1. CADM IT Sprint 2 Review April 7, 2016 1

2. Agenda CADM IT Context Updated Service Catalog Capability Review Communications Update Q & A 2

3. Project Context and Roadmap 3

4. CADM IT Integration: Vision Through the CADM IT Integration project, we are engaging in a process with the expectation that IT groups within Campus Services, Financial Administration (FAD), and Harvard Human Resources (HHR) will be moved into Harvard University Information Technology (HUIT) to create a more effective and nimble IT organization that delivers enhanced IT services and provides greater support to IT staff. 4

5. CADM IT Integration Goals On the service side, more nimble and effective service delivery means: –More integrated and seamless solutions –Faster delivery of services by breaking down barriers and leveraging the collective skills and knowledge of other IT colleagues For the CADM IT staff, we need to provide greater support to: –Develop critical common IT skills (ITIL, Agile, project management) in the rapidly evolving IT professional landscape –Increase opportunities for professional growth and career mobility –Preserve critical relationships with current work groups 5

6. CADM IT Project Team 6

7. CADM IT Project Roadmap 7 Service Scrum Teams Foundation Scrum Teams Executive Committee Human Resources IT Finance IT Campus Services IT Gather current state & draft future state proposal for services and offerings - Service catalog - Capabilities - Standard processes Research current models and make recommendations for future state ID process & project teams Sprints 1-3 Rollout new financial models & roadmap Launch HUIT 3.0 services Post July 1 Feb. Announcement Analyze current organizational structure Support Executive Committee in defining future org structure Develop communication strategy and outreach plan; stakeholder engagement strategy; and project communications EVP announcement & project webpages Project Team Define criteria to inform scope Review stakeholder feedback Sprint 0 Finance Human Resources Communications Sprints 4-6 Design ongoing governance process Announce future state org. model Refine unified service catalog & develop service transition plan Announce details of future financial models Finalize & announce future org. structure and staff transition plan Develop future engagement and communication model; ongoing project communications Support employee transition Implement engagement/ communications model Web content shift Collateral updates Business card, etc. 2/25-4/284/28-6/23July 1 Create HUIT 3.0 culture

8. Project Goals for Sprint 1 and 2 Sprint 1 Goal: Understand services provided by Campus Services, Finance and HR IT teams and use the HUIT Service Taxonomy to add these new services to create an updated Service Catalog for HUIT Sprint 2 Goal: Identify enterprise wide Capabilities necessary to deliver these services and existing strengths and opportunities for each Capability. 8

9. Key Deliverable from Sprint 1 Updated Service Catalog 9

10. Service Ownership is organized through a Service Taxonomy 10 A Service Taxonomy establishes an agreed approach to categorizing and creating a hierarchical service construct Service Category is a superset of services intended to contain, bundle, and organize the services themselves (e.g. End User Computing) Services are the IT services themselves (Email) Services Offerings are instances of the service (O365, Gmail) Service CategoryServiceService Offering

11. Offerings in turn are comprised of a number of elements 11 Service Requests are requests for the offering itself or elements of the offering (e.g. Request a new email account) Systems, Applications, or other offerings (Configuration Items) make up the Offering itself (e.g. Proofpoint spam filtering) Knowledge Articles, SOPs, run books, etc. describe the operation of the service offering (e.g. how do I forward my email) NOTE: Services are distinct from Capabilities – Capabilities enable Services Service Offering Service Requests Systems/Applicatio ns Knowledge Articles

12. Current CADM IT Service List (still under review) Category / Services# Offerings Administrative Systems29 Finance and Procurement Systems10 Human Resource Systems11 Research Administration and Compliance Systems8 Campus Services28 Campus Services Business Systems16 Operational Technologies (OT) and Physical Security Systems8 Payment/PCI Systems2 Website Creation and Maintenance2 Data Management Services21 Data Analysis and Reporting7 Data Creation and Storage6 Data Interface Services4 Data management platform services4 12

13. Example: Campus Service Business Systems Offerings 13 ServiceOffering Campus Services Business SystemsCommuter systems Campus Services Business SystemsEmergency management systems Campus Services Business SystemsEnergy and utilities systems Campus Services Business SystemsEvent Management Campus Services Business SystemsFacilities maintenance systems Campus Services Business SystemsFood and Dining Systems Campus Services Business SystemsGlobal Support Services Campus Services Business SystemsHealth and Safety systems Campus Services Business SystemsHotel Management Campus Services Business SystemsHousing systems Campus Services Business SystemsID card systems Campus Services Business SystemsInternational Office systems Campus Services Business SystemsMagazine systems Campus Services Business SystemsParking and transportation systems Campus Services Business SystemsPostal mail systems Campus Services Business SystemsReal-estate systems

14. Impact to existing HUIT service catalog CADM-ITCurrentNet change Categories3+2 Services11+5 Offerings87+39 HUIT current catalogCurrentUpdated Categories68 Services3338 Offerings197236 14

15. Key Deliverable from Sprint 2 Key Capability Recommendations 15

16. Capabilities 16 What are Capabilities? –ITIL definition: The ability to coordinate, control and deploy resources to produce value. –The groups of activities that we perform in order to deliver and support our services. What do the Maturity Ratings mean? –The ratings presented are an amalgamation of the capabilities currently being provided by all of the impacted teams in CS, FSS, HHR, and ATS. Ratings do vary across and within the service teams –A High rating indicates practices that are: followed by all practitioners; have agreed-upon management metrics; and include deliberate process optimization. –A Medium rating indicates practices that are: defined as standard processes, however, the adoption is not universal. Likely to be missing structured process optimization procedures and/or management metrics. –A Low rating indicates practices that are: chaotic or ad hoc; lacking consistent documentation; and are not currently being measured in a meaningful way.

17. Capabilities by Maturity: High 17 CapabilityDescriptionComment Information Security & Compliance Managing access administration processes, requests and configuration, and liaison with Authorized Requestors in the schools Managing annual PwC audit, consulting with projects on compliance with audit best practices Establish, maintain and enforce IT General Controls Ensure system designs support Risk Management and Audit Services standards Standard practices exist to deal with data and security compliance Teams have a very strong track record in this area Operations Support Helpdesk support services and maintenance of production systems Tier 1 / Initial support level for basic customer issues More in-depth technical support – troubleshooting, systems and data analysis to resolve user issues; may work with technical team(s) Mature integrated processes for each team 24x7 support to the business for select services and applications Processes are well documented

18. Capabilities by Maturity: Medium 18 CapabilityDescriptionComment Business Analysis Translating business needs and requirements into functional and technical specifications, including business context, needs, data, process flows and use cases. Defining business rules to enable and support business workflow, policies for compliance Optimizing existing business and operational processes Some mature areas with well-defined templates and strong processes, but not consistent across teams Measurable metrics either not clear or not present Client Relationship Management Process by which the service team comes to understand business needs, proposes solutions to those needs and ensures provided solutions meet the defined needs Solving business requests and proactively offering ideas and insights to improve the customer's issues and challenges Ensuring satisfaction and maximum utilization of the product or services provided to the business (including governance groups) Handled by different groups (e.g. management, PMs, business SMEs) How will new Account Management role impact this capability? IT Service Management Utilization of ITIL/ITSM processes, procedures, best practices and resources (both systems and human) to deliver IT services in a structured, deliberate manner Includes Tier 2 and Tier 3 support Meet service level agreements while minimizing service outages. Inconsistent application and use of ITSM/ITIL best practices and Service Now However, maturity improving

19. Capabilities by Maturity: Medium (cont.) 19 CapabilityDescriptionComment Project Management Deployment of project managers to specific projects Development and implementation of project management standards (tools & templates) Education on project management best practices, facilitation of a project management community of practice Includes portfolio management: creation and maintenance of roadmaps, management of the ITCRB process, development of portfolio reports and management of strategic planning. Established PMOs and CoP help drive project delivery with standardized templates, models and tools However, disparity across groups in use of internal vs. external resources Product Management Engage business process owners, power users, and end users in the product management lifecycle Manage ongoing prioritization & release of enhancements, bug fixes, vendor releases, security patches, etc. for products under management Maintain relationships with software vendors (suppliers) and peers (other customers) Strong relationships with many vendors Roadmaps well defined for major applications Product Management different for home- grown apps vs. vendor/SaaS apps Software Development & Package Implementation All activities during the Software Development Life Cycle for custom software as well as for configuration & integration with Off the Shelf products Includes DevOps, which is a cultural shift / movement emphasizing greater collaboration and communication between Software Developers and Operations personnel Includes Release Management – the planning, scheduling, coordination and management of software development, testing and deployment Development and release management are quite mature Use of Agile increasing Integrated DevOps is an emerging area

20. Capabilities by Maturity: Low 20 CapabilityDescription Comment Change Management The process, tools, and techniques to manage organizational readiness Deliverables may include: change strategies and plans, communication plans and materials, training plans and materials, etc. All groups are striving to implement a consistent set of processes and tools There have been recent improvements made by most of the teams Too often the knowledge leaves with the consultant Data Management Architectures, policies, practices and procedures required to manage enterprise and related data Includes: BI, Reporting, ETL, Data Management Services, Interoperability, Database Modeling, Storage, Access, etc. Integrations and data sharing are difficult to perform due to structure and storage of the data Enterprise Architecture Technology framework and standards which enable acquisition, development, and deployment of IT services Goal is to maximize interoperation, minimize duplication, and simplify the IT operation across all of Harvard PeopleSoft practice is single focused and fairly mature Other areas are in the process of implementing new architecture reviews, practices, and standards Quality Assurance (QA) A systematic process of checking to see whether a product or service being developed meets the requirements. Includes: develop test plans, develop test scripts, develop automated test scripts, execute manual and automated tests, and analyze test results PeopleSoft & HR Analytics practices are significantly more mature in this area than some of the other teams In many cases the quality of testing is very good, but generally relies on manual processes The manual processes will not scale up well in a DevOps environment For CSIT this is only performed for major projects

21. Capabilities by Maturity: Low (cont.) 21 CapabilityDescription Comment User Experience Is a person's perceptions and responses that result from the use of a system or service Includes User Interface design, usability testing, and other aspects of human– computer interaction and product ownership All groups are striving to implement a consistent set of processes and tools There have been recent improvements made by most of the teams Too often the knowledge leaves with the consultant Vendor Management Develop and maintain relationships with software and service vendors. Includes contracting with SaaS vendors, IT consulting companies, and staffing agencies in support of projects and products. The current state of vendor management is not well coordinated and would benefit from centralizing these functions Information Analytics Build algorithms or rules necessary to ask and answer the right business question and to enable data-driven decision- making. Describe findings visually to both technical and non-technical audiences May integrate data from multiple sources. HR-IT has a strong practice in analysis and interpretation, utilizing deep domain expertise. Overall there is a need to improve skills in predictive analytics and increase education of end users.

22. Communications Update

23. Sprint 2 Deliverables: Toolkit Communication Toolkit –Summary information (can also be used as handout) –Presentation deck –High-level roadmap 23 Sprint 2

24. Sprint 2 Deliverables: Toolkit Communication Toolkit –Regularly updated and added-to –Information for staff and stakeholders –Will be widely accessible through CADM IT Integration webpage Feedback by end of week to: acacia_matheson@harvard.eduacacia_matheson@harvard.edu 24 Sprint 2

25. Sprint 2 Deliverables: Sprint report Sprint 2 report: –Please send Acacia your sprint 2 information today –Report distribution targeted for mid-week (~4/13) –Feedback on Sprint 1 report: cadm_it_integration@harvard.educadm_it_integration@harvard.edu 25 Sprint 2

26. Looking ahead: Sprint 3 deliverables Stakeholder engagement plan –Please send Acacia the requested list of stakeholders today –Purpose: assist executive committee, project team, and others to communicate with stakeholders evenly, consistently, and in a coordinated manner –Plan will outline what information we expect to be able communicate at what points; and make recommendations re: who engages and how 26 Sprint 3

27. Looking ahead: Sprint 3 deliverables Stories from the community –Interviews conducted by Brian McDonald and by communication team members –Relevant engagement survey feedback (not-attributed) –Includes IT staff, stakeholders, end-users, University leadership –Stories will be organized into themes and shared 27 Sprint 3