People

1. Information Systems Governance Mark Roman CIO | UVic Process Organization People Technology

2. Universities are managed by a vast array of interwoven matrices. Enrolment management transitioning from traditional gatekeeping to marketing. On campus, I.T. = mainframe in terms of both technology and attitude. Why Did UVic Need I.S. Governance?

3. Why Did I.S. Need Governance? Data centre expansion Strategic planning Operational process improvement Enterprise Collaboration Strategy Access management Learning systems strategy $20,000,000 ERP implementation 20 projects @ $1,700,000 & 2,264 PD’s Legacy Glow CONTINUOUS CHANGE Project management office VoIP implementation Service oriented culture

4. Framework Challenge Opportunity • Lots of decisions to be made • Lots of decision makers involved. Define the terms of reference & structure for I.S. governance @ UVic Objectives • End-to-end process defining roles & ownership • Practical & actionable mechanism for institutional decision-making Result • A governance process that works within the framework of UVic cultural needs

5. Processes Organization People Technology Why use the name Information Systems? A system is composed of regularly interacting or interrelating groups of activities/parts which, when taken together, form a new whole. An Information System includes more than just technology …

6. Aligned I.S. governance will ensure our information systems investments align with the strategic directions and priorities of UVic These investments apply to the broad university and include academic, research, and administrative computing For I.S. governance to be effective it must provide timely and well understood decisions The governance process is designed to build a robust and broadly informed dialogue about key issues Governance is creative debate amongst all stakeholders in the UVic community & is socialization of new ideas and changes Well understood decisions with shared contributions lead to better success for all information systems initiatives Governance Context Inclusive Educated Engaged Connected Informed

7. Definition of Governance Formal UVic definition: • Process by which we endorse institutional decisions about information systems, • People who are assigned the responsibility for endorsing those decisions and have the accountability for the results of those decisions, and • Organizations that meet to debate those decisions. Pragmatic definition: • Engage the rest of campus in I.S. decision-making • What decisions need to be made and who should make them

8. Governance Structure Information Systems Steering Council Fit, utility, and balance Strategic Issues Operating Issues Permanent Standing Committees Project Leadership Committees Task Force Committees Get the job done

9. Four P’s of I.S. Governance • Policies • Identifying I.S. policies affecting all campus • Examples: security, ecommerce • Plans • Strategic planning for information system department • Strategic planning for University’s information systems • Projects • Recommending, monitoring, accepting • Priorities • Ranking importance of I.S. activities • Creating criteria for setting priorities

10. UVic Principles of Governance

11. UVic Principles of Governance

12. UVic Principles of Governance

13. UVic Principles of Governance • Enterprise Data Access Protocol • University Security Policy • Recommended platforms • Thin clients

14. UVic Principles of Governance

15. UVic Principles of Governance • For every initiative, the governance process needs to answer the following stakeholder questions: • Will this new initiative impact existing support? • What does is mean to me? • How do you control usage of a shared resource? • What benefits do you measure? • How do you measure benefits?

16. UVic Principles of Governance

17. UVic Principles of Governance

18. UVic Principles of Governance

19. Mandate: • Administer I.S. governance process • Represent all stakeholders • Recommend priorities • Assess degree of fit with Vision for the Future • Provide advice for resourcing & funding • Monitor progress • Assess benefits realization • Recommend policies and standards • Link to other senior committees • Guide I.S. strategic planning Information Systems Steering Council Permanent Standing Committees Project Leadership Committees Task Force Committees • Each committee formed to focus on specific enterprise I.S. topics • Provide federated leadership for cross-campus I.S. issues • Mandate: • Create for processes • Provide input and feedback • Guide operational decisions • Ensure policy is followed • Recommend new policy • Mandate: • Create for projects • Provide strategic guidance • Ensure objectives are met • Resolve issues • Review risk • Approve schedule, budget, and scope changes • Mandate: • Create for unique issues • Temporary cross-functional teams • Solve one specific issue • Dismantled after resolution achieved Governance Mandates

20. Implementation UVic Executive Information Systems Steering Council Strategic Issues Permanent Standing Project Leadership Task Force Network Management Nova Project Leadership Workstation Standards Systems Project Review Enterprise Collaboration Reporting Committee Operating Issues Faculty Forum Business Continuity I.S. Security Nova Operations EDC II Web Services Research Forum Student Forum

21. ISSC Role Information Systems Steering Council • Portfolio management • Governs the governance process • Pipeline up the organization for strategic I.S. issues • Sets business objectives for information systems • Determines institutional criteria for prioritizing I.S. initiatives • Creates terms of reference for operating committees

22. ISSC Committee Membership Information Systems Steering Council VP Academic VP Finance and Operations AVP Academic Planning AVP Research Dean of Engineering Dean of Social Science Dean of Business Dean of Continuing Studies Dean Human and Social Development AVP Human Resources AVP Financial Planning and Operations Director, External Relations Registrar University Librarian Director, Institutional Planning and Analysis Executive Director, Financial Services Director, Teaching and Learning Centre Chief Information Officer

23. Governance Issues List Information Systems Steering Council Data stewardship Enterprise data access policy Learning management systems Web services & strategy Boundaries Desktop standards Portal & document management Document imaging Security policy Externalized content technology Post-Nova organization structure Faculty CV’s Identity management Chargebacks Site licensing Enterprise Data Centre • Software licensing vigilance • Vendors changing licensing policies • ISSC discuss processes to be developed • Look at new opportunities for leveraging site licenses for improved economies of scope and scale • Chargebacks create inappropriate behaviours • Migrate away from chargebacks but recognize the need to carefully plan the change. • How do we evolve away from chargebacks & engage the campus appropriately? • Moving towards a single identity for access to all information services at UVic Several challenges • Secondary identities • Legacy identity management systems • ISSC review of the non-technical issues and potential resolutions • Growing interest across campus for a system to manage Faculty CV’s • ISSC approved project charter to plan a potentially risky but important initiative • How should we be organized to leverage the ERP systems after the project winds down? • How can we maintain momentum? • How should we be structured to tackle new opportunities? • Hold open discussion at the ISSC about potential changes • Policy issues related to content created on university sponsored wikis, blogs, & ad supported free products • ISSC to have informed debate about potential vs. issues • Need an information systems security policy for UVic • I.S. security audit emphasized demand for security processes and policies • ISSC contribution includes content contributions & diplomatic support • Mission statement and role definition for the campus Enterprise Data Centre (EDC) • 950 processors, a terabyte of data and a tripling growth curve • Central to the success of information systems at UVic • ISSC engagement & guidance • Implementing portal & content management • Deep impact to web strategy • Impacts constituents throughout campus • ISSC informed & engaged about value created and change transformation • Need a desktop standards policy for computers, printers, & PDA’s • Evergreening policy TBD • “Recommended Platforms” task force • ISSC shaped the terms of reference • Where should central I.S. set standards? • Where should central I.S. recommend standards? • Where should central I.S. keep out? • Set the guidelines for central I.S. involvement in University affairs • Federated model for integrating the work of several Web Services units across campus • ISSC shaped the design of the model and contributed to setting goals • Several in use on campus • Trends in the industry • How UVic should be positioning itself • What do students & faculty want? • How to integrate with other teaching, learning, & research technologies • Policy for managing access to centralized data • Shadow database prevention • Process to approve or reject • Single source for all administrative data • Who owns the data • How they are expected to manage the data • How we share the data • New imaging software • Integrate with our administrative systems • Non-trivial investment in software & associated processes and technologies • Engage ISSC in scope, breadth, & depth discussions

24. What does I.S. Governance Deliver? • Facilitates strategic planning • Engages key decision-makers • Creates forum to discuss, debate, and analyse issues • Socializes ideas across University community • Introduces change concepts strategically and early • Creates key milestones for I.S. initiatives • Increases profile of I.S. across campus • Develops an era of trust and confidence in I.S. • Creates a profound understanding of the complexities of information systems • Makes your clients feel like they are part of the I.S. team • Any I.S. decision is a University decision, not just an I.S. decision • I.S. organization no longer operates in splendid isolation

25. Vision We will be the very best provider of information systems in the entire Canadian university community. Mission Information systems exist to enable the Vision for the Future The university’s core missions of teaching, learning, and research are supported by dynamic, agile, & dependable information systems. Unified information systems environment People, process, organization, and technology are blended together to deliver information systems and services. Sustainable path to the future Optimised cost is balanced with acceptable risk to make strategic choices for new information systems. Bridge the technology chasm Strategic integration will deliver information systems and services in understandable ways. Governance and I.S. Strategic Planning

26. Strategic Choices

27. Impacts • Governance drives or influences: • Organization structure • Key projects • Architecture • Project & portfolio management • Access management

28. Governance & Organization Project Nova Computing Services UVic Online Office of the CIO Client Services Network Services CASS Processes

29. Vendor Products Basic Services UVic Enhancements Security Groups Content Channels Integrator Core Admin Services Finance Facilities HR Student Advance 3rd Party Products Canadian Universities Support Services Workflow Imaging Reporting Data New New New New New Governance & ERP Single Sign On Portal

30. Governance and Architecture • Desktop multiculturalism • Anyplace desktop • Enterprise messaging • Identity management • Student lifecycle services • Single point of contact • Service catalog

31. Initiation Planning Execution Closure Asset Maintenance Revisions Develop Project Charter Plan Project Implement Plan Shutdown Project Maintain Asset Needs Project Flow Document Document Progress Final Product Support Work Approval Approval Approval Review Charter Review Plan Monitor Status Review Deliverables Benefit Realization Steering Committee Role Accepted New Project Work Not Needed Not Sufficient Not Successful Not Accepted Reject Reject Cancel Continue Execution Initiate Next Phase Base budget Support resources Control Mechanisms Benefit measures Issue log Change control Governance & Project Lifecycle Status reporting Fiscal budget Risk plan Scope Resource plan Schedule Quality plan Communication plan Vendor management • Portfolio assessment • Priorities • Risk • Strategic fit

32. Faculty Forum Deliverables

33. Faculties Library UVic I.S. Web Services Registrar & Enrolment Services Continuing Studies Communications Research Marketing Web Services Committee • Resolve issues amongst constituents & escalate issues to the ISSC • Develop an architecture plan for institution-wide web services • Initiate, recommend, monitor, and close web services projects • Develop strategies on how to keep our web presence up-to-date • Provide guidance to ongoing web services functions & processes • Recommend policy and ensure policy is followed • Ensure standard processes for building and delivering web services • Provide linkages amongst multiple partners

34. Network Management Committee • Decentralized culture + autonomy • Many I.S. organizations • Shared heating system • Shared network

35. Student Information Systems Forum • Listen to our customers

36. ERP Leadership Committee • $20M ERP project • On budget • On time • In scope

37. Project Review Committee • The governance router

38. History @ UVic • Prior to formal governance • Ad hoc committees created after realization of need to help with ERP implementation • No formal inter-relationships • No links to other I.S. issues • No plan for post-ERP world

39. Evolutionary Milestones Benefits Realization Strategic Planning First Policy M a t u r i t y First Project First Meeting Review Committee White Paper Proposal New Leader T i m e T i m e

40. Future @ UVic • Information systems governance at the University of Victoria is an evolving process • We have introduced formal governance processes and organizations to facilitate the evolution • We will: • Continuously leverage those processes where we have demonstrated success • Stop those process that do not contribute to continuous growth, and • Constantly develop next steps in our evolution of information systems governance.

41. Key Lessons • Develop a roadmap • Keep the roles clear • Educate first, ask for decision later • Cross-campus, cross-discipline engagement • Opportunity to socialize change • Encourage active debate – challenge everything • I.S. organization thinks differently about itself • University thinks differently about I.S. organization • Tremendous commitment of time & effort

42. Information Systems Governance Mark Roman CIO | UVic mroman@uvic.ca http://cass.uvic.ca Process Organization People Technology