MSF ITC Strat Plan - Executive summary v11

ITC Strategic PlanExecutive summary

Barcelona, 13th December 2007

2© Accenture, 2007

Contents

Introduction

ITC Assessment – Main conclusions

ITC Future Model – Key points

Roadmap

Project summary

3© Accenture, 2007

IntroductionThe ITC Strategic plan definition process is summarized in the following schema

Objectives

ExecPlan

2007-10

Departments’ Objectives

O&S

Objectives

Management Prioritization & Endorsement

4© Accenture, 2007

ITC

Strategic Plan

Efficiency (own & shared resources)

Transparency & Accountability

Learning organization

IntroductionThe ITC Strategic plan has the following main objectives according to the Executive Plan.

5© Accenture, 2007

Introduction

• ITC Strategic Plan is a tool that should be aligned with MSF Executive Plan and will allow MSF ITC Strategic Plan is a tool that should be aligned with MSF Executive Plan and will allow MSF to focus on the following points:to focus on the following points:

ITC Strategic Plan has been developed jointly with STI, RMU, MSF departments and Accenture

• Perform a diagnosis in the following domains:

• MSF Strategic on ITC• ITC Organization model • ITC Systems• ITC Infrastructure

• Define a new model that allow to develop detected needs according to the value that can provide to the organization versus the ability to change

• Create a roadmap for the next three years with the main initiatives identified and planned according the organization priorities

6© Accenture, 2007

Contents

Introduction


ITC Organization Model

ITC Future model – Key points

Roadmap

Project summary

7© Accenture, 2007

Operational/Functional mapThere are ITC initiatives in departments/areas which STI or RMU are not managing.

Field / Op Cell Users

Functional support

Data Center Management

1st level Support

TELOCOs – HD Level 0

Technical support

Project Management

Application Mngmnt.

Communications

Design, Build & Test

Process OwnerHQ Users

Incidence & requests

Projects

Field / Op Cell Users

Current IT Operating Model

Functional support

CRM & Web

Data Center Management

1st level Support

TELOCOs – HD Level 0

HQ & Field incidents

Technical support

Project Management

Res

t of i

nitia

tives

HR

Dep

artm

ent

(e.g

. eLe

arni

ng)

Com

mun

icat

ion

Proj

ects

(e.g

. SA

S &

Web

)

Logi

stic

s P

roje

cts

(e.g

. Log

istix

)

Med

ical

Pro

ject

s(e

.g. I

zyst

ock)

Operations

Application Mngmnt.

CommunicationsHQ Voice and Data Communications

Cell / Mission Mobile Voice & Data Communications

Design, Build & TestRMU

CRM & Web

Process Owner

Systems Engineering

Hardware Desktop Issues

CRM & Web

PC Apps Issues

Servers Outage Management

HQ Users

Incidence & requests

Projects

LAN Issues

Delegate Offices

LogisticsDepartment

Medical Department

FinanceDepartment

HRDepartment

CommunicationDepartment

OperationsDepartment

STI

RMU

General Management

STI + RMU

STI + RMU

8© Accenture, 2007

ITC Organization Improvement opportunities

MSF has some areas for improvement. Priorities have been defined according to the value that can provide to the organization versus the ability to change.

1. ITC aggregation• Coordination improvement• Different levels of relationship:

a. RMU under General Managementb. STI under Finance Department

• ITC quality services measurements• ITC Services Catalogue improvement

2. ITC functions is distributed in the Organization • Budget (STI & Other Departments)• Projects (RMU & Other Departments)

3. More STI involvement in technology innovation 4. Permanent consultant service is needed (RMU) 5. Better ITC knowledge management in MSF6. ITC projects with stable planning7. Projects with initial defined scope8. ITC services time response improvement 9. Providers consolidation

9© Accenture, 2007

Contents

Introduction


ITC Systems Model


Roadmap

Project summary

10© Accenture, 2007

Current ITC Systems mapThe following diagram describes main applications used in MSF OCBA Organization and the different interfaces existing between current systems.

Social Security

HQ / DELEGATE OFFICES

Marketing/FundraisingDISCOVERER

MySAP ERP

FIELD

FinanceSAGA

Geocode

SIM

A3MAN

Ass

ocia

tive

Web

SAS

Personnel Admin

Logistics Syst.

LOGISTIX

Marmota

Kx SystemsIntranet

FPP

E-m

ail

TUK

UL

CD

OC

Pho

toda

taba

se

Vid

eo C

atal

og

A3NOM AS

CE

NT

CA

PIO

Edi

tran

NA

VIS

ION

WinSuite

Bank

ATT

EN

D

Medical Systems

EPIISISEPIINFO HIS

IZYSTOCKSPSSFUCHIA

Logistics Systems

LOGISTIX MARMOTA

FieldBudgeting

Finance Systems

NUTRITION 6

FieldBudgeting

Assembly Management W

eb

URCHIN

ESAMEPIINFO

EPIISIS

FUCHIA

Medical Syst.

Fina

nce

Hum

an

Res

ourc

es

Web SupportSystems

HOMERE

Intranet

HR Syst.

HO

ME

RE

HQ

MSF Supply purchsing Center

Bank

Social Security

HIS

CITRIX

Web

SA

S

Izystock

Payment Gateway

MAGNITUDE

MSF - International

Project System

Business Intelligence Warehouse


General Management

CUSTOM TOOL Systems coverage in each Department

Field MARMOTA HIS FIELD BUDGETING

LOGISTIX

FPPe-mail

CDOCPhotodatabaseVideo catalog

ATTEND

HOMERE SAGAEPIISISEPIINFO

FUCHIA

LogisticsDepartment

MedicalDepartment

OperationsDepartment

FUCHIA

EPIISIS EPIINFO

SPSS

MARMOTA

HIS

LOGISTIX

HRDepartment

FinancialDepartment

Communication Department

EditranAscent/Capio

FIELD BUDGETING

RMU

MICROSOFT OFFICE VISIO

MICROSOFT OFFICE PROJECT

STI

HOMERE

A3NOM A3MAN

URCHIN ESAM

NavisionNutrition 6

IZYSTOCK

TUKUL

TUKUL

TUKUL

TUKUL

TUKUL TUKUL

PACKAGE SOLUTION

TUKULIZYSTOCK

AssociativeTUKUL

Ascent/Capio

Delegate Offices

TUKUL

Ascent/Capio

Assembly Management

ITC Systems coverage Departmental view

This diagram describes main systems and the level that they contribute to automate MSF activities in the different Organization departments.


MSF has some areas for improvement. Priorities have been defined according to the value that can provide to the organization versus the ability to change.

Field: • Systems and technology tools available

Knowledge Management:• Migration of documents to a single repository• Documents lifecycle management

Logistics and Medical: • Integrated supply management system• Medical inventory management

aggregated in HQ• Medical data collection & analysis

management system

Communication:• Web upgrade to new functionalities

and technologies

HR:• HQ HR Management• Workforce performance assessment• Training management• Training development • Travel booking processes• Management reporting (BiW)• Time management• Payroll management system outsourcing

Finance:• Cost accounting controlling• Forecast finance statements availability • Improvement of management / controlling processes in HQ• Finance management improvement (investment,

budgeting, control) • Integrate financial value chain (FFC)

ITC SystemsImprovement opportunities


Contents

Introduction


ITC Infrastructure Model


Roadmap

Project summary


Current ITC Infrastructure map

MSF OCBA HQ

MSF OCBA Delegate Offices

British TelecomRadio Frequency link

DMZ

Internet

Interpista (RDSI)Red Privada British Telecom

LAN

NASServer

Intranet Server

Internet Access Server

Proxy Server

Domino Server

SAP BI SAP PROD Editran Server

Outsourced Services Provider(ACENS)

SAS DB Server Web Serverwww.msf.es

Web SASApplication

Server

DominoApplications

Server

CONTENTServer

Tridion Content

Management

NAS Server

Scaning Server

Domino Mail

ServerSametime

Server

Radius Server

Navision CITRIXServer

SAP TESTPREPROD

Domain Controlers

Domain Controler

CALL CENTER

HOMERE Server

FFC Development

Server

FFC-SAP InterfaceServer

FIELD

DATA

FIELD

VOICE

Voice ServiceSAS DB Server

(Replica)

DATARadio Frequency Link

(HF, VHF)LOCAL

COMMUNICATIONS

Field

Area for inprovment

Network access control (AD)

Uers and profiles control

SASHigh availability

There is no SW & HW inventory

PC renewal(HQ and Field)

Internet access BW increase

Intenet and network acces monitoring tool

Different access levels from outside

definition

The current MSF infrastructure map it is presented in the following diagram. There have been pointed main areas for improvement according to the ITC assessment.


ITC InfrastructureImprovement opportunities

MSF has some improvement opportunities. Priorities have been defined according to the value that can provide to the organization versus the ability to change.

Data Center:• Data Center consolidation & outsourcing• Servers virtualization• Server and workstation remote monitoring• Alignment with ITIL methodology

Communications plan:

• Field communications technology optimization & standardization • Delegate Offices communications rationalization

Security plan:• Security policies and Legal compliance• Single-Sing-On implementation• Contingency plan and continuity plan

Desktop:• HQ and Field Desktop renewal (HW & SW)

Architecture:• SOA architecture evolution• Knowledge management and other future systems architecture definition


Contents

Introduction



ITC Organization model

Roadmap

Project summary


Option #2: ITC function consolidation

Option #1: AS It is with small changes

STIRMU

Logistics Manager

General Manger

Field ITC support covered under the same department Little impact in current MSF organization Adequate for temporary projects execution

• Non end to end ITC vision within MSF for Projects and Services• ITC Responsibilities spread in MSF Org Chart

InfrastructureDemand Management

ITC Projects managed by expertise resources Non existence of parallel ITC initiatives for the same purpose ITC budget more efficiently managed Promotion of Organization process view (not view by department) Easier communication stream with other international MSF ITC Organizations Facilitates alignment with MSF Strategic and priorities

High impact in current MSF organization.

Option recommended

ITC organization unit reports directly to General Management

There have been identified two possible scenarios to be considered according to future ITC Organization. Below it is described both alternatives with main advantages and drawbacks.

Future ITC ServiceBasics


Future ITC Service New functions

Demand Management

Project Mngmnt.

Infrastructure Functions

2nd level Functional

Support

Knowledge Mngmnt.

Current IT RMU functions + departments not currently covered by RMU

New IT functions added

Enterprise

Acrchitec

Help Desk

LAN & HQ Coms

Data Center.

Field Communics.

Internal Logistics

Facilities &

Services

Current ITC STI functions

New ITC functions transferred from other departments

New ITC function

Functions transferred to other departments (Logistics)

Organization Processes Definition N

ew R

MU

func

tions

New

STI

func

tions

Following our recommendation (option 2) it is presented below the new main areas that will compose the ITC service (O&S):


ITC Organization options

CIO role is under one person More strategic relationships between CIO and Departments

High cost

Projects

CIO

Demand Management Infrastructure

Technology

Data Center

Communications

Architecture

HRFinance

CommunicationKx & Organization Logistic

Help Desk

MedicalOperations

Option 1: Create a new CIO position

Close to functional organization demands CIO has high applications knowledge No need for new person

CIO has partial view. Double vision is lost CIO is overload

Option 2: CIO and Demand Management role is shared by the same person

Projects

CIO


Technology

Data Center

Communications

Architecture

HRFinance

CommunicationKx & Organization

LogisticHelp Desk

MedicalOperations

Close to systems engineering demands CIO has high technology knowledge No need for new person

CIO has partial view. Double vision is lost CIO is overload

Option 3: CIO and Infrastructure role is shared by the same person

Projects

CIO


Technology

Data Center

Communications

Architecture

HRFinance

CommunicationKx &

OrganizationLogistic

Help Desk

MedicalOperations

Close to Organization Strategic vision No need for new person

Unbalanced organization Many people reporting to CIO

Option 4: CIO manages the functional area via a pool of functional experts

CIO

Service Management

Technology

Data Center

Communications

Architecture

HR

Help DeskApplications Delivery

FinanceCommunication

Kx & Organization

Medical

Logistics

Operations


Organization, Process and Data Management

Current RMU function

Future ITC Service Additional functions

New function

Demand management unit is proposed to evolve assuming additional functions and transferring Knowledge management function to other unit.

ProjectMngmnt

Functional support

Organization Processes Definition

Monitoring

Data and info Mngmnt

Process Control

KnowledgeMngmnt

Functions transferred to other unit


Processes and organization management

The complete Organization and Systems model is flexible enough to be adapted to OCBA organization needs and efficiency in resources use.

Direction & management

Demand ManagementService

InfrastructureService

Demand mngmnt resp Infrastructure responsible

Support Unit

-Help desk Technician-Operations technician

Technology Unit

-Database administrator- Security &

Systems administrator

-Communications Technician-Enterprise

Architecture

Delivery Unit

-Technical Analyst

- Developer / Programmer-Applications customizer

Profiles per function

Functional Unit

-Project Manager / Leader

- Process Analyst-Functional

Analyst

Processes mngmnt resp

ControlManagement Unit

-Control responsible

-Control technician

Organization ManagementUnit

-Organization analyst

ITC Organization Proposed model

• 1 person can embrace more than 1 profile


Processes and organization management

Demand ManagementService

InfrastructureService

Support Unit Technology UnitDelivery Unit

Profiles per function*

Functional UnitControlManagement Unit

Organization ManagementUnit

The definition of this model in the OCBA organization translates in the following profiles:

Functional responsiblesAdmin

Specialists / technicians

Help desk

Operator Architect

Specialists / technicians

• position names, classification and consistency to be defined and reviewed with HQ HR

Developers

Responsible

Service responsible

ITC Organization Proposed model


ITC Governance Future organization and service model

Servicio

FilialesFilialesField Users

IT department

Applications support

Software development

Process & Functional Unit

Security and System administration

Incidences & Requests

IT providers

SLA & Contracts

• Define and structure the Service Model:– Relationship Model between O&S and MSF Departments based on Service Level

agreements

Technical support Monitoring and operations

Technology projects

FilialesDelegate OfficesKey users users

Projects Incidences & RequestsSLA SLA

MSF OCBA HQ

SLA

Help Desk

In the following diagram it is described the proposed Relationship Model between O&Sservice and MSF OCBA Organization based on Service Level Agreements.

Man

agem

ent T

eam

Prioritiesdefinition

Prioritiesdefinition


Contents

Introduction



ITC Systems model

Roadmap

Project summary


Future ITC Systems map

Social Travel Payroll

HQ / DELEGATE OFFICES

Marketing/FundraisingDISCOVERER

MySAP ERP

FIELD

Geocode

SIM

Ass

ocia

tive

Web

SAS

AS

CE

NT

CA

PIO

Edi

tran

WinSuite

Medical Data collection & analysis system

Assembly Management W

eb

MedicalData

collection& analysis

system

HO

ME

RE

HQ

Km System

Finance

FFC

HRHOMERE

Integrated supply

management system

Hypervision

Km SystemP

urch

asin

g - H

Q

Fina

nce

Hum

an R

esou

rces

Integrated supply management system

e-Learning System

Time Management

1. Systems and technology tools available

3b. Medical inventory management integrated

3c. Global quality and medical statistics system

4. Web upgrade to new functionalities and technologies

Web

SA

S

CITRIX

MSF Supply purchasing Center

BankSecurity Agency Management

6a. Cost accounting controlling6b.Forecast finance statements availability 6c. Improvement of management/controlling processes in HQ6d. Finance management improvement (investment, budgeting, control)

5g. Time management

3a. Purchasing orders management aggregated and integrated in current ERP system

No change Application maintenance New application

6e. Integrate financial value chain (FFC)

5h. Payroll management system outsourcing

5c. Training management 5d. Training development

5a. HQ HR Management 5b. Workforce performance assessment5e. Travel booking processes

Bank

Payment Gateway

MAGNITUDE

MSF - International5f. Management reporting (BiW)

2a. Migration of documents to a single repository 2b. Documents lifecycle management

Project System

Bussiness Intelligence Warehouse

In the following figure there are highlighted the applications that will remain with no major changes, the applications that will have some enhancements and the new systems.


Future ITC Systems modelSummary

APP. MAINTENANCENO CHANGE NEW

Custom toolsIntegration • Evolve to new and standard tools based in SOA (Service Oriented Architecture)

• Define future technological architecture in order to rationalize current and new systems

• Evaluate migration to newest/next SAP version in order to use new functionalities as a potential solution for new systems planned in the future

Integrated Supplymanagement Sys

Km system

Departments main applications

• Field

• Logistics Department

• Medical Department

• Operations Department

• RMU

• Financial Department

• Communications Department

• HR Department

• Delegate Offices Km System

Ascent/CapioEditran

WinSuite Hypervision

HOMERE

HOMERE

Km system

Km system

Km system

Km system

Km system

Km Sys


Web

Webe-learning

Time&Expenses

Time&Expenses

FFC Medical data collection

& analysis system

Km system

Medical data collection & analysis system

Ascent/Capio

• General Management

• Associate

Ascent/CapioKm system

Km system

Web

Web

Web


Assembly Management

In the following diagram it is described a summary of the future ITC systems model following a department vision to be consistent with ITC assessment approach and according to main requirements and technology trends.


Contents

Introduction



ITC Infrastructure model

Roadmap

Project summary


Future ITC Infrastructure mapIn the following figure there are highlighted the infrastructure that will remain with no major changes, the infrastructure that will have some improvement and finally the areas where it is needed new technology or infrastructure.

MSF OCBA HQ

MSF OCBA Delegate Offices

British TelecomRadio Frequency link

DMZ

Internet

Interpista (RDSI)Red Privada British Telecom

LAN

NASServer

Intranet Server

Internet Access Server

Proxy Server

Domino Server

SAP BI SAP PROD Editran Server

Outsourced Services Provider(ACENS)

SAS DB Server Web Serverwww.msf.es

Web SASApplication

Server

DominoApplications

Server

CONTENTServer

Tridion Content

Management

NAS Server

Scaning Server

Domino Mail

ServerSametime

Server

Radius Server

Navision CITRIXServer

SAP TESTPREPROD

Domain Controlers

Domain Controler

CALL CENTER

HOMERE Server

FFC Development

Server

FFC-SAP InterfaceServer

FIELD

DATA

FIELD

VOICE

Voice ServiceSAS DB Server

(Replica)

DATARadio Frequency Link

(HF, VHF)LOCAL

COMMUNICATIONS

Field

1. Data Center consolidation2. Servers virtualization6. Technology architecture update

No changeInfrastructure MaintenanceNew infrastructure / Technology

4a. Field communications technology review

4b. Delegate offices

communications

5. 7. HQ and Field Desktop renewal

3. Server and workstation monitoring

6. Security plan

8a. SOA architecture definition8b. Technology architecture update8c. Knowledge management and other

future systems architecture definition5. Alignment with ITIL


Future ITC Infrastructure modelSummary

DATA CENTER

• Perform a server consolidation plan and virtualization policies to support additional environments for specific systems. This will reduce complexity, cost and optimizes utilization of current IT Infrastructures and enables further growth

• Improve back-up procedures• Servers, PCs and network devices (printers, routers, etc.) centralized monitoring with IT inventory• Alert definition on monitoring and process definition• Define service management & operations following ITIL best practices

SECURITY

• Define a security plan focusing on the following mainstreams:• Security policies compliance (physical and logical)• Authentication and authorization management using single sign on• Contingency and continuity plan definition

• Use high availability solutions on critical systems (SAP, SAS, email)

DESKTOP

• HQ and Field desktop (hardware and software renewal) in order to avoid technical incidences and software incompatibilities• Evaluate financial options for the desktop assets and its maintenance• Improve overall Help Desk function• Develop self-training and self-support policies in office environment. Optimize IT support by creating FAQs, welcome packages

about IT standard issues resolution, etc. • Evaluate collaboration tools useful for field and HQ teams integrated into knowledge management system

COMMUNICATIONS

• Define a communications plan focusing on the following mainstreams:• Field communications technology optimization & standardization (Policies, technologies and the service provided) • Evaluate new tools to communicate with field team (Ex VoIP, etc.) • Improve communications between MSF HQ and Delegate Offices. Extend Wi-Fi technologies in HQ (cabling and

electronic devices are at the limit) • Evaluate the possibility to own a SMTP server in Barcelona• Internet bandwidth should increase to be prepared to new systems

• Create network centralized management integrated with the monitoring system

ARCHITECTURE• Define technical architecture standards in order to avoid technology spread (Java vs. .NET, Windows 2000 vs. Unix)• Knowledge management and other future systems architecture definition• SOA architecture evolution

This is a summary with the main recommendations that have been identified in each ITC infrastructure domain according to main requirements and technology trends.


Contents

Introduction



Roadmap

Project summary


RoadmapAssumptions

In order to create a roadmap for ITC projects in the period 2008-2010 it has been considered the following assumptions:

ITC projects have been prioritized according to MSF Executive plan and department needs. ITC projects have been classified according with IT system scope and size in order to have an estimated quotation. ITC projects cost have been estimated considering three potential scenarios:

• Worst case: considers that the needed investments in hardware, software and professional services are the highest.• Best case: considers that the needed investments in hardware, software and professional services are the lowest.• Average cost: considers an average investment between the worst case and the best case scenarios.

Evolutive maintenance has considered 15 % of annual increase rate and the increase due to new systems deployment. Infrastructure OPEX has been calculated according the following criteria:

• Desktop maintenance support is considering 10% annual decrease due to Help Desk improvement project.• ACENS hosting is considering 10% annual increase because new systems will be deployed.• ACENS communications is considering 10% annual increase because new systems will be deployed.• BT communications is considering 10% annual cost reduction once the communications plans will be deployed.• Travel & Living expenses is considering the same cost for the following years.• Payroll (STI & RMU) is considering 4% annual increase .

ITC budget will increase in order that the IT cost will remain at the same percentage of total MSF OCBA revenues.


RoadmapDetail

According to the projects and priorities defined here there is the proposed roadmap for the next years (2008-2010).

Project

Total 2008- 2010

(€)

Total 2008(€)

Total2009(€)

Total 2010(€)

2008 2009 2010Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

Organization IT aggregation

IT functions consolidation

Systems projectsInternational projects coordination

SAP version migration 160.500 80.250 80.250

Integrated supply management system 990.000 99.000 190.000 693.000

Purchasing project 110.500 110.500

Medical data collection and analysis sys. 907.500 90.750 181.500 635.250

Finance Field Connection 110.500 110.500

Finance management improvement 110.500 110.500

HOMERE 35.000 35.000

eLearning 175.500 87.750 87.750

HQ HR management system 35.000 35.000

Management reporting 110.500 110.500

Time management 110.500 110.500

Km improvement projects 110.500 110.500

CDOC: Document inventory & digitalize 100.500 100.500

Knowledge management system 280.000 56.000 224.00

New Web system 35.500 35.500

Cost accounting controlling 110.500 110.500

Workforce performance assessment 110.500 110.500

Training management 35.500 35.500

Travel booking integration process 110.500 110.500

Priority 1 Priority 2 Priority 3

(*) Part of these projects will be international / shared(**) The detailed cost are related with average cost scenario


Roadmap Detail

Project

Total 2008- 2010 (€)

Total 2008

(€)

Total2009

(€)

Total 2010(€)

2008 2009 2010Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4


Systems maintenanceERP maintenance 609.429 175.502 201.827 232.100

SAS maintenance 557.340 160.500 184.576 212.263

HOMERE maintenance 296.900 85.500 98.326 113.074

Software and application maintenance 375.033 108.000 124.200 142.830

FFC maintenance 31.800 6.000 12.000 13.800

Web maintenance 21.500 10.000 11.500

eLearning maintenance 16.500 5.000 11.500

Infrastructure projectsCommunications plan definition 35.500 35.500

Communications plan implementation 71.100 71.100

Security plan definition 35.500 35.500

Security plan implementation 71.100 71.100

Help desk improvement 110.500 110.500

W2000-Windows XP migration 175.500 175.500

Office evolution evaluation 35.550 35.500

CDP consolidation & Outsourcing 147.500 29.500 118.000

ITIL alignment 110.500 27.625 55.250 27.625

KM architecture definition 35.500 35.500

SOA evolution definition 35.500 8.875 17.750 8.875

Monitoring framework 110.500 66.300 44.200





Roadmap Detail

ProjectTotal

2008- 2010 (€)

Total 2008(€)

Total2009(#)

Total 2010(€)

2008 2009 2010Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4


Infrastructure OPEXDesktop maintenance 340.108 125.500 112.950 101.656

ACENS hosting 405.477 122.500 134.750 148.226

ACENS communications 332.658 100.500 110.550 121.606

BT Communications 272.358 100.500 90.450 81.406

Travel & living expenses 18.000 6.000 6.000 6.000

Payroll 1.550.464 496.689 516.557 537.219

TOTAL 13.964.484 5.046.189 4.239.457 4.678.839(Worst case)

TOTAL (Average) 9.552.080 3.228.704 2.866.493 3.456.882

TOTAL 5.139.675 1.411.220 1.493.529 2.234.926(Best case)





Contents

Introduction

IT Assessment – Main conclusions

IT Future Model – Key points

Roadmap

Project summary


Project schedule

1. Análisis de la Situación Actual Comprensión de la Situación actual Conocimiento necesidades a soportar por ITC Identificación de los principios de evolución del ITC

2. Diseño de la Situación Futura Modelo Organizativo y de Gobierno Modelo de Arquitectura y Plataforma Tecnológica Modelo de Soluciones y Aplicaciones

3. Análisis de GAP Análisis de impacto organizativo Análisis de actuaciones críticas

4. Plan de Acción Plan de Implantación Estudio Financiero (Business Case)

SemanaSemana11

SemanaSemana22

SemanaSemana33

SemanaSemana44

SemanaSemana55

SemanaSemana66

SemanaSemana77

SemanaSemana88

Análisis situación actual

Modelo Futuro

Plan de acción

Meetings for gathering information, review assessed information have taken more time than planned. For that reason it was decided to extend the project timeline two additional weeks.

SemanaSemana99

SemanaSemana1010

Extension

Management team meeting

Follow up meeting

Follow up meeting

Follow up meeting

Conclusionspresentation


HR & Finance Process enhancement

Knowledge Management system

Integrated supply Management system

Finalize Field systemsHOMERE & FFC

Help Deskimprovement

Security plandefinition

New WebSystem

Datacenter consolidation

Alignment with IT standards

Communications plandefinition

Medical data collection& analysis system

New eLearning system

Infrastructure

Demand Management

IT function centralization and

Consolidation

IT Strategic PlanMain recommendations

The key points that should be developed from IT during the period 2008 - 2010 are:

Internationalmovement

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Meetings done# TASKS PARTICIPANTS DATE

1 Kick off meeting with MSF project sponsors to present the project Inma Gonzalez and Lluis Puig 26th Sep

2 Meeting in order to have an overview on the current Information systems and the overal MSF OCBA organization

Inma Gonzalez 1st Oct

3 Presentation of the project to the General Manager and Finance Director Aitor Zabalgogeazkoa and Andreu Gusi 2nd Oct

4 Meeting to gather main inputs from the Executive Plan 2007-2010 Aitor Zabalgogeazkoa 2nd Oct

5 Meeting to gather the main inputs in the Finance Department Andreu Gusi 3rd Oct

6 Meeting to gather the main inputs from the Finance Working Group Leader (Resource Management Unit)

Ricardo Rubio 3rd Oct

7 Meeting to gather the main inputs from the Purchasing Working Group Leader (Resource Management Unit)

Nuria Vidal 3rd Oct

8 Meeting to gather the main inputs from the STI area Lluis Puig 3rd Oct

9 Meeting to gather the main inputs from the HR Functional coordinator (Resource Management Unit)

Sergio Pérez 3rd Oct

10 Meeting in order to present the project goals and needs Steering Committee 3rd Oct

11 Meeting to gather main inputs from HR Training Service Annie Park 8th Oct

12 Meeting to gather the main inputs from HR Field Alain Kergoat 8th Oct



13 Meeting to gather the main inputs from the Logistics Department Raimon Piferrer 8th Oct

14 Meeting to gather the main inputs in the Medical Department Pedro Pablo Palma 9th Oct

15 Meeting to gather the main inputs in the Associative Participation Unit Christelle Boulanger 10th Oct

16 Meeting to gather the main inputs from HR Administration and Travel Pablo Waring 10th Oct

17 Meeting to gather the main inputs from HR HQ Maria Bertagnolli 10th Oct

18 Meeting to gather the main inputs from STI Systems Administration Xavier Puigmartí 11st Oct

19 Meeting to gather the main inputs in the HR Department Karine Tranvouez 11st Oct

20 Meeting to gather the main inputs in the Operations Department Iraida López 11st Oct

21 Meeting to gather the main inputs in Resources Management Unit Inma Gonzalez 11st Oct

22 Meeting to gather the main inputs from Communication Department Jaume Codina, Anna Pinedaand Juan Antonio Moya

11th Oct

23 Meeting to gather the main inputs from STI Digital Documentation Management technician

Asen Quintana 15th Oct

24 Meeting to gather the main inputs from STI DB Administrator Darío Granados 15th Oct



25 Meeting to gather the main inputs from STI HQ-Field support Sergio Garcia 15th Oct

26 Meeting to gather the main inputs from STI – SAP technical support Alfred Pedret 15th Oct

27 Meeting to gather the main inputs from Documentation Center responsible Pilar Pérez 16th Oct

28 Meeting to gather the main inputs from STI HQ-Field support Elizabeth Ledesma 16th Oct

29 Meeting to gather the main inputs from Web responsible Pedro Dominguez 16th Oct

30 Meeting to gather the main inputs in Resource Management Unit Inma Gonzalez 16th Oct

31 Meeting to gather the main inputs from HR Training - Campus Virtual project Montse Colera 17th Oct

32 Meeting to gather the main inputs in the Finance Department - Accounting Anna Pontnou 17th Oct

33 Meeting to gather the main inputs from STI service Lluis Puig 17th Oct

34 Meeting to gather main inputs from the Operations Department Roger Teck 17th Oct

35 Meeting to gather the main inputs from Supply technician Angel Cabello 18th Oct

36 Meeting to gather main inputs from Communications Carlos Haro 23rd Oct

37 Meeting to gather the main inputs from Operations Department - HAU Service Thierry Vanvert 23th Oct

MSF ITC Strat Plan - Executive summary v11

Documents

Transcript of MSF ITC Strat Plan - Executive summary v11