IST Town Hall - June 20
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Introduction – Mike Langedock
IT Transformation Overview – Mike Langedock
IT Governance – Mike Langedock
IT Organizational Design – Mario Lebar
IT Service Management – K-L Holter
IT Leadership Development – Doug Stoyko
Closing – Mike Langedock
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You at the U
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Our transformation journey has begun.
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IT Transformation Overview
Mike Langedock
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Why the IT Transformation?
Growing imbalance
between demand on IT
resources and budgets
and supply
Ambiguity of roles and
authorities for IT
management
Inadequate Universitywide control over IT
Drivers for
change
No formal governance
Client expectations for
IT are high
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No University-wide
view on total IT
investments and
priorities
Executive want greater
involvement in IT direction,
priorities, decisions
No University-wide IT plan
The vision of IT at the University
• A university IT plan that is aligned with and enables the university’s
strategic and business priorities.
• A consolidated view of IT investments on which the university can set
priorities and measure return.
• Clarity on university-wide IT mandates and authorities among central
agencies, faculties and administrative units.
• All university IT advisory and governance processes aligned to
strategy.
• IT is brought into an environment of control through formal governance
processes where executive and business leaders have meaningful roles in
IT decision-making and priority setting.
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How are we going to get there?
 Secure Executive-level championship on the need to transform
 Bring University-wide IT into an environment of formalized
federation
 Establish clarity on roles, responsibilities and authorities for IT
across the University
 By instilling our ITCARE (Integrity Teamwork Collaboration
Accountability Respect Effectiveness = ITCARE) into our day to
day interactions.
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IT Transformation Program Streams
• Renewed University-wide IT Governance
• Realignment of IT Organization (org design)
• Implementation of IT Service Management (ITIL processes)
• IT Leadership & Management Development
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IT Maturity Model
current
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Program accomplishments to date
 “What we heard” report
 Established the Guiding Coalition
 Developed a vision / core messaging
 Staffed IT Transformation Program
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Mike Langedock
Executive Sponsor
Program Governance
K-L Holter
IT Service Management
Doug Stoyko
Leadership Development
Mario Lebar
Program Director / Org Design
IT Transformation
Program Committee
Program Coordinator
Nettie Rempel
Program Manager
Jeff Reitberger
Program Change Manager
Diana Huggins
Mike Langedock
IT Governance
Business Change Sponsors
Keith McConnell
Jim Kelso
Doug Stoyko
Project Sponsor
K-L Holter
Project Sponsor
Mario Lebar
Senior Supplier
Mario Lebar
Project Sponsor
Mike Langedock
Project Sponsor
Stan Amaladas
Senior Supplier
Brian Katchnoski
Project Manager
Doug Stoyko
Senior Supplier
TBD
Senior Supplier
TBD
Senior Supplier
TBD
Project Manager
Christy Pop
Business Analyst
Neil Marnoch
Senior User
Jim Kerr
Project Manager
Jim Kerr
Project Manager
Org Design
IT Governance
Leadership Development
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Tunde Balogun
Change Manager
Service Management
IT Governance Renewal
Mike Langedock
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What is IT governance?
Ask Yourself
University
Alignment
Standards
& Methods
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Are we
doing
the right
things?
Are we
getting
the
benefits?
Are we
doing them
the right
way?
Are we
getting
them done
well?
Return on
Investment
Capability
& Efficiency
Why renew IT governance?
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IT gets aligned with the University’s priorities
Better control / mitigation of IT related risks
Reduce IT delivery time
Provide better service quality
Lower service costs
Resulting in….
Increased stakeholder value
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What does it mean for us?
• Clear relationships/accountabilities between
Central IT/IST and Distributed IT
• More effective prioritization of IT projects
coming into IST
• Alignment of our work with the strategic
direction of the University
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Project accomplishments to date
 Continued stakeholder
engagement
 Proposed IT Governance
structure
 Established the new Executivelevel committee (UITAC)
 Initiated work on key measures
of success
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What’s next?
• Communication and engagement
• Kick-off UITAC
• Update CIO job description
• Realign IT advisory committees
• Refresh mandates and authorities of
those committees
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IT Organizational Design
Update
Mario Lebar
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Why are we changing the IT structure?
• The current structure does not align with the future
vision of IT at the University
• It does not position us as a strategic partner
• There is a lack of clarity around roles and
responsibilities between centralized and decentralized IT
We must evolve our IT structure so we are more efficient and
effective in our delivery of IT related services, and provide the
University with a current, state-of-the-art, supporting vehicle
that will help it to achieve its vision of being a centre of
excellence in the world of higher education.
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Project accomplishments to date
 “What we
heard” report
 Preferred
models (three
IT Models)
 Review/
validate
 Plan, Build,
Run
Making Sense
Making Choices
Making Progress
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Federated with Plan-Build-Run Model
IT Governance
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What does it mean to us?
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What’s next?
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IT Service Management
K-L Holter
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Why IT Service Management?
Collaboration
+
High Quality
Service
=
Client
Satisfaction
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• We need to refashion how IT
service delivery is provided to
the University community.
• We need to be more efficient
and effective in our delivery of
services to our customers.
ITSM Project Objectives
To plan, design, implement, and
transition selected IT Service
Management processes to sustained
operations.
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What does it mean for us?
Prioritize
Teamwork
Client
Service
Measure
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Processes
A lot of work has been done on IT
Service Management since our last
town hall so let’s celebrate some of
our recent achievements!
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Project accomplishments
 Client satisfaction survey
 Baseline maturity assessment
 Integrated service desks
 SLA’s and OLA’s for incident and request
 Re-aligned incident and request process
 Established agreed upon process guides
 “Did you know” series
 The Elevator Speech
 And of course….
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Cherwell Upgrade
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Staff Support
We want to ensure that you are well prepared for the
upgrade.
IST leadership and the project team is here to
ensure that you are all successful!
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What’s next?
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IT Leadership Development
Update
Doug Stoyko
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Why leadership development?
We want to equip IST leaders
and managers to embrace and
deliver transformative change.
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Leadership Dimensions and Competencies
 Enhances Emotional
Intelligence
 Sound
Administrative
Practices
 Effective Decision
Making
 Enhances
Diversity&
Inclusion
 Demonstrates Integrity
 Builds Trust & Credibility
Fosters Team
Accountability
Develops Others
Builds Relationships
Producing Effective Results
Leading Change
Promotes Institutional Alignment
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Project accomplishments to date
 Participated in 4 workshops:
 Transformational Leadership: Leading Self & Others
 Results-based Leadership: 5 Roles of Leadership
 Relational Leadership: Cohesive, High-performing
Teams
 Management Excellence: HR Management
 IST Staff survey on leadership
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IST Leadership Behavior Survey
Invitations Sent Out
Responses Received
Complete Responses
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151 (73%)
132 (87%)
Thank you to all those who completed the survey.
Survey is still open.
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IST Leadership Behavior Survey
• Facilitates through cultural differences,
conflicts, and misunderstandings
• Commits to improvement in diversity,
inclusion, and cultural competence
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IST Leadership Behavior Survey
Two most common responses
“Enhances Emotional Intelligence - Deals with conflict
within their team with diplomacy, tact and a solution
focus” – 89 responses
“Effective Decision Making - Makes sound decisions based
on complex data, effectively balancing innovation, risk,
and engagement” AND “Demonstrates Integrity - Acts in
ways that are worthy of trust`` - 84 responses
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IST Leadership Behavior Survey
Two least common responses
“Effective Decision Making - Effective use of HR
Handbook” – 3 responses
“Builds Relationships - Leads others through their
emotional reactions (empathy)” – 6 responses
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What’s next?
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Demonstrates Integrity
Response
Percentage
Count
Models ethical practice and
congruency between
espoused values and actions
44%
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Acknowledges and learns
from successes and mistakes
49%
66
Acts in ways that are worthy
of trust
62%
84
Demonstrates personal
responsibility as a member
and a leader in a community
36%
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Identifies and manages
potential conflicts of interest
10%
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Total Responses
135
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Chart
Upcoming workshops
Dimension
Workshop
Date
Engagement
Social Intelligence and Leadership
Sept. 18
Management
Excellence
RWELP & Workplace Inclusion
Sept. 18
Performance Management & Retention
Oct. 23
Legal Concepts
Strategic
Leadership
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Systems Thinking Approach to Managing
Complexity
Nov. 20
Closing
Mike Langedock
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What We Need From You:
• Focusing on the greater good – the
need to take a University-wide
perspective that is not bound by
faculties, departments and domains.
• Two-way communication – the need
to provide feedback and ask questions
as we continue on the transformation.
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Your feedback is important to us!
• Share your feedback and questions directly
with your supervisor.
• Email your questions and feedback to
ISTFeedback@umanitoba.ca
• Talk to someone on the IST
Transformation Program.
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