Getting the Right People On the Right Projects At the Right time

1. Getting the Right People On the Right Projects At the Right time

2. Theory of Conscious Alignment Grand Strategy / Vision / Mission Strategic and Cultural Leadership Business Culture Strategic Objectives Strategic Initiatives Prioritization Criteria Project Portfolio Management Project Prioritization Resource Allocation Solution Implementation Project and Business Management Ongoing Operations Explicit and managed alignment of actual resource utilization with the stated strategic objectives of the organization.

3. Prioritization Criteria Project Prioritization Vision Grand Strategy Mission Theory of Conscious Alignment Business Culture Strategic Objectives Strategic Initiatives Resource Allocation Ongoing Operations Solution Implementation

4. Vision / Grand Strategy / Mission • The Office of Information Technology (OIT) supports the mission and objectives of BYU by providing: • Infrastructure that supports communication, data, and multimedia; and offers worldwide access to services anytime • Tools that enhance learning, teaching, and scholarship • Tools necessary to improve the key decision-making and administrative processes of BYU • Tools that enable electronic communication and collaboration • Training and support that enable members of the BYU community to effectively use technology products and services • All activities within OIT will be done with an attitude of customer responsiveness and cost consciousness, ensuring that all products and services are reliable and secure. OIT will appropriately leverage the resources of BYU in ways that benefit other CES units and the Church. “If you can’t say it simply, you probably don’t understand it.” Albert Einstein

5. Collaboration Control Customer Oriented “Customer is King!” Process Focused “The Right Way!” Employee Retention “The Best Place to Work!” Product Driven “Quality is Job One!” Cultivation Competence Corporate Culture “An organization’s culture provides order & structure for activity.” William Schneider

6. Corporate Culture Collaboration Control Cultivation Competence “Culture determines how success is defined and accomplished.” Peter Drucker

7. 1 Does it reduce unnecessary/likely system redundancy, hard costs, and cycle time? 4 = unnecessary/likely redundancy and cycle time 2 = unnecessary/likely redundancy or cycle time -and- ↑if it decreases identifiable hard costs ↓ if it increases identifiable hard costs 1.5 Does it respond to the immediacy of need and the dimensions of integrity? 5 = urgent 3 = pressing need 1 = not urgent -and- ↑= system and process(data) integrity ↓ = system or process(data) integrity 1 Does it enable or improve the ability of the user/provider to do what they need to do? 5 = user and provider 3 = either one 1 = neither one 1 Does it easily integrate with the proposed architecture / standards / other products? 5 = supports the architecture/relatively easy to implement 3 = moves towards the new architecture/modifications to existing infrastructure required 1 = does not comply with the architecture/major modifications required to the infrastructure 1 How broad? How varied? How many users? 5 = extends beyond BYU-Provo campus 4 = BYU-Provo, or large subsets of multiple campuses 3 = supports a large subset of BYU-P 2 = supports a smaller subset of BYU-P 1 = supports a very small subset of BYU-P 1 Is this moving toward evidenced best practices? 5 = Evidence of benefit and transferability 3 = Evidence of benefit but no evidence of transferability 1 = No evidence of benefit Project Prioritization Model Strategy / Objective Proposal Criteria Proposal Scoring Anchors 1 Optimize the use of resources 2 Improvement of Reliability and Integrity 3 Increased Effectiveness and accessiblity 4 Seamless and interoperable technology 5 Reach/Supports our customer-consumer base 6 Appropriate Technical Risk 7 Customer Responsiveness 1 What level of sponsorship is directly involved in the request or proposal? During Resource Planning – this criterion is not applicable, since Product Portfolio Managers will have reviewed all projects with the members of the President’s Council.

8. The Integrated Project System

9. Involvement at all levels of the company

10. Project Management Process

11. Process Innovation Model