Tech Planning for Arts ManagersTech Planning for Arts ManagersImplementing Technology at Your Organizationg gy g

Presented by Carnegie Mellon’s Center for Arts Management and Technology

September 3, 2009

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Upcoming Technology in the Arts Webinars

OCTOBER 6 – 2:00-3:30pm ESTThe Arts and Social Media: From Experiment to StrategyPresenter: David Dombrosky, Center for Arts Management and Technology

NOVEMBER 5 – 2:00-3:30pm ESTMobile Applications for the Arts: Where Are We?Mobile Applications for the Arts: Where Are We? Presenter: Ron Evans, Groupofminds.com

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

A technology plan is a framework forA technology plan is a framework for selecting the appropriate technology tools to achieve strategic objectives

efficiently and effectivelyefficiently and effectively.

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Components of a Technology

•

Components of a Technology Plan

• Acceptable Use Policies

• B d t

• Business Analysis

• Hardware/Software • Budget

• TimelineInventories

• Network Services & Inventory• Appendices

Network Services & Inventory

• Support Plan

• Facilities Plan

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Why plan for technology?Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Why plan for technology?

MissionGoals

Strategies

Why plan for technology?Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Why plan for technology?

MissionGoals

Strategies

A li ti /T lApplications/Tools

Why plan for technology?Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Why plan for technology?

MissionGoals

Strategies

A li ti /T lApplications/Tools

I fInfrastructure

Why plan for technology?Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Why plan for technology?

Why plan for technology?y p gy

Pl i i t it tPlanning is an opportunity to improve existing processesimprove existing processes.

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Why plan for technology?y p gy

Pl i t i ti lPlanning creates organizational learninglearning.

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Why plan for technology?y p gy

Planning enables thePlanning enables the organization to effectively target

resources.

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Why plan for technology?y p gy

Planning establishes aPlanning establishes a framework and process for

making decisions.

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Why plan for technology?y p gy

Pl i id b i fPlanning provides a basis for fundraisingfundraising.

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True or False?True or False?

A technology plan will help an organization save money.

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

True or False?True or False?You don’t need to be an expert in technology to write a technologytechnology to write a technology

plan.

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PLAN IMPLEMENT

ACT STUDY

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

PLANPLAN IMPLEMENT

ACT STUDY

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

IMPLEMENTPLAN IMPLEMENT

ACT STUDY

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

PLAN IMPLEMENT

ACT STUDY

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

PLAN IMPLEMENT

ACT STUDY

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Total Cost of Ownership

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

TCO: Consider the FollowingTCO: Consider the Following...• The initial costs of the hardware and software.

• Costs for the initial deployment and employee trainingtraining.

• On-going maintenance fees for software updates and upgrades as well as help desk supportupgrades as well as help-desk support.

• Expenses related to system and network i t b k d th d t t timaintenance, backup and other data protection

services.

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• Costs associated with downtime.

Orgs that Plan Orgs that Don’tOrgs that Plan Orgs that Don t

Actions Costs Actions Costs

Software Provisions for regular upgrades

Consistent budget item, reduced support costs

Expects anything installed to be

supported

High software, support and training

costs; Possible incompatibilitiesp

Support Regular support Up-front, expected Informal,case-by-case

Staff frustration, loss of productivitypp case by case of productivity

D tiPublished list of Low adaptation cost High adaptationDonations accepted tech

donations

Low adaptation cost, overall savings Accepts everything High adaptation

costs, office clutter

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

$$ f$$ for Support,

MaintenanceMaintenance

$$ for Training, Software Updates

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Conducting a Business Analysis

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Business AnalysisBusiness Analysis

• Aligns the technology strategy with /mission and/or goals

• Clarifies how your organization or• Clarifies how your organization or company works to achieve those goals

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Conducting a Business AnalysisAnalysis

1. Identify current business processes.

2 Describe your process improvement2.Describe your process improvement objectives.

3. Identify processes that might benefit from technology solutionsfrom technology solutions.

4 Establish success measuresPresented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

4.Establish success measures.

Identify current processes.

• List in order the tasks associated with the process.

• Identify owner and key contributers of• Identify owner and key contributers of each task.

• Describe why the process currently works this way.y

• Identify any technology currently being d f th

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

used for the process.

Identify process improvement objectivesobjectives.

• Identify the processes that need improvementimprovement.

• For each process you identify, describe p y ywhy the process needs to be improved.

• D ib i d t il l f i i• Describe in detail your plan for improving the process.

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Identify technology strategies y gy gto support improvement goals.

• Be specific about the strategies• Be specific about the strategies.

• Describe the affected processes and pparties.

• P id j tifi ti• Provide justification.

• Define a desired implementation deadline.

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Define a desired implementation deadline.

Establish success measuresEstablish success measures.

• Think quantitatively and be specific.• Bad: Increase efficiency.

• Better: Joan Smith will spend at least 50% pless time updating grant information in our GM database.

• Add the measures to your technology l ti li

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

plan timeline.

Hardware InventoryHardware Inventory• A complete inventory of your organization’s

t h l i ttechnology equipment.

• Include as much detail as possible.p

• Mark each item with KEEP, UPGRADE or REPLACEREPLACE.

• For each item you mark as REPLACE or UPGRADE id d t il d tUPGRADE, provide details and costs.

• Describe proposed new hardware in detail,

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

p pincluding costs.

QTY 2 1

Item MacBook Pro (Laptop)

Thinkpad 365XD (Laptop)(Laptop) (Laptop)

Brand Apple IBM

CPU 2.2 GHz Intel Core Pentium 120 MHzCPU 2 Duo Pentium 120 MHz

OS Mac OS X 10.5.1 (Leopard) Windows XP(Leopard)

RAM 2 GB 128 MB

HD 120 GB 20 GBHD 120 GB 20 GB

Internal Peripherals CD/DVD-RW CD-RW

Monitor 20" 13"Action Keep Replace

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Hardware Inventory: Computers/Servers

QTY 1 1

MiniMax External HardItem MiniMax External Hard Drive LaserJet P3005

Brand Iomega HPBrand Iomega HP

Networked? No No

If not networked, Allison Jordan’s Greg Randall’s which computer? Laptop Desktop

Other 500 GB Color, ltif tiOther 500 GB multifunction

Action Keep Keep

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Hardware Inventory: Peripherals

Software Inventory• A complete inventory of your organization’s

software

Software Inventorysoftware.

• Include as much detail as possible.p

• Mark each item with KEEP, UPGRADE or REPLACEREPLACE.

• For each item you mark as REPLACE or yUPGRADE, provide details and costs.

D ib d ft i d t ilPresented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

• Describe proposed new software in detail, including costs.

QTY 2 8

Title Microsoft Office Microsoft XP

Type (OS, End-User, Server) End-User OS

Description Office Productivity Windows OS

Version/Release 2004, 11.3.7 SP2

Compatible with what OS? Mac OS X N/A

All marketing, Computer(s) Finance Desktops development

machinesNumber Licensed 2 8Licenses Needed 1 0

Action Keep Replace

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Software Inventory

New Software ItemizationNew Software Itemization

• Description of software and business process that will be supportedthat will be supported.

• How many copies or licenses needed?

• How much does the software cost?

• Is this new software or a replacement? If replacement, what is it replacing?

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

replacement, what is it replacing?

Software Tracking• How does your organization currently track

Software TrackingHow does your organization currently track software and license information?

• Are these procedures appropriate and efficient?

• Describe any proposed software tracking proced resprocedures.

• Detail any costs associated with proposed

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Detail any costs associated with proposed procedures.

Identifying and Evaluating y g gTechnology Tools

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MeasureMeasure Twice, Cut ,

Once

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EXAMPLE:

"When someone wants to order tickets fromWhen someone wants to order tickets fromthe Web site, they send us an email with theirname contact info number of tickets andname, contact info, number of tickets anddate of performance. We then call them backt t th i dit d i f ti i t th ito get their credit card information, print theirtickets and mail them out. Then we go into anExcel sheet and mark those seats as sold forthat particular performance."

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III CollegeGive Your Criteria Weight

Criteria Weight Choice 1 Choice 2 Choice 3 Choice 4 Choice 5

Criteria 1 W1 A1 B1 C1 D1 E1

Criteria 2 W2 A2 B2 C2 D2 E2

Criteria 3 W3 A3 B3 C3 D3 E3

Criteria 4 W4 A4 B4 C4 D4 E4

Score A5 B5 C5 D5 E5

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Research

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www.google.com/help/basics.html

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Word of MouthPresented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Tech Blogs• Zen and the Art of• Technology in the

Tech BlogsZen and the Art of Nonprofit Technology

• Gizmodo

Arts

• TechSoup Gizmodo

• Engadget• AppScout

• T hC h • Lifehacker

• ReadWriteWeb

• TechCrunch

• Wired ReadWriteWeb• NTEN

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Pick a WinnerPresented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Pick a Winner

What does it cost?• NEVER accept the first quote

• Research, research, research

•• Out-of-the-box software and hardware costs are easy to estimate

• Development costs are more difficult• Consult a technology expert

• Granularity ensures accuracyPresented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

Granularity ensures accuracy

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College

C t t B dContact Brad

• bradpstephenson@gmail.com

• twitter.com/bstephenson

Presented by the Center for Arts Management and Technology (CAMT.Artsnet.org), Carnegie Mellon’s H. John Heinz III College