STRATEGIC PLANNING
AND PROJECT
PORTFOLIOS
University of Chicago IT Services
Carmen Sandu
Topics
• IT Strategic Planning
• Project Portfolio Management
IT Services Key Management Elements
IT
STRATEGY
TACTICAL PROJECTS
PORTFOLIO
MANAGEMENT
STRATEGIC PROJECTS
PROJECT &
PROGRAM
MANAGEMENT
OPERATIONS SUPPORT &
MAINTENANCE
Strategic Planning Cycle
1. Annual Planning
Meeting  Strategic
Plan
7. Adapt & Refine
Plan  Feedback
documents and
industry trends
6. Monitor & Learn 
Measurements and
SWOT Analysis
5. Plan Execution 
Project
Management/Executi
on
2. Align with
University Goals 
Priorities Alignment
Matrix
3. Strategy Maps 
Strategic Initiatives
Gantt Chart
4. Translate strategy
into tactical projects
 Project Portfolio
• Alignment is the most
important and most
difficult aspect
• Alignment within the
organization is not
possible without
alignment among the
executive team
IT Services Planning Model
University Value Statements
Where we want to be?
Why are we here?
IT Services Vision/Mission
How will we achieve it?
What is our
game
Strategic
plan?
Goals and Strategic Plan
Strategic Initiatives
Measurements
1. Satisfied Stakeholders
2. Delighted Customers
3. Efficient and Effective
How well are we doing?
Processes
4. Motivated and Prepared Staff
Tactical Plans – Project Portfolio Management
Team Projects
Outcomes:
How do we align?
What do we need to
adapt?
Organizational Projects
Individual Participation
Empowerment/ Personal Objectives
Where do I fit in?
What I need to do?
Continuous Improvement
• 1st year – FY10
• We embark on strategic planning, and the resulting plan is sufficient, but
not as robust as we’d like, primarily because we ended up spending a fair
bit of time developing the mission, vision, values, and key priorities. By
the time we got to the strategic objectives, goals, and action plans, most
of us were tired of planning. We wrote down a few objectives, goals, and
very high level actions.
• 2nd year – FY11
• The plan is substantially better than the previous one because we are
clear on where we are and where we are headed. This year we spend the
majority of effort and time on objectives, goals, and action plans.
• 3rd year – FY12
• The strategic plan is truly a complete picture of the organization’s
strategic direction. With two years of experience, we know what works
and doesn’t work. The plan becomes the living document that’s a true
representation of our institution because we’ve refined our process and
approach.
Continuous Improvement (cont.)
• Develop organizational level analytical tools
• Align teams and organizational measures
• Process improvement training – moving to a common platform (ITIL)
• Cross-functional action teams for process improvement
• Engagement of staff in discussions about the direction of organization
• Tighter alignment with financial planning
Strategic Planning Conclusions
• Change happens iteratively and has a bidirectional flow connecting
•
•
•
•
•
•
•
with the middle through the lowest levels of the organization
(alignment)
Implementing strategic planning is an iterative process
Must find champions (both internal and external) and celebrate their
successes
Focus on staff engagement and empowerment
It’s all right if it’s not perfect from the first attempt
It is very easy to let it go…
Consistent execution is critical
Continuous monitoring and measurements
Key Components –
What I worry about
• Consistent way to describe strategy
• IT Organization aligned with University goals
• Link between budgets and strategy
• Executive teams have regular strategy discussions
• Staff have direct strategy links
• Staff understands the strategy and direction of organization
• Executive oversight and support
IT Services Key Management Elements
IT
STRATEGY
TACTICAL PROJECTS
PORTFOLIO
MANAGEMENT
STRATEGIC PROJECTS
PROJECT &
PROGRAM
MANAGEMENT
OPERATIONS SUPPORT &
MAINTENANCE
Benefits of Portfolio Management
• Maximize value
• Improve communication
• Encourage team focus
• Efficient resource
management
• Improve project team
efficiencies
Project Portfolio Activities
Identify
Categorize
IT
STRATEGY
Evaluate
TACTICAL
PROJECTS
PORTFOLIO
MANAGEMENT
Select
STRATEGIC PROJECTS
Communicate
PROJECT & PROGRAM
MANAGEMENT
Prioritize
Balance
Authorize
OPERATIONS SUPPORT &
MAINTENANCE
Review
Monitor
Questions/Comments