Technology Management Introduction

Seminar-20241120_180751-Meeting Recording
November 20, 2024, 5:06AM
1h 54m 6s

George Tongariro started transcription

George Tongariro 0:08

In the announcements I will put, I will share.
The.
Position so that you can go back to it and check out the content of what's
discussed, and if there's something in there you're not sure about. Again,
you can hold, get hold of me.
So assessment one is a scenario based Business Report.
It's worth 60% and it's due on the 24th of January.
Because we've got school holidays in between.
OK, for some of you might be a good time to catch up on some of it.
On for others, but it's two weeks due two weeks after.
Your other assessments.
So I know that people try and cram the other assessments in, but still
have a plan.
Plan now on what?
Which ones you're going to concentrate on and then sort of make sure
you've got enough time to finish this one because.
There's more weight here.
OK, assignment two is a scenario based plan project.
Or plane report which is.
12 months later this is worth 40%.
So a couple of documents you're going to update and the others you're
going to develop based on a new change?
So do try and plan your studies out.
Try and meet the deadlines.
I know people are going to go, but it's 24th of January.
That you've still got two months to decide of.
Side of this year where you can actually get quite a bit done and then
have a proper break.
And then come back and finish your other work assignments.
So you're a kotokator.
Welcome to you all. As we progress through the semester. Our goal is to
ensure that you have all the necessary information regarding the
deadlines, extension policies, your results, evaluation and feedback.
Mechanisms understanding these guidelines is critical for managing your
time effectively and achieving success in your courses.
Assessment deadlines are designed to align with course requirements for
up to date information. Please refer to the canvas course page which
displays the due dates and also on here on the.
Announcements. Any changes I will be putting through announcements.
OK, so.
This is our main.
Our main point of contact to you.
Also, any announcements that are coming up I will put in here if you have
any others things that you wanna contact me about, use my e-mail or you
can use teams if you're working on a. If you wanted to work in the same
and you wanted put some.
Decide to talk about some stuff.
That's fine as well.
So we're committed to providing personalized and thorough evaluation of
the work, with all assessments being hand marked.
Don't. Don't go. Are our results here tomorrow after you've only just put
them in, OK?
What we do is we mark the whole lot and then we then we've got to go
through a policy to set them before we print them out. So it could we have
up to two weeks.
That goes.
So don't expect that to be as soon as you put it in. You'll get your mark.
OK, we have to make sure all of the marks are in, and then we sent them
to you.
Feedback for is essential for your learning and improvement. Lecturers
will provide feedback on every assessment which we're doing typically
within two weeks, offering valuable insights.
I also have laid out what she should be looking at each week.
And if.
You see something and you're not sure about. You can contact me, OK.
It's the. As I said, the more you talk with me, the more you're likely to get
through.
Feedback as we said.
Will provide feedback on every assessment within those two weeks
extension policy.
We recognize that unexpected circumstances can arise.
Extensions are granted under special circumstances requiring a formal
application through an extension form. Now, an extension form is
normally seven days.
However, we have there are special circumstances, circumstances.
This form, which can cover over seven days, OK.
So a normal if we if you're just looking for an extension for a week at
seven days, you fill out the normal extension form. If it's over seven days.
Then you have to fill out a special circumstances form and also provide
some supporting evidence and.
In goes to the program leader for approval.
Light submissions within one to five days assignments.
Submitted within the time frame past the due date without prior extension
will be marked but kept at 50% OK beyond five working days.
Assignments submitted more than five working days late will not be
marked and will receive a mark of 0 or failure.
So that's why the extension forms are there.
Giving us a reason why.
You're then beyond that.
That's where you'll see special circumstances. Form comes in place now. If
for some reason you fail an assessment for postgraduate students is
important to know, you'll only have one recent attempt per course in a
semester.
So if you have failed assignment, one of.
Technology management, for example, then apply for a pass reset, but
later fail assignment 2.
You will not have the opportunity to apply for a reset, and that would
means you would have to repurchase the course and repeat it in the next
semester.
OK.
So it's very important you keep in touch with us if things are going wrong,
OK, via e-mail via teams, you know, via e-mail is good.
Direct to me and we can talk about if you want to. One teams, we
encourage you to utilize the support available to you.
Reach out for any clarification.
Extension form provides detailed instructions for impying the extensions
and your academic success is our top priority now. In this course we are
actually doing reports.
Reports need your names on it.
It needs a good report layout. A lot of those things, OK.
If you're using a template and like a lot have been doing, take all the
instructions off.
OK.
So.
As you are getting into postgrad, you've got to understand plagiarism and
epidemic integrity.
So in a continuous effort to uphold the highest standards of academic
integrity, we wish to remind you the importance of recognizing and
avoiding plagiarism and the academic endeavors.
Understanding what constitutes plagiarism.
And consequences of academic dishonesty is crucial for maintaining the
credibility and integrity of your academic work.
So we do take this seriously.
We do have.
Narcissism place now for a lot of you.
If you're looking down the AI track of things.
There is a policy that is gonna come in place. However, at present we do
have a policy about the usage of AI, OK, and it's really around.
That accidental plagiarism.
So what is plagiarism?
It is when an individual uses someone else's work without proper
knowledgement or citation.
So if you borrow something from somewhere, acknowledge it.
However, this report is based around a scenario, so you're gonna have to
do both.
You're gonna look at some.
Resources. And you're gonna borrow some of that stuff, but you have to fit
it around the scenario.
I'm copying directly from any source and not acknowledging them
summarizing in other people's work without giving credit. Using research
data obtained by another without acknowledgement.
So sharing it's copying the work of another student, reusing previously
submitted work OK.
There's lots of stuff out there with the APL, however.
A lot of its still not.
Doesn't meet the requirements.
Submit submitting work completed by someone else.
Submitting group work as an individual effort and intentionally or knowing,
helping, or attempting to help another student student commit an act of
academic misconduct. So.
For those of you who think you're helping your mate by letting them see
what you've done on your assignment, and then they don't, they just copy
it, don't change it.
When I'm marking it, it's it just stands out. OK, so.
Be be careful of also sharing your work if someone hasn't been doing the
work OK.
Avoid directly copying and pasting.
Now I know that I've given.
We've given you templates, but the difference between the templates and
that.
Is not picked up in the AI stuff because we've we got it, so it only gives
you.
Content that we're checking.
Utilizing tools like turnitin. So for each of your assessments you will have
access to turnitin. You will have three attempts to put your put your
papers in and the last attempt is will be your submission. So.
Be don't just use it Willy nilly.
Towards the end, you've got two turns to sort of have a look at it, then
change whatever's comes up, and then your final. Your third one will be
your last attempt.
You can contact me.
If you've done done your 3 attempts and forgot, OK do not view
completed assignments from other students to prevent unintentional
plagiarism.
Always consult with a lecturer if you are unsure how to properly cite or
knowledge sources. We are using APL7OK.
That is the tool.
That you need to use for referencing and one of the things I suggest you
do.
Go in there and look at.
In text referencing and also summarizing. So if you use something in text,
obviously you put it in text, put it in quotes, put the author and the year.
But then when it's down in the summary, you're going to use the full
referencing.
Model. So do go and have a look at AP.
The IPI 7OK.
You don't have to worry about exams.
Right. Consequences of academic misconduct. If it's suspected you will be
formally notified in writing with the allegation recorded in your file.
So we have a plagiarism register, so if you get plagiarized in one course.
And we have a register of plagiarism, and if you go beyond.
The plagiarism and say two or three courses. The chances are you may
have to redo the course. OK, so.
You might be allowed to continue studying studies.
Outcome of the investigation unless it's an allegation, is of a serious
nature.
So that's you just copying stuff and not putting your own words.
OK, receive a minimum of five days written notice for any meeting related
to the allegation so you can argue your point.
But again.
You five day a meeting will be held within those five days.
I know.
The bad side of it? Don't worry about it.
But it is quite serious at this level because we would do want you to be.
Think more critically of what you're doing.
OK, so as we navigate the evolving landscape of technology in education,
we know that there are AI tools out there and everyone's saying check
GPT. That is not the only one.
There are other ones out there. We know about them and it's presented
some new opportunities and challenges. So to ensure that you benefit
from these advancements while maintaining your academic integrity.
We've got some guidelines for the use of AI tools.
So first of all, is understanding aiai tools can offer assistance in generating
the ideas.
And providing information, even drafting content, however, it's crucial to
recognize the difference between leveraging these tools for support.
And substituting them for the individual critical thinking and
understanding. So for example, I had one group who used the same.
Tool and they all had similar answers and they also had the similar
mistakes.
So a lot of the AI pulls in.
Data from all over the world. OK, So what?
They didn't.
Change was was in greater British pounds, not New Zealand dollars. Some
of it was U.S. law. Some of it was European Union law.
And it wasn't.
Strange to the scenario.
So you know, yes, we know that people use them.
Yes, we know that there's.
They can come up with some of the answers, but they don't come up with
the answers specifically to the scenario that we set and the scenario we
set here is for a small.
Owner, business owner and they only have a small set of staff.
They don't have it teams, they don't have HR managers.
They don't have, OK.
So you have to make sure that you fit your report.
To the scenario. OK, so some of the things that are generated by.
The AI are for big.
Corporate companies.
And they put in team members and managers that don't exist within our
scenario, OK.
So when you're using them.
Disclose the usage to. To me, include a brief description of how it was
used. OK, so because when you put it through, turn it in, I get to see the
level of AI and also you level level of similarity. And if that those two are
high they give.
Me a that means I go through your.
Assessment, like a fine tooth go because I start seeing some of the same
stuff, another assessments.
So just be aware, AI still hasn't evolved enough to pull out the assessment
because it doesn't.
Some of the information it provides is not New Zealand based.
Direct submission of AI generated content without substantial contribution
or modification.
So that's you just copying and putting it in.
It gets picked up straight away, especially if it's being used by two or
three people.
Collaborating with peers is encouraged and designated assignments use
AI to generate your shared content without proper attribution or
exceeding the allowed level of assistant.
Is considered a violation of academic integrity.
OK.
Citation and acknowledgement. If you incorporate AI generated into word,
it must be appropriately cited and indicating the portions of work created
with the assistance of AI.
It is a good tool to help with the ideas, but again you need to be you need
to critically think on how.
How does this fit our scenario?
And you might go, they might say, well, you have to do.
A prioritization. And you go. OK you've got. If I if I pulled it up and I said to
you, well, what prioritization you use, you'd then have to be able to tell
me. OK.
So don't just put in things.
Don't just put in things that wet, because AI seed is full to use.
Misusing tools, as said, will be serious academic misconduct. We don't
want that.
We encourage you to approach the use of AI with honesty, integrity and
responsibility. Should you have any questions about the use you need
further clarification on these guidelines.
Please don't hesitate to contact us, OK?
'Cause, we are here to help you get through.
And we're committed to supporting your academic journey, so.
That's.
The big welcome page there in the announcements for you.
Does anyone have any questions?
If not, we'll move on.
Yep, everyone's happy.
Happy.
I have a question.

~ Happy 20:51
Yes, Sir.
Can you suggest some book for this subject?

George Tongariro 20:55

Some books for the subject.
There, there are some technology management books but.
What will happen is.
We are going to.
As I go through some of the content with you, you will see that I've got.
Some books and some links to videos that will help you, yeah.
When we start going through the content.
OK.
Oh anybody else?
Pretty straightforward.
Sweet. OK.
So moving on.
Umm.
We've gone through.
That here's a study plan for you.
To look at, it's got the assignment details. It's got the seminar schedule,
the four seminars.
One is, one is now the second one is on the 11th of December, the third
one's on the 29th of January, and the last one's on the 19th of February.
If you follow the different weeks through the.
Through the weekly schedule of things to look at.
So creating an IT strategy scenario based case report, that's what I'm
going to go through to you today and then for the first two weeks,
concentrate on at least getting the skeleton together.
Then weeks.
Three and four look at maturity modules, models that we're going to use
throughout your report.
So that gives you another couple of weeks.
So you'll notice we've got a couple of weeks here to research this stuff
and then just put it to add it to your.
Assessment.
5:00 and 6:00.
I'm looking at ITIL.
Again, that's gonna be a big part for the assignment. One week seven is
also looking at creating a data management plan.
There is a good.
Template in there that you can use and you can also.
Modify it now.
Now remember, this report is one.
Report that's got.
A lot of a lot into it and it's based around the scenario, the root cause
analysis. Now the other option is you could spend the first two weeks
going through up to week nine and just look at the content and then start
your.
Plan. I'm not going to tell you how to plan it because we each have
different.
Ways of doing it, but the content here if you go through the first one really
quickly then you might wanna go and have to. If you can get say you
decide to do all nine weeks up to week 6.
All the theory then that gives you the rest of the time to get ready for the.
Ready for it?
And then on the 24th of Jan, as you, that's when the assessment is due
that week, then the last three weeks is for assessment too and we'll talk
about those assessments a bit more depth.
Well, we'll talk about assessment two in January.
Today.
We're going to spend more time on assessment one because there is
quite a bit of detail in there.
So the modules that are in here.
We've got some new things for you to look at.
There's a disclaimer.
Copyright is the course overview, OK and in the course overview gives you
tells you a bit more about what are we doing.
We're providing an enterprise level of overview of a Technology Strategy
and how it aligns with the company's strategy enabling commercial
competitiveness.
Giving your methods to identify gaps.
And technology, process and operations and taking you through how to
create a robust Technology Strategy and road map that will reduce or
remove identified gaps during the course. You'll become familiar with
enterprise information management, data life cycle from data being
created or ingested.
Through to integration across systems.
Manipulation, storage, archival and final deletion.
Expanding data management further, you will learn about data
governance to be able to deliver information in a safe, compliant and
assured way, whereby providing confidence to the business that any data-
driven decision is made with the best information available. So in.
There, we're going to get a business scenario.
You're going to look at its technology requirements and you're going to
mix them together and you're going to come out with a strategy and a
plan for 24 months.
Or that'll go from 24 to 26 months.
And in there you will be adding lots and lots of the complexity that we
were talking about.
In addition to the data management, you will look at risk management.
In the broader sense and how data and anonymization techniques can
help safeguard sensitive personal data, you'll discover the role of privacy
and ethics play in keeping data safe. By exploring the complexity around
consumer privacy, the obligations of the company, service solutions, and
technology professional.
You'll learn about the New Zealand privacy laws, as well as privacy laws
that impact New Zealand industry.
So like we've got the GDPR.
Its N privacy law, 2020.
And so on.
Assessments in this course include a high level business case report and a
project plan for the high level business case. You will be required to
develop an IT strategy and a road map for a company that is going digital.
You'll also develop a communications plan that indicates how you could
produce ITSM slash ITO to the company.
So that's it. Service management and Infrastructure library by identifying
and analyzing technology risks to complete our data management plan.
That captures how data will be handled safely and securely for project
plan assessment, you will help the company diversify their product.
Produce and service offering and you'll be asked to give a presentation
that shows how you will implement the new offering and carry out a
privacy analysis to identify potential privacy risks.
Now privacy is done in assessment so.
But should still be considered an assessment one.
I live like course there are.
Three learning outcomes.
Excuse me.
First one being analyzed, technology maturity models to execute
technology strategies that enable beneficial outcomes and efficiently
efficiencies for an organization.
Evaluate and enterprise information management practices.
Assist information risk frameworks.
And analyze data governance and privacy frameworks used to construct a
data management strategy and align this to business and technology
strategies.
Current laws and regulations. Now we are using New Zealand privacy
laws.
New Zealand data management laws, etcetera.
If you are going to introduce.
An international standard. Obviously you will need to.
Explain why you bought in the international standard.
OK, so as said, we've got 2 assessments.
This first one is the big E.
It's 60% and it covers all three.
Learning outcomes and assignment two as said as a carry on and we'll
talk about that when we get to assignment two, because assignment one
is what we should be concentrating on.
OK, assignment one is a scenario based case report that contributes to
60% of your final course grade.
The assessment is a high level business case report analysing the key
risks opportunities.
Regulatory exposure or other stimulus or stimuli for change in the context
of a chosen organization.
The scenario for this assessment is Adam, a photography limited to help
them digitize their photography business to guide you through the
Business Report, you'll complete 4 tasks now. These four tasks will be in
one report.
Please do not put four different documents.
I want one report and I want a.
A professional looking report with these four parts inside it, OK.
And the the reason for that is it's about you aligning.
The strategy in the road map.
The communication plan and the risk register and the data management
plan together because they do cross over. So if you said something in.
Your strategy plan around communications.
It should also be in the communications plan.
If you said that these are the key stakeholders in your road map, then
these they should be also the key stakeholders in your risk register or
your data management plan.
So they should weave together and some of the data will.
Crossover, so just be aware.
Weary of that, we've talked about the three learning outcomes we've
talked about.
Plagiarism.
Now, since here APA sits all greater, we're using APA 7. If you've got APA
6, won't be.
Analyzed for it because.
You have at least following a scenario, right?
The scenario itself, and it's very important that you understand the size
of.
The business and what it does, so my job will be to answer your questions
for the client so.
After you've read the scenario, you may have some questions of me.
The best thing to do is get all your questions together.
E-mail them to me.
I will answer them and I will do them in bold and then you can.
Use that data to help shape your strategy and your road map, etcetera.
So you've been contracted as an information and communication
technology manager to join a small technology team that will be involved
in developing computerized booking and ordering system for artema
photography limited or APL. Your job will be to analyse the collected data
to find the IT strategy and Rd.
Map determine any risks.
Develop a robust business case and prepare a report.
APL is invited the technology team to a meeting to discuss requirements.
Adam and Davis is the founder of APL and outstanding photographer,
starting a company in 2015 has slowly achieved reputation of being
Auckland's leading portrait photographer.
Her profile is such that appointments for her photography sessions must
be made at least two months in advance.
Adam and now employs 3 office staff.
An accountant.
And three assistants, OK.
So that's her staff base.
An increase in business is forced Arama and her staff to consider
implementing an online cloud based system to manage the photography
session bookings. The ordering of photographs by customers and the
dissemination of digital proofs to the customers.
So you're gonna have to think about what system would that be.
Think about how you would put do booking sessions in the ordering of
photographs.
And how you get the digital send digital pros the company would like to
have an online platform for APL, we have bookings for photo sessions and
orders for photo prints can be entered both bookings and orders have to
be paid at the time of the entry online.
In order to be accepted, delivery of the ordered Prince is promised within
two weeks of ordering the method of collection of the ordered
photographs.
In the studio or period will be chosen by the people who place the orders
on the platform, so they want a full online platform they don't have.
Everything's done manually at present, so there might be a whole lot of
questions around.
That process, and that's where I said you guys may need to e-mail me
your questions around it and so.
That.
Gives you better clarification of what it currently is, so you have to
prepare a single business case report that includes the outputs of each of
the following tasks.
OK.
So the IT strategy and road map.
Analyze technology maturity modules that execute technology strategies
to enable beneficial outcomes and efficiencies for an organization.
So you're going to analyze the needs at APL to determine where you need
to improve.
The tools and processes to move APL into the digital space.
Take some time to research your market competition and software
options. So have a look at the photography market.
Moment. Have a look at.
What are the? What's the competition in Auckland like and possible
software solutions if need be?
So once you're done, develop a ITG it digitization strategy for arama and
by using an the infotech strategic plan template.
Now you don't have to use that template if you have another one, that's
fine.
But I have got a template in there. The four templates that are in here.
Have different fonts.
They have different font sizes, etcetera, etcetera.
Remember, from a personal point of view I would like.
A professional looking report.
Same fonts.
Except for your diagrams, and if you're using any diagrams and tables,
they should also be referenced. Now if you borrow a table that's say from
ITM.
And you change it, it's still their table, OK.
So you have to acknowledge that you've got the source of the table, even
if it's your data inside. OK.
Once you've done and you've developed that.
You need to make sure it's for a 2426 month period.
So that's where your road map comes in handy.
Your strategy will be there.
Your road map will be like your.
I would be put.
It would make it easier to read, so when you have a look at it, you'll be
aligning your strategy and your road map.
Then at the same time task two is writing up a technology.
An ITSM communication plan and assume that the processes at APL are
currently chaotic and ad hoc. You would need to go and look this up and
find out what that means.
And basically it's it's a small business.
They haven't got any great plans in place so so it's a little as documented
and if an employee was to leave their documentation leaves with them,
maturity is low in every regard. So you need to develop a plan that
catches how you will apply and implement itcm I.
Tell it all over the coming 18 months.
Focus on the components that are relevant to your project.
I can assure you analyse information security and change management
using appropriate models.
Use the example below as a guide.
As I said that guides people do use them.
But remember, I'm wanting A1 good report.
Your risk register.
The other thing is if you have.
A table.
That's too big to put into the report.
You can use it as an appendices, OK.
That's the other thing you can do, or make sure that any of the.
Tables any of your Rd. maps etc are readable.
OK, as if they're not readable then it's they're no good. OK, so complete
the following risk register register template. I will take you through that
template later.
In Seminar 2 and I will talk about the whole risk management process so
that you guys can get a better idea on how to do risk management for a
business from the communication side.
Data management plan now this. This again there is a template.
It's got some really good content in there, but you need to fill it out and
think about.
How each of the questions.
Will Captureapl business needs for data now?
Remember, it's a photography business now.
Photography businesses use a lot of.
Different data formats which might lead to a higher usage of data
management, for example.
Again, you need to analyze that.
Think about the data that we captured by APL. If they go digital.
Analyze the data governance and privacy frameworks in order to
construct a data management strategy for APL.
Complete a plan.
You can use the following template or build your own.
As long as it covers each of those.
Each of the questions in there you'll find that it will give you a really good
rounded view of.
A good data management plan.
For submissions.
Again, you can use.
Is. Please use.
Turnitin, I will let you know what the password is to go and put your, put
your submission into first to have a look at the AI generation and
similarities and then.
Once you're you're happy with it, then submit it to canvas. OK as apdf file.
And obviously the successful criteria is a minimum of 50% to pass.
You'll be marked accordingly via the rubrics, and we'll talk about each of
those as well as we go through.
You're allowed a maximum of two attempts at the maximum percentage
be awarded on a second attempt is only 50%. So if you only got 40%,
you're still on the reset.
You're still only getting 50%.
Anyway, OK.
If it's a reset.
Extension form is there in a PDF, OK if you need.
Need a special circumstances form that can be applied for through
through me or through the team leader.
And obviously there's the academic and integrity and academic
misconduct policy that we talked about before.
And then you when you submit it.
I believe you have two attempts to submit it please.
A single PDF file.
OK.
So what does a strategy road map need to be for you to pass?
Well, for you to get maximum points on the left hand side.
25 to 20 points in depth analysis of maturity models create a strategy and
a road map.
That demonstrates insightful thought to the aspects of the digitization of
the business. So remember.
We're going from a paper based business to a online business.
You need to think about accurate estimates.
Estimates for the work involved and also a financial summary.
Now your financial summary. Each of you will have different.
Solutions so.
As long as you can.
Justify your financial summary.
There shouldn't be a problem.
Your project and product initiatives align seamlessly with the IT strategy.
So your IT strategy or your road map?
They should all align OK your coms.
Strategy and your road map will use items of it SIM through it. It will look
at that.
Finance IT financial summary and also the timeline of 24 to 26 months.
So that's worth 1/4 of the mark of the marks.
Has two as a communication plan an in depth rational logical.
Easy to follow communication plan that includes analysis of the
technology maturity models, the challenges, the implications of ITSM and
ITIL for the company, the expected benefits, and a maturity assessment of
the current state and areas of particular focus.
Also, what's not in the add should be in there.
Who are the key stakeholders? OK.
Well, you will have key stakeholders that that do certain parts. For
example, we don't have a finance department. We have an accountant.
We have people on the ground who are as photography assistants. We
have admin staff and they all have roles, OK? And so when you're thinking
about.
To anything financial you might need to talk to arama and the.
Accountant. Yeah. So as I said, remember, it's a small company with a
small amount of people.
And if you're going to introduce any staff from your side, from your team,
you also have to include them and these would be the people that I would
need to help with that communication plan or with the project.
Your risk register.
As I said, we'll leave the risk register till after Christmas, but an index
evaluation of the organization information practices to assess.
Information at least five relevant risks are identified with deep insight into
the assessment, the impact, the probability and level of priority.
But then we also need to think about what's known as the mitigations.
How are we going to listen those risks? So again?
That will be.
Later on a seminar too, because I don't think we'll have time to go through
it tonight.
And last of all, your data management plan.
So you're going to do an indexed analysis of the governance and privacy
data to construct the data management plan that is aligned to the
business and current laws and regulations.
This includes, but not limited to deep insight on how the data will be
governed and managed, discovered.
Uses reused, stored and disposed of.
So that one there again, that's quite a chunk of work.
I am regarding the type of data that will be handled, especially when
you're going from. As I said, ad hoc chaotic.
Into something more logical and sensible.
I tell you.
That's a lot lot for the first assessment and I've got some hands up.
Let's see Carolina.
I have a question.

Carolina Genes 50:57

Yes, but I think that was first nikun nikun.
She was first on me, so go ahead, Niko.

Nikunj Dalvadi 51:05

Yeah. Yeah. OK.

George Tongariro 51:08

OK.

Carolina Genes 51:08

Then I go.

George Tongariro 51:10

Nikun Yep.

Nikunj Dalvadi 51:12

OK. I will go. Hi George.
Good evening.

George Tongariro 51:14

Hi, I'm good. Thank you.

Nikunj Dalvadi 51:17

I just have some doubts regarding the assessment like the templates that
you have given to us. If we can use like you are saying that you needed
the pdfi means like the assessment in the one PDF. So it'd be like we can
use the template for can like.

George Tongariro 51:20

Yeah.

Nikunj Dalvadi 51:36

Can we use a template for a while assessment?

George Tongariro 51:39

Here you can, but what?

Nikunj Dalvadi 51:39

And.

George Tongariro 51:41

I'm wanting you to do is to create one seamless report so I don't want and
it's gotta be professional.

Nikunj Dalvadi 51:46

OK.

George Tongariro 51:49

You say so. I'm just saying yes, you can use the templates, but make sure
that they're not all different font sizes, all different, you know.

Nikunj Dalvadi 51:59

Yeah, yeah, I understand.
And the second thing is like if we like, we can obviously from the template
we can copy paste like the some of the things. So so if we can like copy
paste from that template. So is it like it can be tell us like a plagiarism or
it.

George Tongariro 52:00

Yeah.

Nikunj Dalvadi 52:17

Should be OK like.

George Tongariro 52:18

No, no, because I've if you use the templates those templates are any of
the template questions.

Nikunj Dalvadi 52:26

Yeah.

George Tongariro 52:27

Are blanked out.
It's only your answers that will show the plagiarism.

Nikunj Dalvadi 52:32

OK, OK.
That's cool.

George Tongariro 52:34

OK.

Nikunj Dalvadi 52:34

Yeah. Yeah. Because obviously because if you are copying from the
template then it should be a doubt like in the IT can be tell as a plagiarism
or not because.
George Tongariro 52:43
No, no 'cause because I I set it not to you, not to include the template.

Nikunj Dalvadi 52:44

Yeah.
Yeah. OK.

George Tongariro 52:52

And even if it did include the template, I would still only be looking at the
content of your work.

Nikunj Dalvadi 52:59

OK. And yeah, and can you please suggest like how we can find the
estimate very easy because it looks like very complex first of all first like
from the first look it looks like very complex.

George Tongariro 53:00

Yeah.

Nikunj Dalvadi 53:12

So can you please suggest like where we have to look like about the
things about the.
All the assessment.

George Tongariro 53:22

I'm gonna take you through some of the things just after the break, OK?

Nikunj Dalvadi 53:25

Oh, OK, OK.
Thank you so much, George. Thank you.

George Tongariro 53:27

Yeah, yeah.
So Carolina.

Carolina Genes 53:32

Ia teacher.
My question was up to which model should should we progress to be
ready to start working on assessment one.

George Tongariro 53:44

Well, we'll, we'll. I'm gonna take you through some of that stuff tonight,
but each week each week notice how we set out the plan is that.
Plan that is a guide on it.
You can go as quick or as slow as you like, yeah, but if you stick to those
every couple of weeks, as I said, people may do it differently.
Some people like to do all of the theory 1st and then do the hard work.
Some people like to do a bit of the theory, a bit of the work, as long as you
are progressing.

Carolina Genes 54:18

Sure.

George Tongariro 54:21

And.
Obviously asking me the questions too.
As the client, the sooner you guys ask me the client questions that will
what that does will give you a better idea of my needs. My business
needs, yeah.

Carolina Genes 54:38

Well, OK, perfect. Thank you.

George Tongariro 54:41

Yeah. You're welcome. Anybody else?
Oh yeah, here we go, baraz.

Faraz 54:46
Hi, George.

George Tongariro 54:47

Hi.

Faraz 54:48
Why do we have two submissions? You mentioned like we can submit 22
times. So is it like so you?

George Tongariro 54:53

So generally, if you say you made a mistake on your first assessment and
then you go oops I I uploaded the other one, you can still upload a second.

Faraz 55:00
Yeah.
OK, OK.
Yeah.

George Tongariro 55:06

OK, but do run it through Turnitin first anyway.

Faraz 55:12
Yep. So it's not for the feedback from you.
It's just like in case.
In case any mistake, you can upload it again.

George Tongariro 55:17

It's it's, it's the the one you put into canvas is the one I mark for your
finalists.

Faraz 55:26
Thank you.

George Tongariro 55:26

Yep.
Oh, do we have any others?
Any other hands?
No. Guess what, guys, let's go and have a 5 minute break.
OK.
Just have a go and get up.
Have a quick walk.
Go grab a coffee, because that's what I'm gonna do.
And I'll be back in 5 minutes.
See you at 7:08.

Carolina Genes 55:51

OK.
See you.

George Tongariro 55:52

OK.

Nikunj Dalvadi 55:53

Thank you.

George Tongariro 1:01:08

Good everybody.
I'm back.
Hello.

Immad Siddiqui 1:01:29

Hey, George.
Play.

Hasan Shaik 1:01:31

Agent.

vidhya c 1:01:32
I want you.
Amanpreet Kaur 1:01:33
Hi, George.

vidhya c 1:01:34
Should give her and have a question, can I go ahead?
George.
So is there any sample assessment so that we can?

George Tongariro 1:01:43

Yeah.

vidhya c 1:01:49
Check that and we can do our assessment, George.

~ Happy 1:01:53
We can get you over user.

George Tongariro 1:01:56

No, there isn't, because each each of you will end up coming up with
some different.
Each of you will come up with a different solution. OK, so there is no one
answer to this.

~ Happy 1:02:14
We don't.

George Tongariro 1:02:14

As long as you meet, as long as you meet all of the requirements of the
marking schedule.

~ Happy 1:02:21
But we we don't understand what we wanna do in assignment
assessment.

George Tongariro 1:02:28

Yeah, well, I'm. I'm about to go through some of the content in that now,
OK.
There is no.
There is no one assignment.
'Cause, you'll all have a different take on it and I don't want you just
copying what someone else has done because.
Everything here is that you're going to use your brain power to make it
work for you.
Yeah. And make sure that you meet the scenario requirements. OK, So
what?
vidhya c 1:03:08
OK.

George Tongariro 1:03:08

I'm going to do now is I'm going to go and we'll have a look at some of the
modules that you will need to go through and that will help you.
Do the assignment OK.
This will allay some of the fears you currently have about setting these in.
Now remember, the first one is it strategy and road map and your
communications plan. Those two there are the ones you should be
concentrating in the first four weeks, and then the other two in.
The next couple of weeks, OK.
Or the next weeks after that, so if you.
Set out a plan. OK, you might wanna do the data management plan. You
might wanna do but.
Your strategy sets out.
Your strategy and your road map set out the full 24 months and inside
that your communication plan will talk about how you integrate ITSM, ITIL
and with the business.
Yeah. Then the risk register are foreseen risks that you see.
In the project so.
And how you would fix them or what you would put in place to fix them.
And then last of all, your data management plan is what data is going to
be affected by your decisions, OK.
So if we go into the modules.
OK, this is a Maori company by the way, and so we have included.
A.
Mahdi data governance structure from.
Statistics New Zealand and it's called Nartikama pie headed.
Now.
NZ Steps decided that there needed to be.
A good data governance model other than the what's known as the GDPR.
And something that was.
For New Zealanders.
Arama Davis is amali so.
A lot of her clients are MALDI, so that means you need to also think about
some of the data governance through this lens.
Now this lens of NAR tikanga paihere.
It's to is for you to understand the values and needs of those who interact
with systems you work with.
By integrating Natty T column pie header tikanga Maori into almori into
your work, so stats New Zealand aimed at guiding ethical and culturally
appropriate data use.
It comprises of 10 tikanga Maori worldview principles which can be applied
to the broader technology industry.
So you will encounter references to Naatika Playhodia.
And each module will highlight a relevant principle.
So when you start going through the data management, there's a
question about.
Framework and also the GDPR.
Now one is totally it focused.
And it come up by header is multi data focus.
OK, so you need to think about.
Which of these may apply to the assessment now?
I'm going to give you just a quick overview of this because as we go
through each section of the modules, you will start seeing these words
here and what they mean, OK.
So here has.
10.
Are terms that relate to data OK?
So the first one is pukinger or knowledge and expertise. The researchers
demonstrate an awareness.
And intention to work with data in a culturally appropriate ways.
OK, so picking a knowledge and expertise ***** is accountability and
transparency. The level of accountability to communities of interest is
explained and there is community support for the research.
Wananga in this case its organizations. Institutions have established
systems, policies and procedures to support culturally appropriate
practices.
Then we have wider for the Community, good community objectives align
with research objectives.
Then we have tapu sensitive and risk. So sensitivities in the use of data
are identified, including privacy issues for farno and identifiable groups.
Now remember this is a Maori.
Poe, however, it is still rooted around.
Data governments in data management. OK, so as you start going
through.
This elements of this will turn up **** a Papa or your community
relationships researchers establish suitable relationships with the
communities.
Now notice it's not just saying Maori communities, this is for everybody.
OK, could be if you if you are in an Indian community.
You still you, you would use these same.
In those communities.
So this is a generic one with a multi lens, but it is actually good for all
communities, not just body. OK so tikka value for all the research should
be a part of body of work that contributes to the better outcomes for
Marty and New Zealanders.
Atiyaki data stewardship and governance communities of interest are
identified and involved in the research decisions as early as possible.
Modi is data transformation and governance, so researchers show that
data transforms from its original purpose to support research objectives.
And last of all, noir or data is readily accessible and there is demonstrated
awareness now as we start going through each of the modules, you'll start
seeing that some of these apply to the modules.
And so you can use this model to help with your decision making, OK.
Any questions about?
No, it is just another model.
On the use of data in a culturally sensitive way, yeah.
And it doesn't just mean a Maori way, OK.
Questions pretty straightforward.
Oh, so moving on.
You can use part of those as your within your project if you think they
apply.
You all have access to online linked learning.
To get in their register using your whitecliffe and in here you can access.
A whole pile of resources around videos training around itsmicl any of
those things that will help you complete your assignment.
OK. As well as what we have online.
I suggest you register if you haven't already.
Log in and any questions you have you you would be quite surprised at
what LinkedIn learning will give you.
They have training sessions.
Video sessions. You can also go to O'Reilly learning and again.
Log in using your my whitecliffe your student ID and my whitecliffe.
And again, this is another.
This is where more written resources.
Whereas LinkedIn is more online.
So if you're a reader, O'Reilly is really good.
If you want someone to do your whole lot of talking and listening and you
like listening, you can go into LinkedIn learning.
So.
Here are some details around Turnitin. OK the file requirements your files
have to be less than 100 Meg and less than 800 pages. It will take docs,
PDF, text, RTF, Openoffice, PowerPoints, HTML and Postscript.
It's it will be set up.
I I will set it up.
You will get a code to sign in and then you add your file to it.
OK.
So it's very.
Friendly in that way, as you load it up, it will then tell you give you.
The.
AI if you've used AI, will give you a rough idea of AI generated text and
also.
Someone asked the question what level of AI is the level Max we are
allowed. If I said 0.
Ideally, I'm quite low if we can.
Anything over 50% is then regarded.
Is regarded as.
You only doing half the work and you'll get the marks accordingly.
Anything above that?
Then we start looking at.
We start looking at your similarity as well, because generally if someone's
got a high level of AI, they tend have a high level of similarity as well. So
please.
We want.
I want to see your work.
I want to see what you can produce, OK.
So.
There's a file requirements for those you whose English isn't that great.
I would get someone who has got good English to check your.
To check your grammar, sometimes some of the things I understand what
you're saying, but you've gotta learn to say, get someone to check your
grammar. If your English isn't that great, OK.
And on the other side, if your English isn't that great and you pull out a
fantastic English written assessment.
And that also raise raises voices.
I do want people to.
Work with me.
I want you to start asking questions. I want you to use emails.
I want you to be.
Able to confidently ask questions as well.
OK, 'cause, that's a big part of this module because the first part you're
going to need need a good understanding of the business needs as it is.
So there's the framework.
There's a draft coach.
There's how many times can you do a similarity check and where can you
learn more about turnitin? Go to turnitin.com.
OK.
We'll do a bit more around that as we.
Go through as well.
When we get closer to.
Learning it so you need to develop an IT strategy in this is part one of the
assignment.
What does that mean?
Well, it's in central introduction to technology management, a critical part
of every business, particularly in this day and age with most companies
are so technology driven.
I mean, you have a look 10 years ago.
People weren't using their phones to the.
To the ability that they are now OK, technology has got grown quickly.
Over the last 60 years.
And in that time you basically.
Plan 640K games now.
That's like a fingertip on a telephone.
OK. So as we start as we are getting more technology driven, we're
starting to use AI.
We're starting to use virtual reality, which are very.
Intensive.
Labor intensive, they also thrive.
The amount of data we can store.
OK, I've got a program I wrote 20 years ago and I can fit it into.
A ausb drive.
That's.
What is it, 600 me or something, you know?
Whereas if we were to do that now.
And you and I used another program.
It's almost three times as much for the same bit of data.
So what is the objectives?
Explore how technology underpins and facilitates the execution of our
business strategy.
So business strategy in this case is our scenario.
Identify what makes a great IT strategy and build your own and recognize
what makes a great.
Road map and develop your own. So here we have those are these are
objectives of this first module.
We talked about it, so I'm not going over that again, but it's something
that you do. However, at the bottom as you work through the modules,
think about how the IT road map can be created and a responsible and
ethical manner.
How will the document development and decision making factor in the
appropriate people?
How many priorities, values and world goals?
Worldviews be applied to the.
Your proposed approaches.
You might decide that it only.
Your road map may not use the full 10 OK.
It might just use fiveiethi.
It might just use ***** wider and tuples as you are building that up, you
are looking at what what matters and which ones are applicable.
You don't have to apply.
Every element, because every element might not be applicable.
So the the concept of an IT strategy, what it is its purpose and
advantages.
There are readings and short videos.
OK.
So how to develop one is a blog.
And it tells you how to develop an ironclad strategy.
OK. And it tells you what you should align with the business strategy?
Issues that that misalignment between it and business areas.
Medic advances in the knowledge of is alignment, and this one here is the
business versus it. OK, the businesses here, they do have some it, but you
don't know what it is. So independent you need to find that out.
Those are questions you would ask me as it's.
As it's a go between as the client.
OK.
Things that they do have.
There are some things they don't have.
There are some things that you you are going to make suggestions on
how to make go from a non.
It business to a fully it business.
There are people that you need to think about.
Who are they? Who are they?
What do they do then? You gotta sit.
Sit out your clear objectives.
Sometimes it's a matter of talking to the client, then finding out the
business plan, what they think it is.
They might not know everything and you may have to prompt them to
asking questions as well.
Remember most if if you are an IT project team, most of your clients
aren't necessarily.
It 70 so you have to be quite open.
To someone not knowing stuff and then filling in the gaps so as a business
case, that's what we do.
We're looking at their data.
We're looking at how do they do things on a day-to-day basis? What do
they do?
Monthly. You know, what do they do day-to-day?
What is?
On their plans, how many people do they expect a week?
And so on, so on.
Those are questions that you need to ask around the business and then
you're going to start thinking about and strategic framework.
OK.
And there's some guiding principles. There'll be a vision, a mission, OK.
The mission is actually in this scenario.
The guiding principles.
Do these all apply or are some of them apply?
Obviously that's a good starting for a framework.
Wanna balance out the infrastructure investment and the business
strategy?
So you're gonna have to think about if they only have one computer, do
they need more computers? OK, what?
At what cost?
What type of do they need a server?
They might not need a server.
They might have a small enough that they don't need it.
They might wanna go.
On the cloud and if it's the case, you then going to have a look at
different.
Cloud solutions like AWS, Amazon. OK, you may wanna have a look at
some other options.
So remember how I said there is no one answer.
There are quite a few answers that you can come up with, but the idea is
to improve their business, ensure that their business is enabled, that it
they're looking at different business opportunities.
Any risks?
And the infrastructure.
Now we also wanna think about the other thing that a lot of people don't
think about, and that's your people resources.
OK, sit some success metrics. Apply a set of principles.
OK.
So we've got here cloud adoption, are we going cloud first or hybrid?
Are we going to buy or build?
You know, these are all questions that are part of your.
Strategy going in?
So once you've started thinking about that.
Your conclusion is that an effective IT strategy a business strategy.
Are an integral part of any organization in the long term.
Now we're talking 24 to 26 months.
That's two years, OK.
You have to think about what can you do in those two years.
What will the how will the business grow?
Where will they be in 12 months time?
Six months time, OK from scratch.
There is nothing in place at the moment you are building up.
A report that's going to tell them this is what they should do.
OK, but you need to find out more about what they currently do as well.
Questions. Thoughts.
Anybody.

Faraz 1:27:14
Do we have any information?
Do we have any information about the financials like?
You know, in terms like?
How much finances are for its strategy? So because the planning?

George Tongariro 1:27:25

Yeah.
You don't at the moment.
So what are you gonna have to do?
Faraz 1:27:34
Find out.

George Tongariro 1:27:35

Yeah. How are you gonna find out?

Faraz 1:27:38
From you.

George Tongariro 1:27:39

Yeah, that's right.
OK.

Faraz 1:27:43
Yeah.

George Tongariro 1:27:44

So what I my suggestion is if you have a whole lot of questions like that,
put them in an e-mail and send them to me. I will send you back the
replies, yeah.

Faraz 1:27:51
Yeah.
Yeah.
Yeah.

George Tongariro 1:28:00

Harris, did you have?

Parus Fazal 1:28:02

Yeah. So I had a similar kind of question that those kind of queries we
should send you to you and you'll be.

George Tongariro 1:28:09

Yeah. So.

Parus Fazal 1:28:12

Our photographer company for us, yeah.

George Tongariro 1:28:15

Yeah, yeah.
So I I'm I'm the client.
I'm the client's liaison, so put all your questions together.
And as I said, some of you will come up with some of the same ones, but
some of you will come up with some different ones.
That's why it's very important that this first part find out what the
business does, how what do they have in there, and then we'll go from
there.

Parus Fazal 1:28:45

I have another question later today, so like we are like around 27
participants in this course and I'm sure so many people will send different
questions.

George Tongariro 1:28:45

Yes.
Yeah.

Parus Fazal 1:28:56

So would that be a thing? Like if you see one student asking questions
which is off the track and you can just tell them why you are doing this so
that they know like they are away from the objective.

George Tongariro 1:28:57

Yep.
Yeah. Oh, yeah, yeah, yeah.
Now I when I reply I what I do is I put all my answers in bold.
So I use your questions and then I'll put the answers in bold and say, oh,
maybe you're off track. Try this or try that, yeah.

Parus Fazal 1:29:26

Thank you.

George Tongariro 1:29:28

You're welcome.
Anybody else?
So as you can see.
Everything's here.
And as you go through each of the modules, we've got different.
We've got different answers. We've got different.
Resources here you can use plus the ones that we talked about just a little
earlier as well, yeah.
Now where am I? I'm looking for.
So when I've got these suggestions here.
There are examples.
There's some really quick things like the 8 components of a great IT
strategy. Linked learning teaches you how to create your strategy and
gives you some good tips on how to ask. Yeah.
So what is it?
What is the purpose of it?
A strategy is not about finding the best way of competing, nor is an effort
to be all things for every customer.
A strategy is about defining a way of competing that delivers unique value
in a particular set of users or a particular set of customers.
So if we think about the customers we have, she already has a base of
customers.
That's why she's considered number one in Auckland.
OK.
So she's based in Auckland.
It's a game plan that the management uses to stake out a market
position.
So what are other people doing?
Other people might already be online.
Other photographers, OK.
So that that's the opposition.
So where does she sit if she's got nothing online, then the strategy is to
get her online.
But how are you going to do it?
So you gonna look at the opposition?
You're going to have a look at the current business model.
You're going to look at how you can attract and please different customers
and achieve organizational objectives.
So the strategy is a comprehensive plan that outlines how technology
should be used within the organization to meet its IT and business goals.
You are an IT manager.
You're gonna understand the business.
You have an idea of it.
And then you're going to marry them together.
You're going to set a direction and the details for multiple factors that
affect the organization's investment and use of technology.
About building information technology capability that creates maximum
value that is sustainable in the long term if only addresses short term
needs, then it's likely to be a failure. If it will not deliver return on
investment. So you're going to sit there over 24 to 26 months.
That's that's quite a long time in here.
So what are we going to do for them and how are we going to do it?
There are many advantages of a strategy, so we wanna make the
business needs by creating.
A required it capability and a cost effective way. We wanna drive those
objectives.
We wanna put in a mission and a vision.
We already know what the current mission vision is.
Or, and so we might wanna add to that reduce any operational
bottlenecks. So with them being.
Them being not online at the moment.
There are a few bottlenecks on deliveries.
On the business itself, yeah, we want to be able to reduce those.
We want to transform and improve the business processes. We want to
foster innovation, provide necessary maintenance, support and staff so
they might not have enough staff or.
They might have too many staff at the moment, so your suggestions
around that you might need to train the staff because you know if they're
a manual company and the only photographers they might not know
much about it.
But then there might be some staff members who use it to.
Manipulate photos and stuff, so you need to find that type of stuff out and
what isn't. It is. This is going to be an advantage to them in the
marketplace. Want to develop.
Deliver the value to customers, employees, shareholders, stakeholders in
the organization itself.
OK.
So how does it work?
Well, it should define how all elements of the organization fit together.
Deliver a clear value proposition.
See the benefits that sets the organization apart from its competitors.
It should involve continuity of direction, even if it means trade-offs or
foregoing certain opportunities, products or services at the beginning and
introduce them later on.
In in the business plan balances your daily operations and future needs.
Now if if for example.
There are two months behind.
How are you going to what?
What is your suggestion to bring them forward?
What is your suggestion on how do we?
Implement this while they're still working.
So you providing a road map for the current and future state of the IT
function, documenting deliverables and timelines, and that's why our Rd.
maps there.
Strategy follows the iterative process and it creates and reloins it.
Ology you guys know about the sdlc?
You guys know that I what, a business case is.
You are building this business case.
This is part of this. Putting this strategy together as you are being
business analyst slash strategist for this company.
Who are the relevant stakeholders?
Not just in your team, but the relevant stakeholders in the business.
We know that Adam is there, sees the boss, but she has other staff
members.
What do they do?
Might find it off that they've got they've got some business now that you
didn't think they had and that may help the business.
The integration a lot quicker.
So you've got to have the structure of your plan should have the following.
It should have a vision.
What are you trying to achieve?
So once you've found out what the business is.
What is your mission for here as well?
And you might wanna look at a slot and get or gap analysis.
What are the strengths, the weaknesses, the opportunities, the threats?
To the business, what gaps are in the business, OK.
So that's part of your mission, your goals and objectives is where you list
your short and long term business goals and the objectives and will allow
you to move to the to the end state or your desired state at the end.
Remember, we're talking about smart.
Goals.
Specific, measurable. OK they must.
Be on time and all of them, OK?
Your action plan breaks down the goals and objectives into actionable
steps.
So remember, your Gantt chart can do that if you're using the sdlc, you
can put on your tasks, but your road map.
Is a visible of that and sometimes a lot easier to put together when you
break down that sdlc.
There are a couple of examples here that you can look at.
From Harvard Homeland Security, University of Massachusetts.
They have all very long and.
Won't.
7 pages. That one's 23 pages, and that one's now I am not putting a word
count on it, however.
You do have to make sure.
You have the right amount of data.
To meet the marking schedules. OK. I'm not saying you have to have
10,000 words or 15,000 words.
Some people are actually very good at using graphics, but you still have
to be able to sell it to me.
OK.
There's.
A book on swap, OK.
Go and have a look at that and you really just asked me what are the
strengths or weaknesses, the opportunities and threats to the business as
a very good little.
Video on how you can use it effectively.
And there are some questions that once you've seen that you can answer
them because.
It'll show you how.
Another way, another thing we can use is gap analysis.
Identify the areas where the organization is not meeting technology and
clients.
Prioritize your projects that will raise the organization standards and
determine where to best focus your attention and budget.
Again, this is about you first knowing the business, having having a look at
its competition, having a look, what it's got available.
Compared to.
Someone else, you can do a prioritization of.
Of the businesses and its opposition.
There are other tools we can use like building.
The 123.
Align strategy.
There's it vision, mission and guiding principles, so that helps you
construct a vision statement and a mission statement.
And then there's the IT implication.
Checklist this is a good one as you're going through and checking off
whether you've covered everything.
If you haven't, then you need to add it into your IT strategy and the other
one is using a low, medium, high.
Initiative prioritization tool.
Now it's got a matrix, it's.
Blank. You fill it out and you put in what you think is.
Other priorities for the business.
And then you scale them and then that tells you what level of.
Prioritization for each of the tasks.
So as it is a template, you can use one or more of those tools which we've
previously looked at.
And adapt them to the scenario.
That's your strategy, guy.
That's how you create one.
There's some good tools in there to use. Don't be afraid to.
Look through them and if you have any questions on any of those tools as
well.
Contact me.
The road map overview.
Is basically like a Gantt chart or can be like a Gantt chart.
This one uses quarters.
If you talk about a Gant chart for project management, it would normally
have days and months.
As long as it covers the 24 months.
24 to 26 months and you have all of the tools required and.
Make it easy to read, OK?
And this is again.
This is only one way of doing a road map.
So and road maps Rd. maps are about the future so.
You're anticipating what the organization will need to complete and to
innovate.
Examples might be migrating the company's data to a cloud system.
Yes.
Oh, I think we're doing that.
Are we content?
A road map helps keep the organization on schedule for their
commitments.
So again, it's at that's ensuring that the timeline.
Is reasonable.
What initiatives take time, deliver value and efficiencies that will be
created will be with the way by sharing the road map with the
organization.
It's an opportunity for it to provide a clear direction on how they're
meeting the strategic needs.
And it serves as a communication tool.
So we're gonna do a communication plan.
After we've done the road map because they need to align.
A technology road map to help in several ways for alignment flexibility.
OK, innovation and prioritization.
Think about those things and how they would.
Do with the business that we currently have now the components.
You'll see that we have.
Make components. The 1st is the goals and initiatives.
What is the goals?
Focus on the business capabilities.
Are they enabled by the technology?
Are the big things of work that will help the organization achieve these
goals.
New system capabilities. What are you going to introduce?
By bringing.
In the new technology systems.
The release plans focus on enhancing current systems and specific
requirements to support the new capabilities.
Milestones. Now these are the key accomplishments of stop and go points.
So just like in business in project management.
It might be where we're going to get sign off.
On a stage we might be doing demos, we might be doing retrospectives.
Those should be included in our road map so that people know.
Once this stage is completed, we we've got to have a meeting, we've got
to have.
A demo. We've got to go out there and put it into practice.
And they're very good because those specific dates actually are
checkpoints to see whether the project is on time or not, what resources
are needed.
OK.
What systems do they currently have in place?
What ones will do? We think we need to put in place.
Need training staff. If when staff are coming into a new system, there
needs to be some training available or are there staff already established
that can train?
Risk factors, obviously outside risks.
The external barriers.
Are there some internal ones that were identified?
In our strategy, so those would come in here as well.
And then our status reports that are important and necessary part of
technology road map to keep everyone informed of where the system
should be at any given time.
And then obviously we've got the steps.
So think about these steps.
Your strategic objectives.
Future plans?
So you're thinking in this case, we're thinking 26 months time.
What are we doing from 26 months time back to now? Some people like to
go from now to 26 months time. Some people like to go well. That's the
end date of 26 months.
Let's work our way back.
That's another way of doing it.
Your functional needs and priorities again around the business process.
It's me.
Yeah, business processes your technology gaps, identifying your
functional capabilities and preparing your checklist of priorities.
Your cost measurement. OK, I have not put a cost on here at the moment.
OK, again.
That's a matter of questions to the client, but then for some of the new
initiatives that you're going to bring in that you will need to say that it will
cost approximately.
200,000 for example, but you still have to give a realistic cost estimate.
So that means that if you're introducing.
AWS for example.
They have.
Sizes of data before you start paying.
Then after that you have to pay a certain amount per month subscription
fees for software.
Annual maintenance and support fees.
So you also need to think about what the cost would be.
Moving forward and then your timelines as.
As.
Dictated. As I said a little earlier.
And again there is a sample of a road map.
There are different samples around as well.
There's those that are very graphic.
There are those that are very wordy.
Don't have a lock.
See which one suits you that you think will fit into your.
That will fit into your.
Needs.
Any questions so far?
So as you can see.
Everything's there. You just have to read it.
Go through the, take the things out of it that you think you'll need.
But remember the first part is really talking to more than getting your
business.
Yeah. So those first two parts.
Are the parts that we're going to talk about and that.
The communication plan that is a plan going forward, you can check that
the first priority at this stage is these first four weeks that I've I've just
gone over. That should be enough work for you now.
The first, as I said, the 1st.
Thing you need to do is think about gathering your business data.
And the best way to do that is send me an e-mail, I will reply to your
emails.
And I will also put them.
On what I'll do is I'll Group A whole pile of questions and put them on the
announcements for people as well.
OK.
Alrighty, it's 8:00. Since time flies when you're having fun, isn't it?
Are there any questions at present?
Oh, OK.
I will be looking forward to your emails with your questions.
If there are any other questions around the road map and strategy, again
contact me.
You need to get me on teams or via my e-mail.
George T at Wycliffe dot.
A/C dot NZ.
I will be putting this recording up onto announcements once it's.
Completed our loading up so thank you all very much for tuning up and I
will see you in a few weeks. I'm hoping to hear from you before then
though.
Goodbye. Bye. Bye. OK. You're welcome. OK. Have a good evening.

~ Jayant 1:53:16
Thank you.

Carolina Genes 1:53:17

Bye. Thank you. Thank you. Thank you.

vidhya c 1:53:17
Thank you.

Immad Siddiqui 1:53:18

Thanks Rajan.
Viet Chuong Bui 1:53:18
Thank you.

Immad Siddiqui 1:53:19

Thank you. Thank you.

Aditi Dabral 1:53:19

Have a nice bye.

Krishna Tamakuwala 1:53:21

George, thank you.

Faraz 1:53:23
You too.

Nikunj Dalvadi 1:53:23

Thanks George.

vidhya c 1:53:23
Me too.

Dhuvarakesh D 1:53:25
Thank you.

George Tongariro 1:53:25

Welcome.

George Tongariro stopped transcription