This is a case study, mention who are the external and internal stakeholder in this blue sky project. Categorize into internal and external separately

1 of 4 Case 10-1 The Blue Sky Project Garth Hudson was a 29-year-old graduate of Eastern State University (ESU) with a BS degree in management information systems. After graduation he worked for seven years at Suegrass Systems in Louisville, Kentucky. While at ESU he worked part time for an oceanography professe Ahmet Green creating a customized database for a research project he was conducting Green recently appointed director of Eastern Oceanography Institute (EOI), and Garth was confident tha this prior experience was instrumental in his getting the job as information services (IS) directora the institute. Although he took a significant pay cut, he jumped at the opportunity to retum to his alma mater. His job at Bluegrass Systems had been very demanding. The long hours and extens traveling had created tension in his marriage. He was looking forward to a normal job with reasonable hours. Besides, Jenna, his wife, would be busy pursuing her MBA at Eastern State University. While at Bluegrass. Garth worked on a wide range of is projects. He was confident the he had the requisite technical expertise to excel at his new job Eastern Oceanography Institute was an independently funded research facility aligned with Easte State University. Approximately 50 full- and part-time staff worked at the institute. They worked on research grants funded by the National Science Foundation (NSF) and the United Nations (UN). wel as research financed by private industry. There were typically 7 to 9 major research projects under way at any one time, as well as 20 to 25 smaller projects. One-third of the institute's scienti had part-time teaching assignments at ESU and used the institute to conduct their own basic research FIRST YEAR AT EOI Garth made a point of introducing himself to the various groups of people upon his arrival at the institute. Sill, his contact with the staff was limited. He spent most of his time becoming familiar w Eors information system, training his staff, responding to unexpected problems, and working on various projects Garth suffered from food allergies and retained from informa staff lunches at nearby restaurants. He stopped regularly attending the biweekly staff meetings in order to devote more time to his work. He only attended the meetings when there was a specific agenda item regarding his operation The is staff at El consisted of two full-time assistants, Tom Jackson and Grant Hill. They were supported by five part-time student assistants from the Computer Science Department. Grant Ha was assigned full-time to a large five-yea NSF grant aimed at creating a virtual library of oceanographic research. Grant worked out of the project leader's office and had very little interac with Garth or Tom Garth's relationship with Tom was awkward from the start. He found out after fact, that Tom thought he would get the job as director. They never talked about it, but he sensed tension the first couple of months on the job. One of the problems was that he and Tom were tota different personalities. Tom was gregarious and very active. He had a habit of walking around institute after lunch, talking to different scientists and researchers. Often this led to fut Information. Garth, on the other hand, preferred to stay in his office working on various assignments, and ventured out only when called upon. While Garth felt Tom was not on top of the latest developments, as he was, he respected Toms work Last month the system was compled by a virus introduced over the Internet. Garth devoted an entire weekend to restoring the system to operation. A recurring headache was one of the seven code-named "Poncho," that would occasionally shut down for no apparent reason. Instead of replacing it, he decided to nurse Poncho along until it could be replaced. His work was frequently interrupted by frantic calls from staff researchers who needed immediate help on a variety of computer-related problems. He was shocked at how computer illiterate some of the researchers were and how he had to guide them through some of the basics of e-mail management and database configuration. He did find time to help Assistant Professor Amanda Johnson on a projec + 0 2 of 4 Amanda was the only researcher to respond to Garth's omal announcing that the staff was valable to help on projects. Garth created a virtual project office on the Internet so that Amanda could collaborate with colleagues from institutes in Italy and Thatand on a UN research grant. He looked forward to the day when he could spend more time on fun projects that THE BLUE SKY CONVERSION PROJECT The Blue Sky conversion project began in carnest four months ago. Ahmet Groen rotumed from Washington, DC with grim news. The economic downturn was going to lead to a dramatic reduction in funding. He anticipated as much as a 25 percent reduction in annual budget over the next three to five years. This would lead to staft reductions and cutting of operating costs. One cost cutting measure was moving IT operations to the cloud Ahmet had first proposed the idea to Gart after attending a meeting with several directors of other institutes who faced similar financial challenges The basic strategy was to move all of the Institute's databases, software, and even hardware to a private cloud." Staff would use their current PCs to simply access more powerful machines over the internet. These powerful machines could be partitioned and configured different according to the needs of research staff, giving each staff member his or her own virtual machine (VM) Stall could also access, us, and share virtual servers over the Internet as needed. Garth worked with the Institute's accountant on a cost benefit analysis. From their standpoint is made perfect tense. Firm the institute would not have to replace or upgrade aging computers and servers. Second, the Institute would enjoy significant ir savings, since they would pay for only IT resources actually used They would not have to make any major IT capital expenditures Third. cloud computing would provide the scientists greater flexibility by accessing desired resources or software from anywhere any time. And finally, once the system was up and running, the institute would no longer need the services of at least one time I worker. Ahmet decided to name the project Blue Sky to put a positive spin on the conversion At first the associate directors balked at the idea Some had a hard time conceptualizing what coud computing meant. Others were worried about security and reliability. In the end they reluctantly signed off on the project when given aberative cost-cutting in latves. Garth assured them that dloud computing was the wave of the future and setting up or accessing virtual machines on the cloud' was as simple as setting up or accessing their e-mail account The conversion project would be completed in stages. The first stage was selecting a provider. The next stage was migrating non-mission critical information to the cloud. The next stages would entail migrating each of the six bio grant projects in waves to the cloud. The final stage would focus on the remaining smaller projects. Training would be an integral part of each stage. The institute would maintain a back-up for the data unti six months after complete conversion. After that the cloud Service provider would be responsible for backing up the data At first Tom was excited about the project. He was savvy enough to realize that this was the future computing and he was intrigued with how the whole system would work. His feelings soon changed when he started thinking about the potential ramifications for his job. He asked Garth more than once what the department would look like after the conversion Garth replied vaguely that they woul figure out once the system was up and running A task force was formed, headed by Garth, to select a dloud service provider. Garth was surprised by how many choices there were plans and cost structures varied considerably. After much deliberation the committee narrowed the choices to three. The first two were among the bigger providers in the industry. VMWARE and Microsoft. The third choice was a relatively now company, Open Range, which offered a cheaper solution. Tom argued that even though the bigger providers would cost more, they were a much safer bet. Garth responded that he had confidence in OPEN IN... 3 of 4 would cost more, they were a much safer bot, Garth responded that he had confidence in Open Range and cutting costs was the primary goal behind the project in the end, Garth persuaded the committee to choose OpenRange. Not only would cost be significantly cheaper, but Open Range would help in training the personnel Garth like this idea training was not his strength and he wasn't looking forward to holding senior scientists hands through the process It took Garth and Tomste weeks to identity nonctical data Garth worked on the back and while Tom met with staff to idently nonctical information. The motto was when in doubt, leave it out. The actual migration only took a couple of days. Traning proved to be more problematic. The staff sent ty Open Range appeared to be straight out of college. While enthusiasticthey were inexperienced in the art of getting older still to accept and use new technology Many trainers had the habit of simply doing things for the staff instead of showing them how to do it thomselves, it came to a head when a power outage at the OpenRange storage system shut down and Strupted operatione at the institute for 3 hours Ahmet held an emergency meeting. Garth reported that the power outage occurred in North East India and that OpenRange was expanding their back-up systems Several members argued that the Institute should swtch to one of the bigger providers. When the came up Garth looked at Tom and was relieved when he remained silent. In de end. Ahmet announced that it would be too by to switch providers and Garth and his staff would have to make the conversion work. Tom stepped forward and volunteered to manage the training Everyone agreed that the institute should hire three more part-time assistants to help the staff with the transition Garth worked behind the scenes, coordinating with his counterparts at Open Range and planning the conversion of the next segment of the project. Tom word closely with the Open Range trainers and refocused the attention on teaching, Resistance was pretty high at first. Tomused his personal contacts within the institute to raly support for the change. He persuaded Garth to change the Convention schedule to begin with those projects in which the leads were most supportive of the change. Training improved and Tom Created some useful training materials including short videos on how to access the virtual machines One problem that occurred early in the process involved a graduate research assistant who mistakenly ht the wrong commands and terminated her virtual machine instead of logging off. This resulted in complete loss of the machine's data in the doud Fortunately, the institute had back-up and Tom was able to recover the work. Collaborating with some programmers at Open Range. Tom wrote a program that triggered a pop-up message on the screen, warning users not to terminate ther virtual machine when logging off CLOSING OUT THE BLUE SKY PROJECT It took almost a year to complete the Blue Sky project. After the rocky beginning things went relatively smoothly. Acceptance was sow, but Tom and his staff worked with the staff to demonstrate how the new system would make the work easier. Two student assistants were always on call to address any problem or goston Garth spent most of his time interacting with the Open Range counterparts and rarely ventured out of his office. He had his student assistants collect information from staff so he could configure the new virtual machines to eactly match staff needs He put in long hours so that customized databases would work in the new environment. This proved to be a very difficult task and he was quite pleased with his work Twice Open Range experienced momentary power shortages at their server facility, which disrupted work at the institute Garth was happy to report that OpenRange was breaking ground on anternative server system in Ukraine When the instituto conducted a retrospective project review) on the Blue Sky project, som questioned the choice of Open Range as a cloud service provider but praised Tom's work on helping + E always on call to address any problem or question Carth permitenteracting Orari erants and rely ventured out of his teadistas colect 4 of 4 to the customized databases would work in the newest. This proved sk and he was cote pleased with his work. Twee Oper Range expenced mom was there facility, which disrupted work at the state or happy to report at Openfance was breaking ground on an alternative server system in care When the institute conducted a retrospective project review) on the Sky, some questioned the choice of Open Rangetadloud service provider but pand Tom's work the still make the transition. Despite the criticism over the choice of Open Range the good about the project. The system was up and running and the start was beginning to enjoy the bly provided. Besides the nature would have real saving from the new com Soon after the retrospective, arm was surprised when the walked into soffice and code door Amet begin by thanking Garn for his work on the project. He then cleared thround said, "You now. Gure, one of the concern of Blue Sky is in our IT or Gratis needed for the data library project. So it comes down to you or Tom Franky.There is general agreement on the dissociate directors that Tom is essential to the institut know this might como as a surprise to you, and before I make a decision was to gre you a chances change my 1 of 4 Case 10-1 The Blue Sky Project Garth Hudson was a 29-year-old graduate of Eastern State University (ESU) with a BS degree in management information systems. After graduation he worked for seven years at Suegrass Systems in Louisville, Kentucky. While at ESU he worked part time for an oceanography professe Ahmet Green creating a customized database for a research project he was conducting Green recently appointed director of Eastern Oceanography Institute (EOI), and Garth was confident tha this prior experience was instrumental in his getting the job as information services (IS) directora the institute. Although he took a significant pay cut, he jumped at the opportunity to retum to his alma mater. His job at Bluegrass Systems had been very demanding. The long hours and extens traveling had created tension in his marriage. He was looking forward to a normal job with reasonable hours. Besides, Jenna, his wife, would be busy pursuing her MBA at Eastern State University. While at Bluegrass. Garth worked on a wide range of is projects. He was confident the he had the requisite technical expertise to excel at his new job Eastern Oceanography Institute was an independently funded research facility aligned with Easte State University. Approximately 50 full- and part-time staff worked at the institute. They worked on research grants funded by the National Science Foundation (NSF) and the United Nations (UN). wel as research financed by private industry. There were typically 7 to 9 major research projects under way at any one time, as well as 20 to 25 smaller projects. One-third of the institute's scienti had part-time teaching assignments at ESU and used the institute to conduct their own basic research FIRST YEAR AT EOI Garth made a point of introducing himself to the various groups of people upon his arrival at the institute. Sill, his contact with the staff was limited. He spent most of his time becoming familiar w Eors information system, training his staff, responding to unexpected problems, and working on various projects Garth suffered from food allergies and retained from informa staff lunches at nearby restaurants. He stopped regularly attending the biweekly staff meetings in order to devote more time to his work. He only attended the meetings when there was a specific agenda item regarding his operation The is staff at El consisted of two full-time assistants, Tom Jackson and Grant Hill. They were supported by five part-time student assistants from the Computer Science Department. Grant Ha was assigned full-time to a large five-yea NSF grant aimed at creating a virtual library of oceanographic research. Grant worked out of the project leader's office and had very little interac with Garth or Tom Garth's relationship with Tom was awkward from the start. He found out after fact, that Tom thought he would get the job as director. They never talked about it, but he sensed tension the first couple of months on the job. One of the problems was that he and Tom were tota different personalities. Tom was gregarious and very active. He had a habit of walking around institute after lunch, talking to different scientists and researchers. Often this led to fut Information. Garth, on the other hand, preferred to stay in his office working on various assignments, and ventured out only when called upon. While Garth felt Tom was not on top of the latest developments, as he was, he respected Toms work Last month the system was compled by a virus introduced over the Internet. Garth devoted an entire weekend to restoring the system to operation. A recurring headache was one of the seven code-named "Poncho," that would occasionally shut down for no apparent reason. Instead of replacing it, he decided to nurse Poncho along until it could be replaced. His work was frequently interrupted by frantic calls from staff researchers who needed immediate help on a variety of computer-related problems. He was shocked at how computer illiterate some of the researchers were and how he had to guide them through some of the basics of e-mail management and database configuration. He did find time to help Assistant Professor Amanda Johnson on a projec + 0 2 of 4 Amanda was the only researcher to respond to Garth's omal announcing that the staff was valable to help on projects. Garth created a virtual project office on the Internet so that Amanda could collaborate with colleagues from institutes in Italy and Thatand on a UN research grant. He looked forward to the day when he could spend more time on fun projects that THE BLUE SKY CONVERSION PROJECT The Blue Sky conversion project began in carnest four months ago. Ahmet Groen rotumed from Washington, DC with grim news. The economic downturn was going to lead to a dramatic reduction in funding. He anticipated as much as a 25 percent reduction in annual budget over the next three to five years. This would lead to staft reductions and cutting of operating costs. One cost cutting measure was moving IT operations to the cloud Ahmet had first proposed the idea to Gart after attending a meeting with several directors of other institutes who faced similar financial challenges The basic strategy was to move all of the Institute's databases, software, and even hardware to a private cloud." Staff would use their current PCs to simply access more powerful machines over the internet. These powerful machines could be partitioned and configured different according to the needs of research staff, giving each staff member his or her own virtual machine (VM) Stall could also access, us, and share virtual servers over the Internet as needed. Garth worked with the Institute's accountant on a cost benefit analysis. From their standpoint is made perfect tense. Firm the institute would not have to replace or upgrade aging computers and servers. Second, the Institute would enjoy significant ir savings, since they would pay for only IT resources actually used They would not have to make any major IT capital expenditures Third. cloud computing would provide the scientists greater flexibility by accessing desired resources or software from anywhere any time. And finally, once the system was up and running, the institute would no longer need the services of at least one time I worker. Ahmet decided to name the project Blue Sky to put a positive spin on the conversion At first the associate directors balked at the idea Some had a hard time conceptualizing what coud computing meant. Others were worried about security and reliability. In the end they reluctantly signed off on the project when given aberative cost-cutting in latves. Garth assured them that dloud computing was the wave of the future and setting up or accessing virtual machines on the cloud' was as simple as setting up or accessing their e-mail account The conversion project would be completed in stages. The first stage was selecting a provider. The next stage was migrating non-mission critical information to the cloud. The next stages would entail migrating each of the six bio grant projects in waves to the cloud. The final stage would focus on the remaining smaller projects. Training would be an integral part of each stage. The institute would maintain a back-up for the data unti six months after complete conversion. After that the cloud Service provider would be responsible for backing up the data At first Tom was excited about the project. He was savvy enough to realize that this was the future computing and he was intrigued with how the whole system would work. His feelings soon changed when he started thinking about the potential ramifications for his job. He asked Garth more than once what the department would look like after the conversion Garth replied vaguely that they woul figure out once the system was up and running A task force was formed, headed by Garth, to select a dloud service provider. Garth was surprised by how many choices there were plans and cost structures varied considerably. After much deliberation the committee narrowed the choices to three. The first two were among the bigger providers in the industry. VMWARE and Microsoft. The third choice was a relatively now company, Open Range, which offered a cheaper solution. Tom argued that even though the bigger providers would cost more, they were a much safer bet. Garth responded that he had confidence in OPEN IN... 3 of 4 would cost more, they were a much safer bot, Garth responded that he had confidence in Open Range and cutting costs was the primary goal behind the project in the end, Garth persuaded the committee to choose OpenRange. Not only would cost be significantly cheaper, but Open Range would help in training the personnel Garth like this idea training was not his strength and he wasn't looking forward to holding senior scientists hands through the process It took Garth and Tomste weeks to identity nonctical data Garth worked on the back and while Tom met with staff to idently nonctical information. The motto was when in doubt, leave it out. The actual migration only took a couple of days. Traning proved to be more problematic. The staff sent ty Open Range appeared to be straight out of college. While enthusiasticthey were inexperienced in the art of getting older still to accept and use new technology Many trainers had the habit of simply doing things for the staff instead of showing them how to do it thomselves, it came to a head when a power outage at the OpenRange storage system shut down and Strupted operatione at the institute for 3 hours Ahmet held an emergency meeting. Garth reported that the power outage occurred in North East India and that OpenRange was expanding their back-up systems Several members argued that the Institute should swtch to one of the bigger providers. When the came up Garth looked at Tom and was relieved when he remained silent. In de end. Ahmet announced that it would be too by to switch providers and Garth and his staff would have to make the conversion work. Tom stepped forward and volunteered to manage the training Everyone agreed that the institute should hire three more part-time assistants to help the staff with the transition Garth worked behind the scenes, coordinating with his counterparts at Open Range and planning the conversion of the next segment of the project. Tom word closely with the Open Range trainers and refocused the attention on teaching, Resistance was pretty high at first. Tomused his personal contacts within the institute to raly support for the change. He persuaded Garth to change the Convention schedule to begin with those projects in which the leads were most supportive of the change. Training improved and Tom Created some useful training materials including short videos on how to access the virtual machines One problem that occurred early in the process involved a graduate research assistant who mistakenly ht the wrong commands and terminated her virtual machine instead of logging off. This resulted in complete loss of the machine's data in the doud Fortunately, the institute had back-up and Tom was able to recover the work. Collaborating with some programmers at Open Range. Tom wrote a program that triggered a pop-up message on the screen, warning users not to terminate ther virtual machine when logging off CLOSING OUT THE BLUE SKY PROJECT It took almost a year to complete the Blue Sky project. After the rocky beginning things went relatively smoothly. Acceptance was sow, but Tom and his staff worked with the staff to demonstrate how the new system would make the work easier. Two student assistants were always on call to address any problem or goston Garth spent most of his time interacting with the Open Range counterparts and rarely ventured out of his office. He had his student assistants collect information from staff so he could configure the new virtual machines to eactly match staff needs He put in long hours so that customized databases would work in the new environment. This proved to be a very difficult task and he was quite pleased with his work Twice Open Range experienced momentary power shortages at their server facility, which disrupted work at the institute Garth was happy to report that OpenRange was breaking ground on anternative server system in Ukraine When the instituto conducted a retrospective project review) on the Blue Sky project, som questioned the choice of Open Range as a cloud service provider but praised Tom's work on helping + E always on call to address any problem or question Carth permitenteracting Orari erants and rely ventured out of his teadistas colect 4 of 4 to the customized databases would work in the newest. This proved sk and he was cote pleased with his work. Twee Oper Range expenced mom was there facility, which disrupted work at the state or happy to report at Openfance was breaking ground on an alternative server system in care When the institute conducted a retrospective project review) on the Sky, some questioned the choice of Open Rangetadloud service provider but pand Tom's work the still make the transition. Despite the criticism over the choice of Open Range the good about the project. The system was up and running and the start was beginning to enjoy the bly provided. Besides the nature would have real saving from the new com Soon after the retrospective, arm was surprised when the walked into soffice and code door Amet begin by thanking Garn for his work on the project. He then cleared thround said, "You now. Gure, one of the concern of Blue Sky is in our IT or Gratis needed for the data library project. So it comes down to you or Tom Franky.There is general agreement on the dissociate directors that Tom is essential to the institut know this might como as a surprise to you, and before I make a decision was to gre you a chances change my