Transcript Document

One Pager Objectives
University Strategy Key Themes
•
•
•
•
• Political
• Environmental e.g. Green
• Societal e.g. consumerism
University Values
Enhance our standing as an international university
Achieve an influential world – leading research profile
Inspire our students to develop their full potential
Increase our impact on a local to global scale
University Programme Management
Community
Integrity
Academic Excellence
Inclusiveness
Professionalism
Successful IT needs a One University Programme
Management approach that ensures our key strategic
aims are translated into a portfolio of prioritised and
funded strategic projects and programmes. This would
ensure all strategic projects have:
IT Values & Principles
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•
•
•
•
•
• IT to be done by One IT team
• IT to work to standards, to be professional and a
common applications architecture to actually be used
• Systems and Services to be resilient; transparent and
measureable; value for money over the long term
• Do it once, do it right, do it when you say you will
• One version of the truth
• Simplify
• Green
• Integrated, Efficient and Effective.
Organisational Structure
Lack of an IT Strategy is
preventing the delivery of
efficient and effective IT.
IT Strategy
Organisation, People & Culture
Development
Service Definition
Skills
Enterprise Architecture
Risk
Management
Management Information
Information
Security
Mobile
Key Weaknesses
Disaster Recovery
& Bus’ Continuity
Operating
Systems
Backup &
Storage
Systems
Software
Applications
Software
Desktop
Key Weaknesses
Data centres are too distributed and often not well designed. Ad hoc implementation has led to inadequate capacity
planning and no real focus on the costs of operation. This has lead to poor Carbon/Energy Management, as well
duplication of effort. There is currently a lack of standardised operating systems and applications framework.
Enterprise Architecture
1
Business
Architecture
Systems
Architecture
Technical
Architecture
Key Weaknesses
2
3
Governance / Change
/ Project Mgt
Asset
Management
One IT (i.e. This Strategy)
Business processes are not agreed or well understood.
We do not have clear strategies in place for efficient
exploitation of key applications (e.g. SAP and Banner).
There is no “enterprise architecture” capability within IT
and, as a consequence, although there are good
individual technology strategies these are not necessarily
joined up and aligned with the organisation’s needs.
Cluster upgrade
e-invoicing & eexpenses
Equipment
Sharing
Central village
network
HPC Phase 4
Leeds for Life
Forefront Identity
Mgt Pilot
UPMC
Halls wireless
Key Information
Sets
Central Backup
System Repl’
Faculty intranet
replacement
Email &
Intranet
Disaster Recovery
& Bus’ Continuity
Staff Print
Services
IP Telephony
Review
Office 2010
for UoL
Encryption
Service
Residence
Network
REF
Day booking site
prosp. students
Training &
Education
Mobile
Research Data
Exploitation
Key Opportunity
Infrastructure
Network
Hardware &
Data Centres
High Performance
Computing
Operating
Systems
Storage &
Backup
Systems
Software
Applications
Software
Desktop
Key opportunity
To have in place a fit for purpose IT infrastructure that provides resilience, performance and efficiency; as well as “Green
IT”; befitting a top-50 university, with strategic supplier engagement where appropriate.
Enterprise Architecture
1
Business
Architecture
Systems
Architecture
Technical
Architecture
Key opportunity
2
Tactical Quick Wins
3
* The logical view of the business processes (1), the applications and services that enable the business processes (2) and the technology that delivers the applications and services (3)
App & Sys
Development
To have in place a set of actively managed services that are used consistently and extensively by the university, deliver
high levels of customer satisfaction and directly facilitate improvements to the quality of research, learning & teaching
and the student experience.
Keeping The Lights On
(Support & Maintenance)
Running Current Systems
Driving Efficiency
Information
Security
Key Opportunity
Help Desk & Apps
Support
Faculty & Service Projects E.g.
Windows 7
Risk
Management
Services
Process Improvement Project
Org Management
Funding &
Benefits
To have established best-practice business processes that are sustainable and embedded into the organisation such
that IT becomes a clear enabler of world-class research, learning & teaching and the student experience, and also
reduces cost, eliminates wasted effort and maximises the value derived from limited resources.
2012/13 Resourced Projects E.g.
Infrastructure
Hardware &
Data Centres
Service Mgt
SEEo Enabling Projects
Research Data
Exploitation
Although a number of IT services are currently fit for purpose, there is considerable scope for improving the efficiency of
their deliver, for example by removing duplication. Other services need immediate attention e.g. current DR plans are
limited and not fully tested. Training and education for corporate solutions are inconsistent.
Network
Processes
Research Support Process Implementation
Training &
Education
People Development
To be an optimised organisation providing sector-leading IT services
and support to the agreed SLA’s, and customer-focused IT staff having
clear roles and opportunities to develop and enhance their skills.
Change Management
App & Sys
Development
Skills
Key Opportunity
Key Opportunity
Gold Measures and a Sustainable, Effective and
Efficient Organisation
Digital Strategy
Services
High Performance
Computing
Organisational
Structure
To have a living IT strategy that can shape
and deliver the university’s strategic
objectives of integrating world class
research, scholarship and education.
Student Services Review
HR Data Quality
Funding &
Benefits
People
IT Strategy
One IT Strategy
Inconsistent service management standards. There are no SLAs in place and the cost of service provision is not fully
understood. While there are some good examples of Change and Project Management the approach is inconsistent
and variable across the university. Funding and Benefits of all programmes needs a fundamental review. There are
many duplicated and inconsistent processes. No understanding of the true cost of IT.
Email &
Intranet
Where IT Could Be In 2015 (**)
Strategic Projects (Impacting IT)
Key Weaknesses
Help Desk & Apps
Support
One IT will shape a leading technology-enabled:
• Student experience (digital, mobile, technologyempowered, employable)
• Research institution (international communication
and collaboration, high performance computing),
• Innovation engine (shared infrastructure, regional
and international businesses collaboration)
• Business (transparent, measured, benchmarked)
People Development
Processes
Service Mgt
What will it look and feel like:
Communications
There is a lack of clearly defined roles for staff working in IT areas, that results in
insufficient development opportunities for individuals and confusion over who is
responsible for delivering IT services. IT Managers are having to operate reactively.
Asset
Management
• Drive effective and efficient business systems and
processes across the university
• Ensure strategic change is delivered in a consistent
and sustainable manner across the university
• Give the university confidence in its ability to
liberate the benefits of its investments
Fundamental to supporting other Strategic Initiatives
Key Weaknesses
Governance / Change
/ Project Mgt
What it will achieve for the university:
One IT Change Programme
People
One IT Strategy
One IT Change Capability Programme
Process Improvement
What IT is (Information Technology) . . . . And Where Are We Today?
By 2015 our distinctive ability to integrate world-class research, scholarship and
education will have secured us a place among the top 50 universities in the world.
Gold Measures and a Sustainable, Effective and Efficient Organisation
Effective Governance
The goal is to take us from ‘A’ (our current state) to ‘B’
(our desired state) with certainty, confidence and
transparency.
Key Weaknesses
2015 Vision
The One IT
Strategy
One
IT
Clear ownership and accountability
Complete visibility and transparency
Adequate and capable resources
Understood costs and benefits
Known inter-dependencies
Clear governance for their management
IT Strategy
One
IT
To create an IT Services and Infrastructure capable of shaping, enabling and delivering the systems, services and processes
to support the strategic objectives of the university in a manner that embraces the university values.
- Morris Chang
External Influences
• Commercial
• Technological
• Legal/compliance
One IT Strategy Visualisation
“Without strategy, execution
is aimless. Without execution,
strategy is useless.”
To provide everyone in the University with a
clear understanding of what the One IT Strategy
encompasses and what it can deliver.
To have in place a clear and managed view of the
Enterprise Architecture allowing the university to plan
ahead and co-ordinate efficiently its systems investments.
Systems more attuned and responsive to end user needs
but without unmanaged, duplicated customisation.
Information and Technology engaged, shaping and helping
to deliver the strategic aims for the university.
© Rhys Davies & Actinista Limited 2012 V 17– Last Edited 14/06/2012
One IT Strategy High Level Landscape
Jan
Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
Dec
Nov
Oct
Sep
2014
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
Dec
Nov
Oct
Sep
Aug
Apr
2013
Jul
Mar
May
Feb
Jun
Today
2012
One
IT
Keeping The Lights On
Support and Maintenance Activity
Resourced Projects – Projected Dates
Universal Programme Module Catalogue (UPMC) – Under Review
REF – Phase 4
Research Excellence Framework (REF) – Phase 3
N.B. Only a
subset of the
total
2012/13
Development
Projects
Equipment Sharing
Programme Pathways – On hold pending UPMC Decision
Leeds for Life (LfL) – Phase 3
Leeds for Life – Phase 4
Central Backup Systems Replacement
E-Expenses
Windows 7
Faculty & Service Projects – T.B.C
Vision &
Outline Plan
One IT Change Capability Programme – Illustrative Dates
Programme Definition & Business Case
Twelve Month
Checkpoint
Programme Workstreams
IT Strategy
Organisational, People & Culture Development
IT Strategy
Strategy Refresh
Mobilise Programme Team and SMT
Service Management
Phase 1 - Core Service Management
Effective Governance
Effective Governance
Process Improvement
Process Improvement
Communications
Enterprise Architecture
Organisation Design & Development
Strategy Refresh
Culture
Phase 2 – Service Management
Communications
Enterprise Architecture
Strategic Projects – Illustrative Dates
Research Support Process Implementation
Business Case Sign-off
There are a number of Strategic Projects that Impact IT but only Research Support Process Implementation
and the Student Services Review are properly “off the blocks”, with the other programmes effectively at a
Discovery (Pre-initiation) stage.
Student Services Review – Project Definition & Business Case
Management Information
Discovery
Definition
Design
HR Data Quality
Discovery
Definition
Web & Digital Presentation
Discovery
Develop
Delivery
Design
Develop
Delivery
Definition
Design
Develop
Delivery
Change Management
Discovery
Definition
Design
Develop
Delivery
Process Improvement Proj.
Discovery
Definition
Design
Develop
Delivery
Setting Up Programmes
For Success
© Rhys Davies & Actinista Limited 2012
Twelve Month
Checkpoint
An opportunity exists to ensure these programmes are set-up for success and mobilised with clarity and a
sense of urgency. The approach here will be to review each strategic programme during a “Setting Up for
Success Phase”, alongside ongoing Discovery activities. Four key questions need to be asked of each
programme:
1) Is
2) Is
3) Is
4) Is
it clear
it clear
it clear
it clear
why the university is doing this?
what the university is doing?
that the university can do this?
what activity is needed for this to succeed?
Where gaps are identified these can be addressed to ensure at the end of this stage, for each programme,
there is a clear Programme Definition and Plan in place. The programmes will then be properly mobilised
and managed under a clear change management governance framework.
V 17– Last Edited 14/06/2012
One IT Strategy – Programme Definition & Business Case 2012
Jan
13/01
February
06/02
13/02
March
20/02
27/02
05/03
12/03
19/03
April
26/03
Vision &
Outline Plan
02/04
09/04
One
IT
May
16/04
23/04
30/04
07/05
14/05
June
21/05
28/05
04/06
11/06
July
18/06
25/06
02/07
09/07
Programme Definition & Business Case
Funding
Approval
Revise High
Level Plan
Resources & Structure
(to undertake the Programme Definition & Business Case phase)
Workstream
Definition Lead
Steering Group
Funding
Approval
VCEG
Funding
Approval
Outline description of each workstream within the programme. The
main activities it will encompass, the objectives this will achieve and
how these add up to the overall programme objectives.
Workstream Definitions
Programme
Definition Lead
23/07
Mobilise
Plain English explanation of what the
programme aims to achieve and the main
principles and rationale for the approach.
Programme Objectives
16/07
QA
Business Case
Lead
An updated version of the high level plan
illustrating the key activities, milestones,
dependencies and resources allocations.
Outline
Deliverables
Description of the key deliverables
associated with each phase of each
workstream.
Governance
Definition of the governance structures
that will be used to manage the programe,
monitor progress and address issues.
Risks and Issues
Articulation of key risks and issues that threaten
the success of the programme and, where possible
mitigation actions that are, or can, be pursued.
Subject Matter Experts
(Consulted on an as needs basis)
Issue Prograamme Definition Document.
Develop Programme Definition Document
01/05
Resources with expertise in Programme Management and
business case development
Resources with the knowledge to define university requirements
and source information
Estimation of resource requirements and
an articulation of the programme
organisational and interim IT structure.
Confirm Resources & Structures, Outline Business Case
Financial illustration and analysis of the costs and
benefits associated with each workstream and
overall commentary on the case for change.
Confirm Costs, Benefits, NPV – The case for change
HOLIDAY
Document issued to and discussed
with key stakeholders ahead of
funding approval meetings.
Steering Group
Meetings
ITMT Meetings
(Socialisation of
the Programme
Options)
S
13/02
23/02
08/03
13/03/12
A
20/04/12
22/03
05/04
A
S
S
19/04
S
01/05/12
03/05
17/05
31/05
Issue, Review &
Revise
s
12/06/12
14/06
A
28/06
11/07/12
12/07
V
24/07/12
Weekly Progress
Review Meetings
© Rhys Davies & Actinista Limited 2012
V 17 – Last Edited 14/06/2012