4.6 Coordinate Logistics

Logistics refers to the following items:

• Setting the evaluation's schedule

• Coordinating meeting rooms and equipment (viewgraph projectors, etc.)

• Handling unexpected events, such as scheduling additional workshops and/or substituting personnel in workshops

This activity is deceptively difficult in nature. The steps for coordinating logistics are straightforward and easy to understand, but they tend to present some of the bigger obstacles that you will face during the evaluation. Much of this activity involves arranging dates for workshops and coordinating the schedules of participants. Anyone who has ever tried to set up a meeting for five or six busy individuals knows how difficult this activity can be.

Scheduling and Logistics

We provide a general schedule of activities in Figures 4-1 and 4-2. Figure 4-1 highlights the preparation activities, while Figure 4-2 outlines the evaluation processes. The major assumption underlying this schedule is that the analysis team understands the evaluation process and has sufficient skills and expertise to conduct the evaluation. Teams who are attempting to conduct the evaluation for the first time might find this schedule aggressive. In addition, you will likely find that there is a time lag between preparation activities and the evaluation; you will probably not start the evaluation the moment after you have set the schedule. The time lag is not shown in Figures 4-1 and 4-2.

Also, note that the sample schedule makes several implicit assumptions, such as the following:

• The analysis team spends only three days learning about the evaluation process, either through some form of training or through a self-directed effort.

• Only two general staff workshops are required in process 3.

• A week of elapsed time will be needed to run the vulnerability tools on the computing infrastructure (not a total of a week's effort, but rather a week with the tools run at different times and shifts to avoid interrupting key operations).

The OCTAVE Method is conducted using a series of short workshops; the schedule for conducting the workshops is quite flexible. The shortest possible time for completing an entire evaluation is slightly less than two weeks, assuming a full-time, dedicated analysis team. Practical constraints, such as problems scheduling participants for workshops, usually extend the calendar time required to conduct the OCTAVE Method. You need to consider any organizational constraints when scheduling evaluation activities. Also, remember that some workshops require data consolidation activities before they are conducted; allow time to complete all preparation activities.

One member of the analysis team should be the focal point for coordinating logistics for conducting the OCTAVE Method in your organization. Be sure to consider the following when you address evaluation logistics:

• Room reservations for all workshops

• Availability of required equipment (e.g., overhead projectors, flip charts)

• Time needed to complete all data consolidation and preparation activities

• Optimal schedule for all workshops (be sure to inform all participants when and where workshops will be held)

Once you have set the schedule, you are ready to start the evaluation. The last section of this chapter presents what MedSite, the organization from our sample scenario, did to prepare for the evaluation.