1. C&C Product/Service Strategy & Lifecycle Framework C&C Managers Meeting 9/13/06 by Terry & Company

2. Background

3. 3 Strategic Planning Context  Two parts to a strategic plan:  IT Product/Service = WHAT we do  Organizational = HOW we do it (partnership)  NB: each part can have a hierarchy of goals (whats) and plans (hows)  Current SP efforts focus on HOW, but anticipate changes in WHAT, e.g.  Good infrastructure is taken as a given; now we need to raise our game and partner on PI-specific as well as campus-wide needs  We need to anticipate future needs; focus more attention on a strategic IT agenda for UW  Who are our customers?  The “University of a Thousand Years” --focus on efficiency  Individual departments and investigators --focus on effectiveness

4. 4 Strategic Planning Process Inputs Situational Analysis (Planning Edge) Denison Survey Results Changes in technology environment New UW Leadership C&C Lifecycle Survey Strategic Planning Process

5. 5 Current Environment  State funding essentially flat for > 5 years  UW growth depends on research/clinical activity  Advanced research needs advanced IT  More competition for limited Federal research $$  More internal competition for central UW IT $$  C&C competes for IT $$ (vs. DIY or outsourced svcs) UW IT Employees Academic & Admin Depts C&C Academic & Admin Depts

6. 6 What needs to be done? What our partners want: More  Effective services/apps  Responsiveness/agility  Communication  Flexibility Better  Customer Service  Business & PM Practices What our staff wants: More:  Efficient processes  Consistency  Clarity  Accountability Better  Strategic Direction  Planning & Prioritization  Coordination

7. 7 Culture Shift  Past  Engineering driven (best technology)  Standard solutions for campus  Plenty o’ diversity internally (e.g. dev and collab tools)  Focus on institution/efficiency  Focus on infrastructure & core systems  Future: still need solid infrastructure, plus...  A more customer-driven approach (partnership, responsive/agile)  More diverse solutions for campus  More standard solutions internally  Focus on individual/departmental effectiveness  Focus on enabling UW biz goals (even if non-standard solutions)

8. 8 So What? Both our technology and our organization must be “Reliable & Responsive” We need to put more focus on future needs/directions UW’s IT needs will be met either with C&C or without it. Yikes! That’s pretty heavy... Greater competition for research $$ Greater need for advanced and agile technology Greater need for “reliable and responsive” IT org.

9. 9 Don’t Panic  Time for a joke? (OK... How ‘bout #23 ?)  We can do this! We have great staff!  But talent not enough... we also need:  Unifying strategy and goals  Clearly defined processes, roles and responsibilities  Tools and training to succeed

10. 10 What we are doing about it SP Priority Areas 2006 Customer Service:  Continue to develop tools/processes to collect and publish customer expectation data.  Continue to clarify C&C service lines; defining each service and service manager.  Continue to require customer service training for all C&C staff, provide refresher workshops. (Approximately 170 C&C employees have now completed the customer service workshop.) Communications:  Complete final review of our service lines description, but allow it to evolve and change.  Continue to improve and update Web pages and tools to help us all talk about planning activities internally.  Complete final review of the IT roles and responsibilities matrix. Project & Financial Management:  Establish procedures and teams that will direct C&C services and products; processes that allow for more management decision making and reporting on decisions (e.g., SAT, SDT, Product Life Cycle).  Build a team to address C&C business practices (tracking, costing, funding, billing, contracting, etc.). Reliable & Responsive Systems:  Build on our security efforts: More tools, training, upgrade of data center, and emergency management with the UW.  Continue to address C&C-wide monitoring issues via a newly-established group.

11. 11 Related Work Project & Financial Management:  Establish procedures and teams that will direct C&C services and products; processes that allow for better management decision making and reporting on decisions (e.g., SAT, SDT, Product Life Cycle). Prod/Srvcs Framework Service Lines Roadmaps Service Directions Team (SDT) IT Governance PM Processes

12. 12 SP Reality Check  Upside  Clarity; more efficient processes/decision-making  Better management decisions/prioritization  Better customer responsiveness  Downside  More process/bureacracy: the Dilbertization of C&C?  More demands (e.g. “partnering”), but no more staff  Leadership commitment  Continually review objectives and methods for sanity  Never forget impact of new initiatives; set realistic goals

13. Product/Service Strategy & Lifecycle Framework

14. 14 What is this Framework you speak of? The Product/Service Strategy & Lifecycle Framework is... A structure for relating various aspects of the work we do. This Framework relates our product/service strategy, decision, development, and delivery processes

15. 15 Framework Goals/Benefits Include:  Standardizing terminology  Harmonizing development lifecycles  Clarifying roles and responsibilities

16. 16 Where we are (besides the Hub)  Strategy and Product/Services Lifecycle Influences  Product/Services Lifecycle Framework – Level 1  Product/Services Lifecycle Framework – Level 2  Define and Decide Phase Workflow Defined concepts/terms at a high level: Less Detail More Detail

17. 17 Strategy & Prod/Service Lifecycle Influences

18. 18 Product/Service Lifecycle – Level 1

19. 19 Product/Service Lifecycle – Level 2

20. 20 Define & Decide Phase: Overview

21. 21 Feedback  Does this framework make sense?  Does it seem worthwhile?  Is it ready for roll-out?

22. Communicating the Vision

23. 23 How?  Preferred media? (e-mail, website, etc.)  Preferred venues? (small meetings, one-on- ones, large meetings, etc.)  Whaddya think?

24. 24 Framework Communication Status  Executive Council  SDT  SAT (not yet AIDG, SIT, AIT)  NA & DS Leads and Mgrs  AIS Representatives  C&C Manager Meeting  PM Focus Group  PM Brown Bag  Website

25. 25 Framework Website Send Feedback

26. 26 Questions?  Comments?  Excitement?  Passion?  Joy?  Sorrow?