Processes for Enterprise-Wide Management of IT Resources

1. Processes for Enterprise-Wide Management of IT Resources EDUCAUSE’01 Pre-conference Seminar James Penrod & John Wasileski The University of Memphis

2. Introduction Governance Structure Management Philosophy IT Planning & Management Model An EDUCAUSE Best Practice Centralized and Decentralized Roles Internal & External Teams Critical Success Factors Concluding Observations Introduction to Seminar

3. Brian Hawkins—Renewing Administration, Foreword, p. xix, 1999 Today, there is an important and radically increased level of interaction between technology, organizational structures, business functions, and the new demands of our customers. This new synergy gives us the opportunity to rethink how our institutions of higher education operate and serve various constituencies. The challenge to all of us is to determine whether or not we have the collective will to continue to enhance services and renew the way in which our campuses are administered and managed when there isn’t an ominous crisis…looming. The need for constant renewal is critical…

4. Jim Penrod VPIS & CIO @ UoM Four time CIO Higher Education Consultant Tenured Professor ~34 Years of Experience 50 publications John Wasileski AVP & COO @ UoM Executive in private sector Higher Ed & Businesses consultant Adjunct professor 25+ Years of experience Introduction to Seminar Leaders

5. UoM is an urban, doctoral, research campus UoM has ~20,000 students & 2500 staff Two campuses & off-campus sites Nine schools & colleges A new President, Provost & VP B & F An IS Unit since 1995 ~$15M IS budget, 100 FTE AVPIS arrived 2000 Legacy Systems & Data Warehouse with Web Front-ends ~$4.5M Technology Access Fee IntroductionBackground & Environment

6. IntroductionStrategy means the variety of new things that an organization must do right now to prosper. Dotraditionaltasks better • Manage internal economy • “Do more with (proportionally) less.” • Shorten cycle times • Reduce the time from “ideas” to realities. • Master technological complexity • Standardize and manage change. • Produce quality • Help establish then meet client expectations.

7. IntroductionStrategy means the variety of new things that an organization must do right now to prosper. Learn to be very good at: • Flexibility -- strategic planning must be a continual, dynamic process. • Breadth of service -- offer services needed to help solve clients’ “business” problems. • Customization -- determine unique needs and how they can best be met. • Integration -- creates synergies and increases collaboration. • Deliver ”wins” for clients -- become partners.

8. Strategic alignment Relationships with line management Deliver new systems Build & manage infrastructure Reskill IT staff Manage vendor partnerships Build high performance Redesign the “federal” IT organization IntroductionInformation Systems Expectations -- Imperatives to excel

9. Policy/Advisory Groups IT Policy Council IT Advisory Committees Academic Administrative Student Work Groups Dean’s Work Group Admin Systems Management Team LSP’s Group Data Stewards Web Developers IT Governance Structure

10. Appendix I, pg. 28 Governance Structure

11. Appendix II Governance Committee Charges & Membership

12. Learning Organization Principles The five disciplines Changing the IS organizational culture IT is too important for technical decision-makers IT is like money—it is a strategic resource Manage the organization for the best staff, not worst Involve the right people, in the right things at the right time Empowerment is a two-way process Help individuals to change behaviors Surprise is not a good thing! IS Management Philosophy

13. Appendix III Learning Organization references

14. Management PhilosophyMost people want to do a good job • Too often the organizational environment gets in the way. • This wastes peoples talents and energies. • It puts impossible loads on administrators. • It may induce poor performance, internal conflict, and cause burn out. • Organizations (and universities specifically) are being required to meet increasing complexity and competition. • If everyone in the organization isn’t doing all they can do to contribute to overall goals, then it is doomed to mediocrity or worse.

15. Management PhilosophyEmpowerment of individuals is the only answer to our dilemma. • Unfortunately, most empowerment efforts fail -- but we must not just give up. • To work together people need clear priorities, accountabilities, and authorities. • Traditionally managers coordinate and control people’s work -- but that causes bottlenecks. • Thus we need to eliminate hierarchy as the means of coordination and control. • True empowerment means managing people by results rather than by tasks.

16. Management PhilosophyMental Models Mental Models are the preconceptions, assumptions, and filters through which we view and interpret the world. The difficulty with such models is that everyone has a different one yet we must all learn to communicate effectively and learn common lessons.

17. Tell others what you believe will make them feel good Tell other people no lies or tell others all you think and feel Advocate your position in order to win Stick to your principles, values, and beliefs. Increase others ability to unsurface assumptions & biases Help people say what they know but fear to say Advocate your position and combine it with inquiry and self-reflection Advocate principles but invite inquiry Management Philosophy Comparison of Argyris’ Model I and Model II Model I Model II Overcoming Organizational Defenses, 1990

18. Management PhilosophyPersonal Mastery Personal mastery means that each person in an organization focuses on continually learning as a life discipline. It embodies keeping a clear vision of what is important in our lives and seeing our current reality for what it truly is.

19. Management PhilosophyShared Vision A shared vision is a heartfelt force that permeates an organization and unites the people within it. It provides the energy to strive to create and to continually learn. It provides a commonality of purpose for each individual and for each individual to support others in aspiring to the vision.

20. Management Philosophy STRATEGIC READINESS Redding & Catalanello,1994 Vision has proven to be a crucial ingredient in successful change efforts. But is it futile and maybe even dangerous to establish a strategic vision when the environment is chaotic and the future is unknowable? ... We believe, when it comes to strategic vision, there is an inherent paradox. In fact, it is because the future is unknowable that a shared vision is so essential as a driver of change. In a learning organization, a vision provides the fuel that powers the collective journey of strategic learning.

21. Management PhilosophyTeam Learning Team learning is the alignment of each member’s special talents to enable the team to address complex issues, provide innovative yet coordinated action, and foster improvements in team performance for all teams.

22. Appendix IV • Team Questions & Sample Answers

23. Management PhilosophySystems Thinking Systems Thinking means seeing an opportunity, problem, or situation as it is embedded in all of the systems of which it is a part. This means not isolating an idea in our thoughts but taking into consideration how the system works to influence the concept under consideration.

24. Management Philosophy Strategic Readiness, pp 76-78 As part of the strategic planning process, planners identify hot issues and focus change activities upon experimental efforts tied to these issues. Yet, in many cases, the most important experiments are ones that develop on their own, without senior management intervention. ... It is essential that those championing the emerging changes feel sanctioned and know that management is aware of and supportive of the initiatives being taken. This is best accomplished by reaffirming the overall strategic direction of the organization and promoting these efforts as examples of desirable activities and programs. ... In this way, all members of learning organizations are, to some degree, strategic planners. It is the leaders, however, who provide “the heat for the popcorn.”

25. Appendix V References for Planning & General Management reading

26. The Plan to Plan Define & Clarify Institutional Strategy Align Organizational Entities & Influence Systems Create Needed Competencies & Behaviors Develop & Implement Operational Action Plans Evaluate & Assess Outcomes IT Strategic Planning & Management Model

27. Appendix VI

28. Motivating factors Define purpose Define roles, functions & membership of involved groups What processes must be integrated? Define reports & other outputs Define drafting, review & approval groups for the plan Define modification processes Output: Appendix of above items IT Planning & Management ModelThe Plan to Plan

29. IT Planning & Management ModelDefine & Clarify Institutional Strategy • Values assessment (Individual & organizational) • Internal analysis • External analysis (STEEP) • Mixing process (SWOT) • Output: Values, extended mission, strategies, goals and futures scenario

30. IT Planning & Management ModelAligning Individual and Organizational Values • Exercise to identify desired individual values • Exercise to identify desired organizational values • Exercise to select values aligned with both individual and organizational lists • Group decision-making process to define IS Division values statement

31. IT Planning & Management ModelValues Values Assessment . • Higher Education Culture • Academic Disciplines • State / System Culture • Institutional Culture • Divisional Culture • Departmental Culture • Shared Vision

32. Appendix I, pg. 4 • Value Statements for Information Systems at The U of M

33. IT Planning & Management ModelInternal Analysis Internal Environment Assessment . • Strengths • Weaknesses Present Strategy Performance Resources • Positions • Competencies • Financial • Technologies • Space • Institutional • Divisional • Departmental • Individual • Results • Outcomes • Perceptions

34. IT Planning & Management ModelExternal Analysis Trends/Forces Constituents Competitors • Political/Legal • Economical • Social/Demographic • Technological • Institutional • Other Units • Students • Staff • Faculty • External • Institutional • External . Collaborators • Institutional • External External Environment Assessment • Opportunities • Constraints

35. Appendix I, pp 1-3, 5-7 Strategies, extended mission, & futures scenario – UoM IT Strategic Plan

36. Organizational culture Organizational structure Internal economy Methods & tools Systems architecture (infrastructure) Metrics & rewards Output: Measurable, time-bounded, budget-linked, individually assigned objectives IT Planning & Management ModelAlign Organizational Entities & Influence Systems

37. IT Planning & Management ModelOrganizational Culture The behavioral patterns, habits, and conventions exhibited by the organization • Create continuous learning opportunities • Promote inquiry & dialogue • Encourage collaboration & team learning • Establish systems to capture & share learning • Empower people toward a collective vision • Connect the organization to its environment

38. Appendix VII Reference list of Organizational Culture sources

39. IT Planning & Management ModelManagement Principles • Keep performance results the primary objective of behavior and skill change. • Continually increase the number of individuals taking responsibility for their own change. • Ensure each person always knows why his or her performance and change matters to the purpose and results of the whole organization. • Put people in a position to learn by doing and provide them the information and support needed. • Embrace improvisation as the best path to both performance and change.

40. IT Planning & Management ModelManagement Principles (con’t) • Use team performance to drive change. • Concentrate organization designs on the work people do, not the decision-making authority they have. • Create and focus energy and meaningful language because they are the scarcest resources during periods of change. • Stimulate and sustain behavior-driven change by harmonizing initiatives throughout the campus. • Practice leadership based on the courage to live the change.

41. IT Planning & Management Model The Will/Skill Framework Support High Delegate SKILL Direct Coach Low Low High WILL

42. IT Planning & Management ModelDesired cultural changes • Design the organization to fit the committed & caring (eliminate those who do not care) • Focus on solving problems, not on reacting to symptoms • Move decisions to the appropriate level • Stress individual accountability for mission • Create & empower many leaders • Regulate distress & maintain disciplined attention

43. IT Planning & Management ModelOrganizational Structure • Define organizational reporting lines • Define individual roles • Develop processes for work flow across boundaries • Develop processes and structures for team based decision-making • Eliminate organizational barriers

44. IT Planning & Management ModelThe Organizational System • The Environment • Higher expectations • Increased competition • The Technical Process • Shorter cycle-times • Integration of new technologies • The Human Structure & Support Systems • Flexible deployment of labor force • More responsiveness & innovation • More satisfying work

45. IT Planning & Management ModelDesigning a Responsive Organization • Process improvement • Ensures streamlined & unfragmented workflow • Organizational theory • Ensures form fits function • Sociotechnical systems design • Ensures new technology improves results & quality of worklife • Job design • Ensures that jobs build employee ownership & initiative

46. IT Planning & Management ModelResults of Designing a Responsive Organization • A well-designed work process is streamlined and supported by an information flow that provides doers with an accurate picture of client needs & process performance. • A well-designed work group includes players with depth & a variety of skills necessary to create the service. The authority structure gives employees the autonomy to respond to needs & problems nearest to the line of action. • A well-designed job is organized around a service. It unites thinking with doing and core support. It provides the jobholder with direct contact with the client.

47. IT Planning & Management ModelInternal Economy • Budgeting and charge back mechanisms • Resource allocation and flow • Project approval and prioritization • Based on mission alignment not: • Power ▪ Favoritism • Influence ▪ Politics

48. IT Planning & Management ModelService Offerings • What new services should be offered? • What existing services should be eliminated? • What existing services should be modified? • What existing services should be left unchanged?

49. IT Planning & Management ModelMethods & Tools • Procedures, methodologies, & skills that workers use • Systems analysis ▪ Planning model • Project mgmt▪ Budget mgmt • Teams ▪ Communication • Leaders at many levels • Conflict resolution model • Professional development activities • Adaptive behavior mechanisms • Use the technology we advocate

50. IT Planning & Management ModelSystems Architecture • IT infrastructure: voice/data/video networks, computers, software, peripherals, etc. • Support structure: people and training • Institutional standards & guidelines • Ease of additions, upgrades, and modifications critical