processes for enterprise-wide management of it resources educause’01 pre-conference seminar james...

Processes for Enterprise-Wide Management of IT Resources

EDUCAUSE’01 Pre-conference Seminar

James Penrod & John Wasileski

The University of Memphis

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

Brian Hawkins—Renewing 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 isn’t an ominous crisis…looming. The need for constant renewal is critical…

Introduction to Seminar Leaders

Jim Penrod VPIS & CIO @ UoM Four time CIO Higher Education

Consultant Tenured Professor ~34 Years of

Experience 50 publications

John Wasileski AVP & COO @

UoM Executive in

private sector Higher Ed &

Businesses consultant

Adjunct professor 25+ Years of

experience

Introduction

Background & 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

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.

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.

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

IT Governance Structure

Policy/Advisory Groups

IT Policy Council IT Advisory

Committees Academic Administrative Student

Work Groups

Dean’s Work Group Admin Systems

Management Team LSP’s Group Data Stewards Web Developers

Decision Tree For IT ISSUES

The CIO consults with the President on all major IT decisions. A few are not taken to the IT Policy Council, but are discussed directly with the Executive Officers of the institution. All others that are policy or operational guideline related are directed to the Council. Additionally, IT issues are raised within the governance structure and brought to the Council. In most cases an issue is discussed by one or all of the advisory committees and a recommendation is proposed to the Council before it deliberates. Where all committees are involved, a task force made up of CIO appointments suggested by the committee Chairs first researches and then drafts a proposal for deliberation by the committees. Either the task force or the committee representatives obtain input from students and the college, school, or administrative unit IT groups. In selected instances students and unit IT group members serve on the task forces.

Members: Executive Officers, Deans, President of SGA, Faculty & Staff Senate reps, Internal Auditor, Chairs of Advisory Committees, University Librarian, & CIO. Chair appointed by President.

Members: Deans reps, Provost rep, VP Business & Finance rep, VP Student Affairs rep, VP Information Systems rep, Faculty Senate rep, Student reps, Library rep, Excellence Centers rep, & AVP Information Systems. Vice Chair elected by members annually is Chair Elect

Members: Provost Council reps, Executive Officers reps, Staff Senate rep, Student reps, Library rep, Director Institutional Research, Data Administrator, & AVP Information Systems. Vice Chair elected by members annually is Chair Elect

Information Systems Staff

Members: Selected from student government groups, student affairs activities, and other interested associations. Chair elected annually by members.

Governance Structure

Appendix I, pg. 28

Governance Committee

Charges & Membership

Appendix II

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 money—it 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!

Learning Organization references

Appendix III

Management Philosophy

Most 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 isn’t doing all they

can do to contribute to overall goals, then it is doomed to mediocrity or worse.

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 people’s 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.

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.

Comparison of Argyris’ Model I Comparison of Argyris’ Model I and Model IIand Model II

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..

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

Model I Model IIModel I Model II

Management Philosophy

Overcoming Organizational Defenses, 1990

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.

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.

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.

Management Philosophy STRATEGIC READINESS

Redding & Catalanello,1994

Management Philosophy Team Learning

Team learning is the alignment of each member’s special talents to enable the team to address complex issues, provide innovative yet coordinated action, and foster improvements in team performance for all teams.

Team Questions & Sample Answers

Appendix IV

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.

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

References for Planning & General Management reading

Appendix V

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

An Adapted IT Strategic Planning and

Management Model

Vision, Extended Mission & Goals

The Plan To

Plan

Institutional Strategy

Derivation Internal Environment External Environment Values Assessment

The Mixing Process

Analysis of Interactions

Align Influence Systems

Culture Structure Internal Economy Methods & Tools Infra-structure Metrics & Rewards

Create Competencies & Behaviors Adaptive Change

Develop Action Plans

Projects

Evaluate Outcomes

O B J E C T I V E S

Appendix VI

IT Planning & Management Model

The 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


Define & Clarify Institutional Strategy

Values assessment (Individual & organizational)

Internal analysis External analysis (STEEP) Mixing process (SWOT) Output: Values, extended mission,

strategies, goals and futures scenario

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

Value Statements for Information Systems at The U of M

Appendix I, pg. 4

33

IT Planning & Management Model Internal Analysis

. InternalEnvironmentAssessment

• Strengths• Weaknesses

Resources

• Positions• Competencies• Financial•Technologies• Space

Present Strategy

• Institutional• Divisional• Departmental• Individual

Performance

• Results• Outcomes• Perceptions

34

IT Planning & Management Model External Analysis

. Trends/Forces

• Political/Legal

• Economical

• Social/Demographic

• Technological

Constituents

• Institutional• Other Units• Students• Staff• Faculty

• External

Competitors

• Institutional• External

Collaborators

• Institutional• External

ExternalEnvironmentAssessment

• Opportunities• Constraints

Strategies, extended mission, & futures scenario –

UoM IT Strategic Plan

Appendix I, pp 1-3, 5-7


Align 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


Organizational CultureThe 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

Reference list of Organizational Culture sources

Appendix VII

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.

IT Planning & Management Model Management Principles (con’t)

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.


The Will/Skill Framework

SupportSupport

DirectDirect

DelegateDelegate

CoachCoach

HighHigh

LowLow

LowLow HighHigh

SKILLSKILL

WILLWILL

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


Organizational 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

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

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

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.


Internal Economy Budgeting and charge back

mechanisms Resource allocation and flow Project approval and

prioritization Based on mission alignment not:

Power ▪ Favoritism Influence ▪ Politics

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?


Methods & 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


Systems 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


Metrics & Rewards Measures defined to determine

success Measures defined to determine

perceptions Performance feedback loops

for individuals and teams Incentives for improving

performance

IT Planning & Management Model Translating broad purpose into specific Translating broad purpose into specific objectivesobjectives

PurposePurposeConceptualConceptual

PerformancePerformance MeasurementMeasurement PerformancePerformanceObjectiveObjective

TimelinessTimeliness Cycle timeCycle time

for servicefor service

Months toMonths tocompletecomplete

Reduce timeReduce timeto implementto implementfrom 1 year to from 1 year to 6 months6 months

Quality Quality No mistakesNo mistakes Error rateError rate Decrease fromDecrease from15% to 2%15% to 2%

Innovation Innovation New ideas toNew ideas toimprove serviceimprove service

# of ideas# of ideasthat are useablethat are useable

At least 10At least 10new ideasnew ideas

implementedimplemented

Objectives in the UoM IT Strategic Plan

Appendix I, pp 17-22


Create 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

Professional development matrix, skills matrix, & objectives assignments

Appendices VIII, IX, X


Develop & 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

IT Planning & Management Model Transformative Leadership Strategies

Coercion

Persuasive Communication

Role Modeling

Expectancy

Participation

Structural Rearrangement

Extrinsic Rewards

IS Unit plan, project plan, & managerial work plan

Appendices XI, XII. XIII


Evaluate & 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

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.

•Monthly Client Satisfaction survey results

•TAF (Technology Access Fee) Survey results

• IS Annual Report

Appendix XIV

Appendix XV

Appendix XVI

List of references for Strategic Planning

Peterson, Marvin W., et al, Planning & Managing for a Changing Environment, Jossey-Bass, 1997.

Appendix XVII

An EDUCAUSE Best Practice

Appendix XVIII

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

Internal & External Teams Coordination Outreach Help Desk Blue Admin Grey Admin

TigerLAN Web Network Services Server Data Assurance

List of IS internal teams with charge, & ASMT work team charges

Appendix XIX

Critical Success Factors 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

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

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

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.”

2001 UoM IT Strategic Plan

Appendix I

Provide general reading list of publications & web pages for IT management

processes for enterprise-wide management of it resources educause’01 pre-conference seminar james...

Documents

organization slide

critical slide

years of experience

new systems

university of memphis

introduction strategy

new president

new demands