A Portfolio Management Process &
Structure for UCLA
Committee on IT Infrastructure (CITI)
May 27, 2008
3/15/2016
CITI Portfolio Management Process
1
CITI Agenda and Objectives
• Agreement on the basic framework for a UCLA IT
portfolio management structure and process
– Use Disney model
– Major elements and objectives
• Set long range vision
• Portfolio management is a phased, iterative, on-going process
• Agreement on initial steps and schedule
– More detailed plan in June meeting
– Kinds of resources and commitments
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CITI Portfolio Management Process
2
Important Distinctions -- Governance, Project
Management and Institutional Portfolio Mgmt
• Governance
– Strategic Direction
– Prioritization
– Institutional Investment Portfolio
• Project Management, Development & Maintenance
–
–
–
–
Project Control
Schedules & Deliverables
Costs & Accountability
Successful implementation
• Institutional Portfolio Management
– Balancing and diversifying investment decisions among academic,
research and administrative
– Alignment with campus strategic plan and long-term requirements
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CITI Portfolio Management Process
3
CITI’s Agreement to Portfolio Management
UCLA IT Project Governance Overview
Option to fast track a
project then circle back to
governance
1
3
Projects are
identified
through the
Annual Strategic
Planning Process
and as they arise
(Ad hoc).
3/15/2016
Project moves
along its specific
path through the
IT Governance
Process.
Project
Classes 2-5
are added
to the
Campus IT
Portfolio.
2
Human Interaction
(OIT, ITMG) is the
first filter:
• Does project need
outside funding?
• How is project
aligned with
strategic
direction?
• What is the project
motivation (is
there a legal
mandate?)
• What is the end
user impact of the
project?
• Is there a reason
to fast track?
• Will the project be
controversial?
5
OIT creates a
“Project Bio” for
every project and
each project is
classified.
• Class 2 Projects are
logged in the IT portfolio
but just “stay on the
radar”
• Governance entities
participate
according to their
role in the process.
6
4
Depending on the governance process “triggers”, a full or light PCD is created.
The specific governance path for each project is determined by a classification review.
• Class 1 Projects go
ahead – no additional IT
Governance required.
CITI Portfolio Management Process
IT Governance Graphical Overview v23-P1133-03-09-06
4
Preliminary Data on Campus
Applications
• An initial cut of a consolidated list of campus applications was
recently developed from the following sources:
–
–
–
–
2003 Data Center Data Gathering Study
2007 PII Interviews
2005 Disaster Recovery Study
List of ISIS Supported System
• The data compiled is incomplete and requires formal
validation and further refinement
• This initial effort resulted in some preliminary data that when
validated can become useful information to form the basis of
an institutional view of IT applications, systems and services
– 31 Dean and Vice Chancellor Areas
– 525 distinct campus applications (excluding medical enterprise)
… and counting
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CITI Portfolio Management Process
5
List of Campus Applications from
Preliminary (Unvalidated) Data
Preliminary List of Campus Applications
N=525
Administration + AIS
CTS
Libraries
Admin + AIS
25%
Academic Units
23%
Other
External Affairs
UNEX
Student Affairs
9%
OIT
College
Student Affairs
Academic Units
3/15/2016
CTS
12%
College
4%
OIT
9%
UNEX
4%
Libraries
9%
External Affairs
4%
CITI Portfolio Management Process
Other
1%
6
Sample Information from Preliminary Data
• Some examples of system summary:
–
–
–
–
–
Reporting/documentation - 13 systems
Data and directories - 25 systems
Email/Calendaring - 32 systems
Web/Portal services - 35 systems
Time keeping - 8 systems
• Other noticeably repeated applications / systems
–
–
–
–
–
Financial accounting
Registration
Course Management Systems
Project or Initiative Management systems
Inventory
"The purpose is not to just centralize but to have
the information to ask the right questions"
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CITI Portfolio Management Process
7
Disney’s IT Strategy and Governance Model
Media Techonology and IT Governance in Harmony at Disney…
and it seems to be working well!
Media Technology
Board
Alignment
Team
CIO
Board
MT Strategy
IT Needs
Media Asset Management
Media Security/DRM
Media Transport
High Definition Video
IT Strategy
Product Development & Creative Media Technology
“Product Facing”
Information Technology
“Internal Facing”
Source: Presentation by Jeff Mirich, Enterprise Architect & CIO at Disney Studios
UCLA’s Programmatic IT and IT Infrastructure
(Modified from Disney Studios’ model)
ITPB
OIT
FCET, IDRE
CSG/CAOs
CITI
CSG / CAOs
Research & Educ.
Strategy
IT Needs
Common Infrastructure
Campus Data Resources
Campus Applications
Business Processes
Support & Infra.
Scholarly Interaction
Research
Integrated Student
Instructional
IT Enabled Research
IT Strategy
Research, Education,
Decision-Making
Information Technology
“Program Facing”
Information Technology
“Internal Facing”
Disney’s Institutional Approach to Portfolio Management
Business Processes
EXTEND & LINK
Suppliers
Employees
Customers
Enterprise Architecture
cannot succeed without a
governance structure to
promote and fund the
“common interest”
GOVERN & MANAGE IT INVESTMENT
rationalize, leverage, maximize, aggregate
Application Portfolio
ERP
Collaboration
…
Publishing
CRM
Enterprise Architecture
is the Glue that holds
Applications and
Infrastructure to a
common destiny
ARCHITECT & INTEGRATE
simplify, standardize, modularize, integrate
Infrastructure
Platforms
3/15/2016
Network
…
Core Services
Infrastructure
Management
CITI Portfolio Management Process
10
Corp
Studio
DCP
Media Networks
TP&R
Disney’s Cross Reference Across Business Units
Identify Leverage Opportunities and Cost
WDW
DLR
WDI
DLP
Total
ABC Network
ESPN
ABC Cable
ABC Radio
ABC TV stations
BVTV
WDTVI
Total
BVG
DCP
DCP – Int’l
DDM
Disney Pub.
Merch. Lic.
Disney Store
Total
BVI
BVHE – Int’l
BVHE – NA
Filmed Ent.
Total
Corporate
Tomorrowland
Total
Create &
manage
products,
services,
media
Mark
et
produ
cts &
servi
ces
Sell
produ
cts &
servi
ces
Perfo
rm
order
mana
gement
Mana
ge
suppl
y
chain
ops
Mana
ge &
supp
ort
cust.
Plan
&
mana
ge
perfo
rmance
Manag
e
financ
es &
accntg
.
Mana
ge
huma
n
resou
rces
Mana
ge
Infor
mation
resou
rces
Mana
ge
physi
cal
asset
s
Mana
ge
supp
ort
servi
ces
Governance of IT
investment can be
aligned around business
process owners.
This analysis reveals costs by
business process and informs
where the IT investment is
focused, business unit cross
reference reveals leverage
opportunities
Grand Total
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CITI Portfolio Management Process
11
Disney’s Cross Reference Across Business Units
Identify Leverage Opportunities and Cost
Level 0
processes
Level 1
processes
Create &
manage
products,
services,
media
Market
product
s&
service
s
Sell
product
s&
service
s
Perfor
m order
manag
ement
Manage
supply
chain
ops
Perform
research &
design
Perform
market
analysis
Develop
sales plan &
quotas
Capture
orders
Plan
Prototype
products
Develop
marketing
plan
Perform
sales
Manage
orders
Source
Create/manage
product/
service /media
information
Manage
Implement
marketing
plan
Make
Manage
&
support
cust.
Establish &
manage
customer
relationships
Manage
customer
interface infrastructure
Provide
information &
training
Unique /
Differentiating
product/
service/medi
a
lifecycle
Application
examples
• Media
Asset
Mgmt.
• Broadcast/
Traffic
• News
Room
• BxB
Marketing
• Marketing
Automation
• Campaign
Mgmt.
• Point of Sale • Catalog Order
• Online Sales
Mgmt.
• Merchandise • Advertising/
Licensing
Billing Mgmt.
• Reservations • Licensing
• Ticketing
Order Mgmt.
• Credit Card
Processing
• Contract
Mgmt.
Deliver
Manage
customer
inquiries
Return
Manage
service &
support
delivery
• Supply
Chain
Planning
• Warehous
e Mgmt.
• Supply
Chain
Mgmt.
• Food &
Beverage
Supply
Chain
• Customer
Relationship
Mgmt./ Call
Center/
Customer
Service
• Guest Data
• Guest Claims
Plan &
manag
e
perfor
mance
Manage
finances
&
accounti
ng
Establish &
administer
HR policies
& employee
data
Manage
Monitor
external
environ-ment
Process
financial
trans-actions
Create &
manage
business
plan
Plan &
manage
budgets
Evaluate
business
results
Manage cash
& liquidity
Initiate &
manage
improvement
s
Analyze &
report
results
Manage
compensatio
n & benefits
Administer
health,
safety &
security
programs
Plan &
manage
taxes
Manage
labor
operations
Manage 3rd
party
obligations
• Operationa
l Data
Store
• Forecastin
g&
Planning
• Operationa
l Reporting
employee
recruiting &
training
Manage
Informa
tion
resourc
es
Create &
manage
enterprise
architecture
Create &
manage
infrastructur
e&
operations
Provide &
manage
software
solutions
Provide user
support &
training
Manage
physic
al
assets
Manage
support
service
s
Acquire
physical
assets
Provide legal
services
Maintain
physical
assets
Provide
security &
safety
Dispose of
physical
assets
Perform
admin.
functions
Maintain
facilities
operations
Perform
project
management
Non
Differentiating
Procure
goods &
services
CITI Portfolio Management Process
Manage
shareholders
Manage
employee
communications
Manage
employee &
community
relations
• Financial
• Labor
• Document
Transactions
Forecasting,
Mgmt.
• Budgeting
Scheduling, & • Authenticatio
Deployment
n
• TimeTracking • Reporting
and
Tools
Compensatio
n
• General HR
• Recruiting
Front of House
3/15/2016
Manage
human
resourc
es
Perform risk
management
• Asset Mgmt • Costume
Mgmt
• Project
Mgmt.
• Legal
• Risk Mgmt
Back of House
12
UCLA Business Processes
-- Level 1.0 for UCLA’s Four Core Processes -Level O
Processes
Level 1
Processes
Educate
Students
Conduct & Manage Research
1.2
1.1
1.3
Set Degree /
Certification
Requirements
1.1.1
Develop
Curriculum
1.1.2
Devise and Monitor
Remedial Education
1.1.3 Programs
Deliver Education
1.1.4
Document & Maintain
Identify Opportunities Federal Compliance
(23)
1.2.1
1.3.3
1.2.11
Prepare & Submit
Goldenrod
Perform Clinical
Trials
1.2.12
Review, Sign, & Submit
to Funding Agency
Administer Student
Eval. of Course /
1.1.6 Instructor
Negotiate
Award
1.2.5
1.2.14.
Set-Up
Award
(13)
Close Out Awards
1.2.15
(14)
1.2.19
(3)
Management of Data
1.2.20
Prepare & Submit
Financial Reports
Ensure Ethics
(Policies, Procedures,
Subject Testing)
1.2.8
Invoice Funding
Sponsors
1.2.13
1.2.6
1.2.7
(13)
Coordinate
Research Parks/
Joint Ventures
(13)
Institute Quality
Control
1.2.27 Measures
(7)
Deliver Surgical /
Invasive Care
1.3.8
1.3.1
1.2.3
(16)
1.4
Perform Community
Needs Assessment
1.3.2
1.2.4
(1)
(33)
Present / Publish
Research
1.2.17 Results
Document & Maintain
Prepare Internal
Manage Intellectual
Non-Federal
Forma & Protocols
Property/
Compliance (29)
1.2.2
Patents/Licensing/
1.2.10
Technology
Transfer
Conduct Research
Prepare Proposals
(38)
1.2.18
1.2.18
& Incur Costs
Manage Outreach
Activities
3/15/2016
1.2.9
Devise & Monitor
Continuing Education
1.1.5 Programs
1.1.7
Participate in/
Develop
Community/
Public Service
Provide
Patient Care
Define & Develop
Continuum of Care
1.4.1
Deliver Emergency
Care
1.3.9
Perform Care
Management
Manage
University-School
Partnerships (1)
1.4.2
Deliver Ambulatory
Care
1.3.10
Evaluate Effectiveness
of Care (Plan &
1.3.4 Provided)
Manage Industry
Partnerships
Manage Community
Development
(1)
1.4.3
Deliver Home
Care
1.3.11
Manage
Manage
Population-Based
Affiliation Agreements
Risk
1.3.
1.3.5
12
Deliver Inpatient
Care
1.3.6
Manage
Patient Care Network
1.3.13
(1)
Deliver Diagnostic
& Therapeutic
Care
1.3.7
Collect Accounts
Receivable
1.2.16
CITI Portfolio Management Process
13
Cross Reference Across Business Units
Identify Leverage Opportunities and Cost
Corp
Studio
DCP
Media Networks
TP&R
Create &
manage
products,
services,
media
WDW
DLR
WDI
DLP
Total
ABC Network
ESPN
ABC Cable
ABC Radio
ABC TV stations
BVTV
WDTVI
Total
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BVG
DCP
DCP – Int’l
DDM
Disney Pub.
Merch. Lic.
Disney Store
Total
Sell
products
&
services
Manage
& support
cust.
Plan &
Manage
manage
finances
perform& accntg.
ance
Manage
human
resource
s
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3/15/2016
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Corporate
Tomorrowland
Total
Perform
order
management
Manage
Information
resource
s
Manage
supply
chain ops
$x.x
$x.x
$x.x
$x.x
$x.x
$x.x
BVI
BVHE – Int’l
BVHE – NA
Filmed Ent.
Total
Grand Total
Market
products
&
services
$x.x
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Manage
support
services
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Total
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To be
categ
orized
Non
Differentiating
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Manage
physical
assets
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CITI Portfolio Management Process
$xxx.x
14
Value of Disney’s
Portfolio Management Process
• Outcome of As-Is Analysis
– Revealed costs by business process
– Informed the governance structure where the IT
investments are focused
– Revealed leveraging opportunities for IT services that cross
business units
– Created a basis for developing the technology decision
framework
• Identifying emerging, core and declining technologies for
non-differentiated services / applications
• Identifying specialized technologies as defined, justified, and
unique business case for differentiated services
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CITI Portfolio Management Process
15
Overview of Proposed Process
Understand the
Existing
Environment
“As Is”
•
Define information
and analysis needs
• Collect information
and data using
normalized data /
industry process
classifications and
models
•Interviews
•Baseline
research
•Benchmarking
•Surveys
•Focus groups
• Develop an
understanding of the
problems and issues
• Level set on the
definition, upper and
lower limits, and
parameters
regarding value,
cost and risk
3/15/2016
Validate &
Refine
Summary of
Findings
•
•
•
•
Define new IT
Portfolio
Management
Model
Summarize
key findings
Present initial
findings to
executive
management
Obtain
concurrence
on priorities
and direction
Seek
additional data
and
information
•
Develop the
guiding
principles and
key objectives
of a new IT
portfolio
management
process
Conduct Gap
and Capacity
Analysis
•
•
•
Identify specific
gaps that exist
between the
results of the
assessment and
the desired state
as defined in the
IT PM Model
Assess capacity /
capabilities to
determine if
adequate
resources are
currently available
to address the
gaps
Identify options /
resource
requirements if
current resources
are lacking
CITI Portfolio
-- WORKING
Management
DRAFT--Process
Define
Objectives,
Priorities and
Process Metrics
•
•
•
•
Develop a list of
priorities and focus
areas to allocate
resources
Evaluate
importance and
urgency of each
key element
Assure that defined
objectives are
traceable to
business strategy
Develop a plan that
identifies the IT PM
charter and
communications
plan
16
Step One
Understand the
Existing
Environment
“As Is”
Validate & Refine
Summary of
Findings
Define new IT
Portfolio
Management
Model
Conduct Gap and
Capacity Analysis
Define Objectives,
Priorities and
Process Metrics
• Define information and analysis needs
• Collect information and data using
normalized data / industry process
classifications and models
•Interviews
•Baseline research
•Benchmarking
•Surveys
•Focus groups
• Develop an understanding of the problems
and issues
• Level set on the definition, upper and
lower limits, and parameters regarding
value, cost and risk
3/15/2016
Summer 2008
CITI Portfolio
-- WORKING
Management
DRAFT--Process
17
Information is Available to Begin
• Existing and available resources / documentation
for the three building blocks
– Business Processes
• Documentation of UCLA’s core mission processes (4) and
major supporting processes (15) by Coopers & Lybrand Study
– Application Portfolio
• Preliminary list of applications, systems and servers (with 847
line items)
– Infrastructure
• UTIPP / UTIPP 2 Reports
• 2001 / 2005 – OIT White Papers on “Developing a Campus IT
Strategy and Architecture”
3/15/2016
CITI Portfolio Management Process
18
CITI Endorsement
• Agreement with the basic framework & objectives for IT
portfolio management
• Agreement to do “as-is” analysis
– Define information needs
• Categories/thresholds for collecting applications information
• What information will be collected in first iteration
– Define Level 1 processes
• Facilitated session
• Subgroup of CAO
• Agreement to review and approve a detailed plan at CITI’s
June meeting
– Consult CITI subgroup
– Summer start
– Integrate with IT planning and cost review
3/15/2016
CITI Portfolio Management Process
19