ron hood manager, it solutions architecture [email protected]@fhcrc.org / 206.667.6666 the...
TRANSCRIPT
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Ron HoodManager, IT Solutions Architecture
[email protected] / 206.667.6666
The Evolution of IT Governanceat the Hutchinson Center:
A Case Study
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Story of how IT governance has developed @ Hutchinson Center
Heavily influenced by my personal perspective
Plenty of room for alternate interpretation & contradictory opinions
More interested in spurring a discussion than providing the One
True Answer
Disclaimers
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Non-Profit Independent Research Institution
215 Faculty, 2,800 Employees
FY11 Budget of $380M, $316M from Grants
250 IT Staff in 20+ Different IT Shops
2,000 Desktops, 400 Laptops, 60/30/10 Win/Mac/Other
8 Data Centers, Consolidated Storage, vCoLo
PeopleSoft (Finance & HR), Exchange/Zimbra, SharePoint
Hutch Overview
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Evolution of IT GovernanceEvolution of IT Gorvernance
Space & Resources
Information Technology Resource & Policy (ITRAP) Committee
SciTRAP
Computer Advisory Committee (CAC)
IT Council
SubCommittee of ITRAP (SubTRAP)
Data Processing Managers (DP Mgrs)
Network Administrators Group (NAG)
Cen
ter
Lea
der
ship
IT L
ead
ersh
ipIT
Pra
ctit
ion
ers
1990 2000 2010 2013
The Early Years Formal IT GovernanceMature IT Gov.
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Multiple committees:
Space & Resources
Computer Advisory Committee,
DP Managers, and
Network Administrators Group (NAG)
Informal charters
Ad Hoc representation
No clear relationship between committees
Mostly faded away by ~2001
The Early Days
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Role: Sounding board for resource allocation – lab space, budgets, policies, services
Who: Scientific & administrative leadership from each scientific division
Freq: Quarterly or as needed
Example: Homegrown financials - People Soft (1998)
Space & Resources
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Computer Advisory Committee
Role: Sounding board for computer-related policies, standards, and budgets
Who: VPIT, CFO, Selected IT Leaders (Shared Resources, Clinical Research, Public Health Sciences, Library, Administration). Rotating chair w/one year term
Freq: Monthly
Example: cc: Mail - hybrid Exchange/IMAP (1997)
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Data Processing Managers
Role: Technical standards, operational issues
Who: Hands-on technical staff from around the Center
Freq: Monthly
Example: Quibble over standard for 8 character userids (perennial)
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Network Administrators Group (NAG)
Role: Informal communications forum between centralized IT and distributed IT support staff
Who: Interested IT support staff, managed by divisional IT support staff
Freq: 2 x monthly
Example: Socialize upcoming changes, solicit project suggestions, training
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Evolution of IT GovernanceEvolution of IT Gorvernance
Space & Resources
Information Technology Resource & Policy (ITRAP) Committee
SciTRAP
Computer Advisory Committee (CAC)
IT Council
SubCommittee of ITRAP (SubTRAP)
Data Processing Managers (DP Mgrs)
Network Administrators Group (NAG)
Cen
ter
Lea
der
ship
IT L
ead
ersh
ipIT
Pra
ctit
ion
ers
1990 2000 2010 2013
The Early Years Formal IT GovernanceMature IT Gov.
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Formal IT Governance
Multiple committees:
Information Technology Resource & Policy Committee (ITRAP),
SubCommittee of ITRAP (SubTRAP), and
Network Administrators Group (NAG)
Formal charters
Intentional representation (~80% of the IT users @ the Center)
Better defined relationship between committees
Grew out of a need for an approval body for HIPAA – related security policies
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ITRAP
Role: Review & approve Center-wide policies, practices, and resource allocations for information technology systems and services
Who: IT savvy scientific leadership & senior administrative staff. Scientific SVP chair w/IT support
Freq: Quarterly
Example: Exchange reliability
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SubTRAP
Role: To assist and guide the development of Center-wide policies, practices, multi-year plans, and resource allocations for IT systems and services
Who: Selected IT leadership from each division
Freq: Weekly
Example: Annual budgeting, consolidated storage
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Network Administrators Group (NAG)
Role: Informal communications forum between centralized IT and distributed IT support staff
Who: Interested IT support staff, managed by divisional IT support staff
Freq: 2 x monthly
Example: Socialize upcoming changes, solicit project suggestions, training No Change
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Evolution of IT GovernanceEvolution of IT Gorvernance
Space & Resources
Information Technology Resource & Policy (ITRAP) Committee
SciTRAP
Computer Advisory Committee (CAC)
IT Council
SubCommittee of ITRAP (SubTRAP)
Data Processing Managers (DP Mgrs)
Network Administrators Group (NAG)
Cent
er L
eade
rshi
pIT
Lea
ders
hip
IT P
racti
tione
rs
1990 2000 2010 2013
The Early Years Formal IT GovernanceMature IT
Gov.
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Mature IT Governance
Multiple committees:
Information Technology Resource & Policy Committee (ITRAP)
IT Council,
SciTRAP, and
Network Administratiors Group (NAG)
Formal charters
Formal representation
Well defined relationship between committees
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IT Governance ModelAugust 2012
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ITRAP
Role: The ITRAP committee leads a Center-wide effort to gain maximum value from IT investments and to ensure those investments are aligned with Center Strategic objectives through planning and policy development, annual budget review and approval, and spending review and oversight
Who: Faculty & senior administrative staff
Freq: Bi-Monthly
Example: Data warehouse
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IT Council
Role: To assist and guide the development of Center-wide policies, practices, multi-year plans, and resource
allocations for IT systems and services
Who: IT representatives from each division
Freq: Semi-Monthly
Example: Win7 Upgrade, Enterprise GPOs
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• End-user Services - Helpdesk and Desktop…• Operations - Storage, Servers, HP Analytics…• Architecture• Enterprise Software & Data Management• Information Security• Project, Financial Management
• Emerging Division Needs – Requirements • Communications Focal• Division Application Support• Deep Information Systems/Data• Lab/Device Technology• Grant-based IT Shared Services
Division IT Leader Status
Basic Luna Yu
HB Luna Yu
Clinical Gary Schoch
PHS Charles Trakarnsilpa
VIDD Wolfe Maykut
Hutch IT
Larry CoreyPresident & Director
Myra TanitaCOO
Shared IT ServicesDivision IT Services
Tony BozzutiCIO
Division Administrators
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Hutch-wide IT Council
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SciTRAP
Role: To assist and guide the development of Center-wide policies, practices, multi-year plans, and resource
allocations for IT systems and services
Who: Selected IT leadership from each division
Freq: Weekly
Example: Annual budgeting, consolidated storage
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Network Administrators Group (NAG)
Role: Informal communications forum between centralized IT and distributed IT support staff
Who: Interested IT support staff, managed by divisional IT support staff
Freq: 2 x monthly
Example: Socialize upcoming changes, solicit project suggestions, trainingNo C
hange
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Evolution of IT GovernanceEvolution of IT Gorvernance
Space & Resources
Information Technology Resource & Policy (ITRAP) Committee
SciTRAP
Computer Advisory Committee (CAC)
IT Council
SubCommittee of ITRAP (SubTRAP)
Data Processing Managers (DP Mgrs)
Network Administrators Group (NAG)
Cen
ter
Lea
der
ship
IT L
ead
ersh
ipIT
Pra
ctit
ion
ers
1990 2000 2010 2013
The Early Years Formal IT GovernanceMature IT Gov.
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Clarify role of NAG
Other *TRAPs (admin computing, clinical trials)
Better alignment w/Center strategic plan
Better visibility/control of all IT spending (capital, project-related
expense, operating)
Future Governance
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Deciding to pursue, writing, and winning the G20 Proposal
Governance Wins for Hutchinson Center
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Deciding to pursue, writing, and winning the G20 Proposal
Policy development (Laptop Encryption, PDA Security)
Governance Wins for Hutchinson Center
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Deciding to pursue, writing, and winning the G20 Proposal
Policy development (Laptop Encryption, PDA Security)
Email reliability improvement (early Exchange project)
Governance Wins for Hutchinson Center
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Deciding to pursue, writing, and winning the G20 Proposal
Policy development (Laptop Encryption, PDA Security)
Email reliability improvement (early Exchange project)
New technologies (virtualization, consolidated storage, data center management)
Governance Wins for Hutchinson Center
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Deciding to pursue, writing, and winning the G20 Proposal
Policy development (Laptop Encryption, PDA Security)
Email reliability improvement (early Exchange project)
New technologies (virtualization, consolidated storage, data center management)
Annual Planning & Portfolio Management
Governance Wins for Hutchinson Center
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December ‘11
Send out Capital Planning Guidelines and Instructions – Mid December
*Update: IT Council (12/5 & 12/19)
January ‘12
*Update: IT Council (1/4)
*Update: IT Council (1/18)
Capital and Projects Requests Due - 1/23
Review and Consolidate Requests for Prioritization Meetings
February ‘12
**Detailed Review : IT Council Prioritizes requests (2/6/ & 2/22)
*Update: SciTRAP (2/1)
**Detailed Review: SciTech (2/16)
*Update: ITRAP (2/9)
March ‘12 April ‘12 May - June ‘12
FY13 Annual Planning Timeline
**Detailed Review: IT Council - Complete Priority Reviews and Begin Financials Review (capital and operating) (3/5 & 3/19)
Detailed Review: SciTech (3/15)
**Detailed Review: Division Specific Reviews to Prioritizes Requests (TBD)
CIT Resource Capacity Assessment (3/23)
ITRAP Preparation (3/5, 3/12, 3/22, 3/28, 4.2, 4/9 )
CIT Operating Budgets Due ( 3/29)
**Detailed Review: IT Council Final Review of Capital Request for ITRAP (4/2)
CIT LT Budget Review #1( 4/3)
CIT LT Budget Review #2( 4/9)
**Detailed Review: SciTRAP Reviews ITRAP Material (4/4)
Final Presentation: ITRAP: Review Proposal for Capital Request (4/12)
Submit Final ITRAP Capital Request to Finance (4/17)
Capital Request Approved (TBD)
Identify Capital & Project Requests Project Prioritization
Capital Prioritization Review & Submit Requests
Finance Review &Approval
*Update: A quick status of requests/process will be provided**Detailed Reviews: The team collectively will deep dive into project requests to review, prioritize, and assess the financials.
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No core or common business around which to build
Governance Challenges
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No core or common business around which to build
Hard to get scientific participation
Governance Challenges
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No core or common business around which to build
Hard to get scientific participation
Finding right balance between fully baked meetings and open
free-for-all discussions
Governance Challenges
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Governance is real work (significant commitment of staff time &
effort)
Lessons Learned & Themes
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Governance is real work (significant commitment of staff time & effort)
Importance of a scientific sponsor (Trask & Cooper)
Lessons Learned & Themes
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Governance is real work (significant commitment of staff time & effort)
Importance of a scientific sponsor (Trask & Cooper)
COO Support & Control of the Budget
Lessons Learned & Themes
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Q1. Q2.
Q3.
Questions?