Campus Business-IT Implementation Organizations

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Campus Business-IT Implementation Organizations

• CITI Meeting
• April 13, 2009

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IT Application, Data and Infrastructure Services
Stack with Illustrative Services

• End user transaction and decision
• Help desk
• End user desktop, network, security support

IT-enabled processes require all services
Services can be provisioned in different
ways and with different groupings The objective
of the operating model is to specify the
approaches that best meet UCLAs needs

• Business process and workflow
• Data mining and manipulation
• Search and information access

• IT workflow and transaction applications
• Data models and data reporting

• Identity management, portal
• Web access, data base
• Search, reporting

• Operating system
• Software platforms
• Database management systems

• Server and database processors
• Virtual architectural services
• Server management, sys admin

• Data centers, hubs, security, power, UPS, network
• Email, chat, video conference, web meeting,
• hosting, monitoring

• Network, VPN, wireless, DNS, NOC
• Voice mail, teleconference services
• Phone, PDA, cell, telecom, text

1/18/2014
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The Technology Stack Distinction Between
Application and Data Services and IT
Infrastructure Services
Institutional
Local
Process Standardization and Integration (Data
Sharing)
IT Enabled Processes
IT Application Services
Core Infrastructure Foundation
IT Infrastructure Services
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Rendition of UCLAs CurrentResearch
Administration Data Application Architecture
Enterprise Data
Data
Applications App Infrastructure
Technology Platforms Data Centers
ORA
Divisions
Clinics
Schools
OIPA
Networking Telecom
CTS Network Backbone
MCCS Network Backbone
Analog Telephones External Network Connections
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 without fail

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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/armybtk
c/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
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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

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Disneys Cross Reference Across Business
UnitsIdentify Leverage Opportunities and Cost
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UCLA Business Processes-- Level 1.0 for UCLAs
Four Core Processes --
Conduct Manage Research
Level O Processes
1.2
Level 1 Processes
Document Federal Compliance
Identify Opportunities
Present / Publish Research Results
(33)
1.2.9
1.2.17
(23)
1.2.1
Document Non-Federal Compliance
Manage Intellectual Property/ Patents/Licensing/ T
echnology Transfer
Prepare Internal Forma Protocols
(29)
1.2.2
1.2.10
Prepare Proposals
Conduct Research Incur Costs
(38)
1.2.18
(16)
1.2.3
1.2.11
Coordinate Research Parks/ Joint Ventures
Prepare Submit Goldenrod
Perform Clinical Trials
(13)
1.2.4
1.2.12
1.2.19
(3)
Review Submit to Funding Agency
Invoice Funding Sponsors
Management Data
1.2.5
1.2.13
(13)
1.2.20
Negotiate Award
Prepare Submit Financial Reports
Institute Quality Control Measures
1.2.6
1.2.14.
(13)
1.2.27
(7)
Close Out Awards
Set-Up Award
1.2.15
1.2.7
Ethics (Policies, Procedures, Subject Testing)
Collect Accounts Receivable
1.2.16
(14)
1.2.8
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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

Summer 2008
-- WORKING DRAFT--
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Create a Process-Systems - Matrix using existing
list of systems
Sample Work Product
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Cross Reference Across Business UnitsIdentify
Leverage Opportunities and Cost
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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 CITIs June meeting
• Consult CITI subgroup
• Summer start
• Integrate with IT planning and cost review

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Draft Problem Statement Visibility (Phase 1)

• Problem
• UCLAs IT services are not institutionally
  visible or even known
• UCLAs 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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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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Resource Requirements - Funding

• 2008/09 Phase I 
• (subsequent phases will be budgeted after
  fact-finding in first year)Project manager
  (1/2 FTE, includes benefits) 70KAnalyst (1/2
  FTE, includes benefits) 30KFacilitation (8
  days _at_ 1,500 / day) 12KAdministrative Support
  (through Front Desk)        10KWorking
  sessions (venue, refreshments, etc.)      3K
• Total 125K
•  
• Assumptions
• The project manager and analyst at 50 time could
  potentially be combined into one person/position
  -- for a 100 FTE salary _at_ 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.