Gartner Executive Programs Service Proposal Peralta Community College

Gartner Executive Programs Service Proposal: Peralta Community College District Jason Cole Ryan Simpson Vice-Chancellor of Information Technology Regional Director, Higher Education Gartner Inc. Peralta Community College District Darin Brumby Vice President, Executive Partner Gartner Executive Programs Gartner Inc. CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. March 9 th, 2017

Gartner Executive Programs - Service Proposal Executive Summary The purpose of this document is to outline how Gartner believes it can bring additional business value to Peralta Community College District through leveraging Gartner’s strategic advisory and research services via Gartner Executive Programs. The service recommendations contained herein are based upon the strategic priorities and key initiatives shared by Jason Cole, Peralta Vice-Chancellor of Information Technology. The proposed engagement plan and included Peralta Gartner solution is a delivery roadmap that recognizes the need for several strategic priorities to be addressed urgently whilst forming part of an overarching blueprint and technology strategy roadmap that encompasses the following strategic and operational imperatives: Transforming Enterprise Resource Planning (ERP) Outcomes Information Security Management IT Organizational Design IT Strategic Planning IT Operations Optimization & Hard Dollar Savings Gartner recommends an accelerated partnership and program of work with Peralta commencing April 1 ST, 2017. Formal service kick-off and introduction to the Gartner Service Delivery team will be scheduled the first week of April to review, discuss, challenge and validate existing plans. In summary, Gartner is proposing an Executive Programs solution investment of $86, 800 with immediate mobilization of the Gartner Service Delivery Team supporting the Peralta Community College District. CONFIDENTIAL AND PROPRIETARY © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. 1

Gartner Executive Programs - Service Proposal Content 1. Executive Summary 2. Executive Programs Solution 3. Summary Engagement Plan 4. Strategic Imperatives 5. Client Testimonial & Sample CC Clients Appendix 1. Gartner Executive Programs Overview CONFIDENTIAL AND PROPRIETARY © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Executive Programs Solution CONFIDENTIAL AND PROPRIETARY © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Executive Programs Leadership Team Solutions: Team Leader Value and Services Received CIO Leader Jason Cole Y 1 – $86, 800 Gartner Value Team Leader Receives Lead and manage a business-focused IT organization Drive operational efficiency through a unified team to enable business growth ü Dedicated Service Delivery Team with an Executive Partner 1 and an Executive Client Manager 2 ü Place and lead analyst inquiry ü Workshop with your Executive Partner and Team Members ü Access to Gartner research including all CIO content, Gartner ITScore, ITBudget and IT Key Metrics ü Access to exclusive CIO network ü VIP attendance at Symposium/ITxpo ü Annual CIO Forum ü Ability to share documents with colleagues Maximize your leadership effectiveness on the executive team Influence your C-level peers and be a catalyst for innovation Equip the enterprise to succeed through the use of IT Support IT initiatives that drive business value by ensuring team synchronization and focus Articulate and demonstrate the business value of IT Integrate business and IT strategies and market them effectively Attract, develop and retain strong Team Members Build on the business and leadership skills of your team through professional development 1 Executive 2 Team Partner, often a former CIO or equivalent, maintains the Executive Programs relationship through the delivery of program services Client Manager enhances the Team Leader's experience by facilitating inquiry and responding to specific requests for Gartner research and insight CONFIDENTIAL AND PROPRIETARY © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. 4

Service Delivery Engagement Plan Summary Plan CONFIDENTIAL AND PROPRIETARY © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Proposed Engagement Plan Peralta Created by: Gartner Executive Partner Date Created: March 6 th, 2017 Jason Cole - Executive Programs - Proposed Engagement Plan Mission Critical Priority Drive Increased Student Enrollment and Enable Student Success Through the Digital Transformation of the Student Experience Client Initiatives and Challenges Activities Next 30 days 30 -60 days 60 -90 days Expected outcomes 90+days Transforming Enterprise Resource Planning (ERP) Outcomes: Review research and Event Replays on Postmodern ERP Onsite Analyst Briefing to kick off the ERP Strategy with key stakeholders. Network with fellow EXP member who has already adopted a postmodern ERP approach Build Symposium agenda to include ERP oriented sessions. Plan a 1 -on-1 with and ERP analyst. Structure the support organization to enable business value from the College’s postmodern ERP strategy. Working session to plan an ERP Project Readiness Assessment using Gartner Toolkit. Review Post Modern ERP Strategy Template. Review ERP Toolkits and identify those than can be applied. Working session on post modern ERP best practices Review research on ERP Benefits Realization Review readiness assessment results on a call with an Analyst Engage analysts around tool selection and pricing review. Engage analysts around next steps. Review progress and plan next steps. Information Security Management Program: Review research pack on Information Security Management Lunch-and-Learn: What Every CIO Needs to Know About BVIT, Technology Risk, and Cybersecurity followed by EP facilitated discussion Review security metrics research pack Build Symposium agenda to include Security oriented sessions. Plan a 1 -on 1 with a Security analyst. Discuss IT Score and complete the Information Security maturity assessment. Present to Leadership using toolkit: Board. Ready Slides for Cybersecurity and Technology Risk Analyst discussions on prioritized security programs. Discuss IT Score results with an analyst and prioritize security programs. Analyst discussions on prioritized security programs. Progress checkpoint on plan execution Redo the IT Score, assessment, measure progress & re-prioritize Increase security and identity maturity by leveraging modern identity practices, processes and tools Lay the foundations for an ERP competence center (CC) that integrates the IT department's services with key business-led services including data management, integration, security and ongoing training. Establish a clearly defined and documented portfolio of key processes that are maintained and performed consistently, efficiently and effectively to meet a minimum standard of due care. Strategy Call with Executive Partner Consultation Contextualized Research Attend Gartner Symposium Attend CIO Leadership Forum On-Site Analyst Briefing Inquiry Call with Gartner /Analyst Facilitated Peer Networking EXP Networking Event On-Site Workshop Leadership Development Best Practice Toolkit/Framework 6 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Proposed Engagement Plan Peralta Date Created: March 6 th, 2017 Created by: Gartner Executive Programs - Proposed Engagement Plan Mission Critical Priority Client Initiatives and Challenges IT Organizational Design: Create an optimized IT organizational mode land IT strategic workforce plan to support predicted growth Drive Increased Student Enrollment and Enable Student Success Through the Digital Transformation of the Student Experience IT Strategic Planning: Create a World Class IT Strategy that guides the Business Strategy and articulates IT’s contribution to the Colleges IT Operations Optimization: Ensure IT Services are integrated, operationally excellent and well managed for effective and efficient delivery Activities Next 30 days 30 -60 days 60 -90 days Expected outcomes 90+days How to Establish a Service Orientated IT Organizational Structure IT Team Effectiveness and Organizational Health Review proposed plan using IT Functional/Role Optimization Framework The Built-To-Purpose IT Organization – Review Roadmap and Plan Conduct Gartner ‘ITScore’ assessment for enterprise maturity on Org Design Peer Connect on leading IT organizational change and pitfalls to avoid Facilitated team session: Leading at a Higher Level Strategize Organizational Effectiveness Results Review Midmarket IT Organizational Design: Three Models that Meet Enterprise Demand Utilizing Gartner IT Key Metrics and Benchmarking Analytics for Education Vertical Strategic Workforce Planning Toolkit: Talent Management in the Digital Age Benchmark New Organizational Model using 2017 IT Key Metrics Guided Walkthrough of Gartner IT Strategy Development Resources IT Strategy: A CIO Success Kit to Executing a World Class IT Strategy The 2017 CIO Agenda Results – An Education Perspective Attend Gartner CIO Leadership Forum, Phoenix, AZ The Art of the One Page Strategy Developing IT Principles to Improve Governance Implementing Organizational Changes Executive Communication Plan Creating an Inclusive Digital Business Strategy Critical Success Factors for Driving Digital Business Defining Digital Dexterity: Core Workforce Resources for Digital Age Reporting the IT Performance Top Three ‘Next Practices’ for Effective Service Level Management Executive Workshop – Achieving Operational Excellence How to Define Business Relevant and Balanced Change Metrics Market Guide for Software Asset Management Tools Conduct ‘IT Score’ Assessment for I&O & Applications Magic Quadrant for IT Service Support Management Tools Effective Communication Techniques for Leading Business Change What External Forces will Disrupt IT Services in the Next Three Years Review Current Sate Analysis, Plans and Progress Managing Traditional IT Environments as well as explorative solutions in an agile manner Principles and Practices of Successful DEVOPS Adoption Establish I&O Metrics that Matter to the Business Organizationally ready for scaling digital business activities across the enterprise Executing approved strategic workforce plan for people, process and technology changes Digital Business Strategy that translates the enterprise vision and mission into how resources including IT capabilities will be deployed to generate value IT Service Management best practice adoption that guides IT operations to deliver on a reliable, scalable serviceable and secure technology environment Strategy Call with Executive Partner Consultation Contextualized Research Attend Gartner Symposium Attend CIO Leadership Forum On-Site Analyst Briefing Inquiry Call with Gartner Analyst Facilitated Peer Networking EXP Networking Event On-Site Workshop Leadership Development Best Practice Toolkit/Framework 7 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Strategic Imperative Enterprise Resource Planning (ERP) CONFIDENTIAL AND PROPRIETARY © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Executive Programs Service Delivery Engagement Map: Enterprise Application Suites and ERP Enterprise application suites and ERP improve business processes and information usage by integrating functions such as finance, order management and purchasing into a set of interconnected modules for the purpose of achieving cost savings, business process efficiency and effectiveness, process standardization, and the potential to act as a catalyst for business innovation. Engagement Process Assess • What are the organizational goals and user needs and how do those compare to the current enterprise application/ERP capabilities? • What is your organizational readiness for change? • Document the “do nothing” scenario (i. e. , cost and risk associated with staying with your current enterprise applications) Educate • Understand the key success factors for any new ERP initiative and the “user centric” ERP model • Understand business process changes will need to accompany enterprise application changes • Understand the technology and vendor marketplace and service models Design • Identify a business champion • Leverage ERP and business applications business case model • Consider staff planning models including for the ongoing support organization • Are your current PPM and governance practices adequate to support a project of this magnitude? Implement • Understand the ERP vendor landscape (mega vendors, best of breed, Saa. S options, etc. ) as well as the system integrator landscape • Do you have a robust selection methodology (for vendors/system integrators? ) • Who owns the change management function (and how are you ensuring that this effort is not underestimated? ) Sustain • Formal review of benefits realized against the stated goals of the business case • Consider the competency center model for ongoing support and improvement

Key Initiative Overview for Enterprise Application Suites and ERP DEFINITION Enterprise Application Suites and ERP improve business processes and information usage by integrating functions such as finance, order management and purchasing into a set of interconnected modules. SCOPE • Enterprise application suites and ERP strategy and operations • Higher Education vertical vendors • RFP generation • Pre-implementation issues • Contracting & procurement • Training and change management • Post-implementation and support Issues • Upgrade and integration • Enterprise infrastructure and systems integrators © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 10

How Gartner Helps Across the ERP Life Cycle Strategize and Plan Examples of Written Research Select Solution Procure & Implement Operate and Evolve § Hype Cycle for ERP § Toolkit: RFP Template for ERP § Toolkit: Postmodern ERP Strategy Applications Document § ERP Selection Criteria – Looking § Higher Education CIO’s: Renovate Beyond Functionality Your Core ERP for Digital Business Analysts § Take a deep dive into Higher Education ERP to: Ø Develop a vendor short list Ø Discuss vendor capabilities § Work with Gartner analysts to review your pricing and SLAs to ensure you are getting the best deal possible, while protecting your organization the long run. Ø Specific technologies Peers § Get an unbiased reference from leaders © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 11 § Develop Comprehensive Service Contracts When Moving to the Cloud. § How to Control ERO Implementation Costs § ERP Benefits Realization – Chasing the Pot of Gold § Terri-Lynn Thayer Ø 32 Years Experience Ø Higher Education ERP Ø Higher Education Technology Strategy § Learn from peer leaders who want to share their experiences in deploying and operating new ERP

Transforming ERP to Postmodern ERP for Higher Education DEFINITION SCOPE Transforming ERP in Higher Education to address planning, selection, deployment, contract negotiations, and management of existing ERP investments and new postmodern ERP technologies to deliver measurable business benefits. § Selecting Higher Education specific ERP applications and vendors § Understanding and clarifying user requirements. § Developing and application RFP to the school’s requirements. § Developing governance for a higher education environment. § Executing implementation projects that optimize cost, time, effort, risk, and value and exploit the characteristics of the postmodern ERP environment. § Creating and articulating ERP strategy to the Board of Directors. § Developing new support models and skills for the postmodern ERP era. § Optimizing vendor and related contracts to maximize savings to the college. § Measuring benefits realization. 12 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

How Gartner Delivers Value for Transforming ERP to Postmodern ERP § We support CIOs and ERP leaders through all phases of the transformation process -- from strategy, through implementation and ongoing operation. § Gartner helps you create a well-defined ERP strategy that takes account of the disruptive challenges created by postmodern ERP and directly connects to the business strategy. § Gartner research highlights major trends in ERP applications in order to provide you a disciplined understanding of the ERP market and ecosystem and a rigorous evaluation and selection process. § Gartner provides best practices in how CIOs and ERP leaders should work with business stakeholders and use Gartner's Pace-Layered Application Strategy to address how innovation, differentiation and commodity business capabilities are enabled. § We offer advice on robust governance and support structures to ensure success throughout the life cycle. 13 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner Research Helps You Through All the Phases of Transforming ERP to Postmodern ERP Challenges You Might Be Facing § What is postmodern ERP and how should we adapt our strategies to meet it? § What are the major trends for ERP applications and how should we select the right solutions for our enterprise? § How can we ensure that our investments in postmodern ERP solutions deliver measurable value that justifies the cost and effort to implement? § What are the best practices to implement postmodern ERP solutions — and to do so faster and more cost-effectively? § How should we support and govern ERP after implementation to continue to meet fast-changing business needs? Research Available Now to Help You Through Every Project Phase Strategize and Plan § Strategic Roadmap for Postmodern ERP § Postmodern ERP Is a Vital Foundation for Digital Business, and ERP Leaders Must Act Now § Assess ERP Project Readiness Before Starting — Or Be Prepared for Problems Later 14 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Acquire § Magic Quadrant for Single-Instance ERP for Product-Centric Midmarket Companies § Toolkit: Sample of ERP RFP Process § How to Successfully Lead an ERP Project in the Public Sector § How to Scope a Postmodern ERP Project Operate and Evolve § Hype Cycle for ERP § Defining the Five Phases of the Postmodern ERP Life Cycle § How to Plan Your ERP Project's 'Go Live', 'Hypercare' and Stabilization § Sizing Peoplesoft Business Application Systems: Art or Science? § Toolkit: ERP Support Staff Planning Tool

Gartner Has Many Subject Matter Experts* for Transforming ERP to Postmodern ERP Representative analysts include* Carol Hardcastle, Research VP 37 years IT industry Carol Hardcastle covers strategies and approaches for managing the ERP and business application life cycle. She brings more than 30 years of experience in the IT industry and ERP to her position in Research at Gartner. Mrs. Hardcastle's expertise spans a number of industries and includes aspects of ERP life cycle activity, such as strategic planning, program and project management, instance approaches, package selection, implementation, postimplementation support, maintenance and upgrades, globalization and multicountry rollouts, as well as ongoing investments, centers of excellence and staffing approaches. Michael Guay, Research Director 36 years IT industry Michael Guay covers strategies and methods for all aspects of ERP application planning, implementation and program management. He brings over 30 years of experience in ERP applications and the IT industry to his position as Research Director at Gartner. Mr. Guay's expertise includes all aspects of ERP application selection and implementation, including developing business cases, package and integrator selection, program management and oversight, business process improvement, change management, communications, and deployment. His experience includes various industries and sectors, both public and private, including commercial manufacturers, service firms, state and local government, and education. Denise Ganly, Research Director 33 years IT industry Denise Ganly covers life cycle challenges for postmodern ERP and how these challenges are being met globally, as well as by the Asia/Pacific region and the BRIC economies. Specifically, she looks at issues surrounding strategy, business cases, benefits realization, selection and organizational change management challenges facing organizations with postmodern ERP applications. Her research, combined with extensive practical experience across the entire application life cycle, allows her to provide both strategic and tactical guidance on the issues and challenges encountered. * Access to analysts is based on level of service 15 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Strategic Imperative Information Security Management CONFIDENTIAL AND PROPRIETARY © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Executive Programs Service Delivery Engagement Map: Information Security Program Management Information security is achieved by implementing a suitable set of controls, including policies, processes, procedures, organizational structures and software and hardware functions. These controls need to be established, implemented, monitored, reviewed and improved, where necessary, to ensure the specific security and business objectives of the organization are met. This should be done in conjunction with other business management processes. Engagement Process Assess • Which is our level in information security to assure the availability, integrity and confidentiality? • Do we have the enough security controls in place in our organization? • What impact does our current level have on overall business performance? Educate • How do we implement a strategy and governance to improve our current level? • How do we get to the next level of maturity? • Which set of policies and awareness programs do we need to implement? • What are the best ways to structure the Information security organization? Design • How do we know our maturity level and define the next steps to increase our maturity? • How do we define key processes, governing bodies and decision rights for key investment decisions and tracking results? • How do we develop and implement the security controls to reduce the risk inside the organization? Implement • How do we develop and communicate Information security strategy? • What is the key to establish Information Security policies, procedures, tools, metrics and structures? • How we communicate the value provide to the business by Information security and which metrics do we need to track this? Sustain • How do we monitor and measure the level of awareness in the organization? • How do we continue to evolve and mature processes? • How do we measure the benefits realized? • How we integrate our efforts with other key IT/business areas to accomplish their risk requirements?

Information Security Management Program DEFINITION SCOPE Information security management is the discipline of designing, implementing and maturing security practices to protect critical business processes and IT assets across the enterprise. § Developing and maintaining effective governance across the organization § Bringing together governance, awareness, policies and processes for an information security management program § Planning and justifying budgets § Recruiting and training staff § Communicating successfully with various internal and external stakeholders § Defining, communicating and enforcing policies across the organization § Using metrics and indicators to measure effectiveness of individual controls as well as the whole program § Understanding the relationship between information management, information technology and operational technology § Identifying and understanding threats, and developing adequate response plans 18 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

How Gartner Delivers Value for Information Security Management Program § We help you develop information security programs that meet new demands in the era of cybersecurity and digital business and demonstrate business outcomes. § Gartner helps information security leaders address multiple challenges related to greater complexity in both the business and threat environments. § Gartner research provides the knowledge that contemporary information security leaders need to be effective at communicating and influencing senior leaders so that they can make the right security decisions. § We give advice to security leaders to consider innovative (and challenging) new strategies such as people-centric security and "default-to-allow" data security. § Gartner provides best practices in finding the resources to continue supporting traditional IT processes and support new models such as bimodal IT. 19 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner Research Helps You Through All the Phases of Information Security Management Program Challenges You Might Be Facing § How can security leaders communicate more effectively with board members and other business stakeholders? § How should security leaders adapt their (cyber-) security strategy in the light of digital business adoption? § How can security leaders develop an effective information security and risk management organization? § How do security leaders deal effectively with the human element in security and digital business risk? § How can information security leaders grow, defend and effectively use their resources ? Research Available Now to Help You Through Every Project Phase Strategize and Plan § Use Six Principles of Resilience to Address Digital Business Risk and Security § Prepare for the Security Implications of the Digital Workplace § Use a Structured Approach to Communicate Your Security Strategy § How Gartner Defines Threat Intelligence 20 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Acquire § How to Organize IT/OT Security for Success § Security Governance, Management and Operations Are Not the Same § Prepare for the Inevitable With an Effective Security Incident Response Plan § Introducing the Gartner Information Security Governance Model Operate and Evolve § ITScore for Information Security § Security Management Strategy Planning Best Practices § Best Practices for Data Loss Prevention: A Process, Not a Technology § Sharpen Your Security Metrics to Make Them Relevant and Effective

Gartner Has Many Subject Matter Experts* for Information Security Management Program Representative analysts include* Rob Mc. Millan, Research Director 33 years IT industry Rob Mc. Millan covers information and IT security topics such as strategic planning, security policy and governance, data loss prevention, security incident response, threat intelligence services, risk management, and security metrics. He brings firsthand experience with nine years in the financial services industry at executive level within one of the largest banks in the world. Prior to this, Mr. Mc. Millan spent 12 years within the university sector, including nine years with specialist security incident response teams. Tom Scholtz, VP & Gartner Fellow 34 years IT industry Tom Scholtz is a Research Vice President and Gartner Fellow at Gartner, where he advises clients on security management strategies and trends, and is an acknowledged authority on information security governance, security strategy, security organizational dynamics, and security management processes. Based in the United Kingdom, Mr. Scholtz is a regular presenter at European industry events. Jeffrey Wheatman, Research Director 25 years IT industry Jeffrey Wheatman is a Research Director in Gartner Research, where he regularly advises clients on a wide range of security and IT risk management issues, with a focus on strategy, team building, metrics and reporting, communicating techniques, and risk management. As an experienced analyst within Gartner's S&RM team, he works with senior security and risk management leaders to help them identify, assess and remediate IT-related risks within their environments. Prior to his current role, Mr. Wheatman served as a Leadership Partner in Gartner's Enterprise IT Leaders program, where he partnered with security and risk management executives to build, run, grow and transform security management programs. * Access to analysts is based on level of service 21 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Information Security Management Program for CIOs How Executive Programs Deliver Value for CIOs § How can security leaders communicate more effectively with board members and other business Hurdles CIOs Face stakeholders? § How should security leaders adapt their (cyber-) security strategy in the light of digital business adoption? § How can security leaders develop an effective information security and risk management organization? § How do security leaders deal effectively with the human element in security and digital business risk? § How can information security leaders grow, defend and effectively use their resources? Examples of Written Research § Manage Risk and Security at the Speed of Digital Business § The Four Steps to Manage Risk and Security in Bimodal IT § Toolkit: Board-Ready Slides for Cybersecurity and Technology Risk § Toolkit: Chief Information Security Officer Job Description Service Delivery Team § Helps you identify and quantify the benefits of IT to drive competitive advantage § Reviews project plans to help you avoid pitfalls and ensures a successful outcome § Gives you examples of metrics designed to measure achievement of business objectives § Collaborates with you to develop the roadmap and establishes the marketing strategy and communication plan Peers § You can get an unbiased reference from peers who have already deployed an information security management program § You will learn from peers who want to share their experiences in developing and running an information security management program: Strategy, Metrics, Pitfalls to Avoid 22 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Strategic Imperative IT Organizational Design CONFIDENTIAL AND PROPRIETARY © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Executive Programs Service Delivery Engagement Map: IT Organizational Design Index IT organizational design creates a functional view of the IT organization that optimizes IT’s core value proposition and aligns it with the business model. An organizational design should address three components: infrastructure and operations, commodity IT services, and differentiated IT. An effective organizational design focuses On the mission, value, purpose and role of IT as defined by the business it serves and is clearly articulated in business terms. Engagement Process Assess • How much organization redesign is enough? (remodel, renovate or rebuild? ) • How ready is your organization to undertake an organization redesign? Educate • Understand different organization models and their relationship to efficiency and effectiveness • What approach can you use to develop a new organization design? • Understand current and future role, skill and competency requirements Design • Develop goals and performance metrics • Understand your current organization design; strengths and opportunities • Develop a functional IT organization structure that aligns with business strategy • Define positions, skills and competencies Implement • Develop change management and communication strategies and plans • Develop a sourcing and workforce development strategy and plan Sustain • Review performance against goals and metrics • Feedback, support and coaching

Renewing the IT Organizational Model DEFINITION SCOPE IT organizational design covers the organizational constructs and archetypes CIOs need to design an IT organization that meets the technology demands of the entire enterprise. § Identifying the overall organizational design imperatives resulting from the broader enterprise context. § Selecting the core organizational constructs that matches the enterprise long-term demand. § Adjusting the organizational design for the specifics of the enterprise context. § Designing the IT organization to deliver against the current enterprise expectations, while at the same time, develop and harness the capabilities needed to move to the next level. 25 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

How Gartner Delivers Value for Renewing the IT Organizational Model § We help IT leaders enable IT to meet diverse technology demands of the entire enterprise. § Gartner helps IT leaders design and evolve the organization to meet both foundational as well as experimental demands to achieve overall strategic outcomes. § Gartner research highlights technology demands (such as business architecture, performance management, data analysis, delivery, leadership and talent platforms, etc. ) design imperatives, organizational constructs and design options. § Gartner provides best practices in identify the specific overarching strategic objectives that the enterprise as a whole has — and how these objectives impact the overall demand. § We give advice on identifying the core organizational construct that broadly meets these objectives and implementing the design. 26 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner Research Helps You Through All the Phases of Renewing the IT Organizational Model Challenges You Might Be Facing § What are the primary enterprise drivers that shape the IT organizational design? § What are the organizational archetypes and best practices that can form the basis for my organizational design? § How should the IT organizational design be adjusted for a given business unit or market-specific situation or context in my enterprise? § Which additional organizational design options could be used as catalysts for evolving the IT organization to the next maturity level? Research Available Now to Help You Through Every Project Phase Strategize and Plan § Designing the Application Organization: An Overview § Understand the Top Digital Commerce Organizational Archetypes § Build Clusters to Deliver Talent for a Bimodal World § Pace-Layered Application Strategy and IT Organizational Design: How to Structure the Application Team for Success 27 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Acquire § Leadership Development Module 4, Chapter 2: Adopting a Portfolio Approach for Workforce Planning § Leadership Development Module 4, Chapter 6: Effective IT Organizational Design § Leadership Development Module 4, Chapter 8: Strategic Sourcing: Much More Than Staffing Operate and Evolve § Hit the Bimodal IT Highway Now — Considerations for Structuring and Staffing § Preparing the In-House IT Organization for Public Cloud § Research Presentation for 'Preparing the In-House IT Organization for Public Cloud‘

Gartner Has Many Subject Matter Experts* for Renewing the IT Organizational Model Representative analysts include* Tomas Nielsen, Research Director 23 years IT industry Tomas Nielsen is a Research Director in Gartner's Office of the CIO Research team. Mr. Nielsen helps Gartner clients turn ideas, visions and objectives into actionable strategies. Specifically, Mr. Nielsen focuses on turning business ideas, IT visions and organizational objectives into actionable digital business transformation strategies, IT strategies and organizational design. Consequently, Mr. Nielsen's research focuses on digital business leadership and transformation and IT strategy. Furthermore, he is the Gartner Key Initiative Lead for IT Organizational Design. He is also part of the CIO Survey team, working extensively with the CIO Survey and the results from the survey. Monika Sinha, Research Director 26 years IT industry Monika Sinha is a Research Director in Gartner's CIO Research group. Her areas of coverage include IT strategy, organizational design and governance. With more than 25 years of industry experience, Ms. Sinha has been a valued member of senior executive teams known for contributing a seasoned, broad-based perspective to create pragmatic IT strategies and implementation plans designed for maximum return at the lowest cost. Remi Gulzar, Research Director 22 years IT industry Remi Gulzar is a Research Director and Agenda Manager with Gartner's Office of the CIO research team. His primary focus and research is on executing connected digital business strategies through business model innovation, transformation, IT strategy, IT governance, IT value creation and enterprise architecture. As subject matter expert on the subjects, he has developed and implemented numerous digital-based initiatives and has taught on the subjects at the TIAS postgraduate programs of the University of Tilburg in the Netherlands. * Access to analysts is based on level of service 28 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Renewing the IT Organizational Model for CIOs How Executive Programs Deliver Value for CIOs Hurdles CIOs Face § What are the primary enterprise drivers that shape the IT organizational design? § What are the organizational archetypes and best practices that can form the basis for their organizational design? § How should the IT organizational design be adjusted for a given business unit or market-specific situation or context in their enterprise? § Which additional organizational design options could be used as catalysts for evolving the IT organization to the next maturity level? Examples of Written Research § Six Steps to Process-Based IT Organizational Design § CIOs Should Consider a New Approach to User Satisfaction § Organizing for Success § CIOs Should Leverage Global Insourced Centers for Greater Business Value Service Delivery Team § Helps you identify and quantify the benefits of IT to drive competitive advantage § Reviews project plans to help you avoid pitfalls and ensures a successful outcome § Gives you examples of metrics designed to measure achievement of business objectives § Collaborates with you to develop the roadmap and establishes the marketing strategy and communication plan Peers § You can get an unbiased reference from peers who have already deployed renewed IT organizational model software and services § You will learn from peers who want to share their experiences in deploying and operating new IT organizational model initiatives and systems: Change Management, Metrics, Pitfalls to Avoid 29 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Strategic Imperative IT Strategic Planning CONFIDENTIAL AND PROPRIETARY © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Executive Programs Service Delivery Engagement Map: IT Strategic Planning Index Strategic Planning is the process of translating the enterprise’s vision and mission into how resources, including IT’s capabilities are deployed, to generate maximum value for stakeholders. IT strategy informs and guides the business strategy. A great IT strategy focuses on how IT will help the business achieve its goals. Engagement Process Assess • Identify core team and key stake holders • Define business goals, capabilities and imperatives • Clarify scope and purpose of the IT strategy Educate • Envision and define the potential business value of IT including demand, control and supply • Develop IT strategy contents • What does an IT Strategic Plan look like? Design • Define IT principles that encourage strategic behaviors • Build a complete set of strategy documents • Build migration plan to future state Implement • Execute on migration plan • Execute communication plan • Track metrics and measure progress • Develop budget to support yearly plan • Implement organizational changes Sustain • Monitor metrics and measure progress • Conduct annual review of strategy versus business goals and make necessary adjustments

Developing Strategy and Creating a Strategic Plan DEFINITION SCOPE Forty percent of technology spending now occurs outside IT. This initiative helps CIOs team with other enterprise leaders to create an inclusive, executable digital business strategy enterprisewide. § Create value and innovation § Eradicate siloed approaches § Develop a collaborative and unified enterprisewide strategy § Build unified metrics to gauge positive results 32 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

How Gartner Delivers Value for Developing Strategy and Creating a Strategic Plan § We help CIOs team with other enterprise leaders to create an inclusive, executable digital business strategy. § Gartner gives CIOs tools to implement an enterprisewide technology strategy for the IT contribution toward achieving business goals. § Gartner research highlights a structured approach that integrates IT strategy, investment and planning to enterprise strategy, investment and planning. § We give advice on analyzing information; comparing business and IT performance; developing governance process and policies; and driving change management. § We help CIOs evolve the business culture to ensure that strategy and planning are horizontally and vertically integrated. 33 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner Research Helps You Through All the Phases of Developing Strategy and Creating a Strategic Plan Challenges You Might Be Facing § How do CIOs team with business counterparts to eliminate siloed approaches and develop a strategy that aligns IT with the business to deliver positive outcomes? § How does the organization evolve their culture to embrace a unified approach? § What practices do organizations adopt to achieve a holistic strategy and execution plan? Research Available Now to Help You Through Every Project Phase Strategize and Plan § How to Execute Against Business Strategy § Defining Digital Dexterity – The Core Workforce Resource for the Digital Business § The Art of the One-Page Strategy Acquire § The Executive CIO Role Shapes Digital Technology Leadership § Toolkit: Workshop for Identifying the Business Capabilities Critical to Your Digital Business Success § IT Strategy a CIO Success Kit Operate and Evolve § The Gartner Business Value Model: A Framework for Measuring Business Performance § New CIO Responsibilities in a Digital Business World § Case Study: L’Oreal China’s Digital Business Initiatives use Fast Pilot Projects to Jump-Start in China 34 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner Has Many Subject Matter Experts* for Developing Strategy and Creating a Strategic Plan Representative analysts include* Colleen M. Young, Managing VP 33 years IT industry Colleen Young is a Managing Vice President and Distinguished Analyst. She specializes in all aspects of IT strategy, governance and management. Her current research specifically addresses executing against enterprise strategy, IT performance management and driving enterprise IT maturity. Remi Gulzar, Research Director 22 years IT industry Remi Gulzar is a Research Director and Agenda Manager with Gartner's Office of the CIO research team. His primary focus and research is on executing connected digital business strategies through business model innovation, transformation, IT strategy, IT governance, IT value creation and enterprise architecture. As subject matter expert on the subjects, he has developed and implemented numerous digital-based initiatives and has taught on the subjects at the TIAS postgraduate programs of the University of Tilburg in the Netherlands. Monika Sinha, Research Director 26 years IT industry Monika Sinha is a Research Director in Gartner's CIO Research group. Her areas of coverage include IT strategy, organizational design and governance. With more than 25 years of industry experience, Ms. Sinha has been a valued member of senior executive teams known for contributing a seasoned, broad-based perspective to create pragmatic IT strategies and implementation plans designed for maximum return at the lowest cost. * Access to analysts is based on level of service 35 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Developing Strategy and Creating a Strategic Plan for CIOs How Executive Programs Deliver Value for CIOs Hurdles CIOs Face § How do CIOs team with business counterparts to eliminate siloed approaches and develop a strategy that aligns IT with the business to deliver positive outcomes? § How does the organization evolve their culture to embrace a unified approach? § What practices do organizations adopt to achieve a holistic strategy and execution plan? Examples of Written Research § Definitional Confusion Slows CIOs' Development of Meaningful Digital Strategies § The Gartner Execution Model and IT Strategic Planning § New CIO Responsibilities in a Digital Business World § Toolkit: Communicating the IT Strategy to the Board Service Delivery Team § Helps you identify and quantify the benefits of IT to drive competitive advantage § Reviews project plans to help you avoid pitfalls and ensures a successful outcome § Gives you examples of metrics designed to measure achievement of business objectives § Collaborates with you to develop the roadmap and establishes the marketing strategy and communication plan Peers § You can get an unbiased reference from peers who are also developing strategy and creating a strategic plan § You will learn from peers who want to share their experiences in developing strategy and creating a strategic plan: Change Management, Metrics, Pitfalls to Avoid 36 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Strategic Imperative IT Operations Optimization CONFIDENTIAL AND PROPRIETARY © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Executive Programs Service Delivery Engagement Map: IT Operations Optimization via ITSM, ITIL, and Dev. Ops Index The Information Technology Infrastructure Library (ITIL) is a set of practices that guides IT operations and the management of services. Since processes and services must be understood and managed from an end-to-end perspective, not just at the point of hand-over, an integrated approach with other process frameworks is ideal. Engagement Process Assess • What frameworks and practices are in use today? • What is the current process maturity level? • Consider staffing changes that will support ITIL and process improvement. Educate • How can we learn and improve in order to increase the process maturity level? • How can the organization justify an ITIL-based initiative in terms of ROI? • Is there a strategy and plan for achieving IT operational excellence? Design • Establish a systematic, prioritized road map for improvement • Develop policies and practices for optimum service and performance Implement • Optimally operate your ITIL initiative in accordance with business goals. • Utilize metrics to gauge process refinement efficiency and quality Sustain • Update and drive new elements of the initiative in response to changing business requirements. • Keep current on ITIL practices and practice guidance • Measure how the initiative has affected business outcomes

Optimize IT Operations Using ITSM, ITIL and Dev. Ops DEFINITION SCOPE The optimize IT operations using ITSM, ITIL and Dev. Ops initiative focuses on all aspects of managing the infrastructure and operational processes necessary to deliver IT capabilities. § Implementing best-practice processes to manage the infrastructure. § Selecting, implementing and using IT operations management (ITOM) tools. § Managing traditional operational environments as well as supporting exploratory and innovative solutions in an agile manner. 39 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

How Gartner Delivers Value for Optimize IT Operations Using ITSM, ITIL and Dev. Ops § We help you identify and exploit opportunities and avoid pitfalls by leveraging our comprehensive research. § Gartner helps I&O leaders understand address external forces as well as utilize new methods and emerging technologies with a view toward end-to-end results. § Gartner research provides frameworks that allow I&O leaders to select methods that are optimal in different use cases based on emerging "next practices" derived from thousands of client and analyst interactions. § We give advice on which external forces are expected to have greatest impact in disrupting IT operations. § We help you select a well-balanced portfolio of tools that deliver efficiency gains, manage expanding complexity and aid in transforming IT operations. 40 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner Research Helps You Through All the Phases of Optimize IT Operations Using ITSM, ITIL and Dev. Ops Challenges You Might Be Facing § What external forces will disrupt IT operations in the next three years? § What are the best practices and strategies to address the ongoing challenges of IT operations? § What new technologies and products will impact the IT operations management market? Research Available Now to Help You Through Every Project Phase Strategize and Plan § How to Build a Successful Service Desk § Principles and Practices of Dev. Ops § Hype Cycle for IT Infrastructure Availability and Performance Management § How IT Service Desks Should Support the Digital Workplace § The Changing ITOM Vendor Landscape Demands an Extensive Analysis Beyond Product Capabilities § Magic Quadrant for IT Service Support Management Tools § Magic Quadrant for Application Performance Monitoring Suites § Market Guide for Software Asset Management Tools 41 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Operate and Evolve Acquire § Top Three Service-Level Management Next Practices § Establish I&O Metrics That Matter to the Business § ITScore for I&O Maturity Assessment Tool § Survey Analysis: The Realities, Opportunities and Challenges of I&O Automation

Gartner Has Many Subject Matter Experts* for Optimize IT Operations Using ITSM, ITIL and Dev. Ops Representative analysts include* Ed Holub, Research VP 29 years IT industry Ed Holub is a Research Vice President providing broad coverage for the IT infrastructure & operations (I&O) role with a focus on process maturity, and organization, staffing and other people-related issues in I&O. He currently manages the agenda for optimizing IT operations which publishes more than 120 research notes annually. During more than a decade at Gartner Mr. Holub also served as a Leadership Partner acting as a trusted advisor and coach to senior I&O executives in large organizations as well as a Managing Vice President leading a global team of analysts covering virtualization and cloud infrastructure technologies and management processes. Cameron Haight, Research VP 36 years IT industry Cameron Haight is a Vice President with Gartner's IT Systems, Security and Risk research group. His primary focus is on application performance monitoring (APM). He is part of the IT Operations Management team and is based near Austin, Texas. Mr. Haight has held a variety of sales support, research and development, and corporate development roles at IBM and BMC Software. George Spafford, Research Director 27 years IT industry George Spafford is a Research Director for Gartner, covering Dev. Ops, technical change and release management, in addition to the use of bimodal IT and the Pace-Layered Application Strategy. His publications include hundreds of articles and numerous books on IT service improvement, as well as co-authorship of "The Phoenix Project, " "The Visible Ops Handbook" and "Visible Ops Security. " * Access to analysts is based on level of service 42 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Optimize IT Operations Using ITSM, ITIL and Dev. Ops for CIOs: How Executive Programs Deliver Value for CIOs Hurdles CIOs Face § What external forces will disrupt IT operations in the next three years? § What are the best practices and strategies to address the ongoing challenges of IT operations? § What new technologies and products will impact the IT operations management market? Examples of Written Research § Top Three Service-Level Management Next Practices § Establish I&O Metrics That Matter to the Business § Thirteen Steps to Guide I&O Leaders Through a Major Incident § Five More Steps in Delivering an Agile I&O Culture Service Delivery Team § Helps you identify and quantify the benefits of IT to drive competitive advantage § Reviews project plans to help you avoid pitfalls and ensures a successful outcome § Gives you examples of metrics designed to measure achievement of business objectives § Collaborates with you to develop the roadmap and establishes the marketing strategy and communication plan Peers § You can get an unbiased reference from peers who have already optimized IT Operations using ITSM, ITIL and Dev. Ops software and services § You will learn from peers who want to share their experiences in optimizing IT Operations using ITSM, ITIL and Dev. Ops initiatives and systems: Change Management, Metrics, Pitfalls to Avoid 43 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Strategic Imperative IT Cost Optimization CONFIDENTIAL AND PROPRIETARY © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Executive Programs Service Delivery Engagement Map: IT Cost Optimization Index IT cost optimization is a discipline that includes the practices, capabilities and behaviors of reducing spending, reducing costs, managing service levels and showing the business value of IT. The goal is to help CIOs contain and/or optimize their IT costs depending on the strategic needs of their organization. Engagement Process Assess • What are the current practices that need to be improved? • Do you have Executivelevel sponsorship for this initiative? • Do you have a change management strategy? Educate • What are the most effective ways to contain and/or optimize IT cost in the short-, mid - or long-term? • Which other benefits could be expected by the organization when applying some of them? Design • Prioritize the key actions that would give the most appropriate results in your own environment • Defline an action plan for the short-term ones • Establish an optimal process for making decisions and assigning decision rights Implement • Set up the benefits realization processes necessary to check the outcomes • Optimally operate the initiative in accordance with business goals; update and drive new elements of the initiative in response to changing business requirements Sustain • Develop an ongoing process to check if costing/funding models are still the best ones for your organization • Measure how the initiative has affected business outcomes; seek feedback from stakeholders; drive improvements through process changes and upgrades

Key Recommendations Digital Business § Develop a plan for cost optimization that incorporates IT and business costs; prepare for disruption and volatility. § Utilize best practices and benchmarks to support cost optimization actions. § Be proactive with business partners about reducing business costs using IT. § Bring IT capabilities — like bimodal, Dev. Ops and business process optimization — to the non-IT parts of the enterprise. IT Cost Optimization 46 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Business Cost Optimization § Reimagine business service delivery with technology (e. g. , improved customer experience, new payment models).

Leverage Gartner Analysts for Advice § Leverage the 100+ Gartner analysts covering IT and business cost optimization. § Use inquiries to help clients understand their top five cost optimization opportunities and create a roadmap for value realization. § Recommend that your clients book inquiries through Research Engagement Services (RES). Examples of analysts who can help: CIO Research Team: § Barbara Gomolski § Ken Mc. Gee § Jim Mc. Gittigan § Kurt Potter § Michael Smith § Sanil Solanki 47 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Additional Research Teams: § Stewart Buchanan, Sourcing & Vendor Management § Rich Mc. Avey, Industries/CIO § Jay Pultz, Infrastructure & Operations § Bill Swanton, Applications § Susan Tan, T&SP

Recommended Research, Data and Tools for Clients IT and Business Cost Optimization 100+ Research Documents in past 24 months (Sample of most recent research): § IT Cost Optimization Should Be an Ongoing Discipline § Eight Steps to Revitalize Your IT Cost Optimization Initiative With Application Rationalization § Fight IT Cost Optimization Fatigue With These Saving Strategies § Three Ways to Reduce Storage Costs When Working With Managed Hosting Providers § Synchronize Bimodal IT and Cost Optimization for the Best Outcomes § Three Effective Ways to Reduce Software Support and Maintenance Costs by Up to 50 Percent § Use Benchmarking to Identify IT Cost Optimization Opportunities Upcoming Research (Available February-March 2016): § Cost Optimization Perspectives: 2008 vs. 2016; What Is Different Now? § Radical Cost Optimization Measures Are Required for Extreme Emergencies § The Gartner Top 10 Recommended Cost Optimization Ideas § Cut Costs by Getting IT Lean in Lean Times § What Service Providers Must Do to Win in Cost-Optimization-Focused Times 48 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Data and Tools § IT Key Metrics is the largest database of IT cost metrics to baseline IT price performance and identify opportunities for savings. § ITBudget tool assessment and cost optimization research provides a baseline of performance and identifies opportunities for savings. § ITScore, an interactive maturity assessment tool, can be used in conjunction with our research to reduce IT cost. § Toolkits will help build detailed frameworks to drive business and IT strategies. § Interactive Magic Quadrants and Critical Capabilities to assess markets, vendors, and products and services based on your unique needs. § Peer Connect and Peer Insights offer user-driven perspectives on best practices, case studies, user reviews and more.

Gartner’s Four Levels of IT Cost Optimization

Mapping Gartner deliverables to Peralta’s Cost Optimization initiatives Develop Strategize. Architect Governance and Plan Solution Examples of Written § A Checklist for Cost Optimization Research § Decision Framework for Prioritizing Cost Optimization Ideas Analysts § Analysts can help you: § Review contracts: Service Delivery Team Peers Drive Change Management Execute Measure and Improve § Five Critical Success Factors for § IT Metrics: New Economic Rules of IT Advanced IT Asset Management and Spending and Staffing Metrics Successful IT § Three Golden Rules of Cost and Risk Reduction in Outsourcing § Share best practices § Review & prepare RFP’s § Determine TCO and risks associated with Saa. S, Iaa. S, and Paa. S solutions software, hardware, services and telecom We average 18% savings on 3 of every 4 contracts § Partner with a former CIO on an ongoing basis to: § Create a strategy and deliver applicable Gartner research, advice and tools in a just in time fashion and during monthly cadence calls. § Conduct a workshop with your team to uncover cost optimization opportunities and improve execution. § Get an unbiased reference from peer leaders who have already deployed IT Cost Optimization initiatives § IT Cost Optimization Should Be an Ongoing Discipline § Use models and frameworks crafted through interactions with hundreds of clients § Optimize business benefits and avoid risks § Navigate SW audits § Your service delivery team can help you build a business case for changing your IT delivery practices to make them more efficient while maintaining service levels § Track and report back the usage levels of Gartner deliverables AND the value Inspira obtains form those deliverables. § Learn from peer leaders who want to share their experiences in deploying and operating new IT Cost Optimization initiatives and systems – Metrics – Pitfalls to Avoid

Example Client Testimonial & References CONFIDENTIAL AND PROPRIETARY © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner Client Testimonial: Community College of Allegheny County CONFIDENTIAL AND PROPRIETARY © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Sample of Gartner Community College Clients • Los Rios Community College, Sacramento, CA • South Orange Community College, Mission Viejo, CA • Butte Community College, Oroville, CA • Central Piedmont Community College, Charlotte, NC CONFIDENTIAL AND PROPRIETARY © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Appendix 1 Gartner Executive Programs Services Overview CONFIDENTIAL AND PROPRIETARY © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Why Gartner World’s largest IT strategic advisory research firm 64, 000 Clients 15, 252 Client Enterprises 5, 500 Benchmarks 70% of Fortune 1000 80% of Global 500 215, 000 IT End-User Inquiries 1020 Analysts Serving Clients in 85 Countries 62 Global Conferences 6100 CIO Members 10, 000 Media Inquiries

Gartner Executive Programs Accelerating Insight through strategic advice Grow the Organization Save Money • Right direction, right away • Contract review—Ts and Cs • Additional expert resources • Knowledge of price points • Global perspective • Cost avoidance • Cross-industry best practices • Cost-saving best practices Save Time Cx. O VALUE Gain Confidence • Speed decision making • Make the right calls • Improve strategic partner selections • Independent validation • Filter information • Increase credibility • Leverage tools and templates • Sounding board • Speed learning (just-in-time) • Professional development

Today’s Business Technology Leaders Leading innovation and tackling enterprise issues to drive growth CIO Run an effective IT organization Attract, develop and retain personnel Successfully deliver on projects that enable business growth. Improve technical and business skills of the workforce to contribute to enterprise innovation. Articulate and demonstrate the business value of IT Play a leadership role on the executive team Integrate business and IT strategies/ plans and market them effectively. Influence thinking and decisions of business peers and be a catalyst for innovation. Equip the enterprise to succeed through the use of IT Build IT initiatives that drive business value. Gartner Executive Programs equips Business Leaders, CIOs and their Leadership Teams with the tools they need to succeed across their full range of responsibilities and the knowledge they need to deliver exceptional business results. Equip CIO’s and Senior Business

Your Gartner Service Delivery Team Provides you with unique service deliverables CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 58

Core Content Roles & Engagement Bringing the right tools and knowledge to your challenges Online Resources Events Network Unique Expertise • Core Research • Exclusive VIP Treatment at flagship events • Exclusive opportunity to network with > 5000 peers • Onsite briefings with experienced service deliver team • Exclusive sessions with keynote speakers • Both in-person and online connections • Workshops on leadership topics • Exclusive facilities and seating at major sessions • Exclusive networking opportunities at events • Video replays available for unlimited playback • “Phone a peer” opportunity to receive advice on current vendors, challenges, initiatives • CIO Exclusive Research • Capability Assessment Tools • Magic Quadrants • Hype Cycles • Market Clocks • Vendor Ratings • Analyst 1 -1 sessions • Market Scope • Peer level workshops • IT Budget / IT Score • In-depth opportunities with onsite analysts • Analyst conference calls, consultations, contract reviews, strategy reviews • Written response to inquiry, document and contracts • Local networking dinners and round-tables • Toolkits • Etc… Executive Partner/Advisor Executive Client Manager Your Trusted Advisor and engagement conductor Your Conduit to the Wealth of Gartner Resources Account Executive Your Primary relationship manager and access to the rest of Gartner offerings CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 59

Gartner Service Delivery Team Supporting Your Success • A team of service delivery experts—your single point of access into Gartner - Crafts your Member Value Plan with you at the start of your membership - Ensures Gartner delivers value and insight on your key initiatives • Team led by Executive Partner - Ensures a keen focus on your issues - Provides a level of partnership corresponding to your Gartner Leadership Team Executives program preferences • A responsive conduit into Gartner insight Bringing clarity to issues with no easy answers • A trusted strategic advisor and coach • A team client manager—a tech-savvy expert to help you maximize the value of your membership Engagement: X For X internal use only 60 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.

Gartner Executive Programs (EXP) MEMBERSHIP AT A GLANCE Your Service Delivery Team Your Account Management Team EXECUTIVE PARTNER TEAM CLIENT MANAGER ACCOUNT EXECUTIVE Strategic Advice, Decision Support, Research Synthesis/Presentation Executive Sounding Board, Workshop Facilitator, Coach Research Requests, Analysts Inquiry Facilitation, Proactive Research Pushes Event Registration, Decision Support, Contact for Gartner. com Main contact for all other Gartner business (non EXP), including consulting, events, new business, ongoing service relationship and contract matters Core Deliverables Advisory Sessions with EP ● Face to Face Strategy Meetings ● Value Plan ● Contract Reviews ● Analyst Inquiry Sessions ● IT Executives Role-Based Web Portal and Content ● CIO Leaders Website and Content ● Executive Programs Reports ● Gartner Core Research ● Harvard Business Review and MIT Content ● Audio Teleconferences (ATCs) ● Tools & Templates Market © 2015 Gartner, Inc. and/or its affiliates. All ● rights reserved. Engagement: X Gartner is a registered trademark of Gartner, Inc. or its affiliates. For X internal use only News ● Attendance and VIP Access to Symposium ● Exclusive Executive Program Events 61

Gartner Executive Programs Our Mission is equip C-Suite Business Leaders with the tools and knowledge they need to deliver exceptional business results. Gartner is the world’s leading information technology research and advisory company. We deliver the technologyrelated insight necessary for our clients to make the right decisions, every day. IT is critical to every organization, but harder to manage successfully due to its increasing complexity. Since 1979, Gartner has guided clients through difficult decisions — providing independent, actionable advice on how and where to reduce cost, deploy IT to add value, drive innovation and manage risk. CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 62

Contacts Ryan Simpson Darin Brumby +1 619 549 8228 ryan. simpson@gartner. com +1 203 274 0314 darin. brumby@gartner. com https: //www. linkedin. com/in/darinbrumby Regional Director, Higher Education Gartner Inc. Engagement: X For X internal use only Vice President & Executive Partner Gartner Executive Programs 63 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.