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Title: Processes for Enterprise-Wide Management of IT Resources


1
Processes for Enterprise-Wide Management of IT
Resources
  • EDUCAUSE01 Pre-conference Seminar
  • James Penrod John Wasileski
  • The University of Memphis

2
Introduction to Seminar
  • Introduction
  • Governance Structure
  • Management Philosophy
  • IT Planning Management Model
  • An EDUCAUSE
  • Best Practice
  • Centralized and Decentralized Roles
  • Internal External Teams
  • Critical Success Factors
  • Concluding Observations

3
Brian HawkinsRenewing Administration, Foreword,
p. xix, 1999
Today, there is an important and radically
increased level of interaction between
technology, organizational structures, business
functions, and the new demands of our customers.
This new synergy gives us the opportunity to
rethink how our institutions of higher education
operate and serve various constituencies. The
challenge to all of us is to determine whether or
not we have the collective will to continue to
enhance services and renew the way in which our
campuses are administered and managed when there
isnt an ominous crisislooming. The need for
constant renewal is critical
4
Introduction to Seminar Leaders
  • Jim Penrod
  • VPIS CIO _at_ UoM
  • Four time CIO
  • Higher Education Consultant
  • Tenured Professor
  • 34 Years of Experience
  • 50 publications
  • John Wasileski
  • AVP COO _at_ UoM
  • Executive in private sector
  • Higher Ed Businesses consultant
  • Adjunct professor
  • 25 Years of experience

5
IntroductionBackground Environment
  • UoM is an urban, doctoral, research campus
  • UoM has 20,000 students 2500 staff
  • Two campuses off-campus sites
  • Nine schools colleges
  • A new President, Provost VP B F
  • An IS Unit since 1995
  • 15M IS budget, 100 FTE
  • AVPIS arrived 2000
  • Legacy Systems Data Warehouse with Web
    Front-ends
  • 4.5M Technology Access Fee

6
Introduction Strategy means the variety of new
things that an organization must do right now to
prosper.
  • Do traditional tasks better
  • Manage internal economy
  • Do more with (proportionally) less.
  • Shorten cycle times
  • Reduce the time from ideas to realities.
  • Master technological complexity
  • Standardize and manage change.
  • Produce quality
  • Help establish then meet client expectations.

7
Introduction Strategy means the variety of new
things that an organization must do right now to
prosper.
  • Learn to be very good at
  • Flexibility -- strategic planning must be a
    continual, dynamic process.
  • Breadth of service -- offer services needed to
    help solve clients business problems.
  • Customization -- determine unique needs and how
    they can best be met.
  • Integration -- creates synergies and increases
    collaboration.
  • Deliver wins for clients -- become partners.

8
Introduction Information Systems Expectations
-- Imperatives to excel
  • Strategic alignment
  • Relationships with line management
  • Deliver new systems
  • Build manage infrastructure
  • Reskill IT staff
  • Manage vendor partnerships
  • Build high performance
  • Redesign the federal IT organization

9
IT Governance Structure
  • Policy/Advisory Groups
  • IT Policy Council
  • IT Advisory Committees
  • Academic
  • Administrative
  • Student
  • Work Groups
  • Deans Work Group
  • Admin Systems Management Team
  • LSPs Group
  • Data Stewards
  • Web Developers

10
Appendix I, pg. 28
Governance Structure
11
Appendix II
Governance Committee Charges Membership
12
IS Management Philosophy
  • Learning Organization Principles
  • The five disciplines
  • Changing the IS organizational culture
  • IT is too important for technical decision-makers
  • IT is like moneyit is a strategic resource
  • Manage the organization for the best staff, not
    worst
  • Involve the right people, in the right things at
    the right time
  • Empowerment is a two-way process
  • Help individuals to change behaviors
  • Surprise is not a good thing!

13
Appendix III
Learning Organization references
14
Management PhilosophyMost people want to do a
good job
  • Too often the organizational environment gets in
    the way.
  • This wastes peoples talents and energies.
  • It puts impossible loads on administrators.
  • It may induce poor performance, internal
    conflict, and cause burn out.
  • Organizations (and universities specifically) are
    being required to meet increasing complexity and
    competition.
  • If everyone in the organization isnt doing all
    they can do to contribute to overall goals, then
    it is doomed to mediocrity or worse.

15
Management Philosophy Empowerment of individuals
is the only answer to our dilemma.
  • Unfortunately, most empowerment efforts fail --
    but we must not just give up.
  • To work together people need clear priorities,
    accountabilities, and authorities.
  • Traditionally managers coordinate and control
    peoples work -- but that causes bottlenecks.
  • Thus we need to eliminate hierarchy as the means
    of coordination and control.
  • True empowerment means managing people by results
    rather than by tasks.

16
Management Philosophy Mental Models
  • Mental Models are the preconceptions,
    assumptions, and filters through which we view
    and interpret the world. The difficulty with
    such models is that everyone has a different one
    yet we must all learn to communicate effectively
    and learn common lessons.

17
Comparison of Argyris Model I and Model II
Management Philosophy
Model I Model II
  • Increase others ability to unsurface assumptions
    biases
  • Help people say what they know but fear to say
  • Advocate your position and combine it with
    inquiry and self-reflection
  • Advocate principles but invite inquiry
  • Tell others what you believe will make them feel
    good
  • Tell other people no lies or tell others all you
    think and feel
  • Advocate your position in order to win
  • Stick to your principles, values, and beliefs.

Overcoming Organizational Defenses, 1990
18
Management Philosophy Personal Mastery
  • Personal mastery means that each person in an
    organization focuses on continually learning as a
    life discipline. It embodies keeping a clear
    vision of what is important in our lives and
    seeing our current reality for what it truly is.

19
Management Philosophy Shared Vision
  • A shared vision is a heartfelt force that
    permeates an organization and unites the people
    within it. It provides the energy to strive to
    create and to continually learn. It provides a
    commonality of purpose for each individual and
    for each individual to support others in aspiring
    to the vision.

20
Management Philosophy STRATEGIC
READINESS Redding Catalanello,1994
Vision has proven to be a crucial ingredient in
successful change efforts. But is it futile and
maybe even dangerous to establish a strategic
vision when the environment is chaotic and the
future is unknowable? ... We believe, when it
comes to strategic vision, there is an inherent
paradox. In fact, it is because the future is
unknowable that a shared vision is so essential
as a driver of change. In a learning
organization, a vision provides the fuel that
powers the collective journey of strategic
learning.
21
Management Philosophy Team Learning
  • Team learning is the alignment of each members
    special talents to enable the team to address
    complex issues, provide innovative yet
    coordinated action, and foster improvements in
    team performance for all teams.

22
Appendix IV
  • Team Questions Sample Answers

23
Management Philosophy Systems Thinking
  • Systems Thinking means seeing an opportunity,
    problem, or situation as it is embedded in all of
    the systems of which it is a part. This means
    not isolating an idea in our thoughts but taking
    into consideration how the system works to
    influence the concept under consideration.

24
As part of the strategic planning process,
planners identify hot issues and focus change
activities upon experimental efforts tied to
these issues. Yet, in many cases, the most
important experiments are ones that develop on
their own, without senior management
intervention. ... It is essential that those
championing the emerging changes feel sanctioned
and know that management is aware of and
supportive of the initiatives being taken. This
is best accomplished by reaffirming the overall
strategic direction of the organization and
promoting these efforts as examples of desirable
activities and programs. ... In this way, all
members of learning organizations are, to some
degree, strategic planners. It is the leaders,
however, who provide the heat for the popcorn.

Management Philosophy Strategic Readiness, pp
76-78
25
Appendix V
References for Planning General Management
reading
26
IT Strategic Planning Management Model
  • The Plan to Plan
  • Define Clarify Institutional Strategy
  • Align Organizational Entities Influence Systems
  • Create Needed Competencies Behaviors
  • Develop Implement Operational Action Plans
  • Evaluate Assess Outcomes

27
Appendix VI
28
IT Planning Management ModelThe Plan to Plan
  • Motivating factors
  • Define purpose
  • Define roles, functions membership of involved
    groups
  • What processes must be integrated?
  • Define reports other outputs
  • Define drafting, review approval groups for the
    plan
  • Define modification processes
  • Output Appendix of above items

29
IT Planning Management ModelDefine Clarify
Institutional Strategy
  • Values assessment (Individual organizational)
  • Internal analysis
  • External analysis (STEEP)
  • Mixing process (SWOT)
  • Output Values, extended mission, strategies,
    goals and futures scenario

30
IT Planning Management Model Aligning
Individual and Organizational Values
  • Exercise to identify desired individual values
  • Exercise to identify desired organizational
    values
  • Exercise to select values aligned with both
    individual and organizational lists
  • Group decision-making process to define IS
    Division values statement

31
IT Planning Management Model Values
  • .

Values Assessment
  • Higher Education Culture
  • Academic Disciplines
  • State / System Culture
  • Institutional Culture
  • Divisional Culture
  • Departmental Culture
  • Shared Vision

32
Appendix I, pg. 4
  • Value Statements for Information Systems at The U
    of M

33
IT Planning Management Model Internal Analysis
  • .

Internal Environment Assessment
  • Strengths
  • Weaknesses

Present Strategy
Performance
Resources
  • Positions
  • Competencies
  • Financial
  • Technologies
  • Space
  • Institutional
  • Divisional
  • Departmental
  • Individual
  • Results
  • Outcomes
  • Perceptions

34
IT Planning Management Model External Analysis
  • .

Trends/Forces
Constituents
Competitors
  • Political/Legal
  • Economical
  • Social/Demographic
  • Technological
  • Institutional
  • Other Units
  • Students
  • Staff
  • Faculty
  • External
  • Institutional
  • External

Collaborators
  • Institutional
  • External

External Environment Assessment
  • Opportunities
  • Constraints

35
Appendix I, pp 1-3, 5-7
Strategies, extended mission, futures scenario
UoM IT Strategic Plan
36
IT Planning Management ModelAlign
Organizational Entities Influence Systems
  • Organizational culture
  • Organizational structure
  • Internal economy
  • Methods tools
  • Systems architecture (infrastructure)
  • Metrics rewards
  • Output Measurable, time-bounded, budget-linked,
    individually assigned objectives

37
IT Planning Management ModelOrganizational
Culture
The behavioral patterns, habits, and conventions
exhibited by the organization
  • Create continuous learning opportunities
  • Promote inquiry dialogue
  • Encourage collaboration team learning
  • Establish systems to capture share learning
  • Empower people toward a collective vision
  • Connect the organization to its environment

38
Appendix VII
Reference list of Organizational Culture sources
39
IT Planning Management Model Management
Principles
  • Keep performance results the primary objective of
    behavior and skill change.
  • Continually increase the number of individuals
    taking responsibility for their own change.
  • Ensure each person always knows why his or her
    performance and change matters to the purpose and
    results of the whole organization.
  • Put people in a position to learn by doing and
    provide them the information and support needed.
  • Embrace improvisation as the best path to both
    performance and change.

40
IT Planning Management Model Management
Principles (cont)
  • Use team performance to drive change.
  • Concentrate organization designs on the work
    people do, not the decision-making authority they
    have.
  • Create and focus energy and meaningful language
    because they are the scarcest resources during
    periods of change.
  • Stimulate and sustain behavior-driven change by
    harmonizing initiatives throughout the campus.
  • Practice leadership based on the courage to live
    the change.

41
IT Planning Management Model The Will/Skill
Framework
Support
Delegate
High
SKILL
Direct
Coach
Low
Low
High
WILL
42
IT Planning Management Model Desired cultural
changes
  • Design the organization to fit the committed
    caring (eliminate those who do not care)
  • Focus on solving problems, not on reacting to
    symptoms
  • Move decisions to the appropriate level
  • Stress individual accountability for mission
  • Create empower many leaders
  • Regulate distress maintain disciplined attention

43
IT Planning Management ModelOrganizational
Structure
  • Define organizational reporting lines
  • Define individual roles
  • Develop processes for work flow across boundaries
  • Develop processes and structures for team based
    decision-making
  • Eliminate organizational barriers

44
IT Planning Management Model The
Organizational System
  • The Environment
  • Higher expectations
  • Increased competition
  • The Technical Process
  • Shorter cycle-times
  • Integration of new technologies
  • The Human Structure Support Systems
  • Flexible deployment of labor force
  • More responsiveness innovation
  • More satisfying work

45
IT Planning Management Model Designing a
Responsive Organization
  • Process improvement
  • Ensures streamlined unfragmented workflow
  • Organizational theory
  • Ensures form fits function
  • Sociotechnical systems design
  • Ensures new technology improves results quality
    of worklife
  • Job design
  • Ensures that jobs build employee ownership
    initiative

46
IT Planning Management Model Results of
Designing a Responsive Organization
  • A well-designed work process is streamlined and
    supported by an information flow that provides
    doers with an accurate picture of client needs
    process performance.
  • A well-designed work group includes players with
    depth a variety of skills necessary to create
    the service. The authority structure gives
    employees the autonomy to respond to needs
    problems nearest to the line of action.
  • A well-designed job is organized around a
    service. It unites thinking with doing and core
    support. It provides the jobholder with direct
    contact with the client.

47
IT Planning Management ModelInternal Economy
  • Budgeting and charge back mechanisms
  • Resource allocation and flow
  • Project approval and prioritization
  • Based on mission alignment not
  • Power ? Favoritism
  • Influence ? Politics

48
IT Planning Management Model Service Offerings
  • What new services should be offered?
  • What existing services should be eliminated?
  • What existing services should be modified?
  • What existing services should be left unchanged?

49
IT Planning Management ModelMethods Tools
  • Procedures, methodologies, skills that workers
    use
  • Systems analysis ? Planning model
  • Project mgmt ? Budget mgmt
  • Teams ? Communication
  • Leaders at many levels
  • Conflict resolution model
  • Professional development activities
  • Adaptive behavior mechanisms
  • Use the technology we advocate

50
IT Planning Management ModelSystems
Architecture
  • IT infrastructure voice/data/video networks,
    computers, software, peripherals, etc.
  • Support structure people and training
  • Institutional standards guidelines
  • Ease of additions, upgrades, and modifications
    critical

51
IT Planning Management ModelMetrics Rewards
  • Measures defined to determine success
  • Measures defined to determine perceptions
  • Performance feedback loops for individuals and
    teams
  • Incentives for improving performance

52
IT Planning Management Model Translating
broad purpose into specific objectives
Conceptual Performance
Purpose
Performance Objective
Measurement
Timeliness Cycle time
Months to complete
Reduce time to implement from 1 year to 6 months
for service
Quality No mistakes
Error rate Decrease from
15 to 2
At least 10 new ideas implemented
of ideas
Innovation New ideas to
that are useable
improve service
53
Appendix I, pp 17-22
Objectives in the UoM IT Strategic Plan
54
IT Planning Management ModelCreate Needed
Competencies Behaviors
  • Managers provide training and professional
    development opportunities
  • Determine individual aspirations
  • Obtaining technical competencies
  • Defining and creating opportunities for adaptive
    behaviors
  • Managers motivate individual acceptance of
    responsibility
  • Output Analysis of organizational skill set,
    professional development matrix, individual
    assessment criteria

55
Appendices VIII, IX, X
Professional development matrix, skills matrix,
objectives assignments
56
IT Planning Management ModelDevelop
Implement Operational Action Plans
  • Develop individual work plans
  • Develop project plans
  • Develop Team-based work plans
  • Work both top down bottom up to develop
    Unit Plans
  • Output Unit work plans, managerial work plans,
    team work plans project plans

57
IT Planning Management Model Transformative
Leadership Strategies
  • Participation
  • Structural Rearrangement
  • Extrinsic Rewards
  • Coercion
  • Persuasive Communication
  • Role Modeling
  • Expectancy

58
Appendices XI, XII. XIII
IS Unit plan, project plan, managerial work
plan
59
IT Planning Management ModelEvaluate Assess
Outcomes
  • Develop formal processes to evaluate
    effectiveness of the organization
  • Develop informal processes to assess perceptions
    of broad-based outcomes
  • Ensure that team and individual evaluations are
    linked to organizational outcomes
  • Assess efficiency of the organization
  • Utilize to continually enhance planning
  • management process
  • Output A variety of metrics, monthly client
    perceptions, focus group reports, informal
    communication channels

60
IT Planning Management Model Characteristics
of Healthy Organizations
  • Everyone is fully engaged
  • People are well coordinated
  • Cross-boundary teams are self forming
  • Teams are self managed
  • There is a dynamic balance among the various
    paradoxical objectives
  • The unit is quick to adjust
  • Organizational issues must be addressed before
    individual performance can be appropriately
    solved.

61
  • Monthly Client Satisfaction survey results
  • TAF (Technology Access Fee) Survey results
  • IS Annual Report

Appendix XIV
Appendix XV
Appendix XVI
62
Appendix XVII
List of references for Strategic
Planning Peterson, Marvin W., et al, Planning
Managing for a Changing Environment, Jossey-Bass,
1997.
63

Appendix XVIII
  • An EDUCAUSE Best Practice

64
Centralized Decentralized Roles
  • Roles are interdependent
  • The institution requires both for success
  • Centralized focus must be on infrastructure
  • Localized roles must focus on desktop support
  • The entities must cooperatively work together
  • Processes should support cooperation
  • Good Management must overcome divisional
    boundaries
  • Roles are complimentary
  • Job position structure should reflect that
  • Decision making processes should reflect that

65
RolesOrganizational Individual
Responsibilities
  • What can Individuals Count on from the
    Organization?
  • Climate of Work
  • Evaluation Process
  • Professional Development Opportunities
  • Communication Channels
  • Unique Benefits
  • What are Individual Responsibilities?
  • Work Expectations
  • Outcomes Versus Tasks
  • Team Work
  • Learning Expectations
  • Problem Resolution
  • Omni-directional Communication

66
Internal External Teams
  • Coordination
  • Outreach
  • Help Desk
  • Blue Admin
  • Grey Admin
  • TigerLAN
  • Web
  • Network Services
  • Server
  • Data Assurance

67
Appendix XIX
List of IS internal teams with charge, ASMT
work team charges
68
Critical Success Factors
  • Establish managerial staff accountability
  • Measure what you want to accomplish
  • Report your accomplishments failures
  • Foster and support team learning
  • Help establish an integrated campus-wide IT
    enterprise
  • Uniform Executive Level support
  • Formally organize align the processes
  • Processes that are bounded, flexible
    comprehensive
  • Allocate resources to support the processes
  • Cultivate broad-based Client involvement
  • Provide professional development

69
Concluding Observations
  • Planning Management is a never ending
    coordinated exercise
  • Must involve all the right people
  • Processes should be eclectic
  • Drive processes from needs, concerns
    opportunities
  • Be realistic!
  • Do not over analyze
  • Move when you have critical mass approval
  • Strive for excellence in all processes
  • The object is to impact decisions, behaviors,
    outcomes

70
Nicholas Imparato and Oren Harari conclude
Jumping the Curve (1994), by saying
We come to the realization that the potential
now to catapult civilization to greater levels of
productivity and vitality is genuine. The first
requirement is to acknowledge the transformative
currents at work, to grasp both the continuities
and discontinuities with the past, and to go
about organizing for the work that, by accident
of history and the substance of moral obligation,
we are asked to perform.
71
Appendix I
2001 UoM IT Strategic Plan
72
Provide general reading list of publications
web pages for IT management
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