1. Information Systems Management and Budgeting Presented by Jim McKenna Technology Services Manager, Morrison & Foerster LLP

2. Goals of Information Systems, Management, and Budgeting Continually influence management through past performance, progress in the present, and future deliverables. Demonstrated excellence at whatever your technology department is focussed upon. To always know what has happened, what is happening, and what will happen.

3. Why use them? What you dont know, will hurt you. Surprises in business are rarely positive. Sometimes the bigger cat does not hear uncle.

4. What are information systems? Any mechanism which provides data. They account for activity. Help identify trends Offer a glimpse of the future.

5. Whats a budget? Summary of spending activity. Tool to help allocate time, talent, and priority. A financial foundation for the future.

6. How do you combine the two? Think of building a house. What will its selling price be? Whats the location like? What fits into the existing neighborhood? Draw out the finished product first.

7. What happens when you combine the two?

8. What happens when you dont? If they dont work together, you may be missing the big picture. It is possible to have different systems fully operational, but not integrated properly.

9. Budgeting Methodologies: what will work best for you? Singular bucket Multi bucket Time based Top down Bottom up Zero based

10. How do you create a budget from scratch? Zero based Spanning years Ratio based –qualified FTEs –number of devices COLA budgeting Percent of revenues Model best practices

11. What is Predictive management and budgeting? Multi year budget Staffing Budgetary expenditures/cash flows Ranking of deliverables What if flexibility

12. Where can you get data? Financial reports Existing budget Formal and informal feedback H.R. reports Vendors/Web Tickets/Tags Best Practices

13. Assembling your Information Systems Think Chinese Menu of results –Funding of this amount –Delivers these results Start simple, grow where necessary, and prune regularly. Chart of accounts Standard vocabulary Standard time reference How will you measure time and talent?

14. What type of metrics should you look at? Cost per employee Cost per supported device Uptime Internal informal R.O.I. Ratio of I.T. folks to employees Cost per initiative (measure of value) Cost per lawyer What do you use at your Firm?

15. Everything must work together. Look out for interdependencies. Practice your processes before they are needed. Make sure to look at both function and process

16. What should you track? Expense Capital Projects Talent Time Failures, impediments, scope creep You never want to come up short

17. How do you classify work?

18. How often should you deliver? A magic number is 12: –2 Home runs –1 Triple –3 Doubles –6 singles Ideally one happens each month. Either be on base or scoring

19. Turning data into information Effective summaries. Graphics. Web access. Always be able to answer what am I getting for my money? Consistently updated. Standard reporting mechanisms. Regularly delivered

20. How to make plans reality Equipment Standards Dedicated Project Manager Regular standardized reports and presentations Staff development –50% of time/$ to improve skills in existing job –30% for assignment du jour –20% for next job Have the answer before the question is asked

21. Activity Time: Group Solutions Break into groups, introduce yourselves, and become best friends. You will be assigned an objective, strength, and weakness. Create your solution. Share how, why, when, cost etc.