8.5/10. Fulton Hogan Case Study. The Dashboard. Overview. Key Findings. Recommendations. By Trevor Clarke, Lead Analyst Asia Pacific

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1 1 Fulton Hogan Case Study By Trevor Clarke, Lead Analyst Asia Pacific Overview This Tech Research Asia end user case study analyses the results of the adoption of a suite of technologies by Fulton Hogan to support its end user computing environment. It investigates the reasons why Fulton Hogan adopted the technology, the goals it was striving to achieve, and the outcomes it has realised. This case study also provides advice to technology leaders considering their own workplace strategy. The Dashboard Company Information: Name: Fulton Hogan Size: Industry: Civil contracting and construction operations Countries: New Zealand, Australia, and South Pacific Project snapshot: Adoption of a Key Findings Fulton Hogan has made a conscious decision to align itself with Citrix technologies as it believes there is a broad market of external providers with the skills to manage the vendor s offerings. As such it believes it can achieve contestability among 3 rd party service providers in future. Having a dynamic infrastructure, the end user environment allows the IT department to adapt quicker and support the business s needs. This is for both the multiple projects a company like Fulton Hogan is engaged in, but also emerging organisational requirements. Recommendations For Technology and Service Buyers: Establish a long-term vision for your workplace with the input of a broad cross-section of stakeholders in the organisation. As part of this evaluate technologies that can provide adaptability through dynamic provisioning of services for your future needs. Make sure your workplace strategy harmonises and optimises the physical spaces you use, the processes and practices in place, the supporting technology, and the broader culture of the organisation. A greater level of success is evident with organisations that take a holistic view of the workplace. suite of technologies to support an end user computing environment Results: 8.5/10 Fulton Hogan rated its adoption of a suite of Citrix technologies as 8.5 out of 10 in their contribution to improved risk management. Future: Fulton Hogan is now trialling Citrix XenMobile and increasing the number of employees that have access to mobile devices.

2 2 The When, Where, Who and What Fulton Hogan is a privately owned civil contracting company, which has been operating for over 80 years. Fulton Hogan s capabilities are in the transport infrastructure, water, energy, mining and land development sectors across New Zealand and Australia. With a head office in Christchurch, it has a workforce of 5500 involved across its multitude of projects and business units, with around 3000 of these users accessing end user devices (such as a desktop or laptop). In recent years the number of users requiring a device, and the variety of devices (for example tablets), has increased considerably and in line with requests from the business and the increasing role technology plays in the sector. The Why Like many construction organisations, Fulton Hogan is a company that has many projects underway at any given time, across multiple locations which are supported by business partners, suppliers and subcontractors. As such, and as older technologies reach end-of-life, Fulton Hogan needed a dynamic infrastructure that would: allow it to ramp up (and down) technology support for projects quickly and cost effectively; enable faster and more secure access to information and processes on mobile devices for both employees, clients, and partners; provide the company with opportunities to have the time and technology capability to consider new options for business growth. The How In order to establish a dynamic and adaptable infrastructure that supported projects and the end user environment effectively, Fulton Hogan has implemented a range of technologies over the past few years. These include: XenApp 6.5, XenDesktop 5.6 Citrix ShareFile XenMobile (In trial phase) Citrix Provisioning Services 6.1 for delivering operating systems in Australia and New Zealand NetScaler MPX 7500 for the gateway for delivering VPN Citrix Web Interface Microsoft SharePoint and Exchange Support for Windows 7 and 8, ios, and Android device operating systems Thin client devices Two NetScaler MPX 8200 for load balancing across two high availability data centres in New Zealand (Auckland and Christchurch). Notably, the company has made a conscious decision to maintain a strong relationship with Citrix and the related products meaning it has selected Citrix technologies to retain the integration and roadmap benefits with existing infrastructure. While there are always arguments for and against wedding an organisation to any one vendor, in Fulton Hogan s view the Citrix approach now allows the company to have contestability among outsourcing providers, as there are many service providers with Citrix skills in New Zealand and Australia. The company can potentially outsource parts of its environment and have providers compete for the business anywhere from inception through to completion.

3 3 The Outcomes The results in chart 1 show the level of contribution Fulton Hogan Group I.T. Security Manager Steve O'Neill, believes the strategy has made to a common set of business goals. Fulton Hogan was asked to provide a rating on a scale of 1 to 10 (where 10 is an outstanding contribution, and 1 is a very low contribution). Each business goal is listed below along with the score and reasoning where provided by Fulton Hogan. Growth = 8. The company has gone through several upgrades on time and on budget. The business is now beginning to see the dynamic nature of the strategy at an operational level through the ability to deliver applications and information to any mobile device, anywhere, improving efficiency and freeing up resources. Chart 1 Fulton Hogan s estimated outcomes from its End User Computing Strategy Productivity Innovation Cost management = 7. Fulton Hogan noted the Source: Tech Research Asia, 2014 vendor provides a fixed rate that offers more visibility and certainty around costs, therefore allowing for more accurate financial planning. CSR Growth Client engagement Cost management Risk management Talent management Risk management = 8.5. The approach taken has enabled a high availability design where the company can spin up servers and have them failover between data centres (thus providing continuity of service and back up). The disaster recovery strategy was a key component of the approach. Talent management = 8. The ability for employees to work anywhere at any time and on any device is considered a strong win for the company in recruiting and retaining talent. Client engagement = 8. For the IT department, the approach has allowed it to engage its clients more efficiently and proactively. Similarly for the business, the end user systems allow tasks and interactions to take place in real time at project sites. CSR = 7.5. The company believes it has reduced energy costs at the device level by adopting thin client devices. It is also able to support remote workers. Productivity = 8. Fulton Hogan has noticed an increase in productivity with the solution allowing for multiple ways on multiple devices to perform critical business processes.. Innovation = 8. The internal IT department can now innovatively support new and changing business needs more quickly.

4 4 The Next Steps for Fulton Hogan Fulton Hogan is now assessing the landscape for a bring your own device (BYOD) policy. It is also planning for the deployment of NetScaler devices in its Melbourne data centre to offer VPN services in Australia. And finally, it is looking to deploy Dell VRTX to extend the XenDesktop capabilities to more expediently provide infrastructure to projects as and when needed. Recommendations For Technology and Service Buyers looking to adopt a flexible working strategy: Take stock and assess your current culture and performance trajectory: Conduct a utilisation and work style study and undertake stakeholder interviews or surveys including front line employees. Ensure this is done independently to ensure data captured is valid and provides reliable insights. Consider employing a third party to help with this step, but make sure skills and knowledge transfer is built into any agreements so the organisation can continue to assess its workplace needs going forward without relying on 3 rd parties heavily. Define your vision for your ideal environment and culture through multi-party collaboration: Input from both front-line workers and the executive branch will help ensure the vision is representative. Tour current high performance workplaces to understand what is possible. Seek out the expertise of vendors and partners that have adopted themselves and have multiple reference customers. Focus on the value you expect to gain from making a change like deploying VDI and not on cost reductions as this will not be a key outcome for most. The lesson ultimately is that VDI should be considered by those looking to generate value around anywhere, anytime computing or for BC/DR needs not by those looking to reduce costs. Evaluate enabling technologies: The process of piloting VDI will create an opportunity to understand your environment in great detail. Use this to generate ongoing business and IT metrics. Tech Research Asia believes any big change to the end user computing environment should be used to create long-term data capture around the interplay between employees, technologies and efforts to achieve goals. This will alleviate some of the guess work around employee needs/best practice and reduce time used in proof of concepts for any future end user computing projects.

5 5 Additional Resources We encourage you to read extensively to better inform your decisions and maintain an open knowledge policy to support this recommendation. To receive any of the below research please contact Tech Research Asia. Intelligent Foundations: Containerised Data Centres in the Asia Pacific. By Trevor Clarke The Australian Data Centre and Cloud Computing Strategy Summit Report, By Trevor Clarke 2014 Allianz Infrastructure Optimisation Case Study, Tim Dillon The activity based working checklist for CxOs and IT leaders. By Trevor Clarke How to build a business case for flexible working and your ABW office. By Trevor Clarke innovative ideas for your flexible working office. By Trevor Clarke Activity Based Working: The New World of Work. By TRA Activity Based Working: The Future of Work in Australia. By Trevor Clarke Work 3.0: Strategies for a High Performance Workplace. By TRA Work 3.0: High Performance Customer Engagement. By TRA BlueWork: The American Express Workplace Strategy. By Trevor Clarke The Corrs Chambers Westgarth Workplace and Technology Strategy. Trevor Clarke The New Zealand Smart Home Opportunity, Trevor Clarke The Smarter Connected NZ Town, Trevor Clarke 2014 Co-working New Zealand. Trevor Clarke Japan: The ANA Workplace and Technology Strategy, Trevor Clarke 2014 (forthcoming) ASB North Wharf Activity Based Working Case Study. By Trevor Clarke Japan: One of Them Activity Based Working Case Study. By Trevor Clarke Making the most of the flexible work movement. By TRA Bankwest Activity Based Working Case Study. By Trevor Clarke Aon Australia Virtual Desktop Infrastructure Case Study. By Trevor Clarke Fortescue Metals Group Virtual Desktop Infrastructure Case Study. By Trevor Clarke LINZ end user computing case study. By Trevor Clarke The Australian Future of Work CxO, IT and Sales Survey. By Trevor Clarke Mobility in 2015: Australia. By Trevor Clarke The Australian Government Mobility Survey. By Trevor Clarke and Tim Dillon The Impact of Activity Based Working on Office Printing and Future Opportunities, By Trevor Clarke The Australian Office Print Services Market and the Channel, , By Trevor Clarke. Published March Australian Federal Government Agencies and MPS: Market Analysis By Trevor Clarke. Published May COPYRIGHT AND QUOTATION POLICY: The Tech Research Asia name and published materials are subject to trademark and copyright protection, regardless of source. Use of this research and content for an organisation s internal purposes is acceptable given appropriate attribution to Tech Research Asia. For further information on acquiring rights to use Tech Research Asia research and content please contact us via our website or directly. DISCLAIMER: You accept all risks and responsibility for losses, damages, costs and other consequences resulting directly or indirectly from using this research document and any information or material available from it. To the maximum permitted by law, Tech Research Asia excludes all liability to any person arising directly or indirectly from using this research and content and any information or material available from it. This report is provided for information purposes only. It is not a complete analysis of every material fact respecting any technology, company, industry, security or investment. Opinions expressed are subject to change without notice. Statements of fact have been obtained from sources considered reliable but no representation is made by Tech Research Asia or any of its affiliates as to their completeness or accuracy.