FY14-FY22 IT Roadmap – Update

Budget and Investment Committee

October 8, 2013

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Since August 13th Meeting

• Total IT Roadmap estimated costs (capital and operating): $186.1 million

• Balanced overall IT Roadmap for FY14-FY22– FY14 and FY15 in balance

– Balances and deficits exist in years FY16-22

– Will address gaps through annual planning process

• Validated recharge and unit contributions for associated projects

• Drafted roles for managing the implementation of the IT Roadmap

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Funding Sources: Capital Expense FY14-22

Total =$112.8 million

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Funding Sources: Operating Expense FY14-22

Total = $73.3 million

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FY14 and FY15 Projects: Capital Expense

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FY14 and FY15 Projects: Operating Expense

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Managing the IT Roadmap

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Managing Implementation

• All projects have a Project Manager, Executive sponsor and sponsor from IT Governance sub-committee.– Executive business sponsor for each major project is

accountable for achieving the business return.

– Additional sponsor from the related sub-committee is on the project steering committee and held accountable for project success.

• Large-scale projects will also have a Steering Committee.

• Project Sponsor and Project Manager report out to the related sub-committee.

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Proposed Roles for Managing Implementation of IT RoadmapCommittee Role

Project Manager and Project Sponsor

• Develop operating budget for new technology. Part of the project plan must be a glide path to funding ongoing operations.  This includes:

• Business outcomes / financial outcomes fund the ongoing operational costs.

• Allocation via a rate structure• Absorb into existing cost basis• Secure ongoing funds from the Core plan (least

likely).• Review project approach and budget with IT

Governance Subcommittee;• Once approved, provide quarterly project updates to IT

Governance Subcommittee;• Develop, manage, and execute project plan, budget,

resources, milestones, etc;• Identify project issues, concerns, etc;• Accountable for project success and realizing project

benefits/return.

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Proposed Roles for Managing Implementation of IT RoadmapCommittee Role

IT GovernanceSub- Committees

• Provide quarterly status reports to ITG Steering Committee on domain-specific projects;

• Oversee domain-specific technology investments, approval, and prioritization of major project proposals;

• Review domain-specific project approach and budget;

• Assist with project issue resolution;

• Review all off-sequence project proposals meeting following criteria: Requires investment over $100,000 (hardware, software and

labor) and/or impacting multiple departments; Requires integration with one of more technology applications

(research, education, clinical and/or business); Impacts underlying information architecture and/or requires

change in architecture; Requires change in IT policy; Requires change in overall workflow and/or business process

flow; Requires development of new IT skill set in ITS.

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Proposed Roles for Managing Implementation of IT Roadmap

Committee Role

Steering Committee • Able to approve reallocation of funds between projects up to $250K if within 2 year overall IT Roadmap forecast.  

• Approve material changes in scope or schedule (up or down) as proposed by Sub-Committee.

• Report to B&I Committee twice annually for overall status of projects and budget.

• Report to B&I Committee if 2 year IT Roadmap financial forecast is > $500K out of budget.

• Provide strategic direction and guidelines to the subcommittees;

• Manage overall IT Roadmap portfolio and understand the interdependence/impact of the portfolio of projects;

• Make priority decisions across Research/Education/Business/Patient Care in terms of priority;

• Resolve issues or conflicts across domains.• Review and approve all capital (and operating) IT budgets

for a rolling two-year period.

Budget and Investment

Approve overall IT portfolio spend and for two years.