Orchestrating the IT Enterprise: The Good, the Bad, and the Ugly

1
Orchestrating the IT Enterprise The Good, the
Bad, and the Ugly

• Dr. Barbara A. White
• Chief Information Officer and Associate Provost
• The University of Georgia
• barbwhit_at_uga.edu
• www.eits.uga.edu/cio

2

• ...to achieve significant improvement in the
  value of Information Technology at The University
  of Georgia, we need to change the culture of how
  we manage our institutional processes that
  involve computing.
• UGA Provosts IT Task Force March 2003

3

• thuswe begin with the never-ending end in
  mind

4
Enterprise

Leadership
Knowledge Management
Knowledge Centric Attributes
Strategic Planning
Drivers of Change
21st Century Organizational Strategic Readiness
5
.

• Ask the RIGHT question
• Whom do you serve and what do they want to do?
• What are the core systems, services, and support
  provided?
• What is the best way to provide the services
• How do we know we are doing a good job?
• What is the best way to organize?

21st Century Organizational Strategic Readiness
6
Attributes of the Whole (2004)

• 33,405 students
• 76 between ages of 18 and 24
• 70 freshman class applied via email with 99
  providing email address
• 5,908 full-time faculty/other professional 62
  of University employees
• 227 million in sponsored research activity
• 84 Student housing buildings
• 372 Athens Campus buildings (excludes leased
  space)
• 7,370 Athens Campus basic rooms (classrooms,
  labs)

7

• cont. Scope of use
• on average, 1.1 million email messages per day
  processed through UGA email with estimated
  800,000 unsolicited and/or SPAM
• 6.6 million transactions each month on the IBM
  mainframe not including drop/add during
  drop/add, estimated 10 million transactions
• estimated 32,000 devices on the campus network
  not counting wireless (e.g., computers, printers)
  

8

• approximately 500 wireless access points
  available with 300 in PAWS network supporting
  estimated 3,000 wireless devices
• WebCT used to augment estimated 5,600 courses
  with 45,600 individual students enrolled
• 800 uga.edu domain web sites number of web
  pages on UGA main web server estimated at 645,000
• MyUGA reflects estimated 39,000 logins per day

9

• Key Success Factors
• Senior management support
• CIO reinforcing the process
• Collaborative attitude focused on institutional
  priorities
• Major time commitment
• Active, functional Committee/Advisory structure
• Data-driven decisions
• Communication, communication, communication
• Flexibility

10

• Holley Schramski, Controller
• Assoc Vice President for Business Finance
• The University of Georgia

11
I think any CIO knows the basic
rules.align IT initiatives with university
priorities, maintain an integrated, Web-enabled
administrative system, maintain a high-quality
network, hire good people, and invest in staff
development. But, how we go about our tasks sets
us apart! Thomas Hausmann Bethany
College
Drivers of Change
12
Top-Ten IT Issues for 2005

• Funding IT
• Security and Identity Management
• Administrative/ERP/Information Systems
• Strategic Planning for IT
• Infrastructure Management for IT
• Faculty Development, Support, and Training
• E-learning/distributed Teaching and Learning
• Governance, Organization, and leadership for IT
• Enterprise-level Portals
• Web Systems and Services
• Educause Review, May/June 05

13
Drivers of Change at UGA

• UGA Mission/Goals
• American Higher Educations three Revolutions
• UGA Strategic Plan 2000-2010
• Five-year Program Planning Process/Provost
• UGA Accreditation 2009
• State/Federal data requirements
• Enterprise Planning for Information Technology
• UGA student body

14

• Wes Henry
• President, UGA Residence Hall Assoc
• State Director, GA Residence Hall Org

15

• Planning for Change
• Sense of direction, priorities, direction
• Strategic thinking and planning processes
• Articulated priority initiatives and strategies
• Milestones/deliverables
• Performance metrics
• Total cost analysis/projections (e.g., ongoing
  maintenance, staffing, replacement)
• Partnerships
• Commitment to the whole

Strategic Planning
16
UGA Campus Expectations

• High performance computing/parallel computing
• Integration of official University data based on
  enterprise model data warehouse/data mining
  capability
• Comprehensive information technology security
  planning contingency and disaster recovery plan
• Life cycle management of campus
  systems/applications
• Support for Public Service and Outreach systems
• and services state-wide, and through
  international education

17

• Responsive, reliable, service-oriented central
  computing organization strong leadership and
  management
• Comprehensive long term IT planning model for
  core infrastructure, architecture, systems and
  services
• Comprehensive business model based on standards,
  policies, value-added, and enterprise model

18

• Dr. Robert Boehmer
• Associate Provost for Institutional Effectiveness
• The University of Georgia

19
Reality Check.

• Decentralized nature of campus reflecting
  combination of a distributed funding and staffing
  model
• Challenge in developing, implementing and
  managing IT policy, standards, guidelines, best
  practices as basis for managing and protecting
  systems/applications
• Absence of campus-wide enterprise planning effort
  for IT investments, life cycle management and
  future requirements

20
Strategies for meeting challenges

• Clear articulation and/or understanding of campus
  information technology core systems, services,..
  support
• Campus-wide planning processes/procedures (e.g.,
  5-yr plan fiscal business model)
• Alignment of CIO/EITS organizational structure
  with information technology core systems and
  services, campus IT units, advisory structure,
  campus
• Alignment of IT Advisory Structures with goals/
  priorities of University

21
Core Systems and Services
Strategic Planning, Governance, Policy and
Advisement
Business Operations and Administrative
Applications
Infrastructure, Architecture and Related Support
Instructional Technology
Research Computing
User and Client Support
Security for Information Technology Systems and
Data
Outreach and Partnerships
22
Knowledge-centric Organizations

• Knowledge - centric

Information or Understanding acquired through
experience
Relating to OR having a center Collective
community value/ product/strategy
tacit
explicit
Knowledge Centric Attributes
23
hundreds of organizations, large and small,
want to capitalize on what they know. They want
to create, identify, capture, transfer and reuse
their valuable knowledgein other words, manage
it.they want it over the phone, over the
Internet and/or any combination independent of
time, place, date, etc (i.e., 24x7x365 anytime,
any place by any device).
reality check.
Knowledge Management
Knowledge Centric Attributes
24
Operationalizing Knowledge Management

• Brokering
• Knowledge Balanced Scorecard
• Portfolio Management
• Scenario Planning
• Creating human capital management mindset

25
e.g., Knowledge Brokering

• Capture Good
• Keeping Ideas
• Imagining New Uses for Old Ideas
• Putting Promising Concepts to the Test

26

• Wes Henry
• President, UGA Residence Hall Assoc
• State Director, GA Residence Hall Org

27
..as an Enterprise strategy, the emphasis is on
the data side of Knowledge Management reflected
by the consolidating or connecting of information
silos...

• Knowledge defined as codified information with a
  high proportion of human value-added, including
  insight, interpretation, context, experience,
  wisdom
• Management.defined as concerted attempt to
  improve how knowledge is created, distributed or
  used

28
Enterprise Framework Components

• Business Direction.values, mission, vision,
  goals
• Alignment.capabilities (personally tailored,
  quality, commodity, novelty)
• Market Positioningvalue proposition to customers
• Capabilities Positioningissue of product and
  process stable or dynamic

29
The target is knowledge in an enterprise
environment, and the key to the success of the
enterprise is the information systems and
technologies in place to support the
enterprise.
30
The Divided Enterprise 1999
31
The United Enterprise 2002
32

• Dr. Karen Bauer
• Director of Institutional Research
• The University of Georgia

33

• What are the top three challenges you have faced
  in the implementation of enterprise-wide change?
  
• What are youre the three biggest challenges you
  face as a CIO?
• Coming into your position, what do you wish you
  would have known?
• Where do you fit in your organizational chart?
  How do you interact with management? Are you at
  the table?

Leadership
34

• Rory Weaver
• Associate Director, Network Computing Serv
• Utah State University

35

• Core Leadership Competencies
• Setting a clear direction
• Setting a good example
• Effective communication
• Creating emotional alignment
• Bringing the best out of people
• Acting as a change agent and
• Decision-making and action in times of crisis or
  uncertainty

36
Challenges for Leaders

• Organizational Culture.effectiveness and health
• Organizational Issues biggest challenge are
  organization issues, not technical ones
• Technology Directions strategic forces, tactical
  issues
• Communication effectiveness with constituents
• Strategic Relationships promote effectiveness
• Creativity and Innovation leveraging capacity

37
CIO Behaviors Key to Execution

• Researching
• Interviewing
• Engineering
• Lecturing
• Arbitrating
• Coaching
• Organizing

38
Enterprise Planning

• Develop quantifiable business case
• Define best practices
• Planning prior to implementation
• Strict monitoring of implementation schedules and
  costs
• Cross-cultural training
• Rigorous tracking of deliverables
• Alignment of resources

Enterprise
39

• Dr. Robert Boehmer
• Associate Provost for Institutional Effectiveness
• The University of Georgia

40

• Holley Schramski, Controller
• Associate Vice President for Business and Finance
• The University of Georgia

41
Enterprise

Leadership
Knowledge Management
Knowledge Centric Attributes
Drivers of Change
Strategic Planning
21st Century Organizational Strategic Readiness
42

• thuswe begin with the never-ending end in
  mind