Application Streamlining Initiative Kickoff Meeting August 23, 2011

1. Application Streamlining Initiative • Kickoff Meeting • August 23, 2011

2. Application Streamlining Application Streamlining will allow the synchronization of IT priorities with business priorities. Applications will be managed as key assets of the institution.

3. Application Streamlining Components • Application Portfolio Management, or APM, is a process that evaluates the entire institution’s set of applications. It is used to categorize each application based upon its value to the organization and the cost of operation. • Application Rationalization is the process that decides the disposition or action plan for each application in the portfolio. Likely outcomes are: Retire– for low value, high cost applications Re-platform – for high value, older technology applications Reinvest – for high value, low cost applications Consolidate – for redundant applications

4. Cornell Current State • Bain’s review of applications and services in the Cornell IT environment cited the following weaknesses: • Significant waste and duplication • Poor prioritization • Lack of collaboration across units • Unclear/non-existent guidelines & standards • Application development resources highly variable across units • Resources often lack breadth and/or depth • Development capabilities not aligned with program needs • The Application Streamlining Initiative will address each of these weaknesses in a program of continuous improvement.

5. Steps to Effective Application Streamlining Goal: Move toward an application portfolio containing high value, low cost applications Steps to success: • Ensure upper management support • Establish objective evaluation criteria • Gather an appropriate team • Develop a deliberate methodology with transparent processes • Manage the effort as a project • Leverage the results

6. The Challenges • Construct meaningful definition of what constitutes an application. • Define information to be gathered in the inventory – important technical characteristics and “fit,” measures of application scope and value, and cost elements. • Apply objective assessment criteria against inventory information sufficient to place applications in the appropriate quadrants of the Rationalization Start Chart on the next slide. • Maintain appropriate stakeholder engagement throughout. • Develop initial recommendations. • N.B.: Many findings and recommendations will be preliminary until the inventory is completed for most, if not all, campus units.

7. Application Rationalization Star Chart Value . Cost

9. Pilot Planning • Startup – 3 weeks • Kickoff meeting, methodology, definitions, timeline • Data Collection – 3 weeks • Prepare survey instrument, interview stakeholders, organize data, present inventory • Analysis – 3 weeks • Assign business value, assign technology value, assess portfolio, review with stakeholders • Recommendations – 2 weeks • Find targets of opportunity, recommend optimization strategy • Complete – 1 week • Write report, lessons learned

10. Roles and Responsibilities • Executive Sponsorship • Stay informed. Take ownership • Allocate appropriate business staff for value analysis • Business Analysts • Prepare Inventory Templates • Prepare Business Questions • Conduct Interviews • IT Professionals • Decide Information to Capture on Applications • Document Applications Inventory • OIT Staff • Facilitate Process & Projects(s) • Prepare for Campus Engagement

11. Pilot Results • Open, Transparent Application Inventory • Can be modified • New applications are compared with existing inventory • Star Chart with Value/Cost Determinations • Applications are within unit • Relative comparison more important than absolute • Application Rationalization Recommendations

12. Next Steps • Complete Application Inventory Template • Assign Business Owner/Expert to Each Application • Complete Business Value Assessment Template • Complete Value Analysis Methodology • Complete Technology Assessment Methology