Y2K: The Beginning of Y2K: The Beginning of the End of the Final the End of the Final

ChapterChapter

Jennifer CobbJennifer Cobb

Vanderbilt UniversityVanderbilt University

Gloria Hauck ThieleGloria Hauck Thiele

University of Michigan University of Michigan

EDUCAUSE ‘99, October 27, 1999EDUCAUSE ‘99, October 27, 1999

It’s October 27, 1999...It’s October 27, 1999...

You have fixed everything you have You have fixed everything you have timetime to fix internally to fix internally

You You trusttrust all department systems are all department systems are readyready

You You hopehope the research areas are the research areas are compliantcompliant

You You believebelieve that all the important that all the important “embedded” systems have been tested“embedded” systems have been tested

In the time remaining, In the time remaining, what is the best use of what is the best use of

time?time? Scrutinize external risks and prioritize Scrutinize external risks and prioritize Make contingency plansMake contingency plans Establish a focal point to monitor and Establish a focal point to monitor and

coordinate the Y2K transitioncoordinate the Y2K transition Test communication and contingency plansTest communication and contingency plans Recognize that the human dynamic is the Recognize that the human dynamic is the

wild card in y2kwild card in y2k Identify and prepare for any legal issuesIdentify and prepare for any legal issues

Scrutinize external risks Scrutinize external risks and prioritizeand prioritize

Water, Power, TelecommunicationsWater, Power, Telecommunications Domino effect problem resolutionDomino effect problem resolution Medical SuppliesMedical Supplies TransportationTransportation Availability of critical personnelAvailability of critical personnel Internal and external communicationInternal and external communication Potential liabilityPotential liability

Make Contingency PlansMake Contingency Plans

How to continue mission critical How to continue mission critical operations during transition periodoperations during transition period

Identify critical resources: People, data, Identify critical resources: People, data, equipment, cash, goods and servicesequipment, cash, goods and services

Appoint area and department Appoint area and department coordinatorscoordinators

Provide training and methodology for Provide training and methodology for departments to usedepartments to use

Mission Critical or High Priority

Low Priority

Low Risk

High or Medium Risk

List Functions

Rate Functions as Mission

Cirtical, High Priority, or Low

Priority

If Mission Critical, or High Priority, Assess Risk Using the

Risk Matrix

If Low Priority, Stop

If High or Medium Risk,

Identify Critical Resources

If Low Risk, Stop

Data PeopleGoods & Services

Develop Contingency

Plan

Overview of the Contingency Planning Process

Determine Authority to

Implement the Plan

Create Department

Communication Mechanism

Complete Campus

Contingency Plan Forms

Mail Forms to Institutional

Safety by 5/15/99

Planning for theFuture

Campus Emergency Preparedness

Focal Point for the Focal Point for the Transition:Transition:

Incident Command System Incident Command System (ICS)(ICS)

ICS is used by external agencies ICS is used by external agencies such as Metro Police and Fire, the such as Metro Police and Fire, the FBI, FEMA and TEMA. FBI, FEMA and TEMA.

Use of the same structure greatly Use of the same structure greatly simplifies communications between simplifies communications between our organization and theirs.our organization and theirs.

ICS is extremely flexible - only the ICS is extremely flexible - only the resources needed are activated.resources needed are activated.

Focal Point for the Focal Point for the Transition: Emergency Transition: Emergency

Operations CenterOperations Center

Security O fficer Liason O fficer

Safety O fficer Public Information O fficer

P lanning Officer Logistics O fficer

Finance O fficer O perations O fficer

Incident Com m ander

Emergency Operations Emergency Operations Center ProtocolCenter Protocol

Coordinate and track problem resolutionCoordinate and track problem resolution Assemble status reportsAssemble status reports Activate contingency plans Activate contingency plans Communicate with external agenciesCommunicate with external agencies Monitor financial and legal implicationsMonitor financial and legal implications Support on-site staffSupport on-site staff Activate labor poolActivate labor pool

Test Communication and Test Communication and Contingency PlansContingency Plans

Emergency Operations Center Emergency Operations Center trainingtraining

Y2K Transition simulationsY2K Transition simulations Test emergency power planTest emergency power plan Media relationsMedia relations Transportation alternativesTransportation alternatives

The Human Dynamic Wild The Human Dynamic Wild CardCard

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

Consider the Legal IssuesConsider the Legal Issues

Catalog what has been done prior to Catalog what has been done prior to the transitionthe transition

Identify areas of vulnerabilityIdentify areas of vulnerability Understand the Y2K language in your Understand the Y2K language in your

key contracts key contracts Collect an incident log during Collect an incident log during

transitiontransition Analyze vendor generated problemsAnalyze vendor generated problems

University of Michigan University of Michigan Case StudyCase Study

Lessons LearnedLessons Learned

Primary importance of executive Primary importance of executive sponsorshipsponsorship

Executive sponsors were guided by Executive sponsors were guided by business risks business risks

Build upon existing functions -- you Build upon existing functions -- you have more than you think!have more than you think!

People are critical… they solve People are critical… they solve problemsproblems

Lessons LearnedLessons Learned

Communication is hard even at the Communication is hard even at the best of timesbest of times

Small empowered task force Small empowered task force project management modelproject management model

Processes are more complicated Processes are more complicated and integrated than most realizeand integrated than most realize

Plan for Post-Y2K IssuesPlan for Post-Y2K Issues

Possible negative implications for long-term Possible negative implications for long-term data exchange.data exchange.

Error re-introduction into a “clean environment.”Error re-introduction into a “clean environment.” Recognize that 90% of Y2K problems are yet to Recognize that 90% of Y2K problems are yet to

come. come. Protective measures for dealing with future Protective measures for dealing with future

failure-dates. failure-dates. Monitor the impact of regional and international Monitor the impact of regional and international

y2k fallout.y2k fallout.

The Final WordThe Final Word

So… if you make all these plans...So… if you make all these plans...

And nothing happens...And nothing happens...

Celebrate Celebrate a job well a job well

done!done!

Questions?Questions?

Jenny CobbJenny CobbVanderbilt UniversityVanderbilt University

Jenny.cobb@vanderbilt.eduJenny.cobb@vanderbilt.edu

Gloria Hauck ThieleGloria Hauck ThieleUniversity of MichiganUniversity of Michigan

gthiele@umich.edugthiele@umich.edu

U-M Year 2000 Web Site: U-M Year 2000 Web Site: www.year2000.umich.eduwww.year2000.umich.edu