CIOs and Enterprise IT: Tackling the Tough Issues Seminar 12A 8:30-12 noon

1. CIOs and Enterprise IT: Tackling the Tough IssuesSeminar 12A8:30-12 noon Kathy Gates, Ron Kraemer, Pattie Orr, and Dave Swartz

2. Clicker Activity #1 • Attendee and Institutional Demographics

3. Enterprise 2010 • Opening Webinar on January 11 • Regional Events • Closing Webinar on June 8 Midwest Regional ConferenceMarch 15Chicago, Illinois Mid-Atlantic Regional ConferenceJanuary 13Baltimore, Maryland Southeast Regional ConferenceJune 2Atlanta, Georgia Southwest Regional ConferenceFebruary 17Austin, Texas

4. Updates from the Regionals Ron Kraemer CIO and VP for Information Technology Notre Dame University Kathy Gates CIO University of Mississippi Pattie Orr VP for IT/Dean of Libraries Baylor University David Swartz Assistant VP and CIO American University

5. Clicker Activity #2 • Changing Role of the CIO

6. Kathy Gates Building a culture of greatness

7. Picking up from last year’s Conference …

8. Good to great Refresher Concept Summary Social Sector Differences Defining “Great” Level 5 Leadership First Who The Hedgehog Concept Turning the Flywheel • Disciplined People • Disciplined Thought • Disciplined Action • Greatness to Last

9. The Hedgehog Concept for social sectors What you are deeply passionate about From “Good to Great and the Social Sectors”by Jim Collins What you can be the best in the world at What drives your resource engine

10. Leading in Tough Times Vendor pressures Explosion of deviceson campus Insufficient bandwidth My wellness Cut, cut, cut IT Consolidation Budget Uncertainty How much cloud? Stress Employee wellness My future? Do more with less

11. Taking care of people in Tough Times My Employees Myself How do I keep myself motivated? How are my relationships within the university affected by uncertainty and change? Time for a career change? • Recruiting and keeping the best people • Dealing with stress • Promoting good health • Building a happy, productive team with a commitment to excellence

12. Exercise # 1 1. What unique advantages do we (universities) have for attracting and keeping the best employees in spite of limited resources? 2. How can I stay motivated, relevant, and connected when things are “down,” and how do I know when it is time for a change? 3. How can I promote employee wellness while asking employees to “do more with less” for extended periods of time? 4. Creating a culture of discipline involves setting priorities, saying no, and even starting a “Stop Doing” list. What does this mean for campus IT, and what are the challenges?

13. Ron Kraemer Building great Relationships

14. BUILDING GREAT RELATIONSHIPS • Who we work with • Discovering basic principles for great relationships • Developing a personal roadmap

15. WHO WE WORK WITH Campus Leaders External Entities Relationship Management Students Faculty and Staff

16. Discovering BASIC PRINCIPLES FOR GREAT RELATIONSHIPS • Approach work with a sense of stewardship • Covey favorites: • Seek first to understand, then to be understood • Seek win/win opportunities • Risk being transparent

17. Building great relationships is mostly about knowing ourselves, knowing the people we work with and making consequential decisions. Start Today

18. BUILDING Great RELATIONSHIPS EXERCISE • Assume the role of a campus community group • Campus administrative leader Academic unit leader • Research faculty member Teaching faculty member • Academic unit staff member Administrative unit staff member • Graduate student Undergraduate student • Alumni Donor • From the perspective of members of the group you select, identify what they expect from their CIO in building and advancing relationships • Get together and report out

19. David Swartz Building and Executing a Great Portfolio: The CIO Toolkit

20. Overview • What type of CIO are you? • What is in your portfolio? • How do you determine what is in the portfolio? • An example of portfolio management and shared governance • Executing the portfolio • Post project follow up and marketing IT • Break Out Session: Governance and Prioritization

21. What type of CIO are you? • Are you a Plumber or a Strategist? • Plumber – An IT leader who focuses on the bottom line and delivery—the plumber keeps it all going - safely and quietly in the walls and under the walkways. • Strategist – An IT leader who actively co-shapes research, education and service with the leaders of the academy. • Which are you – plumber or strategist? • What does your institution want - are you in alignment or a duck out of water? Is there a different focus between a plumber and a strategist in terms of the portfolio? Note: With thanks to Brad Wheeler and Brian Voss see their point counterpoint session on Thursday at 2 pm.

22. What is in your portfolio? AU’s sample portfolio – much overlap with others • Cloud Computing (e.g., Google Apps, Admissions & Registration) • Green IT & Virtualization (virtual servers, virtual labs and desktops) • Open Source (e.g., LMS, Blogs, CMS, OS) • Mobility Strategy and new mobile apps • Security & Compliance (vulnerability monitoring, PCI audit, new NAC) • Business Continuity (2nd data center virtualized and mirrored) • BI: Dashboards and Analytics • Migration to Microsoft Stack (AD, file and print services, SQL server database) • New Sharepoint Portal and Team Site Collaboration • HPC & Grids • Life Cycle Infrastructure Replacement (campus network and wireless upgrade) • Process Improvements & Efficiency (Virtual Student Services, Grants Mgt)) • Web Presence Modernization (New templates, Web 2.0, blogs)

23. How does your university determine what is in the IT portfolio of projects? • IT alone determines projects in portfolio • Projects are a mix of those determined by core offices, decentralized IT and Enterprise IT: no university-wide review or prioritization • University-wide input and prioritization through a shared governance Enterprise IT Portfolio Project Team

24. Portfolio Management & Shared Governance • Getting university stakeholders to agree upon what is most important • Helps to set enterprise IT priorities and sell the portfolio to leadership Enterprise ProjectTeam (EPT) Submit Initiatives Portfolio mgt & info Project Management Office IT Portfolio Approve Overall IT Portfolio Develop Draft IT Portfolio with EPT Approve Small Individual Initiatives Provide Resources Approve Strategic Objectives Senior IT Management University Leadership Strategic Objectives

25. PROJECT MANAGEMENT: Executing The Portfolio • Does project execution at your university employ a PM and follow a standard project management methodology? • Just very large projects like an ERP • All significant projects with a six figure threshold • All projects in the portfolio have a PM and follow the methodology • With PM there is often a reduced risk of failure and an improved probability of success, but at an additional cost. • Do you find it is worth the cost?

26. Now that you have determined what to do and have successfully executed, then what? • Do you immediately move on to the next round of projects? • Do you conduct a review of the recently completed projects and document the benefits as well as any issues? • Do you market and promote the successes and lay the foundation for the next portfolio? • Many CIOs do not document their successes and are hesitant to market IT. • Do you promote your success and if so how?

27. Examples ofCampusTestimony

28. Breakout: • What type of governance structure do you have? • How do you determine your priorities?

29. Summing it up! • Key Takeaways • Reminders • Enterprise Wikihttp://www.educause.edu/wiki/enterpriseconference+ • CIO and Senior IT Leadership @ Annual Conferencehttp://www.educause.edu/E2010/Program/CIO • Enterprise 2011 • Your ideas? • Evaluations

30. For More Information • Kathy Gates • kfg@olemiss.edu • Pattie Orr • Pattie_Orr@baylor.edu • Ron Kraemer • rkraemer@nd.edu • Dave Swartz • dswartz@american.edu

31. Share your best thinking in higher ed IT with the community at EDUCAUSE 2010! http://www.educause.edu