fashion institute of technology information …1.3 define vision and update it strategic plan – to...

Fashion Institute of TechnologyInformation Technology AssessmentRecommendations and Roadmap

Final ReportApril 2016

2 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap

Table of Contents

Future State Recommendations and Roadmap 3

• IT Leadership and Governance 8

• IT Finance 26

• IT Talent 34

• IT Services and Enabling Capabilities 51

Managing Change For a Successful IT Transformation 67

• IT Transformation Program Management 68

• Change Management and Communication Strategies 71

Future State Recommendations


Deloitte’s recommendations address the 6 areas requested for evaluation in the RFP within the 5 layers of our IT Operating Model and Transformation Framework.

FIT Future State IT Operating Model

• IT Leadership and Governance: A structure that supports effective oversight and strategic direction across the entire College

• IT Finance: A funding model that increases oversight of IT spend across the College with clear business case development for IT investments

• IT Talent: An organizational model that provides adequate management structures and talent management strategies for growth, excellence, and planning

• IT Services: Defined services, processes, and coordination to relieve the sense of constant firefighting and provide for the right services to meet customer needs

• IT Enabling Capabilities: Life cycle approach to system development and planning and a customer engagement strategy to optimize performance and planning


Initial PrioritiesTo have the greatest impact on IT service delivery College-wide, FIT should focus first on building the necessary governance structures and strategy before optimizing service delivery.

What can be done right now?6 priorities for FIT to

starting implementing in the first month

The roadmap identifies 19 initiatives ranging from stabilization to innovation

What does FIT need to meet future IT end user needs?

8 recommendations to support IT decision making that link strategy and budget to IT investments College-wide

How can FIT transform its IT operating model?


How to Read Recommendation Summary SlidesKey elements for each recommendation are provided on a summary slide to assist FIT in understanding and comparing the anticipated benefits, risks, assumptions, level of effort, and prioritization of each recommendation.

• Problem statement/current state observation to be addressed

• Summary description of recommended activities

• Anticipated benefits of implementing the recommendation

• Directional estimate of cost to implement based on current state understanding and similar projects implemented at other institutions

• Estimated duration to implementation

• Level of effort to implement recommendation assuming dedicated resource(s)

1

4

5

3

2

• Risks and dependencies associated with a successful implementation

• Underlying assumptions of the recommendation

• Visual model or elements of the recommendation

• Metrics that FIT can use to measure the success of implementation and benefits associated with the recommendation

• Prioritization score of the recommendation based upon Anticipated Value and Implementation Complexity

Recommendation Summary Slide

6

7

9

8

10

11

Recommendation Summary Key

1 2 3

4 56 7 8

9 10

11


Each recommendation was assigned a Prioritization Score and plotted on a chart based upon its potential value on operations (vertical) and implementation difficulty (horizontal).

Recommendation Prioritization Matrix

Items in Quadrant 1 rank higher in operational value and lower in implementation difficulty.

Items in Quadrant 4 rank lower in operational value and higher in implementation difficulty.

IT Leadership and Governance Recommendations


1.0 IT Leadership and Governance RecommendationsA defined IT governance structure will support effective decision making and alignment of IT initiatives and budget allocation with institutional priorities.

1.1 Create an IT Governance Structure – To increase the effectiveness and transparency of

IT decisions and priorities across the College –

1.2 Implement Structures, Processes and Tools– To support governance structure and translate

decisions into outcomes

1.3 Define Vision and Update IT Strategic Plan– To drive IT investments and priorities in

alignment with institutional strategy

1.4 Enhance IT Project and Portfolio Mgmt– To develop a standard approach and cadence for

project requests, evaluation, and review

1.5 Strengthen IT Security and Risk Mgmt– To develop a comprehensive risk management

approach across IT


The purpose of IT governance is to make decisions with sponsorship across diverse constituencies and verify that decisions are strategically aligned. Institutions typically opt for a blended approach across four different orientations.

1.1 Orientation for Governance Structures

Mission Based• Governance is established around areas of the

organization’s mission. This provides a high level of attention to guiding IT’s support to specific mission areas. This is typical of more decentralized models.‒ Teaching‒ Research‒ Administration

Customer Based• Governance is established around specific

constituencies. This provides a high-touch response that meets the needs of different IT users and providers. This is typical of organizations whose constutuencies are very different and often used in higher education.‒ Faculty‒ Administrators‒ Students ‒ Research

Service Based• Governance is established around specific services.

This provides emphasis on service management and quality. This is especially useful for less mature service organizations or outsourced service organizations. ‒ Network‒ Applications‒ Infrastructure‒ Web

Domain Based• Governance is established around specific domains.

This provides emphasis on integration, coordination and standards. This is especially useful for organizations with new to governance.‒ Data‒ Technology‒ Security‒ Services


The proposed IT Governance model for FIT is based on effective practices within higher education while building upon existing structures already in place at FIT.

1.1 Proposed Governance Structure

IT Executive Committee oversees FIT-wide IT strategy. Provides executive level sponsorship and consensus of IT investment priorities and their impacts. Aligns IT strategy with spend.

Sub-Committees focus on identifying end user needs and resolving core technology challenges. Allow for broad stakeholder involvement. Provide mechanisms to vet new projects ideas and enhance cross-departmental collaboration.

Supporting Functions within IT provide the connection between decisions and delivery. Support effective decision making and strategic planning and operationalize governance decisions.

IT Executive Committee

Architecture & Standards

ProjectManagement

Admin Technologies

Academic Technologies

Faculty Senate IT

Committee

Strategic Direction

Integrated Collaboration

Operational Support

Ad hoc working groups

Data Governance

IT Project Management supports governance from an operational perspective and facilitates coordination across groups.

Portfolio Management

* Committees in light gray exist today and their relationship with the newly formed IT Executive Committee will need to be defined.


A key element of the proposed governance is that committees have both IT and non-IT members to drive mutually beneficial strategies, standards, and solutions.

1.1 IT Governance Committee Details

Proposed Responsibilities Proposed Membership/Cadence

Exec

utiv

e C

omm

ittee • Ensure alignment of IT Strategy with College priorities

• Maximize the College’s IT investments with resource allocation• Improve transparency of IT decision-making• Approve IT Strategic Plan• Encourage knowledge and information sharing across the College

• VP for Technology & CIO (chair)• 2-3 VPs appointed by the President• IT PMO for planning and coordinationTotal: 4-6Meeting Cadence: Quarterly

Dat

a G

over

nanc

e

• Advocate for stakeholder data needs and concerns • Create agreed upon and common data definitions across the college • Review and approve data management strategies, standards, and

policies• Promote/ facilitate intra and inter-department data sharing

• Representative from Finance• Representative from HR • Representative EMSS • Representative IR• Representative IA• Representative from AA• Record Retention and Compliance

Officer • Representative(s) from ITTotal: 7-11 (rotating chair)Meeting Cadence:: Bi-Monthly

Adm

inis

trat

ive

Tech

nolo

gies

• Focus on technology to support administrative functions• Provide primary oversight of technology services across recruitment

and admissions, student information, alumni, HR, finance, document imaging and management, and data warehousing/reporting systems.

• Facilitates the prioritization of administrative technology projects

• Representative from Finance• Representative from HR • Representative EMSS • Representative from CER• Representative from Development• Representative from the Library• Representative from the Museum• Representative(s) from IT Total: 9-15 (rotating chair)Meeting Cadence: Monthly


The new governance structure encompasses committees in existence today and provides for ad hoc working groups to form around specific initiatives.

1.1 IT Governance Committee Details Continued

Proposed Responsibilities Proposed Membership

Acad

emic

Tech

nolo

gies

• Builds upon the current duties and responsibilities of the Working Group on Academic Technologies including the creation and implementation of an Academic Technologies Strategic Plan

• Facilitates the prioritization new academic technology projects

Total: Determined by current structure Meeting Cadence: Determined by current processes as needed

Facu

lty S

enat

e IT

C

omm

ittee

• Maintains current duties, responsibilities, and governance structure Total: Determined by bylaws and ex-officio representative(s) from ITMeeting Cadence: Defined by bylaws

AdH

oc W

ork

Gro

ups

• Groups are formed around shared priorities, missions, or initiatives• The purpose, meeting frequency, and timelines for

recommendations / findings must be established during formation • Suggestion include:

• Creation of IT Policies• Shadow System Consolidation• ERP Approach

• At least 1 department sponsor• At least 1 IT sponsor Total: Determined by needMeeting Cadence: Defined at initiation


Recommendation Summary

1.1 Create an IT Governance Structure

Problem Statement / Current State• FIT does not currently have a defined IT governance

structure to support IT decisions and recommendations across the College

• There is widespread support among both IT staff and stakeholders for more defined structures and processes

Summary Description• Establish a governance model that provides for clear

leadership, decision making, resource sharing and the distinct needs of College stakeholders

• Define IT governing structures including: committees, purpose, membership, and meeting frequency

• Designate IT PMO to support governance operations and facilitate coordination on an on-going bases

Expected Benefits• Ability to set a clear and effective FIT-wide IT strategy• Enhanced coordination, resource sharing, and

consistency• Clear decision rights and processes for IT decision

making

• Governance Design & Establishment: 1 FTE for 3 months to design structures, roles and responsibilities, decision frameworks and interaction model

Level of Effort Low Medium High

Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo

• Governance establishment is often an iterative process that matures over time. This requires stakeholder expectation management and communication

• Selection of members can be political. Establishing a transparent selection process can improve buy-in

• Poorly designed governance structures can alienate stakeholders and lead to greater inefficiencies

Risks/Dependencies Assumptions• Governance committees will be chartered to be decision

making versus advisory groups and will be endowed with the appropriate authority to make decisions

• The Faculty Senate IT Committee and Working Group on Academic Technologies may play an increased role in shaping the academic investments of IT across the College

Prioritization Matrix

Conceptual Model

$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo

Success Metrics • # of committees effectively launched and running by target date• % of campus constituencies represented on governance committees• Stakeholder survey results regarding improved effectiveness of IT

governance


Effective IT governance is supported by tools, processes, templates, decision rights, appropriate committee membership, and training.

1.2 Governance Processes and Tools

Defined Interaction ModelAs part of the governance design, FIT needs a model for governance interactions, how the individual committees interact with the organizations represented, how committees interact with one another, how and to whom decisions are escalated to.

TemplatesA set of templates should support all activities. Templates include: a project request form, a business case template including lifecycle costs of investment, technical standard template, and a lessons learned template.

Process OwnershipTo be effective, committees need a person or group of people to support the actual operations. This includes activities such as developing materials for meetings, taking meeting minutes, tracking actions, and documenting decisions.

ThresholdsTo help bring the right decisions to the right group/level, a set of thresholds should be defined to differentiate between project types. Thresholds can be based on estimated hours to complete, estimated cost, strategic impacts etc. Once defined, the interaction model can use this information to determine who should have visibility into which types of requests.

Committee OnboardingAs part of the initial launch of each committee, and as membership changes, members need to be trained on charter elements, supporting processes and the overall governance model. This helps members understand committee operations within their specific committee and how they fit into the overall structure at FIT.

ChartersA charter template defines the key elements of each committee including: responsibilities, membership, decision rights, inputs and outputs, and reporting requirements. This helps clarify each group’s purpose.



1.2 Implement Structures, Processes, and Tools

Problem Statement / Current State• There isn’t a clear path for how recommendations from

a committee or task force become projects• IT does not currently have a unified intake process with

which to receive, evaluate, prioritize and resources needs for IT project requests

• IT lacks a set of thresholds that determines the levels at which decisions should be made

Summary Description• Create governance charters, thresholds, and templates• Create committee onboarding materials and conduct

trainings• Launch committees

Expected Benefits• Engaged and accountable stakeholders • Consistency across project requests and governance

groups• Effective governance structures with the right tools and

information to make decisions• Clear channels for translating ideas into approved

decisions and action

• Create Tool and Templates: 1 FTE for 2 months with input from stakeholders

• Develop Committee Training materials: 1 FTE for 1 month to develop and another month to conduct trainings

• Socialize and Launch Committees: 1 FTE for 1 month


• Materials must provide the right level of detail to be effective tools for governance and identify accountability without being overly prescriptive and inhibit decision making and action

• An owner needs to be designated to maintain the master copies of materials

Risks/Dependencies Assumptions• Governance processes and tools should be developed

in parallel with the formation of governance structures and approved by IT committees

• Committees will adhere and enforce standard use of tools once established


Conceptual Model Success Metrics • % of governance processes designed by target date• # of trainings conduced for committee members• Designated owner for maintaining and updating materials

Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo


IT should establish an IT Vision in alignment with FIT’s Strategic Plan, develop a 2-year IT Strategic Plan to drive project prioritization in alignment with the budget process, and enhance communications with College stakeholders.

1.3 Define Vision and Update IT Strategic Plan

1. Set IT Vision 2. Draft Plan 3. Confirm within IT

4. Review and Approve

5. Socialize Plan

• Establish the vision for IT in alignment with the FIT Strategic Plan

• Draft 2-year IT plan and define IT goals based upon initiatives and institutional plans

• Discuss and confirm draft plan within the IT Division

• Socialize new IT Strategic Plan with leadership and the FIT community

• Review and approve plan with the IT Executive Committee

The trend in higher education is towards a 2-year IT strategic planning cycle in order to provide communication and direction to stakeholders while also affording IT organizations the ability to

adapt to rapid changes and trends in technology.



1.3 Define Vision and Update IT Strategic Plan

Problem Statement / Current State• FIT does not have a planning approach that aligns IT to

College strategy• The previous IT Strategic Plan expired in 2014 and has

not been updated to reflect the new institutional plan. While many of the objectives in the old IT strategic plan were completed, others were not

• FIT does not have a tool or method to communicate results to the community

Summary Description• Define an IT strategic planning process in alignment

with the budget processes that links investments to priorities

• Create 2020 IT Vision in alignment with FIT’s Strategic Plan and develop a 2-year IT Strategic Plan

• Review IT Strategic Plan with the IT Steering Committee and socialize with stakeholders

Expected Benefits• Streamlined IT investment that better aligns with the

institutional mission and advances FIT’s strategic goals • Decision making that links to financial accountability• Collaboration and participation of the campus

community beyond the governance committees• College and stakeholder-wide understanding of the

priorities of IT over the next two years

• Development: 0.5 FTE for 2 months to draft• Governance Approval: 0.25 FTE for 3 months to edit

and socialize • Ongoing: The IT Vision and 2-year Strategic Plan will be

utilized by governance committees to prioritize projects. The Strategic Plan will need to be submitted with the IT budget request and updated on an ongoing basis


• Creation of the plan needs to be given high priority and short deadlines in order to prevent the demands of daily operations from extending deadlines

• The plan needs be a living document that is updated and communicated in on an on-going basis in order to effectively guide decision making

Risks/Dependencies Assumptions• The IT Strategic Plan will serve as the foundation for

determining priority of project requests• The IT Strategic Plan needs to outline major internal

initiatives which IT plans to invest in over the next few year, maintenance activities, as well as end user projects


Conceptual Model Success Metrics • % of future potential projects which align to the IT Strategic plan• % of strategic initiatives completed each year • Dollar value of resource sharing opportunities identified through

enhanced alignment



An effective portfolio management process is a cycle with annual and on-going activities

1.4 Standard IT Portfolio Management Activities

Annual Activities On-going Activities

Step 2:Develop Prioritization Model

Step 1: Set IT Strategy

Validate the IT strategy for the College.

Step 4:Collect Project Information

Gather project data using a standard project template to identify, categorize, and consolidate portfolio components

Evaluate the contents of the existing portfolio and select components to be prioritized

Step 6:Prioritize Projects & Programs

Create a prioritized list of components in compliance with the objectives, constraints, and thresholds

Step 7: Optimize Portfolio & Report Review portfolio level reports to

determine whether changes need to be made, with the objective being to optimize the portfolio to maximize the achievement of strategic objectives based on the desired risk profile

Step 5:Analyze Portfolio

Step 10: Monitor Programs & Projects

Programs selected for inclusion in the portfolio are funded

Execute the portfolio based on the prioritized plan

Step 9: Deploy & Execute Portfolio

Projects and programs are monitored against their intended objectives. Performance information is then used for the review and prioritization cycle to ensure that the portfolio is balanced on a regular basis

Step 8:Authorize & Allocate Budget

Step 11: Update Portfolio

As projects are complete, portfolio is updated

Legend

Driven by IT Portfolio and Project Management Groups

Driven by IT Governance Committees

Step 3:Receive New Project Requests

Define objectives, constraints, and thresholds for investments each year

.

Develop and weight cost, value, and risk criteria for use in the prioritization process


A key challenge of the existing IT project submission process is that there are many voices and channels throughout the year which limits IT’s ability to identify and rank competing priorities with stakeholder support. The two options below provide mechanisms so a broad set of voices and ideas can be heard in a structured manner.

1.4 Proposed IT Project Submission Process

Transparency and Communication

01Option1

IT SummitAll administrative and academic units discuss strategies, needs, and desires during a day long IT Summit. This provides an opportunity to find commonalities, share resources or define gaps in IT strategy

02Option

Call for IdeasAnyone on campus can submit an idea for a desired project through the IT portal. Like projects are grouped, and demand is evaluated based on scale of requests and alignment with strategy

Call for IdeasA community-based approach

For either option, outcomes should be communicated and transparent for annual and ongoing IT governance activities.

• IT governance has an opportunity to both reach out to the community and report back on activities and decisions that can build excitement and connection to the process in alignment with the annual cycle of activities

• With a more process-oriented, on-going approach, communications about outcomes can be more schedule driven and predictable

• Appropriate processes and thresholds for projects requests outside the annual process also need to be clearly defined and communicated


Prioritizing the demands of incoming project requests across the College will require thoughtful IT portfolio management and communication. Portfolio management is about “doing the right things” and “doing things in the right way.” Effective control requires a rigorous, published enterprise-wide prioritization process and criteria.

1.4 Prioritizing Demand

Doing things in the right way

Doing the right things

Gaining visibility of the full investment portfolio1

Effectively aligning investments with business objectives2

Making the right choices when prioritizing investments 3

Executing delivery consistency and effectively4

Driving value realization from investments5

Best Practices in Demand Prioritization• Rigorous, published portfolio prioritization

process and criteria• Institutional-level demand prioritization runs

collaboratively with the business departments on a risk and value basis

• Risk and value assessments drive tradeoffs and on-going re-prioritization of the portfolio in-year

• Regular review processes validate prioritization criteria and updates as required

• Central portfolio management and governance capabilities are empowered to arbitrate across business divisions

• A standardized investment framework and clearly articulated investment categories facilitate funding/resource allocation decisions

• Target % spend across categories (e.g. innovation vs. growth vs. productivity vs. maintenance) are defined, including target setting for future years


Effective governance is structured according to a planned annual cadence of activities that includes annual planning, budgeting, service management, regular IT governance committee meeting and ongoing operational activities

1.4 Proposed Governance and Project Cadence

Process July Aug Sept Oct Nov Dec Jan Feb Mar April May Jun

Fiscal Year Processes

IT Executive Strategy Planning

College-wide Project Request and Prioritization

Proposed Budget Alignment

Budget Revision and Approval

Update IT Strategic Plan & Services Catalog (future)

Meetings and Stakeholder Engagements

Strategic IT Executive Committee meetings

Subcommittee meetings

Ongoing Activities

Deliver Projects

Gather Stakeholder Requirements & Manage Relationships

Monitor Service Levels

= Key milestone

Repeating Annual Cycle

Confirm Alignment of Budget and Strategy

= Meeting

IT Summit/Call for Ideas

= Activities

Budget Submission

Budget Approval Notice

Update Service Catalog



1.4 Enhance IT Project and Portfolio Management

Problem Statement / Current State• FIT does not have a College-wide annual process to

identify IT needs and facilitate IT alignment with FITs strategy as a whole

• There is a lack of clarity on how requests become projects

• Project timelines and deadlines often shift with changing priorities

Summary Description• Define mechanisms such as a call for projects or an

annual IT Summit for College-wide engagement in the project planning process

• Support newly developed IT governance structures to link strategy and budget to IT investments and plans

• Standardize use of project planning and tools• Periodically review project portfolio

Expected Benefits• Collaboration and participation of the College

community beyond the governance boards• Greater transparency into priorities and needs across the

College • Ability for the CIO to drive priorities College-wide• Increased opportunities for project synergies and

alignment

• Initial Planning Summit/ Call for Idea: 1 FTE for 4 months to develop initial tools and templates, prioritize current projects and launch initial summit

• Annual Planning Summit/Call: 1 FTE for 1 month


• An annual mechanism to evaluate and prioritize projects is dependent upon the establishment of an effective IT governance model

• Standards, definitions, requirements, and templates for project requests and IT’s current plans must be well communicated to streamline prioritization efforts

Risks/Dependencies Assumptions• Assumes IT Steering Committee will work to establish

the overall IT direction to which IT priorities, portfolio, and investments are aligned

• Assumes that other governance committees are active in soliciting necessary projects and aligning synergies within their stakeholder groups


Conceptual Model Success Metrics • Roll out of enhanced IT project planning and prioritization processes• % of campus unit participation at annual planning summit



FIT needs to take a more robust approach to risk management as information security has become a growing concern for many institutions in the wake of high profile security incidents. In the 2016 annual survey by EDUCAUSE, information security was ranked as the top issue facing IT professionals in higher education today.

1.5 Information Security in Higher Education

• Priority is given to establishing a security and risk management program

• Risk management maturity is associated with stronger IT compliance and governance processes

• Security and risk management leads need to have a broad scope of authority

• IT risks are brought into strategic planning discussions

• IT risks are communicated to all relevant parties and stakeholders

• Periodically gauge the institution's awareness of information security and risks

• Institutions that invest in following formal frameworks (e.g., ITIL, NIST, ISO, COBIT, HEISC) show more progress in risk management efforts

1 From the 2014 EDUCAUSE Report “Getting Your Ducks in a Row: IT Governance, Risk, and Compliance Programs in Higher Education.”

Factors for a Successful Program1

Information Protection

Threat & Vulnerability Management

Identity & Access

ManagementApplication Protection

Information Security and Risk Mgmt

Infrastructure Protection

Information Security

Management



1.5 Strengthen IT Security and Risk Management

Problem Statement / Current State• IT does not have a designated security team or officer

for risk management, resulting in this function as an ancillary duty for other staff

• IT does not have a unified process of identifying, assessing or planning for risks

• The WPG audit indicates the enterprise has aging core infrastructure with vulnerabilities due to variations in software and hardware

Summary Description• Designate a security lead • Compile detailed inventory of all known risks, mitigation

strategies, and timelines for resolution• Establish and document risk management approach,

policies, and processes• Create security refresher training / communications for

IT staff and end users

Expected Benefits• Greater understanding of the breadth and depth of IT

risks today • A holistic and unified approach to risk management

within the IT Division• Greater transparency, knowledge sharing, and

communication of IT risks

• Identify Security Lead: 3 months• Ongoing Security & Risk Management: 1 FTE

• Compile Inventory of risks: 3 months• Build risk management approach: 2 months• Develop tools & templates: 2 months• Develop communications & trainings: 2 months


• IT risk management is often an iterative process that matures and advances over time.

Risks/Dependencies Assumptions• The IT Security Lead will be endowed with appropriate

authority and decision abilities to execute initiatives across IT departments and stakeholder groups as necessary

• FIT is willing to hire externally if there are no potential internal candidates with the necessary skills and knowledge


Conceptual Model Success Metrics • IT risk management lead identified within established timeframe• IT risk inventory completed• Risk management approach, tools, and templates defined• # of security and risk management communications and trainings

conducted internally with IT and externally with end users within 12 months


IT Finance Recommendations


2.0 IT Finance Enhancing the financial stewardship of IT investments across the College will enable FIT to capitalize on efficiencies gained through a centralized IT budgeting, procurement, and asset management process.

2.1 Implement Additional IT Spend Controls– To improve the financial stewardship of IT

spend across the College

2.2 Enhance IT Budget Submission Process– To clarify requests by providing business case

templates and narratives

2.3 Enhance IT Asset Management Practices– To reduce the need for manual tracking and

hand-offs for IT asset management


Clear expectations, appropriate financial controls, and ongoing monitoring are important components of an effective financial stewardship approach to better understand the true investment of IT resources across the College.

2.1 Financial Stewardship of IT Spend

• Alignment of IT spend with IT portfolio management and institutional strategy

• Improved long term planning for the lifecycle cost of IT investment

• Improved asset standardization and security compliance

• Improved asset management and tracking

• Reduction in duplicative applications• Enhanced economies of scale • Improved demand monitoring and

management

• Clear guidelines and principles for decentralized spend on IT (e.g., purchasing desktops, printers, cloud applications and services)

• Clear expectations on speed to delivery of IT purchasing needs/ provisioning

• Necessary mechanisms to restrict decentralized IT spend (e.g., budget line items, IT sign offs, or flagging in procurement system)

• Periodic reviews to evaluate spend outside of central IT

Guideline

Monitoring

Restrictions

BENEFITS OF CENTRALIZED IT SPEND MANAGEMENT



2.1 Implement IT Spend Controls

Problem Statement / Current State• Ambiguous guidelines and policies for funding

responsibilities means that FIT has a difficult time tracking the true IT costs year to year as expenses shift to department budgets with limited visibility

• Nearly a quarter of IT OTPS spend throughout the College is happening outside of central IT today

Summary Description• Establish guidelines for funding IT needs and timeline

for implementation• Communicate guidelines and when they will take affect• Implement necessary control mechanisms • Periodically review and evaluate spend outside of

central IT

Expected Benefits• Improved demand monitoring and management• Reduced spend on IT outside of central IT• Better budget planning for lifecycle costs • Improved asset standardization and security

compliance

• 1 FTE for 1 month to establish guidelines, control mechanisms and appropriate review cycles in coordination with the College Finance & Administration and approved through the IT Governance structure


• If spending controls are implemented but IT is unable to deliver services to meet departmental needs, users could become frustrated and/or continue to implement workarounds

Risks/Dependencies Assumptions• FIT cannot restrict miscellaneous spend on IT without

simultaneously providing clarity on IT service level expectations

• After initial establishment, IT funding guidelines will be approved, updated, and modified as necessary by the IT Steering Committee


Conceptual Model Success Metrics • Execution of periodic tracking of spend data for College departments• Decreased % of IT spend outside of central IT



An enhanced IT budgeting process requires a clearer link between costs, activities, and impact in order to balance demand and resources through strategic alignment.

2.2 Enhance IT Budget Submission Process

IT Investment Governance

Project Rationalization

Demand Management

Business Alignment

Budget SupportsBudgeting Key Questions

What drives the need for the activity/project?1

What product/service does it support?2

What drives the cost?3

IT Strategic Plan1

Business Case Templates and Lifecycle Costing2

Narratives aligned to FIT Strategic Plan3



2.2 Enhance IT Budget Submission Process

Problem Statement / Current State• IT budget submissions lack the business context

needed for non-IT staff to fully understand the initiative or the alignment to the FIT Strategic Plan

• There is a lack of transparency in regards to the agreements between IT and other departments

• There is limited direct interaction and coordination between the IT finance team and the finance team of other departments.

Summary Description• Establish and implement standard business case

templates that outline the lifecycle cost of new IT investment

• Determine best approach for providing standard narratives for how projects align to the FIT Strategic Plans

• Submit IT Strategic Plan with the budget request

Expected Benefits• Improved transparency of decisions and IT priorities• Improved clarity on the role of IT and how the budget

supports IT services throughout the College • Consistency in how funds are account for in budget line

items

• 1 FTE for 3 months to establish guidelines, templates, and narratives in coordination with the College Finance & Administration team


• Improving coordination and communication in the budget submission process is contingent upon shared agreement of priorities by the IT Executive Committee and a current IT Strategic Plan

• Budget and business case templates are developed as part of the governance processes and tools

Risks/Dependencies Assumptions• The FIT Finance department will enforce budget

submission guidelines and policies for requests which have IT components


Conceptual Model Success Metrics • % of budget requests submitted with IT Strategic Plan• % of projects requests submitted with a business case templates• % compliance across all divisions to budget submission guidelines for

new projects/purchases with an IT component



Physical asset management is only one component of an overall IT Asset Management Strategy. FIT should develop an IT Asset Management Strategy that aligns with a College-wide strategy and is supported by solutions to reduce manual processes.

2.3 Enhance IT Asset Management

• What infrastructure is connected to the network?

• What is an asset’s technical configuration?• How are hardware and software assets

physically/logically connected?• What applications are running on each

server/desktop asset?

• Where are assets physically located, what is their status (in storage, in use, in transit)?

• Has an asset been received/retired/ transferred?

• Are assets deployed in accordance with maintenance/licensing contracts?

• What are the financial impacts of disposing or transferring an asset?

• Has an employment event occurred to prompt asset reclamation?

• What assets are related to this service desk ticket?

Technical / Configuration Management

IT Asset Management

Business Application / Integration

Asset Management Solution / Database

Contract ManagementDatabase

Software LicenseManagement

Solution / Database

Hardware AutoDiscovery Tool

Software Auto Discovery Tool

Network Management / Topology Solution

Finance HR Service Desk

Key Questions

Key Questions

Key Questions

Configuration Management

Database Solution

SIS



2.3 Enhance IT Asset Management

Problem Statement / Current State• Processes between IT and the College Asset

Management teams for IT asset management are primarily manual with limited system integration

• IT departments maintain manual asset inventories for tracking of asset refreshes

• The IT Division lacks a comprehensive view of all its assets

Summary Description• Review and document current processes, hand-offs, and

systems• Develop an IT Asset Management Strategy in alignment

with a College strategy and determine desired processes and system capabilities

• Acquire necessary tools and transition to future state

Expected Benefits• Reduction in manual tracking and hand-offs for improved

efficiency and timeliness of IT Asset Management processes

• Ability to mine the master asset inventory for redundant technologies and plan for refresh cycles

• Greater clarity and transparency in refresh expectations for users through effective asset management

• 1 FTE for 3 months to document current state and determine future desired processes and capabilities in coordination with the College Procurement and Asset Management departments

• 0.5 FTE for 8-10 months to procure necessary tools and transition


• Re-engineering business processes which are dependent upon technology often risk letting the old processes drive new technology. Adequate research into best practices and integrated solutions should be conducted to build a vision upon what is possible.

Risks/Dependencies Assumptions• FIT may need to invest in a more robust Asset

Management System if current systems and integrations do not meet the need for improved efficiency. There is interest in the Division of Finance and Administration to procure a more advanced Asset Management System


Conceptual Model Success Metrics • Current processes identified and documented• IT Asset Management Strategy defined• Acquisition of new processes and/or tools to streamline coordination• # of manual inventories reduced• # of IT staff trained to utilized new asset management system

processes and tools


IT Talent Recommendations


3.4 Define Career and Training Development Strategy– To establish requirements and consistent opportunities

for growth and development

3.0 IT TalentAn effective organizational structure and talent management strategy will support growth, excellence, and IT service delivery throughout the College.

3.1 Implement New Organizational Structure– To provide for more direct operational support to each

of the functional areas

3.2 Align Job Titles and Personnel– To update job description to reflect work performed,

develop hiring strategy, and align titles for consistency

3.3 Develop Succession and Knowledge Transfer Plan– To provide for continuity of service and strategy for

staff eligible for retirement

3.5 Identify and Establish Desired IT Values and Culture– To enable the organization’s strategy through shared

organizational behaviors, values, and beliefs


CIOs need effective organizational structures that allow them to embrace four distinct “faces” to maximize the business value delivered to the institution.

3.1 Role of the CIO in Organizational Structures

CATALYSTInstigate innovation through transformational change to business architecture, strategy, operations, and technology

TECHNOLOGISTAssess technologies and design technical architectures to increase business agility and manage complexity

STRATEGISTPartner with the business to

align business and IT strategies and maximize the value of

technology investments

OPERATOROperate and deliver efficient

IT services and solutions while managing risk and

protecting core assets


Gaining a seat at the table takes time and requires that CIOs build relationships and credibility with their stakeholders and demonstrate successfully that IT can be strategic.

3.1 Deloitte Findings from CIO Labs

Lab Data Findings Time allocation by other CIOs

18%20%

17%

45%

30%

36%

19%

15%

Catalyst

Strategist

Technologist

Operator

Current State Future State

• Most CIOs have aspirations to spend the majority of their time as Catalysts and Strategists and become true strategic partners. However, more often than not, IT organizations are viewed as support functions rather than strategic partners.

• Based on data gathered from our labs, CIOs spend 65%+ of their time as Operators and Technologists during the transition period, but strive to spend the same amount of time (65%+) as Catalysts and Strategists by the end of their first year in the role.

• This trend is also strongly supported by 70% of stakeholders who were interviewed by us and is captured in the following quote: “If he is spending his time keeping the systems up and running, then we are not utilizing him for what we brought him on board for.”


A new organizational structure was drafted for consideration based upon the guiding principles below:

3.1 Designing a New Organizational Structure

MINIMIZE MOVEMENT

Recognizing that the IT organization needs to undertake a number of initiatives and that staff have substantial knowledge of their current functional area, the structure was designed with the goal of keeping as many staff within the same reporting structures as possible, understanding that teams may take on new roles

SERVICE CONSISTENCY

A focus was made to maintain the IT service orientation to define, enhance, and standardize service delivery

RIGHT PEOPLE, RIGHT ROLES

IT staff with specific skillsets and motivation should be provided opportunities to work on teams and in roles where their talents will be leveraged to the greatest potential; in addition, IT should define skill level expectations and development plans across departments

DEFINED COLLABORATION

Provided the fact that FIT has 41 IT-related positions within other departments, IT needs defined collaboration and communication structures with these support staff to meet department needs


Legend

The following is a graphical representation of the proposed organizational structure with functional areas aligned to 4 direct reports to the CIO.

3.1 Proposed Organizational Structure

CIO

Enterprise Architecture

Operations

Security*

Infrastructure

Web and Portal

Applications

Customer Relationship Management

Customer Service

User Support and Services

Desktop Services

Academic Computing

Campus Card

Project and Portfolio

Management

Strategy and Planning

Finance

Administrative Support

Media and Event Services

Training

Communication

Process Improvement

Represent direct reports to the CIO

Represent functional area under each of the direct reports, not specific positions

• Reducing the number of direct reports to the CIO will provide more direct and frequent contact with each functional area by the associated leader

• Functional managers will be better able to focus on the execution of activities and service delivery

• A middle layer of management focused on operations and technology will enable the CIO to spend more time in the strategist and catalyst roles with College stakeholders

Benefits of New Structure

* Security Officer typically resides within three places: under IT operations, as a direct report to the CIO, or outside the IT organization in order to retain independence in mature organization. The security function was placed under IT Operations based upon degree of change required and and current process maturity.


Legend

The following depicts the cross walk of teams from the current to the proposed structure but does not depict individual staff transitions or titles.

3.1 Organizational Cross Walk

Enterprise Architecture

Operations

Security

Infrastructure

Applications

Web and Portal

Customer Relationship Management

Customer Service

User Support and Services

Desktop Services

Academic Computing

Campus Card

Project and Portfolio

Management

Media and Event Services

New functional areasThe full scope of responsibilities for this function and reporting relationship is dependent upon the Media Services assessment

Strategy and Planning

Finance

Administrative Support

Training

Communication

Process Improvement



3.1 Implement New Organizational Structure

Problem Statement / Current State• The CIO has at least 11 direct reports• IT does not have a dedicated Information Security job

function• There is a general lack of clarity and awareness among

the user community regarding IT’s role on campus • Some departments are starting to hire IT resources

directly in order to be less reliant upon central IT

Summary Description• Design and implement a new IT organizational model

using standard job families • Identify potential new roles and candidates• Transition staff to new structure

Expected Benefits• Ability of CIO to focus on the strategist and catalyst

faces of the CIO with supporting management structure• Improved response rate for IT projects on campus• Improved relationship between IT stakeholder groups• Improved communication and ability for leaders to

actively work with direct reports in each of these areas resulting in effectiveness in IT service provision

• Organizational Model Design and Implementation: 1 FTE for 6 months

• Change management is assumed to be at the overall program level and should support this specific project heavily with clear and frequent communication for success.


• Even the most successful transitions often experience dips in performance while staff adjust to new roles, structures, and expectations.

• Lack of support from the labor union• Loss of staff near retirement during the transition

Risks/Dependencies Assumptions• Clear roles, responsibilities, and skill requirements need

to be established for new positions• IT may consider enabling staff to select into new roles

within functional areas• The high implementation cost reflects the possibility of

needing to hire additional resources


Conceptual Model Success Metrics • % of staff transitioned into new model• Stakeholder survey results regarding improved effectiveness of IT

organizational structure • Staff survey regarding satisfaction and effectiveness of new

organizational structure



Alignment between job titles, positions, and descriptions is a critical component of effective talent management. FIT needs to update IT job titles in alignment with industry standard job families and functions to reflect the work performed and build a consistent approach to identifying job levels, career paths, mobility criteria, and pay scales within IT.

3.2 Aligning Job Titles, Positions, and Personnel

• Encompasses job levels, job titling conventions, grades, career paths, spans of control, criteria for career movement, and compensation programs

• Clearly defines skills and competencies needed for growth • Defines reward and compensation philosophy• Impacts key talent programs such as recruiting, learning

and development, and performance management

Leveling Awareness Job and Leveling Identity Consistent Language of Work Competency Management

Benefits of Position Alignment



3.2 Align Job Titles and Personnel

Problem Statement / Current State• There are 72 different job titles for the central IT

organization and responsibilities for manager titles varies• IT does not have a long term hiring strategy, hiring a new

employee often takes months, and IT has encountered challenges in filling vacancies

• Reclassification is utilized as a way to reward high performing employees

Summary Description• Update job descriptions to describe work performed• Conduct activity analysis to determine resource

allocation and gaps, develop 5 year hiring strategy inclusive of student employee, and communicate with Vacancy Review Committee

• Perform classification study to consolidate job titles to align with industry-standard job families and functions

Expected Benefits• Better alignment between job titles and responsibilities• Clear career progression and responsibilities aligned to

titles• A strategic hiring plan that identifies and anticipates

future needs

• Activity Analysis and Update of Job Descriptions: 1FTE for 2 months

• Develop Hiring Strategy and Socialize with Vacancy Review Committee: 1 FTE for 2 months

• Perform Job Title Classification Study: 1 FTE for 6 months in coordination with HR


• Open and frequent communication is needed throughout the review process in order to mitigate concerns over role and responsibility changes

• Lack of support from the labor union

Risks/Dependencies Assumptions• An activity analysis should be completed as a

prerequisite to understand the scope of IT staff activities

• FIT may need to hire outside candidates for newly defined positions

• The implementation resource is from/works with HR


Conceptual Model Success Metrics • % and # of IT job titles aligned to functions• Development of a hiring strategy• Establishment of a student employee internship/work study program



Succession planning identifies the competencies and skills needed to execute services. It is a critical tool for maintaining consistency of operations for organizations with much of the workforce nearing retirement.

3.3 Succession Planning

Purpose of a Succession Plan • Sucession planning is a continual process

used as a check and balance on the organization to identity what talent is currently available, what talent may be leaving, and how well prepared the organization is for handling the transition

• The plan should identify significant operational challenges and personnel challenges the organizations will face over the next 1-5 years

• The plan needs to identify how critical knowledge is captured and transferred, as well as the required skills

• The plan should identity both short and long term resolution for the vacancy

• A good succession plan is also supported by Learning and Development, Recruitment and Selection (internal/external), and Performance Management

44



3.3 Develop Succession and Knowledge Transfer Plan

Problem Statement / Current State• Nearly 40% of IT staff will be eligible to retire in the next

7-10 years• Many IT departments do not have plans or staff identified

to assume responsibilities for staff close to retirement• Some staff indicate that it is difficult to take time off

because there is no one available or with the necessary skills to provide coverage

Summary Description• Identify position in every IT department with eligible

retirements in the next 1-5 years• Determine the key skills and/or knowledge that may be

lost when personnel leave the organization and develop associated knowledge repository

• Identify potential skill loss and develop departmental transition plans for each position to inform hiring strategy

Expected Benefits• Proactive planning that positions IT to train and/or

acquire new skills in order to meet future needs• Career growth opportunities for junior staff• Improved coordination and communication for vacancy

reviews

• Document Knowledge: 1 FTE for 2 months working in coordination IT managers

• Develop departmental transition plans: 1 FTE for 1 month working in coordination IT managers


• Open and transparent communication regarding the purpose of the succession and knowledge transfer plan is necessary to mitigate skepticism and concerns of job security

Risks/Dependencies Assumptions• Every IT manager will need to be involved in

determining staff who may retire soon, appropriate replacements, and needed skills

• Developing a transition plan will also serve to create appropriate coverage plans for staff that are out on sick leave or time off in order to maintain service levels


Conceptual Model Success Metrics • # of critical positions with documented knowledge repository• % of departments with transition plans for critical positions



A comprehensive training strategy provides staff with a consistent level of knowledge and skills to perform their jobs and provide opportunities for career growth.

3.4 Define Career and Training Strategy

Technical standards and competencies across the IT Division and within each department to ensure consistency in service delivery

Annual refreshers on best practices in customer service to build a consistent brand for IT across the College

Identified opportunities for growth for higher performing staff looking for new challenges

Consistent understanding of expectations and requirements of the manager role and best practices for effective management

Continual development of management and leadership for department and staff growth and development

Leadership / Management Skill

Development Opportunities

New Hire Onboarding

Program

Technical Competency

Programs

Comprehensive Training Strategy

New Managers Program

Customer Service Refresher Programs

Specialized Skill Development Opportunities

A consistent orientation on “how to” within IT and FIT and the shared values, culture, and expectations



3.4 Define Career and Training Development Strategy

Problem Statement / Current State• New employees are not provided standard training and

there isn’t a training for new managers to orient them to their new roles

• IT departments have training budgets, but there aren’t consistent expectations or planning for its use in alignment with defined career growth opportunities

• Stakeholders report experiencing inconsistency of skills within IT departments

Summary Description• Identify skill gaps and training strategy for the transition

to the new IT organizational model• Develop and execute training for transition • Develop on-going training strategy across the IT Division• Develop individual skill growth and training goals and

define cadence of feedback and reviews• Develop IT training programs

Expected Benefits• Consistent baseline of skills and knowledge• Career development that rewards skills growth• Training funds utilized to maximize individual

professional development as well as position the Division to acquire needed skills

• Workforce that keeps pace with innovation and standard technologies

• Identify needs and implement for transition: 1 FTE for 5 months

• Establish training minimums, strategy, and cadence of on-going training: 1 FTE for 5 months

• Develop IT training programs: 2 FTE 6-12 months


• Transition of staff into the new IT organizational model needs to be sequenced so that staff can be adequately trained to fill new roles as needed and establish consistent baseline of knowledge and skills in each department

Risks/Dependencies Assumptions• Skill and training expectations for each role must be

integrated within a performance review framework where staff are accountable for meeting minimum requirements and provided regular feedback on their strengths and opportunities for growth


Conceptual Model Success Metrics • Establishment of training minimums across all IT departments• # of internal IT trainings programs developed (e.g., onboarding new

employees, new manager training, and yearly refreshers on customer service)

• Creation of Individual training goal templates and tracking forms• % of staff receiving training



Culture is a system of behaviors, values, and beliefs that influence how work gets done within an organization. It is an enabler of an organization’s strategy and a critical component of any successful transformation. While culture change starts with leaders, it “sticks” with employees.

3.5 Organizational Culture

VISIBLE

INVISIBLE

What individuals assume about their situation, themselves, and each other

The way people think, even at a subconscious level

How people communicate What the physical environment

looks like

The things the organization places importance on and values (or say they do)

Culture needs to align with and support the FIT and IT strategies

Culture isshaped byleaders’ actions and decisions

Culture is sustained by employee behaviors

Culture is reinforced by College & organizational systems

Organizational Culture is……..


Assessing the current culture, articulating a future vision, and implementing strategies to reinforce desired culture and norms will ultimately determine the success of the IT Transformation.

3.5 Building Desired Values and Culture

Achieve Future Culture• Implement strategies to encourage

desired IT norms and culture

Determine Future Culture • Build on existing strengths while improving trust,

involvement, consistency, and opportunities for development

Assess Current State• Identify shared values, beliefs and assumptions that drive and

shape norms of behavior throughout IT and the College

12

3

Results / Achievement

Structure / Consistency

Relationships

Learning / Adaptive

External Focus

Accountability

Control

Openness & Trust

Support Innovation

Focus on Customer

Independence

Formalization

Involvement

Encourage Learning

Strategic Context

Action Orientation

Conformity

Supportiveness

Embrace Change

Shared Goals & Objectives

Commitment to Results

Protocol

Collaboration

Propensity for Risk

External Competitive-ness

• Changing the culture of an organization is the hardest element of any transformation. It requires thoughtful, continual investment over a long period of time

• Culture requires direction and support from the top, the right processes and incentives to encourage employees to adopt changes, role model leadership throughout all levels of the organization, and ultimately ground level buy in and support from those on the frontlines

Key Considerations

Elements of Organizational Culture



3.5 Identify and Establish Desired IT Values and Culture

Problem Statement / Current State• There’s a shared sentiment that the old adage of “good

work is rewarded with more work” applies to the IT Division and a general sense that little that can be done to motivate team members who are not full contributors

• Some IT staff report a culture of trying to fix problems quietly rather than be proactive in communicating challenges

Summary Description• Identify current culture and values through culture

surveys and/or collaborative discussions• Determine desire culture, norms, and IT identity through

collaborative discussions and vision building • Implement strategies to reinforce desired culture (e.g.

regular communication updates, recognition for excellence)

Expected Benefits• Cohesive IT culture, values, and identity• Support role model leadership• Momentum and positive energy for change

• Identity Current Values and Culture: 1 FTE for 1 month

• Determine Desires Future IT Values and Culture: 1 FTE for 2 months

• Implement Strategies to Achieve Future State: 1 FTE for 24 months and on-going support


• Value and culture shifts can take a long time to develop and are only possible with the right tools and opportunities in place for staff to feel valued and rewarded for good work

• Leadership will play a critical role in supporting the cultural shift of the organization on an on-going basis

Risks/Dependencies Assumptions• Skill and training expectations for each role need to be

clearly integrated with consistent opportunities for feedback and growth

• Highly respected and motivated staff should lead the charge for change in order to build momentum and culture shift


Conceptual Model Success Metrics • Identification of “IT Brand” and desired values and culture• Internal survey results revealing positive internal culture• External stakeholder survey results indicating improved and consistent

level of customer service-orientation throughout the IT Division


IT Services and Enabling Capabilities Recommendations


4.2 Develop and Rollout an IT Service Catalog– To provide a consistent understanding of IT services

and expectations and enhance self services options

4.0 IT Services and Enabling CapabilitiesAdopting an IT service management approach will improve service levels and align IT services with needs of the institution.

4.1 Implement Service Management– To enhance the effectiveness and efficiency of

service delivery with repeatable and defined services

4.4 Rationalize Duplicative/Outdates Applications– To consolidate redundant systems and strategically

invest in new applications throughout the college

4.3 Confirm Enterprise Architecture – To align IT investments across the College with a

strategy and vision

4.5 Develop Customer Engagement Strategy– To define communication channels and relationships

with IT support staff in other departments

4.6 Provide for a Seamless Student Experience– To build a cohesive and streamlined IT experience for

students across the College


The target state of maturity for most IT services is “defined”; an aggressive but achievable target over the next two years.

4.1 Target Process Maturity

• Moving most processes to a defined level through an ITSM approach will bring significant enhancement to the delivery of IT services at FIT.

• Core strategy and business alignment processes should be targeted for improvement through the IT governance redesign.

• IT Finance recommendations will target improvement in core financial management processes.

Capability key:

Non-existent

Initial

Repeatable

Defined

Managed

Optimized


FIT should streamline intake channels to the help desk ticketing system and implement defined Tier Level support with standard escalation and closure criteria to enhance the end user experience and efficiently utilize IT resources.

• Tier 1: Initial end user support requests, standard functionality issues, and trouble shooting

• Tier 2: Troubleshoot functional and technical application and network communication issues escalated from Tier 1

• Tier 3: Programming and software technical experts to resolve issues that require in-depth analysis and resolution of application and network communication problems

Tier Definitions

4.1 IT Service Management Vision

• Consolidate user access points into the ticketing system• Define personnel who are able and responsible for Tier 2 escalation• Standardize Tier 3 escalation and closure criteria across IT departments• Train help desk staff and IT staff across all tiers to enable consistent understanding and application of processes, scope of

services at each tier, and escalation/routing protocols• Capture phone and walk in requests in the ticketing system post-resolution for metric gathering• Report on monthly individual and departmental performance from ticketing system statistics

Help Desk Requirements

Tier 2: Help Desk Specialist

Consistent Entry Points and Resolution Processes

Tier 1: Help Desk Frontline

Walk up Web form Self-Help Customer Ticket Tracking

Tier 3: IT Specialist

Ticketing (Rem

edy)

Incident/Service R

equest M

anagement

Problem

Managem

ent

Know

ledge Mgm

t.

KM

Tool

Custom

er Engagem

ent &

Com

munication

Phone

Cha

nnel

sTi

ers

ProcessesNeeded Capability


The first step in moving toward a ITSM approach is for IT to define what a service is and create a full inventory of services offered today.

4.1 IT Service Management Approach

1. Set a standard definition of "service"2. Take an inventory of all services currently provided by IT3. Define and document scope and owner for each process4. Identify opportunities for consolidation 5. Implement standard end-to-end service processes for all IT

departments covering: • Break-fix Incidents • Service Requests• Changes to IT systems and facilities • Managing the Configuration of IT services • Analyzing and resolving system problems

6. Select core set of service performance measures for each process (SLA’s determined by support levels and priorities)

7. Develop a plan for regularly measuring performance against target metrics

8. Create a plan for aligning services with future needs 9. Define and document “To-Be” processes10.Build and test use cases to identify, clarify, and organize

system requirements11.Validate inter-departmental process touchpoints

ITSM Activities

Defined Service Levels

Monitoring & Continuous Improvement

Standard Processes

Key Concepts for an Effective Service Management Approach



4.1 Implement Service Management Approach

Problem Statement / Current State• IT does not formally follow an ITSM approach today and

many of the processes are not documented• IT is missing mechanisms to consistently collect and

monitor service levels making continuous process improvement difficult

• IT does not have consistent escalation thresholds and processes for resolution requirements for new or existing services

Summary Description• Define and document current services• Identify core service level agreements• Determine plan to measure and report on performance• Enhance help desk services• Invest in self-service capabilities

Expected Benefits• User Efficiency: Standardized processes will build

consistency in service delivery and provide a higher level of service to customers with reduced likelihood of errors

• IT Effectiveness: Defining how support teams collaborate to handle issues and manage work will reduce errors and variations in service levels, and reduce the sense of constant fire fighting

• Document Current Services and Processes: 2 FTE for 4 months in coordination with IT departments

• Needs/Gap Analysis: 2 FTE for 2 months to build to-be processes

• Implement standards and define performance measures: 2 FTE for 6-12 months then on-going maintenance


• IT Help Desk resources may need to be realigned and/or trained for effective resolution at Tier 1 and 2

• Processes vary greatly between different IT departments, and it may be a challenge to bring them all to the same level of maturity in a short period of time; there may be resistance among staff who have previously operated with more autonomy

•

Risks/Dependencies Assumptions• All IT service processes will be tracked in a single

system in the future and the current ticketing system has the functionality necessary to appropriately track, resolve tickets, and escalate tickets


Conceptual Model Success Metrics • % of processes documented across IT departments• % of critical processes identified and SLAs assigned• Maturity level rating at 6 months, 1 year, and 2 years• % of processes with performance monitoring• % of help desk requests entered into the ticketing system at 6 months,

1 year, an 2 years



IT should develop an IT service catalog following a consistent 6 step approach.

4.2 Develop and Roll Out an IT Service Catalog



4.2 Develop and Roll Out an IT Service Catalog

Problem Statement / Current State• IT does not have a full service catalog that defines

available services, products, and service level expectations which results in ambiguity and frustration for users

• Service levels and information vary depending on points of contact

Summary Description• Plan overall catalog structure and coalesce catalog

listings • Develop uniform processes, specifications, and SLA

data elements for each offering• Publish and manage ongoing catalog maintenance,

support, and improvement

Expected Benefits• Increased awareness among campus stakeholders

regarding the different services available and expectations

• Standard and consistent execution of services offered by IT across the different service areas

• Catalog and process design: 3-4 FTEs for 2 months in coordination with IT departments

• Catalog and Portal development: 5-6 FTEs for 2 months with Pilot testing for 1 month

• Rollout and support: 5-6 FTEs for 3 months in coordination with service owner


• Governance structures must establish accountable service owners and policies to plan and maintain the IT service portfolio, including the introduction and retirement of services

Risks/Dependencies Assumptions• There is currently support and momentum to create an IT

service catalog• The IT Service Catalog cannot be developed until

services, processes, and SLAs have been defined• Catalogs vary in sophistication and capabilities


Conceptual Model Success Metrics • Launch of the Service Catalog• # of portal view per month• Survey results of end user satisfaction ratings



An Enterprise Architecture defines how IT Assets support the overarching goals and strategies of the institution. It serves as a catalyst to derive more business value through technology and the business architecture and serves as a core input into project planning.

4.3 Enterprise Architecture

Benefits of an Enterprise Architecture

• Helps drive business and technology linkages and the alignment of technology solutions in the delivery of business priorities and goals

• Assists senior leaders in understanding the operating / business capabilities and services that will optimize internal effectiveness, operational efficiency, and drive business differentiation

• Allows leaders to act more strategically based on availability of metrics and performance indicators, drawing from reliable data

• Is a critical input to any project involving technology



4.3 Implement Enterprise Architecture

Problem Statement / Current State• IT does not have an enterprise architecture to which

technology investments can be aligned• Siloed applications and projects results in duplication

across the College or investments that don’t align with an overall strategy

• IT does not implement a lifecycle management approach today

Summary Description• Build a technical architecture model that defines how IT

assets enable mission execution • Define a target-state view of the processes, information,

application systems, and technologies• Build an outcome-driven approach to first analyze and

determine the necessary improvements to processes and IT assets in the short term and to drive investments in the long term

Expected Benefits• Provide structure to technical IT decision making and

direction• Optimize and transform fragmented information,

applications, and technologies • Improve project and program outcomes • Increased use of technical leading practices

• Architecture and Design: 2 FTE for 4-6 months in coordination with IT and business stakeholders

Level of Effort Low Medium High• Transitioning to a more strategic architecture can be

time consuming and people can get change weary• Strategic budgeting will be required to invest in

elements of the technology roadmap and a number of migration projects

• IT will need strong project and program management to accomplish successful transitions

Risks/Dependencies Assumptions• IT will continue with current plans to release an RFP to

develop the enterprise roadmap• The Enterprise Architecture will be reviewed by the IT

Steering Committee once established


Conceptual Model Success Metrics • A defined enterprise architecture• Degree of business process standardization• % of inventory categories for which standard lifecycles have been

designed



4.4 Application Rationalization ApproachOnce the enterprise architecture is established, FIT can rationalize the existing portfolio of applications by determining if each application needs to be Retired, Re-platformed, Re-assessed, or Maintained.

Technical Quality

Bus

ines

s C

ritic

ality

Poor ExcellentLow

High

“Re-platform” “Monitor & Maintain”

“Retire/Rationalize” “Reassess”

Systems are delivering good business value despite a poor technical state and need to be replace or redeveloped

Systems are in poor technical state and not highly business critical. Depending on business criticality, plans for retirements or rationalization may be needed

Systems are in healthy conditions and serve the required business capabilities. Such systems need to be monitored and maintained

Systems are in better technical conditions, but are low on business criticality. The systems should be reassessed and viewed with opportunistic lens for rationalization



4.4 Rationalize Duplicative/Outdated Applications

Problem Statement / Current State• IT does not currently maintain an inventory of all

applications across the College • Different versions of applications exist across

departments• There is not a standard process today for capturing and

translating the business/functional need for applications

Summary Description• Create a consolidated inventory of all applications across

the college• Follow an application rationalization approach to

determine which applications should be Retired, Re-platformed, Re-assessed, or Maintained

• Maintain portfolio of applications

Expected Benefits• Reducing platform variations simplifies administrative

support and facilitates availability of security updates/fixes

• IT will be able to more effectively maintain the application landscape and service expectations

• The College will realize long term financial benefits from consolidating and rationalizing applications

• Create Application Inventory: 1 FTE for 2 months• Application platform analysis: 2 FTEs for 3-6 months


• There may be resistance from end users who want to continue to use specific applications even if it doesn’t align with the overall strategy

Risks/Dependencies Assumptions• An application inventory will be communicated with

customers and incorporated into an IT Service Catalog


Conceptual Model Success Metrics • Business stakeholder satisfaction with application functionality• Cost of support per application• Reduction in license purchase costs• Application utilization (% of potential users)


Tech

nica

lC

ondi

tion

Business ValueLow High

Poor

ExcellentEvaluate /

Consolidate

Retire / Replace Redevelop

Maintain / Renew / Enhance


IT needs to create a strategy to clarify and improve its relationship with customers in alignment with the new IT Governance Structure and Organizational Structure. Key components of a customer engagement strategy are provided below.

4.5 Develop a Customer Engagement Strategy

Relationship Channels

Structured program of relationship actions focused on:• Agency interfaces• Operations• Problem resolution• Training• Communications

IndicatorsMonitoring and Performance

Improvement

Strategy and portfolio management Objectives, indicators, service demand,

and goals Service levels

Customer Engagement

StructureOrganization, Governance, Systems

and Capabilities

Macro functions Resources Infrastructure

ProcessActivities, Roles,

and Responsibilities

Demand management Processes and support

Decision RightsManagement and Control

Management rights to Inform, Decide and Notify

Control rights to Approve and Sanction



4.5 Develop Customer Engagement Strategy

Problem Statement / Current State• Stakeholders report uncertainty about who to contact

within IT for different issues which leads many to develop informal channels of communication and reliance upon relationships to get things done

• Stakeholders report a desire for more consistent points of contact

• IT does not currently have a robust process for gathering and analyzing customer feedback

Summary Description• Define a customer engagement strategy that takes into

account the needs of customers and the new structures and processes

• Identify key stakeholders, including IT support staff embedded in departments, and relationship channels

• Identify key indicators for monitoring relationship channels

Expected Benefits• Improved communication, transparency, and resolution • Defined engagement will allow end users and

departments to obtain services more quickly and effectively

• Defined communication and monitoring of key indicators will help IT understand customer needs, expectations, and challenges more effectively

• Define Strategy with New Organizational Structure: 0.5 FTE for 2 months

• Implementation: 1 FTE for 4 months to monitor effectiveness and adjust as needed


• Identifying key stakeholders both internally and externally is key to understanding how communications should be distributed

• Developing appropriate frequency of communications will be a critical success factor

Risks/Dependencies Assumptions• Relevant stakeholder groups can be readily identified

for major communication topics• Governance committees will play a critical role in

developing and supporting the engagement strategy


Conceptual Model Success Metrics • A documented strategy for customer engagement• Percent of projects with appropriate customer requirements/test signoff• Customer survey results regarding satisfaction of communication and

service levels• IT staff survey results regarding satisfaction of communication and

coordination with end users



4.6 Seamless Student Experience Institutions across the higher education landscape are moving towards a student-centered service delivery approach in order to gain a holistic view of the student experience and utilize predictive analytics for strategic decision making and investment.

Benefits• Places the student at the

center of a cross-functional service delivery model

• Aligns business and technology investments with an emphasis on enhancing the student experience

• Leverages predictive analytics for strategic decision making to enhance recruitment, retention, and alumni engagement

• Follows leading practices for delivering services through a “one-stop-shop” model for high-touch student services

“I’m generally satisfied with IT on campus…. WIFI has improved since I was a

freshman. But there are a lot of small inconveniences, things

that don’t seem like a big deal. My MAC password doesn’t sync

right every semester, MYFIT goes down from 12-3 at night,

sometimes it’s not easy to find a refill station for printing, and there aren’t enough charging

stations…. Most of the students here are commuters. We’re in and out. When time is your

most valuable commodity, it’s the small things that really

make a difference.”- Student Interview



4.6 Enable a Seamless Student Experience

Problem Statement / Current State• Students have a complex environment of applications to

navigate and express a desire for a more streamlined experience (e.g., current challenges with the DARS system and desiring integration between requirements and filtering options when registering for classes)

• FIT does not currently have a 360 degree view of the student experience to enhance decision making

Summary Description• Develop a vision for student experience and incorporate

within the IT Strategic Plan• Conduct fit/gap analysis against current offerings to

determine ways technology can be leveraged to improve the student experience

• Analyze tools available to improve the experience and identify investment opportunities

Expected Benefits• More integrated services to students through “one-stop-

shop” models for high-touch student services• Use of predictive analytics by departments to improve

outreach and student engagement

Develop Vision for Student Experiences: 1 FTE for 1 month

Conduct Fit/Gap Analysis: 1 FTE for 3 months Analysist available tools an opportunities: 1 FTE for 3

months Align investment with vision: ongoing


• IT governance needs to be in place to set an effective direction and vision for the student experience

• Identity and access management is a foundational capability for being able to delivery this capability

• Business intelligence is a necessary capability to support seamlessness

Risks/Dependencies Assumptions• There is support to reduce the number of shadow

systems in different departments through the upcoming Banner reimplementation/revitalization

• FIT needs to first define business processes to which technical tools and capabilities can be aligned


Conceptual Model Success Metrics • Established vision for the student experience • Integration of core student systems• Student survey response on IT satisfaction


Managing Change For a Successful IT Transformation

Transformation Program Management


Establish an IT Transformation PMO (ITTPMO) Prior to beginning IT Transformation activities, FIT should establish a temporary Transformation Steering Committee and Program Management Office responsible for the management and execution of transformation activities.

ITTPMO Structure Key Activities• Establish Transformation

Steering Committee and set frequency of status meetings

• Establish dedicated ITTPMO resources

• Finalizing project management templates, timelines, requirements, roles and processes related to project initiation, delivery and closeout/knowledge transfer

• Conduct kick-off of ITTPMO processes and activities with stakeholders

IT Transformation Project Manager

IT Transformation Lead

IT Comms and Culture Lead

Steering Committee*

Individual IT Transformation Projects and Initiatives

CIO

IT Managers, IT Staff, and Campus Stakeholders,

Transformation Leadership

Transformation Program Management Office

IT PMO

Provide direction and sponsorship

Provide status updates and identify risks

Manage projects,

coordination, and delivery

Provide information, assistance,

and participation as needed

*Deloitte recommends that the Transformation Steering Committee be comprised of the same representatives who will sit on the IT Executive Committee so that oversight of transformation activities may seamlessly transition into the standing governance structure.


ITTPMO Roles and ResponsibilitiesWithin the ITTPMO, resources should fulfill the following proposed roles and responsibilities throughout the life of the IT Transformation Program.

Steering Committee • Who: CIO and 2-3 representatives from the President’s Cabinet• Role: Oversee progress of activities through monthly status reports and aligns stakeholder support and

resources as needed

IT Transformation Program Manager

• Who: 1 full time person responsible for the execution of transformation activities• Role: Oversees, reviews, and approves activities, work products, and metrics reporting. Coordinates with CIO

on a regular basis. Meets with the Steering Committee to discuss program status, progress against the IT Transformation Roadmap, upcoming needs and activities, and any escalated issues or risk. Identifies and reports on quick wins, milestone achievements, and other points of interest to the FIT community

IT Transformation Lead

• Who: 1 full time resource• Role: Build and maintain project management and reporting templates, accelerator tools and project

documentation. Track status and progress across of all IT Transformation efforts against the IT Transformation Master Plan and compiles findings into portfolio-level reports according to the established process, including consolidated measurement of the IT Transformation Program against established metrics

Communications and Culture Lead

• Who: 1 full time resource • Role: Develops and implement strategies related to change management, communications, and culture

throughout the life of the transformation. Conducts ongoing communications, outreach, and stakeholder engagement activities

IT PMO

• Who: 2 part time resources currently aligned to IT PMO• Role: Work with transformation project team to establish governance structures and project and portfolio

processes and tools. Provides necessary coordination with IT and College stakeholders

IT Managers, Staff, and College Stakeholders

• Who: part time (as necessary) • Role: Coordinate with the ITTPMO staff to provide information, guidance, and assistance on the different

transformation initiatives depending on the area of expertise. Execute require departmental activities pertaining to the transformation. Appoint staff to assist with initiatives as needed

Change Management and Communication Strategies


Key Change Management ConsiderationsTransforming the IT operating model at FIT requires careful attention to all dimensions of Change Management.

Change Leadership

Organization / HR

CapabilitiesTraining and Learning

Capability Transfer

Organization Structure

Workforce Transition

Change Readiness

Culture

Stakeholder Engagement

Dimension Key ConsiderationsElement

• As staff move into new roles and/or reporting structures within the IT organization, an effective change management plan needs to support capability transfer

• Changing the way IT does business will require significant culture change, which must be considered throughout implementation

• Internal and external stakeholder support is essential throughout the transformation process, making assessment and engagement of stakeholders critical

• It will be important to know how ready the organization is for change, helping leaders preempt challenges and address concerns before they become problems

• The new IT organization must strike a balance between adding new capabilities and drawing from current strengths

• The new model is only as strong as the workforce. Effective transition of the workforce requires effort and strong College wide support

• A strategy for addressing short term training and learning needs is critical for IT to successfully transition to a new organizational and operating model


Develop Change Management StrategyDeveloping a comprehensive Change Management Strategy, comprised of individual plans and processes, will enable a successful IT Transformation Program at FIT.

Change Management Strategy Expected Benefits

• Reduces the productivity gap that will occur as a result of changing how people do their jobs and leads to a less disruptive change window

• Reduces the risk of the IT Transformation failing and requiring significant additional costs to “fix it” after the fact

• Reduces the risk of employee turnover due to stress/anxiety around the change

• Increases employee commitment to the change, resulting in increased engagement throughout and making the initiative a success

• Increases organizational effectiveness• Reduces the likelihood of a disruption to the

customer experience or bad press

Address stakeholder needs through targeted

action

Identify IT Transformation

stakeholders

Assess impacts of IT Transformation

and resulting stakeholder needs

Continual evaluation and improvement


Stakeholder Engagement and ManagementFIT will need to identify, assess, and engage a range of stakeholders across FIT to move from uncertainty to commitment, all of whom will be impacted by the transition in different ways.

Engagement• Communicating a clear

change imperative, a vision, and providing visible and consistent leadership involvement will help guide stakeholders through the process.

• Stakeholders include: Executive Leaders (President, Cabinet); Academic Leaders (College Deans, Department Chairs, etc.); Administrative Leaders (Directors, etc.); Faculty; Students; and IT staff.

Status Quo

Com

mitm

ent

High

Low

ContactIndividuals have heard the Vision exists

AwarenessIndividuals are aware of basic scope and concepts of the Vision

UnderstandingIndividuals understand the Vision’s impacts to the organization and their functional area

Positive PerceptionIndividuals understand the Vision’s impacts and benefits to them

AdoptionIndividuals are willing to work with and implement the Vision

Time

InstitutionalizationThe Vision is the way work is done ― the new status quo

InternalizationIndividuals make the Vision their own and create innovative ways to useand improve

Vision


Develop and Roll-Out Communications PlanCommunications is a key element of managing the change that FIT will encounter throughout the IT Transformation Program, making an effective Communications Plan critical to success.

Message Stakeholder Medium of Communication Feedback

FeedbackLoop

• Developing a formal communications plan will assist in delivering appropriate messages and updates to targeted audiences

• Messages should be tailored to various stakeholder groups and delivered via methods preferred by each individual group• A well-designed communication plan will include detailed tactics, target audiences, timing, frequency of communications,

and the person(s) responsible for developing, approving, and delivering the communications• It is also important to provide a feedback mechanism to gather thoughts and responses from communication recipients and

then subsequently tailor future communications to address those responses• Communications is an ongoing thread of the IT Transformation Program. While the Communications Plan is developed

early on, creating and delivering communications throughout the IT Transformation is essential

Key Considerations

Communication Strategy


Communications ApproachA two-phased communications approach is recommended, some of which has already begun with stakeholders engaged and awareness built throughout the IT Assessment project.

2. Conduct On-Going Communications

1. Build Awareness and Consensus

Available Tools and Resources

Regular Internal Communications

Regular External Communications

Multi-Channel Approach*

• Academic Departs• Administrative Depts• Students• Faculty (full time)• Faculty (part time)• Union

Select Stakeholder Input

• President and VPs • CIO and IT Managers• Academic Leadership• Administrative Leadership• Faculty Senate IT Committee• Faculty• Students• Union• IT Staff

• President and VPs• CIO and IT Mangers• IT Staff

• Website• Email Blast• Newsletter• Town Halls

Broad Stakeholder Communication

• Select Stakeholder Input

*Multi-Channel Communications may include emails, presentations, town halls, newsletters, social media, and website updates depending on the indented stakeholder audience and key messages

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