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IT Value Proposition: Aligning IT Strategy to Mission

IT Value Proposition: Aligning IT Strategy to Mission. Michael Parker UW of Southeastern Michigan JB Hillman UW of Greater Philadelphia and Southern New Jersey. Financial Management and Human Resources Forum. Atlanta, GA Monday, October 7, 2013. The strategic planning process.

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IT Value Proposition: Aligning IT Strategy to Mission

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  1. IT Value Proposition: Aligning IT Strategy to Mission Michael Parker UW of Southeastern Michigan JB Hillman UW of Greater Philadelphia and Southern New Jersey Financial Management and Human Resources Forum Atlanta, GA Monday, October 7, 2013

  2. The strategic planning process • Integrated business planning approach • Conceptual and operational frameworks • Mission, BHAG (Big Hairy Audacious Goal) • Use of S.M.A.R.T. goals or other methodology • Specific, Measurable, Achievable, Relevant, Time-bound • 3 year, 1 year goals and quarterly rocks • Typically organization-wide, with IT included under business support group

  3. IT strategic plans • Aligned to organization’s strategic plan • Includes short and long-term goals • Includes infrastructure and program components • Based on current state assessment and future state vision • May include Advisory Committee insight

  4. Foundational IT tenets • Run IT “like a business” • Business relationship management • Supply and demand management • Program management (“manage the plan”) • Vendor management • Financial management • Communication/ PR • Cannot over-communicate

  5. Foundational IT tenets • IT best practices • Focused on the customer/understand “the business” • Accountability/ transparency/ seamlessness to the business • Providing a service, not supporting technology • Metrics-driven- “if you can’t measure, you can’t manage” • SPOC (single point of contact) concept for users

  6. Current state assessment • The basics • Technology asset inventory (applications) • Infrastructure/ data center/ phone system • Desktops/ laptops/ phones/ mobile devices/ copiers/ printers • Vendors/ SLA’s/ maintenance contracts • IT staff and skill sets • Security • Business continuity and disaster recovery

  7. Current state assessment • Strategies • Virtualization • Cloud • Service-related • Hard metrics: Network availability, help desk tickets/response rates, etc. • What is the “right” level of support? • Soft metrics: perception-based; service oriented • Identify what’s working, what’s not • Metrics and measurement tools

  8. Future state • Technology roadmaps • “Building-block” approach • Based on interviews with variety of staff and leaders • Short or long-term focus • Addresses current state issues • Helps identify tool sets needed for different types of users through visioning exercise • Identifies, ranks and prioritizes emerging technologies • Tied to organization’s strategic planning process

  9. Future state • Programs/ projects • Business units - what’s on the horizon? • Project review process and IT’s role • IT support vs. third party vendors

  10. Prioritization • Identify top 3 – 5 initiatives to focus on • Get advisory committee insight • Consider resource constraints • Agreement from leadership team • Establish S.M.A.R.T. goals • Determine resource requirements for budget planning

  11. IT budgets • Components • Resources to support day-to-day operations • Resources to support S.M.A.R.T. goals • Includes capital and non-capital items • Includes in-kind gifts • May include revenue streams

  12. IT budget planning • Capacity planning • Infrastructure/ data center • Desktops/ laptops/ phones/ mobile devices /copiers/ printers • Refresh strategies to be considered • Onsite and remote locations • Business continuity and disaster recovery • Human resources • IT staff, skill sets, and training • Contractors • Vendors/ Service Level Agreements (SLA’s)

  13. IT budget planning • Key concepts • Leverage resources where possible • Positive vendor relationships • Role of Advisory Committee • Annual budget setting process • Monthly review process • Project review process - ensure relevancy to mission

  14. IT budget planning • Structure of chart of accounts • Consider centralized tracking of expenses under specific line items (software applications and licenses) • Capital vs. non-capital line items • In-kind donations

  15. IT budget planning • Typical line items • Salaries and benefits • Professional services (third party services) • Capital equipment- depreciation • Leased equipment (phone system, copiers) • Software applications and licenses • Maintenance agreements • Phones • External data communications (ISP contracts, internet access) • Liability insurance

  16. Thank you

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