability. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard or mouse, and to

handle other computer components.


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Job Description – Chief Information Officer Title Chief Information Officer Description The Chief Information Officer’s role is to provide vision and leadership for developing and implementing information technology initiatives. The Chief Information Officer directs the planning and implementation of enterprise IT systems in support of business operations in order to improve cost effectiveness, service quality, and business development. This individual is responsible for all aspects of the organization’s information technology and systems. Responsibilities

Participate in strategic and operational governance processes of the business organization as a member of the senior management team.

Lead IT strategic and operational planning to achieve business goals by fostering innovation, prioritizing IT initiatives, and coordinating the evaluation, deployment, and management of current and future IT systems across the organization.

Develop and maintain an appropriate IT organizational structure that supports the needs of the business.

Establish IT departmental goals, objectives, and operating procedures. Act as an advocate for the organization’s IT vision via regular written and in-

person communications with the organization’s executives, department heads, and end users.

Identify opportunities for the appropriate and cost-effective investment of financial resources in IT systems and resources, including staffing, sourcing, purchasing, and in-house development.

Assess and communicate risks associated with IT investments. Develop, track, and control the information technology annual operating and

capital budgets. Develop business case justifications and cost/benefit analyses for IT spending and

initiatives. Coordinate and facilitate consultation with stakeholders to define business and

systems requirements for new technology implementations. Ensure continuous delivery of IT services through oversight of service level

agreements with end users and monitoring of IT systems performance. Ensure IT system operation adheres to applicable laws and regulations. Establish lines of control for current and proposed information systems.


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Define and communicate corporate plans, policies, and standards for the organization for acquiring, implementing, and operating IT systems.

Direct development and execution of an enterprise-wide disaster recovery and business continuity plan.

Approve, prioritize, and control projects and the project portfolio as they relate to the selection, acquisition, development, and installation of major information systems.

Review hardware and software acquisition and maintenance contracts and pursue master agreements to capitalize on economies of scale.

Assess and make recommendations on the improvement or re-engineering of the IT organization.

Keep current with trends and issues in the IT industry, including current technologies and prices. Advise, counsel, and educate executives and management on their competitive or financial impact.

Promote and oversee strategic relationships between internal IT resources and external entities, including government, vendors, and partner organizations.

Supervise recruitment, development, retention, and organization of all IT staff in accordance with corporate budgetary objectives and personnel policies.


University degree in the field of computer science or business administration. Master’s degree in one these fields preferred.

[…] years experience managing and/or directing an IT operation. […] years experience working in the […] industry. Experience in strategic planning and execution. Considerable knowledge of business theory, business processes, management,

budgeting, and business office operations. Substantial exposure to data processing, hardware platforms, enterprise software

applications, and outsourced systems, including […]. Good understanding of computer systems characteristics, features, and integration

capabilities. Experience with systems design and development from business requirements

analysis through to day-to-day management. Proven experience in IT planning, organization, and development. Excellent understanding of project management principles. Superior understanding of the organization’s goals and objectives. Demonstrated ability to apply IT in solving business problems. In-depth knowledge of applicable laws and regulations as they relate to IT. Strong understanding of human resource management principles, practices, and

procedures. Proven leadership ability. Ability to set and manage priorities judiciously. Excellent written and oral communication skills.


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Excellent interpersonal skills. Strong negotiating skills. Ability to present ideas in business-friendly and user-friendly language. Exceptionally self-motivated and directed. Keen attention to detail. Superior analytical, evaluative, and problem-solving abilities. Exceptional service orientation. Ability to motivate in a team-oriented, collaborative environment.

Work Conditions

On-call availability and periodic overtime. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, and other

computing equipment.


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Job Description – Database Analyst Title Database Analyst Description The Database Analyst’s role is to direct, evaluate, review, and manage database resources and services across the organization while ensuring high levels of data quality. This individual is also responsible for developing, implementing, and overseeing database policies and procedures to ensure the integrity and availability of databases and their accompanying software. Where required, the Database Analyst will design, install, monitor, maintain, and performance tune production databases. Responsibilities

Develop and administer strategies for the control and sharing of company database resources and services.

Ensure the stability and reliability of data access and data quality across the organization via ongoing database support and maintenance.

Analyze user requirements for reports, forms, queries, and data extraction. Develop and deploy end-user practices and tools for data extraction, queries, and

data manipulation in accordance with business processes. Provide end-user training as necessary with regards to the effective and efficient

use of database tools and resources. Monitor database system details within the database, including stored procedures

and execution time, and implement efficiency improvements. Create and document models for new database development and/or changes to

existing ones through data flowcharting. Work with application development staff to develop database architectures,

coding standards, and quality assurance policies and procedures. Assist with the installation and configuration of relevant network components to

ensure database access, consistency, and integrity. Develop long-term goals for production databases in conjunction with data

owners and department managers. Respond to and resolve database access and performance issues. Design and implement redundant systems, policies, and procedures for disaster

recovery and data archiving to ensure effective protection and integrity of data assets.

Advise on the allocation of physical data storage for database systems. Develop, implement, and maintain change control and testing processes for

modifications to databases.


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Conduct research and make recommendations on database products, services, protocols, and standards in support of procurement and development efforts.

Perform database transaction and security audits. Manage and/or provide guidance to junior members of the team.


College diploma or university degree in the field of computer science or related field and/or […] years equivalent work experience.

Certifications in […]. Strong understanding of database structures, theories, principles, and practices. Excellent understanding of, and experience with, server-client computing and

relational database environments. In-depth experience with data management and data processing flowcharting

techniques. Broad knowledge of reporting and query tools and practices. Working technical experience with designing, building, installing, configuring

and supporting database servers, including […]. Hands-on database tuning and troubleshooting experience. Good understanding of the organization’s goals and objectives. Knowledge of applicable data privacy practices and laws. Good interpersonal, written, and oral communication skills. Strong technical documentation skills. Ability to conduct research into database issues, standards, and products. Ability to present ideas in user-friendly language. Highly self motivated and directed, with keen attention to detail. Proven analytical and problem-solving abilities. Able prioritize and execute tasks in a high-pressure environment. Strong customer service orientation. Experience working in a team-oriented, collaborative environment.

Work Conditions

On-call availability for […] days per month. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, and to


peripherals.


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Job Description – Desktop Technician Title Desktop Technician Description The Desktop Technician’s role is to provide a single point of contact for end-users to receive support and maintenance within the organization’s desktop computing environment. This includes installing, diagnosing, repairing, maintaining, and upgrading all PC hardware and equipment to ensure optimal workstation performance. The person will also troubleshoot problem areas (in person, by telephone, or via e-mail) in a timely and accurate fashion, and provide end-user assistance where required. Responsibilities

Perform on-site analysis, diagnosis, and resolution of complex desktop problems for end-users, and recommend and implement corrective solutions, including off-site repair for remote users as needed.

Install, configure, test, maintain, monitor, and troubleshoot end-user workstations and related hardware and software in order to deliver required desktop service levels.

Assess the need for and implement performance upgrades to PC boxes, including the installation of CPUs, I/O and NIC cards, hard disks, ribbon cables, hard drives, RAM, memory chips, CD-ROMs, and so on.

Collaborate with LAN technicians/network administrators to ensure efficient operation of the company’s desktop computing environment.

Where required, administer and resolve issues with associated end-user workstation networking software products.

Receive and respond to incoming calls, pages, and/or e-mails regarding desktop problems.

Answer to and perform moves, adds, and changes (MAC) requests as they are submitted by line managers.

Ensure that physical desktop connections (i.e. RJ-45 Ethernet jacks, RJ-11 telephone modem jacks, connectors between PCs and servers, etc.) are in proper working order.

Prepare tests and applications for monitoring desktop performance, then provide performance statistics and reports.

Assist in preparing, maintaining, and upholding procedures for logging, reporting, and statistically monitoring desktop operations.

Develop and maintain an inventory of all monitors, keyboards, hard drives, modems, network cards, and other components and equipment.


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Accurately document instances of desktop equipment or component failure, repair, installation, and removal.

If necessary, liaise with third-party support and PC equipment vendors. Conduct research on desktop products in support of PC procurement and

development efforts. Evaluate and recommend products for purchase. Assist in developing long-term strategies and capacity planning for meeting future

desktop hardware needs. Write technical specifications for purchase of PCs, desktop hardware and related

products. Position Requirements

College diploma or university degree in the field of computer science and/or […] years equivalent work experience.

Certifications in […]. Excellent technical knowledge of PC and desktop hardware, including […]. Excellent technical knowledge of PC internal components, including […]. Hands-on hardware troubleshooting experience. Extensive equipment support experience with […]. Working technical knowledge of current protocols, operating systems, and

standards, including […]. Ability to operate tools, components, and peripheral accessories. Able to read and understand technical manuals, procedural documentation, and

OEM guides. Ability to conduct research into PC issues and products as required. Effective interpersonal skills and relationship-building skills. Strong written and oral communication skills. Ability to present ideas in user-friendly language. Understanding of the organization’s goals and objectives. Analytical and problem-solving abilities, with keen attention to detail. Self motivated and directed, with the ability to effectively prioritize and execute

tasks in a high-pressure environment. Experience working in a team-oriented, collaborative environment. Strong customer-service orientation.

Work Conditions

On-call availability for […] days per month. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, hand and

power tools, and to handle other computer components. Lifting and transporting of heavy to moderately heavy objects, such as computers

and peripherals.


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Job Description – Director of Information Technology Title Director of Information Technology Description The Director of Information Technology’s primary responsibility is to oversee the streamlined operation of the IT department and to ensure it aligns with the business objectives of the organization. This individual’s principal goals are to develop and manage application portfolios for each department and to attain all IT service level agreements for the user community within the organization. The Director of IT will plan, coordinate, direct, and design all operational activities of the IT department, as well as provide direction and support for IT solutions that enhance mission-critical business operations. The Director of IT will work closely with decision makers in other departments to identify, recommend, develop, implement, and support cost-effective technology solutions for all aspects of the organization. Responsibilities

Formulate and deploy long-term strategic plans for acquiring and enabling efficient and cost-effective information processing and communication technologies.

Manage IT department operational and strategic planning, including business requirements, project planning, and organizing and negotiating the allocation of resources.

Where necessary, re-engineer applications support to ensure it aligns with business processes, tactical planning, and strategic vision.

Define and communicate project milestones, service level agreements, and resource allocation to executive team, department leads, support staff, and end users.

Develop and review budgets for and from IT department divisions and ensure they comply with stated goals, guidelines, and objectives.

Review performance of IT systems to determine operating costs, productivity levels, and upgrade requirements.

Benchmark, analyze, report on, and make recommendations for the improvement of the IT infrastructure and IT systems.

Develop bid requirements for all hardware and software upgrades, reviews submitted bids for compliance with stated requirements, and makes the appropriate award.

Authorize and oversee the deployment, monitoring, maintenance, development, and support of all hardware and software based on department needs.


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Develop business case justifications and cost/benefit analyses for IT spending and initiatives.

Direct research on potential technology solutions and implementations in support of new initiatives, opportunities, and procurement efforts.

Oversee provision of end-user services, including help desk and technical support services.

Develop and implement all IT policies and procedures, including those for architecture, security, disaster recovery, standards, purchasing, and service provision.

Oversee negotiation and administration of vendor, outsourcer, and consultant contracts and service agreements.

Manage IT staffing, including recruitment, supervision, scheduling, development, evaluation, and disciplinary actions.

Establish and maintain regular written and in-person communications with the organization’s executives, department heads, and end users regarding pertinent IT activities.


University degree in the field of computer science or information systems and […] years related work experience. Master’s degree in either of these fields or Master of Business Administration with technology as a core component preferred.

Certifications in […]. […] years experience managing and/or directing an IT operation. Proven experience in IT infrastructure strategic planning and development,

project management, and policy development. Good understanding and technical knowledge of current network and PC

operating systems, hardware, protocols, and standards, including […]. Experience with systems design and development from business requirements

analysis through to day-to-day management. Knowledge of business theory, business processes, management, budgeting, and

business office operations. Superior understanding of the organization’s goals and objectives. Demonstrated ability to apply IT in solving business problems. In-depth knowledge of applicable laws and regulations as they relate to IT. Strong understanding of human resource management principles, practices, and

procedures. Strong leadership skills. Excellent written, oral, and interpersonal communication skills. Ability to conduct and direct research into IT issues and products. Ability to present ideas in business-friendly and user-friendly language. Highly self-motivated, self-directed, and attentive to detail. Ability to effectively prioritize and execute tasks in a high-pressure environment.


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Extensive experience working in a team-oriented, collaborative environment. Work Conditions

On-call availability for […] days per month. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, power

tools, and to handle other computer components. Occasional inspection of cables in floors and ceilings. Lifting and transporting of moderately heavy objects, such as computers and

peripherals.


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Job Description – Help Desk Manager Title Help Desk Manager Description The Help Desk Manager’s role is to oversee the entire Help Desk staff and ensure that end users are receiving the appropriate assistance. This includes the responsibility of managing all procedures related to the identification, prioritization, and resolution of end user help requests, including the monitoring, tracking, and coordination of Help Desk functions. The Help Desk Manager will also contribute to problem resolution by giving in-person, hands-on support to end users at the desktop level. Responsibilities

Manage the processing of incoming calls to the Help Desk via both telephone and e-mail to ensure courteous, timely, and effective resolution of end user issues.

Design and enforce request handling and escalation policies and procedures. Establish and enforce Help Desk service levels agreements in consultation with

end users to establish problem resolution expectations and timeframes. Coordinate and/or perform hands-on fixes at the desktop level, including

installing and upgrading software, installing hardware, implementing file backups, and configuring systems and applications.

Monitor and test fixes to ensure problems have been adequately resolved. Access software updates, drivers, knowledge bases, and frequently asked

questions resources on the Internet to aid in problem resolution. Analyze performance of Help Desk activities and documented resolutions,

identify problem areas, and devise and deliver solutions to enhance quality of service and to prevent future problems.

Track and analyze trends in Help Desk requests and generate statistical reports. Assess need for any system reconfigurations (minor or significant) based on

request trends and make recommendations. Identify, recommend, develop, and implement end user training programs to

increase computer literacy and self-sufficiency. Oversee development and dissemination of help sheets, usage guides, and FAQ

lists for end users. Prepare budget proposals and operational expenditure statements. Collaborate with other departments to identify and/or procure Help Desk software

for internal staff and external clients. Conduct research on emerging products, services, protocols, and standards in

support of help desk technology procurement and development efforts.


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Attend training seminars, conferences, and trade shows to broaden knowledge of current and future Help Desk issues and technologies.

Liaise with vendors for the procurement of new systems technologies, oversee installation, and resolve adaptation issues.

Oversee the development, implementation, and administration of help desk staff training procedures and policies.

Train, coach, and mentor Help Desk Technicians and other junior staff. Plan and conduct performance appraisals of Help Desk staff, administer

disciplinary action, raises, bonuses, and promotions when necessary. Position Requirements

College diploma or university degree in the field of computer science, information sciences, or related field and/or […] years equivalent work experience.

Certifications in […]. Exceptional knowledge of computer hardware, including […]. Deep-seated experience with desktop and server operating systems, including

[…]. Extensive application support experience with […] and knowledge of

programming languages, including […]. Working knowledge of a range of diagnostic utilities, including […]. Demonstrated progressive experience in the management of a technical support

team. Proven track record of developing and providing Service Level Agreements and

Help Desk deliverables. Solid relationship management and performance management skills. Ability to motivate and direct staff members and subordinates. Strong understanding of the organization’s goals and objectives. Exceptional written and oral communication skills. Exceptional interpersonal skills, with a focus on listening and questioning skills. Strong documentation skills. Ability to conduct research into a wide range of computing issues as required. Ability to absorb and retain information quickly. Ability to present ideas in user-friendly language to non-technical staff and end

users. Keen attention to detail. Proven analytical and problem-solving abilities. Ability to effectively prioritize and execute tasks in a high-pressure environment. Exceptional customer service orientation. Experience working in a team-oriented, collaborative environment.


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Work Conditions

Additional working hours as required. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, power


peripherals. Some travel may be required.


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Job Description – Help Desk Technician Title Help Desk Technician Description The Help Desk Technician’s role is to ensure proper computer operation so that end users can accomplish business tasks. This includes receiving, prioritizing, documenting, and actively resolving end user help requests. Problem resolution may involve the use of diagnostic and help request tracking tools, as well as require that the individual give in-person, hands-on help at the desktop level. Responsibilities

Field incoming help requests from end users via both telephone and e-mail in a courteous manner.

Document all pertinent end user identification information, including name, department, contact information, and nature of problem or issue.

Build rapport and elicit problem details from help desk customers. Prioritize and schedule problems. Escalate problems (when required) to the

appropriately experienced technician. Record, track, and document the help desk request problem-solving process,

including all successful and unsuccessful decisions made, and actions taken, through to final resolution.

Apply diagnostic utilities to aid in troubleshooting. Access software updates, drivers, knowledge bases, and frequently asked

questions resources on the Internet to aid in problem resolution. Identify and learn appropriate software and hardware used and supported by the

organization. Perform hands-on fixes at the desktop level, including installing and upgrading

software, installing hardware, implementing file backups, and configuring systems and applications.

Install anti-virus software. Performing preventative maintenance, including checking and cleaning of

workstations, printers, and peripherals. Test fixes to ensure problem has been adequately resolved. Perform post-resolution follow-ups to help requests. Evaluate documented resolutions and analyze trends for ways to prevent future

problems. Develop help sheets and frequently asked questions lists for end users.


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Certifications in […]. Knowledge of basic computer hardware, including […]. Experience with desktop and server operating systems, including […]. Extensive application support experience with […]. Knowledge of programming languages, including […]. Working knowledge of a range of diagnostic utilities, including […]. Good understanding of the organization’s goals and objectives. Exceptional written and oral communication skills. Exceptional interpersonal skills, with a focus on rapport-building, listening, and

questioning skills. Strong documentation skills. Ability to conduct research into a wide range of computing issues as required. Ability to absorb and retain information quickly. Ability to present ideas in user-friendly language. Highly self motivated and directed. Keen attention to detail. Proven analytical and problem-solving abilities. Ability to effectively prioritize and execute tasks in a high-pressure environment. Exceptional customer service orientation. Experience working in a team-oriented, collaborative environment.

Work Conditions

Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, power


peripherals.


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Job Description – Mainframe Computer Operator Title Mainframe Computer Operator Description The Mainframe Computer Operator’s role is to observe and control the company’s mainframe computer systems and peripheral equipment for the purpose of uninterrupted data processing, operating runs, and batch program jobs. This includes monitoring system consoles for error indicators, error messages, failures, and peripheral malfunctions. The Mainframe Computer Operator will apply proven analytical and problem-solving skills to identify, diagnose, and resolve malfunctions to achieve system or network recovery. Responsibilities

Strategy & Planning o Prepare and deliver reports, recommendations, or alternatives that address

existing and potential trouble areas in mainframe systems. o Conduct research on hardware and software products to justify

recommendations and to support purchasing efforts.

Acquisition & Deployment o None

Operational Management

o Operate mainframe computers, system software applications, and peripheral equipment and monitor production printouts, reports, and files to ensure optimal performance and uphold quality standards.

o Adjust, manipulate, and respond to console requests, commands, workflow procedures, and job runs.

o Operate and maintain peripheral equipment as required, including tape drives, hard disk drives, printers, and consoles.

o Analyze, diagnose, and resolve system errors, malfunctions, mis-configurations, and job stoppages to maintain services, enhance capabilities, and prevent system outages.

o Seek assistance from technical staff to resolve production issues and escalate system problems as appropriate.

o Adhere to computer room security procedures. o Maintain turnover logs, problem logs, tape logs, access logs, and user

problem report logs. o Troubleshoot and resolve end-user issues, and assist with end-user

questions or programming inquiries.


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o Where required, perform system backups to tape. o Assist in development and drafting of operating instruction documents and

data analysis methodologies for use by other personnel. o Provide guidance and/or instruction to junior staff members.


Formal Education & Certification o Minimum of high school education or equivalent, and […] years related

work experience. Bachelor’s degree in computer science preferred. o Certifications or technical training, such as […].

Knowledge & Experience

o Proven experience in the operation of […] mainframe hardware, software, and standards, as well as data analysis and processing methodologies.

o Extensive practical knowledge of data input and output procedures, job control processes, and system backup protocols.

o Extensive experience with core software applications, including […]. o Working technical knowledge of […] programming languages. o Knowledge of production schedules o Good understanding of the organization’s goals and objectives.

Personal Attributes

o Strong customer service orientation. o Excellent analytical, problem-solving, and mathematical skills. o Excellent listening and interpersonal skills. o Ability to effectively prioritize and execute tasks in a high-pressure

environment. o Ability to conduct research into systems issues as required. o Highly self motivated and directed. o Keen attention to detail. o Skilled at working within a team-oriented, collaborative environment.

Work Conditions

40-hour on-site work week with on-call availability for […] days per month. Weekend and shift required to meet 24x7 production schedules. […]% travel required. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, and to

handle other computer components. Lifting and transporting of heavy to moderately heavy objects, such as computer

equipment and peripherals.


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Job Description – Network Administrator Title Network Administrator Description The Network Administrator’s role is to ensure the stable operation of the in-house computer network. This includes planning, developing, installing, configuring, maintaining, supporting, and optimizing all network hardware, software, and communication links. The person will also analyze and resolve end user hardware and software computer problems in a timely and accurate fashion, and provide end user training where required. Responsibilities

Manage servers, including e-mail, print, and backup servers and their associated operating systems and software.

Manage security solutions, including firewall, anti-virus, and intrusion detection systems.

Manage all network hardware and equipment, including routers, switches, hubs, and UPSs.

Oversee installation, configuration, maintenance, and troubleshooting of end user workstation hardware, software, and peripheral devices.

Ensure network connectivity of all workstations. Administer all equipment, hardware and software upgrades. Perform network design and capacity planning. Conduct research on network products, services, protocols, and standards in

support of network procurement and development efforts. Interact and negotiate with vendors, outsourcers, and contractors to secure

network products and services. Develop, implement and maintain policies, procedures and associated training

plans for network resource administration, appropriate use, and disaster recovery. Practice network asset management, including maintenance of network

component inventory and related documentation and technical specifications information.

Establish service level agreements with end users. Administer and maintain end user accounts, permissions, and access rights. Perform server and security audits. Perform system backups and recovery. Monitor and test network performance and provide network performance statistics

and reports.


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Recommend, schedule, and perform network improvements, upgrades, and repairs.

Manage and/or provide guidance to junior members of the team. Position Requirements


Certifications in […]. Working technical knowledge of network and PC operating systems, including

[…]. Extensive application support experience with […]. Working technical knowledge of current network hardware, protocols, and

standards, including […]. Hands-on hardware troubleshooting experience. Good understanding of the organization’s goals and objectives. Knowledge of applicable data privacy practices and laws. Strong written and oral communication skills. Strong interpersonal skills. Ability to conduct research into networking issues and products as required. Ability to present ideas in user-friendly language. Highly self motivated and directed. Keen attention to detail. Proven analytical and problem-solving abilities. Ability to effectively prioritize and execute tasks in a high-pressure environment. Strong customer service orientation. Experience working in a team-oriented, collaborative environment.

Work Conditions



peripherals.


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Job Description – Network Analyst Title Network Analyst Description The Network Analyst’s role is to design, build, and implement network systems across the enterprise. This includes planning, developing, installing, configuring, maintaining, supporting, and optimizing all local and wide area network connections, corporate servers, associated software, and communication links. This person will also troubleshoot network performance issues, as well as analyze network traffic and provide capacity planning solutions. Responsibilities

Monitor and analyze network performance across the organization’s LANs, WANs, and wireless deployments.

Ensure the stable operation and efficient performance of company networks. Plan and implement any improvement, modification, or replacement of network

infrastructure components. Monitor system capacity to determine its affect on performance and recommend

enhancements to meet new or changing network demands. Identify and remedy network performance bottlenecks. Configure and troubleshoot servers, including e-mail, print, and backup servers

and their associated operating systems and software. Install and configure all network hardware and equipment, including routers,

switches, hubs, UPSs, and so on. Inspect, maintain, and where necessary replace network cabling, voice/data jacks,

and other network-related equipment. Ensure network and IP connectivity of all workstations, application servers, and

back-end office infrastructure. Plan and manage budgeting for network hardware and software procurement. Conduct research on network products, services, protocols, and standards in

support of network procurement and development efforts. Interact and negotiate with vendors, outsourcers, and contractors to secure

network products and services. Develop and implement policies for network asset management, including

maintenance of network component inventory, related documentation, and technical specifications information.

Develop and implement policies, procedures, and associated training for network resource administration, appropriate use, and disaster recovery.

Establish connectivity and uptime service level agreements.


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Certifications in […]. Extensive hands-on technical knowledge of network systems, protocols, and

standards such as Ethernet, Token ring, LAN, WAN, frame relay, xDSL, TCP/IP, ATM, T1, 802.11x, and so on.

Strong knowledge of network management and analysis tools, including […]. Extensive client/server and operating system experience with […]. Experience working in a switched and routed environment. Hardware, software, and network connection troubleshooting experience. Working technical knowledge of current network hardware, including […]. Skilled at installing/configuring hubs, switches, routers, bridges, etc. Knowledge of […] anti-virus software, […] firewalls, intrusion detection systems,

and other network security measures. Good understanding of the organization’s goals and objectives. Knowledge of applicable data privacy practices and laws. Strong written and oral communication skills. Strong interpersonal skills. Able to conduct research into networking issues and products as required. Ability to present ideas in user-friendly language. Highly self motivated and directed. Keen attention to detail. Proven analytical and problem-solving abilities. Ability to prioritize and execute tasks in a high-pressure environment. Strong customer service orientation. Experience working in a team-oriented, collaborative environment.

Work Conditions

On-call availability for […] days per month. Sitting for extended periods of time. Dexterity of hands and fingers to operate power tools, computer keyboard, mouse,

and to handle other computer components. Occasional inspection of cables in floors and ceilings. Lifting and transporting of moderately heavy objects, such as computers and

peripherals.


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Job Description – Network Engineer Title Network Engineer Description The Network Engineer’s role is to ensure the stability and integrity of in-house voice, data, video, and wireless network services. This is achieved by planning, designing, and developing local area networks (LANs) and wide area networks (WANs) across the organization. In addition, the Network Engineer will participate with the installation, monitoring, maintenance, support, and optimization of all network hardware, software, and communication links. This individual will also analyze and resolve network hardware and software problems in a timely and accurate fashion, and provide end user training where required. Responsibilities

Design and deploy company LANs, WANs, and wireless networks, including servers, routers, hubs, switches, UPSs, and other hardware.

Configure networks to ensure their smooth and reliable operation for fulfilling business objectives and processes.

Monitor network performance and troubleshoot problem areas as needed. Collaborate with executive management and department leaders to assess near-

and long-term network capacity needs. Create and maintain documentation as it relates to network configuration, network

mapping, processes, and service records. Oversee installation, configuration, maintenance, and troubleshooting of end user

workstation hardware, software, and peripheral devices. Ensure network connectivity of all servers, workstations, telephony equipment,

fax machines, and other network appliances. Manage servers, including database, e-mail, print, and backup servers and their

associated operating systems and software. Develop, implement and maintain policies, procedures, and associated training

plans for network administration, usage, and disaster recovery. Conduct research on network products, services, protocols, and standards to

remain abreast of developments in the networking industry. Practice network asset management, including maintenance of network

component inventory and related documentation and technical specifications information.

Monitor and test network performance and provide network performance statistics and reports.

Oversee new and existing equipment, hardware, and software upgrades.


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Participate in managing all network security solutions. Perform server and security audits, and system backups and recovery. Interact and negotiate with vendors, outsourcers, and contractors to secure

network products and services. Manage and/or provide guidance to junior members of the team.


University degree in computer science or electrical engineering and/or […] years equivalent work experience.

Certifications in […]. Proven experience and success with LAN, WAN, WLAN, and WWAN design

and implementation. Proven experience with network capacity planning, network security principles,

and general network management best practices. Strong, hands-on technical knowledge of network and PC operating systems,

including […]. Excellent knowledge of telephony systems, including […]. Working technical knowledge of current network hardware, protocols, and

Internet standards, including […]. Excellent hardware troubleshooting experience. Extensive application support experience with […]. Competence with testing tools and procedures for voice and data circuits. Good understanding of the organization’s goals and objectives. Knowledge of applicable data privacy practices and laws. Strong interpersonal, written, and oral communication skills. Able to conduct research into networking issues and products as required. Ability to present ideas in user-friendly language. Highly self motivated and directed, with keen attention to detail. Proven analytical and problem-solving abilities. Able to effectively prioritize tasks in a high-pressure environment. Strong customer service orientation. Experience working in a team-oriented, collaborative environment.

Work Conditions



peripherals.


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Job Description – Telecommunications Analyst Title Telecommunications Analyst Description The Telecommunications Analyst’s role is to coordinate strategies for – and ensure the integrity of – in-house voice, data, and video equipment and its associated network connections. This includes configuring and optimizing all telephone systems and services, voicemail and PBX communication systems, and video conferencing environments, both internally and those integrated with Internet-based services. Also, the Telecommunications Analyst’s mandate will be to maintain SLAs for all organizational telecom applications. Responsibilities

Design and support telecommunications infrastructure and its associated software, including PBXs, call management systems, voice mail, interactive voice response, and video conferencing systems.

Integrate these systems with enterprise LANs, WANs, wireless LANs, and Internet-based services and protocols.

Assist with the installation and troubleshooting of telecom systems. Plan the telecommunications strategies for company call center to ensure that

efficient and effective customer interaction is achieved. Monitor and identify capacity and performance issues for telecom traffic to ensure

continued, uninterrupted operation of telecom systems. Generate telecommunications usage and network traffic reports. Configure, test, maintain, monitor, and troubleshoot end user telecommunications,

telephony, and voice/data software products. Perform analysis, diagnosis, and resolution of telecommunications problems for

end users; recommend and implement corrective solutions. Conduct frame relay, ISDN, and […] switch maintenance. Modify and/or rearrange telecommunications systems to accommodate additional

services or changes. Conduct testing and development disaster recovery plans to detect faults,

minimize malfunctions, and back up systems. Assist in developing long-term strategies and capacity planning for meeting future

telecommunications network needs. Assist in developing, implementing, and maintaining policies, procedures, and

training plans for telecommunication system’s appropriate use. Remain current on new products, services, protocols, and standards in support of

telecom systems development and equipment procurement.


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Where necessary, liaise with equipment vendors during installations, acquisition negotiations, and hardware performance issues.

Assist with Inspection, testing, and maintenance of telephone lines, circuits, trunks, and associated wiring and cabling.


College diploma or university degree in the field of telecommunications or computer science and/or […] years equivalent work experience.

Certifications in […]. Working technical knowledge of PBX, voice mail, interactive voice services, call

management systems, and telecommunications accounting systems, including […].

Strong hands-on knowledge of the configuration and optimization of telecommunications equipment, video teleconferencing equipment, and voice/data equipment, including […].

Working technical knowledge of current Internet and network protocols, operating systems, and standards, including […].

Working technical knowledge of current telecommunications practices, protocols, and principles in call center environments, including […].

Knowledge of cabling and wiring systems, design, and installation. Ability to operate tools, components, peripherals, and testing accessories. Able to prioritize and execute tasks in a high-pressure environment. Ability to read and interpret technical documents and procedure manuals. Strong interpersonal skills, oral communication skills, and proven analytical and

problem-solving abilities. Strong understanding of the organization’s goals and objectives. Ability to conduct research into telecommunications issues and products. Highly self motivated and directed. Strong customer service orientation. Experience working in a team-oriented, collaborative environment.

Work Conditions

On-call availability for […]. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, power

tools, and to handle other communications/computer components. Occasional inspection of cables and wiring in floors and ceilings. Lifting and transporting of moderately heavy objects, such as telecommunications

equipment and peripherals.


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Job Description – Vice-President of Information Technology Title Vice-President of Information Technology Description Reporting directly to the CEO/President, the VP of IT’s role is to plan, coordinate, direct, and design all operational activities of the IT department, as well as provide direction and support for IT solutions that enhance mission-critical business operations. This individual will collaborate directly with the executive management team and decision makers in other departments to identify, recommend, develop, implement, and support cost-effective technology solutions for all aspects of the organization. In addition, the VP of IT’s primary goals are to develop and manage application portfolios for each department and to attain all IT service level agreements for the user community within the organization. This role also helps to provide vision and leadership for developing and implementing information technology initiatives across all areas of the organization. Responsibilities

Participate in strategic and operational governance processes of the business organization as a member of the senior management team.

Lead IT strategic and operational planning to achieve business goals by fostering innovation, prioritizing IT initiatives, and coordinating the evaluation, deployment, and management of current and future IT systems across the organization.

Develop and maintain an appropriate IT organizational structure that supports the needs of the business.

Establish IT departmental goals, objectives, and operating procedures. Act as an advocate for the organization’s IT vision via regular written and in-

person communications with the organization’s executives, department heads, and end users.

Identify opportunities for the appropriate and cost-effective investment of financial resources in IT systems and resources, including staffing, sourcing, purchasing, and in-house development.

Assess and communicate risks associated with IT investments. Develop, track, and control the information technology annual operating and

capital budgets. Develop business case justifications and cost/benefit analyses for IT spending and

initiatives.


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Coordinate and facilitate consultation with stakeholders to define business and systems requirements for new technology implementations.

Ensure continuous delivery of IT services through oversight of service level agreements with end users and monitoring of IT systems performance.

Ensure IT system operation adheres to applicable laws and regulations. Establish lines of control for current and proposed information systems. Define and communicate corporate plans, policies, and standards for the

organization for acquiring, implementing, and operating IT systems. Direct development and execution of an enterprise-wide disaster recovery and

business continuity plan. Approve, prioritize, and control projects and the project portfolio as they relate to

the selection, acquisition, development, and installation of major information systems.

Review hardware and software acquisition and maintenance contracts and pursue master agreements to capitalize on economies of scale.

Assess and make recommendations on the improvement or re-engineering of the IT organization.

Keep current with trends and issues in the IT industry, including current technologies and prices. Advise, counsel, and educate executives and management on their competitive or financial impact.

Promote and oversee strategic relationships between internal IT resources and external entities, including government, vendors, and partner organizations.

Supervise recruitment, development, retention, and organization of all IT staff in accordance with corporate budgetary objectives and personnel policies.


University degree in the field of computer science, information systems, or business administration. Master’s degree in either of these fields with technology as a core component preferred.

[…] years experience managing and/or directing an IT operation. […] years experience working in the […] industry. Experience in strategic planning and execution. Considerable knowledge of business theory, business processes, management,

budgeting, and business office operations. Substantial exposure to data processing, hardware platforms, enterprise software

applications, and outsourced systems, including […]. Good understanding of computer systems characteristics, features, and integration

capabilities. Experience with systems design and development from business requirements

analysis through to day-to-day management. Proven experience in IT planning, organization, and development. Excellent understanding of project management principles. Superior understanding of the organization’s goals and objectives.


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Demonstrated ability to apply IT in solving business problems. In-depth knowledge of applicable laws and regulations as they relate to IT. Strong understanding of human resource management principles, practices, and

procedures. Proven leadership ability. Ability to set and manage priorities judiciously. Excellent written and oral communication skills. Excellent interpersonal skills. Strong negotiating skills. Ability to present ideas in business-friendly and user-friendly language. Exceptionally self-motivated and directed. Keen attention to detail. Superior analytical, evaluative, and problem-solving abilities. Exceptional service orientation. Ability to motivate in a team-oriented, collaborative environment.

Work Conditions

On-call availability for […] days per month. Sitting for extended periods of time. Dexterity of hands and fingers to operate a computer keyboard, mouse, and to

handle other computer components. Overtime required.


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Job Description – Webmaster Title Webmaster Description The Webmaster’s role is to coordinate the planning, maintenance, and accessibility of Web site content in a way that ensures the consistency of the Web site’s look and feel. This individual is also responsible for creating some original Web site content. Understanding of a variety of Web development languages is required. Responsibilities

Prepare a long-term plan for Web site development and presence, including standards and guidelines for content, based on business goals and input from stakeholders.

Create and maintain a consistent Web site architectural structure. Co-ordinate with Web site departments and content creators from across the

organization. Liaise with systems experts on hardware and software issues that affect the Web

site and its availability. Program HTML pages and upload them onto the site. Ensure a consistent look and feel across the Web site by promoting uniform fonts,

formatting, icons, images, and layout, and creating appropriate templates to assist content authors.

Find, diagnose, and fix Web site problems, including broken links (both internal and external), typographical errors, and formatting inconsistencies.

Manage the acquisition and ongoing maintenance of the organization’s domain names with the appropriate registrars.

Identify, implement, and manage Web site presence and promotion opportunities, such as search engine registration and establishing pointer links from other relevant Web sites.

Recommend and implement enhancements and modifications to the Web site. Assess and itemize costs for Web site enhancements and modifications. Create and maintain an archive for Web site templates and images. Create and maintain a reference archive for older versions of the Web site and its

content. Participate in the development and integration of graphical and multimedia

components into the Web site, including audio and video, with due regard paid to appropriate compression techniques, resolution, sizes, color maps, and depths to ensure high quality and speed of delivery.

Develop, implement, and enforce Web site appropriate use and privacy policies.


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Ensure sensitive and/or classified organizational information is not inadvertently posted to the Web site.

Develop, implement, and adhere to a regular Web site maintenance policies and procedures, including end user content change request forms and posted update/maintenance schedules, to ensure site accuracy and timeliness.

Set and enforce compatibility and interoperability standards that ensure site accessibility for users with older browser versions as well as low-speed connections.

Set and enforce standards that ensure site accessibility for users with disabilities or impairments.

Monitor, analyze, and report on Web site traffic. Receive and respond to all e-mail messages for the Webmaster in a timely and

courteous fashion. Create and maintain a Frequently Asked Questions (FAQ) document for Web site

users. Analyze, report on, and take action on Web site user feedback. Create original copy for Web site features where required. Track and evaluate new standards, technologies and trends in Web site

development, design, and delivery. Assess, recommend, and purchase Web authoring, development, and publishing

tools as required. Assess competing Web sites as regards content, look and feel, and functionality,

and make improvement recommendations to our organization’s site. Position Requirements


Certifications in […]. Good knowledge of Web technologies, protocols, and tools including […]. Advanced programming experience with HTML. Strong understanding of other Internet programming languages, including […]. Working knowledge of Web authoring, development, and publishing tools,

including […]. Strong understanding of communications, marketing, and customer service

principles. Experience with computer graphic and multimedia design. Comprehensive experience with all aspects of Web site content management. Sensitivity to browser compatibility issues. Hands-on experience with Web-database integration and a range of database

platforms, including […]. Experience in gathering, analyzing, and meeting business requirements. Understanding of basic project management principles. Good understanding of the organization’s goals and objectives.


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Excellent knowledge of applicable data privacy practices and laws. Excellent written and oral communication skills. Excellent interpersonal skills. Ability to conduct research into emerging Web technologies and programming

languages. Ability to present ideas in business-friendly and user-friendly language. Highly self motivated and directed. Keen attention to detail. Good analytical and problem-solving abilities. Ability to effectively prioritize and execute tasks in a high-pressure environment. Very strong customer service orientation. Experience working in a team-oriented, collaborative environment.

Work Conditions



peripherals.


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APPENDIX I

JDE Platform and EnterpriseOne (E-1)


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JDE and EnterpriseOne (E-1)

GPA uses the JDE FMS and CMMS. However, the Authority is underutilizing this resource. GPA should consider performing a GAP analysis between its current use of the JDE modules it has purchased and current business processes to map out the transformations necessary to optimize this applications use to enhance worker and management productivity. Additionally, the Authority has already purchased a license for EnterpriseOne (E-1). This is an upgrade path from GPA’s current JDE platform. Although GPA should evaluate any upgrade of its JDE FMS and CMMS using the processes recommended above. Furthermore, if GPA chooses to go forward along this upgrade path, it must consider the necessary skills, personnel, roles, and teams to deploy E-1. These requirements are described below. The requirements will change slightly as E-1 is implemented on future Microsoft Technology. The following information is adapted from AMX, Inc. literature for internal GPA use only. IT Project Team Roles & Responsibilities

The following roles and responsibilities are critical to the success of an EnterpriseOne implementation. Some of these roles are necessary for general infrastructure support while others are specific to supporting EnterpriseOne. In some cases several roles can be filled by a single individual, but each is listed separately for completeness. The roles include:

EnterpriseOne System Administrator EnterpriseOne Deployment Analyst.

EnterpriseOne System Administrator

EnterpriseOne’s Configurable Network Computing (CNCTM) architecture provides great flexibility in the configuration of the system. A skilled EnterpriseOne System Administrator must learn to install and upgrade EnterpriseOne, apply Service Packs, configure data and logic distribution, security, transaction processing, and replication, tune the enterprise server and administer the EnterpriseOne environment. It is beneficial to designate an individual with strong technical systems background to this position. This position requires 50% - 75% of the assigned individual’s time during the Technology Implementation Project, and typically less time after Go Live. EnterpriseOne Deployment Analyst

This individual is responsible for learning the processes for deploying EnterpriseOne software to the workstation, to the Enterprise Server, and to remote Workgroup Servers. This individual should evaluate, learn and implement appropriate deployment strategies (Just-In-Time-Installation, silent installation, third-party deployment options) should learn and implement custom package build procedures, and object maintenance and management processes. This individual is also responsible for applying software modifications (i.e., ESU’s, Paper Fixes) to EnterpriseOne. It is usually


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beneficial to designate an individual with an applications support background to this position. This individual will provide back-up support to the EnterpriseOne Administrator. This position requires 25% - 50% of the assigned individual’s time during the Technology Implementation Project, and typically less time after Go Live.

Other Technical Support responsibilities to consider include:

Network Administrator o EnterpriseOne is a TCP/IP based product that requires a well-planned,

reliable network infrastructure. The Network Administrator provides support in the areas of LAN/WAN configuration, desktop and server TCP/IP configuration, addressing and name resolution.

Windows Server Administrator

o Several EnterpriseOne services run on the several versions of MS Enterprise Server. Additionally, batch applications and business function logic can be configured to execute on the Enterprise Server. The Windows Server Administrator supports and maintains EnterpriseOne code base, EnterpriseOne middleware services, print and process queues, operating system functions, nightly backups, etc.

SQL Server DBA

o EnterpriseOne uses SQL Server in the case of the Deployment Server to store Central Objects for development, and in the case of the Enterprise Server, to store Business Data and Control Tables. The viability of these databases is critical to a reliable EnterpriseOne system. The SQL Server DBA supports and maintains these databases, provides reliable backups in case of corruption, and performs database performance tuning functions.

Desktop Support Coordinator

o EnterpriseOne supports client workstations running on several Microsoft Windows workstation operating systems. These workstations require a variety of 3rd party software to interact with EnterpriseOne. These packages could include IBM Client Access, SQL Server Client, Oracle Client, C++, MS Access and others. The Desktop Support Coordinator provides installation and configuration support for all EnterpriseOne workstations.

EnterpriseOne Technical Skills Matrix

The implementation and ongoing support of EnterpriseOne requires specific roles:

CNC Administrator Application Developer Application Project Leaders


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Third Party hardware, software and network vendors.

The following skills assessment outlines the skills and tasks required for the CNC administrator to setup users, security, and distributed processing. Also they are responsible for the setup and maintenance of version control, testing of various CNC configurations and deployment of modifications throughout each environment. We have further broken down the role of a CNC Administrator to include 3 roles: CNC Administrator, System Administrator, and Database Administrator.


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Skill / Task CNC Admin System Admin Database Admin Manual / GuideAdministration - Server 1 2 Server & Workstation Administration ManualAdministration - Workstation 1 2 Server & Workstation Administration ManualDatabase - Backup and Restore procedures 2 2 1 SQL Server Admin & Implementation Database - Configuration and Optimization 3 3 1 SQL Server Admin & Implementation Database - Security 3 3 1 SQL Server Admin & Implementation Database - Commands and Syntax 2 2 1 SQL Server Admin & Implementation ESU - Installation and Configurations 1 2 Software Updates GuideMenu - Design 2 1 System AdministratorOCM - Working with Object Configuration Manager 1 2 Configurable Network Computing ImplementationOMW - Modification Rules 2 1 System AdministratorOMW - Object Management Workbench 2 1 System AdministratorOneWorld - Backup and Restore Procedures 2 1 System AdministratorOneWorld - Printers 2 2 System AdministratorOneWorld - Security 2 1 System AdministratorOneWorld - User Profiles 2 1 System AdministratorPackages - Building Packages 1 2 Package Management GuidePackages - Deploying Packages 1 2 Package Management GuidePackages - Package Management planning and setup 1 2 Package Management GuideScheduling - Job Scheduling 2 2 System AdministratorTroubleshooting - Server 2 1 Server & Workstation Administration ManualTroubleshooting - Workstations 2 2 Server & Workstation Administration ManualUnderstanding of Data-Sources 1 1 2 Configurable Network Computing ImplementationUnderstanding of Media Objects and Imaging 1 1 System AdministratorUnderstanding of Middleware 1 1 Configurable Network Computing ImplementationUnderstanding of Object Storage (Central Objects) 1 2 2 Configurable Network Computing ImplementationUnderstanding of Object Storage (Replicated Objects) 1 2 Configurable Network Computing ImplementationUnderstanding of Pathcodes and Environments 1 1 2 Configurable Network Computing ImplementationUnderstanding of the Data Dictionary 1 1 System AdministratorUnderstanding of User Defined Codes 1 1 FoundationUnderstanding of User Overrides 2 2 FoundationUndersatanding of Vocabulary Overrides 2 2 System AdministratorUndestanding of jde.ini file 1 1 System AdministratorUTB - Using the Universal Table Browser 1 1

Required Skill Level / Responsibility1- High, 2 - Medium, 3 - Low

OneWorld CNC Skills & Tasks Matrix

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