Solving the Long-range IT Planning Problem

Transcription

1 Solving the Long-range IT Planning Problem Michael Hites & Kelly Block October 9, 2012

2 SESSION ABSTRACT As IT organizations adjust and transform in reaction to the current economic climate, how does an organization position itself for long-term success past the short-term crises? Pursuing complimentary and interdependent processes for IT governance, strategic planning, and leadership development can create foundational long-term IT planning capabilities and collaborative success.

3 LEARNING OUTCOMES 1. Recognize the opportunities of a multifaceted approach to establishing long-term IT planning capabilities in an organization. 2. Explore the components of building long-range IT planning capabilities. 3. Identify strategies for leadership development in information technology professionals. 4. Understand how IT planning is a component of integrated planning.

4 SESSION OVERVIEW 1. Introduction and Overview 2. Develop IT leaders across the enterprise 3. Establish IT Governance processes across the University 4. Develop University IT Strategic Planning Processes 5. Tying it all together 6. Group Discussion and Q&A

5 INTRODUCTION AND OVERVIEW

6 CRISES DU JOUR Deep budget cuts Sudden changes in leadership New academic and administrative priorities Board level pressures Quickly emerging technologies Mass-exodus of employees and institutional knowledge

7 THE LONG-RANGE IT PLANNING PROBLEM Emerging crises and constant change encourages short-term solutions Leadership often focuses overly inwards towards solving immediate problems Investment in long-term foundational capabilities falls by the wayside to reactionary tactics Lack of continuity from turnover in key players/ staff/leadership

8 FRAMING THE LONG-RANGE IT PLANNING SOLUTION How do we enable the information technology community to serve the institution for the future? How do we empower sustained collaborative decision-making by the users of IT to guide IT capabilities towards their most important needs? How do we align IT to best support the goals of the institution?

9 CHANGE IS CONSTANT

10 RESOURCES ARE NOT

11 DEMAND ONLY INCREASES

12 HOW TO ADDRESS THE CHALLENGE? Build leadership capabilities Facilitate the planning process IT Leadership Development Establish the decision-making process IT Strategic Planning IT Governance

13 HOW TO ADDRESS THE CHALLENGE? Integration of planning activities across the enterprise Academic Planning Financial Planning Facili.es Planning Integrated Planning Informa.on Technology Planning

14 DEVELOP IT LEADERS ACROSS THE ENTERPRISE IT Leadership Development

15 IT LEADERSHIP DEVELOPMENT Who will lead and drive our IT strategies to success? Have we prepared and developed our current and next generation of IT leaders for this task? Can we create a collective of IT leaders to contribute at all levels simultaneously department, college, campus, university?

16 IT LEADERSHIP DEVELOPMENT Purpose: Enhance the professional and personal development of individuals who will play increasingly important management and leadership roles within information technology Broaden IT professional s understanding of the strategic and technological issues facing the institution Strengthen relationships within and across departments and institutions in order to foster collaboration and leverage resources when working on common interests

17 IT LEADERSHIP PROGRAM - CIC Committee on Institutional Cooperation (CIC) IT Leadership Program Multi-institution (Big Ten) program since 2007 Approximately 5 leaders and emerging leaders per institution form a ~40 person cohort over the course of 9 months 5-6 two-day retreats at different universities Attendees selected by CIOs Conducted by MOR Associates

18 IT LEADERSHIP PROGRAM Me Us Shared Shared Three tracks 1. Individual track includes 360-degree feedback with individual ongoing coaching sessions with program faculty and group coaching skills development with peer program participants 2. Group active-learning workshops conducted by MOR faculty 3. Applied learning of workshop topics which charges participants with practical application of on-going applied learning in their jobs Shared

19 IT LEADERSHIP PROGRAM FOCUS Communication Working Across the Organization Strategic Thinking Develops People and Teams Systemic Thinking Change Management Shared Leadership Management Putting Customers First Integrity & Trust Accountability

20 IT LEADERSHIP WORKSHOP- UI Founded and led by ITLP-CIC graduates Condensed version of full program 4 day workshop Exposes expanded group of IT professionals to IT Leadership development

21 IT LEADERSHIP PROGRAM - UI Expansion of CIC ITLP for a UI only cohort of 30 IT professionals Participants 10 from University of Illinois at Chicago 2 from University of Illinois at Springfield 12 from University of Illinois at Urbana-Champaign 6 from University Administration Attendees selected by CIOs Program Same as CIC ITLP conducted by MOR

22 IT PROFESSIONAL FORUM EVENTS Provides a platform for IT Professionals to share updates about innovative and far-reaching projects, facilitate dialogue, and catalyze networking among IT Semi-annual at UIUC and annual at UIC Multiple tracks

23 IT LEADERSHIP PROGRAMS COMBINED 100+ participants Resulted in numerous new intra and intercampus collaborations Strong desire by participants to share skills with peers ITLP and ITLW continuing to build partnerships and collaboration Raising overall IT leadership competency and capabilities across the University

24 IT LEADERSHIP PROGRAMS Applied learning during and after UI leadership events / processes Leadership challenges and changes IT Strategic Planning Framework development IT Governance Summit Leveraging expertise and services of peers IT Strategic Planning IT Governance

25 ESTABLISH IT GOVERNANCE PROCESSES ACROSS THE UNIVERSITY IT Governance

26 IT GOVERNANCE DEVELOPMENT Who will advise on and decide our IT initiatives? What are the highest priorities towards which we should be directing our IT resources? How do the users of IT have a voice?

27 SIMPLE IT GOVERNANCE DEFINITIONS Who, Why & How to allocate IT resources IT Governance defines the processes, components, structures, and participants for making decisions regarding the use of IT

28 CUSTOMERS & PROVIDERS Strategic Procure- ment InsFtu- Fonal Research Property Account- ing & ReporFng UHR IN SPH- IT Nursing - IT Medicin e - OIR ENG - EMS Campus HR Academic Affairs Graduate College USFSCO Urban Plan- ning & Affairs IT LAS OIT Social Work - CCO CBA - CS LAS Enrollme nt Manage- ment College of Educa- Fon Grants & Contracts Office OSSS ACCC GSLIS ENG - OIS OBFS Office of the Chancellor DARS Office Office of Capital Programs CITES Web Services EducaFon ATLAS Applied Health Sciences College of Engineering Office of the Provost Public Affairs OPIA DMI ACES Business - OIM Dept. of Mathema- Fcs Office of Financial Aid College of Business Registrar UIS ITS UIS Office of Web Services UIS - ORR UIS COLRS Faculty Affairs OAR University Payroll OBFS Account- ing OUT AITS BIS DS HRIS

29 Requires a repeatable, rational process to collect ideas, select initiatives, prioritize IDEA IDEA IDEA IDEA IDEA IDEA IDEA Governance Groups IDEA Governance Groups Governance Groups IDEA Governance Groups IDEA Governance Groups IDEA IT Governance Process Approved IniFaFves

30 ITG WHY IS IT IMPORTANT? Decision-making and Transparency Provides clearly defined and repeatable process for making decisions Strategic Alignment of Enterprise and IT How do you know if you are aligning IT projects and resources towards strategic initiatives and goals? Resource Allocation and Management Competition for pooled resources and collaboration encourages decisions towards projects of the most value

31 ITG WHY IS IT IMPORTANT? Performance Management Measure project/service performance to budget/ schedule and success against objectives Collaboration Opportunities for vertical and horizontal collaboration and communication encourages better decisions and improves relationships Standards and Policy Enhances opportunities for shared use, reuse, integration, and interoperability of technologies

32 STRATEGIC IT GOVERNANCE DESIGN Purpose and Scope: What is it that needs to be governed? What are your institutional priorities? Participants: Who should participate? Who should advise and who should make decisions? What are the key roles to identify? How are they interconnected? Decision-making: What decisions are made at the different levels/groups? Structure: What are the layers to the governance structure? How are they interconnected? Communication and Coordination: Who will work behind the scenes to facilitate the process? [Focus of half to full day workshop]

33 UNIVERSITY OF ILLINOIS IT GOVERNANCE Five Governance Groups (Year Chartered) UI Chicago IT Governance Council (2010) UI Springfield Academic Technology Committee (1992) UI Urbana-Champaign IT Executive Governance Committee (2011) University Administration Information Technology Priorities Committee (2004) University of Illinois - University Technology Management Team (1995)

34 UNIVERSITY OF ILLINOIS AT CHICAGO IT GOVERNANCE Academic Strategy and Campus PrioriFes ImplementaFon Bodies Infrastructure and Security IT Governance Council EducaFon Advisory Bodies Student and Faculty Senates Research AdministraFon ConsFtuents

35 INFORMATION TECHNOLOGY AS A COMPONENT OF INTEGRATED PLANNING IT Planning influences Financial Planning IT Governance often regulates IT resources IT helps enable the academic plan Academic Planning Financial Planning Integrated Planning Facili.es Planning Informa.on Technology Planning

36 UI IT GOVERNANCE RESPONSIBILITIES IT Governance group responsibilities include: Recommend IT Policies Resource Allocation Collaboration Establish Strategic Priorities IT Strategic Planning Standards and Policy Transparency Performance Measures Consultation IT Leadership Development

37 DEVELOP UNIVERSITY IT STRATEGIC PLANNING PROCESS IT Strategic Planning

38 IT STRATEGIC PLANNING What are the highest priorities in these areas in the next 3-5 years and what strategies are required to get there? How can information technology help to accomplish these goals? Is there a process in place for strategic planning for IT?

39 PLANNING TO PLAN Understand and address barriers to planning Infrastructure in place to support planning Relationship to other strategic planning at the institution

40 UI IT STRATEGIC PLANNING Many IT plans are old or do not exist Some IT units have plans Focus was on developing a common strategic planning framework that could be utilized by the campuses and other units Framework aligns IT support for Mission Activities Cross-cutting Topics

41 UI IT STRATEGIC FRAMEWORK DEVELOPMENT IT leaders plan and initiate process Environmental scan and SWOT Brainstorming sessions University and campus leadership consultation Strategic planning workshop Town hall meetings Complete framework for use by campus and IT units

42 UI IT STRATEGIC PLANNING FRAMEWORK

43 UI IT STRATEGIC PLANNING FRAMEWORK Participants included: Campus and Executive CIOs IT leadership program participants IT governance groups President s cabinet chancellors, VPs Open feedback from across university Result: Framework available for any campus or unit to utilize in IT strategic planning process

44 EXAMPLE UNIT IT STRATEGIC PLANNING Statement of Purpose This document describes the department of Administrative Information Technology Services (AITS), our strategic directions, goals, and initiatives for supporting the University of Illinois. It is designed to be a three-year strategic IT plan that evolves with collaborative input along side other strategic plans throughout the University. This plan provides a means to work collaboratively with our University constituents to create more efficient and effective administrative IT services. Mission We provide a wide range of administrative information technology solutions and services to the University community that are accessible, reliable, accurate, efficient, and responsive to customer needs. We collaborate to proactively identify opportunities, manage risks, plan future initiatives, and solve problems by leveraging all of our information technology resources and knowledge. We continually measure and evaluate our services in order to optimize them for the University community. Vision To be an engaged partner within our University community to advance the institution s mission and administrative functions. We will provide information technologies and services that will balance the need to be innovative, collaborative, and easy to use while also being reliable, predictable, and relevant to the University community who utilize them.

45 EXAMPLE UNIT IT STRATEGIC PLANNING

46 EXAMPLE UNIT IT STRATEGIC PLANNING

47 INFORMATION TECHNOLOGY AS A COMPONENT OF INTEGRATED PLANNING Integrated Planning drives Information Technology Planning IT helps enable Integrated Planning Academic Planning Financial Planning Integrated Planning Facili.es Planning Informa.on Technology Planning

48 UI IT STRATEGIC PLANNING EVOLUTION IT leaders and ITG groups at each campus to continue work on campus IT strategic plans utilizing framework, IT governance structure, and campus planning IT Governance IT Leadership Development

49 TYING IT ALL TOGETHER IT Leadership Development IT Strategic Planning IT Governance

50 BUILDING LONG-RANGE IT PLANNING CAPABILITIES IT Leaders Execute the IT Strategies Advise IT Governance IT Strategic Planning Aligns IT resources to constituent and institutional needs Provides guidance to IT leaders IT Governance Provides direction and prioritization for IT Strategic Planning Provides a collaborative venue for IT leaders and constituents

51 THE LONG-RANGE IT PLANNING PROBLEM How do we enable the information technology community to serve the institution for the future? How do we empower sustained collaborative decision-making by the users of IT to guide IT capabilities towards their most important needs? How do we align IT to best support the goals of the institution?

52 How do we align IT to best support the goals of the institution? 2012 IT Governance Summit The IT Governance Summit brought together approximately 170 academic, technical and business leaders from across the University of Illinois. Participants took part in panel sessions and discussion groups throughout the day that identified strategic IT areas of focus and an opportunity to provide feedback to create more effective IT governance processes. Input to strategic planning process and ITG More information at

53 How do we align IT to best support the goals of the institution? Unit-level strategic planning - AITS Led by IT Leadership Program graduates utilizing skills developed in the program Influenced by two IT Governance groups to define business and academic priorities to address with strategic plan Utilizes the strategic plan framework

54 How do we enable the information technology community to serve the institution for the future? University of Illinois at Chicago IT Governance MS Agreement Study of student use of IT in and out of the classroom Most IT Leadership Program graduates from Chicago serve on campus-level IT Governance Committees Being utilized for campus-level IT strategic plan development Development of a proposal for a center for Teaching & Learning Excellence Case study on high-profile broken business processes Proposal for shared use research compute cluster

55 How do we empower sustained collaborative decision-making by the users of IT to guide IT capabilities towards their most important needs? Information Technology Priorities Committee Fundamental process for directing the enterprise system structure, administrative IT projects & resources Governs: Build Buy Connect to administrative IT systems Customers define the business issues and opportunities where we can apply IT - select and prioritize in which order to execute projects Transparency throughout the process Saves money under budget across 320 completed projects

56 How do we empower sustained collaborative decision-making by the users of IT to guide IT capabilities towards their most important needs? Identity and Access Management Initiative Single digital identity project University Technology Management Team project governance (campus CIOs, CFO, faculty) Approved and funded via Information Technology Priorities Committee (enterprise system ITG) Aligns student and faculty needs Simplifies using digital resources

57 INFORMATION TECHNOLOGY AS A COMPONENT OF INTEGRATED PLANNING Academic Planning drives Information Technology Planning IT helps enable the academic plan Academic Planning Financial Planning Integrated Planning IT Leadership Development Facili.es Planning IT Strategic Planning IT Governance Informa.on Technology Planning

58 INFORMATION TECHNOLOGY AS A COMPONENT OF INTEGRATED PLANNING IT Planning influences Financial Planning IT Governance often regulates IT resources Academic Planning Financial Planning Integrated Planning IT Leadership Development Facili.es Planning IT Strategic Planning IT Governance Informa.on Technology Planning

59 INFORMATION TECHNOLOGY AS A COMPONENT OF INTEGRATED PLANNING IT Standards for new construction Sustainability of IT facilities Energy efficiency, measurement, monitoring Academic Planning Financial Planning Integrated Planning IT Leadership Development Facili.es Planning IT Strategic Planning IT Governance Informa.on Technology Planning

60 INFORMATION TECHNOLOGY AS A COMPONENT OF INTEGRATED PLANNING Integrated planning is dependent on IT to facilitate plan execution IT should be an enabler and included in planning Academic Planning Financial Planning Integrated Planning IT Leadership Development Facili.es Planning IT Strategic Planning IT Governance Informa.on Technology Planning

61 LEARNING OUTCOMES 1. Recognize the opportunities of a multifaceted approach to establishing long-term IT planning capabilities in an organization. 2. Explore the components of building long-range IT planning capabilities. 3. Identify strategies for leadership development in information technology professionals. 4. Understand how IT planning is a component of integrated planning.

62 GROUP DISCUSSION AND Q&A THANK YOU