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Governance and Portfolio Management

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Presentation on theme: "Governance and Portfolio Management"— Presentation transcript:

1 Governance and Portfolio Management
CHICAGO PUBLIC SCHOOLS “Running IT as a Business”

2 Student Profile Is low income, high poverty (87%); is Black or Latino
Single parent; in need of a good number of social services and individualized instruction Relies on the school system for at least one good meal a day Is at significant risk of not graduating from the system (50% dropping out of high school)

3 The Case for Change - Enterprise
Past State Present/Future State Planning Organization by strategy Resources allocated by policy and need Central office as support and service center Data-driven decision making People are our most important asset Differentiate oversight based on need Performance and accountability culture Reacting Organization by personality Resource allocation by negotiation Central office as command and control Data overload and confusion People = Jobs Manage based on one-size fits all Risk averse, status quo culture

4 Core District Strategies
Ultimate Goal: To graduate all students prepared for postsecondary education and employment. Three Core Strategies: Advancing Literacy Improving Human Capital Creating Additional Learning Opportunities Three Major Reform Initiatives: Renaissance 2010 High School Transformation Differentiated level of district support and oversight

5 The Case for Change - Technology
Past State Present/Future State IT Organization not structured to deliver services aligned to district strategies Lack of focus on effective project management No prioritization of projects Business units not engaged and accountable Technology function reorganization and consolidation Enterprise Project Management Office Disciplined IT Governance Enterprise restructuring and delayering

6 IT Business Strategy and Goals
Provide New and Improved (Technology) Services to Public Schools Goal #1: Transform Goal #2: Enable Goal #3: Operate Goal #4: Productivity Provide district tools to track & analyze student performance and improve business processes Use data and information to enrich the teaching and learning experience Improve and maintain network infrastructure, security and standards Enhance cost-effective use of resources Strategically Aligned Initiatives IMPACT, | COSA, PTLI | Gigaman, VoIP | EPMO

7 IT Governance Solution
A two-pronged governance structure to facilitate decision-making, alignment, and communication Councils are co-chaired by the Chief Information Officer and Chief Education Officer Enterprise Project Management Office is the supporting organization within IT Enterprise IT Governance IT Portfolio Investment Committee IT Advisory Council

8 Roles and Responsibilities
Governance Mechanisms IT Portfolio Investment Committee IT Advisory Council Role / Area of Responsibility Decision-making Strategic alignment Escalation resolution Portfolio updates Business alignment Inputs to ITPIC Membership Structure C-level executives and key business process owners Recommendation: 3–4 members (1) Business unit leaders Recommendation: Include school-based representation Logistics Monthly meeting in CEO’s office Scheduled quarterly meetings Ad-hoc meetings as necessary

9 Supporting Tools Standardized project initiation and planning process
Includes creation of a business case Project and Portfolio dashboards Portfolio management What-if scenario comparisons Ability to track on project class and business objectives Resource-capacity planning Budget analysis Implemented Mercury IT Governance Center Project, Portfolio, Demand, Time, Resource and Cost Management modules

10 Tools … Business Cases Project Requests Workflows Portfolio Maps
Scenario Comparisons

11 Snapshot: Portfolio Business Alignment
RISK L H 2.5 ALIGNMENT ENABLING OPERATIONS TRANSFORMING PRODUCTIVITY Percent of Budget (1) : 27.5% Number of Key Initiatives: 5 Mostly Capital Projects Percent of Budget (1) : 3.6% Number of Key Initiatives (2) : 84 Mostly Small Projects with a few Capital Projects Percent of Budget (1) : 5.6% Number of Key Initiatives: 2 Capital Projects and Operational Infrastructure Percent of Budget (1) : 63.3% Number of Key Initiatives (2) : 66 Operational Infrastructure and Maintenance, Enhancements and Support activities Budget Allocation Mix 31% 69% APPLICATION INFRASTRUCTURE Notes: Budget allocation includes Capital, Operations and E-Rate Includes identified Small-scale project <$250k and miscellaneous Maintenance, Enhancement and Support (ongoing) activities.

12 OTS Preliminary Portfolio: Graphic Version
Portfolio realignment and better resource allocations (i.e. reduce number of initiatives and reassign resources) OTS Preliminary Portfolio: Graphic Version

13 Roadmap to Success Short-term: Commitment to education, communication about IT investments Phase II: Structured, standardized process with focus on capital projects only Phase III: Tie to strategic programs, expand to include all projects Long-term: IT integrated into decision-making for all business units within district

14 Critical Success Factors
Leadership Business / Technology Alignment Project Management and Execution Optimal Resource Allocations Performance Metrics and Measures Communications

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