Agenda: 2006 ICT Management Workshop for International Organisations

 

2006 ICT Management Workshop for International Organisations, October 12-13

Annotated Agenda

 

Room A, World Bank, 66 Avenue Iena, 75016 PARIS

 

** Day 1 – Thursday, October 12 **

 

 

Welcome Guido Maccari: 9:00 – 9:10  

 

 

Theme 1:  Management and Organisation of ICT Services

Moderator: Soon Choi, IMF

 

 

Session 1.1: 9:10 – 10:30

Corporate ICT architecture to support Information Management

A much-discussed subject for many years, the IM/KM space has often been clouded by changing terminology and fashion – in fact, some see little difference between IM/KM and “Business Intelligence”. Meeting the IM/KM needs of organisations can be done through implementation of “mother of all solutions” highly specialized software or using content integration standards to assimilate information across a range of discrete business application systems. 

In which direction lies the future of international organisations’ IM/KM business solutions? Can there be a single solution that fits all? What is the current status of implementation initiatives? What are the main building blocks required for the underlying system architecture? Should the role of the ICT organisation be limited to providing the “container”? How to show that investment in KM/IM technologies delivers real value?

 

Jorg Werner, OECD

  • OECD strategy for dealing with information storage and management requirements at the infrastructure level

 

Alberto Schileo, OECD

  • Content management at OECD: experience and prospects

 

 

Break: 10:30 – 11:00

 

 

Session 1.2: 11:00 – 13:00

EnterpriseResource Management and Planning Systems

Some IFIs/IOs have deployed a single package, others two packages or more. Most feel costs are very high and there are varying levels of satisfaction with the results. Acquisition costs are attractive but the “hidden” costs of customization can be high. Maintenance and licence renewals represent a heavy ongoing commitment. Some IFIs/IOs have tried to minimize the ongoing costs by outsourcing maintenance and support. Getting the governance model right is a critical success factor. IFIs/IOs that successfully implemented an ERP system had strong support from top corporate management to analyse needs, redefine and finally change processes – essential components of a successful ERP implementation.

How badly are ERPs needed, by whom and why? Do IFIs/IOs have change-to-ERP strategies in place? How to best demonstrate the cost efficiency of relatively high investments and on-going (full) costs of ERPs? What role is expected from ERP vendors and consultants – senior-level advisory, conceptual framework, implementation resourcing, and partnership in all ERP phases? What should be the role of the ICT Organisation? The (internal) Competency Centre is a relatively new concept - what skill sets are required and where should it be best situated – in the IT service or the business department? What are IFIs/IOs doing to protect their interests in view of Oracle’s takeover of Peoplesoft and the uncertainties on product strategy, support, maintenance charges etc? Are new investments being delayed? Are exit strategies being considered? How is SAP responding?

 

Marco Minchillo, EBRD

  • EBRD implementation of SAP: experience and the challenges ahead

 

Lester Rodriques, OECD

  • Are we getting value from our ERP investments?

 

Mamadou SAKHO

  • African Development Bank implementation of SAP: experience and lessons learnt

 

           

 

Lunch (provided): 13:00 – 14:00


 

 

 

Session 1.3: 14:00 – 14:40
Meeting organisation needs for increased mobility

 

Increasing use of mobile facilities driven by societal and business trends is transforming the way companies conduct their business and how employees carry out their work. Remote computing has been of enormous benefit to travelling staff in particular and to those who extend their working day from home. It has also ushered in new opportunities for staff to telework from home, for example on a part-time basis. Remote computing services are provided by most IFIs despite some questions about the value and benefits of expanding the service in a time of shrinking budgets.   Some felt cost was less of an issue if the productivity gains were considered, whilst others were concerned about the high cost of roaming charges. IFIs are at different stages of implementing wireless technology and have adopted different approaches which probably reflect the current immaturity of the technology. There are many challenges ahead in the field of remote computing:   issues of connectivity in a number of countries; provision of Internet access; and printing and security issues. The emergence of WiFi and WiMax technology is again changing the remote computing landscape and holds out the promise of widely mobile broadband connectivity. Today, many companies centralize mobile device and services purchase and support, and IT now supports a variety of broadband technologies for remote access, including WiFi and cellular data. Firms with international operations are outsourcing their global remote-access services to providers that offer foreign WiFi and 3G access in major cities. The next step will be for service providers to integrate managed mobile services into their global remote-access solutions. Best practices for companies that have many mobile workers include evaluating emerging mobility support services to help reduce remote support and service costs, and improving end user experience and productivity.

What do we need to consider when deciding whether to develop mobile systems in-house vs. purchase solutions from a provider? What is the best device form factors, brands, models and costs given the features required for particular deployments? Which wireless networks can these devices operate on? Do we need wide area wireless connectivity, WiFi, or will a cradle connection to a PC suffice? Where is the best place to source your preferred devices (direct from the manufacturer? via a retailer, VAR or wireless service provider)? How can we negotiate volume discounts and favourable payment terms? Which wireless carriers offer the most flexible choice of devices and the most reliable coverage, depending on the geographic area and work conditions (e.g., inside buildings, rural settings, etc.)? Which wireless carriers give the best pricing (voice and data), provide solutions and offer superior technical support and billing flexibility?

 

Phillip KRUSS, UNOV

  • Support for remote access and teleworking at UNOV

 

Theme 1 conclusions: 14:40 - 15:00

 

 



 

Theme 2:  Collaboration opportunities among IFIs/IOs

Moderator: Robert Dawson, ADB

 

 

Session 2.1: 15:00 – 16:00
Collaboration – benefits and challenges

 

At last years workshop, four areas of potential cooperation were identified:

-        Sharing information: Session papers and summaries from previous workshops would be posted on the IFI Workshop portal, hosted by OECD. Other information could include IFC benchmarking survey results, project implementation reports, etc.

-        Sharing software: the IMF proposed to establish an Open Source Library of IFIs software. The portal could be used for this purpose. Other examples included ERP modules to be developed for common IFI projects.

-        Sharing vendor information: Interested IFIs and other international organisations may join existing groups of users, such as the PeopleSoft/Oracle IOUPnet (renamed CABIO) led by UNDP, or the SAP interest group led by UNICEF. 

-        Sharing staff knowledge and skills: Profiles of ICT staff interested in temporary assignments in other organisations would be posted on the Workshop portal.

 

Guido Maccari, OECD

  • Coordinating relationships with vendors – the CABIO experience

 

Trevor Fletcher, OECD

  • Sharing software – the OECD/UNSD Joint Trade Project

 

Break: 16:00 – 16:20

 

 

Session 2.2: 16:20 – 17:00
Identifying new opportunities for collaboration

 

Robert Dawson, ADB

  • Promoting staff rotation between organisations

 

 

Theme 2 conclusions: 17:00 - 17:30

 

 

Cocktail: 17:45 – 19:00


 

 

** Day 2 – Friday, October 13 **

 

 

Theme 3:  Delivery of ICT Services

Moderator: Omar Baig, World Bank/IFC

 

 

Session 3.1: 9:00 – 10:00
ICT Governance: context, frameworks and methodologies

                                                      

Simply defined, IT governance represents the process of making decisions about IT. IT governance ensures that IT delivers the required business value and that organizations manage the associated risks. IT governance aids with overall IT performance management, helps establish IT credibility, and forces better alignment with business strategy. By default, whether conscious or not, every organization has some sort of IT governance in place; however, not all structures lend themselves to effective governance.

Forrester has noted a growing interest for effective governance as IT organisations continue to try to demonstrate value and align with business objectives. Good IT governance ensures that IT investments are optimised, are aligned with business strategy, and deliver value within acceptable risk boundaries — taking into account culture, organisational structure, maturity, and strategy.

 

During the past five years, frameworks, methodologies, and practices have been developed for or adopted by IT to better govern and manage performance. These include control objectives for information and related technologies (COBIT), IT Infrastructure Library (ITIL), International Organisation for Standardization (ISO) 17799, CMM, the Balanced Scorecard, Sarbanes-Oxley compliance, etc. Forrester and several auditors companies think that the starting point for an IT governance framework should be COBIT, because it is the most comprehensive IT governance framework available today. Originally developed by the Information Systems Audit and Control Association (ISACA) in 1996 and turned over in 1998 to the newly created IT Governance Institute, COBIT is now in its third edition, and an enhanced fourth edition was published in late 2005.

 

Why does ICT Governance matter? Can there be a single IT Governance model for IFIs and other International Organisations? Should we use COBIT and/or other frameworks for ICT Governance and Control? What is the position of participants vis-à-vis these frameworks? Which ones best fit our needs?

 

Francis Dangel, COE

·        COE perspective

Robert Dawson, ADB

·        Six Sigma and its application to IT

 

Session 3.2: 10:00 – 10:30
ICT audits

                                                      

ICT support and activities are essential to almost all business and governmental activities. Hence, ICT groups are under more pressure from the auditors then even before.  We sometimes have the feeling that ICT audits are conducted by relatively inexperienced people who have little understanding of ICT operations/infrastructure or applications development. In any case, if the relationship is badly managed, the audit may conclude with recommendations that may be very difficult to implement, inappropriate, or even counter-productive, and the organisation as a whole will suffer as a result.

 

What are the ground rules of cooperation with auditors? How can the experience be made the most beneficial? How to enlist the auditor’s assistance in evaluating business risks? How can we use an audit to help build information management policies and to improve ICT security? If all else fails, how do you survive a flawed IT audit? How often have participants been audited?

 

Lester Rodriques, OCDE

  • Impact and implications of increased emphasis on audits

 

Break: 10:30 – 11:00

 

Session 3.3: 11:00 – 12:00
ICT outsourcing

                                                      

Company leaders intending to outsource components of their IT infrastructure often envision double-digit cost savings and improved service quality. But experienced executives know that many deals fail to meet original objectives — and sometimes even fail outright, causing a costly and visible outsourcing casualty. To avoid failure, clients should insist on collaborative program management with outsourcers, including a defined tool, process, and capability framework to manage the complexity of transition and ongoing management.

 

What is the level of outsourcing achieved today in IFIs/IOs and which activities are primarily targeted? Are there success stories or “horror” stories to tell? What criteria should be used to base decisions on whether or not specific ICT activities should be outsourced? What are the main risks when outsourcing and how to maximize the chances of success? What are the true financial implications? To what extent does outsourcing impact the organization’s capacity to innovate and adapt in the longer term?

 

Soon Choi, IMF

  • IMF perspective

Omar Baig, World Bank/IFC

  • World Bank/IFC perspective, outsourcing governance issues

Session 3.4: 12:00 – 13:00(and continued after the lunch)

- Round-table discussion -

Process and Service level Improvement tools

Most organisations expect their IT departments to continue to improve service delivery and satisfying increasing client demands despite tight budgets. IT departments are thus under pressure to do more with less and find ways to improve their process and budget efficiency. Process and Service Level Improvement tools can help IT departments handle this situation. But a prerequisite is that all business and IT processes are well defined in order that they can be controlled and then properly measured. A range of Process and Service Level Improvement solutions is available on the market to help IT departments remain responsive and efficient in a time of evolving business needs. There is no one-size-fits-all solution. Each organisation will select the tool most appropriate to their culture and expectations.

 

What is the state of play regarding implementation of these tools in participating institutions? What is the pay-off?  How successful have they been? What are the success-factors?

 

Substantive Application Systems

Substantive application systems are strategic to the core business of each organisation. A successful portfolio of substantive application systems is essential to help organisations realise the strategic objectives set by their members. Ongoing renewal of technology for substantive application systems is needed to maintain the competitiveness of an organisation’s policy analysis and statistical tools. Innovation and change are not easy and have to be supported by a strong governance model, a corporate ICT strategy, a well defined change process and good people management. There are various models in use as regards the location of specialised ICT resources deployed to support substantive application systems - in central IT, with the substantive department, or outsourced.   Whatever the model, governance, resource prioritisation and collaboration between services are key to successful core application systems. In the future, government budget pressures may bring increased calls for collaboration on substantive systems between organisations.

 

What place does IT hold in the core business of our organisations? How would IT Directors want to see this role to evolve in the medium term? If strategic to the core business, does it confer competitive advantage? Where should “substantive” IT support resources reside: in central IT or with the substantive departments?  What are the different models in place in different organisations and how are they evolving?

 

Collaboration Systems and Services

A challenge most organisations face is getting people to work together efficiently. A range of technologies is available to help people work better together; from specialized collaboration software at one end of the spectrum to email at the other. There are concerns about the lack of maturity and completeness of many of the specialised collaboration technologies. They can be difficult to integrate with corporate information systems and they are not a panacea for all ills. If they don’t deliver the expected benefits, users naturally fall back on email which for most people is undeniably the default tool of choice for collaboration. Although email is easy for users, the results of its popularity raise issues for ICT departments because of ever increasing volumes, richer content and thus demands for more online storage and archiving. To deliver the promises of collaboration software, organisations must understand how their staff people communicate and work together. This is a key issue, involving culture, discipline and regulations. Work habits need to evolve and education programmes help to overcome resistance to wider access to shared information.

 

In the IFIs and IOs environment, should collaboration be ICT-led and does the technology area need to stay “in control” of collaboration projects. If not, what should the ICT role be? How can ICT best work with clients to help them exploit collaboration software to its fullest extent, and to help transform the corporate culture? How can the added value of collaboration tools be measured?

 

Open Source Software

Open source software is viewed by the international community as a line of products which can be used when appropriate and when offering a better or more cost effective alternative to existing products. In view of continuing budget and potential political pressures, IFIs and IOs may have to give more serious consideration to sharing application software and associated costs. Open Source Software (OSS) is one of the two obvious areas where sharing could take place (ERP being the other one) although there are as yet no set ideas.  IFIs and IOs have deployed open source in specific areas such as Firewalls, or more extensively in other cases.  There is still a big step between using Open Source for the operating system and deploying desktop products such as Open Office. Cost and compatibility issues - in particular for the desktop environment - remain significant although over time these should decrease. Nonetheless, Open Source is a welcome competitor to mainstream proprietary software products, particularly on the desktop. Open Source will continue to progress and the market for OSS will mature through offers of more innovative solutions.

 

Is OSSreally an open and shut case – an open door to a wide-blue yonder? How are the IT areas in IFIs and other international organisations responding to open Source? Are we being too timid and cautious, or simply realistic? Many companies and governments tout savings and freedom from Microsoft monopoly as reasons to move to OSS– but others are more cautious. What is the experience of the international organisation community?

 

 

Lunch (provided): 13:00 – 14:00

 


 

 

 

Session 3.4: 14:00 – 15:00(continued from before lunch)  

- Round-table discussion –

 

 

Theme 3 conclusions: 15:00 – 15:30

 

 

 

 

Theme 4:    Update to last year’s workshop

Moderator: Guido Maccari, OECD

 

15:30 – 16:30

 

16:30 Workshop closure