Transcript Slide 1

Campus Business-IT
Implementation Organizations
CITI Meeting
April 13, 2009
4/29/2020
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IT Application, Data and Infrastructure Services Stack with
Illustrative Services
The objective of
the operating
model is to specify
the approaches
that best meet
UCLA’s needs
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Process & Information
Secure, Reliable, Responsive
Services can be
provisioned
in different ways
and with different
groupings
Defined Quality & Transparent Costs
IT-enabled
processes require
all services
Applicable Governance & Management
End user & Support
•End user transaction and decision
•Help desk
•End user desktop, network, security support
•Business process and workflow
•Data mining and manipulation
•Search and information access
Application & Data
•IT workflow and transaction applications
•Data models and data reporting
Middle Applications
•Identity management, portal
•Web access, data base
•Search, reporting
OS & Platforms
•Operating system
•Software platforms
•Database management systems
Server & Device
•Server and database processors
•Virtual architectural services
•Server management, sys admin
Data centers & Comm
•Data centers, hubs, security, power, UPS, network
•Email, chat, video conference, web meeting,
•hosting, monitoring
Networking & Telecom
•Network, VPN, wireless, DNS, NOC
•Voice mail, teleconference services
•Phone, PDA, cell, telecom, text
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The Technology Stack: Distinction Between Application and Data Services
and IT Infrastructure Services
Institutional
Local
End user & Support
Process & Information
Process Standardization
and Integration (Data Sharing)
Application & Data
Middle Applications
OS & Platforms
Server & Device
Core Infrastructure Foundation
Data centers & Comm
Networking & Telecom
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Rendition of UCLA’s Current
Research Administration Data & Application
Architecture
Enterprise Data
Data
ORA
OIPA
Clinics
CTS Network Backbone
Schools
Divisions
MCCS Network Backbone
Applications &
App Infrastructure
Technology
Platforms & Data
Centers
Networking &
Telecom
Analog Telephones – External Network Connections
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Adapted from: Architecture as Strategy: Creating a Foundation for
Business Execution, J. Ross, P. Weill, D. Robertson, HBS Press June 2006
Based on companies operating in Business Silos
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Implementation Organization for “ERP”
is Important
• Change processes, ways of doing business, job
content and technology
• Key drivers of organizational approaches
– Size of organization
– Relative level of campus centralization
– Culture
– Centralization of the IT function
• Steering Committee
• Advisory Committee
• Core group of functional and technical people that are
advisory
– Gartner 75% of projects with are successful – 75% of projects
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without fail
ARMY – Business Focused Model
“The primary benefit of the Business
Focused model is that functional
requirements are more likely to be fully
satisfied. Although functional requirements
will likely be met, the approach to meeting
them may not result in a standardized,
maintainable, or cost effective solution. This
is due to the functional organization
prioritizing its own needs over those of the
overall enterprise.”
ERP Governance
Source:
http://www.army.mil/armybtkc/focus/sa/erp_gov.htm
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ARMY – IT Focused Model
“This arrangement often results in more
standardized implementations and
better alignment with enterprise
architecture, but at the cost of sub
optimizing business functionality.”
Assumes Centralized IT Organization
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When Everyone Wants to be Involved in Everything…
ARMY – Holistic Enterprise Approach
Executive Sponsors and CIO
Ultimate decision authority
Stakeholders who are users but
not primary owners of ERP but
Primary owners of process and
systems
Enterprise capability – change
mgmt, ERP product knowledge,
enterprise architecture,
knowledge enterprise portfolio
Business and IT project teams
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Confidence in the Model
• Close to current SR2 project organization
• Close to that recommended by the
Burton Group for the IWE project
• Used for Ohio State University
PeopleSoft (Financials, HR, Procurement
& Grants Admin) Implementation
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A Portfolio Management Process &
Structure for UCLA
Committee on IT Infrastructure
(CITI)
May 27, 2008
13
CITI Portfolio Management
Process
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Corp
Studio
DCP
Media Networks
TP&R
Disney’s Cross Reference Across Business Units
Identify Leverage Opportunities and Cost
WDW
DLR
WDI
DLP
Total
ABC Network
ESPN
ABC Cable
ABC Radio
ABC TV stations
BVTV
WDTVI
Total
BVG
DCP
DCP – Int’l
DDM
Disney Pub.
Merch. Lic.
Disney Store
Total
BVI
BVHE – Int’l
BVHE – NA
Filmed Ent.
Total
Corporate
Tomorrowland
Total
Create &
manage
products,
services,
media
Mark
et
produ
cts &
servi
ces
Sell
produ
cts &
servi
ces
Perfo
rm
order
mana
gement
Mana
ge
suppl
y
chain
ops
Mana
ge &
supp
ort
cust.
Plan
&
mana
ge
perfo
rmance
Manag
e
financ
es &
accntg
.
Mana
ge
huma
n
resou
rces
Mana
ge
Infor
mation
resou
rces
Mana
ge
physi
cal
asset
s
Mana
ge
supp
ort
servi
ces
Governance of IT
investment can be
aligned around business
process owners.
This analysis reveals costs by
business process and informs
where the IT investment is
focused, business unit cross
reference reveals leverage
opportunities
Grand Total
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CITI Portfolio Management
Process
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UCLA Business Processes
-- Level 1.0 for UCLA’s Four Core Processes --
Level O
Processes
Level 1
Processes
Conduct & Manage Research
1.2
(23)
Document
Federal
1.2.9Compliance
Prepare Internal
Forma & Protocols
Document
Non-Federal
Compliance
Identify
Opportunities
1.2.1
1.2.2
1.2.10
Prepare Proposals
(16)
1.2.3
Prepare & Submit
Goldenrod
1.2.4
1.2.5
15
(13)
1.2.19
Management
Data
1.2.20
(13)
(3)
(13)
Institute
Quality Control
1.2.27 Measures (7)
Close Out Awards
1.2.15
Ethics (Policies,
Procedures,
Subject Testing)
1.2.8
(38)
Coordinate
Research Parks/
Joint Ventures
Invoice Funding
Sponsors
1.2.14.
Set-Up
Award
1.2.18
Perform Clinical
Trials
Prepare & Submit
Financial Reports
1.2.6
Manage Intellectual
Property/
Patents/Licensing/
Technology
Transfer
1.2.11
1.2.13
Negotiate
Award
1.2.7
(29)
Conduct Research
& Incur Costs
1.2.12
Review & Submit
to Funding Agency
(33)
Present / Publish
Research
Results
1.2.17
(14)
Collect Accounts
Receivable
1.2.16
CITI Portfolio Management
Process
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Step One
Understand the
Existing
Environment
“As Is”
Validate &
Refine
Summary of
Findings
Define new IT
Portfolio
Management
Model
Conduct Gap
and Capacity
Analysis
Define
Objectives,
Priorities and
Process Metrics
• Define information and analysis needs
• Collect information and data using normalized
data / industry process classifications and
models
•Interviews
•Baseline research
•Benchmarking
•Surveys
•Focus groups
• Develop an understanding of the problems
and issues
• Level set on the definition, upper and lower
limits, and parameters regarding value, cost
and risk
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-- WORKING
Portfolio Management
DRAFT-SummerCITI
2008
Process
4/29/2020
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Create a Process-Systems - Matrix using existing list of systems
Sample Work Product
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UCLA IT Portfolio Management
Process
-- WORKING DRAFT--
Cross Reference Across Business Units
Identify Leverage Opportunities and Cost
Corp
Studio
DCP
Media Networks
TP&R
Create &
manage
products,
services,
media
WDW
DLR
WDI
DLP
Total
ABC Network
ESPN
ABC Cable
ABC Radio
ABC TV stations
BVTV
WDTVI
Total
BVG
DCP
DCP – Int’l
DDM
Disney Pub.
Merch. Lic.
Disney Store
Total
BVI
BVHE – Int’l
BVHE – NA
Filmed Ent.
Total
Corporate
Tomorrowland
Total
Grand Total
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Market
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&
services
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Sell
products
&
services
Perform
order
management
Manage
Information
resource
s
Manage
supply
chain ops
Manage
& support
cust.
Plan &
Manage
manage
finances
perform& accntg.
ance
Manage
human
resource
s
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Manage
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services
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Total
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To be
categ
orized
Non
Differentiating
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Manage
physical
assets
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CITI Portfolio Management
Process
$xxx.x
4/29/2020
CITI Endorsement
• Agreement with the basic framework & objectives for IT portfolio
management
• Agreement to do “as-is” analysis
– Define information needs
• Categories/thresholds for collecting applications information
• What information will be collected in first iteration
– Define Level 1 processes
• Facilitated session
• Subgroup of CAO
• Agreement to review and approve a detailed plan at CITI’s June
meeting
– Consult CITI subgroup
– Summer start
– Integrate with IT planning and cost review
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CITI Portfolio Management
Process
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Draft Problem Statement: Visibility
(Phase 1)
Problem:
• UCLA’s IT services are not institutionally visible or
even known
• UCLA’s planning processes do not reveal new IT
services and systems
• End of application and/or product life-cycles are difficult
to collectively see and deal with
Impact:
• The distribution and patterns of IT services are
unknown
• Architecture scaling of solutions is virtually impossible
• Difficult to do cross-unit planning
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UCLA IT Portfolio Management
Process
-- WORKING DRAFT--
Draft Problem Statement: Financial
(Phase 2)
• The distribution and profile of IT investment is
institutionally unknown
• Duplicative spending on IT systems is generally not an
active decision and unnecessary duplication is not
easily addressed
• There is a wide range of life cycle cost calculation
approaches making it difficult to compare investments
and often leading to under-estimated TCO and
underfunded projects
• There is no good way to proactively monitor and
compare end of life cost profiles and to project
technology change costs
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UCLA IT Portfolio Management
Process
-- WORKING DRAFT--
Resource Requirements - Funding
2008/09 – Phase I
(subsequent phases will be budgeted after fact-finding in first year)
Project manager
Analyst
Facilitation
Administrative Support
Working sessions
(1/2 FTE, includes benefits)
(1/2 FTE, includes benefits)
(8 days @ $1,500 / day)
(through Front Desk)
(venue, refreshments, etc.)
Total:
•
$125K
Assumptions
–
–
–
–
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$70K
$30K
$12K
$10K
$ 3K
The project manager and analyst at 50% time could potentially be combined into one
person/position -- for a 100% FTE salary @ about $100,000 / year).
The facilitator's rate is based on $1,500/day.
The administrative support is based on student assistance with the scheduling and coordination
of meetings, as well as copying and other activities in preparation for the sessions
There would be some working session costs, estimated at about 3% of the budget.
UCLA IT Portfolio Management
Process
-- WORKING DRAFT--