Enterprise IT Decision Making - PowerPoint Presentation

1. Enterprise IT Decision MakingImplementation In ActionAmy Gee, Portfolio Manager, EITDMOffice of the CIOApril 2015

2. Enterprise Information Technology Decision Making* is an operational structure and process to smartly decision strategic IT investments in support of UW-Madison’s Strategic Goals.2UW-Madison 2015-2019 Strategic Framework* Acronym = EITDM

3. Over a two-year analysis period, Campus concluded the need for an Enterprise IT Decision Making Process and Governance to guide strategic IT investments for UW-Madison.August 2012February 2012February 2013January 2014Start - Enterprise IT Decision Making Analysis and Proposal Process Kick-Off Complete Phase I – Current State AssessmentWhat do we have now andwhat do we need?Complete Phase II – Future State ProposalWhat should it look like?Complete Phase III – Implementation PlanningHow can we do this?February 2015New Hire in Role – Initiate ImplementationLet’s begin!StartCurrent3Several Higher Education Institutions have implemented a process to smartly decision IT projects and track their success when implemented.

4. EITDM Future State outlined 9 desired characteristics to ensure an infrastructure that will continue to facilitate innovation while simultaneously work to foster trust in the decision makers.Representative Provide for appropriate representation of various constituencies across campus Collaborative Enable “cross-talk” across and within areas and stakeholders Clear Establish clear process and entry points into the model Transparent Document and communicate decision and rationale Consistent Principles, policies and procedures are consistently applied Accountable Focus on results Agile Provide flexibility for quick response Adaptable Allow change based on evolving needs of information and information technologies Innovative Stimulate innovation as a common goal 4

5. The Governance Model comprises representational participation from across campus with appropriate levels for input, review and decision making.Executive BoardExecutive Oversight & Strategic DirectionPlanning BoardReview & Approval CommitteeService Management Advisory GroupTechnical Assessment and RecommendationResearchInstructionalAdministrativeResearchInstructionalAdministrativeMembersSelect Deans &Associate DeansDepartment ChairsV.P. Information TechnologyV.C. AdministrationEITDM OfficeInformation Technology Committee (ITC)CIODivision of Information Technology (DoIT)AdvisoryDecision RightsLEGEND5ProvostV.P. Information TechnologyChair of the ITCDean of L&SDean of EngineeringChancellorV.C. for AdministrationV.C. for ResearchIT Communities of Practice / MTAG

6. 62 – Meeting Chair and Co-Chair1 – Managing Sponsor2 – College IT Representative2 – School IT Representative2 – Domain Specialist1 – HR & SIS Enterprise Operations Specialist1 – IT Chief Operating Officer1 – Enterprise Architect1 – Financial Expert1 – Administrative SpecialistIdeally, Service Management Advisory Group members are identified early to utilize the summer for Charter ratification and mapping the detailed project analysis process flow. Mix of IT and representative financial experts.Selection based on functional & technical expertise and representative demographic.Staggered rotations of 1, 2 and 3-year terms.MembershipMembers have an institutional perspective and demonstrated interest in the user of technology to support UW-Madison’s mission.

7. Project ExecutionImplementation RoadmapPlanning / Executive Committee ReviewAssessment & OptionsIdeation & SubmissionBy using the Enterprise IT Decision Making process, we as a campus work together to improve value through better project selections and more efficient use of technology.DevelopPlan

8. In order to make the right decisions, it is important to understand the current list of projects and the existing IT landscape.The implementation of Enterprise IT Decision Making analyzes project proposals to determine: Fit with the active and upcoming projects (Change the Business) Opportunities and needs compared to the existing IT landscape (Run the Business)Change the BusinessEITDM Portfolio ManagementRun the BusinessBusiness as UsualStrategic ObjectivesService SupportNew IdeasWhat are the active and upcoming projects supported by IT across campus? What is the existing technology landscape across Campus to include Schools, Colleges, Divisions and DoIT?8

9. Several campus areas are participating to develop a comprehensive view of active projects, which is known as the Campus IT Portfolio.9

10. Importance of IT Portfolio ManagementShared Accountability: Enhance transparency, accountability through joint Campus governanceAgreed Prioritization: Ratify prioritization of project proposals prior to assignmentConfirmed Alignment: Ensure initiatives provide the greatest benefits and contribution to strategic frameworkIdentified Benefits: Achieve the best return from total investment Streamlined Activities: Identify and remove redundant or duplicate projectsScheduled Resources: Maximize assignment of resource: ‘right people, on the right projects at the right time’10

11. Enterprise IT Decision Making and Portfolio Management Implementation PlanFinalize EITDM ProposalSocialize EITDM ApproachDevelop Campus IT Portfolio and GovernanceImplement Decision Making and Portfolio ReportingDetermine Campus need for EITDMExplore options for ApproachFinalize ProposalPost and Hire Portfolio Manager positionMeet with EITDM Proposal CommitteeIdentify needs required to launch EITDMShare and solicit feedback on approach:Campus LeadershipShared Governance GroupsSchools and CollegesDoIT Management TeamDevelop categorization and tooling methodologyIdentify user friendly groups and socialize approach to capture project detailsCompile initial view of IT PortfolioDevelop Governance Structure: draft charters and petition assignmentsDevelop process for project managers to submit updates on active projects Implement Governance Structure: approve charter, roll-out decisioning and reporting processImplement process to receive, analyze and decision new ideas.Expand governance reporting to include portfolio deliveryImplement process to receive, analyze and decision new ideasContinually mature process and add/expand participantsJan 2014 CompleteFeb – June 2015In processJune 2015 - OngoingIn plan11

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