Enterprise IT Decision Making
Implementation In Action
Amy Gee, Portfolio Manager, EITDM
Office of the CIO
April 2015
Enterprise Information Technology Decision Making* is an operational structure and process to
smartly decision strategic IT investments in support of UW-Madison’s Strategic Goals.
UW-Madison 2015-2019
Strategic Framework
Supports our
culture of
transparency and
participation
Ensures
stewardship
over existing
resources
Maximizes
financial
soundness in
decision
making
Incorporates a
structured
way to analyze
project
proposals
* Acronym = EITDM
2
Over a two-year analysis period, Campus concluded the need for an Enterprise IT Decision
Making Process and Governance to guide strategic IT investments for UW-Madison.
Start
February 2012
Start Enterprise IT Decision
Making Analysis and
Proposal Process Kick-Off
Current
August 2012
Complete Phase I –
Current State Assessment
What do we have now and
what do we need?
February 2013
Complete Phase II –
Future State Proposal
What should it look like?
Several Higher Education Institutions have
implemented a process to smartly decision IT
projects and track their success when implemented.
January 2014
Complete Phase III –
Implementation Planning
How can we do this?
February 2015
New Hire in Role –
Initiate Implementation
Let’s begin!
3
The three-phase analysis and recommendation process included participants from across the
UW-Madison campus.
Steering Committee:
Provost Paul DeLuca and VCFA Darrell Bazzell
Participating Divisions:
Administrative Process Redesign
Administrative Information Management Services
Colleges of Agricultural Life Sciences, Letters and Sciences, Engineering
Divisions of Information Technology, Enrollment Management, International Studies
Graduate School
Office of Budget, Planning and Analysis
Offices of the CIO and Registrar
Schools of Education, Veterinary Medicine, Pharmacy, Medicine and Public Health
Student Representation
University Health Services
Huron Consulting Group
4
EITDM Future State outlined 9 desired characteristics to ensure an infrastructure that will
continue to facilitate innovation while simultaneously work to foster trust in the decision
makers.
Representative
Provide for appropriate representation of various constituencies across campus
Collaborative
Enable “cross-talk” across and within areas and stakeholders
Clear
Establish clear process and entry points into the model
Transparent
Document and communicate decision and rationale
Consistent
Principles, policies and procedures are consistently applied
Accountable
Focus on results
Agile
Provide flexibility for quick response
Adaptable
Allow change based on evolving needs of information and information technologies
Innovative
Stimulate innovation as a common goal
5
The Governance Model comprises representational participation from across campus with
appropriate levels for input, review and decision making.
EITDM Office
Information Technology
Committee (ITC)
Executive Board
LEGEND
Executive Oversight & Strategic Direction
Advisory
Provost
Chancellor
V.C. for Administration
V.C. for Research
V.P. Information
Technology
Chair of the ITC
Dean of L&S
Dean of Engineering
Planning Board
Review & Approval Committee
CIO
Division of Information
Technology (DoIT)
Research
Computing
Instructional
Technology
Administrative
Technology
Decision Rights
Members
Select Deans &
Associate Deans
Department Chairs
V.P. Information
Technology
V.C. Administration
Service Management Advisory Group
Technical Assessment and Recommendation
Research
Computing
Instructional
Technology
Administrative
Technology
IT Communities of
Practice
6
By using the Enterprise IT Decision Making process, we as a campus work together to improve
value through better project selections and more efficient use of technology.
Ideation & Submission
Assessment & Options
Planning / Executive Committee Review
Implementation Roadmap
Project Execution
In order to make the right decisions, it is important to understand the current list of projects
and the existing IT landscape.
The implementation of Enterprise IT Decision Making analyzes project proposals to determine:
• Fit with the active and upcoming projects (Change the Business)
• Opportunities and needs compared to the existing IT landscape (Run the Business)
Strategic Objectives
What are the
active and upcoming projects
supported by IT within
Schools, Colleges, Divisions
and DoIT?
Change the
Business
EITDM
Portfolio
Management
New
Ideas
Run the
Business
Business as
Usual
What is the
existing technology landscape
across Campus to include
Schools, Colleges, Divisions and
DoIT?
Service Support
8
Several campus areas are participating to develop a comprehensive view of active projects,
which is known as the Campus IT Portfolio.
School of
Education
School of
Medicine and
Public Health
UW-Madison
Library
Graduate School
Campus IT
Portfolio
Administrative
Process
Redesign
College of
Letters &
Sciences
Office of the
Registrar
Division of
Information
Technology
College of
Agricultural Life
Sciences
9
Importance of IT Portfolio Management
 Shared Accountability:
Enhance transparency, accountability through joint Campus governance
 Agreed Prioritization:
Ratify prioritization of project proposals prior to assignment
 Confirmed Alignment:
Ensure initiatives provide the greatest benefits and contribution to strategic framework
 Identified Benefits:
Achieve the best return from total investment
 Streamlined Activities:
Identify and remove redundant or duplicate projects
 Scheduled Resources:
Maximize assignment of resource: ‘right people, on the right projects at the right time’
10
Enterprise IT Decision Making and Portfolio Management Implementation Plan
Jan 2014
Feb – May 2015
June 2015 - Ongoing
Complete
In process
In plan
Finalize
EITDM Proposal
Socialize
EITDM Approach
Develop
Campus IT Portfolio
and Governance
• Determine Campus need for
EITDM
• Meet with EITDM Proposal
Committee
• Develop categorization and
tooling methodology
• Explore options for
Approach
• Identify needs required to
launch EITDM
• Finalize Proposal
• Share and solicit feedback
on approach:
• Identify user friendly groups
and socialize approach to
capture project details
• Post and Hire Portfolio
Manager position
• Campus Leadership
• Shared Governance
Groups
• Schools and Colleges
• DoIT Management Team
• Compile initial view of IT
Portfolio
• Implement Governance
Structure: approve charter,
roll-out decisioning and
reporting process
• Implement process to
receive, analyze and
decision new ideas.
Implement
Decision Making and
Portfolio Reporting
• Develop process for project
managers to submit updates
on active projects
• Expand governance
reporting to include
portfolio delivery
• Onboard additional areas of
campus
• Continually mature
decisioning process,
portfolio management
practice and overarching
governance
11
12