Y2K: The Beginning of the End of the Final Chapter Jennifer Cobb Vanderbilt University Gloria Hauck Thiele University of Michigan EDUCAUSE ‘99, October 27, 1999

It’s October 27, n You have fixed everything you have time to fix internally n You trust all department systems are ready n You hope the research areas are compliant n You believe that all the important “embedded” systems have been tested

In the time remaining, what is the best use of time? n Scrutinize external risks and prioritize n Make contingency plans n Establish a focal point to monitor and coordinate the Y2K transition n Test communication and contingency plans n Recognize that the human dynamic is the wild card in y2k n Identify and prepare for any legal issues

Scrutinize external risks and prioritize n Water, Power, Telecommunications n Domino effect problem resolution n Medical Supplies n Transportation n Availability of critical personnel n Internal and external communication n Potential liability

Make Contingency Plans n How to continue mission critical operations during transition period n Identify critical resources: People, data, equipment, cash, goods and services n Appoint area and department coordinators n Provide training and methodology for departments to use

Focal Point for the Transition: Incident Command System (ICS) n ICS is used by external agencies such as Metro Police and Fire, the FBI, FEMA and TEMA. n Use of the same structure greatly simplifies communications between our organization and theirs. n ICS is extremely flexible - only the resources needed are activated.

Focal Point for the Transition: Emergency Operations Center

Emergency Operations Center Protocol n Coordinate and track problem resolution n Assemble status reports n Activate contingency plans n Communicate with external agencies n Monitor financial and legal implications n Support on-site staff n Activate labor pool

Test Communication and Contingency Plans n Emergency Operations Center training n Y2K Transition simulations n Test emergency power plan n Media relations n Transportation alternatives

The Human Dynamic Wild Card n Panic can be avoided with common sense n Awareness: Staff, faculty, parent, student n Promote personal and community planning n Who reports for work, when? n Work within family commitments n Keep your virus checker up-to-date

Consider the Legal Issues n Catalog what has been done prior to the transition n Identify areas of vulnerability n Understand the Y2K language in your key contracts n Collect an incident log during transition n Analyze vendor generated problems

University of Michigan Case Study

Lessons Learned n Primary importance of executive sponsorship n Executive sponsors were guided by business risks n Build upon existing functions -- you have more than you think! n People are critical… they solve problems

Lessons Learned n Communication is hard even at the best of times n Small empowered task force project management model n Processes are more complicated and integrated than most realize

Plan for Post-Y2K Issues n Possible negative implications for long-term data exchange. n Error re-introduction into a “clean environment.” n Recognize that 90% of Y2K problems are yet to come. n Protective measures for dealing with future failure-dates. n Monitor the impact of regional and international y2k fallout.

The Final Word n So… if you make all these plans... n And nothing happens...

Celebrate a job well done!

Questions? Jenny Cobb Vanderbilt University Gloria Hauck Thiele University of Michigan U-M Year 2000 Web Site: