Enterprise Investment The Institution’s Criteria for Decision-Making: Centrality to Mission Quality, Productivity, and Impact Uniqueness and Comparative Advantage Enhancement of Academic Synergies Demand and Resources Efficiency and Effectiveness Development and Leveraging Resources
Integrated Administrative Services Framework -Redundancy - Redundancy - Costly - Lacking Standardization - Unresponsive - Little Accountability - Inflexible + Unit Focus + Unit Focus + Effective + Effective + Responsive + Responsive Accountable to Both Accountable to BothNimble Good Value Best Practices Transparency Transparency + Single Enterprise + Single Enterprise + Efficient + Common Support Distributed Centralized Integrated Services Continuum
- Unresponsive - Little Accountability - Inflexible + Single Enterprise + Single Enterprise + Efficient + Common Support + Unit Focus + Unit Focus + Effective + Effective + Responsive + Responsive -Redundancy - Redundancy - Costly - Lacking Standardization Principles Mission Specific or Strategic Importance to Local Unit Uniqueness High Touch, High Interaction Little Cross-Unit Use Emerging, Immature Technologies Examples: Computer Desktop Support Web Development & Content Management Academic Application Development & Support Research Application Development & Support Integrated Technology Services Framework Accountable to Both Accountable to BothNimble Good Value Best Practices Transparency Transparency Principles Institutional Vision & Mission Alignment Institutional Mission Criticality Strategic Leadership Opportunity Interoperability Common Need Institutional Economy-of-Scale Value Technology Maturity Institutional Risk Examples: Distributed Centralized Integrated Services Continuum
Service Management at Iowa Late 90’s started “Project Review” – Re-tooled Project Framework in 2007 – Service Lifecycle Management (SLiM) in 2008 Light ITIL framework Emphasis on Service Definition, Publication, End User Request, Provisioning – Project Review – Discovery – ITS Spotlight – CITL and IT Admins – Service Catalog – Iowa Knowledge Environment – Do It Yourself (DIY)
Project to Service Definition Starts in Planning Phase of the Project – Identify service owner and provider – Identify KPIs for service – Reassess risks and cost-benefit for service – Identify Criticality of Service on scale of 1 - 4 – Update 5 yr TCO and funding source – Document service milestones – Update status in ITS Service Catalog, as appropriate
Governance Unit IT Leadership Deans, Chancellors, VPs Faculty Governance Executive Team Sept Dec March June FY Begins Review OIT mission, vision, values, and goals Service Review OIT units submit work plan ideas for upcoming FY OIT Compact submitted to U for upcoming FY OIT budget allocation set by U for upcoming FY Collegiate Compacts complete OIT FY budget set by U 6-Year IT plan finalized IT Compacts signed with deans / VP’s OIT / CIO work plan set OIT Quarterly Work-Plan Begins OIT performance reviews OIT Quarterly Work-Plan Begins
Governance Unit IT Leadership Deans, Chancellors, VPs Faculty Governance Executive Team Sept Dec March June FY Begins Review OIT mission, vision, values, and goals Service Review OIT Compact submitted to U for upcoming FY OIT / CIO work plan set
Role of Service Governance Groups: Serve as the voice of our customers Provide input on services and service levels. Provide priority and sequencing advice. Help socialize directions and solutions.
Wrap-Up Discussion What role do others play in determining new and retiring services? In defining them? How are services implemented on your campuses? Do IT Partners (those outside your unit) play a role in that implementation How have your conversations changed in terms of service review and management?