1. Some Observation in Phase 1 and Suggestion for Phase II Application --- IT Related Application Mr Billy Tang General Manager, Information Technology Resource Centre

2. Most Common Question / Comment The ultimate cost are higher than expected Nobody makes decision Everybody makes decision Just a computerization process Not the usual way of doing thing Usually, we have done this manually, so there is no reason to do it again/ in a complicated way No suitable personnel Outsider --- do not understand our ……. Insider --- limitations about time, knowledge, skill….. Hire someone and form our own? We have awarded the tender, but (communication, scope, timeline, output, staff participation…)

3. From Business Plan to IT Plan Cost and Benefit Analysis Project Inception – Types of Solution Project Structure Selection of Vendor Involvement of Internal Staff

4. Costs and Benefits Analysis Benefits to expect from your IT system Cost-saving? More management information? More check and balance? Costs, the “Total Costs” Initial Development Costs Recurrent/Maintenance Costs Costs involved in Using the System Costs arise from lacking some features Must Consider also the Intangible costs/benefits Eg. Image, Data Integrity, Availability of new Management Perspectives, etc. Consider ALL Costs and Benefits, long-term and short-term, tangible and intangible!

5. Project Inception – Types of Solution For Administration Eg. Financial Management, Human Resources Management, Document Management, etc. Mature systems, less exciting but less risky projects For Service Provision Relatively few ready solutions (market not attractive?) Eg. center/service management, case management, etc. Unique requirements, few knowledgeable vendors – Be prepared to spend more efforts in monitoring the project Affects your budget and required project structure… Know what you want, it affects what you need to put into the project!

6. Project Structure Inhouse management More control over project Understands the user and environment better Can save on PM cost Availability of relevant technical skill, and time? Outsourced project management Can help relieve management’s burden Professional with methodologies PM might bring in experiences from other projects Note the area a PM can help, NGO management still required to oversee the project Retain the most critical tasks for NGO management, including defining the project objectives, handling of major exceptions Appreciate the benefits external advisors can bring, but also understand their limitations (what they are not supposed to do).

7. Selection of Vendor Related to the choice of “Ready Products” vs “Tailored Solutions” “Mature systems” Go for ready products (wisdom from all the predecessor users) Less costly, more reliable “Tailored systems” Mostly related to unique requirements in the Sector, more streamlined to NGO requirements Not really many choices Seek reference from other NGOs Management must be prepared to exercise more stringent control over the project Watch over the long-term implications when selecting a vendor, eg. cost, survival/support of the vendor, flexibility… Learn the capability of your vendor, what they need to do and what they are good for.

8. Involvement of Internal Staff Internal staff involvement cannot be replaced in certain critical tasks:- Defining user requirements Training (they are to use the system eventually) Project acceptance External advisors/consultants can tell you what to do and how to do it properly, but not do it for you Appreciate the contribution from your own staff, it could not be replaced by any external advisors.

9. The Hong Kong Council of Social Service Information Technology Resource Centre General Manager Billy Tang Tel: 29229298 billy.tang@hkcss.org.hk Chief Technology Officer Edmond Keung Tel: 29229277 edmond.keung@hkcss.org.hk edmond.keung@hkcss.org.hk System Manager Ricky Fung Tel: 29229268 Ricky.fung@hkcss.org.hk