BICT degree explores data communications and networking

BACHELOR OF
INFORMATION AND
COMMUNICATION
TECHNOLOGIES BICT
Data communicationsand networking
Thomas Flannagan
1 August2016

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1 Table of Contents
2 Introduction......................................................................................................................................................................5
3 Significantlearning..........................................................................................................................................................5
4 Achievements and learning curriculum vitae.............................................................................................................6
4.1 CAREER OBJECTIVE................................................................................................................................................6
4.2 1979 New Zealand Primary Schoolboys hockey team....................................................................................6
4.2.1 Achievements & Knowledge gained.........................................................................................................6
4.2.2 Reflection......................................................................................................................................................6
4.3 1979 - 1983 Greymouth High School.................................................................................................................6
4.3.1 Achievements and Knowledge gained.....................................................................................................6
4.3.2 Reflection......................................................................................................................................................6
4.4 1983 Coast Business Machines...........................................................................................................................7
4.4.1 Roles...............................................................................................................................................................7
4.5 1984 New Zealand Post Office............................................................................................................................7
4.5.1 Roles...............................................................................................................................................................7
4.5.3 Reflection......................................................................................................................................................7
4.6 1984 – 1992 New Zealand Rail Ltd.....................................................................................................................8
4.6.1 Roles...............................................................................................................................................................8
4.6.2 Achievements and knowledge gained ....................................................................................................8
4.6.3 Reflection......................................................................................................................................................8
4.7 1986 New Zealand Colts Hockey team (non-travelling reserve) ..................................................................8
4.7.1 Achievements and knowledge gained.....................................................................................................8
4.8 1992 – 1993 Unemployed....................................................................................................................................9
4.9 1992 Scenicland Service Station.........................................................................................................................9
4.9.1 Role................................................................................................................................................................9
4.10 1993 – 2004 Grey District Council......................................................................................................................9
4.10.1 Role................................................................................................................................................................9
4.10.3 Reflection...................................................................................................................................................10
4.11 2003 – Present Day Church Leadership (Greymouth Elim Church & Greymouth New Life Church) .10
4.11.1 Achievements and Knowledge gained..................................................................................................10
4.12 2004 – 2011 West Coast District Health Board (WCDHB) ..........................................................................10
4.12.1 Role.............................................................................................................................................................10
4.12.2 Awards........................................................................................................................................................10
4.12.3 Achievements and Knowledge gained..................................................................................................10
4.12.4 Reflection...................................................................................................................................................11
4.13 2006 Diploma in ICT Level 5 with Distinction (Tai Poutini Polytechnic)...................................................12
4.14 2008 Treaty of Waitangi training (Tai Poutini Polytechnic)........................................................................12
4.15 Level 5 Diploma in Adult Education and Training.........................................................................................12

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4.16 20011 - Present day Tai Poutini Polytechnic.................................................................................................12
4.16.1 Roles............................................................................................................................................................12
4.16.2 I teach the following modules................................................................................................................12
4.16.3 Key attributes ............................................................................................................................................13
4.16.4 Reflection...................................................................................................................................................13
4.16.5 Qualifications gained ...............................................................................................................................14
4.17 INTERESTS AND ACTIVITIES ..............................................................................................................................14
4.18 REFEREES .............................................................................................................................................................14
5 Model of practice..........................................................................................................................................................15
5.1 Introduction........................................................................................................................................................15
5.2 Core Beliefs..........................................................................................................................................................15
5.3 Learn next............................................................................................................................................................16
5.4 Vehicle..................................................................................................................................................................16
5.5 Document............................................................................................................................................................16
6 Case study one – Primary Integrated Systems Management Project (PRiSM)..................................................17
6.1 Executive Summary............................................................................................................................................17
6.2 Introduction........................................................................................................................................................17
6.3 Phase one............................................................................................................................................................20
6.3.1 Assemble test network............................................................................................................................20
6.3.2 Citrix Server Install....................................................................................................................................21
6.3.3 Medtech on CITRIX...................................................................................................................................22
6.3.4 Medtech license........................................................................................................................................23
6.3.5 Continue testing and observe what was causinglicense lock outs.................................................24
6.3.6 Super User Test of Medtech...................................................................................................................26
6.3.7 Install pilot hardware and test in lab....................................................................................................26
6.3.8 Management meeting for approval to move to phase two .............................................................27
6.4 Phase two ............................................................................................................................................................29
6.4.1 Test site selection.....................................................................................................................................29
6.4.2 Change management...............................................................................................................................30
6.4.3 Phase three authorisation.......................................................................................................................32
6.5 Phase three .........................................................................................................................................................33
6.5.1 Whataroa...................................................................................................................................................34
6.5.2 Franz Joseph and Fox Glacier.................................................................................................................35
6.5.3 Phase four authorisation.........................................................................................................................37
6.6 Phase four............................................................................................................................................................38
6.6.1 Greymouth and Dobson medical...........................................................................................................38
6.6.2 Buller medical............................................................................................................................................43
6.6.3 PrISM network ..........................................................................................................................................44
6.6.4 Document scanning..................................................................................................................................44
6.7 Health innovation award..................................................................................................................................45
6.8 Summary..............................................................................................................................................................45
6.9 What could have been done differently? ......................................................................................................46
6.10 What has changed in the following years?....................................................................................................46
7 Case study two - Change management and problem solving...............................................................................47
7.1 Introduction........................................................................................................................................................47
7.2 Teamwork and Communication......................................................................................................................47
7.3 Change Management ........................................................................................................................................47

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7.4 Three Cases Chosen...........................................................................................................................................48
7.5 Server Updates at WCDHB – Change Management ....................................................................................48
7.5.1 Why have change management? ..........................................................................................................48
7.5.2 What about when all servers had to be updated at the same time? .............................................49
7.5.3 Why do the stakeholders need to be involved? .................................................................................49
7.5.4 Meetings and getting things approved.................................................................................................49
7.5.5 WCDHB process for a Citrix server update ..........................................................................................50
7.5.6 Evaluation..................................................................................................................................................51
7.6 CISCO Training Academy for Tai Poutini Polytechnic...................................................................................54
7.6.1 Introduction...............................................................................................................................................54
7.6.2 Why Cisco?.................................................................................................................................................54
7.6.3 Contacting Cisco.......................................................................................................................................54
7.6.4 Costs and equipment ...............................................................................................................................55
7.6.5 Convincing Management ........................................................................................................................55
7.6.6 ANZ Cisco Tutors’ Conference................................................................................................................55
7.6.7 Tutors Forum.............................................................................................................................................56
7.6.8 Recommendation.....................................................................................................................................57
7.6.9 Evaluation..................................................................................................................................................57
7.6.10 Conclusion..................................................................................................................................................58
7.7 Professional Development – IT Degree..........................................................................................................59
7.7.1 Introduction...............................................................................................................................................59
7.7.2 Research.....................................................................................................................................................59
7.7.3 Distance learning......................................................................................................................................59
7.7.4 Study leave for two years........................................................................................................................59
7.7.5 Recognition of prior learning..................................................................................................................59
7.7.6 Professional development through work.............................................................................................59
7.7.7 The meeting...............................................................................................................................................60
7.7.8 Agreement and signoff............................................................................................................................60
7.7.9 Evaluation..................................................................................................................................................60
7.7.10 Conclusion..................................................................................................................................................61
8 Conclusion......................................................................................................................................................................62
9 Appendices.....................................................................................................................................................................63
Appendix 1 Letter from Minister of Health...............................................................................................................63
Appendix 2 Change management...............................................................................................................................64
Appendix 3 Cisco academy proposal..........................................................................................................................68
Appendix 4 Professional development plan .............................................................................................................77
10 References......................................................................................................................................................................83
11 Presentation...................................................................................................................................................................85
12 Index for portfolio of evidence...................................................................................................................................96

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2 Introduction
I have alwaysbeeninterestedlearningandteachingothers.Iamcurrentlya tutor inInformationand
CommunicationTechnology(ICT) atTai Poutini Polytechnic(TPP). Thisismy passionand Ilove
seeingthe lightgo onin mystudent’seyesastheygainunderstanding.
I have workedinseveral excitingandchallengingareasinmycareer,from whichIhave gained
excellentknowledge andexperience,especiallyinthe computingindustry. Ihave extensive
experience intelecommunications,facilityandpeople management,serversupportandnetwork
administration. In2004 I was part of the WestCoast DistrictHealthBoard’sawardwinning,“Primary
IntegrationSystemsManagement”(PrISM) Project.
In 2013, I identifiedthe needtoobtainadegree,bothtofurthermycareerand to meeta business
needat TPP. Thisbegana search,which culminatedwith enrollinginthe CAPLprocess.
AfterI complete the CAPLprocessIplan to complete CCNA,thentostartpostgraduate studies.I
believethatyoushouldneverstoplearning.
3 Significant learning
Throughmy trainingwithNewZealandRail Ltd,l learnedhow tostudyand learnfast.Everyyearfor
the firstfour yearsof employment,Iattendeda nine-weekblockcourse intelecommunications.
These courseswere basicallyayear-longcourse packedintonine weeks.If Ifailedthe course it
meantI wouldlose myjob,thisgave me a great incentive toworkhard.These courses, thoughvery
tough,reignitedmypassionforlearning.Iremembersayingtomymanageronce I hadcompleted
my telecommunicationscertificatethatIdidnot have to learnanythingmore. Towhichhe replied
the day youstop learningisthe daythat youdie.Thiswas a significantpointinmycareer,I then
decidedtolearneverythingthatIpossibly couldin everysituation. Onreflectionhe guidedme intoa
life time of learning.
Anotherpointof significantlearningwasthe role of AquaticCentre Manager.Aspart of thisrole I
was responsible for300 pluscustomersandfive staff perday.I developedpeople management,and
problemsolvingskills.Mostof mycustomerswere children,whichnecessitatedmylearningconflict
resolutionskills,whichhave servedme well.Ialso learnednew technical andmathematicalskillsin
watertreatment. Whichinvolvedcalculatingpool watervolumesandflow rates,balancing chemical
equationsandcorrectchemical dosagesforwatertreatment.Iwasalsoresponsible forinstigating
robustwatertestingregimes.
My time asa Citrix serveradministrator atWCDHB,honed my problemsolvingandtechnical ICT
skills. Iachievedanational healthinnovationawardandwaspart of the teamthat upgradedthe
hospitalspatientmanagementsystem(PMS). Alsoatthe WCDHB I hadthe opportunitytopresent
our Picture ArchivingandCommunicationSystem(PACS)tothe Ministerof Health.Thisis the system
that showsx-raypictureselectronically.Iwasaskedtodo thisas the presentationwastotake place
at one of our remote sitesandIwas the expertinCitrix.Ialsolearnedhow toimplementand
maintainthe Citrix WebInterface andCitrix RemoteAccessGatewayaspart of my role as Citrix
administrator. Iwasalsoresponsiblefor writingand maintainingournetworklogonandprinter
scripts.The programminglanguage forthese was KiXart.
I alsostudiedforandpassedmy diplomainICTwithdistinctionpart-time,while Iwasworkingfull
time at the AquaticCentre andthe WCDHB. Graduationwas a proud momentforme.

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4 Achievements and learning curriculum vitae
4.1 CAREER OBJECTIVE
My immediategoal thisyearistosuccessfullycomplete the Bachelorof Informationand
CommunicationTechnologies(Networking).Thiswillbroadenmycareeroptionsinthe ICTand
tutoringindustry.Thiswill increase myconfidence inthe skillsandmyabilitytopassthemonto my
students. Iaimto complete CCNA 1by endof 2017 and CCNA 2 by the endof 2018. I also planto
move ontopost graduate studies.
4.2 1979NewZealand PrimarySchoolboyshockeyteam
4.2.1 Achievements & Knowledge gained
 Self-directed training.
 Teamwork.
 Independence (had to travel overseas for the first time without parents).
 Great independent training habits.
4.2.2 Reflection
How I made itintothishockeyteamis an interestingstoryinitself.Iwasattrainingforour
representative sideone nightand one of the NZselectorsturnedupto watch.He wasthere to look
at anotherof our players,howeverIcanrememberthinkingthatas longas theyare here I have a
shot.So I triedmyverybestand actuallyhada verygoodsession.Thisleadtothe selectorhavinga
wordto my coach, sayingthatI neededtobe at nationalslaterinthe year,to achieve thisIhad to
lose some weight.NotthatIwas overweightthenbutIwas tall for myage.So for the next3 months
I had to trainhard and maintainmydiettolose the 5kgs required.WhilstdoingthisIalsohad to
maintainmyformas a goalkeeper.Thisisalsowhere Istartedtolearnabout goal settingand
keepingontask.Ibecame veryfocusedonachievingmygoal of playingforNZschoolboys,whichI
achieved.
4.3 1979- 1983GreymouthHighSchool
 Completed 7th form with Higher School Certificate.
 Gained University Entrance.
4.3.1 Achievements and Knowledgegained
 Learned study skills, timetabling and a work ethic.
 Working hard and smart gets results.
4.3.2 Reflection
To gain UE I had to sit the exam.Toachieve this, Istudiedsolidforamonthbefore the exam.I
attendedeveryextraactivity,studycampthatthe school provided.Ican rememberpepperingthe
teacherswithquestions.WhenIdidn’tgetananswerfromone teacherIwouldask the others,even
if it wasn’ttheirareaof expertise.Ilearntobe persistentandkeepaskingquestionsuntil I
understood.Ican remembersittingthe examsthinkingthatthese are easybecause Iwaswell
preparedforthem.I wasnot the most giftedortalentedacademicallybutI learned thathardsmart
workprevailsovertalent.

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4.4 1983CoastBusinessMachines
4.4.1 Roles
 Junior tech.
4.4.2 Achievements and Knowledge gained
 Safe use of tools.
 How to repair manual typewriters and first introduction to a modern PC.
4.5 1984NewZealand PostOffice
4.5.1 Roles
 Lines Department Trainee.
4.5.2 Achievements and Knowledgegained
 Cabling.
 Network topologies.
 Fault finding on cables.
 Fitting in with a team.
4.5.3 Reflection
The firstjob that learned atthe PostOffice washow to make the cups of tea for the othermembers
of mygang. You maylaughat that butlookingbacknow I know that it taughtme several lessons.I
had to be organised,andtimely.Ihadto know each member’s teapreferences anddeliverthe
cuppa ontime or woe betide me.
Thisis alsowhere I learned mylessonsonnetworking,firstlyincablingandhow toinstall,orfix
networkcable faults.Iwastaught howto findthe faultsanda little bitabouttopologiesandhow
everythingfittedtogether.Thiswasnotina classroombutrather out inthe trenchesor underthe
buildingoronthe openwire lines.Myknowledgeof cable connectorsandcable typesstartedhere
and isstill ongoing.
I learned toworkin all conditions,fine weather,andrain,inthe mudand underhouses.Thisisalso
where Istartedto learnabout customerservice,talkingtothe people we wereworkingfor.Lessons
inplanningandthe importance of readingthe paperworkwere boughthome at one site whenI
starteddiggingona site where there were supposedtobe nopreviouscablesinstalled,accordingto
the plan,howeverwhenIputthe crowbar intothe soil itsunkright in.My foremanyelledoutto
stop,whichI did.We thencarefullydugaroundthe area to findthatthe crow bar hadjust missedan
11Kva powercable that wasn’ton the plan.My foremantaughtme about paperworkashe chased
downthe culpritwhohadn’taddedthe cable to the plan.Lesson learned –the jobisn’tfinisheduntil
the paperwork isdone.

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4.6 1984– 1992 NewZealandRailLtd
4.6.1 Roles
 Telecommunications Technician
4.6.2 Achievements and knowledge gained
 Cabling, I cabled the Otira tunnel with leaky coax for radio transmission.
 AAVA Telecommunications certificate with endorsements in radio, telephony and data.
 Working with a team
 Telephone networking. I gained understanding of the Railways communications network, including
packet switching and circuit switching.
 Working independently.
 Self- reliance.
 Flexibility, being able to look outside the square for solutions to problems.
 Overcome fear of heights by working on radio masts
 Distancelearning,beingableto timetable and complete distancelearningtasks/assignments on time.
 Study ethic. As courses were yearlong ones crammed into 9 weeks.
 Goal setting, set smart goals and work hard towards them.
 Learned the ability to focus on the task at hand get it done, and then move on to the next task.
 Workplace health and safety.
 Qualification in Total Quality Management (doing it once/getting itright) Learning from your mistakes
and not making them again.
 Network infrastructure for data communications across a packet switched network.
 How to maintain a PABX, step by step switch.
 I installed a new digital PABX in Greymouth for NZR.
4.6.3 Reflection
There are a lotof thingsthatI learnedduringmytime at NZR.I learned thatI couldstudy
academicallyandachieve andnottobelieve anyone whotoldme Icouldn’t.Duringthis time, I
learned alot aboutpacketswitchedandcircuitswitchednetworks.Ihelpedtomaintainastepby
steptelephoneexchange.IgainedanAAVA Telecommunicationsqualificationintelephony,radio
and data.My mostexcitingmemoryhere wasinstallingthe radionetworkCoastwide forthe NZR
network,replacingthe tracktelephonessystem.We laidleakycoaxial cablesthroughthe tunnels
that had itsmetal sheathmade withholescutinit at exactlythe rightspace forour frequenciesso
the radio wavescouldleakoutintothe tunnel.Itwasamazingto see thiswork.I waswiththe team
that laidthe cable throughthe Otira tunnel.Thistookwell overthree full daysandIdida 19-hour
stretchwithoutseeingdaylight.I learned whenapplymyselfacademicallyI canachieve Ialso
learned notto listentopeople whosayyoucannotdoit.
4.7 1986NewZealand Colts Hockeyteam(non-travellingreserve)
 I learned that hard works pays off.
 Also the teamwork lessons thatI learned at schoolboy level were reinforced.

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4.8 1992– 1993 Unemployed
 I learned perseverance and the ability to take knock backs and carry on.
 Tailor CV to the job applications and as was often told that I was too qualified for the job.
 Budgeting, how to stick to a budget.
4.9 1992Scenicland ServiceStation
4.9.1 Role
 Service station attendant.
 How to go the extra mile for the customer.
 No job is beneath me to do.
 Mathematics, used in managing daily operating budget and till reconciliation.
 Was often in sole charge of the shop so learned to be self-reliant.
 Professional attitude to work, turn up on time dressed in the appropriate uniform.
4.10 1993– 2004 GreyDistrict Council
4.10.1 Role
 Lifeguard for 1 year.
 Aquatic Centre Manager for 9 years.
 Staff management, I looked after up to 5 staff at a time and had to maintain rosters and hours of work
for staff.
 Project management. Every year I had to plan and complete maintenance at the Aquatic facility
 Started studying ICT level 5 part-time.
 Developed excellent conflict resolution and problem solving with staff and customers .
 Developed personal standards of excellencewith the“mess up fess up” philosophy.Encouraged people
that mistakes were okay but needed to be owned up to and learnt from.
 Learned how to approach and communicate with other managers.
 Improved customer service skills to an excellent level.
 Developed excellent time management skills.
 Because I was the one in charge of getting the facility open on time and maintainingit. If there were
any complaints,I was the one who had to handlethem.
 In charge of employing staff.
 National Certificatein Community Recreation (Aquatics level 3).
 National Certificate in Community Recreation (Aquatics level 4).
 Water treatment (Swimming Pools). Which involved calculating pool dimensions and volumes, flow
rates, balancing chemical equations and treatment dosages.
 SFRITO Lifeguard Assessor.

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4.10.3 Reflection
Thisis where I learnedhowtomanage otherpeople’sproblemsandstill getthe jobdone.Itwasall
aboutbeingsensitive towhatwasgoingon aroundme andalsohavingan eye on the company’s
goals.OftenIcouldfindcompromisesthatwouldsuitboth. However, Ialsolearned whentomake
the hard decisionsthataffectedstaff.Thisisinvolvedthe hiring,schedulingandfiringof staff.
In gainingmywatertreatmentqualification,Ilearnedasignificantamountof mathematics,whichI
enjoyedandnowcarry throughto myteachingtoday.Beingable tocalculate watervolumes,
filtrationrates,chemical dosagesandflow rates.
4.11 2003– PresentDay ChurchLeadership(Greymouth ElimChurch&
GreymouthNewLifeChurch)
 2002 HillsongBibleCollege(Faith Works), Certificate in Biblical Studies.
 Learned how to relate with people.
 Learned solid financial principals.I havelearned howto get specific jobs completed on a limited budget
 Learned how to be kind.
 Have held many leadership roles at the church.
 Learned how to serve others.
 Learned how to help others in crisis.
4.12 2004– 2011 WestCoastDistrictHealth Board (WCDHB)
4.12.1 Role
 PrISM Project primary resource
 Desktop Support Officer
 Citrix Administrator
4.12.2 Awards
 2006 Health Innovation Award (PrISM Project)
In depth knowledge of Server 2003, windows XP, Windows Embedded and Extended.
 Excellent knowledge of Citrix Xen App 5 and Appense Management software.
 Publishing individual applications onto Citrix using Softgrid Virtual applications.
 Excellent knowledge workstation and server hardware and software.
 Ability to assess network problems and explain desired solutions by using the following
technique:
 Identifythe problem:
o Establish aTheoryof Probable Cause.
o Testthe Theoryto Determine Cause.
 I wouldtestmytheoryon whatcausedthe problemandtestit usingvarious
tools;Ping,Tracertetc. AsI had to deal a lot withtelecommunication
providers,thisinvolvedliaisingwith themtodetermine the faults.

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o Establishaplan of actionto resolve the problemand implementthe solution.
o Verifythatthe solutionworked.
o Document the findings, actions and outcomes.
 Excellentabilitytocompilesoftware andhardwaretestresultsto decidehow toproceed.This
ability was learned as part of my job testing application installs on CITRIX. I would test the
applications on a test server and see if there were any interoperability issues with other
applications.Iwouldhave todocumentthe processandpresentmyrecommendations.If the
applicationsdidn’tworkwell togetherIwouldthenhave topackage the new applicationinto
a virtual package (SoftGrid) and test if that solved the issues. If the install worked with no
issuesthe decision wasthe correct one, to test thisI wouldhave to liaise withthe customer
as they tested my solution.
 Excellent knowledge of the WCDHB, Local Area Network (LAN) and Wide Area Network
(WAN).
 Present project to MP’s such as Damian O’Connor and Peter Hodgson.
 Excellentproblemsolvingacrosswhole network.Bothhardware andsoftware installation.
Includingbespokeandoff the shelf software.
 Goodabilitytorespondquicklytoemergencysituations. Ihadtohelpwithprotectpeople and
IT equipment when a sewage pip burst above an office.
 Learned hardware virtualisation with VMware and application virtualisation with Softgrid
(Microsoft AppV).
 Server rapid deployment with Altiris
 Responsible for backup solutions for the DHB using CommVault.
 Responsible for testing and analysing any new software on the network, to check for
compatibility issues
 Introduced to batch files and script writing, using KixStart and batch. Maintained WCDHB
logonand printerscripts.I had to learnKiXart to so that I couldmaintainthese scripts.I also
learned batch, and some VBscript for rapid deployment of server operating systems and
applications with Altiris.
 Good knowledge of HPUX (UNIX) as was in charge of Lab results system.
 Excellent knowledge of the Medtech database system.
4.12.4 Reflection
I startedout as a PC supportofficerforthe PrimaryIntegratedSystemsManagement(PrISM)
project.Thisjobchallengedme tolearnalot of new skills.I learned how tobuildserversboth
physicallyanddoingthe software installs.Aspartof thisproject,I alsouseda lot of the customer
service skillsthatIdevelopedasthe managerat the swimmingpool.Ialsoneededtobe able towork
effectivelyaspartof the team.I foundthat I waslackinginsome areas so I developedacouple of
mantras’:
 If you don’t know ask.
 If you mess up fess up.

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I developedalsoenjoyed workingwithVMWare. The whole conceptof havingvirtualservers,
workstationsetc.andmanagingthemcame easilytome.It issomethingthatIwouldhave likedto
pursue further,butbeingemployedasaCitrix AdministratorIworkedina differentarea.I learned to
be a bitof a generalistwithaspecialtyinCitrixandVirtual applications(Softgrid). Ialsohadto learn
howto maintainthe Citrix WebInterface.Thiswasachallengingandinterestingskilltolearn,asI
hadn’tworkedonwebpagesmuch before.Isortout helponthe Citrix forumsandworkedwiththe
WCDHB’s webdesignertogaina goodunderstandingof thisinterface.
I believethatthe abilitytokeeplearningandnotthinkthatyou know everythinghasservedme very
well.
4.13 2006Diploma in ICTLevel5 with Distinction (TaiPoutiniPolytechnic)
Thiswas part of my fillinginthe gapsof my IT knowledge,whichIcompletedparttime while
workingfull time.HavingrecognisedthatIdidn’tknow all the thingsthatI neededtoI choose to
complete the above qualificationtofill insome of the gaps.Here IlearnedaboutApplications,
Networking,Problemsolvingetc.
4.14 2008Treatyof Waitangitraining(TaiPoutiniPolytechnic)
4.15 Level5 Diploma in AdultEducation and Training
Completedin one-yeardistance learning.
4.16 20011- Present dayTaiPoutiniPolytechnic
4.16.1 Roles
 Part time ACE Computer Tutor.
 Full time ICT Level 4 and Level 6 Tutor.
 I have the abilitytoself-learnasubjecttothenpassit on to mystudents.
 Learnbyreading,talkingwithpeers,andbyexperience tomatchuptothe learningoutcomes.
Thenmoderationprocesswill highlight if the learning and teaching are at the correct level.
4.16.2 I teach the following modules
 CICT400 Introduction to Information Technology.
 CICT410 Practical Skills in ICT.
 CICT420 Information and Communication Skills.
 CICT430 Problem Solving in ICT.
 BCCS153 Computer Architecture.
 DICT520 IT Support.
 DICT610 Software Installation and Testing.
 BCCS283 Network Infrastructure.
 ACE Computing from the beginning.

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4.16.3 Key attributes
 I am self-reliant and have an excellentknowledge of networks, including all hardware and
Network Operating Systems.
 I am excellent at installing various software applications on different Operating Systems:
Windows 7, XP, Standard, Embedded, Windows Server 2003, and 2008.
 I have excellent management skills and learned to teach people of all age and experience
levels, such as:
 Planning, decision making, human resource management, motivation, leadership and
communication.
The managementskillsabove were reinforcedinmyDiplomaof BusinessStudies,(Organisationsand
Management).
Since mytime at the SwimmingpoolIhave changedmystyle tobe more communicativeandtolisten
to people, but still maintain the ability to make a decision, even if it is not what the people are
expecting. I also have the ability to justify my decisions. I will take the time to listen and evaluate
othersthoughtsandopinionsona subjectbefore Imake the decision.Ibelieve inleadingbyexample
as well as enabling others to lead by equipping them and encouraging them to make decisions.
I initiatedandcompletedTai Poutini PolytechnicbecomingaCiscoTrainingAcademy.Thiswasa part
of my strategicplanto increase studentnumbers.Ihad to fightto getthis approvedand thenhad to
study and pass an instructors exam. This benefits the West Coast community by maintaining an IT
qualificationlocally.Italsobenefitsthe Polytechnicbyincreasingthe numberof studentsthroughthe
institute ata groundfloorlevel.Having awiderbase cohortof studentswill leadtomore enrolments
at our higher level courses. When I worked as an IT Server Administrator I had heard about CISCO
equipment and training, so when the local high school stopped being a CISCO Training Academy, I
contacted CISCOto findout if it was possible forthe Polytechto become an academy.Then I had to
fightto getthe budgettobe trainedas an instructorand alsofor the ideaof becomingan academy.I
was successful by writing a comprehensive business case and presenting it to my line managers. To
findout what wasrequiredI attendedaCISCO conference andwasallowedtofreelyquestiontutors
from other academies. I attended a course at CPIT that lasted 3 days the last day consisted of being
assessed for the whole day. I am now qualified as an IT Essentials Instructor.
4.16.4 Reflection
I have beenchallengedtokeepmyknowledge current,asmystudents pushthe boundariesof my
knowledge.Ihave tobe self-motivatedandself-actuatedtokeepaheadof them.As the ITfieldisso
vast andeverchangingit isa challenge asa tutor ina smallerpolytechnictokeepcurrent.
I have learned more abouthardware andhow it connectsinthe last few yearsthanI thoughtI knew
before that. I have particularlyenjoyedlearningthe mathsbehindsubnetting.Once againbeingable
to ask questionsandmake mistakesIbelieve hasbeencrucial inmylearning.
As I have oftenbeenisolatedgeographicallyIhave also learned toseekoutmypeersandasktheir
opinionsonthings.Thiscanleadto a widerunderstandingof the topicinquestion.
As a tutor I have gainedapassionfornumbersystemsandconversionsbetweenthem.
The topicsthat I have taught here are wide andvaried:
 Software Support
 Computerhardware

14
 ComputerArchitecture
 ProblemSolving
 NetworkArchitecture
 Software InstallationandSupport
4.16.5 Qualifications gained
4.16.5.1 2013
541 Fundamentalsof Marketing(A+) and560 BusinessCommunications(A)(Diplomain Business).
4.16.5.2 2014
530 Organisation and Management (A+) and 550 Business Computing (RPL) (Diploma in Business).
Cisco IT Essentials Tutor (CPIT).
4.17 INTERESTSANDACTIVITIES
Hockeyinvolvedinplayingandcoaching,since 1978.
Involvedasa volunteerandleaderwithmylocal church,including six yearsof involvementwiththe
youthgroup.
I am an avidsportsenthusiast,whohasa passionforhockeyand rugby.I am alsoa keenreader,and
love torebuildoldcomputersandhelpmyfriendswiththeircomputerproblems.
I am researchinghowstresseffectspeopleinthe ITindustry.
4.18 REFEREES
Adrian Hendry Ian Hooker Steve Fox
Managing Director/Principal Lead Tutor Business and Pastor
Consultant Computing
GreymouthNew Life Church
Empirica Consulting Tai Poutini Polytechnic
027 222522 mob
021 02363261 mob 03 769 9678 wk. 037626076 hm.

15
5 Model of practice
5.1 Introduction
The above diagramillustrateswhatIbelieve ismymodel of practice... Mylearningcentresonmy
core beliefs,whichaffecthowIinteractineverysituation.Thisformsthe “star”part of my model of
learning.
I alsofollowasetof stepsor proceduresinmylearning.These are:carryout research,eitherby
askingsomeone,orbyreadingmanualsorbooksor searchingonthe Internet),thentryit,reflect,
repeatuntil Iget it,and thendocumentthe endprocess.Thisformsthe “ring”part.
To put thisinnetworkingtermsmymodel of practice isa star/ringnetwork.
5.2 CoreBeliefs
One of mycore beliefsishonesty,whichIapplyineverylearningsituation.WhenIaskquestions,I
use a directbut kindapproach.I am not afraidto ask toughquestionsof managers,peers,or
customers.Whenhelpingacustomerpurchase a computer,forexample,Iwill findouttheirexact
needsandrecommendatype of computerwhichwill bestmeetthose needs.One customersaid
that he wanteda fastercomputer;insteadof justgivinghimthe latestandgreatestcomputer,I
questionedhiminmore depthabout hisreasonsforwantinga fastercomputer.He repliedthathe
wantedtoaccess the Internetfaster.Iquestionedhimmore andfoundoutthat he was ondial up,so
I recommendedthathe change tobroadbandand notbuy a new computerat all.Thisleftthe

16
customerwitha fix thatworked,ratherthana new computerthatwouldnothave fixedhisproblem
but wouldhave costhima lot of money.
I live mylife byChristianmoralsandbeliefs,whichare the core of who I am.These beliefsintersect
all the stepsin my model of practice and affectthe waythat I behave ineverysituation.They
include,butare notlimitedto:honesty,kindness,integrity,andfairness.A philosophyof “if you
messup, fessup” isprevalentinmyattitude tostudy,workand home life. Ibelievethatwe can
learnfrommistakesandthat itis nouse tocover themup.Instead,we shouldtake time toreflect
and discusswhatwentwrong,thenkeepwhatwasgood,improve anythingthatwasokaybutcould
have beendone better,stopthe things thatdidnotwork,and start the thingsthat shouldhave been
done.Inthisway,mistakescanbecome a learningexperience.
5.3 Learnnext
There are several waysinwhichIfindoutwhat I needtolearnnext.Imay findmyself inthe middle
of a situationwhichrequiresme solve aproblem.Imayhave reador heardsomethingwhichpiques
my interest.Itmaybe a requirementof myjob,(professional development) oritmay be that I have
identifiedagapinmy knowledgewhichIknow Ineedto fill.Thislinkswithone of mycore beliefs,
whichisthat you neverstoplearning.
WhateverwayI identifythe needforextraknowledge,mynextstepistofinda method(vehicle) to
achieve thatlearning.
5.4 Vehicle
Thisis the nutsand boltsof obtainingthe knowledge Irequire.Inormallyprefertolearnfrom
anotherpersonwhohas experienceinthatparticulararea,but I am alsocapable of learningfrom
booksand electronicmedia.Suchlearningmightinvolve acourse or writtenknowledgebase.
I learnbestby doing:bymakingmistakesandfixingthem.Ithinkaboutwhathas workedornot
workedinthe past,identifyanyproblemsthroughresearch,andthentryto workout a possible
solution.Ireflectonthe process,evaluatethe stepsIhave takenandthenadapt the solutionuntil I
findsomethingthatworks. Iam alwayspreparedtogive ita go, no matterhow complicatedthe
issue seemstobe.Overthe yearsI have learned thatthisisthe bestway forme to cementthe
knowledge inmyhead. Iam a verytactile learnerandfindthat,if I am reading,Ilearnbetterfroma
bookor hard copy ratherthan froman online source.
5.5 Document
I believethat“the jobisn’toveruntil the paperworkisdone”.
I believethatitisalwayspertinenttodocumentyourlearning,outliningthe processyouusedto
reach a solutionbecause thissharesthe knowledge andhelpsothersinasimilarsituationtoavoid
any of the pitfallsthatyoumighthave encountered.
Once thisprocessis completed,Istartlookingforanew opportunitytolearn.Ibelieve thatlearning
isa lifelongprocesswhichwill helpmake youbothabetterpersonanda betteremployee.

17
6 Case study one – Primary Integrated Systems Management
Project (PRiSM)
6.1 ExecutiveSummary
In mid2004 I wasemployedasthe primaryhumanresource forthe PrimaryIntegration
SystemsManagementProject(PrISM) atthe WestCoast DistrictHealthBoard(WCDHB),
on a fixedtwoyearcontract.This projectinvolvedinstallingcomputeraccesstoall of
the primaryhealthcare centresownedbythe WCDHB.The objectiveswere:
 To capture informationonce anduse itmultipletimes(one patientrecord)
 Enable 24 x 7 x 365 accessto electronicpatientrecords
 Improve Ministryof Healthreportingintimelinessandaccuracy
 Improve staff retentionbyofferingmoderncomputerservices.
 Provide real-time accesstolabresultsandx-rays.
The projecthad fourdistinctphases,Iwasemployedtowardsthe endof phase one.
The four phaseswere:
 Phase One:InitiationandFeasibilityStudy
 Phase Two:PilotClienttestsite
 Phase Three:Install inall SouthWestlandpractices
 Phase Four:Install inall otherWCDHB practices.
I learnedalot abouthowCITRIXworks as a software asa service andhow to intall
Medtech32 ontoCITRIX.I aslocarried intothisprojectskillsthatIhad learnedfrommy
previouscareers:peoplemanagement,conflictresolution,abilitytolearnrapidly,
problemsolving.
Whenthisprojectwas completedthe teamreceivedaHealthInnovationAward
6.2 Introduction
July16, 2004: I couldn’tbelievemyeyes.There wasmyideal jobadvertisedinthe
GreymouthEveningStar,a “DesktopSupportOfficer”attachedtothe Primary
IntegratedSystemsManagement(PrISM) Project,atthe WestCoastDistrictHealth
Board (WCDHB).
I was completingmyDiplomainICTat Tai Poutini Polytechnicandthiswouldbe the
ideal chance to experience aninterviewforanIT job.I put togethermyapplicationand
sentit in.Atthisstage,I didn’tknowwhatthe PrISMprojectwas,but I consideredthis
to be the perfectjobasit wouldgetme back intothe IT industryandgive me more
hands-onexperience.
In Septemberthatyear,I wasinterviewedforthe positionandasI arrivedhome from
the interview,Ireceivedaphone call fromthe HR Manager forthe WCDHB to offerme

18
the job. I wasdelightedtoaccept.Thisdecisionchangedmycareerandhelpedme
developandhone myITand professional skills,byexposingme toprofessionalswho
were expertsintheirfieldsandworkedtogetherveryeffectively.OnSeptember13,
2004 I startedworkas a DesktopSupportOfficer.
What was the PrISMProject?Thisisbestdescribedinthe ProjectDefinitionReport.
“This documentis the ProjectDefinition Reportfor a four-phase
projectrequired to extend the Wide Area Network(WAN) of theWest
CoastDistrict Health Board (WCDHB) so thatit:
 EncompassescurrentPrimary practiceswithin the
West Coastregion
 Delivers a reliable, function-rich environmentto
West CoastDHB Primary practitioners
 EnablesPrimary integration opportunitiesto
Secondary servicesand information;and,
 OffersWest CoastDHB an Application Service
Provider(ASP) opportunity to non-WestCoastDHB
Primary practitioners.
This projecthasbeen named asthe Primary Integration –System
Managementproject,orPrISM”(ProjectDefinitionReportforPrISM,
2004, p.3).
The projectcoveredfacilitiesthe lengthandbreadth
of the WestCoast andinvolvedfourphases,the first
three of whichwere situated aroundthe South
WestlandAreaPractice (SWAP).Phase four
encompassedthe restof the WestCoast area.
It alsoconsistedof enhancingthe Information
Technologyexperience forWCDHBusersinthe
primarypractices.
1. Encompassesthe Primary Practices within the WestCoast region.My
understandingof thiswasthatthe projectwas notdesignedtostopwithSWAP.
SWAPwas the ideal testingareabecause itwasa “greenfield”,andhadhadno
networkaccess.Thismeantthat I didnothave to overcome anyexisting
networkinfrastructure problemsanduserscouldbe trainedinbestpractice for
Medtech.Furthermore, anynetworkaccesswouldbe beneficialforthemas
theyhad nothad any before.Once phase three wascompleted,we couldoffer
reliable networkconnectivitytoall of our primarypractices.

19
2. Reliabilityof networkaccesswascritical as the primarypracticesneedtoaccess
patientinformationall the time.Theyneededthe same accessassomeone
workingoutof the mainhospitals:accesstoMSOffice,email, networkshares
etc.This projectwasabout bringingequal computer/ICTservicestoall
employees,onsite oroffsite.
3. Integrationbetweenhospitalsand GP practices. Information-sharingsothat
GPs and hospital doctorshadaccessto the same data.This was an important
steptowardsmaintainingonlyone patientrecord.One patientrecordwas
importantto the WCDHB because itensuredthatanypatientinformation
collectedatone of the siteswasinstantlyavailableatthe others.InSWAP,this
had beenaproblemas the same patientcouldappearat a differentclinicthe
nextday.
4. OfferingApplicationsas a Service (or Software as a Service).ByusingCITRIX,
we were able toofferdifferentapplicationstoremote sitesandotherbusiness
entitiesexternaltothe WCDHB. The advantage of thiswas that I wasable to
maintainthe software centrally,asshowninphase three networkdiagram.It
removedthe needtotravel toeverysite toperformupdatesandupgrades.
CITRIXalsoprovidedaccessto betterdisasterrecovery,bybeingintegratedinto
the WCDHB backupsystem. Finally, itprovideddatasecuritybecause no
informationwasbeingstoredon the devices.All patientdatastoredonitas it
was storedcentrally. Insome aspectsthisissimilartorunningcloudservices,we
were hostingservicesonourLocal AreaNetwork(LAN) forotherstoaccess over
our Wide AreaNetwork(WAN) andExtranet.

20
6.3 Phaseone
I was employednearthe endof thisphase.All the approvalshadbeengivenbythe
WCDHB, for AdrianHendry(CIO) toproceedwiththe PrISMProject, afterpresentations
to boththe Executive ManagementTeamandthe Board.The “ProjectDefinitionReport”
outlinedwhatwastobe done and when (Hendry,2004).
Phase one involvedgatheringresources:the constructionof atestnetworkto
test/demonstrate the feasibilityanddurabilityof the system.The approvedplan was:
As I wasnewto thisjobthe CIO and projectmanagerassignedjobstome duringthis
earlyphase.Inthese initial stagesIdidnothave a copyof the planmyself.However,asI
grewintomy role,Isoughtout a copy of the planso that I:
 CouldpushaheadwhenIhad time.
 Couldquestionthe plan.
 Couldaddto the plan.
 Couldsuggestrelevanttimeframes.
Thismeantthat lesstime wastedwaitingforotherstoassignme tasks.It alsomeant
that I startedtakingcharge of my role.
6.3.1 Assemble test network
For the firstweekIassembledhardware inthe
laboratory.Ibeganwiththe database serverhardware,
whichwassomethingthatI hadneverdone before.The
hardware had alreadybeenselectedbythe DHB
hardware technicians;myjobwasto assemble itandput
it ontothe testnetwork.
The hardware was:
Server Name PrISMDatasrv
Function Database/Medtech
Hardware HP DL 380 G3, 2xIntel X3.6Ghz 1MBL2, 2GB RAM, 2x72GB 15k rpm hdd, 2xGbit
network connections.
Test CITRIX server
Software Win 2003 Enterprise Server, CITRIX Presentation Server 3.0,
Major application:Medtech 32, Borland Interbase
Install and
configure
pilot
hardware.
Install and
configure
pilot
software.
Test pilot
network.

21
At thistime, Iwas ina room by myself and,toa certainextent,strugglingwithalotof
newconcepts.Iwas part way throughmydiplomainICT butI was rapidlyfindingout
that there wasa lot of gaps inmy knowledge.Idecidedthatthe onlywaytolearnwas to
ask questions.Sometimesthese questionsseemeddumb,somethingthateveryone else
knewbutI didnot. It mayhave beena technical termsuchas SAAS(Software asa
Service) oraskinghowto testa network.The firsttime Iwas askedtotest if the network
betweenourtestlabandour WCDHB LAN,I hadno ideaaboutPing,Tracert and
NSlookupsoIhad to ask.In the processthe networkadministratorstartedtoteachme
aboutActive Directory,DHCPand DNSand whatan IPaddresswas.So I learned tolisten
to the answersandlearnfrom them.
As I wasa newbie,whenIasked
whatI shouldname the database
server,the answerwas“whatever
youwant”. So I namedit
“PrISMDatasrv”,whichwas later
pointedoutdidnotconformto our
servernamingpolicy.However,that
name stuck forthe nextseven
years.I learned acouple of things
fromthis:
1. Find out what current policies arebefore proceeding i.e. what was the IT departments’
namingpolicy for servers.
2. Once a server is named and deployed on a network, it is difficultto change, so be very
careful to use the correct namingpolicy.
Aftera weekthe database serverwasbuiltandthe Medtechdatabase wasinstalledon
it.At that time MedtechusedInterbase asitsback end.Duringtesting,we usedablank
database,butas the SWAP (SouthWestlandAreaPractice) wassetup,Ihad to liaise
withMedtech32 expertsandthe practice managerfor SWAP.
6.3.2 Citrix Server Install
As part of the initial testsetupI also
had to buildatestCitrix serverandset
up the Wyse 1200le terminalstowork
on our network.
CITRIXor XenApp,asit isknownnow is
a way of supplyingacentrallymanaged
distributionof dataandapplicationsso
that userscan access themfrom
anywhere,usingMicrosoft’sTerminal
Services(RDP) andCITRIX’sXenApp
(Citrix XenAppDefinition,2015).

22
OthertermsassociatedwithCITRIXare “Software asa Service”and“Application
Virtualisation”.
The advantagesof CITRIX forthe WCDHB were:
 No patientdatastoredonsite.
 Centrallymanageddataandapplicationdeployment.
 Ease of hardware replacementincase of fault.
 Low bandwidthusage onnetwork.
 Multiple useraccesstoApplicationsonCITRIXservers.
 Easierto provide supporttomultiple sites.
The Citrix install wasastandard install butIhad to readthe how-todocumentsand
observe installationworkdone bythe Citrix gurutocheck how he did the install.ThenI
was able topractice an install bymyself ona testserver,a2003 Windowsserver.I
watchedas one of the ServerAdministrators complete aninstall,thenhe hadme
complete an install while he watchedandcorrectedmymistakes.
Our terminalswere Wyse terminalsandhadtoboot off a Linux TFTPserver.Thiswas set
up byour systemsadministrator.Ifounditveryinterestinglearningthe Linux commands
fromhim,especiallyownership,andprivilegesonfilesandfolders(chownandchmod).
Our personal computers(fatclients) hadtohave a CITRIXclientinstalledtorunour
publisheddesktop. Laterwe changedtousingthe CITRIX webinterface asthisprovided
easieraccessforour customers.All theyneededtodowas accessthe WCDHBs intranet
and clickon a link.
6.3.3 Medtech on CITRIX
NextIhad to install the Medtechclientonthe CITRIXserverandtestout the application
(FlannaganT.W., 2010).
Thisis where the interestingpartbegan.Inow had mytest networksetupwith a
database server(PrISMDatasrv),aCITRIXserver(coastcxt1) anda pc withthe CITRIX
clientinstalled.Thiswasall done withinthe firsttwoweeksof myemployment,andwas
a stage of rapidlearningforme.I had to asklotsof questionsof the othertechnicians,
especiallyaroundCITRIXand Medtech32 as I hadneverencounteredtheseapplications
before.Icarrieda notebookwithme atall timesandnoteddownanyproceduresor
installsthatIobserved.
It was withgreatexcitementandtrepidationthat Idouble clickedonthe Medtech icon
firsttime. Unfortunately, itdidnotworkas I had not usedthe correct Medtechclient
install;Ineededtoalsoinstall the Borlanddatabase andpointittoa shareddrive,to
make it possible forthe servertoaccessthe database serverandso that updatestothat
folderstructure were onlyperformedinone place.Afterthiswasdone,Istarted
Medtechwithno problemsanditworked.Ithen learned aboutthe mt32.ini file and

23
howit couldbe usedto add optionsfordifferentdatabasesonthe same logon.See an
example fromthe mt32.ini file below:
“[DB0.PARAMS]
SERVERNAME=prismdatasrv:C:MT32DATASouthWestland.IB”
6.3.4 Medtech license
Duringthisphase the MedtechDatabase serverkeptlockingusersout,aswe onlyhad
one license fortesting.Ihadto ringup Medtech,runtheirpasswordresetprogram,
whichproduceda code to whichtheywouldproduce anothercode thatneededtobe
inputtedtothe passwordresetprogram.Thenwe couldcontinue testing. However, I
couldnot figure outwhatwe were doingthatwas locking outthe licenses.Ireported
thisto my manageras a potential showstopperforthe project.He thenaskedme toput
all my effortsintofindingoutwhatwascausingthe lock outs.
I thoughtthe firstplace to start my researchwouldbe toread our EndUser License
Agreement(EULA),sothatI couldworkout if we were operatingwithinthe termsof our
agreement.Itwasthenthat I discoveredthat Medtechhadnotgivenusa EULA, whichis
normallypartof the install process.
I calledthe Medtechhelpline,explainedthatwe hada testagreementwiththemand
askedforthe EULA. I was thenaskedwhyIwantedit,to whichI explainedthatwe were
runningtestsanddidnot wantto break ourlicence agreement,therefore we neededto
knowwhatthe agreementwas.Iwastoldthat the EULA wasproprietaryandcouldnot
be released.Itriedtoexplainhowunreasonable thiswas,asbothpartiestoa licence
agreementneededtoknowwhattheywere signingupfor.Thiswasnotreceivedwell.
My nextportof call was our account manager,who,aftermuch discussionsaidthe same
thing.I hadreachedthe endof my influence inthe companysoI updatedmymanager;
he assignedthe SystemsAdministratortodeal with Medtechandaskedme to testthe
Medtechlicensestothe limitandreportbackto himwithintwodays.
I came upwitha plan of action,usingsome simple problemsolvingtechniques,Ihad
learnedworkingforNZRail andas a managerat the Grey DistrictCouncil Aquatic
Centre.

24
6.3.5 Continuetesting and observewhat was causing licenselock outs
My firststepwasto developatheoryof probable cause andthentestthat theory.Ihad
observedthatthe lockoutsoccurredonlywhenwe were loggedonto Medtech.Thisled
me to thinkthat itwas eitherauser logonissue or
a machine name issue,ora combinationof both.I
choose to testinthe followingorder:Users,then
Computername,thenacombinationof both.
My firsttheorywasthat the lockoutmightbe
causedby differentusersaccessing Medtech from
the same computer.
To testthistheory,I createdseveral testusersand
usedthemto logonfromthe same computer
checkingaftereachone for a license lock.No
lockoutshappened.
I thendevelopedanothertheorythatthe problem
mightbe hardware based.My firststepwas to
buildanothercomputer;thiswasbefore we had
VMware.I thentriedtologonto Medtechfrom
bothcomputers.Once I triedthe logonfromthe
secondcomputer,the license lockoccurred.
I thenresetlockout(run Medtechlicense reset
program,call Medtechgive themthe number
generatedandinputthe numbergivenback) and
repeatedthe test. Thisledme tothinkthat the
license mightbe basedonone of three things:IP
address,MACaddressor clientname.
I decidedtotestthe clientname firstasit wasthe easiesttotestandeliminate.During
thisprocessI lookedforthe easiestwaytochange a clientname andfoundfromreading
the forumsat http://discussions.citrix.com,thatyoucouldchange clientnamesusing
the CITRIX webclient.ThatwayI couldaccessthe testenvironmentfromone computer
and emulate adifferentcomputername eachtime.Thissavedbe alotof
troubleshootingtime later.Thisalsoenabledme toemulate the license violationusing
onlyone device.WhenIchangedthe clientname andaccessed Medtech,the lockout
occurred.
ThenI startedto try and findouthowthe Medtechlicense resetprogramworked.I
noticedthateverymorningthe license wasreset,evenif Ileftthe license locked
overnight.

25
To findoutwhat time the resethappened,Iinitiatedalicenselockthensimulated
differenttimesthroughoutthe eveningbychangingthe testcomputersclockandtesting
for a reset.Ifoundthat the licenseswere resetat11:59 pmeach evening.
I thendocumentedall of myfindingsformymeetingwith Medtech.Duringthismeeting
withthe Chief InformationOffice,SystemAdministratorandthe General Managerof
Software Development,Ideliveredmyfindings.The GMfrom Medtech wassurprised
abouthow muchwe had foundout abouthislicenses.He alsoagreedtogive usa copy
of the EULA so that we didnot breakour agreement.
The Medtech licensesare supposedtoworkthe followingway:eachcomputeris
licensedaswell aseachuserand eachdatabase that theyuse.Forexample,Iasan
administratorcouldlogonontoall of our Medtechdatabases(testandproduction) from
my computer.The license feeincludedafee formycomputer,a fee formylogon
(username) andafee timestwoforthe two databasesIhad accessto.
Potential showstopperaverted,we nowneededtoensure thatwe hadenoughlicenses
to accommodate the numberof devicesthatwouldbe using Medtech.
Thisscenarioboostedmyconfidence inmyabilitytoproblemsolve asIhadworked
throughthisissue bymyself.Igainedagoodknowledge of how Medtech worked,how
to install itandhowto access across CITRIX.I learned thatI couldemulate different
computersbyjustusingthe CITRIX clients,whichsavedme time inthe nextphases.
I alsolearned thatwhensomeone saysno,askthe whyquestion.Sometimesyouneed
your managerto intervene,usinghisconnectionsandauthoritytogetanswersforyou.I
learnedthatyoucan get a companyto change its policies.Ittakeseffortandthe ability
to influenceothers;inthiscase,Ihad to convince the executivesat Medtechthatit was
goodfor theirbusiness.Iprovidedfeedbacktomymanagerand Medtechina way that
was challengingandbeneficialtoboththemandus. The processbehindthischange can
be summarizedasfollows:
 Highlightedthe issuethat Medtechcustomersneededtosightthe EndUser
License Agreement(EULA) before theycanagree to it.
 Advocatedthe needforchange toappropriate people andfoundoutwhothose
people were.Ididthisthroughmymanagerand we alsoaskedquestionstofind
out whothe right persontoapproach inside Medtech.
 Got all partiestogethertohave an opendiscussion,outliningourconcernsand
listeningtotheirresponse.
 Providedfeedbackonhowthe installationprocesswasworkingforus.
At that meetingIneededtoassure the people from Medtechthatthe reasonwe needed
to know the EULA wasso that we didnot breakit.I learnedthatyoucan influence
companiesfromthe outside butyouneedtohave done yourresearchandhave the
abilitytodiscussthe problemsopenly.

26
Medtechnowlistsitstermsand conditionsonitswebpage;these were notpreviously
available (MedtechSupport,n.d.).
6.3.6 Super User Test of Medtech
Once Medtechwas installedonthe testhardware,Iaskedone of the practice
administratorstocome to the hospital andtestthe program; althoughIhad testedit
already,aswe neededanexpertinthe Medtechsoftware totestitagain.
The hardware that was usedwas exactlythe same hardware thatwas goingto be
installedatHarihari.We wantedtoemulate exactlywhatwasgoingtohappenat the
primarysiteswithbothhardware andthe internal settingsof the software.
The teststhat the practice administratorranwere standard Medtech testsfrom
Medtech.She alsostartedto customize the software toWCDHBstandards.
It was importanttohave buyin fromthe major practicesalreadyusing Medtech,
because theywouldbe nextinthe changeoverprocess.Thiswasawayboth of getting
theminvolvedearly,andmakingsure thatthe systemwasworkingfromthe customer’s
pointof view.Anadministratorfromapractice who alreadyhadexperience using
Medtechenhancedouttesting,asshe knew more abouthow the applicationshouldbe
working.
I learned the importance of havingamultiple userstest.
 The more eyesonthe testthe betterthe chancesare of problemsbeing
discovered.
 Sometimesyouneedtogetanexpertintohelpbut youmustpick yourexpert
carefully.
 Good communicationsisessential.
 Lastly,whenyousignsomethingoff,youare sayingyouhave done yourjob,
make sure that you have.Signoff wasa conditionputonus by the project
oversight.
The testerhavingsigneditoff asworking,we couldthenproceedto installationatthe
testsite.
6.3.7 Install pilot hardware and test in lab
The hardware chosenwas, HP3030 MFC, Wyse 1200le terminal anda Powerware UPS.
The HP MFC was chosenforthe followingreasons:
 We alreadyhada supportagreementforHP printersanda HP3030 MFC was
not onlya printerbuta scanner,copierand fax.
 The Wyse terminalswere alreadybeingusedatthe WCDHB so I researchedthe
specificationsonthe Wyse site andthiswasthe highestspecificationsatthe
time.Wyse wascertifiedbyCITRIX

27
 The UPS choice wasnot mine butwasmade in conjunctionwithourMedical
Equipmenttechnicianashe wasresponsible everypowerdeviceonsiteand
theirtesting.He recommendedthisUPS.
 For all of these devices,costwasalsoa factor. The CIO hadfinal signoff sothat
we remainedwithinourbudget.
To get the Wyse terminalstobooton our network,Ihadto configure ourDynamicHost
ConfigurationProtocol (DHCP)servertopointtoour Trivial File TransferProtocol Server
(TFTP).Thiswasdone by configuringthe followingoptionsforthatgroup:66, Boot
ServerHostName;67 Bootfile Name.
Thiswas an area where Ihad noknowledge,soIspenta dayworkingwithtwoother
technicians,one of whomwasincharge of our Active Directoryand the otherwasin
charge of our CITRIXserverfarm.I learnedbyobservingandaskingquestions,thenby
doingthe changesmyself.Idevelopedphilosophiesof “itisokayto ask questions”and
“the onlydumbquestionisthe one youdon’task”. I am sure that the othertechnicians
workingwithme gotsick of my questionsbutIpersisteduntilIgotthe answersI needed
to continue.Ialsoknowthat sayingthankyoualwaysworks.
6.3.8 Management meeting for approval to move to phase two
The CIO arrangedfor me to attenda meetingwiththe CEOand all seniormanagersof
the DHB, to explainmyprogresswiththe PrISMProject.
At thismeeting,Iexplainedthe PrISMtestsystem, thatithad now beenbuiltandthat
the hardware and software hadbeenthoroughlytested.We hadreceivedsignoff from
a current Medtechpractice administrator.
We nowhad a complete systemthatwasreadyto be implementedintothe pilotsite,
Harihari.
Staff onsite wouldnotonlygetaccessto the Medtechprogram butwouldalsobe
connectedtothe WCDHB intranetandreceive the same accessasstaff onsite at the
Grey Base Hospital.Thiswouldhelpstaff atthe remote sitesfeel more connected.
I had twopotential showstoppers:the licenselockoutsthatIhadsolvedandthe speed
of scanningdocumentsoverthe WAN,whichwassoslow thatit was unusable.LaterI
foundthat thiswasdue to the size of our broadbandconnectionstothe SWAPsitesand
the size of the filesscanned.Iexplainedthatwhilethiswasnotan issue now,itwould
become more of a problem inPhase Four,as those practicesusedscanningextensively
on the oldserverarchitecture.Thishadnotbeenpickedupinthe original plan.Ilearned
that plansare livingdocumentsandneedtobe adjustedconstantly.Thisadjustment
involvesconsultationwithstakeholders.Inessence,noone duringthe planningstage of
the projecthad thoughtto askabout scanning,until Iwasemployedandstartedasking
questions.

28
At thismeetingIwasquestionedatlengthbythe CEO, onthe roadblocksandhow I
plannedtoovercome them.Iwasalsoaskedto explainhow PrISMworkedinlaymen’s
terms.I had to admitthat I didnotknowthe answersto a lot of the questionsandfound
it verydifficulttodumbdownmyexplanations.WhenIleftthe meeting,the CIOtook
me aside and toldme that itwas okayto say “I don’tknow”to the questions,butI
neededfollowitupwith“butI will findoutandgetback to you”. Thisissomething that
I teachmy studentstoday.Ialso learnedalwaystoprepare formeetings,sothatI do not
getcaught out. I try andanticipate whatquestionswill be askedof me.Boththe CIOand
I were questionedonourprogresssofar and whatour planswere as we moved
forward.I foundthatsome managershad notread the planso I had to explainitto
them.The nextmeeting, IattendedIwasprepared:Imanagedtoanswermost of the
questionsandIpromisedtogetback to questionerswhohadqueriesIcouldnot
immediatelyanswer.AtfirstIfoundthe questioningdaunting,butI learned thatthe
questionswere notapersonal attack;theywere ratheraboutsharinginformation,
providingclarity,andseekingunderstanding.
Afterthe questions,the seniormanagement teamagreedforthe projecttoproceedto
Phase Two.
Phase one wascompletedon1 November2004.

29
6.4 Phasetwo
6.4.1 Test site selection
Nowthat we had a workingsolutioninthe
testenvironment,we neededtochoose a
testsite.The choice wasbetweenHarihari
and Whataroa.I chose Harihari in
consultationwiththe projectadvisoryboard,
for the followingreasons:
1. It was withinanhour’sdrive of the
hospital
2. The Rural Nurse Specialist(RNS) had
some fundamental computerskillsandwasverypositive towardsthe PrISM
project.
3. The RNS was keentohave computeraccessat work.
A connectionwasinstalledviathe Telecomone office PON 128(Private Office Network).
The devicesinstalledonsite were:
 The Telecomrouter
 Wyse le1200 terminal
 HP 3020 MFC
 Powerware UPS
The hardware and software configurationwasexactlythe same asthose testedinthe
laboratory.
A tripto the Harihari clinicwasessential formyplanning,
as I had not previouslybeentothe clinicandI also
neededtomeetthe RNS.Aspart of my plan,I neededto
knowthe layoutof the clinic,aswell aswhatand how
much materialsIwouldneedforthe installation.Ialso
neededtoknowthe preferencesof the RNSwithregardsto
the placementof the equipment,andIneededtodevelopa
rapport withher.
I arrangeda daytrip to install the equipmenthavingestablishedwiththe RNSwhatwas
required.Ialsohadto schedule ourSystemsAdministratorandCitrix Administratorto
be on standbyif needed.The installwentwithoutahitch;itconsistedof connectingthe
printer,terminal andUPS(uninterruptible powersupply) tothe Ethernetportsonthe
telecomrouter.Inotedthatthere was onlyone spare port,so only4 devicescouldbe
connectedatonce,usingthisconfiguration.Tofuture proof this,Irecommendedthat
Visit Site take measurments and
observe layout
Find out what materials are
needed.
talk with RNS about their
expectations
Order material
Installation

30
we install anetworkswitchandpatch panel asshownlater.Thiswouldallow more than
fourdevicestobe connectedtothe WCHDB WAN.
Pingtestsback to GreyBase Hospital were approximately40ms; thiswhatwas
acceptable forour WAN.
The WCDHB Active directoryneededtohave anew setof organizationunitssetforthe
SouthWestlandareapractice readyto be activatedonce the installationwascomplete
and readyto be tested.Here are some replicasof whatAD and DHCPused to looklike.
6.4.2 Change management
I wouldlike totake the time here tomentionchange management.The DHBhad a
robustchange managementprocedure,andall the changesthatI made on anyof the
productionsystemshadtobe approvedthroughthischange managementprocess.The
DHB change managementhasthe followingsteps.
1. Request for change
a. What was being changed?
b. Why itwas being changed?
c. Who was requesting the change?
d. Other details such as dateof request?
2. Pre Change
a. Who and what is affected by the change?
b. Have they been consulted?
c. When will thechange take placeand is there any conflictingevents on that
day?
d. How longwill the change take to implement?
e. Have backups been done prior to the change?
f. What is the fall back plan?
g. Create a change check listof task for the change
h. Will additional staff trainingberequired due to the change?
i. What is the trainingplan?
3. Approved/Denied?

31
4. Change
a. Perform backups
b. Complete tasks and check off the list.Note any unforeseen issues.
c. Test that system is working
d. Notify relevant parties that system is back up
5. Post Change
a. Were there any unforeseen issues?
b. What could have been done better next time?
c. Sign off change by tech and customer
Change managementisaveryimportantprocess.Ihave learned thathavingan
understandingof howthe customerinteractswiththe systemiscritical.Without
communicatingwiththe customer,Ireallydonotknow whatwoulddisrupttheirwork.
An example of thiswaswhenIfirststarteddoingupdatestoCITRIX.Ithoughtthat
Fridayeveningswouldbe the besttime tocarry outthe procedure.Followingthe
Change ManagementProcess,however,throughconsultationwiththe Emergency
DepartmentManagerat the DHB, I foundthatFridayand Saturdaynightswere their
busiesttimesandtheyneededthe systemupandrunning.Theirquietestnightwasa
Thursday,so anychangesto theirsystemshadto be done on a Thursdaynightbetween
9 pm – 6am. I have learned thatit isalwaysbeneficial todiscusschangeswiththe
customers.
6.4.2.1 Training
Havinginstalledthe equipment,Ithenspentmostof the daytrainingthe staff member
on howto logon,use email,anduse Medtech.Thishelpedtodevelopagoodworking
relationshipwithournewPrISMchampion.The RNSand I became strongwork
colleaguesoverthe nextfew years.
The nextcouple of weekswere spentallowingthe RNStogetusedto the system.She
was justhappyto have any accessto the outside worldviathe Internet.Iarrangedthat
she shouldspendtime withone of ourother Medtechusersso thatshe couldgetused
to the newsoftware. Medtechwasstill onlyinstalledwithatestdatabase sothat SWAP
staff couldgetusedto usingit.
At the endof phase one itwas plannedtodoan exportoutof our communityhealth
database,sothat the SWAP practiceswouldnothave toentermanuallyeverypatient’s
basicdetails.IopposedthisasI thoughtitwouldleadtoa lotof unnecessarydatabeing
put intothe database that wasnot actuallyassociatedwiththe SouthWestlandArea
Practice. Nevertheless, the full importtookplace,andlaterinphase four,we neededto
employanadministratorforthe SWAPto cleanupand remove the unwanteddata.This
was essentialforconfidentialityreasons.Patientswhohadneverbeenseeninthe
SWAP may have had theirdataseenbymedical practitionersnotassociatedwiththem.

32
There wasalso an effectonthe speedof accessand size of the database files.Itis
alwaysbestpractice to try andmaintaincleandata.
It wouldhave beenbettertoletthe nursesenterthe patientinformation;theywould
have ensuredthatonlythe currentpatientfileswere loadedontothe database
Phase twowas completed24on24 January2005.
6.4.3 Phasethree authorisation
Once approval to proceedtophase three hadbeenreceived,Iorderedthe production
hardware.Thisequipmentconsistedof aproductionserver,five Wyse terminals,along
withprovisioningfromTelecomfourprivateoffice networkconnections,one eachfor
Whataroa, FranzJoseph,Fox andHaast clinics,a potential roadblocksurfacedbecause
Telecomcouldnotprovide aconnectionintoHaast.
Outstandingissueswere:
 Scanning
 No TelecomconnectionforHaast
 Differentconfigurationof hardware if more thanone terminal wasneeded
on site,includingthe recommendationforanetworkswitchandpatch panel.
Withthese issuestakenintoconsideration,the advisoryboarddecidedtoproceedonto
Phase Three.Iwas chargedwithfindingawayto get the scanningto workand to finda
wayto have more thanone terminal onsite,bythe completionof Phase Three.The
connectionforHaast wasput on holduntil acost benefitanalysiscouldbe done ona
satellite connection.

33
6.5 Phasethree
The nextpart was to orderthe telecommunicationscircuitsforthe restof the SWAP.I
didthisin conjunctionwiththe DHB’sSystemAdministrator.
The networkdiagrambelowdepictsthe PrISMnetworkforSWAP.The TelecomPrivate
Office Networklinkswere PON 128for the SWAPsitesand PON 200 for the connection
to Grey Base Hospital.That providedformaximumdatatransferratesof 128 kbpsand
200 kbpsrespectively.
An Alcatel routersimilartothe one depictedbelowwasusedateach site.Ithad the
followingspecifications:
 4 EthernetPorts
 10/100 Autosensing
At the time I didnotknowmuch aboutIP addressingandsubnetmasks,thoughIhave
since learned more aboutitinmy studies.Iwouldnow questionthe use of /24 or
255.255.255.0 inthe practices,because there wouldneverbe 254 devicesateach
practice. It wouldhave beenmore efficienttouse asubnetmaskof /27 or
255.255.255.224, whichwouldhave givenamaximumof 30 devicesateachpractice,
thiswouldremove the collisionsandslownesscausedbyhavingtobroadcastto all 254
addresses.
Usingthis formula𝟐 𝒏 − 𝟐,where n= the numberof binarydigitsavailableforthe
hostidentifier.
The numberof hostidentifiersavailable is32– 27 = 5.
Therefore, the calculationis 𝟐 𝟓 − 𝟐 = 𝟑𝟎
As of todayeach SWAPhas a maximumof 10 devicespluggedin.

34
To acquire an understandingof whatwasneededforeachinstallation,Iplannedsite
visits.Duringthese visits,Irealizedthatwe were goingtohave to install aswitchcabinet
complete withpatchpanel andswitchtoallow forexpansionof the sites.I putthis
proposal tothe CIOat one of our projectmeetingsandhe agreedtoadd these tothe
budget.The cabinetswere similartothe one shownbelow:
Thisenabledthe sitestobe future proofedforexpansion.
6.5.1 Whataroa
The secondSWAPsite I installed wasWhataroa.I
followedthe same planIusedforHarihari.
Thiswas the base site forthe General Practitioner.I
had to install all the equipment,all the necessarycabling
and outlets.Iusedthe cablingskillsthatIgainedwhen
workingforNewZealandRail andat NZ PostOffice.Iwas
the sole personincharge at thissite.Iwantedthe
installationtobe tidyandsafe as itwas a lotfurtheraway frombase.Anywiringfaults
wouldbe hard to diagnose remotelyanditwasgoodto have all the networkequipment
lockedawayfromthe customers.
I wireduptwo rooms,the
rural nurse specialist’s
room andthe GP’sroom. In
each room,I wiredintwo
extranetworkports.Atthe
requestof the rural nurse
specialist,Iinstalledthe
printerintothe GP’sconsultationroom.
Visit Site take measurments and
observe layout
Find out what materials are
needed.
talk with RNS about their
expectations
Order material
Installation

35
Thistook a soliddayof work. The processinvolvedrunningcablesinthe ceilingcavity
and inside the walls,installingoutletpoints,creatingEthernetpatchcables.Ialso
mountedthe switchcabinetonthe wall andterminatedall cabling andpatchleads.At
the endof the day,I testedthat all deviceswere workingonthe network.This
procedure issimple inaCITRIXenvironment,andhadalreadybeenthroughthe testlab.
All I neededtodowasto plugthe devicesin,have the systemsadministratoractivate
theirDHCP scope,testthattheygaineda networkaddressandthat a usercouldlogon
to the network,logonto Medtech,andaccess theiremailsandrelevantfile shares.This
testingprocedure wasusedforall the followinginstallations.BeforeIwentonsite I
testedthatI couldpingthe Telecomrouterat that site tomake sure that the Telecom
PON circuitwas setup correctly.If not,I contactedTelecomforthemto rectify.Testing
inthe terminal services/CITRIXenvironmentissimple.Forthe terminalsItestedthatthe
userand I couldlogon;to testthe printer,Iprinteda documentfromthe terminal.
I alsogave the rural nurse specialistbasictrainingonhow tologonand into Medtech32;
howto browse the Internetandsendanemail.
Thisinstallationwasapleasure asthe Rural Nurse Specialistwasonsite formostof the
day andcould be consultedaboutwhere the equipmentshouldbe installed.The testing
wentwell withnoproblems.
6.5.2 Franz Joseph and Fox Glacier
The Franz Joseph clinicinstall wassimilar
to Whataroa and wentwell.Itwasat the
Fox clinicthat I wasto have major
problemsand learned the mostabout
customerservice.
Firstly, the RNSat Fox was totallyagainst
the use of computers. Furthermore,the
clinicwastinyincomparisonto the other
clinics,atabout 6m x 10m. The Fox Clinic
install wasmybiggestchallengeof Phase
Three.
WhenI arrivedat the clinicthere wasa note from the RNSapologizingfornotbeing
there butsayingto go aheadwiththe install.The equipmentwasinstalledandnoextra
networkportsor cablingwere needed.The onlydifficultyIhadwasfindingaplace to
install the multifunctioncentre.The onlyplace itcouldgowason the RNS’sdesk.I tried
to contact herbefore doingthisbut she was outof cell phone range.
Afterthe installationwascompletedI,waitedforawhile,hopingcatchthe RNSbut this
provedimpossible.Ileftanote for her.I calledfromFranzJosephtocheck how they
were copingwiththe newequipment,onlyto receive acall froman irate RNS at Franz
Joseph,whowasunhappywiththe installation.Ihadtwochoices:

36
1. Continue home,letmymanagerknow whathadhappenedanddeal withitin
the morningaftershe had time tocool down.
2. Headback to Fox andtry and sort the problemoutforthe customer.
I chose to do the latter.WhenI arrivedI,was expectingtohave to calmthe customer
down,butthe firstthingthatshe didwas to apologize forthe wayshe hadspokenon
the phone.Iacceptedher apologyandasked whatI coulddo to make the situation
better.She wantedthe installationremovedall together,butIexplainedthiswasnot
possible.Icouldhoweverremovethe printeruntil we couldgetashelf builtforit.She
agreedto thisandwe startedto planhow the installationcouldbe done bettertosuit
herneeds.We agreednotto install the printeratthat momentandfor herto take some
time to decide where all the equipmentshouldbe installedbutinthe end,she agreedto
leave everythingwhere itwas,exceptforthe printer.Latershe contactedme andasked
if she couldhave anotherterminal inthe doctor’sroomand that if the printercouldalso
be put inthat room. She hadbegunto see the benefitshercolleagueswere enjoying
fromthe system.
What didI learnfromthis?I learned toalwayshave the customerthere toapprove any
installationsthatIdo. If thisis notpossible,ameetingshouldbe heldwithpersonatthe
site,notjusttheirmanager.Alwaystake intoaccountwhatthe customerwouldlike,and
if thiscannot be supplied,explainwhyandlookfora compromise.Ialso learned thatit
isbestto front upwhenyouhave an angry/upsetcustomer.
WhenI got back to workthe nextmorning,Ihad to explaintothe CIOand the rural
nurse managerwhathad happenedandwhythe installationwasnotcompletedon
time.Theywere thankful thatItookthe time to come up witha resolutiononthe spot.
It was onlya monthlaterthat I wasback, at the requestof the RNS at Fox Glacierto
install,the multi-functioncentre onthe shelf.
6.5.2.1 Training
Havingcompletedthe installations,Iarrangedfora Medtech32 trainerto come to
Greymouthandfor the appropriate people toattendtraining.Iarranged twosessions
overa weeksoall the nursesreceivedtraining.Ialsoaskedtheirdirectmanagersto
attendand managedtoget some of the nursesinvolvedinphase fourtoattend.As
there wasnowa sense thatI wasthe Medtechperson,Ihad to learnsomethingtoosoI
arrangedtrainingformyself.
I neededtodirectthe customerstothe real experts,soI decidedtodevelopagood
rapport withthe practice managersof our two major Medtech32 sites,Greymouth
Medical Centre andBullerMedical.Thiswasa tactical decisionthathelpedimmensely
withthe phase fourimplementations.Italsohelped the customersinthe SWAP;when
theyhad a questionIcouldreferthemtoone of the practice managers.It wasthe
practice managerfrom Bullerwhonoticedall the extradatathat we hadput in tothe
SWAP Medtech32 database fromour Communitysystem.She suggestedthatwe didnot
needall of it andset upa processof cleaningthe data.

37
6.5.3 Phasefour authorisation
The advisoryboardwas informedthatwe hadcompletedthe installationsatall of the
sitesinthe SWAP,apart fromHaast. At Haast, we were waitingfora satellitelinktobe
installedatthe school andthe SystemsAdministratorhadsuggestedthatwe piggyback
off that. Thiswasat leastsix monthsaway.
The scanningof documentswasnotan urgentmatterfor the SWAPbut wouldbecome
one for the establishedpractices.IhadinvestigatedaproductfromRiverbed
TechnologycalledRiverbed. (RiverbedenhancedsupportforCitrix XenDesktopVirtual
DesktopSolutions,n.d.).Thisproductusescompressionalgorithmstocompress and
prioritize IndependentComputingArchitecture (ica) communicationsoverthe wide area
network (WAN).Iwasinstructedtoorganize atrial betweenGreymouthandWestport.
I informedthe advisoryboardthatwe haddone our bestto tailorour installationsto
suitthe needsof eachcustomerand that if we proceededtophase fourthe installations
wouldbe more complex astheywere existingsites; nevertheless, thatIbelievedthatI
couldcomplete them.Ialsoaskedforextraman powertochange overthe existingsites.
At thisstage the board startedto talkabout possible add-onstothe PrISMproject,such
as Dental PrISM.This wouldextendthe networktocoverall the dental clinicsinschools.
The CIO whowas alsothe projectleaderstoodhisgroundand saidno.The waythat he
handledthiswasa real lessonforme.He explainedtothemthat‘scope creep’could
derail the project.Ihad no ideawhatscope creepwasso I lookeditup.
Scopecreep refers to a projectthat hasseen its originalgoalsexpand whileit's
in progress.Asthe term suggests,scopecreep is a subtleprocessthatstartswith
small adjustmentsand endsup resulting in projectsthattakefar longerto
completeor even fail beforethey are finished.Even if the projectis completed,
scopecreep can result in finaldeliverables thatlooknothing like whatwas
originally envisioned (Scope Creep,n.d.).
The CIO explainedthatthe boardwouldhave toapprove more fundingandan extrafull
time equivalent(FTE).He alsosaidthatit wouldbe betterif we completedouroriginal
projectto the approvedplan;afterthatwe could start anotherproperlyplannedand
approvedprojectfordental PrISM.
The board gave the necessaryapproval tomove onto stage four.
I learnedalot fromthe CIO at that meeting,includinghow tosayno to your superiors
by offeringthem all the alternatives.Bygivingpeopleall the information,theyinvariably
make gooddecisions;if youdonot agree withthatdecision,discussitopenlywiththose
whomade it.
Phase three wascompletedon7 March 2005.

38
6.6 Phasefour
Thisphase involvedchangingoverexistingsitesfromtraditional personal computersto
CITRIXorientatedterminalsandinstallingsome brandnew sites.
The major challenges were:
 Removal of traditional PCsandserversateachexistingsite
 GreymouthMedical
 BullerMedical
 DobsonMedical
 Mergingof existingMedtech32databases
 BullerandNgakawau
 GreymouthMedical andDobsonMedical
 Scanningto workoverthe WAN
 Newinstallationsat
 Karamea
 Ngakawau
 Blackball
 Moana
The newinstallationswere the moststraightforwardprocess,asIhad learned fromthe
previousphases.Installationsatthe minorsites,Karamea,Ngakawau,Blackballand
Moana replicatedthe SWAPprocess,andneednofurtherdiscussion.
6.6.1 Greymouth and Dobson medical
For GreymouthMedical andDobsonMedical,Ifacedthree new issuesandone carry
overissue,whichwere discussedatthe projectboardlevel:
1.) Buildandput inplace production Medtech Database serverandtwonew CITRIX
servers
2.) Two databaseshadto be merged
3.) Refurbishingoldpersonal computerstobe usedinsteadof the Wyse terminals
4.) Documentscanning
6.6.1.1 Merge database
Thiswas a businessdecisiondecidedbythe managementboardof the WCDHB but it
was ourjob to make ithappen.
Followingthe planthatIhad usedforotherinstallations,Idecidedthatthe bestfirst
stephere wasto meetwiththe twopractice managersto discusshow to proceedwith
the installationsanddatamerge.I hada goodtechnical knowledge of how tomake the
physical changes,butIwouldneedspecialistknowledge onthe software anddatabases
for the merge to be successful.Atthe meetingwiththe keypeople inthe practices,I
discoveredbyobservingthe twopractice managersthatthere wasa lotof verygood

39
knowledge abouthowtouse Medtech.Itwasagreedthat theywoulddecide how their
data was goingtobe merged.Fromthatmeeting,the groupdevisedthe followingplan:
 Practice administratorstomeetanddecide whatdatafieldsneedtobe
merged,inconsultationwith Medtechdatamergingexpert.
 Myself:arrange forthe testdata to be deliveredto Medtechandthe test
merge data to be installedonourtestsystem.Practice managerstotest
 Liaise withpractice managersandMedtech
 Myself:coordinate the changeoverdate andinstallation,liaisewithall
participantsasto theirreadiness.Make the go/nogorecommendationto
CIO.
 Close downof practicesforthe weekend
 Accessto sitesforhardware installationand upgrades
 Ordernewhardware
 Arrange staff availability
 Install asmuch hardware as possible atnew GreyMedical site
before changeoverday.
 Installationweekend
 Stopaccess to the two databases.
 Compressbothdatabasesanduploadto Medtech.
 Downloadmergeddatabasesandinstall.
 Call intesterto check.
 Installationof hardware atDobsonandmove Grey
Medical to new buildings.
 Update printerscripts.
 Testthat all terminalscouldlogon,access Medtechand
print.
 Be available forusersupportonMondaymorning.
 RegularlyinformCIOof all progress.
 SystemAdministrator.
 Liaise withTelecomfornetworkupgrade.
I learned fromthis,thatitis okayto allow people whoare familiarwiththeirsystemsto
planand come up witha solution.Havingabroadgroup of expertsintheirareahelp
withthe planningandensuresnothingwill be missed.
The practice managersadmittedthattheywere notcomfortable talkingwiththe
engineerfrom Medtechwhowasgoingto complete the datamerge.Accordingly,for
the firstcouple of teleconferences,Isatinand interpretedforthem.Theytrustedme
because of our workingrelationshipinthe otherphaseswhenIhadaskedfortheirhelp
on a consultationandtraininglevel.

40
I had a significantinputintothe waythattestingwastotake place.Aswe now had a
complete hardware testlab,Iarrangedfor a testmerge of the data to be done at
Medtechand theninstalleditontoourtestdatabase.Ihad the two practice
administratorscome intoourtrainingroomand testthe merge.
The ‘testers’hada wealthof experience inusing Medtechandalsohada standardtest
sheetprovidedby Medtech.Havingthemcome tousto do the testingprovidedthem
withan interruption-free environmenttotestandtweakthe merge process.My job
here wasto facilitate anenvironmentwheretheycoulddotheirjob.Delegationisaskill
I acquiredinmy previousjobasa managerat the AquaticCentre.Thisenablespeople to
do whattheyare goodat, usingtheirstrengthstoachieve the organizationsgoals.
While the testerswere working,Istartedplanningthe changeover,whichincludedthe
physical change of buildingsforGreymouthMedical,the installingof new equipment
and the repurposingof olderequipment.
6.6.1.2 Changeover
As the newbuildingwasavailableduringthe day,Iarrangeda weekwhere we could
have access tothe site toinstall ournetwork.Thisincludedcablingthe site andinstalling
a networkcabinetandpatch panel.Iusedexperience frommyNZRail employmentand
chose to run and terminate the cablingusingTIA-568B,whichisthe standardfor
WCDHB networks (EIA/TIA 568A & 568B Standard,n.d.).
Cablingwasrun before the GIBwentup makingiteasiertogetinto the room.All cables
were testedandterminated.Severaloutletswere putintoeachroomto accommodate
changesinfurniture placement.Ialsohadto liaise withthe electricianstoplace power
outletsinthe correct places.Itookon the role of projectmanagerto getour IT
equipmentinstalledandworking.Ialsohadthe helpof anothertechniciantorunthe
cables. Unfortunately, Idonot nowhave access to the networkplanforthisbuilding.
However,itincludedthe same Telecomrouter,acabinetandpatch panel,cabling,
terminalsandprintersforfifteenrooms.Itwasa large installation.
The networkadministratorconfiguredandinstalledournetworkswitchandarranged
for the telephonesystemtobe installed.
For changeoverweekendwe hadtotransportall equipmentfromthe oldmedical site to
the newsite,theninstall it.Ihadto uploadthe twodatabasesto Medtechand then
downloadthe merge,andinstall itonthe database server,asthe merge hadto be done
on the mostcurrent data. All thiswouldhave tobe done afterclose of businessonthe
Fridayso that the databaseswouldbe closedforuse,withdoctorsnothavinganyaccess
to patientdatafor that weekend.Theydidrequireaccessforanyemergencycases
however,soIhad to devise aplanto achieve thisif needed.We alsodidnothave a way
to copy the databasesquicklyasthere were noportable drivesavailable bigenoughto
fitthe databases.I hadto do an Interbase backupandrestore,thencopythenupload
the filesto Medtech.Thistookapproximately8hours duringthe testingphase,plus
another2 -3 hoursto downloadthe mergedfile.

41
Basicallywe didnothave enoughtime intwodaysto achieve this.We therefore hada
meetingof ourchangeovercommitteeatwhichIpresentedthe followingplan:

42
Time Thursday Friday Saturday Sunday Monday
12:00 a.m.
1:00 a.m.
2:00 a.m.
3:00 a.m.
4:00 a.m.
5:00 a.m.
6:00 a.m.
7:00 a.m.
8:00 a.m.
9:00 a.m.
10:00 a.m.
11:00 a.m.
12:00 p.m.
1:00 p.m.
2:00 p.m.
3:00 p.m. Remind Practices to finalise Medtech
4:00 p.m.
5:00 p.m.
Finalise medtech (will be moving Greymouth Medical
regardless of if merge goes a head) Fall back is to install the
6:00 p.m.
7:00 p.m.
8:00 p.m.
9:00 p.m.
10:00 p.m.
11:00 p.m.
12:00 a.m.
Once confirmation that finalise is completed, backup and
restore Medtech and send to Medtech for merge. (Tom)
Also place a copy of the databases on a laptop for on call
doctor. (Tom)
Check throughout the evening on progress.(Tom)
Check with Medtech that was received okay.
Liaise with Adrian (CIO) on go no go depends on the time
taken for data to get to medtech (Tom)
relocate Greymouth Medical hardware to
new building. (Tom and Mark)
Update hardware at Dobson to run Thin
Station (Tom, Mark and Miles)
Medtech to merge data and advise when
ready to be downloaded (Medtech)
Chase medtech if haven't heard from
them on progress. Begin download as
soon as possible
Update CIO with progress. Go no go
decision by CIO for merge of data (Tom,
Adrian)
Plan to finish as early as possible to catch
up on sleep so (Tom)
Install download on test system
(Tom)
Call tester in to complete a full
test of the merge (Tester and
Medtech)
Go or fallback on advice from
tester how the test went (Tom,
Adrian, tester)
Place new database on server
and allow access to it (Tom)
Test onsite access to WCDHB
network and Medtedh (Tom,
Mark, Miles)
update all relevant scripts
(logon, printer) (Tom)
Contact CIO on completion
(debrief) (Tom)
Onsite at Greymouth Medical
to help staff with change over
and fix any bugs (Tom, Mark)
Report on progress to the
oversight committee
sometime that afternoon (Tom
and Adrian)
Change over weekend

43
The meetingtweakedthe plansoall the workwasto be completedafterclose of businessonFriday
and before openingof businessonMondaymorning.Thisputa lot of extrapressure andstresson
the changeoverprocess.However,Iwasnot allowedtointerruptourcore business,soall the
Thursdayworkchangedto Fridayand everythingelse wasmovedtoSaturday.The technicianandI
agreedto start workearlyon Saturday.I learned thatthe core businessproductivityisalwaysthe
primaryconcern.Nexttime Iwouldpresentmyplanina waythat explainedwhatwouldhappenif
thingswentwrongbecause we didnothave enoughtime tocomplete.Inmy original planwe hada
contingencyday(Sunday) torecoverif thingswentwrong.
The actual changeoverwentquite smoothly,because of the planandthe preparatoryworkthat I
did. However, there were some glitches:
 It tooklongerto upload/downloadto/fromMedtech.Ouraccesstothe Internetwasslow
for some reason.ThismeantthatI had to stay verylate onFridaynight/Saturdaymorning,
resultinginme beingtiredatworkthe nextday.
 Our testerdidnottestcompletelybefore she signedoff andIgot the okayto go aheadon
the Saturdayafternoon.
 Thismeantthat a glitchoccurred,asI foundout late on Sunday,whenshe approached
me outside of workand saidthat the systemwasnot workingproperly.Atthisstage Ihad
had aboutfive hours’sleepoverthe wholeweekendandwas muchstressed.Icontacted
the CIO whodecideditwastoo late tochange back andsentme home torest. Inour
evaluationafterthe install,Iputforwardthat the testingshouldbe done bymore than
one personto avoidthisproblem.Thiswasagreedtobythe CIO.
The handoverwentreallywellandthe problemidentifiedbythe testerturnedouttobe something
easilyfixedfromwithinthe Medtechapplication.Iarrangedforthe engineertodothat.
What I learned fromthisinstallationwasalwaystohave aplan andto check anddouble check
othersworkif you are the projectlead.Ialso learned thatsleepisimportantandthatyou needto
include sleeptimesinyourplantime sostaff canrefreshthemselves.I learned the needtobe
flexible andthinkfasttoovercome problemsorpotential roadblocks.Problemsare solvedone step
at a time.I learned howtouse my managerto make toughdecisions,includinghandlinganyfallout.
Good communicationamongstthe teamisessential.
6.6.2 Buller medical
BullerMedical wasourlargestprimaryhealthsite.The changeoverwassimilartothat at Greymouth
Medical exceptthatthissite alreadyhada current WCDHB network,andthe numberof terminals
was twenty-two.Sothiswasa much largerpractice.All we hadto do wasinstall some new printers
and change overthe database.Usingthe lessonsfromthe GreymouthMedical made change overgo
the smoothly.Ialsomanagedto convince the practice managertofinishearlyonthe Fridayso we
couldhave the database to Medtechby earlyFridayeveningandhave itback inplace earlyon
Saturday.
I alsousedThinstationtoconvertoldercomputersinto
terminalsthishelpedtospeedupthe changeoverand
savedoncost. The networkadministratorwasa
ThinstationdevelopersoIcollaboratedwithhimbefore
the changeoverdayand we developedandtestedbootdisksforthe BullerMedical computers.

44
I observedthe testingprocessandthe testerwasalsoincontact with Medtech.Once againwe were
on site onthe Monday to testand all wentwell.
6.6.3 PrISM network
6.6.4 Document scanning
Thiswas the lastproblemIhad to overcome. Duringthe completionof phase four,Iwasincontact
withseveral CITRIXexpertsandItalkedaboutourscanningproblemswiththem.AXON came backto
me witha possible solution.
6.6.4.1 Riverbed
Thistechnologybasicallyimprovesdatatransmissionspeedsasitdoesnotresendduplicate or
redundantdata.It learnscommonpacketsandstoresthemineach device sothat theycan be added
to the data packetsat the destinationratherthansentoverthe wire.
It storesfilesinthe device sothatonlychangeshave tobe sentover the wire,whenthe documentis
modified.
It compressesthe datathat issent (HowWAN OptimizationWorks,n.d.).
I organisedforAXON tocome and install twodevices,one inGreymouthandone inWestport,so
that we couldtestthe speedof scanningoverthe WAN.We had the devicesinstalledforaweekand
there wasa markedimprovementof the scanningspeed.The onlyproblemnow wasthe cost.At
that time, itwasapproximately$10,000 per unitandwe wouldneed10units.Whenthiswas
presentedtothe PrISMboard, itwas rejectedandIwas askedto come up withanotheridea.Icould
not finda technical solution,butIdidrecommendthatwe employapersononsite atthe hospital to
do the scanning.All siteswouldcourieranydocumentsthatneededtobe scannedtothem.All we
neededtofundwasa high-endscanningdevice andanoperator,whichcostaround$32,000 instead
of $120,000.

BICT degree explores data communications and networking

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