Subcommittee Information Technology Architecture and by ghostface

VIEWS: 28 PAGES: 11

									IT Governance Terms of Reference

This document defines the various roles required to ensure effective governance of IT decisions at the University of Calgary. While certain
roles will apply more broadly, the current mode is defined to focus on the administrative needs of the University. The Terms of Reference
describes aspects of the various roles and the connections between the roles, so that – in total – there is a governance model that is effective
across the various management levels and functional areas. The end result should be to ensure that the decision making process is both
effective – ensuring that resources are focused on the most important issues – and efficient – ensuring decision-making is delegated to reduce
latency and ensuring that cost-effective, sustainable solutions to the issues are delivered. As we implement the model, we may focus on certain
roles initially to get started and then evolve and add roles as we proceed.

Senior Campus IT Steering Committee – Preliminary Definition Only
This committee provides overall Business Priorities, portfolio-level investment allocations, IT Principles and provides high level governance and decision-making as
required to support lower level governance groups. This group has the primary responsibility for overall IT portfolio governance to ensure that IT expenditures and
resource allocations are sufficient and aligned with the overall priorities of the University.
Chair                                                                                     Membership)
TBD                                                                                       TBD

Meeting Frequency:
Committee meets Quarterly or semi annually with one meeting coordinated with
the University budgeting cycle to provide approval to the IT Business Plan.

Areas of Focus                                                                        Key Actions / Outputs
Review and approve high level information technology strategy – including              Enterprise Level Priorities, Vision and Strategy
prioritization of enterprise-level information systems, technology and services        High Level Cross- Portfolio IT Investment Prioritization
projects                                                                               Funding Approval for Initiatives Over $250,000
Provide overall Principles by which IT will be delivered and operated on campus        IT Principles
and how enterprise-level IT investment decisions will be managed.                      IT Governance Model
                                                                                       Define High Level IT Roles and Responsibilities
Make decisions on issues that are escalated from other committees where they are          Decisions on escalated issues
unable to reach consensus, lack critical information, or need guidance on overall
risk management.
Establish measurable objectives for Campus IT plans and undertake an assessment           Make decisions and identify recommendations discovered through analysis of
to determine the degree to which these plans meet the needs of the institution             performance against objectives about how to improve plans to better meet the
                                                                                           needs of the University
Provide leadership support in ensuring that solutions are defined, delivered and          Support the process with timely decision making
implemented following the standard methodology and governance processes                   Require that IT initiatives comply with the prescribed governance process




Governance Terms of Reference V1.0                                                           2009-01-30                                                Page 1
Business Administrative Systems Enhancement (BASE) Governance Committee
This committee provides a forum for reviewing, evaluating, and approving strategies, plans, and initiative recommendations for business and IT solutions to support and
advance enterprise administrative requirements. This group is primarily responsible to ensure that IT expenditure, priorities, and resource allocations within their portfolio
are aligned with the administrative needs of the University. Where required by authority levels, this group will provide background information and recommendations to
support informed decisions by the Senior Campus IT Planning Committee
Chair                                                                                 Membership
Harold Esche, Chief Information Officer                                               Jake Gebert, Richard Hawkes, Sandy Repic, David Johnston, Richard Ogilvie,
                                                                                      Robert Woodrow, Fred Hall, Janet Cameron
Meeting Frequency:
Committee meets on a Quarterly basis with additional meetings as required or to
support the University budgeting cycle to provide approval to the IT Business Plan.

Responsibilities                                                                        Key Actions / Outputs
  Review, assess, prioritize and approve recommendations for campus business            Review portfolio of Administrative Issues/Project Lists to ensure alignment
    and administrative needs                                                                with institutional priorities
  Ensure that initiatives are aligned with one set of principles and priorities         Provide direction for IT Project Prioritization to lower level governance groups
    which support the overall administrative needs of the university                     Assist in the escalation of additional resourcing needs to Senior Campus IT
  Make recommendations for allocation of additional resources and funding to               Steering Committee as required
    Senior Campus IT Planning Committee or Unit Management when existing
    allocations are insufficient to meet perceived critical needs
  Promote opportunities where business improvement and information                         Management support for IT related solutions for enterprise administrative
    technology can assist the campus in achieving its goals (e.g. through process            capabilities to best position the initiatives for success
    redesign and technology assisted service delivery, through improved reporting           Support to allocate the appropriate skills sets and associated head count of staff
    capabilities, technology consolidations, etc.)                                           and management necessary to develop and support information technology
  Provide leadership to support the readiness of campus to implement and                    solutions and services
    leverage the related technologies and solutions                                         Support for exception to standards and principles where required to meet
                                                                                             campus needs (Eg. Choosing a non-Peoplesoft solution where a Peoplesoft
                                                                                             module is not seen to meet the specific needs of the University)
Make decisions on issues that are escalated from other committees where they are            Decisions on escalated issues
unable to reach consensus, lack critical information, or need guidance on overall
risk management.
Establish measurable objectives for campus business and administrative plans and            Make decisions and identify recommendations discovered through analysis of
undertake an assessment to determine the degree to which these plans meet the                performance against objectives about how to improve plans to better meet the
needs of the institution                                                                     Business and Administrative needs of the University
Provide leadership support in ensuring that solutions are delivered using a standard        Support the process with timely decision making
methodology, governance processes and principles                                            Require that IT initiatives comply with the prescribed governance process




Governance Terms of Reference V1.0                                                             2009-01-30                                                  Page 2
Business Administrative Systems Enhancement Advisory Team
This sub-committee provides a virtual forum for reviewing, assessing, approving and making recommendations re: strategies, plans, and initiatives for business and IT
solutions that address campus administrative needs. Their primary objectives are to ensure alignment between the IT projects and the priorities defined by the BASE
Governance Committee, to identify and help coordinate/address the cross-functional impacts of various initiatives, and to ensure that the needs of the various customer
groups are given due consideration. Working closely with the various Functional Area Steering Committees, appropriate members of this group will provide background
information and recommendations to support informed decisions.
Chair                                                                                 Membership
TBD – proposed as Project Office for near term, perhaps later transitioning to a      Senior Functional Area Business Analysts
Senior Functional Area Business Analyst
                                                                                      Senior Application Solution Coordinators
Meeting Frequency:                                                                    Project Office Representative
As a virtual group there will be few meetings of the full committee. The
individuals will meet on an ad hoc basis, as required by the nature of the issues and
in-progress initiatives to ensure cross-functional coordination. They will also need
to provide reporting on a Quarterly Basis in preparation for quarterly BASE
Governance Committee meeting to demonstrate progress on the BASE priorities.
Responsibilities                                                                      Key Actions / Outputs
  Review, assess, and make recommendations to address administrative needs             Recommendations re: prioritization of Administrative Issues/Project Lists
      in line with resource and funding capacity                                        Recommendations for solution approaches to ensure alignment with overall
  Ensure that initiatives are aligned with one set of principles and priorities            administrative priorities
      which support the overall administrative needs of the university and support      Articulate and escalate additional needs to BASE Governance Committee or
      the needs of the various customer groups on campus                                    specific Unit Management as required
  Make recommendations for allocation of additional resources and funding to           Documented issues and priorities of the various customer groups on campus to
      BASE Governance Committee or Unit Management when existing allocations                support the decision-making process
      are insufficient to meet perceived critical needs
  Promote opportunities where business improvement and information                     Provide lower-level management support for IT related solutions for enterprise
      technology can assist the campus in achieving its goals (e.g. through process         administrative capabilities, and recommend approaches to best position the
      redesign and technology assisted service delivery, through improved reporting         initiatives for success
      capabilities, technology consolidations, etc.)                                    Support to allocate the appropriate skills sets and associated head count of staff
  Provide leadership to support the readiness of campus to implement and                   and management necessary to develop and support information technology
      leverage the related technologies and solutions                                       solutions and services
                                                                                        Support for exception to standards and principles where required to meet
                                                                                            campus needs
Make decisions and recommendations on issues that are escalated from other              Decisions on escalated issues where within their authority
committees where they are unable to reach consensus, lack critical information, or      Recommendations to the BASE Governance Committee or specific Unit
need guidance on overall risk management.                                                   Management where outside of their authority
Provide summarized reporting and metrics to BASE Governance Committee to                Summary level portfolio management reporting to BASE Governance
define status, progress, and required actions against BASE priorities.                      Committee




Governance Terms of Reference V1.0                                                           2009-01-30                                                 Page 3
Customer Focus Groups – Likely to be achieved as subgroups of BASE Advisory team augmented by representatives from focus customer groups.
These groups (of which there will likely be several) will each provide a forum for assessing the needs of the key customer groups on campus (Student, Researcher, Faculty,
Staff, Compliance) to ensure that we understand the needs and priorities of those customer populations and to provide context to support the prioritization of initiatives and
improve stewardship effectiveness.
Chair (one for each functional subcommittee)                                           Membership
How this is achieved will be at the direction of the BASE Advisory Team that will      As defined by BASE Advisory Team to ensure sufficient representation of customer
have the responsibility to ensure that we understand the needs and issues of the       group interests.
various customer groups.
Meeting Frequency:
Committees will likely get baseline and annual feedback with meetings as required
to support specific impacting initiatives
Responsibilities                                                                       Key Actions / Outputs
  Act as effective stewards for the specific customer groups to ensure that their       Effective documentation and communication with various customer groups of
      needs are understood and adequately represented in the definition and                  identified priorities, status of initiatives to address these priorities, and progress
      assessment of initiatives in the various functional areas                              over time against these priorities
  Assess and understand the priorities of the various customer groups                   Recommendations to various committees for initiatives and strategies that will
  Represent the interests of the various customer groups in the planning process            support the needs of the various customer groups
      as individual initiatives are assessed and considered
  Identify and prioritize opportunities where business process improvement and          Initiation of proposals to support customer needs
      information technology solutions can help address the needs of the specific        Assess recommendations as to solution approach to various initiatives
      customer groups                                                                    Communication and support for customer stakeholders in support of solution
  Engage appropriate resources to identify and assess various solution                      implementation
      alternatives and provide recommendations/decisions as to preferred approach
      (e.g. through process redesign and technology assisted service delivery,
      through improved reporting capabilities, technology consolidations, etc.)
  Provide leadership to support the readiness of campus to implement and
      leverage the related technologies and solutions
Play a supportive role in ensuring that solutions are defined, delivered and             Support the process with timely input, assessment and feedback
implemented following the standard methodology and governance processes and              Help to coordinate availability of customer group stakeholders to assess and
principles                                                                                   test solutions in support of the targeted needs
Address issues, risks, and opportunities associated with IT related initiatives,         Specific recommendations to appropriate individuals or groups to help address
escalating to senior management as required                                                  issues, risks and opportunities




Governance Terms of Reference V1.0                                                                2009-01-30                                                   Page 4
Functional Area Steering Committees
These committees (which will exist for each functional area – Finance, SCM, HR/Pay, Student, Research, IT, etc.) provide a forum for reviewing, evaluating, prioritizing
and approving requests and initiatives within the functional area, coordinating where required with other impacted functional areas, and providing summary
recommendations and escalations to higher level governance committee and unit management as appropriate to the nature of the issues.
Chair (one for each functional subcommittee Finance, HR/Pay, SCM, Student,              Membership (the number of participants required to be effective will likely vary
Research, IT, etc.)                                                                     considerably by functional area)
Functional Are Business Unit Director (or Senior Functional Area Business               Business Unit Directors
Analyst)
                                                                                        Functional Area Business Analysts
                                                                                        Various Application Solution Coordinators as appropriate to the Functional area
Meeting Frequency:
Committees will likely meet on a Monthly basis
Responsibilities                                                                        Key Actions / Outputs
  Overall stewards for the specific functional areas to ensure that the needs of         Effective documentation and communication to the various functional
     the various stakeholder groups are understood and adequately represented in             stakeholders
     the definition and assessment of initiatives to support the functional area          Identification of collateral impacts resulting from proposed initiatives
  Ensure that the cross-impacts to other functional areas are assessed as
     initiatives are reviewed and carried forward
  Ensure initiatives are aligned with the priorities of the specific functional area     Approval and prioritization of initiatives and the required allocation of
     in support of broader campus priorities                                                 resources in support of functional area needs for initiatives up to $250,000 (the
  Assess, prioritize and approve functional administrative needs within their               approval limits may vary by functional area and for larger expenditures will
     funding approval authority and where the impact is limited primarily to the             likely need to ensure support from BASE Governance Committee
     specific functional area                                                             Recommendations to BASE Advisory Team for allocation of resources and
  Assess, prioritize, recommend, and sponsor functional administrative needs to             prioritization of initiatives where they need higher levels of approval and
     the BASE Governance Committee where funding approval is beyond their                    coordination
     authority and/or where there is significant impact beyond the specific
     functional area
  Identify opportunities where business process improvement and information              Initiation of proposals to support functional area needs
     technology solutions can assist the functional area in achieving its goals           Recommendations of approach to address functional needs
  Engage appropriate resources to identify and assess various solution                   Assess recommendations as to solution approach to various initiatives
     alternatives and provide recommendations/decisions as to preferred approach          Support for exception to standards where required to meet campus needs
     (e.g. through process redesign and technology assisted service delivery,
     through improved reporting capabilities, technology consolidations, etc.)
  Provide leadership to support the readiness of campus to implement and
     leverage the related technologies and solutions
Play a key role in ensuring that solutions are defined, delivered and implemented         Support the process with timely assessment and decision making
following the standard methodology and governance processes and principles                Require that IT initiatives comply with the prescribed governance process
                                                                                          Ensure sufficient supporting staff resources and associated skills sets
Address issues, risks, and opportunities associated with IT related initiatives,          Specific decisions and recommendations
escalating to senior management as required

Governance Terms of Reference V1.0                                                             2009-01-30                                                 Page 5
IT Architecture and Standards Team
This committee provides a forum to support the campus community in the provision of information technology solutions that are responsive to customer needs while
ensuring that they can be delivered and supported cost effectively over time. While the other governance committees are primarily focused on what needs to be delivered,
this committee is primarily charged with helping to define how these needs are met.
Chair                                                                                    Membership (TBD)
Jeremy Mortis, WEMS Manager                                                              Application Solution Coordinators from various technical groups
Tara Mulrooney, Enterprise Reporting Manager                                             Chair of BASE Advisory Team
                                                                                         Senior Business Analysts from various functional areas as required
Meeting Frequency:
Committee will likely meet on a monthly basis with individuals meeting as required
with various functional representatives to assess and make recommendations on
individual requests
Areas of Focus                                                                           Key Actions / Outputs
Perform stewardship role over the overall technical environment in terms of                Effective documentation and communication with various technical and
ensuring that it is fit for purpose to meet the functional and capacity needs of the          customer groups of the applicable standards and technical strategies
University over time.                                                                      Documentation of various technical product and design standards and their
                                                                                              intended use
                                                                                           Documentation of future technical directions and expectation for implications
                                                                                              to the U of C computing environment
Provide architectural and infrastructure advice and direction to initiatives focused       Provide recommendations as to solution approach for various initiatives
on addressing specific business/academic requirements
Review and suggest campus’ IT architecture and infrastructure direction,                   IT Architecture and Infrastructure strategy recommendations and architecture
capabilities, and strategic objectives – including prioritization of architecture and         initiative scope and priority assessment
infrastructure projects
Identify opportunities where IT architecture and infrastructure can assist the             Recommendations for common Solutions and Approaches
campus in achieving its goals (e.g. through resource leveraging and capacity               Recommendations for specific technologies and architectural directions
building, improvement in related processes, etc.); evaluate the readiness of campus
to implement and leverage the related technologies and solutions
Identify issues, risks, and opportunities associated with both IT architecture and         Complete and/or assess decision documents to identify the associated
infrastructure initiatives, as well as with initiatives targeted to provide solutions to      issues/risks/opportunities and provide to appropriate decision-makers
specific business/academic requirements
Recommend the campus resource commitment to IT architecture and infrastructure             Articulate the appropriate skills sets and associated head count of staff required
related initiatives ( eg. Recommend resources required to assess, define and support          to create and maintain architecture/infrastructure related documents and assets.
assets such as logical data models for the campus, application development toolsets
and methods, physical server or storage architectures, etc.)
Establish measurable objectives for campus IT architecture and infrastructure plans        Identify recommendations discovered through analysis of performance against
to ensure they are supportive of the needs of the institution (eg capacity and service        objectives
level performance)
Play a supporting role in ensuring that solutions are defined, delivered and               Support the process with timely input, assessment and feedback
implemented following the standard methodology and governance processes and
principles

Governance Terms of Reference V1.0                                                             2009-01-30                                                  Page 6
Functional Area Business Analysts - Will likely be multiple with varying degrees of experience in each functional area
These individuals are key participants in the governance process as representatives of the various functional areas. Many of these analysts may be participants in the
various committees and the Customer Focus Groups. The more senior staff in these roles in each of the functional areas will likely be participants in the BASE Advisory
Committee. They are responsible to understand, articulate, and represent the requirements of the various functional area stakeholders, and are responsible to manage the
expectations of these stakeholders and communicate with them re: if and how their requirements will be addressed.
Leadership                                                                              Individuals
Each specific functional area will need to assign one individual who has the            On a function-by-function basis these individuals will be defined and chartered with
primary overall responsibility for coordinating the needs of each functional area, to the responsibilities for their functional areas. The number and specific skills sets of
be responsive to the demands of the various functional area stakeholders, and to        the individuals in each functional area will vary based on the size and complexity of
ensure that they understand and communicate requirements within that functional         the functional area. Whether they report within IT or the business is not as critical
area as well as dependencies between their functional area and other functional         as the fact that they need to follow standard methods to document needs and
areas.                                                                                  associated request documentation and to engage the appropriate individuals to
                                                                                        facilitate the governance process.

Areas of Focus                                                                            Key Actions / Outputs
Collect, solicit, understand, route, assess and prioritize stakeholder needs within the    Prepare Functional Area Requirements Priority Lists
functional portfolio                                                                       Make recommendations to Functional Area Steering Committees
                                                                                           In conjunction with applicable IT Solution Analysts/Coordinator approve
                                                                                              initiatives <$2,500
Identify and assess opportunities where business improvement and information               Initiation and preparation of proposals to support customer needs
technology can assist in meeting the requirements of the functional area (e.g.             Assess recommendations as to solution approach to various initiatives
through process redesign and technology assisted service delivery, through                 Communication and support for customer stakeholders in support of solution
improved reporting capabilities, technology consolidations, etc..)                            implementation
Identify and analyze impacts across functional areas.                                      Recommendations of solution and approach where changes in one functional
                                                                                              area overlap into other functional areas.
Play a key role in ensuring that solutions are defined, delivered and implemented          Follow and promote use of governance process guidelines and methods
following the standard methodology and governance processes and principles                 Timely assessment and decision-making on initiatives
                                                                                           Engage customer group stakeholders to assess and test solutions
Address issues, risks, and opportunities associated with IT related initiatives in         Recommendations to business unit and Functional Area Steering Committees
functional areas.                                                                             on options to address issues, risks and opportunities




Governance Terms of Reference V1.0                                                              2009-01-30                                                Page 7
IT Application Solution Analysts/Coordinators – Will likely be a range of experience and specific skill levels within and across technical areas
These individuals are key participants in the governance process as representatives of the various technical areas. These coordinators will likely participate as solution
architects in the various IT technical areas. The more senior staff in these roles in each of the technical areas will likely be participants in the IT Architecture and
Standards Team as well as the BASE Advisory Team. They are responsible to understand, the requirements of the various functional area stakeholders, and to convert
them into recommendations for appropriate IT solutions. They are responsible to ensure that the architecture principles and standards are considered/applied in the
recommended solutions
Leadership                                                                                Individuals
Each specific technical area will need to assign one individual who will have             For each technical area, appropriate numbers of individuals will be defined and
primary overall responsibility for coordinating the solutioning efforts for their         chartered with the solutioning responsibilities for their technical areas. The number
technical areas, to ensure that they are responsive to demands for the services of the and specific skills sets of the individuals in each technical will vary based on the
technical areas, and to act as stewards for the applicable architectural principles and size, complexity, and specifics of their area.
standards from their technical area to ensure that they are applied and extended to
support the needs of the University.
Areas of Focus                                                                            Key Actions / Outputs
Receive, assess and propose solutions for initiatives within the technical portfolio        Solution recommendations


Provide required technical support and direction to initiatives focused on addressing        Assess recommendations as to solution approach to various initiatives
specific business and administrative requirements                                            Support for exception to standards where required to meet campus needs
                                                                                             In conjunction with applicable Business Unit Analyst approve resourcing for
                                                                                              business driven initiatives <$2,500

Recommendations to address needs in the technical area, and escalate requirements            Technical Area Requirements Priority Lists
when existing allocations are insufficient to meet perceived critical needs                  Approval for IT Initiatives Below $2500
                                                                                             Recommendations for Funding Approval for IT Initiatives to IT Functional
                                                                                              Area Governance Committees
                                                                                             Business cases to support allocation of resources to technical initiatives
                                                                                             Articulate and escalate additional resourcing needs to appropriate Steering
                                                                                              Committees
Play a key role in ensuring that solutions are defined, delivered and implemented            Follow and promote use of governance process guidelines and methods
following the standard methodology and governance processes                                  Timely assessment and decision-making on initiatives
Create documentation and policies regarding IT standards, solution approaches and            White papers, standards, design patterns, solution documents, etc.
future technical directions to help support the solutioning process
Address technical issues, risks, and opportunities associated with IT related                Decisions , or recommendations to governance and project committees
initiatives in functional areas.                                                              regarding decisions, to help address technical issues and opportunities and to
                                                                                              manage risks




Governance Terms of Reference V1.0                                                              2009-01-30                                                  Page 8
Committee: Project Steering Committees
These committees, of which there will be one for most projects of significant size and complexity, provide a forum for making decisions regarding solutions to issues and
risks, within the scope, schedule and budget of the project. They also provide a forum for reviewing, evaluating, and recommending actions to address issues and risks
which are outside the contingency band of project scope, schedule and budget in order to support and advance campus requirements. In these instances, these groups will
provide background information and recommendations to support informed deliberation to the other relevant governance committees, the CIO and the PVP.
Chair                                                                                   Membership
Project Sponsor of the specific project                                                 TBD based on the nature of each project
                                                                                        Likely to include members of the other governance groups
Meeting Frequency:
Depends on size, duration, complexity and risk of the specific project.
Areas of Focus                                                                          Key Actions / Outputs
Review and approve actions to address in scope project issues and risks and to            Timely decision making and actions to address issues inside of defined scope,
communicate the impact of these decisions to project stakeholders.                           budget and schedule of project.
                                                                                          Approves and rejected project change requests
Review and recommend actions to address project issues and risks that are outside         Recommendation for change requests to address issues outside of defined
the contingency band for project and to determine the likely impact of these                 scope, budget and schedule of project.
recommendations to project stakeholders.
Identify and bring forward opportunities where specific project deliverables can          Recommendations as to broader applicability of project deliverables
assist the campus in achieving its goals
Help PM to address issues and risks associated with dependent projects as they are        Decision and actions to address issues regarding project dependencies
discovered and work with dependent projects to resolve
Recommend adjustments to campus resource commitment to IT solution related                In support of the Project Manager, help to articulate the appropriate skills sets
initiatives (e.g. Review and recommend direction for campus application                      and associated head count of staff required to create and maintain IT
development resources in line with strategic goals.)                                         application solutions.
Ensure PM establishes and tracks measurable objectives for project performance to         Provide key input to assessment of project performance and lessons learned
support organizational learning and support collection of reusable work products
for future projects




Governance Terms of Reference V1.0                                                            2009-01-30                                                  Page 9
Key Issues to be considered in implementation

      We will continue to get push back from various fronts on the various aspects of governance. The old adage “Better is the enemy of
       good enough”. While we hold out for the perfect process or tool or model, or to address the next two or three objections, we will
       continue to significantly miss the mark. We need to launch ASAP and then work on continuous improvement.
      Our initial scope will be focused on the administrative needs of the University.
      The scope of “administrative” needs to be finalized and the membership of the BASE Governance Committee’s should be reflective of
       that scope.
      Requests for application services outside of that scope are likely to continue to come to IT. The IT resourcing model should provide
       some capacity and an intake process for addressing these out-of-scope needs. Examples of these out-of-scope areas are Development
       Office, Campus Infrastructure , Library, Cont.Ed, Campus Rec, Audit Services, Legal, Parking, Imagine, e-Mail, Comm Media /
       Classrooms, Campus Security, Faculties
      There will need to be an initial allocation of resources to each of the technical areas. This allocation will help to define what level of
       workload for maintenance and for enhance and new functionality can be undertaken. Work within each functional area will need to be
       prioritized so that we know what work the available resources can focus on vs. what work will be put on hold
      The ability to be responsive to additional demand depends on our ability to source alternative delivery resources to supplement existing
       staff and how effectively we can plan for future demand.
      Even at existing resourcing levels, one of the primary challenges will be getting sufficient quantities of appropriately skilled analytical,
       architectural, and project management resources to focus on the initial business and solution concept phases. For the analytical
       resources, this shortage exists in both the business and within IT.
      If we can identify the candidates for the various analytical roles and get them working together focusing on their skills development and
       lessons learned, we will be on a path to growing these resources.
      We can grow capability and capacity over time, but in the short term we must look to the market to supplement the resources we have,
       and the market is significantly constrained, especially in some of the more critical skills areas
      We will need to build up the architectural policies and standard solution approaches as we proceed with implementation of the
       governance framework
      We probably have more development capacity than we have the capacity to do the appropriate up-front analysis. The danger is that we
       move work to development without due analytical diligence. It suggests that we have to be effective at initial assessment and allocate a
       significant number of development resources to straightforward development work, so that we can do this work with minimal up-front
       analysis while we focus on developing more senior analytical, solutioning, and project management skills.
      In the broad categories of business analyst, architect and developers there are a lot of different skill sets. We need to be cognizant of
       these differences and be realistic in our assumptions of how transferable these skills are.
      For business analysts, it is not as critical where they reside – the business or IT. What is important is that they have the correct skills,
       follow a consistent methodology, have effective communication and sufficient access to decision-makers to reduce the process latency.
       A suitable tool that helps to minimize paperwork and provide some workflow will help significantly.

Governance Terms of Reference V1.0                                             2009-01-30                                         Page 10
      The most critical of the governance constructs in the near term are the Functional Area Steering Committees. They need the correct
       business and IT participants, working together cooperatively towards solving the right problems with effective solutions, and
       prioritizing a manageable number of initiatives to allow effective focus.
      A key issue to be worked out is the approval thresholds for the various governance groups.
           o On the low end, we want there to be minimal latency on simple requests (<2500) so want them to be coordinated for the “what”
               by the Functional Area Business Analyst and for the “how” by the Technical Coordinator.
           o On the high end, we expect that requests above $250,000 may need to go above the BASE Governance Committee.
           o However, in the near term we want as much approval as possible in the hands of the Functional Area Steering Committees – as
               long as the resources are available, any cross-functional impacts are addressed and we consider the most effective solution to
               meet the requirements
           o It also depends to a degree on the source of funding and whether the costs are for existing resources or are incremental dollars
               such as hardware, software or contractor/consultants.
           o As a starting point, we will assume that all initiatives above $2500 or 5 days effort need to go to the Functional Area Steering
               Committees. That will make them visible for governance and coordination, which will allow them to be reviewed by BASE as
               they proceed.




Governance Terms of Reference V1.0                                           2009-01-30                                      Page 11

								
To top