1. IT Governance and Management Structure
Re-Structuring IT Governance and Management: Why Now?
Opportunities; Challenges
Transition Structure
“Steady-State” Structure
Guiding Principles
Next Steps: Next Days

2. Re-Structuring IT Governance and Management: Why Now?
Retirement of the CIO
Completion of IT Spending Exercise (FY 2015)
Mike Lehman’s willingness to continue to serve after stepping down from Interim VCFA position and after completing IT Spend Exercise.
New VCFA arriving to UW-Madison.
These changes present an opportunity to re-evaluate the campus IT position, structure, governance, decision making, IT priorities, and funding.
Replacement CIO will be recruited after completing the new governance structure. We will be able to recruit high-caliber CIO; s/he will be in a better position to be successful.

3. Opportunities; Challenges
Create a comprehensive IT strategic plan: Focus on service, value.
Prioritize IT investments:
Better coordination of investments.
Ensure that investments in IT are both effective and efficient, and meet campus needs in a cost-effective manner.
Establish a new funding/budget/internal-billing model.
Increase service levels and potentially reduce costs by working more closely together.
Better security.

5. Investment in creating the governance structure is long term.
Basic governance structure will remain after a permanent CIO is
hired:
Steady-State Structure (next chart).

7. IT Management Advisory Groups Core Infrastructure Services Group
Iterative, Tight Decision-Making Loop: Collaborative Teamwork
Executive Board
Provost
Chancellor
VCRGE
VCFA
Two Deans (rotating) UC
IT Management Advisory Groups
IT Steering Committee (ITSC)
Research
Technology Group
Divisional
Technology
Group
T&L
Technology
Group
Shared Governance
Planning, Strategy,
Decision-Making, Assessment Focus:
Strategic Leadership:
Develop overall IT strategy
Ensure that investments in IT are:
Prioritized, meet campus needs
in cost-effective manner
Create new business model for
delivery of IT services across campus
Decision-Making:
Core IT infrastructure, strategic IT projects, initiatives, services
IT funding/budgets; Internal billing
Assessment:
Assess effectiveness of investments in IT
D. Advice:
Recommendations to campus leaders
ITC
Core Infrastructure Services Group
FP&P 6.42:
Policy and Planning for IT Across the University:
Review and Make Recommendations
on Strategic IT Plans Investments, Services
B. Recommendations on Re-Structuring IT Services Across Campus
C. Review Performance of IT Investments, Facilities, Services
Represent, Advocate for Research, T & L, and Admin IT Needs; Ways to Improve IT Services.
Participate in Creating Cohesive IT Strategy; Propose, Design, and Implement Changes.
Provide Active Leadership, Guidance, and Decision Support in the Areas of Responsibility.
Assess, Prioritize Needed Investments.
Analyze and Evaluate Proposed Policies, Resolutions, Initiatives, Projects; Oversight of Implementation.
Make Recommendations to IT Leadership.
Participate in Assessing Effectiveness of IT Investments
H. Work with IT Providers to Meet Needs.

8. Guiding Principles
Cohesive IT Governance, Management, Decision-Making, Investment, Prioritization, Assessment, and Funding Structure
Integrative, Holistic View of Central and Distributed IT Services and their Delivery Across the Campus
Inclusive, Participatory, and Transparent IT Governance and Decision-Making
Collaborative Governance and Decision-Making: Teamwork
Strong Representation of Faculty
5.1. Faculty on the ITC
Comprehensive IT Strategy
Commitment to Innovation and Continuous Improvement: Strategic Initiatives to Achieve Goals

9. 6. Comprehensive IT Strategy
New business model/culture for delivering IT services across the campus:
Service-centric focus:
Focusing on the value that IT services provide and that allow close alignment with the University mission and objectives.
Goal: Increase value.
A shift in thinking: Away from managing applications and technologies and toward managing services, increasing value.
Bottom-up strategic planning process:
Each group/area will develop its strategy and priorities.
These will be incorporated in an overall and cohesive strategy.

10. 7. Commitment to Innovation, Continuous Improvement: Strategic Initiatives to Achieve Goals
Service Catalog:
Opportunities for efficiencies, consolidation, economies of scale (cost savings).
Evaluate services: centrally delivered, locally (distributed)?
Focus on value.
Cloud Infrastructure Group:
Progress toward a service-centric focus requires the development of a cloud services strategy.
Cloud services and technologies offer opportunities for value-adding features such as scalability, flexibility, reliability, and uptime that are hard to provide on premises.
Work with IT service providers and with users and business leaders to:
Evaluate cloud-based solutions.
Design and implement a cloud-based strategy.

11. 7. Commitment to Innovation, Continuous Improvement: Strategic Initiatives to Achieve Goals (continued)
IT Center of Excellence:
Leadership in areas such as funding and chargeback models, maintenance of service catalog, service level agreements, establishing consistent guidelines for content of project initiation, as well as a project evaluation and intake model, etc.
Ensure that processes adhering to accepted best practices are employed in service delivery, new service proposals and project management.
Envisioned as playing a leading role in creating and implementing a service-centric focus.

12. Next Steps: Next Days
1. Create and populating the IT Management Advisory Groups and their charters.
2. Approve the charters, create the ITSC.
Initial meetings of groups.
Start work on creating a service catalog.
IT spend for FY 2016
6. Establish a process for strategic IT planning; Develop an IT strategic plan.
7. Initiate work on creating the Cloud Infrastructure Group.

13. IT GOVERNANCE AND MANAGEMENT STRUCTURE: STRATEGIC INITIATIVES
8/1/16
10/1/16
12/1/16
2/1/17
4/1/17
6/1/17
8/1/17
10/1/17
12/1/17
9/1/16
11/1/16
1/1/17
3/1/17
5/1/17
7/1/17
9/1/17
11/1/17
2/1/18
1/1/18
Create Gov. Structure; Charters
Approve Charters; Create ITSC; First Meetings
Create Strategic Plan Process
Review; Approve
Develop Strategic Plan
Groups
Overall
Communicate
FY 2016 IT Spend
Create Service Catalog: Collect data
Analysis of data
Develop Cloud Strategy
Implement Cloud Strategy
Maintain Central Repository
6/28/17
First 300 Days Report
12/9/17
First 100 Days Report
3/20/17
First 200 Days Report
10/6/17
First 400 Days Report
IT GOVERNANCE AND MANAGEMENT STRUCTURE: STRATEGIC INITIATIVES