Project

Determine the total cost of technology (TCT) for micro-computing, mid-range servers (intermediate platform) and user Help Desk services.

The TCT would have to include direct costs (purchase, maintenance, human resources and professional services) and indirect costs (floor space) throughout the life cycle of a workstation. The information would have to be presented in a way that clearly identifies the different elements of the TCT. Furthermore, the report would have to include benchmarking, which allows to analyse, evaluate, compare the costs and organizational efficiency of the distributed environment (micro-computing), the intermediate platform (servers) and the help desk centre with similar organizations and the industry in general.

Results

The team delivered a report presenting the TCT evaluation results, expert advice and tips. In addition, recommendations were provided for applying the required adjustments, leveraging benefits and creating quick gains in the ARQ operating budget.

Project

Determine the total cost of technology (TCT) for the core platform (Mainframe)

The CTT would have to include direct costs (purchase, maintenance, human resources and professional services) and indirect costs (floor space) throughout the life cycle of the Mainframe environment. The information would have to be presented in a way that clearly identifies the different elements of the TCT. Furthermore, the report would have to include benchmarking, which allows to analyse, evaluate and compare the costs and organizational efficiency of the environment with similar organizations of the public sector, the outsourcing sector and the industry in general.

The Mainframe environment currently supports more than 54 ministries and public sector organizations in Quebec: MRQ, RAMQ, CNT, RRQ, MESS, MJQ, etc.

Results

The team delivered a report presenting the TCT evaluation results, expert advice and tips. A clear and precise financial picture was established for the core platform. In addition, recommendations were provided and measures for improvement were targeted in order to apply required adjustments, leveraging benefits and achieving savings in the CSPQ’s recurring budget.

Projet

Sainte-Justine University Hospital is the largest mother and children health centre in Canada, and one of the four most important pediatric care centres in North America. The team, which is made up of more than 5,000 people and 500 doctors, dentists and pharmacists practice their work in an innovative and respectful environment. In addition, the Sainte-Justine University Hospital trains more than 4,000 students and interns per year. In 2007, World Health Organization (WHO) recognized the Sainte-Justine University Hospital as a “health promoting hospital”. The establishment is also part of a large network of health excellence based at the University of Montreal, the University of Montreal Integrated Health Network (RUIS of the UdeM).

Due to budgetary restrictions, the Sainte-Justine University Hospital was forced to review its non-medical assets and exercise creativity to do more with fewer resources. Most departments worked in its own environment, each with its own set of tools and help desk centre, without any centralized integration; others did not use any tools, and did everything by hand. This system was inefficient, hindering daily internal communications and increasing the institution’s operating costs. Having recognized the situation, Sainte-Justine University Hospital decided to eliminate the segregated departments and to group then into a single access point, while aiming to optimize technological services and govern technologies to ensure higher productivity, better efficiency and increased profitability.

The biggest challenge proved to be the acquisition of a unique tool capable of managing all IT services (ITSM) in accordance with ITIL v3, while managing all biomedical engineering components, including biomedical alerts, inventory, maintenance and prevention, facilities management (buildings), project management, nursing care projects and more, without the need for programming.

Results

The software allowed us to streamline the number of software tools, improve the organizational efficiency, organize the work process using collaborative and cross-sectional methods based on task optimization, whether they be sequential, parallel, recurring or hybrid. The OmniTracker ITSM Centre and the OmniTracker project manager where chosen for their implementation capabilities in accordance with ITIL v3, and for their scalability, integrated management abilities and their unique platform that is able to automate any business process in support of medical and non-medical activities.

Project

Integrated service management

The James Bay Cree Health and Social Services Council (CCSSSBJ) is responsible for the administration of health and social services for all people permanently or temporarily residing on James Bay Cree territory in Northern Quebec, Canada.

The CCSSSBJ provides services to 9 communities on a very large territory, and is faced with the challenge of isolation from large population centres.

An analysis of the computing environment and discussions with the managers of CCSSSBJ revealed a list of needs to fulfill in order to improve organizational efficiency, as well as the communications between computing departments and facilities management services (buildings and transit).

Based on this analysis, CCSSSBJ decided to streamline the number of non-integrated software tools and to use good practices in IT management in accordance with ITIL v3. In an effort to initiate a transition towards sounds ITIL practices, the entire process was reviewed and all were automated with one single integrated process management tool. The OMNITRACKER ITSM and project management solution was selected due to its integrated service management approach and world-renowned certifications, such as ITIL v3 from Pink Elephant, OGC, APM Group, and other project management certifications from PMI and Prince2.

Results

The scalability of this programming-free platform allowed us to automate several computing processes, to reduce the number of non-integrated software tools, and enhance the communication and quality of services offered. Furthermore, the OMNITRACKER integrated management platform was used to manage projects, as well as oversee and reserve facilities (buildings and transit).

Project

Tool migration and consolidation

The Montérégie Biomedical Group (GBM) is a self-financed department of CISSS Montérégie-Centre. For more than twenty five years, the GBM has been offering a unique, dedicated health technology consultation service to all health and social services in Quebec.

The GBM is a multidisciplinary team of experts in health technology. Its specialists combine their know-how to fulfill the needs of major actors in Quebec’s health services network. By sharing their expertise, the professionals at GBM are able to offer a full range of diversified services and advisors to manage, plan, organize departments, manage risks, ensure quality and complete projects.

The GBM’s mission is to act as a guide for players in the health services network as they complete projects, on all aspects related to the management and use of biomedical, information and facility-based technologies.

Statistics: Management and conclusion of more than 400 projects per year; management and support of more than 30 % of biomedical device inventories in Quebec.

Context of use of OMNITRACKER platform:

• Project Management (biomedical, construction, grouped purchases, etc.)
• Timesheet Management
• Invoice Management
• Computer-assisted Maintenance Management
• Customer Service and Invoicing Management
• Biomedical Device Inventory Management
• Biomedical Alert Management
• Computing Services Management – ITSM (ITIL v3)
• Document and Contract Management
• Web Portal (online store) for clients and employees

Situation motivating the GBM to go ahead with the Computer-assisted Maintenance Management project

• The GBM used a non-flexible, non-scalable and non-integrated in-house tool approaching the end of its life cycle.
• Project management (+400 projects annually) was done manually and was not integrated with the invoicing system.
• Time sheet management was done manually, and did not allow to see all projects at once.
• Manual invoicing was based on several override methods in order to create invoices compliant with service agreement and varying pay rates.
• Inventory management and retrieval of biomedical devices from clients was done manually and proved to be problematic and time consuming for a little team.
• The environment did not provide web access to clients for the purposes of updating inventory, purchasing services, checking alerts, etc.
• The level of process maturity was weak and/or non-existent in specific environments (vacation, time off). Work was performed in a non-collaborative manner, there was no way to communicate between processes and departments (HR, material resources, finance), and the approval process was tedious.

Results

This project allowed to consolidate and support the GBM’s business development efforts, to improve quality and enhance follow-up with clients after service delivery, in addition to:

• Consultation, implementation of good practices, training, resource lending (resident advisors), the radiation projection and management of equipment inventory (acquisition, planning, implementation), notably for biomedical engineering, clinical engineering, medical physics and biomedical maintenance.
• Project management, creation of a projects office.
• Planning, governance, development of a business plan, implementation of good practices, system architecture for information technology.
• Planning, project management, equipment planning for construction and renovation of facilities.
• Inventory management for biomedical devices in Quebec-based biomedical facilities.
• Change, risk and quality management, reengineering of business processes.

Project

Determine the total cost of technology (TCT) for micro-computing, user Help Desk and evaluate the level of process maturity of user Help Desk.

The TCT would have to include direct costs (purchase, maintenance, human resources and professional services) and indirect costs (floor space) throughout the life cycle of a work station. The information would have to be presented in a way that clearly identifies the different elements of the TCT. This information was required for a negotiation with a potential provider of outsourcing services.

Furthermore, the report would have to include benchmarking, which allows to analyse, evaluate and compare the costs and organizational efficiency of the user help desk in the context of a negotiation with a potential provider of outsourcing services.

As part of a continuous improvement process, MDEIE’s IT Department was seeking services from an organization of IT experts to complete a full service evaluation project, including:

• Evaluating existing parameters.
• Determining the cost of IT services.
• Evaluating the current level of service.
• Establishing parameters for future outsourcing agreements.
• Comparing/benchmarking results with those of the industry.
• Comparing with services offered by external providers.
• Analysing all processes related to ITIL Service Support.
• Identifying the strengths and weaknesses of the organization as they relate to service delivery.

Results

Our evaluation and comparative analysis allowed the MDEIE to compare itself with other players in the industry, other ministries and similar public organizations in North America. This document served as reference for future studies. The cause-and-effect analysis allowed the organization to move on from the project and prioritize IT improvement projects and target recurring cost saving measures. A final report was presented to the MDEIE’s IT management team. A second exercise was done to evaluate and compare the costs associated with the micro-computing environment.