EITS Directors Retreat Session 2 Compact Planning:

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EITS Directors RetreatSession 2Compact Planning

• December 2, 2004

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Topics/Comments

• Organizations in times of change thinking like
  a business
• Drivers of change
• Relationship of core systems, services,
  applications to drivers of change (e.g., UGA
  Strategic Directions)
• Framing the CORE
• Compact Planning.Initiatives, Strategies

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• ...organization will need to think like a
  business and manage as an enterprise in order to
  influence information technology as an enabler of
  change

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UGA Drivers of Change (e.g)

• UGA Mission
• UGA Goals
• UGA Strategic Plan 2000-2010
• UGA Accreditation 2008
• Five-year Program Planning Process/Provost
• American Higher Educations three Revolutions
• UGA Priority projects
• UGA Strategic Directions

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Simplifying the planning

• 1) Breaking complexity into smaller pieces and
  assigning chunks to specialized individuals or
  units (initiatives)
• 2) Creating a strategy for public interest
  including
• Defining goals and intermediate long/short-term
  objectives
• Carrying out a SWOT analysis
• Imagining and playing scenarios
• Drawing up an action timetable, etc.

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and, by asking the RIGHT question

• Whom do you serve and what do they want to do?
  (customers/clients/organizationbig picture)
• What are the core systems, services, and support
  provided? (CORE systems, services, support)
• What is the best way to provide the services
  (processes)
• How do we know we are doing a good job? (metrics)
• What is the best way to organize? (structure)
• NOTE sequence of questions extremely important
  need to reverse traditional approach by putting
  focus on customersworrying about organizational
  structure and reporting lines is mistake!

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Strategic Planning, Governance and Advisement
Business Operations and Admin Applications
Essential Infrastructure and Related Support
Instructional Technology
Research Computing
Customer support
Information Technology and Data Security
Outreach and Partnerships
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rethinking approach to planning for the
core.move toward Reframing approach

• 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

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The Structural Frame

• exists to accomplish established goals and
  objectives
• an appropriate structure can be designed and
  implemented to fit an organizations
  circumstances (e.g., goals, technology,
  environment)
• Structure ensures that people focus on getting
  the job done reflects specialization and
  division of labor
• Specialization permits higher levels of
  individual expertise and performance problems
  and performance gaps arise and remedied through
  restructuring

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Political Frame

• Organizations are coalitions of various
  individuals and interest groups
• Decisions involved the allocation of scarce
  resourceswho gets what
• Scarce resources and enduring differences give
  conflict a central role and make power the most
  important role
• Goals and decisions emerge from bargaining,
  negotiation, and jockeying for position among
  different stakeholders

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Human Resource

• Human Needs
• Personality and Organization
• Human Capacity and Changing Employment Contract
• Lean and Mean More benefits than costs
• Investing in People

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Organizational Symbols/Symbolic frame

• In the face of uncertainty and ambiguity, people
  create symbols to resolve confusion, increase
  predictability, provide direction, and anchor
  hope and faith
• Many events and processes are more important for
  what is expressed than what is produced. They
  form a cultural tapestry of secular myths,
  rituals, ceremonies, and stories that help people
  find meaning, purpose and passion.

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Symbolic Assumptions

• What is most important is not what happens but
  what it means
• Activity and meaning are loosely coupled
• In the face of widespread uncertainty and
  ambiguity, people create symbols to resolve
  confuse, increase predictability, find direction,
  and anchor hope
• Many events and processes are more important for
  what is expressed than what is produced.
• Culture is the glue that holds an organization
  together and unites people around shared values
  and beliefs.

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Organizational Symbols

• Myths
• Stories and Fairy Tales
• Ritual
• Ceremony
• Metaphor, Humor, and Play
• Meetings
• Planning, Evaluation
• Collective Bargaining
• Power

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Soin terms of planning for change factors of
importance include

• Recognizing potential for change in players
• Importance of building chemistry
• Importance of leading exercise in strategic
  thinking
• Ability to articulate prognosis of the
  institution
• Address opposition by omission
• Establish value-oriented vision
• Take time to be patient
• Consider time management and balance between
  duty and interface with people

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andbefore one begins, ask some key questions
regarding planning for the core including

• Which processes are most important now and why?
• Who will be the change champion(s)?
• Who are the stakeholders?
• What is the business culture of the company and
  what are its strengths?
• What subcultures exist and what are their
  strengths?
• What cultural attributes are weak or will
  interfere with the change?
• What will be the toughest changes and how will
  they be addressed? How ready is the
  organization to change?

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• Tools for planning strategically
• the difference between where we are (current
  status) and where we want to be (vision) is what
  we do (actions), why we do it (values) and how we
  do it (strategies).

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• considering the vision, mission and priorities
  of UGA, .the question for EITS and the Office
  of the CIO is
• What is the value of Information Technology as
  a strategic asset for The University of Georgia
  in meeting the goals of the institution and in
  managing the business of the institution? How
  does the Office of the CIO and EITS plan for
  meeting the goals and priorities of UGA? What is
  our strategy? Strategies?

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Compact Planning

• Descriptors
• Inclusive, bilateral, negotiated written
  agreement focused on long-term planning
• Venue for establishing priorities initiative-
  based
• Cyclical, iterative, annual
• Alignment of unit and organizational goals and
  strategies
• Provides accountability through specific
  performance and outcome measures tied to
  initiatives
• Positions actions, outcomes, performance
  expectations respect responsibilities funding
  sources in context of university long-range goals
  and performance expectations partnerships/
  codicils providing shared responsibility.

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Types of Initiatives (e.g.)

• Those contributing to achievement of university
  goals (e.g., diversity, partnerships, global
  economy)
• Those contributing to the universitys planning
  for student learning in a technology-rich
  environment
• Those contributing to achievement of
  unit-specific goals
• Those improving the units performance on
  selected performance measures
• Those supporting established targets for growth,
  recruitment, retention, increased research
  funding, etc

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Strategic Planning, Governance and Advisement
Business Operations and Admin Applications
Essential Infrastructure and Related Support
Instructional Technology
Research Computing
Customer support
Information Technology and Data Security
Outreach and Partnerships
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Levels of Negotiated Involvement

• Level 1 EITS in concert with User community, IT
  governance participants, UGANet, faculty,
  students, etc
• Level 2 EITS Directors/senior management
• Level 3 CIOs gang of 4 (executive
  directions team
• Level 4 CIO IT Advisory Council
• Level 5 CIO
• Level 6 EMT

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Compact Plan Format

• Short title
• List of university goals supported by the
  proposed initiatives
• Clear description of each initiative and the
  university and unit objectives to be achieved by
  implementing the initiative
• Strategies for implementing the initiative(s)
  including
• Action to be taken
• Responsible individual(s)
• Deliverables
• Implementation schedule
• Estimated cost(s)
• Clear description of the desired outcomes of the
  initiative and how outcomes will be
  assessed/measured include baseline comparisons
• Prioritization of the initiatives on financial
  spreadsheet reflecting request, match,
  codicil/partnership contribution

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Initiatives

• Some initiatives may take a year,others may take
  two or more years to complete. The initiatives
  may also
• a) be carried forward from a previous compact
  and/or new ones introduced in the current cycle
• b) describe new activities and/or improve the
  quality and effectiveness of existing activities
  such as infrastructure improvements.
• c) Require new funding and/or redirect existing
  resources.

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Codicils

• When two or more units collaborate on a single
  initiative, a codicil is written and signed by
  the head of each partner unit. These codicils
  follow the same format as other initiatives and
  appear in the compact plans of each partner.