strategic planning presentation by tdelight

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									IT Strategic Planning Governance

    Case Study: UCLA Governance Process
                 2001 - 2007
                    Ruth Sabean, UCLA
    Assistant Vice Provost/Director (retired), Educational
                        Technology




                 Strategic IT Planning - Governance   Page 1
                             Overview
• Institutional Context
• Principles and IT Vision
• Governance Structure
• Process Flow
• Project Selection
• Decision Making Authority
• Transition to Implementation
• Periodic Review of Structure and Process
• Lessons Learned




                          Strategic IT Planning - Governance   Page 2
                              Context
• Large public research university: 35K students,11 Schools and The
  College of Letters and Sciences
• Shared governance - academic senate with administration
• Federated model of IT responsibility: CTS, OIT, AIS, OID, Library,
  and administrative and academic units
• Prior to 2001
  - rare examples of campus-wide joint planning
  - senate/admin committee to advise executives
  - campus computing council of academic unit CIOs




                        Strategic IT Planning - Governance   Page 3
    Principle 1: Coordinated Autonomy

•   Autonomy and Connectedness
•   Mass Individualism
•   Robust Flexibility
•   Community Direction
•   Persuasive Standardization
•   Managed Openness

                Jim Davis, Educause Review, November/December 2001, pp 86-87




                 Strategic IT Planning - Governance   Page 4
    Principle 2:Layered Accountability

• Local, regional, institutional co-exist and co-
  construct
• Facilitate institutional interaction, integration and
  harmonization
• Decisions based on local and core needs
• Layered services based on inter-locking
  institutional and departmental structures

                  UCLA CIO Jim Davis, http://www.oid.ucla.edu/strategicprinciples.htm




                    Strategic IT Planning - Governance   Page 5
Strategic IT Planning - Governance   Page 6
  Strategic Planning Outcome: Information
             Technology Vision
• Led by IT Planning Board in 2001
• Developed through a campus-wide consultation
  and discussion process
• Four areas of emphasis
• Guides decision-making process
• Serves as framework for IT portfolio of strategic
  projects

                                         http://www.oid.ucla.edu/Documents/default.htm




                  Strategic IT Planning - Governance   Page 7
          IT Vision:Areas of Emphasis
1)   Integrate students into an IT-enhanced, individualized teaching,
     learning and research environment.
2)   Make UCLA a leader in data management and analysis, digital
     media, and computation-based research.
3)   Use the Internet to support centers of scholarly interaction both to
     engage students and to enhance external access to UCLA.
4)   Provide information to increase productivity and to enhance the
     relationship of individuals to the university.

                                        http://www.oit.ucla.edu/Documents/default.htm




                         Strategic IT Planning - Governance   Page 8
                 Governance Structure
•   Oversight and Policy: the IT Planning Board - academic senate and
    administration
•   Funding: Committee on IT Infrastructure - financial, IT and academic
    leaders
•   Technology: Common Systems Group - program and IT leaders
•   Instruction: Faculty Committee on Educational Technology - 12
    faculty, assistant dean, local CIO, director Educational Technology
•   Research: Institute for Digital Research and Education

                                                       http://www.oit.ucla.edu/it_governance.htm




                          Strategic IT Planning - Governance     Page 9
                Governance Structure
And other groups as need -- both formal and informal -- to gather input,
  build understanding, develop buy-in

+ Campus Computing Council
+ Administrative Officers
+ Council of Deans
+ Student Leadership Groups
+ Academic Senate Leadership Groups




                         Strategic IT Planning - Governance   Page 10
Strategic IT Planning - Governance   Page 11
                 Governance Process
•   Targets high-impact projects
•   Systematic approach to allocating limited resources
•   Projects come from central and academic units’ strategic and annual
    plans
•   Goal is to achieve broad input, thorough evaluation, and cross-
    campus buy-in
•   Challenges: speed, desire for autonomy, funding have/have-nots,
    meeting tactical needs




                         Strategic IT Planning - Governance   Page 12
IT Governance Process




     Strategic IT Planning - Governance   Page 13
       What’s a High Impact Project?

•   Impact on end users
•   Impact on departmental IT support
•   Impact on related software
•   Complexity of solution
•   Cost of solution
•   Time to implement
•   Maturity of solution in the field



                  Strategic IT Planning - Governance   Page 14
Strategic IT Planning - Governance   Page 15
         Decision Making Authority

• Iterative process through formal and informal
  groups
• Clarity on who makes the final decision
• Process goals: clarity on issues, resolution of
  differences, full backing of all primary
  stakeholders
• Challenges: Devil in the details and
  communication across groups over time


                  Strategic IT Planning - Governance   Page 16
Strategic IT Planning - Governance   Page 17
          Governance Transition to
          Implementation Phases
• Follows identification of “home”, endorsement and
  funding (if needed)
• Planning group(s) and documents integral part of review
  process
• Next steps: detailed process and expanded staffing
• Functional oversight committee created by CIO and
  ITPB
• Periodic updates to ITPB and relevant governance
  committees and other groups for feedback and
  endorsement of progress.



                    Strategic IT Planning - Governance   Page 18
Purpose of Periodic Review of Governance

Part I. Build common understanding and agreement on the
  purpose and intent of IT Governance
   – Set the right tone
   – Improve mutual understanding
   – Identify current barriers (structural, operational, behavioral)
   – Provide more clarity on the classification of projects that need go
     to through the process
   – Extend ownership of the IT Governance process




                        Strategic IT Planning - Governance   Page 19
 Purpose of Periodic Review of Governance

Part II. Critically examine the existing structure & process
   –   Examine what is working and what is not working
   –   Develop recommendations to improve Governance processes
   –   Review existing committees and clarify their charges
   –   Develop recommendations on changes to committees
   –   Obtain agreement on changes before moving forward




                       Strategic IT Planning - Governance   Page 20
               Third Year Review (2006)
                Example of Outcomes
 What was working:
• Good sponsorship and funding decisions by leadership
• Project details are worked out at appropriate levels before review
• Clearer definition & documentation means initiative details are better
   understood
• The process captures consensus
• Process provides institutional memory about initiatives
• Participants experience the value in gaining broader sponsorship and
   understanding of the initiatives




                         Strategic IT Planning - Governance   Page 21
      Third Year Review (2006) Example of
                   Outcomes
 What was not working:
• Some key expertise/roles were not represented on any committee
• Lack of clarity of roles of Governance groups
• Too many meetings spent on educating/re-educating members
• The expectations have increased; more sophisticated issues and
   complex issues to resolve
• Fear exists on the implications for autonomy at the unit level
• Significant gaps in peoples’ understanding of the process
• Process takes too long and is ‘tuned to avoid all grief’, but there is
   disagreement on how to be more expeditious




                          Strategic IT Planning - Governance   Page 22
       Lessons Learned: 2001 -2007

• Governance is a work-in-progress
• Maintain leadership buy-in to the process
• Make all information public and accessible
• Provide experienced staff support to all groups and
  cross-group communication
• Broadly communicate frequently; adapt style to
  audience; remember this includes listening
• Celebrate the progress and value achieved
• Review progress and adapt as you go
• Be patient; cultural transitions take time


                    Strategic IT Planning - Governance   Page 23

								
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