the trifecta effect: strategic planning, governance and project management (243359091)

8/10/2019 The Trifecta Effect: Strategic Planning, Governance and Project Management (243359091)

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The Trifecta Effect: Strategic Planning,

Governance & Project Management

What happens when a well-developed strategic plan, a KISS

governance model and a formal project management

methodology converge? The Trifecta Effect!

Mario Berry

Associate Vice-Chancellor Enterprise ApplicationsLone Star College System

Marian Burkhart

Executive Director Strategy & GovernanceLone Star College System



14 locations spread across 1,400 square miles

6 Colleges

2 University Centers

9 Centers

System Office & Training Center

5,600 employees

152 OTS Staff

90,000+ students

78,000 Credit

12,250 Non-Credit

One of the fastest growing in U.S.

30,000 in 5 years!

Largest higher ed institution

in Houston

2013-2014 budget

–

$317.7M

5.6 Million Square Feet of Instructional Facilities



tri·fect·atrīˈfektə /

noun

1. a type of bet, especially on horse races, in which the bettor

must select the first three finishers in exact order.

2. any achievement involving three successful outcomes.



EDUCAUSE – Top Ten IT Issues 2014

I m p l e m e n t a t i o n

Business of the Institution Business of the IT Organization

#1. Improving student outcomes

through an institutional approach that

strategically leverages technology

#3. Assisting faculty with the

instructional integration of

information technology

#5. Using analytics to help drive

critical institutional outcomes

#10. (Tie) Implementing riskmanagement and information security

practices to protect institutional IT

resources/data and respond to

regulatory compliance mandates

#7. Addressing access demand and the

wireless and device explosion

#8. Sourcing technologies and services

at scale to reduce costs (via cloud,

greater centralization of institutional IT

services and systems, cross-

institutional collaboration, and so

forth)

D e s i g n

#2. Establishing a partnership

between IT leadership andinstitutional leadership to develop a

collective understanding of what

information technology can deliver

#9. Determining the role of online

learning and developing a strategy for

that role

#4. Developing an IT staffing and

organizational model to accommodate

the changing IT environment and

facilitate openness and agility

#6. Changing IT funding models to

sustain core service, support

innovation and facilitate growth

#10. (Tie) Developing an enterprise IT

architecture that can respond to

changing conditions and new

opportunities

Partnership and Sourcing



Leading Through The Change – All Three Serve A Purpose For Execution

Strategic PlanningWhat

GovernanceWhen

Project Portfolio ManagementWho & How

Improving student outcomes Improving student outcomes Improving student outcomes

Establishing a partnership Establishing a partnership Establishing a partnership

Assisting faculty with the

instructional integration





Developing an IT staffing and

organizational model





Using analytics Using analytics Using analytics

IT funding models IT funding models IT funding models

Addressing access demand Addressing access demand Addressing access demand

Sourcing technologies and services Sourcing technologies and services Sourcing technologies and services

Determining the role of online

learning


learning


learning

Risk management and information

security practices

risk management and information

security practices

risk management and information

security practices

Developing an enterprise IT

architecture


architecture


architecture

Use Strategic Planning, Governance and Project Portfolio Management to

serve as a Strategic Partner and Transform your institution.



WHEN WILL

WE GET THERE?

• Establish a decision-

making process that

fits your culture

• Emphasize “we can do

this OR we can do that,

but not both”

• Be transparent

HOW DO WE

ENSURE PROJECTS

ARE SUCCESSFUL?

• Calculate # of hours

available to work on

projects

• KISS process to gatherproject requests

• Use self-service & regular

reporting

• Measure them!

WHAT DO WE

WANT TO BE?

• Align IT with institutional goals &

objectives

• Use “Outside-In” Thinking

• Develop a flexible plan to

account for change



Employee Input

AVCs & VPs

BudgetPlanning Cycle

Governance



KISS

KPIs

SOPs

Reporting

Project Portfolio Management



Outside-In

Thinking

ScenarioPlanning

Interviews

Employee Input

AVCs & VPs

Budget

Planning Cycle

KISS

KPIs

SOPs

Reporting

Trifecta Effect



Outside-In

Thinking

ScenarioPlanning

Interviews

Employee Input

AVCs & VPs


KISS

KPIs

SOPs

Reporting

TIME $$$$VISION

PEOPLE



Outside-In

Thinking

Scenario

Planning

Interviews

Employee Input

AVCs & VPs


KISS

KPIs

SOPs

Reporting

TIME $$$$VISION

PEOPLE

CO MMUNICATIO N

CUL TURE

C O N T I N O U S I M P R O V E M E N T



Questions?



Help Us Improve and Grow

Thank you for participating

in today’s session.

We’re very interested in your feedback. Please take

a minute to fill out the session evaluation found within

the conference mobile app, or the online agenda.



The Trifecta Effect: Strategic Planning,

Governance & Project Management

What happens when a well-developed strategic plan, a KISS

governance model and a formal project management

methodology converge? The Trifecta Effect!

Mario Berry

Associate Vice-Chancellor Enterprise ApplicationsLone Star College System

Marian Burkhart

Executive Director Strategy & GovernanceLone Star College System

the trifecta effect: strategic planning, governance and project management (243359091)

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