1. 1 CADM IT Integration Overview Last updated 4/12/2016

2. Project Overview In February 2016, EVP Katie Lapp convened the CADM IT Integration executive committee and project team to engage in a process to bring IT groups within Campus Services, Financial Administration (FAD), and Harvard Human Resources (HHR) into Harvard University Information Technology (HUIT) by July 1, 2016. An executive committee and project team have been convened to determine the best path forward. This team is comprised of smaller groups, each focused on ensuring a smooth transition within the following areas: IT Services, Human Resources, Finance, and Communication. 2

3. Goals 3 Deliver more nimble and effective IT services: More integrated and seamless IT experience for our stakeholders Faster delivery of services by breaking down barriers and leveraging the collective skills and knowledge of other IT colleagues Provide greater support for CADM IT staff : Develop critical common IT skills (ITIL, Agile, project management) in the rapidly evolving IT professional landscape Increase opportunities for professional growth and career mobility while ensuring talent retention Preserve and build on critical relationships with current work groups

4. Guiding Principles 4 To achieve our goals, we will: Strengthen everyone’s connection to the mission of the University Focus on how best to deliver services Preserve and build upon critical relationships Embed staff with their partners when possible Run an open and transparent process Frequently report progress Genuinely value input Maintain confidentiality where appropriate Create a culture that is supportive, motivating, and engaging Explore and combine the strengths of each culture Consider and incorporate feedback from the 2015 employee engagement survey

5. Agile Method & Benefits The project team is leveraging Agile methodology, an alternative to traditional project management. What is Agile? Agile projects are completed in small iterations of time (typically 2-3 weeks), known as sprints. Each sprint is reviewed and critiqued by the assigned project team and the insights gained from those evaluations are used to determine the next steps of the project. Agile enables participants to respond to issues are they arise throughout the course of the project. Why Agile? It is collaborative. All of the groups that will be impacted by the project are represented and included in the conversations that will inform the scope and design of the integrated organization. It is iterative. It helps teams respond to unpredictability through incremental work cadences, known as sprints. It is flexible. Project deliverables and expectations can be easily changed to accommodate business changes. It is transparent. Project participants are expected to actively report out on progress, which reduces any unknowns and makes the overall process more efficient. 5

6. CADM IT Integration Project Team Structure 6 Service Scrum Teams Foundation Scrum Teams HR IT PO: Rita Moore (HHR) PO: Steve King(HUIT) SM: Randy Ellis Finance IT PO: Mitch Rogers (FSS) PO: Mike Landino (HUIT) SM: Matt Walton Campus Services IT PO: Ben Gaucherin (CS) PO: Peter Baskette (HUIT) SM: Thomas Townsend Finance PO: Leslie Schaffer (CADM) SM: Tom Price Human Resources PO: Karen Pemstein (CADM) SM: Tamara Larsen Communications PO: Steph Gumble (HUIT) SM: Acacia Matheson Executive Committee Nicole Breen, Melissa Brown, Marilyn Hausammann, Tom Hollister, Anne Margulies, Amy Nostrand, Meredith Weenick Project Coordination Team Nicole Breen, Alex Dicenso, Ellen Gulachenski, Stephanie Gumble, Tamara Larsen, Brian McDonald, Joya Sengupta  Provide direction and oversight for project  Lead and champion change within their organizations  Make decisions on matters escalated to them  Ensure thoughtful approach and implementation using Agile principles  Ensure collaboration between Scrums  Represent HUIT and incoming service teams  Provide knowledge of current HUIT processes and frameworks  Provide service and customer knowledge from each business unit  Define/adapt HUIT frameworks  Provide subject matter expertise to ensure that each of their frameworks serve the incoming departments and their customers  Implement any necessary changes to people, technology, process and financial model  Design and implement process for onboarding people PO = Product Owner: Defines & orders backlog (work) and accepts complete work SM = Scrum Master: Removes roadblocks,raises issues, and ensures team is following Scrum Responsibilities

7. Foundation Scrum Teams Foundation scrum teams provide subject matter expertise to ensure that each of their frameworks serve the incoming department and their customers; implement any necessary changes to people, technology, process and financial model; design and implement process for on-boarding people: Communications Foundation Scrum Team: Guided by the principle of running an open and transparent process, this team is charged with facilitating project communications and creating a cohesive and coordinated communications framework for IT services after the integration. Finance Foundation Scrum Team: The finance foundation team is focused on understanding the various funding sources and financial practices supporting IT work in the four businesses and making recommendations for enabling a smooth financial transition as services move into HUIT. HR Foundation Scrum Team: The HR foundation team is responsible for supporting the individual members of the potentially incoming IT groups and ensuring a smooth transition into HUIT. This team will also inform and guide organizational decisions to help the Executive team define the new HUIT. 7

8. Project Communications For more information on the project, visit: http://huit.harvard.edu/cadm-it-integration Email your thoughts and questions to: cadm_it_integration@harvard.edu 8