Presentation on theme: "IT Governance: Prioritizing Projects through Inclusivity, Communications and Transparency Stephen A. Vieira CIO and Executive Director of IT The Community."— Presentation transcript:
IT Governance: Prioritizing Projects through Inclusivity, Communications and Transparency Stephen A. Vieira CIO and Executive Director of IT The Community College of Rhode Island October 16, 2012
Agenda Background about CCRI What Is and Why IT Governance? The Process Project Management Methodology Advisory Group Structure Explaining roles Prioritization Process Additional Issues to Consider
The Community College of Rhode Island
Insanity: doing the same thing over and over again and expecting different results. Albert Einstein Albert Einstein
IT Governance, what is it? Why is it necessary?
What is IT Governance? The structure, oversight and management processes which ensure the delivery of the expected benefits of IT in a controlled way to help enhance the long term sustainable success of the enterprise. A process that ensures that IT capacity is being spent on the right things at the right time to enable business goals. A set of controls that focuses on organizational success while managing associated risks.
Major Focus Areas of IT Governance Strategic alignment Value delivery Resource management Risk management Performance measures
Strategic Alignment How organizations align IT strategy with business strategy Implementing good ways to measure IT’s performance Ensure all stakeholders’ interests are taken into account Guarantee that all proposed projects get “air” time and fair consideration in comparison with its peers CIO and IT Governance plays/should play a huge role in converting technical jargon into everyday language.
Key Questions for IT Governance How is the IT department functioning overall? What key metrics does management need? What is the return that IT is giving back? Are the investments made in IT generating business value? Are IT functions sustaining the college’s strategies and goals?
IT Transformation and Sustainability The all-knowing “wizards” of IT “Do more with less” Demand far exceeds the ability to deliver Every request is priority number one Every request needed to be done yesterday An IT team that is highly-stressed, lacks direction with morale very low Short-term and long-term IT costs
Benefits of IT Governance Business unit managers become partners Compromise becomes the standard IT services are more effectively and efficiently consumed IT services diligently distributed across the organization Change does not occur in a vacuum
Advisory Group Structure Institutional Technology Advisory Committee President’s Council’s primary conduit Academic Technology Advisory Committee Instructional technology Information Systems Advisory Committee Enterprise Resource Planning (Banner) Blackboard Advisory Group Designated Blackboard Faculty Mentors Change Advisory Board Deans, Chairs, Department Heads, Coordinators
Business Case Cross-functional team consisting of IT team and functional line-of-business managers Project charter evolves from the business cases Project descriptive document Distributed to the Advisory Groups in advance of the first of the prioritization meetings
Business Case Example
The Rating Sheet
Prioritization Rating Spreadsheet: Rationale Rationale Legal/Regulatory Requirement Safety/Security Requirement Strategic Goal Need Required Current State
Prioritization Rating Spreadsheet: Cost Out of Pocket Internal Project Cost to Implement Annual Cost to Operate Operational Cost
Prioritization Rating Spreadsheet: Benefits Revenue Cost Savings Enterprise Benefits Increase Effectiveness Staff or System Effect Reach/Support Customer Base
Project Prioritization Map Operational Effectiveness Cost Effectiveness PriorityHigh Priority Very Low Priority Low Priority D A B C
Principles of IT Governance Actively design governance Know when to re-design Involve senior managers Make choices Clarify the exception-handling process Assign ownership and accountability Provide transparency and education The importance of having the CIO on the President’s Council
Conclusions A clear roadmap of IT Projects has been prioritized Business unit leaders know what is being done and when solutions are likely to be delivered IT Team knows what it must do
Questions I’ve Been Asked How often can the roadmap change? How do you balance keeping things running and doing new things/new projects? How do you avoid disruption in the process by those who resist change? How do you address those projects always on the bottom of the list? How do you get buy-in from the IT Team and Business Unit leaders?
questions Stephen A. Vieira CIO and Executive Director of IT The Community College of Rhode Island 400 East Ave Warwick, RI Desk: