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Strategic Planning for Enterprise Application Services

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1 Strategic Planning for Enterprise Application Services
Joseph Percoco Rutgers, The State University of New Jersey Office of Information Technology January 15, 2008

2 Strategic Planning for Enterprise Application Services
Acknowledgements Thanks to Ellen Law, Eileen Markey and Bill Thompson for their valuable contribution to the EAS strategic planning process. Thanks to Dr. Michael Mundrane for inspiration, motivation and guidance. Thanks to Rose Riccardi for administrative support without which this presentation would not have been possible. Copyright Joseph G. Percoco and Rutgers University This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

3 Today’s Discussion Introduction Strategic Planning and Information Technology Rutgers Enterprise Application Services Strategic Planning Q & A

4 A little food for thought…
“Anybody can plan. Not everybody can be strategic about it.” - Bart Strong “Without strategy we stumble along in a state of masked chaos.” - Bernard Bohr -

5 Rutgers, The State University of N.J.
Chartered in 1766 as Queens College 8th oldest higher education institution in the U.S. AAU member institution One of America’s leading public research institutions 50,000 students on three campuses 9,000 faculty and staff 27 degree granting schools and colleges

6 Rutgers University - Office of Information Technology

7 Enterprise Application Services
Joseph Percoco - Director Application Development Services Application Architecture & Engineering Services Student/Academic Services Business/Financial Services Information Management Application Architecture & Framework Identity Management Services Network Management Services

8 What They’re Saying about Strategic Planning…
Strategic planning is the means by which an organization coordinates efforts to anticipate, direct and manage change. Strategic planning is endeavoring to pick the right time, right approach and right situation to maximize the outcome we most desire. Strategic planning takes into account an organization’s aspirations for the future, its opportunities and choices. -Strategic Planning In Higher Education (Ruben/Tromp, 2004)

9 What They’re Saying about Strategic Planning…
Strategic planning provides direction, concentration of effort and consistency of purpose as an organization strives to improve its position. Strategic planning focuses on what needs to be done now in order to be properly positioned for the future. Strategic planning identifies future objectives in response to opportunities and threats with an understanding of the organization’s strengths and weaknesses. - The Art of Strategic Planning (Boar, 1993)

10 What They’re Saying about Strategic Planning…
At the heart of strategic planning is “strategic flexibility” – the capacity to compete today yet at the same time devote energy to develop capabilities for the future Hitting a Moving Target: IT Strategy in a Real-time World (Voloudakis, 2005)

11 What They’re Saying about IT Strategic Planning…
The goal of IT strategic planning is to link IT practice with institutional purpose, to align IT plans, investments, priorities and actions with institutional priorities. - IT Alignment in Higher Education (ECAR, 2004)

12 What They’re Saying about IT Strategic Planning…
IT strategic planning reveals the fundamental direction in which an organization should move, articulates what the institution can expect from IT and develops a shared understanding of how technology can support institutional needs. -Planning for IT in Higher Education: It’s Not an Oxymoron (McCredie, 2000)

13 What They’re Saying about IT Strategic Planning…
Strategic Planning should result in a “foundation for execution” that can enable future activities, and can be leveraged and exploited to respond to new opportunities. An effective foundation for execution depends on tight alignment between business objectives and IT capabilities. - Enterprise Architecture as Strategy (Ross, 2006)

14 IT Strategy is… IT Strategy is not… Taking in the “big picture”
Future oriented Long-term considerations Aligned with broader mission Directed towards defined objectives High impact Synergistic and cohesive Coordinated/focused Foundational, enabling Responsive Flexible Change & Innovation Narrowly focused Operational day-to-day Quick-turnaround needs Divorced from larger mission Adhoc Low impact, tactical Discrete and non-integrated Accidental Constraining Reactive Rigid Status quo

15 Strategy Realization (Mintzberg, 1994)
Intended Strategy Deliberate Strategy Realized Strategy Emergent Strategy Unrealized Strategy

16 Strategic Planning Spectrum Business and IT Alignment (Voloudakis, 2005)
Reactive Model Alignment Model Blended Model Business Strategy Leveraging IT Business Strategy IT Strategy Business Strategy IT Strategy IT Governance

17 Information Technology Strategy – Our Definition
An IT strategy explains how information technology will be utilized as part of an organization’s overall business strategy and plan. The strategy should be founded on the reality of the current state and a vision of a future state that is aligned with that of the larger institution. At it’s core, the strategy should provide a foundation that can be leveraged and exploited to enable future efforts. The IT strategy should present a roadmap to facilitate movement from current to future state in pursuit of the vision.

18 EAS Strategic Planning Process
Pre-planning considerations & early decisions Developing a process and crafting a framework Definitions and establishing common understanding Core process: Assessing, Visioning, Road-mapping Modeling the discussion Documenting the plan Communication, Implementation, Assessment

19 Pre-planning Considerations
Why are we doing this? What are we trying to achieve? Where do we start? Who needs to be involved? What do we need to consider? What is the scope of the effort? What do we even mean by “strategic”? What else do we need to define? How do we get our arms around this? How do we structure the discussion? How do we break it down so that it is manageable? What is the timeframe?

20 Why are we doing this? Put greater focus on strategic initiatives and long-term planning Develop and maintain forward-looking perspective and broader-based thinking Keep an eye on state-of-the industry and align technical directions with industry technical trends Build a foundation for the future Ensure alignment with University mission and goals and with IT leadership and stakeholders Ensure capabilities are aligned with future expectations and possibilities Capture opportunities Have greater impact on the university Communicate what we do, the value we provide and how technology can support needs Remain viable

21 EAS Strategic Planning – Early Decisions
Starting point – RU IT Strategic Plan Need some type of framework and model Comprehensive scope – all EAS domains Iterative process - “learn as we go” Keep the process simple with low overhead “Embrace” the discussion Resulting strategic plan should be understandable, actionable and achievable Result should support a “two prong” approach – balancing near-term deliverables with longer term initiatives Involvement of staff – leadership first, then managers and “grass-roots” No formal involvement of stakeholders at the start Don’t worry about resources (yet) Don’t worry about existing governance structures (yet) Organization and project team make-up and resource allocations can change 3 month planning effort with 2-3 year implementation horizon Think “strategically” – keep an eye out for synergies and enablers

22 Defining terms for common understanding
IT Strategy Strategic positions, objectives, initiatives EAS Mission Business Drivers Technology Drivers Service Architecture Reference Architecture Data Management Identity Management Legacy Evolution vs. Devolution Professionalism

23 Strategic Planning – Core Process
“Assessing” “Visioning” “Road-mapping” Who do we want to be? Where do we want to go? What do we need to care about? How do we get there? How do we know we have arrived? Who are we? Where are we now? What do we care about?

24 Strategic Planning Core Process – Step 1: “Assessing”
University Strategic Plan & IT Strategic Plan EAS team identity and mission Core philosophies & guiding principles Current environment Competencies Clients & stakeholders Partnerships Build initial model and framework Document detailed assessments

25 Rutgers University Strategic Plan
Five Strategic Goals provide a pathway for achieving our two over-arching aspirations of greater academic distinction and more significant service to communities beyond our campus. Improve the quality of Rutgers academic programs Enhance the effectiveness of student services Improve Rutgers services to, and reputation among, all relevant internal and external constituencies Increase Rutgers resources to the levels of peer AAU public universities and manage resources more strategically and effectively Continue to develop an administration that will provide leadership for achieving RU strategic goals

26 Rutgers IT Strategic Plan
Vision: Rutgers will use Information Technology effectively and efficiently to facilitate the University vision for instruction, research and service. Strategic Goals: IT Governance structure IT tools for teaching and learning Central support for distributed research computing Integrated systems for enhanced decision-making, community building and service Secure, robust, reliable IT infrastructure

27 Enterprise Application Services Mission
The Enterprise Application Services team mission is to provide state-of-the-industry application and information management services founded on a philosophy of excellence in architecture and excellence in service. At the core of our mission is support for the central administrative offices of the University, the business process owner’s (BPO’s) affiliated with those offices, and the constituency that we in partnership with our BPO’s serve.

28 Core Philosophy: Service Excellence
High quality solutions Aligned with business needs Meeting end-user and BPO expectations for performance and functionality Cost-effective Appropriate “time-to-market” Collaboration with our business partners Continuous improvement in service provisioning Foster awareness of technology “opportunities” Technical skills and capabilities Functional subject matter expertise Management of technology projects

29 Core Philosophy: Architectural Excellence
Interoperability Availability Stability Reliability Founded on architectural principles State-of-the-industry Scalability Flexibility Security Integration

30 Architectural Guiding Principles
Achieve application integration and interoperability via open standards and a loosely-coupled architecture Investigate and evolve service oriented designs to expose services in an open standards way, decoupling architecture layers and enabling service delivery independent of browser, device or platform Manage complexity via “economy of mechanism” Implement a modular, layered architecture for “separation of concerns” Enable “delegation of authority” for BPO empowerment, elimination of manual intervention, and process automation across system and departmental boundaries Employ a “least privileged access” approach for data security Design information repositories to minimize data redundancy, optimize data sharing and support both central and distributed needs Utilize an iterative, stepwise approach to evolve an architecture built for flexibility, maintainability and future evolution

31 “Up-front” Considerations
Support for business process efficiency Business/Financial ERP Data access and information delivery Identity management Enterprise Portal Process automation and integration Legacy platform complexities and maintenance burden Disparate technologies Leveraging legacy platform while “devolving” Evolving Java and open-source platform

32 Strategic Planning Working Model (first iteration)
Legacy Platform & Services Legacy Platform & Services Simplification & Devolution Assessment Adhoc IDM Architecture Mature IDM Architecture Adhoc DM Architecture Mature DM Architecture Vision Next Generation Enterprise Portal Enterprise Portal Roadmap State of the Industry Platform & Services Evolution State of the Industry Platform & Services Excellence In Architecture Excellence in Service

33 Strategic Planning Framework (domain model)
Student/Academic Administrative Services Business/Financial Administrative Services Information Management myRutgers Portal Identity Management Legacy Platform Devolution Application Framework & Infrastructure Service Management Partnerships & Collaboration Organization Structure & Capabilities Excellence in Service Excellence in Architecture

34 Strategic Planning Core Process – Step 2: “Visioning”
Business drivers Technical drivers Other internal and external forces Opportunities and constraints Already committed assumptions Future State Evolution model Domain decomposition and evolution models Strategic positions and objectives Synergies

35 Business Drivers Cost containment and cost-effective solutions to meet budget constraints Easy access to information for effective and efficient business decisions Integrated services Expectations for ubiquitous computing Flexibility to support institutional evolution Continued compliance with regulatory and legal requirements Solutions with appropriate “time-to-market” Continuous enhancement of business processes to improve effectiveness and efficiency

36 Technical Drivers Current architecture Future architectural direction
Product lifecycle requirements New innovations and new IT capabilities Component interoperability requirements Performance requirements Security and compliance Architectural Principles

37 Future State Evolution (high level strategic positions)
Current State Future State Heterogeneous, non-standardized technology platform with disparate technologies Standardized technology platform with manageable set of technologies Simplified, flexible, easily maintained layered architecture with integrated applications/processes, modular, reusable services, de-coupled business rules and distributed model for business rule maintenance Complex “monolithic” technical architecture with “stove-pipe” applications/processes, embedded business rules and centralized model for business rule maintenance Legacy devolution with component replacement with state-of-the-industry technologies Legacy maintenance and evolution Business/Financial services founded on integrated Oracle e-business suite supporting business process efficiency Business/Financial services bound by legacy constraints with limited process integration Student/Academic services bound by legacy constraints with limited process integration Student/Academic services founded on a standardized, open, modular application model supporting integrated service delivery “Adhoc” information management environment, tightly coupled OLTP and DSS and limited information provisioning Mature information management environment, loosely coupled OLTP and DSS, “data warehousing” capabilities and expanded information provisioning Complex, non-integrated identity management structures and processes serving parochial needs Simplified, integrated and standardized identity management structures and processes suitable for University-wide deployment Formalized service management framework with alignment of service creation, delivery and management Informal service management framework Existing organizational capabilities focused on tactical and operational activities Expanded organizational capabilities and partnerships focusing on strategic initiatives

38 Future State Evolution (domain specific strategic positions)
Identity Management Domain Adhoc Identity Management Architecture Mature Identity Management Architecture -Authentication service (CAS) with remediation needs -Authentication service supporting mainly parochial needs -No formal model for authorization service -Informal data model for identity management -Directory (LDAP) supporting parochial needs & running in “unsupported” environment -Centralized user/access management -Limited directory services (applications utilizing directory) -Little/no consideration for federation to support cross- institution needs -Authentication service with increased reliability & stability -Expanded use of authentication service for University needs -Formal model for authorization service -Formal data model for identity management -Creation of LDAP directory service in supported environment supporting University needs -Distributed user/access management (including authorization model) -Expanded directory services -Federation where necessary

39 Strategic Planning Matrix Domain Decomposition: Identity Management

40 Strategic Planning Core Process – Step 3: “Road-mapping”
Translate strategic positions/objectives to initiatives and projects Look for synergies and dependencies High level roadmap and then domain specific Assess time & resources

41 Strategy Realization - Moving From Current to Future States
Current State Strategic “Positions” Strategic Objectives Strategic Initiatives Future State

42 Defining Key Initiatives
Use decomposition matrices to derive specific initiatives Use evolution diagrams to help assess synergies Determine priorities Define dependencies High level timeline Domain specific timelines “Position Papers”

43 EAS Strategic Planning Roadmap

44 EAS Strategic Planning Roadmap

45 Documenting the Strategic Plan: Format
Roadmap 10 Domains w/strategic objectives Summary & Next Steps Appendices Overview EAS mission Current State Future State

46 Documenting the Strategic Plan: Content
Discuss purpose of the document Highlight EAS mission, core philosophy and guiding principles Use Strategic Planning Framework for context Describe current state, “undesirable” elements, opportunities Describe future state vision and long term benefits of moving towards this vision Describe roadmap and synergies among initiatives Stress alignment with University mission and goals Even emphasis across 10 domains Issue caveats Put in context of “full compliment” of activities Stress resource constraints Stress flexibility and probable change/evolution of plan Be careful - implications of tone and content - staff sensitivities, political correctness

47 Student/Academic Administrative Services
Evolution of state-of-the-industry application model Leverage legacy systems with application integration solutions Component-based approach Legacy devolution via near-term “surround strategy” and longer-term turn down of “core” processes Near-term opportunities for simplification and automation

48 Business/Financial Administrative Services
Oracle e-business suite at center of strategy Near-term implementation of Oracle General Ledger and re-engineered Financial Data Warehouse Longer-term planning for subsequent phases of Oracle e-business suite Evolution of Financial Data Warehouse over time Turn down of “core” and “peripheral” legacy processes over time Near term opportunities for efficiency gains

49 Legacy Devolution Greater emphasis to be put on the continued de-commissioning of legacy technologies over time Development of integrated strategies and plans for devolution of the Student/Academic services area initially based on a “surround” strategy and replacement of “peripheral” processes Development of integrated strategies and plans for devolution of the Business/Financial services are based on the Oracle e-business suite implementation roadmap Devolution supported by initiatives in other strategic areas

50 Information Management
Conduct detailed Information Management review Ongoing data security enhancements Architectural considerations to best support transaction processing, data integration and reporting needs Flexible solutions for data access, provisioning and data transfer Support for legacy environment devolution Longer-term consideration for enterprise data model, data classification schema and data integration policy

51 Identity Management Continue capability assessment and validate
Ownership of end-to-end IdM stack Development of enterprise authentication model and university-wide Central Authentication Service (CAS) roll-out Development of enterprise authorization model Longer-tem development of Identify Management architecture

52 myRutgers Enterprise Portal
Continue to ensure growth and popularity of myRutgers Evolution to uportal 3.0 Development of distributed model for content and layout management Empowering University service providers Expanded services and service delivery mechanisms Expanding the myRutgers user base

53 Application Framework
Continued proactive management of our application environment Evolution of Oracle application environment Emphasis on Enterprise Application Integration (EAI) technologies and Service Oriented Architecture (SOA) based solutions Extending our standard application model with flexible workflow, business rules, and notification capabilities Continued emphasis on network management services Development of architectural principles and formal reference architecture

54 Service Management Renewed emphasis on service management and service quality Assessment of current service management methods, procedures and paradigms Assessment of staff roles and responsibilities pertaining to service management Enhanced alignment of EAS and ESO teams for service management Investigate adoption of Information Technology Infrastructure Library (ITIL) paradigms for enhanced service management

55 Service Management Model Service Oriented Approach to Provisioning IT Solutions
Creation Service Delivery And Management Adoption of a process for proactive application management Develop applications in the context of service delivery & support Building “manageability” into solutions Consider “non-functional” requirements up-front and anticipate operational aspects of deployed applications Link application development with IT service level objectives

56 Partnership & Collaboration
Further develop collaborative capabilities Afford staff opportunities for engagement in collaborative activities with external partners Leverage partnerships in pursuit of common goals Achieve long-term efficiency gains via near-term investments Establish/maintain our “voice at the table” in key collaborative initiatives

57 Organizational Capabilities
Assessment of current organizational structures, processes and capabilities Balance strategic, tactical and operational initiatives Adjustments for new service management paradigms In-house programs for mentoring and professional development Consideration for long-term “re-tooling” of staff skills Foster and strengthen internal and external partnerships Dimensions of Professionalism

58 Organizational Effectiveness
EAS Dimensions of Professionalism Model Character Competency Organization Work Process Outcomes Personal Effectiveness Organizational Effectiveness

59 Subsequent Steps Communication Roadmap refinement
Prioritization and re-prioritization of initiatives Resource allocation and re-allocation Initiative decomposition into targeted deliverables Continued balance of strategic & operational initiatives Assess progress

60 Progress Good progress in the Financial Services domain – major implementation upcoming; gearing up for future initiative Slow progress in the Student Services domain Completed foundational work in the Data Management domain Making strides in local IdM projects while positioning for larger university-wide initiatives Steady progress in the Application Framework domain myRutgers seeing record usage and popularity Slow progress in Legacy Platform Devolution Positioning for key partnerships and collaborations Ongoing focus on organizational capabilities Modeling collaborative service management; investigating ITIL

61 Next Steps Continue with current strategic initiatives
Annual formal review and leadership “retreat” upcoming Re-assess our strategy and plan against current conditions Address areas that need additional focus Look for additional opportunities More formal involvement of stakeholders Integrate with IT governance

62 Final thoughts… Don’t value strategic planning only for its results, the plan. The greater value is in the process – the thinking and conversation. - Strong The goals of a strategic planning process should not be to make strategy but to build prepared minds that are capable of making sound strategic decisions. - Kaplan/Beinhocker

63 References and Additional Resources:
Rutgers Enterprise Application Services Strategic Plan v1.0 (2007) A Report on the EDUCAUSE Information Technology Governance Summit (2007) Top 10 IT Issues (EDUCAUSE Current Issues Committee, 2007) Strategic IT Planning in Higher Education (EDUCAUSE conference seminar, 11/2007) Using Information Technology to Achieve the Strategic Goals of Rutgers, The State University of New Jersey (2006) Enterprise Architecture as Strategy (Ross, 2006) Strategic Planning – What’s So Strategic About It? (Strong, 2005) Hitting a Moving Target – IT Strategy in a Real-Time World (Voloudakis, 2005) Strategic Planning In Higher Education (Tromp/Ruben, 2004) IT Alignment in Higher Education (ECAR, 2004) Pursuing Excellence in Higher Education (Ruben, 2004) Connecting IT Possibilities and Institutional Priorities (Hitt, 2001) Planning for IT in Higher Education: It’s Not an Oxymoron (McCredie 2000) Is Strategic Planning for Technology an Oxymoron? (Ringle/Updegrove, 1998) Excellence in Higher Education (Ruben/Lehr 1997) The Rise and Fall of Strategic Planning (Mintzberg, 1994) The Art of Strategic Planning for Information Technology (Boar, 1993)

64 EDUCAUSE Mid-Atlantic Conference 2008
Strategic Planning for Enterprise Application Services Session Details Track 2 Tuesday, January 15, :30 p.m. - 3:15 p.m. Harborside Ballroom C Speaker Joseph Percoco, Director, OIT, Rutgers, The State University of New Jersey Session convener: David Houle, Senior Consultant, Berry, Dunn, McNeil & Parker Abstract This presentation will discuss the strategic planning process the Rutgers University Enterprise Application Services leadership team followed in developing a multiyear strategic plan. Along with the process, a discussion on the strategic plan deliverable and next steps will be discussed. Introductory Level

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