1. What ICT Buyers Really Want
John Shaw
Head of Information Services
Mainstream Renewable Power
Sales Institute Ireland
Alexander Hotel
17th November 2010

2. • Mainstream’s Business Perspective
• Business expectations : The Basics and Strategic view
• Business dialogue : IT-CMF
• ICT Strategic Partnership

3. Vision
Mainstream Renewable Power was Founded by Dr. Eddie O‟Connor in February 2008.
“ Our vision
is of thriving economies and communities
liberated from the restrictions of fossil fuels,
using
renewable energy
as their
mainstream source of power. “
The world is experiencing a once-off historical transition to sustainable fuels: Each one of our 195
countries must go through it.
4 fundamental issues drive this transition ;
•Climate change
•Ever-increasing Demand for Energy
•Rising Fossil Fuel Prices
•Energy Security
This Vision demands a strong Business Model

4. Drivers
1. Ever-increasing Demand for Energy
In 2009 China surpassed US as world‟s largest energy consumer
By 2030, China and India will add „ 23 Germanys „ to their grids
2. Rising Fossil Fuel Prices
Globe: 157,000 MW Wind Power installed to date
Norway: 70 % of Energy from Hydro; planning to be 100 % self-sustaining by 2020
3. Energy Security: EU perspective
By 2020 Russia will be EU‟s primary source of energy.... If we do nothing
EU Commission Policy : All Utilities must generate > 20% energy from Renewables by 2020
Offshore Wind Power is the best energy option for Europe

5. EU Energy Perspective : Current Mix
> 50 % of new Generation Capacity from Wind & PV

6. EU Energy Perspective : 2050 Mix
Energy Demand
Offshore Winds farms are
needed for Europe to meet
Green House Gas Targets
Nuclear Interconnection across EU
10% member states is needed to
Other Renewables
10% enable Offshore Wind
Wind Interconnection, or Supergrid
50% is vital for delivery of any 2050
Solar scenario
30% 2020 offshore grid connections
must be Supergrid-compliant
> 80 % of Generation Capacity will be from Wind & PV

7. Mainstream Business Model
Government Policy
Project Development
Recycled
Project Construction profits –
more
projects
Project O&M
Revenue Streams = Profit Long-term O&M Asset out-
from sale contract performance fee
Success Criteria : Deal-Making, Cash Generation, Project Execution

8. Mainstream’s 7,000+ MW Projects’ Pipeline
420 MW : Scotland
1,000 MW : Germany
400 MW : Canada
4,000 MW : England
787 MW : USA
400 MW :Chile
500 MW : South Africa
Offices
Offshore
8 offices, 4 continents, 110 colleagues Onshore

9. • Mainstream’s Business Perspective
• Business expectations : The Basics and Strategic view
• Business dialogue : IT-CMF
• ICT Strategic Partnership

10. The Basics IS Information
Services
Colleagues want;
1. I have a reliable laptop, enabled with video-conferencing, wireless and 3G.
2. I can print, email, phone, video-conference from any Mainstream office, in the same way as my
local office.
3. I can consistently log on securely when I travel or when I work from home, 24 x 7.
4. IS Support is clear, comprehensive, effective & I know how to get IS support for any IS issue.
5. IS Service Desk operates 24 x 7 and is supported by an informative IS website.
6. IS Training is effective and is supported by an IS Training Program which is timely & suits my needs.
7. IS plans are communicated clearly and tell me in advance when there is a planned IS outage or
upgrade.
8. IS issues are communicated clearly and IS are timely in telling me what the causes & solutions are.
9. IS are always customer-focused, helpful, informative & timely in addressing my IS requirements.
Earn Client trust by delivering the basics

11. Strategic : Mainstream Business Systems Vision IS Information
Services
Business Need Integrated Business Systems Value
Document
Management
Collaboration &
Fast Replication
Deal
Making
Asset Finance
Management & HR
Efficient Work Flow
Development Project
Cash generation &
Analysis Management
Management
Predictive Trading A Single Version of
Performance Management the Truth
Project
Execution
Faster Decision-
Business
Making
Intelligence
Increase Personal
& Team
Productivity
8 Business Systems to deliver Value

12. • Mainstream’s Business Perspective
• Business expectations : The Basics and Strategic view
• Business dialogue : IT-CMF
• ICT Strategic Partnership

13. Setting the context IS Information
Services
“The CIO is done with mere technology,
their job now is to make money”
Paul Strassman, 2001

14. An ICT industry malaise? IS Information
Services
• Do firms determine Return on Investment on IT?
– 73% of CIOs don‟t calculate ROI on their completed projects
– 70% of companies find it difficult to calculate ROI
- CIO Insight survey 2002
• Issues
– Definitions
– Discipline
– Time
– Intangibles
– Maturity
– Priority
– Leaders/Role models
The value of ICT investment is rarely measured

15. The New Challenge IS Information
Services
Agility Power (incl Green)
Security Compliance
Innovation Workload
Business Value Cost Reduction
Effectiveness Efficiency
This Business demands Effectiveness and Efficiency

16. What the CIO Tells the CEO & CFO IS Information
Services
Help Reduce
Help Improve Fixed &
Demand for Margins! Variable
ICT Solutions Help Enable Costs!
Growth!
ICT Budget
Flat
Company
Growing Declining
Revenue
Demand for ICT consistently grows

17. The Challenge for IT IS Information
Services
13%
Innovation
20%
Enhance
Existing
Capabilities
67% of IT
Spending is to
Keep the
Business
Running
Source: Gartner IT Key Metrics Data 2008
Challenge is to drive cost down & focus on Innovation

18. CIO needs a Framework to Evaluate Decisions IS Information
Services
• CIO compass
needed to:
– Set the direction and
priorities
– Reduce complexity
– Frame decisions on
business value
– Optimize for the
company, not ICT
A new Business- ICT language is needed

19. CIOs lack an integrated framework IS Information
Services
IT process frameworks Business value
Financial value delivered
Cash flow ROI EVA
ROCE ROE NPV
? Operational value of IT
Customer Supplier Managerial
Employee Partner Societal
• How to deploy service oriented architecture? • What is the average return from your IT investments?
• How to implement best in class security? • What is the cumulative return from your IT investments?
• How to manage a data centre?
• How to deploy virtualization?
There is a need for an integrated Business-ICT language

20. Defining Business Value IS Information
Services
• Business Value is the contribution IT makes to
helping a firm or other organization achieve it’s objective
Revenue (Growth)
Business Costs/Efficiency
Value
Assets (Productivity)
Risk (Continuity)
Agility (Expectations)
An integrated language for Business Value is needed

21. Closing the Loop on Business Value IS Information
Services
Business Strategy
Business Context
Manage IT like a
Business
Managing the IT Managing the IT Managing IT for
Budget Capability Business Value
An Integrated Process Approach is needed : 4 Macro Processes

22. One Solution : IT Capability Maturity Model IS Information
Services
Managing IT Managing the Managing the Managing IT for
like a business IT budget IT capability business value
ITG IT Leadership and Governance FF Funding and Financing EAMEnterprise Architecture TCOTotal Cost of Ownership
BPM Business Process BGMBudget Management Management BARBenefits Assessment and
Management TIM Technical Infrastructure Realisation
BP PPP Portfolio Planning and
Business Planning Prioritisation Management PM Portfolio Management
SP
Strategic Planning BOPBudget Oversight and PAMPeople Asset Management IAP Investment Analysis and
DSM
Demand and Supply Performance Analysis ICM Intellectual Capital Management Performance
CFP Management
RAMRelationship Asset
Capacity Forecasting and Management
RM Planning RDEResearch, Development and
Risk Management Engineering
AA
Accounting and Allocation SD Solutions Delivery
ODP
Organisation Design and SRPService Provisioning
SRC Planning UMTUser Management and Training
REM
Sourcing UEDUser Experience Design
IM
Resource Management PPMProgram and Project
Innovation Management Management
PQM
Performance and Quality SUMSupplier Management
Management VCMValue Chain Management
SAI
Service Analytics and CAMCapabilityAssessment and
Intelligence Management
IT-CMF : A new Business Value Language with 34 sub-processes

23. IT-CMF Assessment Oct 2009 IS Information
Services
IT Capability Maturity Framework
• A reference model built by Academia, Industry, Intel IT Where we
• IT Value measurement tool need to be
Maturity Level The 4 IT Improvement Strategies
Managing IT for Managing the Managing the Managing IT
vs Strategy
Business Value IT Budget IT Capability like a Business
Optimising Sustainable Core Value
Level 5: Optimising
Value Economic Model Competence Centre
Portfolio & Options Expanded Business Investment
Level 4: Advanced
Management Funding Options Partner Centre
Return On Investment Improve Technology Service
Level 3: Intermediate
& Business Case Productivity Expert Centre
Total Cost Predictable Technology Cost
Level 2: Basic
of Ownership Performance Supplier Centre
Level 1: Initial Beginning Beginning Beginning Beginning
Source: Martin Curley, Intel / National University of Ireland
A proven model to measure & improve ICT Value

24. • Mainstream’s Business Perspective
• Business expectations : The Basics and Strategic view
• Business dialogue : IT-CMF
• ICT Strategic Partnership

25. ICT Strategic Partnering Model IS Information
Services
1. Client RM
& Strategy
2. Projects
Management
3. Business
Analysis
4 Systems
Development
5. System Break/Fix
Services Request
System Security Maintenance
IS Mainstream
ICT Strategic Partners
IS Mainstream focus on Adding Value

26. ICT Strategic Objectives & Design Principles IS Information
Services
ICT Strategic Objectives :
• Build a flexible platform to energise successful business execution.
• Deliver business solutions through innovative technology, processes, and partnership.
• Leverage ICT investment towards strategic & operational business priorities
• Champion the pace of adoption of ICT , facilitate delivery of Mainstream KPIs
• Quickly deploy best ICT practices in knowledge creation, collaboration , communication
• Proactively manage ICT risks as they impact on business performance & priorities
• Integrate ICT governance into Mainstream‟s overall governance & business performance reviews
ICT Design Principles :
• Buy before build
• Configuration not customisation
• Partner with Strategic ICT vendors & follow their Technology Roadmaps
• Build for 24 x 7, high-availability, dispersed geography, future growth
• Outsource repetitive activities
• Enterprise Excellence Technology & Process
• Standardise
ICT at Mainstream : an opportunity for Competitive Advantage

27. ICT Governance IS Information
Services
1. Governance 2. PMO 3. Tollgates
Systems Council & Forum; IS Program Management Office. For all projects;
Agreed Charter, attendees, action log
Agree Project prioritization criteria Agree a consistent model with 5
Plan of Record maintained. with stakeholders : tollgates;
1. Service Improvement 1. Initiate
2. Cost Reduction 2. Plan & Design
3. Business Impact 3. Build & Test
4. Risk, Compliance, BCP 4. Go-Live Verification
5. Business Urgency 5. Operate
Systems Council
Score & force-rank all projects Each tollgate has clear deliverables
Finance
Onshore Offshore against these 5 criteria.
Development Development Project managers trained in this
Track Project progress against ; methodology
Technical - Scope
IS SHEQ - Schedule
Services
- Resources
- Budget
Monthly - Change Management
- Benefits
Systems Projects Forum
Provide Project progress Reports
Project System
IS PMO
Managers Owner
Weekly
A proven methodology

28. ICT Lifecycle Model IS Information
Services
1. 2. 3. 4.
5.
Phases
Initiate Plan & Build & Go-Live
Operate
Design Test Verification
Tollgate 1 Tollgate 2 Tollgate 3 Tollgate 4
Design & Final
Business Case Project Scope Supplier Audit/ Configuration Training Plan
Proposal: Assessment report Specification executed Business
Review
Hardware & Disaster
Name AS IS process Decision Application
Objectives mapped Schedule Installation Recovery Lessons learned
Benefits
Constraints
Milestones Application Business
Schedule of TO BE process Resource Plan Business Complete project
Configuration Continuity Plan Close out
Mandatory reviews mapped document
Deliverables
Deliverables
Unit Test Load Migration System
User Requirement Plan report Control
Specification Plan
System Test SLA & OLA & Hand over
Functional Plan Runbook to
Specification Operations
Proof of Concept
User Test Certificate Project
Technical Plan for Use Team
Conceptual design Specification disbands
&
Feasibility test
Cut-over
plan
Configuration & change
Management
Requirements
Traceability
Matrix
Schedule
Budget & Benefits
Review
Risk & Legal
Management
plan
Stakeholder &
Communication
plan
A proven methodology based on IEEE ‘V’ Development model

29. Summary IS Information
Services
• Business leaders expect:
– The IT Experience at work to at least match the IT experience at home
– The basics to work reliably always
– ICT Strategy to focus on Adding Value
• A new ICT dialogue with Business leaders is needed:
– Based on Value
– Based on a common language
– Based on a measuring Capability Maturity
• The CIO expects ICT Suppliers to;
– Focus on Strategic Partnership
– Focus on Adding Value, better ROI
– Free up the CIO‟s organisation to focus on strategy, not operations
– Follow Good Project Management Principles

30. Useful Links IS Information
Services
Mainstream : Business Model
http://www.mainstreamrp.com/
Mainstream’s ICT Strategy, described by Silicon Republic
http://www.siliconrepublic.com/strategy/item/14728-in-the-mainstream
Intel & Mainstream : joint White-Paper & Video on Offshore Wind Farms
http://www.intel.com/embedded/energy/products.htm ( see „Wind Turbine Availability Excellence‟ )
http://www.youtube.com/watch?v=oOlWSWujw8s
Microsoft & Mainstream : Blog on SERA adoption & link to SERA document
http://blogs.msdn.com/b/mspowerutilities/archive/2010/06/24/sera-succinctly.aspx
http://www.microsoft.com/industry/manufacturing/utilities/default.mspx ( see „Spotlight‟ Section for details on Microsoft‟s SERA ).
DSS & Mainstream : Partnership in action
http://www.decision.ie/
Eircom & Cisco : Eircom wins Cisco Gold Partner of the Year 2010
http://www.eircomitperspective.com/issue7/news1.asp?firstname=&lastname=&actmanager=&amemail=
Friends of the Supergrid : driving policy and standards
http://www.friendsofthesupergrid.eu/
EU Commission : ICT for Energy Efficiency ; Mainstream are on the Review Panel
http://ec.europa.eu/information_society/events/ict4ee/2010/index_en.htm
Energy Trends : Oil refinery bottleneck report from Richard Branson & from US Military
http://peakoiltaskforce.net/wp-content/uploads/2010/02/final-report-uk-itpoes_report_the-oil-crunch_feb20101.pdf
http://smallwarsjournal.com/blog/2010/03/joint-operating-environment-20-1/
Innovation Value Institute
http://www.ivi.ie/
19 November 2010 Company Proprietary & Confidential Information