Strategic Planning and Project Portfolios

1. Strategic Planning and Project Portfolios University of Chicago IT Services Carmen Sandu

2. Topics • IT Strategic Planning • Project Portfolio Management

3. IT Services Key Management Elements STRATEGIC PROJECTS TACTICAL PROJECTS

4. Strategic Planning Cycle • Alignment is the most important and most difficult aspect • Alignment within the organization is not possible without alignment among the executive team

5. IT Services Planning Model University Value Statements Where we want to be? Why are we here? IT Services Vision/Mission How will we achieve it? What is our game plan? Goals and Strategic Plan Strategic Outcomes: Satisfied Stakeholders Delighted Customers Efficient and Effective Processes Motivated and Prepared Staff Strategic Initiatives How well are we doing? Measurements How do we align? What do we need to adapt? Tactical Plans – Project Portfolio Management Team Projects Organizational Projects Where do I fit in? What I need to do? Individual Participation Empowerment/ Personal Objectives

6. Continuous Improvement • 1st year – FY10 • We embark on strategic planning, and the resulting plan is sufficient, but not as robust as we’d like, primarily because we ended up spending a fair bit of time developing the mission, vision, values, and key priorities. By the time we got to the strategic objectives, goals, and action plans, most of us were tired of planning. We wrote down a few objectives, goals, and very high level actions. • 2nd year – FY11 • The plan is substantially better than the previous one because we are clear on where we are and where we are headed. This year we spend the majority of effort and time on objectives, goals, and action plans. • 3rd year – FY12 • The strategic plan is truly a complete picture of the organization’s strategic direction. With two years of experience, we know what works and doesn’t work. The plan becomes the living document that’s a true representation of our institution because we’ve refined our process and approach.

7. Continuous Improvement (cont.) • Develop organizational level analytical tools • Align teams and organizational measures • Process improvement training – moving to a common platform (ITIL) • Cross-functional action teams for process improvement • Engagement of staff in discussions about the direction of organization • Tighter alignment with financial planning

8. Strategic Planning Conclusions • Change happens iteratively and has a bidirectional flow connecting with the middle through the lowest levels of the organization (alignment) • Implementing strategic planning is an iterative process • Must find champions (both internal and external) and celebrate their successes • Focus on staff engagement and empowerment • It’s all right if it’s not perfect from the first attempt • It is very easy to let it go… • Consistent execution is critical • Continuous monitoring and measurements

9. Key Components – What I worry about • Consistent way to describe strategy • IT Organization aligned with University goals • Link between budgets and strategy • Executive teams have regular strategy discussions • Staff have direct strategy links • Staff understands the strategy and direction of organization • Executive oversight and support

10. IT Services Key Management Elements STRATEGIC PROJECTS TACTICAL PROJECTS

11. Benefits of Portfolio Management • Maximize value • Improve communication • Encourage team focus • Efficient resource management • Improve project team efficiencies

12. Project Portfolio Activities STRATEGIC PROJECTS TACTICAL PROJECTS

13. Questions/Comments