March 23, 2011 | Wednesday | 10 – 11:30am | 6 Story St., 1 st Fl.

1. IT Services TransitionTransition Team Biweekly Program Briefing March 23, 2011 | Wednesday | 10 – 11:30am | 6 Story St., 1st Fl.

2. Program Snapshot (Cathy Cho Yoo) Org Planning Update Leadership Appointments (Anne Margulies) Leadership Visions and Aspirations (Newly-appointed Leaders) New Organization Name (Mary Ann O’Brien) Q&A Agenda

3. Program Snapshot We are here (Week 12 of 24)

4. Org Planning UpdateLeadership Appointments University CIO Strategy & Planning Finance Penny Kaligian, Managing Director Cathy Cho Yoo, Chief Strategy Officer FAS Research Computing Administration Innovation & Architecture TBD, Chief Technology Officer Vaughn Waters, Managing Director Administrative IT Academic IT Client Services Client Services Administrative IT IT Security IT Infrastructure TBD, Managing Director Bob Wittstein, Managing Director TBD, Managing Director Jay Carter, Chief Info Sec. Officer Sue Walsh, Managing Director CA+FAS Relationship Oversight Other Schools Executive Sponsors: CA – Sue Walsh; FAS – Bob Wittstein; Other Schools – TBDs: Library – TBDs Library Guiding Design Principles: Common to industry Keep it simple and standardized Keep it new and fresh to Harvard culture – symbolize the new era Mindful of impacts to lower levels across organization Key Guiding Design Principles Guiding Design Principles: Enable genuine integration and high levels of customer service Keep it flexible and flat Aligned as much as possible with Harvard University HR and other key org changes in play

5. Org Planning Update (continued)Strategy and Planning Vision Organization-wide courage to develop an effective executable strategic plan, relentlessly carried out with discipline and honestyto align our investments in our people, processes, and technologies Key Roles and Responsibilities • Lead strategic planning efforts for new IT organization, including the transition • Manage overall progress on key University IT priorities through common management strategies, practices, and processes • Manage all IT projects across the University as a portfolio/(s) • Manage University IT governance processes (e.g., planning, budgeting, and related decision-making) What’s Changing • Today: • No IT strategy or vision • Technology-centric approach; too many surprises • Inability to manage discrete projects in a portfolio or per a planned budget • Inability to plan for the capacity needed to pull off high priority work • Future State: • Sharply-defined and communicated IT strategic plan • Relentless and disciplined execution • Alignment between our investments of money, skillsets, and time • Succession planning

6. Org Planning Update (continued)Innovation and Architecture Vision To be developed by new CTO Key Roales and Responsibilities • Develop a shared technology vision in support of academic, research, and administrative computing • Lead the development and maintenance of an agile technology architecture • Develop strategies for enterprise solutions • Foster technology innovation

7. Org Planning Update (continued) Finance Vision Strategically linked investments and business priorities Key Roles and Responsibilities • Lead strategic financial planning and related process • Lead transition to new financial guiding principles, frameworks, and processes • Oversee development and management of reporting and financial services resources • Minimize University’s financial risk through financial compliance and policy oversight What’s Changing • Today: • The cost of IT not transparent • Funding models are complex • Difficult to evaluate ROI • Funding models get in the way of making optimal decisions • Future State: • We know what we’re spending where • Models are streamlined and simplified • We can link value with our investments • Financial barriers are removed enabling the best possible decision-making for managers

8. Org Planning Update (continued) Administration Vision Simple, easy and transparent processes that support all teams across the organization so they have the right environment and tools to be successful Key Roles and Responsibilities • Provide leadership and management of all administrative operations • Establish and manage professional, high quality, consistent events and communications which properly represent the activities of the UCIO and the new IT organization • Recruit, maintain, train and grow a professional and highly talented workforce • Create an efficient and professional workspace • Establish a centralized process to coordinate and manage vendors across the organization What'sChanging • Today: • Separate and distinct Human Resources processes • Separate and distinct Vendor Management and Procurement processes • Separate and distinct Administrative processes • Future State: • Seamless • Reliable • Professional • Centralized • Easy when it should be • Data-driven decision making

9. Org Planning Update (continued)Client Services Vision To be developed by new Managing Director Key Roales and Responsibilities • Provide direct support services to end users for service desk, field support for desktop and local devices, software licensing, and technology sales • Establish and manage customer-facing ITSM methods, processes, tools, and standards • Manage customer relationships across all service areas • Provide operational project management support across service areas

10. Org Planning Update (continued) Relationship Oversight Vision Effectively managed and facilitated relationships between all our IT service areas and the Schools, Library, and Central Administration Key Roles and Responsibilities • Meet quarterly or as needed to review priorities, technology plan/services that address and support needs of the schools/CA • Provide metrics of critical services and discuss performance, formulate additional plans if necessary to address any deficiencies • Report on University wide efforts and the impacts on school/department What's Changing • Today: • Siloed approach to service discussions with schools/areas within schools • Less strategic • Focus on current customers and services less on future needs or plans • Many solutions solving the same problem • Future State: • Comprehensive and coherent approach to delivery of services to schools and department • Well understood offerings that meet the needs of schools • Ongoing dialogue about priorities, technology plans and delivery • Opportunity to leverage and discuss more optimal approaches

11. Org Planning Update (continued) Administrative IT Services Vision Leading IT processes and systems meeting the administrative needs of faculty, students, and staff Key Roles and Responsibilities • Plan, develop and manage administrative application portfolios for the University, Central Administration, and FAS • Lead development and implementation of new solutions and applications, and enhancements to existing applications • Lead the maintenance function for existing solutions and applications • Develop and lead overall applications strategy and methodology What's Changing • Today: • Core admin IT systems are a strength • No clear, ‘planned-out’ portfolio or data architecture • Numerous older, unconnected systems • Multiple processes for development and release of new systems • Future State: • Leading integrated solutions strategically managed as a portfolios • Best of both cultures • Clear simple processes, and common methodologies • Business-driven • An agile, ‘yes’ organization

12. Org Planning Update (continued)Academic IT Services Vision To be developed by new Managing Director Key Roles and Responsibilities To be developed collaboratively over a series of interviews and org design sessions by key stakeholders and point of contact at a National Recruiting Firm, which will then serve as input into the Job Description that we post as we kickoff our national search

13. Org Planning Update (continued) IT Security Vision A well-established risk-based Information Security Program Key Roles and Responsibilities • Develop and communicate guidance for preserving the availability and integrity of the University’s electronic assets • Develop a risk-based information security program aligned with COSO and COBIT control frameworks • Manage the resources required to oversee policy and deliver the information security services offered to the University • Lead the IT Security incident management approach and related processes What's Changing • Today: • Many directions, Multiple solutions • Intrusive • Ambiguous • Future State: • A risk-based approach • Security by design • Clear objectives, measurable results

14. Org Planning Update (continued) Infrastructure IT Services Vision A well-planned, implemented, and managed complex IT infrastructure that supports University-wide needs Key Roles and Responsibilities • Develop strategic roadmap for core technology services in collaboration with the community (in conjunction with CTO) • Design extensible and scaleable solutions for today and the future • Ensure people, process and technology in place • Optimize and leverage technology solutions and investments across CA/FAS and the University for maximum impact What's Changing • Today: • Areas of excellence • “Battlefield medicine” with crisis fatigue in some areas • Significant effort to support multiple systems with the same functionality • Long term strategy not formulated for all technology areas • Future State: • Consistent excellence in all core technology areas • Solid bench strength in all key technologies • Robust shared solutions • Improved solutions and processes that work

15. Org Planning Update (continued)New Organization Name • 1. The Importance of Our Brand • What is a “brand”?Brand: noun \brand\: A visual and verbal system designed to convey the identity of the new organization… • Why do we need a brand? • To convey that it is unmistakably part of Harvard and use Harvard’s new brand guidelines [including name, shield, and Crimson color] as its basis • To effectively compellingly communicate the distinct advantages, promises, potential, and personality of the IT organization, both for employees in the organization and for customers it serves. • 2. Process and Next Steps for Contest

16. Org Planning Update (continued) New Organization Name (continued) • Key Considerations for Our New Name • What names, brands, or logos exist now in UIS and FAS IT? What is valuable about them that should be retained or continued in the new system? • What is your current identity? What do you like about it and what do you not like about it? • If you had to describe the new organization in one word, what would that be? • If your organization/brand was an object, what would it be? • What do you want to be known for? • What brands do you find appealing, and similar to what you’d like to see for the new organization? • What aspect of your image needs improvement or re-positioning? • What should the new organization be named?

17. Q&A

18. Thank You – Stay Tuned for More Until Next Time http://isites.harvard.edu/transition