IT Strategic Directions. Jeff Neyland

Transcription

1 IT Strategic Directions Jeff Neyland

2 Engagement Objectives Management: Ensure IT services are delivered in a customerfocused manner, improve delivery using industry best practices, and evaluate and mitigate any significant risk. Assessment: Evaluate the campus IT organization and implement efficiencies. Financial: Validate and implement recommendations identified by Huron. Leadership: Find a permanent VP for IT. 2

3 Management Conducted customer and IT team interviews Academics Administration Health Systems Research Distributed IT Iwan Alexander Dawn Bulgarella Harold Jones Linda Lucas Bob Palazzo Selwyn Vickers Suzanne Austin Martha Bidez Alesia Jones Shirley Kahn Richard Margison Bob McMains Patricia Raczynski Harlan Sands Will Ferniany Joan Hicks Dave Summit Lauretta Gerrity Richard Marchase Tommy Foley Lee Smith Rahul Thadani T.D. Todd Reviewed documentation Huron recommendations Financials budget variance, vendor history, detail GL, key vendor contracts Operations plans, operating procedures, policies, ticket history Documented assessment based on best practices 3

4 Management Central IT Assessment Customer perspective Strong personal relationships Areas of good service levels/poor service levels Do not understand how IT works Lack of accountability Late projects Too expensive Best Practices Essential elements of governance missing Significant areas of risk Organizational segments out of balance Awareness of what is missing and steps being taken 4

5 Management Actions Taken Developed and implemented interim SOPs Project management practices Project prioritization and reviews Status reporting Metrics and root cause analysis in Help Desk Time tracking and measuring to prioritized projects Responding to long standing issues Developing communication Continued selection of IT management tools Service management Business management Placed a hold on hiring of new positions 5

6 Financial Distributed IT Significant variation in size (.5 FTE to 20 FTE) Wide range of IT activities/level of support Multiple opportunities for efficiencies INFRASTRUCTURE SUPPORT BUSINESS SUPPORT RESEARCH SUPPORT Desktop support Custom development Custom development Server support Commercial software support Commercial software support A/V support Business Intelligence / reporting Business Intelligence / reporting Help Desk Multiple department support Server support Classroom support Multiple department support High Performance Computing 7

7 Financial Distributed/Central IT alignment Re-engage Huron: Perform skills and cost assessment Define roles and responsibilities Develop balanced IT organizational design Prepare a workforce transition plan September start date: Plan Discover Design Deliver Week 1 Week 2-5 Week 6-8 Week 9 8

8 Financial Balanced UAB IT Organization Balance investment, services, risks, people Mission unique services Services that meet specialized needs and do not have broad utilization. Segment services Services that meet the needs of specific areas of the University. Fee-based services Services that can be utilized by any segment of the University. Core institutional services Services that support the foundational structure of the University with broad utilization. 9

9 Financial Cost Transparency Establish transparent costing and funding model FY15 Goals: Define IT services in business terms Track costs and map to defined services IT staff to implement tools and processes Future Goals: Propose funding model that is aligned with university plan 10

10 Leadership Recruit a permanent VP of IT/CIO Position description drafted Search committee proposed Search launch September 11

11 Strategy - Key Initiatives Alignment Support strategic objectives of the University Guiding Principles Provide Best cost core IT services Guide investment in new technologies and services Protect information assets Initiatives Rationalize IT organization (DIT and CIT) Deliver prioritized projects (tactical and operational ) Establish transparent cost model HPC, ACP, IRAP, faculty profiles, cloud computing Design and Implement disaster recovery capabilities Complete risk assessment and asset management Processes & Controls Human resource Skills assessment, time tracking, talent management Governance Demand management, project management, service management, SOPs, Steering Committee Measurement Establish and monitor metrics for support, finance, operations, development, human resources, security Relationship Vendor management, CRM Regulatory compliance FISMA, PCI, HIPAA, FERPA 12

12 Strategy - Key Initiatives Alignment Support strategic objectives of the University Guiding Principles Provide Best cost core IT services Guide investment in new technologies and services Protect information assets Initiatives Rationalize IT organization (DIT and CIT) Deliver prioritized projects (tactical and operational ) Establish transparent cost model HPC, ACP, IRAP, faculty profiles, cloud computing Design and Implement disaster recovery capabilities Complete risk assessment and asset management Processes & Controls Human resource Skills assessment, time tracking, talent management Governance Demand management, project management, service management, SOPs, Steering Committee Measurement Establish and monitor metrics for support, finance, operations, development, human resources, security Relationship Vendor management, CRM Regulatory compliance FISMA, PCI, HIPAA, FERPA 13

13 Business Process Needs Business Goals Applications Services Products Demand Mgmt Strategic Demand PORTFOLIO MANAGEMENT Ideas Proposals Projects Assets OPERATIONS Problem Resolution Business Availability Deployment Tactical or Operational Demand PROGRAM MANAGEMENT OFFICE Projects Resources Budgets Risk DEVELOPMENT Change Management OPERATIONAL DEMAND Provisioning Security SOFTWARE DEMAND Projects Enhancements Upgrades Bugs Quality &Performance Design & Development Strategic projects selected by criteria that necessitate full project management capabilities Strategic project selection criteria includes strategic fit, return, cost, risk, scope, regulatory compliance Examples - Research Computing, ACP, Symplectic, IRAP, Disaster Recovery, Identity Management Tactical requests requiring a lower level of project management Software development and Infrastructure projects Examples update Oracle custom interface, private cloud offerings Operational demand for a standard service On-boarding a new employee, telephone service, purchasing a PC 14

14 Proposed Governance Structure Oversight Committee President VP Information Technology IT Strategy Board (Chaired by VPIT) Operational IT Committee Task Forces Enterprise Infrastructure Enterprise Tech Services Enterprise App Development Enterprise Info Security Project Mgmt Office IT Finance & Administration Department Level Prioritization 15

15 Demand Management Tactical Prioritization set at the administrative unit/school level Criteria for prioritization set by administrative unit/school Identified contact for prioritization within the department IT resources constraints mitigated by prioritization, outsourcing or permanent staffing if demand is consistent and financial return identified 16

16 Demand Management Strategic IT Operational Committee Representatives from Schools, Research, Administration and IT Recommendations to IT Strategic Board Communications to their constituents Functions Reprioritization recommendations Tool recommendations (e.g. Business Intelligence, SharePoint) Process changes (e.g. use of cloud services, asset management) IT Strategy Board Review and approval of major projects Review and approval of significant changes in process or IT organization structure Reprioritization of projects, authorization of increases to project budgets Review of annual budget Review of IT risk management 17

17 18 IT Governance Roadmap

18 For more information or questions Jeff Neyland