1. IT Strategic Plan Open House
Dave Wallace, CIO,
Andrea Chappell
and The Team

2. The IT Strategic Plan Project
To create an Information Technology (IT) Strategic Plan to advance the state of IT to meet the opportunities for University of Waterloo over the next 5 years.
A uWaterloo IT Strategic Plan, not an IST plan! Where IT should head together.

3. Today’s agenda Summary of activities to date
The IT Strategic Plan governance
The Strategy Map
Samples of early findings
Prioritization
Your suggestions
Next steps

4. Activities to date September: Planning and organization
October: Info gathering in advance of consultations
November, December: Consultations and strategy model development (Strategy Map)

5. University Stakeholders
Governance
Project 1
Project 2
Project N
Exec Advisory Group
Provides advice on University directions Advises on overall Strategy
University Stakeholders
UCIST/Steering
Provides direction on strategy map (Vision, Mission, Principles)
Task Force Team
Provides parameters of Plan’s results (“Shape” of outcomes)
IST Directors Team
IST Mgmt Team
New and existing projects align to Strategic Plan results.
CTSC
Provides advice on Plan implementation
External Resources

6. Two pronged approach Top down Bottom up The Strategy Map model
Existing data and consultations (listening)

7. The Strategy Map Visual representation of main elements of strategy:
Mission, Vision, Values
Strategic Objectives (where you want to go, how you want to be)
Stakeholder promise (Walmart, Apple, or Four Seasons?)
Also, associates performance indicators

8. V4.1 Draft uWaterloo IT Community
Our Purpose (Mission):
Evolve an exceptional, innovative IT environment to enable engagement, creativity, and impact.
V4.1 Draft uWaterloo
IT Community
Our Goal for 2018 (Vision 2018):
Enable the University’s mission through exceptional learning, teaching and research environments.
Our Promise to Our Stakeholders: Inspiring and supporting the University of Waterloo through technology leadership and excellence.
Stakeholder
Enable the achievement of uW research and scholarship objectives
Enable the achievement of uW teaching and student life-learning objectives
Enable the optimization of administrative processes across campuses
Enable University outreach activities
Optimize the user experience
Exchange accessible, high quality data and information when, where, and how needed
Enable timely access to the right integrated, cutting-edge information technologies
Be easy to do business with
Maintain a secure, reliable, and useable information and technology environment
Internal Process
Take a design approach to IT development and implementation
Continuously improve and optimize IT processes, workflow, and platforms
Ensure data security, integrity, and privacy
Provide knowledgeable, pro-active insights, advice, and solutions through effective governance
Understand, foster and leverage trends and innovations in information technologies
Define IT accountabilities, responsibilities and authorities, available resources, and supports, and clearly communicate this to our Stakeholders
Understand
the needs of our Stakeholders
Organizational
Capabilities
Resource Management
Build a culture of pro-active support and technology leadership
Take an University-wide perspective to IT
Make the necessary technology infrastructure and resource investments
Build a cohesive, knowledgeable IT community across the campus
Build collaborative relationships with our Stakeholders and each other
Optimize the allocation and use of our financial, technology, and human resources
CORE VALUES
Service
Openness & Collaboration
Knowledge & Creativity
Operational Excellence

9. Balanced Perspective Stakeholders (people who use IT services)
Internal Processes (what we do)
Organizational Capabilities (skills, capacity)
Resource Management (the money)

10. Stakeholder Perspective
Who are our stakeholders?

11. Stakeholder Perspective
Our identified stakeholders:
Faculty
Students
Staff
Outreach areas (employees, alumni, prospective students, etc.)

12. Stakeholder Perspective
Enable the achievement of uW research and scholarship objectives
Enable the achievement of uW teaching and student life-learning objectives
Enable the optimization of administrative processes across campuses
Enable University outreach activities
Optimize the user experience

13. Internal Processes
Internal Processes
how IT runs at Waterloo

14. Internal Processes Internal Process
Exchange accessible, high quality data and information when, where, and how needed
Enable timely access to the right integrated, cutting-edge information technologies
Internal Process
Be easy to do business with
Maintain a secure, reliable, and useable information and technology environment
Take a design approach to IT development and implementation
Continuously improve and optimize IT processes, workflow, and platforms
Ensure data security, integrity, and privacy
Provide knowledgeable, pro-active insights, advice, and solutions through effective governance
Understand, foster and leverage trends and innovations in information technologies
Define IT accountabilities, responsibilities and authorities, available resources, and supports, and clearly communicate this to our Stakeholders
Understand
the needs of our Stakeholders

15. Organizational Capability
Organizational Capabilities
employee development and IT overall improvement
people are the main resource

16. Organizational Capability
Capabilities
Build a culture of pro-active support and technology leadership
Take an University-wide perspective to IT
Build a cohesive, knowledgeable IT community across the campus
Build collaborative relationships with our Stakeholders and each other

17. Resource Management
Where you spend money (people salaries and development, computers, software, etc.)

18. Make the necessary technology infrastructure and resource investments
Resource Management
Resource Management
Make the necessary technology infrastructure and resource investments
Optimize the allocation and use of our financial, technology, and human resources

19. Are we (getting) there yet?
Measurements!
How do we measure what we do?
How will we measure what progress we’re making (or not)?
Next step is to identify these measures .. the balanced scorecard

20. Balanced scorecard – metrics
Stakeholders
How well satisfied and served they are by IT processes directed to them
Internal processes
Are IT services answering requirements (mission)
Organizational capability
Where to focus training, mentoring, communications
Resource management
Timely and accurate funding data needed

21. Your feedback on the Map
Are there elements missing?
What items seem the most important on the Map?
Would you find this useful to refer back to?
How might you use this in your area?
Other comments?

22. V4.1 Draft uWaterloo IT Community
Our Purpose (Mission):
Evolve an exceptional, innovative IT environment to enable engagement, creativity, and impact.
V4.1 Draft uWaterloo
IT Community
Our Goal for 2018 (Vision 2018):
Enable the University’s mission through exceptional learning, teaching and research environments.
Our Promise to Our Stakeholders: Inspiring and supporting the University of Waterloo through technology leadership and excellence.
Stakeholder
Enable the achievement of uW research and scholarship objectives
Enable the achievement of uW teaching and student life-learning objectives
Enable the optimization of administrative processes across campuses
Enable University outreach activities
Optimize the user experience
Exchange accessible, high quality data and information when, where, and how needed
Enable timely access to the right integrated, cutting-edge information technologies
Be easy to do business with
Maintain a secure, reliable, and useable information and technology environment
Internal Process
Take a design approach to IT development and implementation
Continuously improve and optimize IT processes, workflow, and platforms
Ensure data security, integrity, and privacy
Provide knowledgeable, pro-active insights, advice, and solutions through effective governance
Understand, foster and leverage trends and innovations in information technologies
Define IT accountabilities, responsibilities and authorities, available resources, and supports, and clearly communicate this to our Stakeholders
Understand
the needs of our Stakeholders
Organizational
Capabilities
Resource Management
Build a culture of pro-active support and technology leadership
Take an University-wide perspective to IT
Make the necessary technology infrastructure and resource investments
Build a cohesive, knowledgeable IT community across the campus
Build collaborative relationships with our Stakeholders and each other
Optimize the allocation and use of our financial, technology, and human resources
CORE VALUES
Service
Openness & Collaboration
Knowledge & Creativity
Operational Excellence

23. Bottom up: Existing Data
Mid Cycle Review data (lots of IT comments)
CIO search (interviews with ~100 area leaders)
Faculty Strategic Plans (Eng, Math done)
Evolving departmental Strategic Plans
Various student feedback

24. Bottom up: Consultation so far
Admin areas:
Housing Managers
Library
Registrar’s Office
Student Info Sys Cross-Fn
Faculty member groups:
Environment Admin Group
Student groups:
Engineering Student Society
FEDS
Grad Student Assoc.
IT Groups:
Arts
Engineering
IST (7 groups)
Math, CS (MFCF, CSCF)
Science
IT Committees
Upcoming:
Admin grp IT reps
Online learning areas
IAP
Arts staff
Eng sys admins …

25. 8 Emerging Themes for IT
Enabling Research – common services, local specialty support
Supporting Student-Life – services, support to student use of technologies in life and study, environment for expanding learning
Enabling the Learning Environment – IT services and support for technologies in their application to the learning environment
Information Management –access to information to facilitate use of data, while maintaining security and privacy

26. Emerging Themes for IT
Governance – transparent, effective, participatory decisions
Supporting Business Processes – support admin functions by providing effective, efficient, and user friendly applications
Re-focusing Client Service – focus our decisions, support, and evolution of technologies in collaboration with our users
Campus Integrations – enable collaboration in IT support and development in our design and architecture; federated IT
“Reputation” – embedded throughout

27. Early emerging “things to do”
Some ideas in theme areas from existing data (gaps, strengths to build upon, risk areas, etc.)
Other “Things to do” examples have come from consultations
NOT complete or final, examples only!

28. Samples of early findings
Supporting students at risk & student success, with broad data
Equalization and standards in the learning environment
Open(ing) data
IT portfolio management and alignment
Horizon technology planning
Software licenses/procurement and online distribution
Community communication strategy
Training and dev for IT staff growth and campus benefit
Knowledgebase …

29. Activity 1: Prioritization Criteria
Group work … yeah!  See worksheet.
Work in groups of about 4.
Discuss how to prioritize “things to do”.
Fill in at least 3 criteria for prioritizing “things to do” in the table 1.
Report back.

30. Prioritization Ideas Balance low hanging fruit and big proj
Biggest stressors and quick wins
Short term solutions where needed
Input for prioritization (stakeholder needs)
Biggest bang for buck (campus wide); cascade impact for client
Timing – what’s “ripe” now or other scheduling mandate
Money & cost/benefit – risk of NOT doing something
Need vs want (fit to U mission) – U’s objectives
Enhances collab and reduces silos
Overall enhancement of the IT environment (e.g., innovation, rep)
Legislation, policy (mandated)
Also, safety
Where are decisions being made (e.g., upgrading to Smartboard)

31. Prioritization Ideas
Mandatory changes, e.g., from ON Gov’t, uW President/Provost, audit or "edicts"
“Biggest bang for the buck”
New uW-wide opportunities (new tech, governance, leadership)
Unique opportunities (one Faculty)
Answers we might expect … let the audience come up with their own before revealing these. Remind them of the Strategy Map and the strategic objectives.
Are there mandatory changes/priorities, e.g., from the ON Government, the uW President/Provost, audit or other "edicts"? These would be the highest priority.
MCR results (6 pillars, 3 key goals and 5 enabling goals, 3 SMA activities, 5 Life cycle projects)
Which provide the best potential "bang for the buck" to the widest number stakeholders? These would seem the second highest priority area.
Which provide new opportunities, e.g., new trend in technology that could be beneficial, new governance to manage IT better, show IT leadership, etc.?
Which provide unique opportunities/issues to resolve, e.g., a Faculty-specific or a specialized set of initiatives? These would tend to be the lowest priority for the University-wide strategy.

32. Activity 2: Top 5 “Things to do”
Work in your group.
Consider the sample list of “things to do”.
Identify your group’s top 5 priorities, indicating why, in what time frame. Record them in the table 2.
Report back.

33. “Things to do” – your ideas?

34. Next steps December and January:
Continue consultations (wrap up end Dec.)
Analyze data for “things to do”
Work on metrics, ToC and body of Plan
By February: First Draft Strategic Plan
Feb/Mar: Communications, refinements
End April: IT Strategic Plan – work starts!

35. Thanks to the Team!
The web site lists people working on the Task Force, UCIST (the Steering committee), and our Executive Advisory group.

36. How to stay involved Contact us: Web site:
(CIO)
(Project lead)
Web site:
Survey on the site
Watch for the draft Plan in February 2013
Feedback and comment through web site