Transcript eTI RightSize Solution

MOHAWK COLLEGE
IT ROAD MAP
February 28,2006
Agenda
1.
Topic: IT Organizational Structures, strategy and functions of a CIO
2.
The Mohawk Context
3.
The Deloitte Review
4.
The Debate – CIO or Not
5.
Next Steps & Evaluation
6.
Dialogue
2
One Perspective of Organizational Structures
“Form” follows “Function”
3
Mohawk’s Strategic Plan
Vision
Inspiring Learning, Leadership and Citizenship
Mission
Students and learning are at the heart of all we do. We are committed to
access, individual development and lifelong learning, recognizing this investment
will contribute to economic prosperity for all.
Values
Our values guide our behaviours and decisions, culminating in a culture focused
on students, staff and community.
We will:
– Foster academic excellence, innovation and reasoned risk-taking
– Embrace diversity
– Be accountable in everything we do
– Act with integrity and promote respect for all
4
Strategic Cornerstones
1.
The College of Choice-The Champion of Students
2.
Academic Excellence and Innovation
2.1 Focus on Learning Opportunities
3.
The Employer of Choice-Exceptional Professional Staff
4.
Economic Growth and Prosperity
5.
Campus Renewal and Expansion
6.
Quality Framework
5
Future State
Current State
Road Map
Future State
• Improved governance and
accountability of IT through CIO level
leadership
Deloitte Engaged
To Measure
Immediate
Action
Set the
Plan
Execute the
Plan
Phases
Immediate
Action (Stop
the Bleeding)
Set the Plan
Execute the
Plan
• Coordinated and Value-based IT
initiatives across the Mohawk Campus
Mohawk’s
Current State:
Need training
Need improved processes
• Improved project control through a
Program Management Office (PMO) to
coordinate IT Projects within IT, the
various Faculties and Finance/Admin
groups
Project
Management
Office
• Improved and Consistent service quality
of technology and associated Service
Management processes
• Improved communications through a
Change Management plan
Change
Management /
Governance
Information
Technology
President
Need enhanced governance
VP Finance &
Administration
CIO
VP Academics
Need stronger technology
Operations
- Computer Services
- Security
Applications
- Learning Mgmt.
- Administrative Systems
Project Management Office
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Scope and Timing
3 Work Plans
Project
Management
Office
Threads
Information
Technology
Change
Management /
Governance
Immediate
Action
Set the Plan
Execute the
Plan
Project
Management
Coordinate project initiatives and required resources through setting up project management,
and establishing policies and procedures.
Information
Technology
Move IT to be a foundation for business value delivery via refined processes and corrected
infrastructure.
Change
Management /
Governance
Support the management of the change impacts associated with moving from the current state
to a Phase 1 future state.
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Potential Projects
Project Management
Office
•
•
Immediate •
Action
•
•
Set the
Plan
Execute the
Plan
Establish PMO infrastructure,
processes and tools
Inventory Existing Projects
Provide support to Accounting &
Controls and Other identified programs
Implement effective issue and risk
management processes
Provide executive level visibility on
status and progress
• Coordination, alignment & execution of
IT programs
• Close / Complete Selected Projects
• Finalize IT delivery plan
• Priorities / Schedules
• Develop the ongoing IT road map
• Resource Plan
• Communication Plan
• Integrate with Senior Management
Planning
• Leverage and build upon PMO
investment
• Focus on knowledge transfer to
Mohawk staff
• Execution on the Road Map
• Develop business cases for new
projects
• Manage Change Mgmt. and
Governance Plan
Change Management /
Governance
Information Technology
•
•
•
•
Help Desk Improvements
Security Holes
Critical Back-up Recovery
Service Desk and Incident Mgmt
Process Strategy
Security Audit
Create IT Vision, Strategy and
Architecture
Engage new IT leadership
•
•
•
•
•
•
•
Implement Service Desk and
Incident Mgmt Process
Prioritize next Service Mgmt
processes to implement
Align IT projects with PMO
Align IT Architecture projects with
PMO
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•
•
•
•
•
•
Build Communication Plan
Assess Team Effectiveness
Build Leadership Alignment Plan
Build Stakeholder Engagement Plan
Develop Learning Plan
Build Workforce Transition Plan
•
•
•
•
•
•
Implement Leadership Alignment Plan
Implement Stakeholder Engagement Plan
Execute Learning Plan
Develop & Deliver Communications
Implement Workforce Transition Plan
Implement Project Team Effectiveness
Action Plans
•
•
•
•
Realign Leadership Plan
Realign Stakeholder Engagement Plan
Monitor Learning
Monitor Effectiveness of and Adjust
Comm.
Monitor and adjust Workforce
Transition Plan
Monitor Effectiveness of and Adjust
Project Team Action Plans
•
•
100 - Day Road Map
Project Management
Benefits
Deliverables
•
Program Management Governance
Structure, which will also include:
• Process, policies and tools for the
Program Office
•
•
New Help Desk processes
Security Gaps closed
•
•
Critical Data backup processes in place
IT staff trained in ITIL fundamentals
•
Service Desk Strategy:
• Processes
•
• Quality standards and measures
Inventory of existing projects, including
identifying projects to close
•
•
Issue and Risk Management Plan
Integrated Program / Project Plan
•
Improved service to both students and
faculty due to:
• Consistent level of standard on
service delivery
•
• Set policies and procedures that will
allow IT to respond to service
disruption
Effective and efficient delivery of IT
projects due to a more focused
prioritization of IT initiatives
•
•
•
•
Risk mitigation (e.g. negative effect on
Mohawk’s reputation of students’
inappropriate use of electronic links during
exams)
Effective coordination and management of
large projects with significant implications
to multiple stakeholders
Change Management /
Governance
Information Technology
• People
• Technology
•
New IT Organizational Structure aligned to the
overall business. This will include:
• New Roles and Responsibilities
• Governance Model
• Workforce Transition Plan
•
• Capacity / Support Plan
Communications Strategy & Plan
• Business Case
•
•
•
•
•
•
Improved Student services, perceptions
and satisfaction
Increased Student accessibility via a single
point of contact
•
Improved quality and faster responses to
student and faculty requests
Improved teamwork and communications
Better managed infrastructure and control
More effective and efficient use of support
resources lower the cost of services to the
student
Better management information to provide
better decision support for prioritizing new
student services
IT is aligned with providing Student
services
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Improved service quality to both students and
faculty due to:
• Clearer roles and responsibilities, allowing IT
department to prioritize those activities highly
demanded by students and faculty
• Greater ability to determine capacity of IT
department, resulting in sufficient resources to
provide the service
• Dedicated staff to support student needs
•
•
•
Practical and achievable activities for Mohawk to
move from current to desired future structure
Effective communication of changes made to
structure, roles and responsibilities
Branding opportunity to deliver key messages on
how IT department supports business groups
200 - Day Road Map
Deliverables
Project Management
•
•
Permanent Project Management
Formal approval process for IT projects
•
•
Prioritized IT Service Project List
Prioritized Architectural projects list
•
•
Team Effectiveness Workshop
Leadership Alignment Plan
•
Integration of IT project planning with
Senior Management planning
Alignment of PMO goals to Change
Management & Governance Plans
•
•
Service Desk Function in place
First ITIL process in place – Incident
Management
•
•
Stakeholder Engagement Plan
Learning Plan
•
Workforce Transition Plan
Technology implementation that is
consistent with the needs of the student
and faculty population due to having a
more integrated College view rather than
having inward-looking view (i.e., avoiding
“islands of IT”)
More transparent cost of ownership due to
coordinated management of IT project
delivery
•
Reduced impacts to students of
incidents by timely resolution
Proactive identification of new student
enhancements
•
Creation of a proactive IT Team who anticipates
the need of Mohawk’s student and faculty
population
Alignment of technology implementation to the
expectations of students and faculty
•
•
Benefits
Change Management /
Governance
Information Technology
•
•
•
•
A shift in culture to a disciplined execution
of IT projects
IT Department becomes a strategic
business partner to the College
Alignment of projects to the strategic goals
of the College
•
•
•
Availability of student focused
information related to Service Levels
Elimination of lost student and
faculty service requests and incidents
•
•
Improved student satisfaction
Improved KPI’s from students
•
•
Less disruption to students and staff
Projects are aligned with student
requirements and priorities
•
Architecture is being built to respond
to student’s needs not what IT wants
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•
•
•
•
•
Quality service provided to students and faculty
by highly trained IT staff
Creation of a leadership team who will design a
vision where technology is woven into the
education business
Targeted stakeholder buy-in by outlining the
individuals or groups that will need to be
engaged, directly or indirectly, throughout the
project
Practical and achievable activities for Mohawk to
move from current to desired future structure
The Debate: CIO or Not

Capacity
Resources

–skills and finances
Ownership
Organizational
Culture
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Resource Roles & Requirements
Establishing a Chief Information Officer at Mohawk
The Need
 Prioritizing IT enhancement will greatly improve service to students
 Information is an essential asset to increase productivity, support decisionmaking, and serve students better
 Information in the 21st century is facilitated greatly by strong IT
The Role:
 The CIO manages information technology and thereby information in its broadest
sense by leading the acquisition, storage, retrieval, distribution and general
utilization of data to reinforce decision-making and service
 The CIO manages partnerships with the IT community broadly speaking
 The CIO is a catalyst who extends the vision of other departments and
encourages them to use IT to maximize productivity and innovation
 The CIO at the Senior Leadership Team table must be a problem solver,
excellent communicator, team builder, and a strategic thinker and planner
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Next Steps
1.
Search for CIO
2.
Establish Goals, Targets & Evaluation Mechanism
And
Mohawk
CIO
to move forward assertively in 2006 to enhance IT
to be engaged by late Spring
Budget
allocation to reflect prioritization of IT enhancement
Decision-making,
Student
productivity and innovation all to be enhanced
service a priority
Students
and learning are at the heart of all we do!
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Agenda
1.
Topic: IT Organizational Structures, strategy and functions of a CIO
2.
The Mohawk Context
3.
The Deloitte Review
4.
The Debate – CIO or Not
5.
Next Steps & Evaluation
6.
Dialogue
14
Questions?
Discussion!
15
Thank You!
16