it strategic alignment: the core of strategic planning (242321337)
TRANSCRIPT
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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Information Technology
Strategic Alignment Integration Meeting
December 3, 2013
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How we got here
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Strategic Alignment 3
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Project Objectives
!
We embarked on a comprehensive review of the organization thathas not been done in recent memory
! We called the review and the work that will come out of it“Information Technology Strategic Alignment”
! The review was multi-faceted
–
Map the overall IT system
– Analyze key processes and identifying bottlenecks
–
Map assets and finances
–
Map organization structure to the system
– Assess the team's skills and capabilities
–
Document business customer and end-user experience –
External Peer Review
! This comprehensive review will feed into the strategic plan andsupport organizational alignment
4Strategic Alignment
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Project Launch
System Mapping
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Team Members
6
! Deepika Chalemela
! David Cruz
! Jason Hardy
!
Todd Milligan
! James Payne
! Terrill Richardson
! Shaun Tate
System Mapping Team Report
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Team Purpose
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System Mapping Team Report 7
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Methodology
!
Define outputs
– Services
– Products
!
Identify customers and users
!
Define inputs!
Identify suppliers
– Vendors
– Users
– Business Units
–
UT System
!
Define key processes
!
Perform “lite” analysis of processes
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System Mapping Team Report 8
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9Strategic Alignment
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Conclusions and Implications
!
Almost all IT services touch almost every
customer
!
Cross-functional group invaluable
!
Critical of ourselves
– Rated our process pretty low
– Opportunities for improvement
!
Much IT exists outside of IT
!
Leadership commitment required
System Mapping Team Report 10
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Recommendations for Next Steps
! Provide DNA to break-out groups
–
Process Analysis
–
Customer & User Requirements
–
IT Asset and Finance Mapping
–
Organizational Structure & Responsibility Mapping
– IT Benchmarking
! Disseminate information up and down
! Include distributed IT
!
Develop our organizational business acumen! Reach out to business unit heads to hear what they need to tell us
System Mapping Team Report 11
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Benchmarking Team Report
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Team Members
13
! Deepika Chalemela
! Terrill Richardson
! Barry Salas
!
Bob Samson
! Gregory Dey
! Charlie Templeton
! Pete Smith
!
Jaclyn West
Benchmarking Team Report
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Team Purpose
! Identify the institutions (organizations or other highereducation institutions) that will be benchmarked for best
practices in IT
!
Identify the information to collect as part of thebenchmarking process
! Collect and analyze the benchmarking data
14Benchmarking Team Report
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Methodology
! Interviews and content analysis
! Industry best practices
15Benchmarking Team Report
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DATA SUMMARY
Benchmarking
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Benchmarking Team Report 17
Benchmarking Research
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Institutions Benchmarked
! University of Maryland
– Approximately 37,000 students (undergrad and grad)
– 250-300 staff in OIT
– State university
! University of Georgia
– Approximately 35,000 students (undergrad and grad)
– 225 staff in OIT
– State university
18Benchmarking Team Report
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Institutions Benchmarked
! Tulane
– 13,500 students (undergrad and grad)
– Private university
– 130 staff in OIT
! Essilor USA
– Global company in 54 countries
–
100 manufacturing units in US
– Leading manufacturer of corrective lenses
!
Bizknowlogy – Big Data Social Network Analysis Firm
19Benchmarking Team Report
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Benchmarking Team Report 20
Interview Protocol
! Questions focused on the following areas:
– Context (history, challenges, key initiatives, etc.)
– Current state (competitive edge, areas for improvement, etc.)
– Organizational infrastructure (current organizational structure
and how well it enables or disables)
– Strategic orientation (connection to strategy, etc.)
– Big bets (what changes had the greatest impact, etc.)
– Measurement (how success is measured)
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Benchmarking Team Report 21
Benchmarking Results
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!"#"$%&"'"(! *"++(&(,-(!
! Most organizations were
hierarchical
!
Each institution re-organized
!
There is a gap in skills needed
to meet new technology needs
!
Training was not accounted for
in formal budgets
! Standards were not kept across
the institution and customerswere generally unhappy with IT
! Infrastructure was lacking
! Institutions dealt with the skill
gaps differently (retraining vs.
moving people out)
Benchmarking Team Report 22
Context: Similarities/Differences
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Benchmarking Team Report 23
Context: Key Findings
! High level findings regarding Context
– First few years in new roles were focused on remediating the
organization
– Focus first on:
•
Communication with stakeholders
•
Getting the right people in the right roles
•
Fixing the operational issues quickly
• Establishing and publishing standards
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Benchmarking Team Report 24
Current State: Similarities/Differences
!"#"$%&"'"(! *"++(&(,-(!
! Current areas of focus:
- Infrastructure
-
Innovation
-
Business Intelligence
- Customer/stakeholder
communication and
collaboration
- Integration of core systems
-
Security- Staffing needs and training
- Educational tools and spaces
! Centralized vs. distributed IT
model
!
Some customers viewed the IT
organization the way they
wanted to be viewed, and
others did not
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Benchmarking Team Report 25
Current State: Key Findings
! Key findings regarding Current State
– Most organizations:
• Recognize that stakeholder collaboration is essential for success
• Believe the IT organization for the future should be more focused on
innovation/strategy and have a reliable infrastructure
• Continue to focus on training their people
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Benchmarking Team Report 26
Infrastructure: Similarities/Differences
!"#"$%&"'"(! *"++(&(,-(!
! All academic institutions have
some level of distributed IT,
which necessitates collaboration
! Academic institution CIOs report
to either the President or the
Provost
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Benchmarking Team Report 27
Infrastructure: Key Findings
! Key findings regarding Organizational Infrastructure
– Distributed IT is part of an academic infrastructure model (not
likely to change) and ultimately this needs to be reflected in both
the structure and governance of an academic IT
–
There is no recommended best practice in this area
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Benchmarking Team Report 28
Orientation: Similarities/Differences
!"#"$%&"'"(! *"++(&(,-(!
! Need for a technology-outsourcing plan
! Cloud services
!
Social media
! Data centralization and access
!
Move to virtualization
! Mobility
! Drivers for outsourcing are different
! Degree of focus on the future varied
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Benchmarking Team Report 29
Orientation: Key Findings
! Key findings regarding Strategic Orientation
– Focus on future trends and developments is critical (cloud, etc.)
– While all recognize the key focus areas, few plan and allocate
sufficient resources
–
Focus areas should drive where and how resources are
leveraged
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Benchmarking Team Report 30
Big Bets: Similarities/Differences
!"#"$%&"'"(! *"++(&(,-(!
! Change management
! Governance
!
Service delivery and
collaboration
! Standards
! Training
! Project Management
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Benchmarking Team Report 31
Big Bets: Key Findings
! Key findings regarding Big Bets
– Most institutions have a governance committee that determines
what the key priorities are and how to fund them
– Re-focusing to build a community based, partnering environment
is critical
– Change management is essential for success
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Benchmarking Team Report 32
Measurement: Similarities/Differences
!"#"$%&"'"(! *"++(&(,-(!
! Most measure time and
complaints that are escalated in
regards to issue resolution
!
Most do not have a robust
measurement system
! Some institutions measure time
and cost in regards to project
success
!
Some institutions survey
regularly, some do not
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Benchmarking Team Report 33
Measurement: Key Findings
! Key findings regarding Measurement
– While all institutions acknowledge the importance of
measurement, no one is really doing this well
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Other Benchmarking Information
Educause
Gartner
34Benchmarking Team Report
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35Benchmarking Team Report
Other Benchmarking Information
! Educause
– There were increases in central IT funding as a percentage of
the institutional budget from 2010 to 2011
– IT staff compensation was budgeted to increase for 72% of
institutions
– 10% increase of at least one cloud service between 2011-12
•
Email was the most commonly outsourced service.
• There is also movement toward outsourcing Learning Management
Systems solutions
–
The use of Service Level agreements is increasing
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36Benchmarking Team Report
Other Benchmarking Information
! Gartner
– More than 50% of education shared-service organizations that
provide cloud services by 2015 will discontinue or downscale
them by 2017
–
By 2015, more than 50% of interactions with students will takeplace via a smartphone or tablet
– By 2016, more than 50% of legacy education applications will be
replaced with enterprise commercial off-the-shelf solutions
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Note: In the survey respondents identified their top three issues (not in any order). These priorities are ordered based on
the percentage of respondents that included the issue in their top three.
Top 10 CIO Strategies 2013Please indicate the top three priorities that you expect to focus on in 2013
Improving IT management and governance 1
Delivering Business Solutions 2
Improving IT organization and workforce 3Enhancing customer service and experience 4
Implementing mobility solutions 5
Improving IT network and communications 6
Improving data management 7
Developing or managing a flexible infrastructure 8
Consolidating IT operations and resources 9Implementing cloud based solutions 10
Benchmarking Team Report 37
Gartner: 2013 Top 10 CIO Strategic Priorities
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Note: In the survey respondents identified their top three issues (not in any order). These priorities are ordered based on
the percentage of respondents that included the issue in their top three.
Top Ten CIO Technology PrioritiesPlease indicate your top three priorities for 2013-2016
Business Intelligence (BI) applications (inc. analytics, data mining) 1
IT management technologies (Program, Project management, governance, change management) 2
Mobile devices (hardware, Smartphones, etc.) 3
Collaboration technologies (e.g. Workflow management, team collaboration) 4
Legacy application modernization, upgrade or replacement 5
Networking, Voice and Data Communications (including VoIP) 6
Security technologies (access control, authentication, etc.) 7
Enterprise Resource applications (Finance, HR, etc.) 8
Mobile customer applications (externally facing apps) 9
Customer relationship management applications (CRM) 10
38Benchmarking Team Report
Gartner: 2013-2016 Top 10 CIO Technology Priorities
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Conclusions and Implications
! IT services and policies should be customer focused
! Communication and collaboration with customers is vital
! IT exists to support the mission of the University
!
Balance efforts between maintaining current servicesand preparing for future needs
! “Choice of software isn’t what will make or break theinstitution, the people will” - Charlie McMahon, Tulane
!
We need to measure our success and tie our measuresto the goals of the institution
39Benchmarking Team Report
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Recommendations for Next Steps
! Formalize collaboration and governance
! Define, publish, and adhere to policies and standards
! Establish a mobile strategy
!
Reshape the way we do analytics and data management ! Enhance social media presence
! Take advantage of new cloud services
! Ensure staffing meets academic and business needs
Benchmarking Team Report 40
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Questions
41Benchmarking Team Report
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Customer/User
Experience Report
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Team Members
43Customer Experience Team Report
+.-/! 0&./1 !/230&./1 !/&4(5 !/230&./1
! Crystal Livingston
! Joe Gilstrap
!
Jared Beaty
!
Eric Bolsterli
!
David Leong
! Deena Oden
! Zinna Butcher
! Elizabeth Pachas
! Dennis Ignatenko
! David Leong
!
Bobby Jones
!
Hans Gatterdam
!
Melissa Ferguson
! David Cruz
! John Patton
! John Connolly
! Radha Padmasolala
!
Jared Beaty
!
Eric Bolsterli
!
*Anna Mroch (Survey Consultant)
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Team Purpose
! Identify key customers and suppliers, or groups ofcustomers and suppliers, in the campus IT system to
better understand their experience of IT Services
! Collect and analyze their experience of IT (baseline)
44Customer Experience Team Report
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SURVEY
Customer Experience
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Methodology
! Discussed timeframe for gathering customer/userexperience
– Very compressed
– Large set of customers/users
!
Decided key customer/user groups were:
– Faculty, students, and staff
! Best methodology for timeframe and large user
community:
–
Focus groups
– Surveys
46Customer Experience Team Report
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Survey Results
47
!-=$ - .5/>$< L//=
Customer Experience Team Report
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High Level “Takeaways” from Survey
! Survey was more positive than anticipated
! A disconnect between importance and satisfaction among
faculty was identified
!
Learned that laptops are currently the most widely used! There is perceived benefit in spending more time both
designing and receiving feedback with follow-up surveys
! An opportunity exists for more robust survey functionality
! Big theme is that faculty do not feel that IT engages them
in a discussion around technology
48Customer Experience Team Report
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FOCUS GROUPS
Customer Experience
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Focus Group Methodology
50Customer Experience Team Report
! Focus group interviews
– Standardized open-ended questions to minimize variability
– Informal conversational questions to explore unanticipated
responses
!
11 focus groups conducted over 2.5 weeks
– 98 people attended one hour sessions
– Focus groups were scheduled as affinity groups (Deans, Chairs,
etc.)
• 55 staff, 36 faculty, and 7 students attended
• 52 women and 46 men
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Focus Group Demographics
51Customer Experience Team Report
!
13 from Academic
Analytics and Enrollment
!
13 from Student Affairs
!
11 from Science
!
10 from Engineering
!
10 from Liberal Arts
!
7 from Education and
Health Sciences
!
7 from Business
!
4 from Architecture
!
4 from Nursing
!
4 from Social Work
!
4 from SUPA
!
3 from Honors College
!
3 from the Library
!
2 department or affiliation
unknown
!
1 from Facilities
!
1 from Human Resources
!
1 from OIT
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Focus Group Focal Points
52Customer Experience Team Report
1. Is the broad use of technology perceived as helpful or ahindrance to productivity?
2. How well are specific systems or services that touch
customers doing and why?
3. Critical issues for the future
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General Use of Technology
53Customer Experience Team Report
! Perception of helping and hindering
! Overall, focus group respondents use all types of
technology
– Tablets, laptops, printers, desktops, etc.
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General Use of Technology
54Customer Experience Team Report
! Key challenges to utilizing technology at UTA include:
– Encryption, which has caused many problems and is perceived
very negatively
– System failures (particularly at heavy use times)
–
Less than prompt assistance from IT
– Sense that all customers are treated as if they have the same
needs (when in fact they do not)
– IT does not communicate changes or problems well to campus
(people are surprised)
–
There is no integration between systems and software
! Take away: Users are sophisticated with their use of
technology and expect technology to “work” for them
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HOW SPECIFIC SYSTEMS AREPERCEIVED BY USERS AND WHY
Report Card
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Report Card
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Including Write-In Systems
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Report Card Averages
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Dean’s Focus Group (Including Write-Ins)
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Focus Group Summary Report Card
! Least used IT System or Service was Astra (n=21)
! Most used IT System or Service was Outlook and
MyMav (n=84)
!
Given the most “A”s as a service or system was Outlook(n=36)
! Given the most “F”s as a service or system wasDiscoverer (n=5)
! The systems or services used the most received the
highest grade
58Customer Experience Team Report
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Report Card – “Whys”
! Wifi:
– Received a wide range of grades from customers
– Low grades were given for wireless dead zones
! Support for Classrooms:
– Wide range of scores
– Low grades were given for lack of support from staff in
classroom support (“too busy ”) and the need to get to the
classroom early to make sure things work properly
– After hours staffing would be beneficial
60Customer Experience Team Report
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Report Card – “Whys”
! VPN (off-campus):
– Wide range of scores – many said it worked well
– Low grades have to do with not being able to access VPN, so
many faculty have to do a “workaround”
!
SharePoint: – Relatively new product; very few scores given
– Received generally low grades; most users felt that they were
not given adequate training on the product and there was a lack
of communication in rolling it out
!
Mentis & Define:
– Received generally low grades; most users felt they do not know
how to use these products
61Customer Experience Team Report
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Report Card – “Whys”
! ImageNow:
– Low grades were given for difficulty caused by encryption rollout,
for not being compatible with other systems, and access issues
! Discoverer:
–
Low grades were generally due to its inaccessibility, slowness, andsusceptibility to crashes
! Desktop Support:
– Given divergent grades
– The main reason for low grades was the lack of skill and number of
IT staff available to offer assistance (particularly for Mac support)
! Astra:
– Lowest grades; least understood technology
62Customer Experience Team Report
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Critical Issues for the Future
! Fix all of the operational issues so that we can focus oninnovation/Tier One
! There is a need for supercomputers – an ability to get to
Big Data
!
Train our staff and faculty how to gain the most from
the technology
! Consider a “vetting process” (like negotiated rulemaking)
before IT issues new policy or systems
!
Figure out a way to meet the needs of differentstakeholder groups
63Customer Experience Team Report
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Additional Key Themes
! Most focus groups said that OIT must “bless” their use oftechnology (makes IT a compliance organization)
! IT is “dictating to campus” vs. as partners with campus
! Users feel that OIT does not “trust” them – OIT keeps the
“permission”
! OIT is not adequately staffed and does not necessarilyhave the correct background/experience
64Customer Experience Team Report
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Conclusions and Implications
! Since everything IT is considered to be part of OIT, weneed to understand ALL the talents and skills in IT and
believe that we are all on the same team
! We must be in sync with each other so that we look like
we are on the same team! There is a lot of ambiguity between groups and people –
defining roles and authority would help us
! There is a substantial population of faculty and staff that
don’t believe change will occur and that if it does it will
not be positive for them
! We have all learned a great deal about our colleaguesand the campus perception of IT through this process
65Customer Experience Team Report
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Recommendations for Next Steps
! Suggest we regularly check user/customer experience –we need to determine when we might want to check the
“pulse” of IT on campus again
! It will be important to send the results of the survey and
focus groups back to the campus
! Suggest we use the data from the customer/userexperience to continuously improve IT
66Customer Experience Team Report
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Asset Mapping Team ReportDecember 3, 2013
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Team Members
68
! Mary Deane
! Brandon Gunnip
! Jason Hardy
!
Robyn Keller-Baugh! Brad Samek
! Betty Scammell
! Mike Ten Eyck
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Team Purpose
69
! The purpose of this team is to trace and map the assets(human and capital) and the financial transactions
between UT System and UTA in order to understand
where and how they appropriately support business
requirements
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History of the ARDC
70
1971 – UTA builds two
data centers (academic
and administrative in
Davis Hall – 6200 sq ft
70’s 00’s 10’s
2003 – OIT consolidates
management of data centers
2004 – UTA rents
space in ARDC
2005 – Move from
Davis Hall to ARDC
2006 – UTA
purchases ARDC;
share SIS for UTA,
UTD, and UTT begins
""""
2009 – UT Dallas and
Tyler go live with TEXIS;
System begins shared
HCM/FMS project
2006 – System
purchases ARDC
from UTA
2011 – UT Dallas goes
live with HCM/FMS/
eProcurement
2014 – Expected
production of
HCM/FMS in all
eight schools
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Methodology
! The team conducted its work by carefully examiningexisting sources of data, including:
– OIT organization charts
– The UT Data Center floor plan
–
Budget and other financial data for the UT Share agreement
71 Asset Mapping Team Report
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Data Collected and Analyzed
! Two main transactions between UTA and UT Systemwere identified:
– Operation and maintenance of the UT Data Center (ARDC)
– Support of UT Share projects (HR Finance/TEXSIS)
!
The Data Center floor plan was examined
– Hosting agreements were reviewed
• Cost per square foot for occupying space
•
Salaries included in the cost per square foot
•
Annual operating costs
72 Asset Mapping Team Report
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Data Collected and Analyzed
! OIT personnel were reviewed and broken down as apercentage of time worked for UTA/UT Share/UT Data
Center (ARDC)
– Apportioned salary information based on the percentages
–
Identified the reimbursement strategy from UT System
– Drew conclusions based on comparison of current state to
reimbursement strategy
! Software and hardware assets, purchases, and
maintenance were also reviewed
73 Asset Mapping Team Report
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Recommendations for Next Steps
! Audit the usage of square footage in the ARDC
! Conduct a review of direct expenses with accounting
! Conduct an independent review of the cost included in
running the ARDC to determine if indirect overhead
should be included
! Separate the UTA and UT Share budget structure
! Review the UT Share budget to determine the %
allocation of FTEs
!
Further involve UTA in the UT Share budget preparation
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Process Team ReportDecember 3, 2013
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Team Members
76
! Doris Gammenthaler
! Sue Gandluru
! Scott Hudson
!
Nikki Knight! Alisa Millard
! Todd Milligan
! Carla Monk
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Team Purpose
77
! The purpose of this team is to:
– Analyze key IT business processes
– Evaluate the overall effectiveness of key processes
– Identify and prioritize the greatest points of leverage for
improving processes
Process Team Report
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Methodology
! Step 1: Map the process at a basic level
– Identify major transformation steps and decisions
• No sub-processes
! Step 2: Identify variances
–
Process variation is any deviation from a quality standard,
malfunction, a delay, a foul-up, breakdown, or unplanned event
that has a negative impact on the desired outcome
– Describe the variance specifically
– Identify where in the process it occurs (process step or decision
point)
78Process Team Report
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Methodology
! Step 3: Analyze the variances
– What contributes to the variance?
• Quality of the input?
• Technical system incapacity?
•
Human system incapacity?
• Handoffs within the process or to another process?
– Assess the severity of the impact of the variance on the process
•
3 = High impact (causes work stoppage, lots of rework, willcompromise the solution)
•
2 = Medium impact (causes major slowing, some rework, affectsquality of solution)
• 1 = Low impact (some slowing to the process, possible rework,
negligible affect on solution quality)
79Process Team Report
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Methodology
! Step 4: Volume and flow analysis
– Randomly sample incidents/requests/events that pass through
the process
– Examine process performance for
•
Throughput
•
Cycle time
•
Resolution by time
80Process Team Report
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Methodology
! Step 5: Evaluate process efficacy for the followingdimensions
– Process effectiveness
• Level of solution
–
Process timeliness
• Cycle time
– Process efficiency
• Leanness
– Compute a “health” score for the process as a fraction of the
total possible, e.g. 5/12
! Step 6: Identify directions for process improvement
81Process Team Report
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Processes Analyzed
! Incident Management
! Request Fulfillment
! Event Management
!
Problem Management! Change Management
! Project Management
82
! Access Management
! Application Purchase
! Application Development
!
Service Validation &Testing
! Release & Deploy
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Process Relationship Map
83Process Team Report
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Analysis Examples: Mapping
84Process Team Report
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Analysis Examples: Mapping
85Process Team Report
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Analysis Examples: Mapping
86Process Team Report
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Analysis Examples: Mapping
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Process Team Report
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Analysis Examples: Variance Analysis
88Process Team Report
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Analysis Examples: Variance Analysis
DESCRIPTION OF VARIANCE(OR CLUSTER OF VARIANCES)
WHAT CONTRIBUTES TO THIS VARIANCE?WHAT IS THE SEVERITY OFIMPACT ON THE PROCESS?
Work on fulfillment is not tracked
! Quality of input
-
No documentation
!
Technical system
-
Fulfillment faster than ticket creation
!
Human system-
Resistance to change/processes
- Not following proper procedures
- Lack of resources
! Handoffs
- Work within a ticket is not tracked
2
Routed to wrong N-Level
Requests are improperly routed
! Quality of input
-
Not asking the right questions to routeproperly
!
Technical system
- Categories not defined
- People (teams) not defined (in ITSM)
2
89Process Team Report
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Analysis Examples: Flow and Volume
90
Source = ITSM | My Mav Incidents
DATE TOTAL INCIDENTS# OF INCIDENTS
RESOLVED 0-1 DAY
# OF INCIDENTSRESOLVED BEYOND
0-1 DAY
% OF INCIDENTSRESOLVED 0-1 DAY
2/4/13 18 14 4 78
2/14/13 15 13 2 87
2/20/13 18 14 4 78
3/19/13 10 8 2 80
TOTAL 61 49 12 80
Process Team Report
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Analysis Examples: Flow and Volume
91
Total of all incidents sampled
TYPE TOTAL INCIDENTS# OF INCIDENTS
RESOLVED 0-1 DAY
# OF INCIDENTSRESOLVED BEYOND
0-1 DAY
% OF INCIDENTSRESOLVED 0-1 DAY
Web 35 26 9 74
My Mav 61 49 12 80
Desktop 85 57 28 67
Network 46 40 6 87
Communications 122 106 16 87
TOTAL 349 278 71 79.7
Process Team Report
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Analysis Examples: Process Efficacy
92
! Process Efficacy – Project Management
– Timeliness = Conformance to project due date = 1
–
Effectiveness = 3 (eventually we get there)
– Efficiency = 2, perhaps less for non-PMO projects
–
Total = 6/12
Process Team Report
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Analysis Examples: Process Efficacy
93
! Directions for Process Improvement
– Flexible PM methodology – need ability to scale the process
–
Clear definition of roles and responsibilities
– Clear definitions of terms
–
Strengthen up front process steps – scope, stakeholders,requirements, and measurable objectives
– Strengthen communication of progress and change to user
– Formalize key steps, e.g. testing, WBS, staffing, corrective
actions, proper handoffs
Process Team Report
C l d l
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Conclusions and Implications
! OIT processes are effective 90+% of the time; they aretimely and efficient 80% of the time or less
! The front end of our processes (and our organization)
has shortcomings in the following areas:
–
Understanding the customer’s business process (why)
– Gathering requirements (what)
– Getting the right people in the room (who)
–
Having the right conversation (what)
94Process Team Report
C l i d I li i
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Conclusions and Implications
! IT’s structure does not formally promote cross-functionalproblem-solving and decision-making
! No shared ownership and accountability on cross-
functional projects
!
Our processes and systems lack cross-functional
support in the following areas:
– Project Management
– Application purchase
–
Software architecture – Systems architecture, including network infrastructure
95Process Team Report
C l i d I li i
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Conclusions and Implications
! No formal upstream-downstream mapping of systemsand services
– No mechanism for centralizing and categorizing software or
hardware
!
Process handoffs are not clear, firm, or formal! Escalation criteria and paths are often poorly defined
! Our processes and organization are not flexible or
adaptable
–
To balance the need for structure with the need forresponsiveness
– To be scalable and maintainable
96Process Team Report
C l i d I li ti
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Conclusions and Implications
! IT is missing or lacking the following:
– Soft skills
– Technical skills both wide and deep
• Database Administrator
•
Business Analyst
• Systems Architect
• Software Architect
•
Cross-functional training
– Project Management skills for all team members
97Process Team Report
R d ti f N t St
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Recommendations for Next Steps
! Charter other teams to do specific process improvementbased on this work
! Processes with variances
– Request fulfillment
–
Incident management
– Event management
– Application purchase and development
– Project management
98Process Team Report
R d ti f N t St
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Recommendations for Next Steps
! Processes not used throughout IT
– Application purchase and development
! Process needing the most change
– Project management
•
Scalable
• Knowledge of PM basics throughout
99Process Team Report
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Organization Structure
Team Report
T P
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Team Purpose
Organization Structure Team Report 101
! Determine how goods and services are provisioned by the organization forconsumption by users and customers
! Determine how work is carried out at an organizational level
!
Determine whether current functional structure allows OIT to best meet the
business objectives of the university
!
Determine what if any areas of the organization are not present or needstrengthening
Team Members
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Team Members
102
! Bryan Maupin
! Tammy Montgomery
! Erin Morgan
!
James Payne! Erwin Robins
! Shaun Tate
Organization Structure Team Report
Methodology
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Methodology
103
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Data Collected and Analyzed
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Data Collected and Analyzed
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Organization Structure Team Report
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Ad-Hoc Decision-Making
Analysis
Ad-Hoc Decision-Making Analysis:
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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g yMethodology
106
!
Depicts the organization as a system of informal
communications
!
Indicates that rich networks of informal communications exist
in the organization that supplement and sometimes
circumvent channels of formal authority
Organization Structure Team Report
Ad-Hoc Decision-Making Analysis:
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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g yEnglish Language Institute (ELI) Student Access
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107Insight: When properly empowered any IT team member can improve existing business processes
Ad-Hoc Decision-Making Analysis:
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ELI Student Access
108Insight: IT lacks organizational culture and structures that would allow it to quickly develop, integrate, orinnovate solutions that are low cost but high yield
Ad-Hoc Decision-Making Analysis:
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ELI Student Access
109Insight: Work activity engages centers of expertise, experience, and resources in various functional groups
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Ad-Hoc Decision-Making Analysis:
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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Classroom Support
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110Insight: IT decision-making happens outside the central IT organization, but often requires collaboration withcentral IT for delivery of final service
Ad-Hoc Decision-Making Analysis:
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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Classroom Support
111Insight: Work activity often engages distributed IT and external partners for which there are not establishedroutines
Ad-Hoc Decision-Making Analysis:
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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Classroom Support
112Insight: Central and Distributed IT often work at a tactical level to deliver technologies rather thancoordinating at strategic levels to deliver service
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Ad-Hoc Decision-Making Analysis:
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Server Virtualization
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113Insight: Resource constraints sometimes require individual teams to develop technologic improvements
Ad-Hoc Decision-Making Analysis:
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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Server Virtualization
114Insight: Emerging business needs require an engine for innovation
Ad-Hoc Decision-Making Analysis:
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Server Virtualization
115Insight: Decision-making sometimes happens in a silo due to lack of organizational support and process
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Formal Process View
Formal Process View Analysis:
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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Methodology
!
Depicts the organization as a network of regulated flows
through the operational core
!
Consistent with traditional notions of authority and hierarchy
and places emphasis on standardization
117Organization Structure Team Report
Formal Process View:dd
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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New Printer Addition
118Insight: Delivery of service is highly transactional
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Formal Process View:N P i Addi i
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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119Insight: Some processes are designed to be highly transactional to limit perceived risk
Formal Process View:B A li i P h
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Box Application Purchase
120Insights: We have a formal, proven, effective process that is infrequently used
Formal Process View:B A li ti P h
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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Box Application Purchase
121Insights: Variations in process implementation often cause teams to be engaged out of sequence or too latein the process
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Formal Process View:S t E t
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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System Event
122Insight: Organization lacks the competency to communicate effectively
Formal Process View:S t E t
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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System Event
123Insight: Variance in some processes results in redundant and overlapping engagement of various parts ofthe organization
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Constellation Mapping by
Service
Constellation Analysis: M th d l
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Methodology
!
Depicts the organization as a system of work constellations
!
In this view, products and services are produced in clusters
that share disciplinary and decision-making affinity
!
Clusters tend to be only loosely coupled
125Organization Structure Team Report
Constellation Analysis
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Constellation Analysis Insights
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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y g
!
Transformation of inputs into service rarely occurs within theformal organization structure
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Delivery of products and services sometimes over-burdens
certain parts of the organization
!
Integration functionality is missing within the department
!
Structure slows product and service delivery
127
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Organization Structure Team Report
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Conclusions and Implications
Conclusions About IT Structure
8/11/2019 IT Strategic Alignment: The Core of Strategic Planning (242321337)
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129
!
The current IT structure:
– Does not match how we deliver products and services
– Does not focus on the business objectives of the University
– Does not focus on delivering service; it is focused on doing
technology –
Does not match institutional complexities
– Enables requests by users but not by business units
–
Does not face business units to facilitate understanding of their
requirements and needs
–
Demands highly transactional processes with informal networks
– Does not react agilely to opportunities
Organization Structure Team Report
Missing Functions of theOrganization
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Organization
130
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Organization Structure Team Report
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Recommendations
Future Design Requirements
Future Design Requirements
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Questions?
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!
Did anything surprise you?
!
Any content that needs clarification?
133Organization Structure Team Report
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General Observations & Themes
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!
Need for training that meets the needs of users
!
Standards and policies
!
Need for flexibility
!
Services cross many silos
!
Empower everyone throughout the university to solve theproblems that they can