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Jim Hall

CIO Advisor | IT Executive Consultant | Senior IT Leader

Jim Hall Innovative, high-achieving Senior IT Leader with significant experience overseeing technology operations and turnaround situations in government, public sector, and corporate environments. Exceptional ability to lead, adapt, and outperform in changing and challenging environments. Able to translate complex technical IT topics and trends into terms others can understand.

  • Team leadership and collaboration
  • New technology modernization
  • Research and analysis
  • Coaching and mentoring
  • Strategic positioning and development
  • System migrations, upgrades, and consolidations
  • Change management and organizational development
  • Turnaround situations

Selected Achievements

Organizational Development

Impacts organizations by consolidating teams to become leaner and more efficient and effective in service delivery and systems development and support. Highly skilled in bringing together diverse groups to help plan and staff enterprise-wide technology programs.

  • Led 10-member team of students, faculty, and staff to develop and implement an IT Masterplan to strategize and prioritize IT and technology requirements / resources for campus.
  • Supported 1,100+ enterprise servers by consolidating five system administrations groups into a single, more effective unit.
  • Planned and coordinated the merging of three Unix support teams into a single unit, turning around an underperforming group that was determined to be “unmanageable” into a successful team.
  • $101,500 in savings captured by assisting a department in consolidating three support units.
  • Led successful integration of technology operations as part of a merger of two companies of approximately 200 staff across two states.

Turnaround Situations

Moves stagnant situations to resolution with positive organizational impact. Turns chronic budget woes to having strong reserves allowing needed technology initiatives to be pursued.

  • Successfully resolved and cleared six major audit findings from a three-year old audit that was previously unresolved.
  • $105,000+ build-up in reserve funds achieved by creating a work planning process that articulated time commitments and resources allocated in support of campus customers.

Technology Development

Drives innovative, leading edge technology development across multiple delivery platforms including enterprise, web-based and mobile to add new functionality and improve the end user experience.

  • Spearheaded project to launch a responsive web design covering 40,000 files and 10,000 web pages that immediately enabled 9% of students the ability to access their admissions application via mobile devices; use has since grown to more than 50% of students.
  • Created a new Web Advanced Labs group within Office of Information Technology to examine and develop emerging technology.
  • Launched a technology solution within 30 days to fulfill legislative request that supported 45,000 Twin Cities students in searching online course evaluations.
  • Oversaw project to deploy company’s first corporate website that included adoption of new technology for advertising—becoming one of the first legal companies to establish a website.
  • Migrated outdated Apollo DOMAIN hardware to Windows NT and Linux systems.

Project Management

Proposes, initiates and leads the development of $1+ million projects including software development, hardware, networking, mobility, enterprise and vendor purchase.

  • Led $1.5 million project to upgrade campus network and improve wireless coverage.
  • Planned and coordinated project to consolidate three separate directory systems into a single online directory to more effectively provide information on students, faculty, and staff.
  • Built and led new database hosting team to centralize management of 168 Oracle database instances supporting nine enterprise constituent groups.
  • Executed $1 million purchase of a Solaris Enterprise Server System in support of ERP implementation project.

Cost Control

Spearheads projects to reduce costs while improving reliability and efficiency of core business systems. Models organization-wide hardware needs and uses to standardize on desktop and laptop manufacturer and model wherever possible, slashing purchase and support costs.

  • Saved $975,000 by migrating university registration system from supercomputer-class hardware to 10 low-cost Intel-based Linux servers to improve system reliability and performance.
  • $1.2 million in support costs slashed by creating strategic sourcing model for desktops and laptops with more than 80% using standard model across the University.
  • Planned and managed efforts to consolidate six corporate file servers to a single Novell Netware server.

Change Management

Fosters a climate enabling change, such as outsourcing traditionally in-house processes and converting from personal desktop to the sphere of Apps and other forward thinking solutions.

  • Led three-month project to migrate 300 faculty / staff and 1,900 students from an outdated desktop-based email system to Google Apps for Education.
  • $38,400 to $19,000 reduction in annual infrastructure costs secured by overseeing outsourcing initiative to centralize web hosting functions.

Success Stories

County delivers critical online training system in six months

  • Project proposed as part of 2016 Technology Application Fund.
  • Previous training management system was outdated, difficult to use.
  • Updated online training/learning management system provided greater flexibility, improved usability, richer features, better value.
  • From start to finish, project delivered in six months, from January 2016 to June 2016.

County passes key milestone, provides better, faster, stronger Internet access

  • Major network upgrade project with the activation of 56 county work sites.
  • Executed five-year agreement to provide managed broadband and network services across Ramsey County offices through August 2019.
  • Information Services staff led all stages: research, analysis, planning, budget, contract negotiations and implementation.
  • Information Services network team also modernized our network infrastructure and enhanced security to the wired and wireless network.
  • Network connectivity was added or increased at “24/7” locations such as the Ramsey County Correctional Facility, Boys Totem Town and the Arden Hills campus, and improved network bandwidth to sites that had maxed out or to sites where greater bandwidth could be provided at lower cost.
  • Prior to the broadband project, approximately one-third of county sites regularly hit their network limits. Post-upgrade, typical usage at less than 40 percent of capacity. So, we’re not only able to do our work and serve our residents more efficiently and reliably today, but we have plenty of room to grow.
  • Due to good management throughout the project, the final cost will be up to $2 million lower than the initial $7.25 million estimate.

County modernizes website, improves access to all staff

  • Previous county website was outdated, difficult to use and navigate.
  • County’s IT culture embraced only Internet Explorer, did not wish to adopt modern browsers or mobile browsers.
  • As CIO, pushed for testing the new website on browsers other than Windows and Internet Explorer.
  • After go-live, usage statistics show Internet Explorer is only 22%, most visitors (43%) use Google Chrome.
  • A sizeable portion of users (45% total) access the website on their phone or other mobile device. That’s nearly half.
  • Without testing on other browsers, the county website would have been less accessible to our residents.

University builds Mobile Events app to inform students about upcoming campus events

  • To fully engage students in on-campus life, in 2012, Morris’ IT director Jim Hall decided to develop an app that alerts students to the university’s events and on-campus programming.
  • “The thing that helped us was to think like a student,” explains Hall. “We realized this generation doesn’t want to look for information, so we created a mobile app to bring the information directly to students’ phones.”
  • For Morris, designing the app in-house made the most sense. “Morris is a small school; given our resources, we decided to build the app ourselves,” says Hall.
  • The decision to build the app in-house was primarily driven by budget concerns. “When we were considering our options, we knew we needed to be very careful about how we spent both our time and money,” he says.
  • Budget constraints also limited the functionality of the app. “We restricted ourselves to just advertising the events around campus,” explains Hall. “We knew that wouldn’t take long to develop.”
  • In the end, the university’s existing IT infrastructure made building the app in-house the most efficient option. “We took all these different feeds we’d already designed for campus events, lectures, and programs, and routed them into one place,” explains Hall.
  • He knew he could develop the app without straining his staff. “One developer put together the app and wrote the code working half time in just two weeks.”
  • Morris rolled out the app in Spring 2013, and Hall is already working on updating the system.

Cross-Functional Team Effort Enables Company To Become First Legal Firm to Establish Website

  • Company wanted to advertise its services on the web and didn’t have a website.
  • Contacted a web service provider to set up a web domain. Worked with Sales and Customer Service teams to understand what information they wanted to put on a website. Coordinated with technical writer to generate content.
  • Deployed company’s first corporate website that included adoption of new technology for advertising—becoming one of the first legal companies to establish website.

System Migration Improves Performance Across Critical Business / IT Functions

  • Company ran old Apollo DOMAIN servers for core business processes and Apollo DOMAIN workstations for its developers. These were old systems and didn’t have available funds to purchase newer systems.
  • Worked with director and several developers to identify newer systems that could replace Apollo DOMAIN.
  • Set up newer Windows NT Servers to support critical functions, Windows NT workstations to support developers, and Linux servers / workstations to address other needs.

Cross-Collaboration Effort Consolidates Five Server Support Groups Into a Single Unit Managing 1,100+ Servers

  • In the Office of Information Technology, every unit managed its own servers. Systems were not consistently managed and did not meet standards. Each unit wanted to be separate and unique. No one wanted to work together.
  • Worked with each department to discuss obstacles and how to work around them. Developed and implemented plan to facilitate server consolidation effort.
  • In six months, consolidated five server support groups into a single, coordinated organization that managed 1,100+ servers for the Office of Information Technology.

One-On-One Team Meetings Lead to Merging Three Unix Support Teams Into a Single Unit

  • Promoted to manage all Unix systems administration teams. One team was previously dubbed “unmanageable” by the previous two managers.
  • Met with each team to “onboard” them and understand how they worked and the work that they did. Set up one-on-one meetings with each team member to provide individual management.
  • “Unmanageable” team became very productive. All three units became separate areas of a single Unix Systems Administration team: Solaris, AIX, Linux.

Work Planning Process Enables College to Build-Up $105,000+ in Reserve Funds

  • Organization did not have a Director for three years. As a result, staff was unstructured, projects were not organized, and budgets were unmanaged.
  • Staff and leadership understood there was a problem, but the small campus culture prevented anyone from taking steps to fix things.
  • Created a spending plan to track and manage purchases. Implemented work planning process to identify, prioritize, and balance resources across each quarter.
  • Balanced budget and controlled costs within three months. Built up reserve funds from $30,000 to over $135,000 after one year.

New Policies and Processes Help College Resolve Six Major Audit Findings

  • Organization had been audited in 2007. Eight high priority items were found during audit. College did not respond to six high priority findings from the audit.
  • Worked with campus technology teams to identify and resolve audit findings. Identified gap areas and implemented new policies and processes to address them.
  • All six items were cleared in the first year. Most were resolved within first quarter.

IT Partnerships and University Resources Facilitate a $1.5 Million Network Upgrade Project

  • Campus network was outdated and needed to be modernized. Network upgrade projects were very expensive. Organization did not have significant available funding for campus network upgrade.
  • Leveraged partnership with Office of Information Technology at Twin Cities campus and other university resources to facilitate network upgrade project.
  • Through partnership with OIT, Morris contributed $776,000 and OIT provided labor and hardware in-kind at $732,000. Secured one-time “grant” funding from the U of M Regents at $350,000. Negotiated partial reallocation of Campus Fee increase to fund current and future network improvements.
  • Modernized network core infrastructure and enhanced / expanded wireless coverage at total cost of $1.5 million.

Web Registration System Migration Saves $975,000

  • University had migrated to PeopleSoft, and web registration was not standing up to demand. Servers were failing, resulting in in-person registration lines going out the door. Web registration system was co-written by IBM, and IBM partnership was unwilling to migrate to a non-IBM solution.
  • Discovered that all components used in web registration system were available for Linux and supported by IBM. Set up a demonstration system to test with, and found that Linux solution outperformed IBM supercomputer system at fraction of the cost.
  • Saved $975,000 by migrating from three-node IBM supercomputer to 10 “cluster” of Linux servers—improving both system reliability and performance.

Web Hosting Centralization Initiative Cuts Costs in Half

  • As service portfolio continued to grow, services no longer added strong business value. Organization did not understand which services were valuable to support in-house functions, and which had become “commodity” services.
  • Led several working groups to investigate service catalog to identify distributed and redundant services and recommend actions.
  • Centralized several functions, including enterprise storage and shared web hosting. “Web Hosting 2.0.”
  • Created a centralized customer service and support structure. Consolidated three different web environments into one.
  • Established contractual relationships with outside vendors to divest low value services.
  • Reduced infrastructure costs from $38,400 to $19,000.

Professional Experience

2019–present IT Mentor Group, LLC — St. Paul, Minnesota

IT executive consulting and training.

Founder and CEO

IT executive consulting, helping CIOs and CTOs with strategic planning, turnaround situations, and organizational development. IT Leadership Development training to help emerging leaders grow into future IT Leaders, and Effective IT Management training to help current IT Managers hone their IT operational and management skills.

Core Responsibilities

  • Team leadership and collaboration
  • New technology modernization
  • Research and analysis
  • Coaching and mentoring
  • Strategic positioning and development
  • System migrations, upgrades, and consolidations
  • Change management and organizational development
  • Turnaround situations

2015–2019 Ramsey County, Minn. — St. Paul, Minnesota

Government. Second-most populous Minnesota county with over 540,000 residents, most diverse county, includes State capital. $54 million biennial budget, out of $737 million County revenue. Recommend additional $10 million average annual technology funding.

Chief Information Officer

Direct and manage all aspects of Information Services for Ramsey County. Lead the vision, strategy, and governance for information technology in the County, ensuring alignment with the County’s vision, mission, and goals and industry best practices.

Core Responsibilities

  • Through an Information Technology Plan, lead the strategic direction for IT and guide all staff in the achievement of this vision for Ramsey County.
  • Provide enterprise standards, architecture and operational support for the County organization’s technology and telecommunications infrastructure.
  • Create and maintain highly professional, customer-oriented, innovative, and future-focused IT capabilities in the department including operations, enterprise applications, information security, and project management office.
  • Ensure the provision of secure and stable IT services in a cost effective manner to support business outcomes through effective risk management strategies.
  • Ensure physical and logical security of all County computing assets, including data.
  • Direct the development and promotion of policies and standards covering County-wide IT related functions including procurement, technical infrastructure, information security, records management, and projects.
  • Manage the development of IT annual budgets and monitor performance against established budgets and plans; communicate on behalf of IT to state auditors.
  • Continuously and proactively seek ways for IT to deliver value to the County, including identification of new sourcing opportunities. Help the County realize new IT enabled business opportunities.
  • Direct IT Governance for the County. Serve on County-wide committees including the County Manager’s Senior Management Team, and chair the County’s Technology Governance Committee. Leadership in planning and policy making at the executive level.
  • Direct and perform special studies for the County to identify areas of potential improvements in IT and across the County’s IT delivery structure.
  • Maintain liaison with other public and private organizations.

Selected Achievements

  • Transformed IT Governance from discussion group into action-oriented, decision-making, direction-setting group.
  • Increased efficiency and IT maturity through Operational Improvements, IT Consolidation, Modernization, and Audits.
  • Enhanced organizational maturity through Leadership Development, Organizational Alignment, and Change Management.
  • Streamlined business processes through the creation of an Enterprise Business Integration system.
  • Ensured cyber security for Super Bowl LII through partnership with cities, counties, US Department of Homeland Security, and US FBI.
  • Enhanced processes through partnership to create County’s first Procurement Center of Excellence.
  • Reduced risk by achieving PCI compliance across the County.
  • Partnered to implement County’s first Electronic Health Records System.
  • Transform the County’s ability to communicate with residents by implementation of new Voice Over IP and Unified Communications system. [project underway, will complete 2019].

September 2015–December 2015 & January 2017–May 2017 University of Minnesota Morris — Morris, Minnesota

Higher education. Four-year liberal arts university.

Adjunct Professor

Taught two semesters of CSCI 4609 Processes, Programming, and Languages: Usability of Open Source Software.

2010-2015 University of Minnesota Morris — Morris, Minnesota

Higher education. Campus IT at four-year liberal arts university.

Director of Information Technology and Campus CIO

Provide IT leadership and oversee operations for Morris campus. Technology strategy, budgeting, IT infrastructure, business continuity, data security, system upgrades, and project management. Leverage central and cloud systems. Reduce costs by aligning teams, projects, and initiatives.

Selected Achievements

  • $105,000+ build-up in reserve funds achieved by eliminating redundant services. Consolidated three separate information directory systems. Retired outdated systems and migrated services to cloud and shared services.
  • Led three-month project to migrate 300 faculty / staff and 1,900 students from an outdated desktop-based email system to Google Apps for Education.
  • $1.5 million project initiated and completed to upgrade campus network and improve wireless coverage.
  • Supported campus customers by establishing work planning process that articulated time commitments and resources allocated to work efforts.
  • Led 10-member team of students, faculty, and staff to develop and implement an IT Masterplan, strategize and prioritize IT and technology requirements with campus resources.
  • Spearheaded web project to implement first responsive web design, 40,000 objects and 10,000 web pages, enabling students to access admissions, registration, and other information via mobile devices.
  • Within six months, resolved and cleared six major audit findings from an inherited unresolved three-year old audit.

1998–2010 University of Minnesota System — Minneapolis, Minnesota

Higher education. Enterprise systems at system-wide flagship campus.

2006–2010 Senior Manager, Enterprise Infrastructure & Operations, OIT

Supported over 65,000 students system-wide. Directed 40-staff organization supporting enterprise IT services including systems administration of 1,100+ servers, storage, backup, database administration, disaster recovery planning, and desktop support. Simplify, standardize, and automate systems and processes to reduce cost. Supported all ERP (PeopleSoft) implementations.

Selected Achievements

  • $1.2 million in support costs slashed by creating strategic sourcing model for desktops, laptops, and servers.
  • $101,500 in savings captured by assisting a department in consolidating three support units.
  • $38,400 to $19,000 reduction in annual infrastructure costs by centralizing and outsourcing web hosting functions.
  • Improved efficiency by consolidating five teams to support 1,100+ Linux, Unix, and Windows enterprise servers.
  • Reorganized and consolidated database hosting teams to centralize 168 Oracle database instances supporting nine enterprise constituent groups.

2001–2006 Manager, Enterprise Systems Administration, OIT

Managed 20 Systems Administrators supporting 1,100+ enterprise servers. Combined system support for Unix, Linux, and Windows servers. Established strategic IT direction for projects, including workload and staff alignment.

Selected Achievements

  • Spearheaded $1+ million purchase of a Solaris Enterprise Server System in support of ERP implementation project.
  • Combined three disparate Unix support teams into a single coordinated unit, turning around an under-performing group previously considered "unmanageable" into a successful team.

1998–2001 Manager, Web Production, OIT

Supervised a dedicated team to support emerging web unit. Innovative new group to support enterprise web systems.

Selected Achievements

  • Saved $975,000 by migrating university registration system from supercomputer-class hardware to 10 low-cost Intel-based Linux servers to improve system reliability and performance. First use of Linux in the University enterprise.
  • Created and led Web Advanced Labs group to examine and develop emerging technology.
  • Launched a new technology solution within 30 days provide online course evaluations.

1996–1998 Access Management — Minneapolis, Minnesota

Company specializing in legal document management solutions.

IT Manager / Systems Administrator

Managed information technology teams to provide desktop support, network management, and systems administration supporting business operations.

Selected Achievements

  • Oversaw project to deploy company’s first corporate website that included adoption of new technology for advertising, becoming one of the first legal companies to establish website.
  • Cost and effort savings by consolidating six corporate file servers to Linux systems.

1995–1996 VISTA Information Solutions (formerly DataMap) — Eden Prairie, Minnesota

Company specializing in data informatics, custom maps and related products.

Associate IS Manager / Systems Administrator

Promoted from systems administrator to manage information technology teams at two national locations. Maintained Unix and Apollo systems to support business operations in geographic and environmental data.

Selected Achievements

  • Migrated core services from outdated Apollo servers to Windows NT and Linux systems. Consolidate Unix servers to Linux.
  • Integration of technology operations as part of a two-company merger with approximately 200 employees across two states.

Education

2014 UNIVERSITY OF MINNESOTA — Minneapolis, MN

M.S. in Scientific and Technical Communication

Capstone topic: “Usability Themes in Open Source Software”

1994 UNIVERSITY OF WISCONSIN-RIVER FALLS — River Falls, WI

B.S. in Physics

Outside Boards and Volunteer Work

Outside Boards

2016–present Government IT Symposium Planning Board

Annual government IT conference. Program committee member. Government IT Symposium brings together over 1,000 IT leaders and professionals from across the spectrum of government agencies and systems, along with their private and civic sector partners, for three days of engagement, inspiration and information.

2015–present University of Minnesota Technical Communication Advisory Board

Advisory board for University of Minnesota Technical Communication program. Advisory board member. The Technical Communication Advisory Board is a group of business leaders who provide pathways to experiential learning opportunities for students. Opportunities can include networking, mentoring, internships, and case competitions.

2018–2019 Metropolitan Information Exchange (MIX)

Professional organization of CIOs in state and local government.

2016–2017 GNOME Foundation Board of Directors

Non-profit organization coordinating the efforts in the GNOME project. Director on Board of Directors. Provide direction and governance for GNOME project, a free software project. Hired new GNOME Executive Director.

2013–2014 EDUCAUSE Connect Program Committee

Annual higher education IT conference. Program committee member. Provide input on program content, session formats, and in suggesting speakers. This team also reviews and evaluates session proposals, exercising a major influence on the content of EDUCAUSE Connect 2014. Members take active roles at Connect, such as convening sessions, facilitating discussions, and introducing speakers.

Volunteer Work

1994–present The FreeDOS Project

Open source software implementation of the DOS operating system. Founder and Project Coordinator (equivalent to Executive Director). Lead collaborative international development efforts, build engagement with online developer community. Created initial set of utilities, add-ons, and developer libraries, including a library to support international languages. Webmaster, web development and databases.

2018–present Open Source Initiative

Non-profit organization dedicated to promoting open source software. Member. Advocate.

2014–present GNOME Foundation

A free software graphical desktop project. Usability testing, in partnership with GNOME Design team. Usability test results provide continuous improvements in GNOME desktop and applications.

December 2014–March 2015 & May 2015–August 2015 & May 2016–August 2016 & December 2018–March 2019 Outreachy

Non-profit organization to help women and other underrepresented groups get involved in open source software. Mentor usability testing for GNOME. Outreachy is formerly known as Outreach Program for Women. Usability test results were used to improve GNOME desktop and applications.

Selected Publications and Presentations

Selected Publications

IT Leadership

Jim Hall (2019). M-learning and beyond. In Bryan Behrenshausen, Clara May, Ryan Williams (Eds.), The Open Organization Guide for Educators (pp. 68–72).

Jim Hall (2019). Coaching Buttons (3rd ed.). Cynthia Croy (Ed).

[interview] Bill Laberis (June, 2019). When It’s Time to Decommission Legacy IT Systems. The Forecast Magazine, by Nutanix.

Jim Hall (2018). Open leadership lessons from a galaxy far, far away. In Bryan Behrenshausen (Ed.), The Open Organization Leaders Manual (2nd Ed., pp. 189–191).

Jim Hall (October, 2018). The next step is open source. Government CIO Outlook Magazine.

Jim Hall (2018). Coaching Buttons (2nd ed.). Marcus Baker (Ed).

Jim Hall (2017). Assessing Threats and Opportunities. Building an Adaptable Work Plan. In Bryan Behrenshausen (Ed.), The Open Organization Workbook (pp. 154–158, 176–183).

Jim Hall (October, 2017). Leadership Lessons from Open Source Software. CIO Review Magazine.

Jim Hall (September 2017). The Risk Game in Cloud-Based Services. Government CIO Outlook Magazine.

[interview] Avi Asher-Shapiro (October, 2013). Build vs. buy: Why Morris chose to build. University Business Magazine.

Jim Hall (2012). Brave New World: M-learning and Beyond. In Ann Hill Duin, Ed Nater, and Farhad Anklesaria (Eds.), Cultivating Change: 50+ Stories from the Digital Frontlines at the University of Minnesota in 2012 (pp. 231–233).

Open Source Software

Jim Hall (October 24, 2018). Why it matters that Microsoft released old versions of MS-DOS as open source. OpenSource.com.

Jim Hall (2018). Using FreeDOS. Shari Mann (Ed.).

Jim Hall (2018). The origin and evolution of FreeDOS. How to run DOS programs in Linux. In Rikki Endsley, et al (Eds.), 2017 Open Source Yearbook (pp. 86–88, 89–92).

Jim Hall, & Ciarrai Cunneen (September 20, 2017). Usability testing for early-stage software prototypes. OpenSource.com.

Jim Hall, et al (2017). 23 Years of FreeDOS. Jim Hall, Lauren Holly, Ben Norrman, and Shane Rose (Eds.).

Jim Hall (July 14, 2017). Linux to the rescue: How I introduced my organization to Linux. OpenSource.com.

Jim Hall, & Renata Gegaj (November, 2016; Issue 32). GNOME Usability Testing. Linux Voice Magazine (pp. 32–37).

Jim Hall, & Gina Dobrescu (March 23, 2016). A Usability Study of GNOME. FOSS Force Magazine.

Jim Hall (December, 2014; Issue 248). The Usability of GNOME. Linux Journal (pp. 92–99).

Jim Hall (December, 2013; Issue 236). It’s about the user: Usability in open source software. Linux Journal (pp. 84–96).

Selected Presentations

IT Leadership

Jim Hall. “Plan for the Worst: Disaster Recovery and Business Continuity.” West Central Technology Conference. Alexandria, Minnesota. July 31, 2019.

Jim Hall. “IT and County Business Units: Disaster Recovery and Business Continuity.” Minnesota Counties Computer Cooperative Annual Meeting. Alexandria, Minnesota. June 5, 2019.

Jim Hall. “Experiences in Disasters: Disaster Recovery Planning and Implementation.” New York State Local Government Information Technology Directors Association Spring Meeting. New York, New York. May 8, 2019.

Jim Hall. “Leadership Lessons from Unusual Places.” Government IT Symposium. Saint Paul, Minnesota. December 5, 2018.

Melissa Reeder (CIO, League of Minnesota Citites), Sue Wallace (Creating IT Futures), Jim Hall (CIO, Ramsey County). “Recruiting and Hiring Talented Staff” [workshop]. Government IT Symposium. Saint Paul, Minnesota. December 4, 2018.

Cindi Carter (Deputy CISO, BCBS of Kansas City), Robert Gaskill-Clemons (CTO, City of St. Louis), Jim Hall (CIO, Ramsey County), Richard Kick (CIO, Rotary International), Kelly Trilk (CIO, IMEG Corp), Tellis Williams (CISO, AXA). “Building an Effective CIO-CISO Relationship” [panel]. SINC Midwest IT Forum. Chicago, Illinois. September 17, 2018.

Jim Hall. “Leadership Lessons from Unusual Places.” Government IT Symposium. Saint Paul, Minnesota. December 6, 2017.

Jim Hall (CIO, Ramsey County), Lisa Meredith (MCCC), and Anna Gruber (MJPA). “What to look for in 2018” [panel]. Government IT Symposium. Saint Paul, Minnesota. December 6, 2017.

Jim Hall. “Open Data Tech Jam Debrief.” Government IT Symposium. Saint Paul, Minnesota. December 6, 2017.

Jim Hall (CIO, Ramsey County), Andrew Rose (Hennepin County). “Open Data Tech Jam” [workshop]. Government IT Symposium. Saint Paul, Minnesota. December 5, 2017.

Jim Hall. “Integrating the Business Analyst into the Business.” International Institute of Business Analysis (IIBA). Minneapolis, Minnesota. October 12, 2017.

Jim Hall. “Leadership Lessons from Unusual Places.” Government IT Symposium. Saint Paul, Minnesota. December 7, 2016.

Jim Hall. “Business Continuity and Disaster Recovery Debrief.” Government IT Symposium. Saint Paul, Minnesota. December 7, 2016.

Jim Hall (CIO, Ramsey County), Kelly Clausen (Hennepin County). “Business Continuity and Disaster Recovery” [workshop]. Government IT Symposium. Saint Paul, Minnesota. December 6, 2016.

Jim Hall (Campus CIO, University of Minnesota Morris; moderator), Otto Doll (CIO, Minneapolis), Bill Kloster (CIO, SEH), Christopher Rence (CIRO, Digital River). “Disruptive Technologies: An Innovator’s Dilemma” [panel]. Premier CIO Forum. Edina, Minnesota. December 5, 2016.

MaryElizabeth Bezanson (PhD, University of Minnesota Morris), Jim Hall (Campus CIO, University of Minnesota Morris). “Speeches That Changed the World: Using Software to Help Students Analyze Rhetorical Patterns” [poster]. Minnesota e-Learning Summit. Minneapolis Community and Technical College. July 30–31, 2015. (poster)

Jim Hall, Rex Wheeler. “Leadership Lessons from Unusual Places.” CIC CIO TechForum. Ohio State University. October 8–9, 2013.

Jim Hall. “The UMM (University of Minnesota, Morris) Mobile App Innovation.” UBTech 2014. Orlando, Florida. June 10–12, 2013.

Open Source Software

Jim Hall, Kari Gordon. “Usability testing in open source software.”. Technical Communication Webinar Series: Usability Testing. University of Minnesota. Minneapolis, Minnesota. March 14, 2019.

Jim Hall. “Usability testing in open source software.” SeaGL. Seattle, Washington. November 10, 2018.

Jim Hall. “Usability testing in open source software.” Kieler Open Source and LinuxTage 2017. Kiel, Germany. September 15, 2017.

Jim Hall. “The FreeDOS Project: Then and Now” [plenary keynote]. Kieler Open Source and LinuxTage 2017. Kiel, Germany. September 15, 2017.

Bryan Lunduke (host). “FreeDOS with Jim Hall” [interview]. The Lunduke Hour. January 19, 2017.

Randal Schwartz, Simon Phipps (hosts). “FreeDOS founder Jim Hall” [interview]. FLOSS Weekly Podcast. January 3, 2017.

Jim Hall. “Usability Testing in Open Source Software.” Government IT Symposium. Saint Paul, Minnesota. December 8, 2016.

Jim Hall. “Usability Testing in Open Source Software.” 2016 Great Plains Alliance for Computers and Writing Conference. Menomonie, Wisconsin. November 12, 2016.

Bryan Lunduke, Matt Hartley (hosts). “FreeDOS Founder Jim Hall” [interview]. Linux and Whatnot Show. October 3, 2016.

Jim Hall. “GNOME Usability Testing.” LAS GNOME: Libre Application Summit, hosted by GNOME. Portland, Oregon. September 21, 2016.

Jim Hall. “Open Source Usability Testing” [unconference presentation]. LAS GNOME: Libre Application Summit, hosted by GNOME. Portland, Oregon. September 20, 2016.

Jim Hall. “FreeDOS: What’s next.” DEFCON 612. Minneapolis, Minnesota. September 7, 2016.

Brad Linder (host). “FreeDOS Keeps Classic Computing Alive, Decades After MS-DOS is Retired” [interview]. LPX Podcast, by Liliputing. August 10, 2016.

Jim Hall. “The Usability of GNOME.” GUADEC: GNOME Users And Developers European Conference. Strasbourg, France. July 26–August 1, 2014.