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Governance and Portfolio Management

CHICAGO PUBLIC SCHOOLS. Governance and Portfolio Management. “Running IT as a Business”. Student Profile. Is low income, high poverty (87%); is Black or Latino Single parent; in need of a good number of social services and individualized instruction

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Governance and Portfolio Management

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  1. CHICAGO PUBLIC SCHOOLS Governance andPortfolio Management “Running IT as a Business”

  2. Student Profile • Is low income, high poverty (87%); is Black or Latino • Single parent; in need of a good number of social services and individualized instruction • Relies on the school system for at least one good meal a day • Is at significant risk of not graduating from the system (50% dropping out of high school)

  3. Reacting Organization by personality Resource allocation by negotiation Central office as command and control Data overload and confusion People = Jobs Manage based on one-size fits all Risk averse, status quo culture Planning Organization by strategy Resources allocated by policy and need Central office as support and service center Data-driven decision making People are our most important asset Differentiate oversight based on need Performance and accountability culture The Case for Change - Enterprise Present/Future State Past State

  4. Core District Strategies • Ultimate Goal: To graduate all students prepared for postsecondary education and employment. • Three Core Strategies: • Advancing Literacy • Improving Human Capital • Creating Additional Learning Opportunities • Three Major Reform Initiatives: • Renaissance 2010 • High School Transformation • Differentiated level of district support and oversight

  5. IT Organization not structured to deliver services aligned to district strategies Lack of focus on effective project management No prioritization of projects Business units not engaged and accountable Technology function reorganization and consolidation Enterprise Project Management Office Disciplined IT Governance Enterprise restructuring and delayering The Case for Change - Technology Present/Future State Past State

  6. IT Business Strategy and Goals Provide New and Improved (Technology) Services to Public Schools Goal #1: Transform Goal #2: Enable Goal #3: Operate Goal #4: Productivity Provide district tools to track & analyze student performance and improve business processes Improve and maintain network infrastructure, security and standards Use data and information to enrich the teaching and learning experience Enhance cost-effective use of resources Strategically Aligned Initiatives IMPACT, CPS@Work | COSA, PTLI | Gigaman, VoIP | EPMO

  7. IT Governance Solution • A two-pronged governance structure to facilitate decision-making, alignment, and communication • Councils are co-chaired by the Chief Information Officer and Chief Education Officer • Enterprise Project Management Office is the supporting organization within IT Enterprise IT Governance IT Portfolio Investment Committee IT Advisory Council

  8. Roles and Responsibilities

  9. Supporting Tools • Standardized project initiation and planning process • Includes creation of a business case • Project and Portfolio dashboards • Portfolio management • What-if scenario comparisons • Ability to track on project class and business objectives • Resource-capacity planning • Budget analysis • Implemented Mercury IT Governance Center • Project, Portfolio, Demand, Time, Resource and Cost Management modules

  10. Tools … • Business Cases • Project Requests • Workflows • Portfolio Maps • Scenario Comparisons

  11. ENABLING TRANSFORMING H • Percent of Budget (1) : 3.6% • Number of Key Initiatives (2) : 84 • Mostly Small Projects with a few Capital Projects • Percent of Budget (1) : 27.5% • Number of Key Initiatives: 5 • Mostly Capital Projects 2.5 ALIGNMENT OPERATIONS PRODUCTIVITY • Percent of Budget (1) : 63.3% • Number of Key Initiatives (2) : 66 • Operational Infrastructure and Maintenance, Enhancements and Support activities • Percent of Budget (1) : 5.6% • Number of Key Initiatives: 2 • Capital Projects and Operational Infrastructure L 2.5 L H RISK Snapshot: Portfolio Business Alignment Budget Allocation Mix 31% 69% APPLICATION INFRASTRUCTURE • Notes: • Budget allocation includes Capital, Operations and E-Rate • Includes identified Small-scale project <$250k and miscellaneous Maintenance, Enhancement and Support (ongoing) activities.

  12. OTS Preliminary Portfolio: Graphic Version Portfolio realignment and better resource allocations (i.e. reduce number of initiatives and reassign resources)

  13. Roadmap to Success • Short-term: Commitment to education, communication about IT investments • Phase II: Structured, standardized process with focus on capital projects only • Phase III: Tie to strategic programs, expand to include all projects • Long-term: IT integrated into decision-making for all business units within district

  14. Critical Success Factors • Leadership • Business / Technology Alignment • Project Management and Execution • Optimal Resource Allocations • Performance Metrics and Measures • Communications

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