University Services IT: Aligning to Make the University Work

1. University Services IT:Aligning to Make the University Work PMO Role in IT Plan May 19, 2005

2. IT Current vs. FutureState: Summary • Key findings of Current State Assessment: • Lots of silos, lots of duplication • Little IT planning at enterprise level • Business needs not fully met by IT org structure • Principles guiding Future State: • Spend less on maintenance, but don’t lose service • Separate common- vs. business-specific functions • Boost enterprise & strategic solutions • Leverage OIT standards and utilities

7. How do we transition from Current to Future? Departmental Projects (use tools & standards) Strategic Strgc Tactical PMO: Tools, Stnds, Rsrcs Tactical Centralized Projects (use PMO managers) Maintenance Maintenance Target IT Spending Pattern Current IT Spending Pattern The Program Management Office provides tools, training, and standards to support departmental projects, and Project Managers for centralized projects

8. Frequently Asked PMO Questions & Issues • How will the PMO be staffed? • PMO to be “limited service”; capacity to run 2 – 4 projects per year • 1st step: Hire a full-time PMO Director • Internally recruit 3 FTEs from within U Svcs to fill 1 full-time and 4 half-time positions. • Each position will be a 1-year assignment • Provide salary augmentation for incumbents

9. Frequently Asked PMO Questions & Issues • How will the PMO be funded? • FY06 to be transition year • New Area for IT Services to be created within VP’s office: • One org for PMO • One org for Infrastructure Services (desktop & data center) • For PMO, only Director position will be explicitly funded (one-time, non-recurring funds) • Budget for other PMO positions will remain within departments, but staff will be selected/assigned to PMO work; any backfill needs will be resolved on a case by case basis with the relevant AVP • Departments will allocate some FY06 IT staff time to participate in Infrastructure Consolidation and Calendar/e-Mail Standardization • By FY07 define best financial model for PMO and Infrastructure Services • Working recommendation: Become an ISO • Departments billed for Data Center, Desktop Support, and PMO • Expectation: Each department billed less than current costs

10. Frequently Asked PMO Questions & Issues • What is the role of OIT? • OIT and U Svcs IT to be closely aligned: • OIT PMO to provide Project Origination system (TAPS through FY06; Mercury starting FY07 or FY08) • OIT EAS to provide hardware and production support SLA for Project Management system (MS EPM) • OIT CCO to provide Data Center floor space, IT facilities services (cooling, UPS, cabling), and some IT operations support (back-up and restore) • OIT EAS may provide additional resources for U Svcs-sponsored enterprise projects (eg: Credentials) • U Svcs to partner with OIT in Strategic Admin initiatives (eg: server consolidation, security standards, desktop purchasing standards)

11. Frequently Asked PMO Questions & Issues • How will project-selection and the governance process work? • Guiding principles: • Some projects can/should be selected by departments • Others should be chosen by Exec IT Steering Committee • Criteria for Steering Committee review: • Total $s are > $250K • More than 2 U Svcs RRCs are stakeholders • Project has enterprise-wide (U Svcs or UofM) potential • Steering Committee role: • Evaluate business case and decide priority of proposals • Help locate funding and/or resources

12. Frequently Asked PMO Questions & Issues • What’s the “end-game” for IT staff and organization • Balance staff between shared and department- specific IT functions • Unique business functions (core compentencies) to be staffed directly within departments • Infrastructure functions to be staffed centrally (data center support, desktop support, PMO) • TBD: Staffing model for common-business- function and utility applications (eg: EFS, UMCal, Billing, Timekeeping, Crystal Reports)