Presentation on theme: "1 IT Town Hall – September 20 Introduction – Mike Langedock You at the U – Marcel Courchaine IT Governance Structure – Mike Langedock IT Service Management."— Presentation transcript:
1 IT Town Hall – September 20 Introduction – Mike Langedock You at the U – Marcel Courchaine IT Governance Structure – Mike Langedock IT Service Management – K-L Holter IT Leadership Development Survey – Doug Stoyko IT Org Design Update – Mario Lebar Skills Workbook – Mike Langedock Ask the CIO – Mike Langedock
5 A new Executive-level committee engaging senior-level leaders from across the University; replacing the former PACITi: Mandate Ensure effectiveness of IT Governance and its alignment with University-wide strategy and business priorities Review University-wide IT investments for alignment with institutional goals, evaluate benefits and risks, and make recommendations Support the development and review of University-wide IT strategy Scope All plans, projects and priorities across the University recommended to UITAC by its sub-committees The University IT Advisory Committee (UITAC)
6 IT Governance Model – UITAC Committees Senate Committee on Academic Computing (SCACom) Student IT Experience Committee (SITEC) the Enterprise IT Architecture Committee (EITAC) new Research Computing Advisory Committee (RCAC) new Administrative Services IT Governance Committee (ASITGC) Four primary committees representing different business needs + fifth committee with a couple of purposes. Administrative Research Academic Student IT Infrastructure + Core Apps; IT Standards & Guidelines
7 Proposal Submission Committee Evaluation UITAC Evaluation Investmen t Plan Approval Project Reporting IT Investment Review Process Fundamental to bringing IT into a coordinated environment at the university is the introduction of an IT investment review and approval process where university-wide IT planning, investment and priority setting is transparent and coordinated.
8 University-wide Benefits IT gets aligned with the University’s priorities Better control / mitigation of IT related risks Reduce IT delivery time Provide better service quality Lower service costs Resulting in…. Increased stakeholder value
9 IT Benefits Clear relationships/accountabilities between Central IT/IST and Distributed IT More effective prioritization of IT projects Alignment of our work with the strategic direction of the University
10 What’s next? Update CIO mandate Develop supporting tools and templates Continue review with key stakeholder groups
12 September @ the Service Desk *for the same period in September 2013 total tickets = 7,076 PhoneEmailWalk up 36%37%18% 30%31% 34%36%22%
13 Project Update Milestone: August 25, 2014 –Cherwell v4.60e went live –Refined incident management and request fulfilment processes implemented –New Service Catalogue being used within the system –Knowledge and support articles –Watch for additional key messages from the Service Desk –Service Desk Integration - June 2, 2014
14 Project Update - Continued Warranty –The team is monitoring reported issues and request for changes to Cherwell Post Go-Live training –Refresher training occurred early this week –Contact the Service Desk to request additional training or support
16 Key Performance Indicators Measurement of the following KPIs to begin shortly: –First Contact Resolution –Compliance to Restoration Service Levels –IT Practitioner Satisfaction –Cost per Service Desk Contact –Resolution Cost Per Incident –Service Desk and Incident Management Maturity –L1 - IT Practitioner Utilization –Client Satisfaction
17 Key Performance Indicators Cost Data Sources Budget Resource Planning Call Handling Time Cherwell Data Interactive Intelligence Quality Data Sources Client Surveys Cherwell Data Maturity Assessments ITSM Coach
18 Live Sept. 17 Every 10 th closed ticket 1/90 days All clients Client Survey
20 The purpose of the survey was to help us better understand which leadership behaviors are most important to you. We will use the information you provided us as an input into defining leadership training in 2015. Leadership Survey
22 Driven by the need to evolve the IT organization as a whole into a more client-focused, service-based structure to enable the efficient and effective delivery of IT-related services. The redesign effort will make IT “easier to do business with” providing the University with a current, state-of- the-art support structure. IT Organization Design
24 We are evolving to a new Plan-Build-Run organizational. Although the target structure is not yet defined, we do know that: –Reporting structures may change –Job tasks and responsibilities may change –Processes may change –Technology may change What are the changes?
25 Federated with Plan-Build-Run Model IT Governance
26 Opportunities – on the path to being excellent service providers and technology leaders: Operational Client Focus Relationships Skills Development What opportunities will this create:
27 Since the last town hall: Rolled out the operational workbooks Conducted approximately 20 interviews with IST and Distributed IT Leaders Org Design Update
28 What’s next? Analysis of data from operational workbook interviews Complete skills workbook Develop recommended straw model for new structure Review recommended straw model with key stakeholders
30 What is the skills workbook? The skills workbook contains a list of tools, applications, and practices currently being used for staff to identify their specific skills and abilities. The skills workbook is NOT an assessment of performance.
31 Why are you completing them? Career interests Skill gaps Training plans Baseline
32 We’ve done skills inventories before. Why are we doing one again?
33 AESES IT staff, specifically the following groups: IST Staff, including those Team Leads IT-PMO Staff Distributed IT Staff in Medicine, Science and Asper Who is completing the workbook?
34 There are other groups (for example in Medicine and Science) that perform IT functions. There was a conscious decision to keep the scope to IST and the three pilot faculties to ensure it was manageable and to maintain our ability to work collaboratively. The intent is to bring such groups and other faculties into the scope at a later date. Why are only these groups participating?
36 We don’t know what we don’t know. We recognize that the current list of tools, applications and practices is not complete. We are looking to you to add to the list in any of those categories to ensure the list can be as complete as possible. Skills Workbook Contents
37 Although the number of items in the workbook is not complete, there are a lot of items because the workbook is going to a diverse audience with diverse skills. For ease of the completion, the field acknowledging your whether or not you have experience has been pre-populated with “N”. For only those areas in which you have experience and knowledge, please change the “Experience/Knowledge” column to “Y” and fill in the remaining fields. Expertise/Knowledge
38 Proficiency Levels Fundamental Awareness Novice (limited experience) Intermediate (practical application) Advanced Expert (recognized authority) Definitions included in the workbook.
39 It should take no more than 90 minutes to complete. If you find that it may take you longer, escalate to your leader for guidance. To track completion, we will be leveraging our Cherwell application. This means that you will receive a task (the time tracking aspect of the ticket will be ignored). Please close the task once your workbook is complete. Send an electronic copy to HR by Oct 7. Completing the workbook
40 Logistics You will receive the workbook by the end of the week. A Cherwell task will be set up and sent to you. Your leader will follow-up with you to answer any questions. You will receive an invite to attend a team meeting with the CIO (Distributed IT as requested).
41 Frequently Asked Questions Who has to complete the workbook? Has HR and the Union been engaged? Is it necessary to complete the workbook? Do I complete the workbook during work hours? Are my responses confidential? Who should I contact if I have questions? Additional FAQs included with the workbook
43 1.Are we taking over Distributed IT? 2.When will we see the new org chart? 3.If there are new roles in the target organization, will staff have the opportunity to express interest for specific roles? Top 3 questions about the IT Transformation
45 Your feedback is important to us! Share your feedback and questions directly with your supervisor. Email your questions and feedback to ISTFeedback@umanitoba.ca ISTFeedback@umanitoba.ca Talk to someone on the IT Transformation Program.
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