cio corner it governance checo presentation september 23, 2008 pat burns, csu jeanette van galder,...

CIO CornerIT GovernanceCHECO PresentationSeptember 23, 2008

Pat Burns, CSUJeanette Van Galder, UNCDerek Wilson, CSM

Summary of ECAR Document

•In this section I, almost all of the material has been abstracted from the ECAR report, “Process and Politics: IT Governance in Higher Education,” Ron Yanosky with Jack McCredie, Volume 5, 2008, EDUCAUSE.▫Lots of other contributors

•If you are not an EACR member, we highly recommend it

9/23/2008CIO Corner: IT Governance

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Why IT Governance (ITG)

•ITG is▫“Engaging and aligning the ideas and

efforts of a diverse community of interested and intelligent skeptics.”

▫I.e. ITG addresses the 1st of Peter Drucker’s questions, “Are we doing the right things?”

•Among the top ten issues for CIOs for 5 years

•In 2008, 2nd only to funding in amount of time spent by CIO on thematic areas


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A Transition in IT Governance (ITG)• In the old days, of mainframes, experts, and

terminals▫Accidental governance

• Instead, today, with virtualization, novices, a distributed environment and customer expectations▫IT permeates the institution and is highly

‘visible’▫It profoundly affects efficiency and effectiveness

Innovative IT cited by Ben Bernanke as one of the only ways the US can continue to remain competitive globally


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Why is ITG so Important Now?• Eroding funding landscape

▫More and more, with less and less, for years and years

▫Declining demographics nationally after next year• Evolving research landscape

▫ Institutional HPC▫Massive data sets, increasing demand for research

databases▫Data fusion and data mining

• Teaching becomes part of the enterprise landscape▫LMSs are ‘big beasts’ that ‘eat’


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Why is ITG so Important Now (cont’d)?• Evolving external and regulatory landscape

▫More and more formal reporting of data▫Transparency – CORA

• Changing IT landscape▫Administrative systems more complex and

cumbersome than ever before▫Middleware▫IT security (makes operations harder)▫Anytime, anywhere – ‘presence’▫E-Collaboration▫Demand for 24x7 and five 9’s (99.999%

availability)


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The Real Issue

•Is service.

•We ponder too much about▫Leveraging resources, mitigating risk, and

saving money•And too little

▫About improving learning and facilitating research


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Defining ITG•A process that

▫Sets top-level goals▫Assigns responsibility for meeting them, and▫Assess the results

•Or,▫Identifies who makes which decisions▫Who provides input▫Who analyzes the issues▫Who sets priorities, and▫Who settles disputes when consensus is

lacking


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IT Management, On the Other Hand•Who executes the strategic vision of ITG•Responsible for

▫Operations▫Budgeting▫Managing staff and resources▫Creating and managing policies▫Communication about IT

•This addresses Peter Drucker’s 2nd question, “Are we doing things right?”


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From the ECAR Study


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IT Governance Maturity

•2% - Nonexistent•29% - Initial•30% - Repeatable•24% - Defined•10% - Managed•6% - Optimized

•Some institutions may have chosen not to pursue a higher level of ITG


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Institutional Context for ITG• CIO is responsible for ITG in 8 of 10 institutions

▫Those at ‘lower’ levels reported that ITG could not be accurately described by all or most relevant executives, deans and department heads

• Nevertheless, 7 of 10 reported that IT is Aligned with the institution’s strategic priorities

• Top 3 drivers▫Aligning IT with institutional goals▫Promoting an institution-wide view of IT▫Encouraging and collecting community input, and

demonstrating transparency in decision making


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Participation

•From most active to least active▫Senior IT leaders and managers in all

aspects▫2nd tier

Cabinet-level executives: for fundamental IT principles and IT investments

Local IT managers: for IT architecture and IT infrastructure

▫Diverse other groups


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ITG Committees•Abundantly present• IT Steering Committee responsible for

oversight of major IT policies and initiatives (priorities)▫Only 1 in 4 where the ITSC authorized funding

•Also the following committees▫Administrative▫Teaching/learning and▫Initiative-specific

•Only 1 in 5 had a Board technology committee


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Project Review & Institutional Budgeting

• Only 1 in 4 reported a process for formal review and approval of IT projects

• Where this did exist▫Projects evaluated for Alignment with

institutional IT goals▫8 of 10 assessed compliance with IT

architectural standards▫Most required a post-project analysis also

• 6 in 10 reported IT involvement in the institutional budget process▫Correlated well with overall ITG efffectiveness


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Measurement and Review

•Strong association between the use of measurement and ITG-related outcomes

•But, respondents recognized much room for improvement

•Only 40% indicated their institution agreed on measureable goals for IT

•Only 28% regularly reviewed ITG effectiveness

•Conclusion – this is a fertile area for additional progress


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ITG Performance and Effectiveness•Respondents generally optimistic of how well

ITG is working• Items associated with higher performance

and effectiveness▫Greater ITG maturity▫Active design of ITG▫Greater overall frequency of ITG▫Incorporation of measurement and reporting▫Ability of ITG to describe ITG accurately, and▫Participation of ITG in the budgeting process


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CIOs and Other ITG Participants•CIOs generally aligned with other

executives•Executives rated incorporation of

measurement slightly higher than did CIOs, but other ratings close


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The Future of ITG• ITG will have to serve the needs of a growing and increasingly

diverse body of constituents who will demand more sophisticated services & more options in how they obtain & use them.

• Common themes by CIO’s▫ Democratization due to the new generation of commoditized

services (users can find their own solutions sometimes free of charge)

▫ Research Cyber infrastructure –formal & informal mechanisms

▫ Data Management-organizing, connecting and delivering huge quantities of data (repositories, data warehouses, etc.)

▫ Innovation Challenge -funding both the essential and the strategic


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Next Gen Characteristics- ITG• Robust Processes & Relationships by paying

attention to:▫Documentation▫Communication▫Monitoring ▫Measurement

• Inclusivity & Participation (ITG have opportunity to direct the course of action)

• Communicating Governance (discussing improvements related to academic and/or business goals)


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Conclusions• Study did not reveal any ‘burning issues’• Majority indicated that ITG resulted in timely

and appropriate decisions▫Fortify ITG by pursuing higher maturity and

better performance• Areas for performance improvement

▫Incorporation of performance measurement and review

▫Ability of relevant participants to describe ITG accurately

▫Actively designed (and tuned) ITG processes▫ITG integration into the budget process▫Strive for more inclusive participation


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cio corner it governance checo presentation september 23, 2008 pat burns, csu jeanette van galder,...

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