2. RISK REGISTRY
• No input or authority over colleges and other units when making independent IT-related decisions1
• Surprises caused by rogue IT-related activities (external to ICT)2
• Historical reputation of ICT amongst our stakeholders3
• Historical management of current and future expectations (to employees and stakeholders)4
• Institutional funds available to do new things5
• Clarity of ownership regarding systems, applications, and data6
• Awareness and agreement regarding the role of information systems at the university7
• Coordination of operational and project priorities8
• Coordination of resourcing for operational activities and project work9
• Clarity surrounding disaster recovery10
• Preparation for new and increasing compliance regulations11
• Deliver results based on enterprise architecture12
3. CHALLENGES AND OPPORTUNITIES
• Multiple enterprise
administration systems
• Multiple data warehouses
• Multiple education technologies
(i.e. learning analytics)
• Understanding of research
computing availability
Multiplicity of
chaos
• Vision established, strategic
planning started
• Level 2 maturity Project
Portfolio Office
• Stewardship established
• Cultural inertia
• Information policy
Strategic changes
underway
• Metrics based communications
started
• Grow client service emphasis
• Process improvement process
started
• Build enterprise architecture
base for decision making
Operational
changes
underway
9. WHY FIX?
Professional management
Central security
Career paths
Standard architecture
Disciplined systems admin
Improved service
Single source of the truth
Centralize service delivery
Re-purpose staffing
Lower support costs
Realize economies of scale
- Technology
- People management
- Shared SMEs
Mitigaterisk
Reducecost
12. HOW DO WE COMPARE FINANCIALLY?
• IT Spend as a % of Total Revenue 2013
University of
Saskatchewan
U15 who included rogue ITU15 who excluded rogue IT
13. WHERE DOES IT GO?
• Budget by Service Area
$2.968 M
$2.689 M
$2.623 M
$2.483 M$1.948 M
$1.290 M
$1.226 M
$.979 M
$.970 M
$.879 M
$.782 M
$.70
3 M
$.630 M
$.567 M
$.427 M
$.171 M
Platform Services
Institutional Systems (ERPs)
Teaching and Learning Support and Systems
Unit IT Support
Specialized Systems (unit specific)
End-User Help and Training
Campus Network
Web Services
Data Management
Research Support
Telephones
Institutional Licensing & Acquisition
Central Printing
E-Communication & Collaboration
Identity and Access Management
Security
14. WHERE DOES IT GO?
• Budget by Service Area
14%
13%
12%
12%9%
6%
6%
5%
5%
4%
4%
3%
3%
3% 2%
1%
Platform Services
Institutional Systems (ERPs)
Teaching and Learning Support and Systems
Unit IT Support
Specialized Systems (unit specific)
End-User Help and Training
Campus Network
Web Services
Data Management
Research Support
Telephones
Institutional Licensing & Acquisition
Central Printing
E-Communication & Collaboration
Identity and Access Management
Security
15. WHERE DOES IT GO?
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
Service Area
Information Systems
2015/16 Budgeted Expenses
Other Funding
Envelope Funding
16. ONEIS PROJECTS: ONE VENDOR
• Today
• Student systems
• Finance systems
• In progress
• Document management system
• In discussion for the future
• Relationship management
• Recruit
• Retain
• Advance
• Payroll cycle change
• One payment gateway
RMS
(Relationship
Management
System)
Student
Enrolment
Advancement
Administration
Student
Retention
Research
17. ONEIS PROJECTS: UNIFIED GOALS
• uSales
• Bookstore system
• Non-credit registration
• eProcurement
• OneCard
• Unified communication
• Instant messaging
• Presence
• Video chat
• No phones infrastructure
“My office is a technology museum.”
20. STEWARDSHIP
• ITServices acts as a steward for the information systems resources
• Stewardship process engages stakeholders in making decisions
• ITServices’ role is to facilitate the process and implement the decisions
21. HOW DO WE CHANGE?
Processes Projects
Organizations only do two things …
Ongoing day-to-day
operational work.
Activities with a fixed start &
finish, and deliver value.
… organizations use projects to execute change.
22. 22
“Invest in the future”“Keep the lights on”
25%
Projects
75%
Operations
Traditional I.T. Resource Allocation
75%
Projects
25%
Operations
Ideal I.S. Resource Allocation
I.S. INVESTMENT STRATEGY
One I.S.
24. Control
Mechanisms
Steering
Commi ee
Project
Flow
Por olio assessment:
• Fit
• Align with strategy
• U lity
• Qualita ve benefits
• Quan ta ve benefits
• Costs
• Risks
• Balance
• University priori es
Status repor ng
Fiscal budget
Risk plan
Scope
Resource plan
Schedule
Quality plan
Communica on plan
Vendor management
Base budget
Support resources
Benefit measures
Ini a on Planning Execu on Closure Asset Maintenance
Reject
Approve
Not Needed
Cancel
Not Successful
Approve
Con nue
Execu on
Not Accepted
Accepted
Reject
Not Sufficient
Approve
Plan
Project
Document
Implement
Plan
Revisions
Progress
Shutdown
Project
Final Product
Maintain
Asset
Ini ate
Next Phase
New Project
Support Work
Issue log
Change control
Develop Project
Charter
Document
Client
Needs
Benefit
Realiza on
Review
Deliverables
Review
Charter
Review
Plan
Monitor
Status
PROJECT MANAGEMENT PROCESS
• One process applies to all projects
• Projects directly tied to stewardship steering committees
25. PLANNING
• “Plans are nothing. Planning is everything.” (Eisenhower)
• Consultative planning model process engages the entire campus
• Includes all information systems services providers (not just central I.S.)
• Links vision + strategy + annual planning + personal performance plans
Vision
Strategy
Operations
Tactics
Fix Plan
STRATEGIC
PLANNING
ANNUAL
SERVICE PLAN
PERFORMANCE
PLAN
STEWARDSHIP
Check
Annually
evaluate
strategic success
Measure goal
progress
quarterly
Assess personal
achievements
Do
DECISION
RECOMMENDATIONS
PROGRAM
INITIATIVES
INTEGRATED
PROJECTS
ASSIGNED
TASKS
26. INTERNAL PREPARATION
• Client service orientation
• Scalability of current structure
• Need to re-distribute work more evenly
• Clarity of roles
• Balanced scope of organization
27. Client Services
Glenn Hollinger, Director
Equipment Services
Manager
Unit IT Support
Manager
Research Computing
Manager
Institutional Sales
Manager
Applications
Monisha Shukla, Director
Platform Services
Chad Coller, Director
Security
Lawrence Dobranski, Director
ICT
Mark Roman, CIO and AVP
Human Resources Support
SME
Student Information Systems
Manager
Web Applications
Manager
Business Processes
Manager
Integration & DataServices
Manager
Financeand Administration
Manager
Database Administration
Manager
Network&TelephoneServices
Manager
System Administration
Manager
Enterprise Content Mgmt
Manager
Analysis & Reporting
Manager
ICT Organization
Structure
September 10, 2014
EAMProject
Project Manager
UnivRS
Project Manager
AcademicSupport
Manager
Project Portfolio Office
Manager
Business Analyst
28.
29. Information Systems
Mark Roman, CIO and AVP
Information Systems
Organization Structure
October 8, 2014
UnivRS
(co-managed with OVPR)
Project Portfolio Office
Manager
Client Services
Shari Baraniuk, Director
Equipment Services
Manager
Unit Support
Manager
Research Computing
Manager
Process Support and Improvement
Team Lead
Applications
Monisha Shukla, Director
Platform Services
Chad Coller, Director
Access and Compliance
Lawrence Dobranski, Director
Administration Systems: Student,
Finance, ACE
Manager
Reporting and Data Services
Manager
Academicand Web Services
Manager
uSales
Project Manager
Financeand Administration
Manager
Database Administration
Manager
Network & TelephoneServices
Manager
System Administration
Manager
Digital Workspace and Collaboration
Team Lead
StrategicServices
Glenn Hollinger, Director
EAMProject
Project Manager
Service Desk and Training
Manager
Licensing and Acquisitions
Manager
Security
Architect
Identity Management
Team Lead
Enterprise Architecture
Architect
College Support
SMEs
Human Resources Support
SME
Mandate
To implement and support all
applications systems at the university via
software development, acquisition, and
integration with the goal of supporting
the university s strategy of One I.S. We
willfocus on moving to a single
administration system, a cohesive
teaching learning ecosystem, and
creating a single source ofthe truth in
data and reporting.
Changes
Creation of increased focus on client
areas of interest: teaching & learning,
administration, reporting, and data.
Elevation of strategic applications
project management to increase senior
focus on these key initiatives.
Alignment ofreporting & data resources.
Mandate
To ensuretheentire Information
Systems department provides the best
possible client service and delivery to all
staff, students, faculty, alumni, guests,
and other stakeholders throughout the
university community. As part ofthe
OneI.S. vision, wewill strive to create a
unified single point of contact for all
information help and support across
campus.
Changes
Renewed focus on customer service
Attention to convergencein the
classroom and other venues of AV and
computer technologies
Greater integration of support and
services with College IT units,
particularly shadow IT staff.
Mandate
To deliver core infrastructure technology
support to the university, including
networks, servers, telephony, data
centres, enterprise software tools
(Exchange, SharePoint), disaster
recovery, and operations management.
This group is responsiblefor the prudent
management of all production systems
and accountable for all change control to
this environment.
Changes
Broadening of management structure
Increased opportunities to integrate
core platform services with research
networks, high performance computing,
and other research infrastructure.
Mandate
To continuously improve the quality and
trust of all information systems at the
university. Through consistent
architecturedesign, better business
processes, improved staff support, and
formalized strategic and annual planning
processes, allinformation systems will
deliver greater value to theinstitution.
Changes
Consolidation ofpillar services into an
integrated unit.
Introduction of enterprise architecture
Integration of business functions
Provision of university-wideinformation
systems career paths.
Mandate
To manageand mitigateinformation
systems risks associated with people,
processes, data, and technologies. We
willemphasize risk prevention over crisis
reaction. Access to systems is enabled by
balancing client service with institutional
risk. Complianceissues are managed by
applying by due diligence to legislated
requirements.
Changes
Information security and identity
management are brought together to
improveintegration and develop new
opportunities for improving secure
access to services.
Support for data privacy, information
systems legislative issues, policy
development, and risk assessment.
Administration Systems: HR, Facilities,
Consumer Services
Manager
Mandate
To develop and socialize a project
management process and culture
throughout the Information Systems
organization and to improvethe return
on investment of all information system
project initiatives.
Changes
The officewill continueto report direct
report directly to theCIO during the
implementation and establishment
stages of the office.
Future transition into Strategic Services
is expected to integrate with other
enterprise-level activities.
Mandate
To deliver the UnivRS project on time, on
scope, and on budgetwhileensuring the
project stays within the boundaries of
the enterprise architectureand does not
overlap in any way with existing
administration applications systems.
Changes
Unification ofproject activities into a
singlepoint of controland management.
Implementation of the Project Portfolio
Office s project management standards.
30. Information Systems
Mark Roman, CIO and AVP
Information Systems
Organization Structure
October 8, 2014
UnivRS
(co-managed with OVPR)
Project Portfolio Office
Manager
Client Services
Shari Baraniuk, Director
Equipment Services
Manager
Unit Support
Manager
Research Computing
Manager
Process Support and Improvement
Team Lead
Applications
Monisha Shukla, Director
Platform Services
Chad Coller, Director
Access and Compliance
Lawrence Dobranski, Director
Administration Systems: Student,
Finance, ACE
Manager
Reporting and Data Services
Manager
Academicand Web Services
Manager
uSales
Project Manager
Financeand Administration
Manager
Database Administration
Manager
Network & TelephoneServices
Manager
System Administration
Manager
Digital Workspace and Collaboration
Team Lead
StrategicServices
Glenn Hollinger, Director
EAMProject
Project Manager
Service Desk and Training
Manager
Licensing and Acquisitions
Manager
Security
Architect
Identity Management
Team Lead
Enterprise Architecture
Architect
College Support
SMEs
Human Resources Support
SME
Mandate
To implement and support all
applications systems at the university via
software development, acquisition, and
integration with the goal of supporting
the university s strategy of One I.S. We
willfocus on moving to a single
administration system, a cohesive
teaching learning ecosystem, and
creating a single source ofthe truth in
data and reporting.
Changes
Creation of increased focus on client
areas of interest: teaching & learning,
administration, reporting, and data.
Elevation of strategic applications
project management to increase senior
focus on these key initiatives.
Alignment ofreporting & data resources.
Mandate
To ensuretheentire Information
Systems department provides the best
possible client service and delivery to all
staff, students, faculty, alumni, guests,
and other stakeholders throughout the
university community. As part ofthe
OneI.S. vision, wewill strive to create a
unified single point of contact for all
information help and support across
campus.
Changes
Renewed focus on customer service
Attention to convergencein the
classroom and other venues of AV and
computer technologies
Greater integration of support and
services with College IT units,
particularly shadow IT staff.
Mandate
To deliver core infrastructure technology
support to the university, including
networks, servers, telephony, data
centres, enterprise software tools
(Exchange, SharePoint), disaster
recovery, and operations management.
This group is responsiblefor the prudent
management of all production systems
and accountable for all change control to
this environment.
Changes
Broadening of management structure
Increased opportunities to integrate
core platform services with research
networks, high performance computing,
and other research infrastructure.
Mandate
To continuously improve the quality and
trust of all information systems at the
university. Through consistent
architecturedesign, better business
processes, improved staff support, and
formalized strategic and annual planning
processes, allinformation systems will
deliver greater value to theinstitution.
Changes
Consolidation ofpillar services into an
integrated unit.
Introduction of enterprise architecture
Integration of business functions
Provision of university-wideinformation
systems career paths.
Mandate
To manageand mitigateinformation
systems risks associated with people,
processes, data, and technologies. We
willemphasize risk prevention over crisis
reaction. Access to systems is enabled by
balancing client service with institutional
risk. Complianceissues are managed by
applying by due diligence to legislated
requirements.
Changes
Information security and identity
management are brought together to
improveintegration and develop new
opportunities for improving secure
access to services.
Support for data privacy, information
systems legislative issues, policy
development, and risk assessment.
Administration Systems: HR, Facilities,
Consumer Services
Manager
Mandate
To develop and socialize a project
management process and culture
throughout the Information Systems
organization and to improvethe return
on investment of all information system
project initiatives.
Changes
The officewill continueto report direct
report directly to theCIO during the
implementation and establishment
stages of the office.
Future transition into Strategic Services
is expected to integrate with other
enterprise-level activities.
Mandate
To deliver the UnivRS project on time, on
scope, and on budgetwhileensuring the
project stays within the boundaries of
the enterprise architectureand does not
overlap in any way with existing
administration applications systems.
Changes
Unification ofproject activities into a
singlepoint of controland management.
Implementation of the Project Portfolio
Office s project management standards.
ORGANIZATION CHANGE
• Merge rogue IT units in central
Audio Visual Services
Web Development
Facilities IT
Finance IT
Student IT
College of Education
College of Vet Med
College of Medicine
Printing
Consumer Services
HR IT
Advancement IT
31. CLIENT SERVICE
We will
compete for our clients
Values
• Leadership by example
• Live the client service value
Culture
• Past: technology with service component
• Now: service with technology component
• Pull vs. push
Discipline
• Define expected behaviours
• Measure performance
• Build client assessment into appraisals
32. PROCESS IMPROVEMENT - CAB
A change to a service is required.
This request can come from a
client, vendor, or from within
Systems.
Complete
Change to
production
system?
This change is not
required to follow
CAB processes
No
Yes
Has testing
been
completed?
Test this change in
development/pre-
production prior to
proceeding
No
Have affected
clients been
consulted?
Work with clients to
perform UAT and
select a date for the
change
No
Change
coordinator/
implementer
Prepare the Change Request using the CAB
Change Request template.
Change Request
Yes
Recording
secretary
CAB
Change is not approved
Complete the change using the plan
documented in the Change Request. Track
progress in the ticket identified as the Change
Log in the Change Request.
Did you
experience
issues?
Change is approved
No
Document the issues in the CAB Issues Doc
template; be sure to include the lessons that
you learned as a result of the issue(s).
Yes
Issues Doc
Recording
secretary
CAB
Document/revise procedures required to
avoid this issue in the future.
Document is reviewed, no additional issues identified
Complete
Outstanding issues remain
Start
Systems CAB Methodology
Change Request Process Flow Diagram
Yes
Change Request Process Flow Diagram
All institutions manage systems with processes – knowingly or not. They may do them well or
they may do them wretchedly, but they always do them. (~ Peter Drucker)
35. CULTURE
Vision
We will be the most
responsive,
innovative, and
trusted higher
education information
systems organization
in Canada.
Mission
Information Systems
exists to realize the
dreams and
aspirations of its
stakeholders.
36. CULTURE
We will:
unify people, processes, data, and technologies throughout the university to
achieve our mission.
balance the efficiencies of centralized enterprise services with the
effectiveness of local service delivery.
demonstrate our value every day by providing excellent client service.
facilitate decisions through a stewardship process led by our
stakeholders.
use an enterprise architecture to guide the design of all information
systems.
use industry standard project management processes to deliver all projects.
use industry standard information systems management processes to deliver all
services.
