M02 The Million Dollar Decision

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• Sometimes there can be more than one right
  answer to a problemthe option you choose can say
  a lot about the values of your organizationand
  your leadership!...

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Campus Technology 200613th Annual Education
Technology ConferenceBoston, Massachusetts

• Pre-Conference Workshop
• The Million Dollar Decision
• Presented by
• Dr. Barbara A. White Rory J. Weaver
• CIO and Associate Provost Project
  Manager/ERP University of Georgia Utah
  State University
• Athens, Georgia Logan, Utah

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Basic Assumption

• the only way to ever get any real savings from
  an accountability standpoint is to have an
  integrated approach to data management through
  enterprise planning. This approach is based on
  the campus/ organizations vision, mission,
  strategic directions, and business processes and
  practices

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• Workshop Goals
• Enterprise Planning defined
• Enterprise planning in concert with vision,
  mission, strategic direction
• Internal and external drivers for change
• Role of IT alignment, leadership, organizational
  governance and level of organizational/campus
  collaboration in enterprise planning
• Change Management Identification, engagement,
  and motivation of key decision makers
• Campus/organization system requirements
• Business case/funding models
• Benefits, Risks ROI/value-added

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Participant Context

• Who is Here ?
• Name/Institution
• Mission of Organization (i.e., 2-yr Research,
  Gov, etc)
• Role in Institution
• Based on Workshop Goalsbiggest issue faced in
  planning for enterprise approach to data
  management

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Small Group Configuration

• Recognizing diversity of participants, and the
  goal of sharing and learning more in terms of
  lessons learned regarding Enterprise Planning.
• Count off in fives (5s) at each table
• Join respective like number per Facilitators
  location assignment
• Meet your group via name, institution/organization
  , role and share biggest issue within your
  institution.

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A WORD ABOUT CONTEXT the CIO/Executive IT
leadership is accountable for the leadership,
return-on-investment, standards/policies,
performance, security, support, access,
availability, reliability of information
technology, infrastructure, networks, systems,
support, services.while striking the right
balance among innovation, service, compliance,
operational continuity
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Considerations re Context

• What are the consequences of different ways of
  dealing with the problem?
• Which individuals and which groups involved in
  the situation have rights that you must respect
  (e.g., people have the right to be told the
  truth)?
• What are the messages you want to send about the
  values of the organization, leadership, players?
• What is going to work? What is actually going to
  make a difference in the way the organization
  does business, implements processes, practices,
  etc?

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Workshop Focus

• Context for Decision-Making
• Change Management Identification, engagement,
  and expectations of Key Decision-makers
• Change Management Campus/ Organization System
  requirements
• Business Case/Funding Models
• Benefits-Risks ROI/Value-Added
• QA

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I. Context for Decision-Making

• Enterprise Planning and Enterprise Resource
  Planning
• Enterprise Planning is the art of integrating
  all the various functionalities of the enterprise
  into a successful whole

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• and
• ...Enterprise Resource Planning or ERP, is
  software that attempts to integrate all
  departments and functions across an enterprise
  onto a single computer system that can serve all
  their particular needs.

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Building Blocks re Enterprise Planning in
concert with organizational vision, mission,
strategic direction

Enterprise Planning
Leadership
Knowledge Management
Information Technology/Systems
Change Management
Drivers of Change
Strategic Planning/Alignment
21st Century Organizational Strategic Readiness
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5 Major Points re Strategic Readiness

• Knowledgeable
• Reputable
• Flexible
• Responsive
• Prepared

21st Century Organizational Strategic Readiness
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• Knowledgeable
• 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

21st Century Organizational Strategic Readiness
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Reputable

• take big picture and work from there
• straight forward with rationale for pricing,
  language and definitions homework done re
  customer needs, requirements and possible match
• realistic insight re contract interpretation,
  language, match to organizational business
  processes/procedures
• Inundated with advertising focus on customer,
  culture, needs, requirements

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Flexible

• issues surrounding accounting, crediting
  accounts, invoicing, documentation.
• balance the books--held accountable by
  institutions auditors.and ethics required to
  meet controls
• proof of concept (e.g., loaner software)
• Recognize that the pace of change is quickening
  and must be adapted for in planning, actions, and
  performance

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Responsive

• Scary words.transparent, blended, secure,
• 24x7 x 365 anywhere, any place, any context, any
  time by any device user community expectation of
  Office of CIO
• Impact of culture and time required for campus to
  changein concert with innovators, early adopters
  for ROI
• all things to all people..BE CAREFUL!

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Prepared

• business processes, contact personnel, clear
  language, competitive edge
• futurewhere are we headedwhere is UGA
  headed? What does higher education need to be
  planning for? strategic directions?
• changes in demographicsmatch between the age,
  familiarity, attitude of client community and
  the change in technology

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Drivers of Change at UGA

• UGA student body
• UGA Mission/Goals
• American Higher Educations three Revolutions
• UGA Strategic Plan 2000-2010
• Five-year Program Planning Process/Provost
• UGA Accreditation 2009-2010
• State/Federal data requirements
• Enterprise Approach for IT Planning
• Requirements for Data-driven Functionality and
  Capability

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Mission 
 
History 
 
Points of Pride 
 
Quick Facts 
 
Administration 
 
External Affairs 
 
Campus 
 
Visiting UGA 
 
UGA News 
 
 
Undergraduate 
 
Graduate 
 
Continuing Education 
 
International Students 
 
Financial Information 
 
 
Schools and Colleges 
 
Undergraduate Programs 
 
 
 
 

• 33,660 students (2005)
• 76 between ages of 18 and 24 (2004)
• 70 freshman class applied via email with 99
  providing
• email address (2004)
• 8,993 full-time faculty/other professional
  employees (2005)
• 1.4 billion total revenue (2005)
• 222 million in sponsored research awards (2005)
• 159 million in sponsored research activity
  (2005)
• 84 Student housing buildings
• 372 Athens Campus buildings (excludes leased
  space)
• 7,549 Athens Campus basic rooms classrooms,
  labs, offices (2005)

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Drivers of Change at USU

• State Ambition of Common Platform
• SCT LEAP License Exchange
• Elimination of SSN as Identifier
• Single System of Record

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• 23,107 students
• (14,458 Main Campus 10,022 Continuing Ed)
• 870 full-time faculty
• 1,800 other professional staff
• 408.3 million Total Revenue (FY 2004-05)
• 156.3 million in sponsored research activity
• 7 Colleges, 41 Academic departments
• Degrees Awarded (2004-05)
• 3,097 Bachelors, 811 Masters, 69 PHD

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IT alignment, leadership, organizational
governance, and level of organizational/ campus
collaboration

• ECAR, 2004 suggests
• the heart of IT alignment within an institution
  is a common understanding of the
  institutions/organizations priorities derived
  from an inter-connected web of strategic
  leadership activitiesi.e.,
• IT Strategic planning
• IT governance
• IT communications
• IT measurement/assessment

Strategic Planning/Alignment
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• cont. AlignmentECAR, 2004 Study
• 76 identified IT alignment as a top reason to
  engage in strategic planning
• 74 indicated IT planning has considerable impact
  on the level of IT alignment achieved
• 56 agreed IT governance process is effective
  45 indicated process well understood
• 82 institutions that report effective IT
  governance are more likely to report effective IT
  strategic planning

Strategic Planning/Alignment
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additional Key ECAR 2004 Report Findings

• Clearly articulate campus vision and/or
  priorities
• Consider planning important and closely linked to
  institutional budget
• Publish an institutional or a campus IT plan
• Perceive IT governance process to be effective
• Perceive IT strategic planning process to be
  effective
• Have greater communication with and involvement
  of key constituents, especially faculty and deans

Strategic Planning/Alignment
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e.g.,.published Integrated Plan
3-5 Years
Strategic
1-3 Years
Operational
Tactical
1 Year or less
Gifford, Pettit, Duttweiler, 2002 Cornell
Cooperative Exten Serv.
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• Compact Planning (strategic)
• negotiated, bilateral written agreement focused
  on long-term planning
• venue for establishing initiative-based
  priorities
• cyclical, iterative, and annual process
• process that creates an alignment of unit and
  organizational goals and strategies
• process that provides for accountability through
  specific performance and outcome measures tied to
  initiatives
• process that positions actions, outcomes, and
  performance expectations with respect to shared
  responsibilities via partnerships and codicils.

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Client Services
Provost 5-yr Program Planning
Office of CIO/ Compact Planning Process 5-Yr Plan
Network Operations
UGA Goals
Decision-Support and Planning
Research Computing
Strat. Plan, Governance
Building the New Learning Environment
Promote admin units
Bus Operations/Admin
Information Tech. Security
Infrastruct/Support
Tied to budget process
Communications, PR and Marketing
Research Investment
Instructional Computing
Resource allocation Over longer period 5 yr
Administrative Systems and Planning
Research Computing
Customer Support
Competing in a Global Economy
Business Office
Info Tech Data Security
Performance measures, progress
Outreach Partnerships
Licensing/Contracts
Core IT Alignment with UGA Strategic Directions
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UGA Information Technology 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
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Exec Mgt Team (3 Senior VPs 2 VPs Budget
Officer Controller CIO)
CIO
Research Computing
Public Serv/Outreach
UGA-IT Advisory Council (16-18)
Acad/Instructional
.Administrative Computing
CAIT
UGANet
ITMF
Security Advisory Council
IT Audit Committees
ID Management Task Force
Governance/Advisory Structure
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Performance metrics/Accountability

• Customer satisfaction
• Organizational performance
• Workforce excellence with key elements
  addressing
• Alignment with organizational mission
• Quality of product
• Timely delivery
• Cost reduction and/or avoidance
• Cycle time reduction
• Customer satisfaction
• Meeting organization requirements (e.g., fiscal
  reporting)
• Meeting commitments

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REMEMBER. Alignment and Commitment go hand in
hand creating compliance will not provide high
levels of alignment. Ownership, a connection to
the customer, and belief in the organization are
required to obtain lasting, willing commitment.
This requires engagement across organization in
planning.
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Case-in-Point USU and Enterprise Planning

• Presidential Decision Authorizing ERP
• Established Project Budget First Last
• Project Charter Rule Book Road Map
• Communications Blitz
• Built Teams of Best Mind
• Work, Work, Work!
• Completed On Time On Budget (3 years, 6.5
  million)

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Case-in-Point UGA and Enterprise Planning

• Decade of assessing data mgt/data integration
  issues
• Senior VP charge based on absence of reliable
  and consistent data
• Change in CIO leadership role/focus (3 reorgan/4
  CIOs in 10 years)
• Decentralized environment
• Driver of ID Mgt/SSN Alternative
• Ad hoc Exploratory Committee charge
• Homework BPA BPR cost analysis/risk analysis
• Campus communication/engagement

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Remember, alignment/transformation and thinking
strategically in collaborative environment
requires organizations to change

• How do we get people to be more open, to
  assume more responsibility, to be more creative?
• What are we trying to accomplish? What are
  the necessary changes? What are the indicators
  that will signal success?
• Why do we have to change the way we do things?
  Why do these changes cost so much? Why does
  productivity need to be improved? Why is
  additional capital needed? Why do we need a new
  generation of products?

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Workshop Group Exercise 1

• What are the top 3 drivers at your institution
  serving as catalyst for enterprise planning
• Of the 5 major points re strategic readiness
  (knowledgeable reputable flexible responsive
  prepared), which TWO is your institution/organizat
  ion least positioned to address?

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II. Change Management Identification,
Motivation, Engagement and Expectations of
Key Decision-Makers

• Relevance to strategic vision, mission, drivers
• Organizational/campus governance model(s)
• Organizational/campus decision-making
  structure/alignment
• Decision-making protocol/mode of operation (i.e.,
  who and how are campus-wide initiative decisions
  made?)
• Key players Who are they?
• Timing protocol when and where?
• Format Organizational/campus policy? Standards?
  Mandate? Directive? Recommendation? Options to
  participate?
• Organization/Campus Culture implications? What
  are they?

 
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• bridging the divide between IT and strategic
  decision-makers is notsenior administrator sole
  responsibilityproblem may be they are listening
  for the message, but simply arent hearing it
  potential business impact is not cleari.e..,
  must describe what technology will do for
  business

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UGA IT Policy Process
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andLeadership

Knowledge Management
Information Technology/Systems
Change Management
Drivers of Change
Strategic Planning/Alignment
21st Century Organizational Strategic Readiness
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Leadership Skills

• Proactive/positive influence
• Teamwork
• Strategic Thinking
• Deliver Business Results
• Decision making
• Creativity
• Communication
• Staff Development
• Gartner 2006

Leadership
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Determining Key Leadership approach
Senior Leadership
Mid-level Leadership
Departments
Strategic Business Units
Individuals
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Categories/Organizational Leadership Structure

• Project Sponsors
• Project Managers
• Project Advisors/Governance
• Steering Committee
• Implementation Committee
• Technical Committee
• Functional Committee
• Unit Leaders/Directors

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Role of Project Champions/Sponsors

• the Champion (process promoter) acts as a
  linkagehas the knowledge of the organization and
  knows who should be concerned with the
  innovation, thus connecting the sponsor with the
  expert
• the agent who helps the venture navigate the
  socio-political environment inside the
  organization
• the key characteristic of the product champion
  is the tension between the individual and what
  the organization wants

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and.

• Genuinely Endorse the Effort
• Protect and Defend the Budget
• Protect and Defend the Schedule
• Participate in Project Activities (visibility)
• While remembering the importance of diplomacy

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Diplomacy is the art and practice of conducting
negotiations between representatives of groups.
In an informal or social sense, diplomacy is the
employment of tact to gain strategic advantage
(e.g., the phrasing of statements in a
non-confrontational or social manner). .
Wikipedia, The Free Encyclopedia Wikime
dia Foundation, 2006
Leadership
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USU Business Case

• Inability of Senior Administrators to access
  accurate, reliable, timely data
• Antiquated / Obsolete / Legacy System
• Elimination of SSN Identifier
• Single System of Record
• Consolidated / Centralized / Integrated System
• Student Demand for Current Technology
• Conformity to State Mandates
• Data Access via the Web 24 x 7

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andStakeholder Engagement

• Whats in it for me?
• Your Voice (representation) At the Table
• Non-impact to your budget
• Business Process Analysis (BPA)
• Accurate Data / Timely Data / Paperless
• (i.e., Electronic Purchase Orders)
• Holistic Integration of University Data
• Fair Play

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Workshop Group Exercise 2Change ManagementKey
Decision-makers

• .there is a difference of opinion among key
  University administrators about the relative
  strength and weaknesses of their systems and the
  need for an integrated approach for the
  institution.
• Questions Of the cast of characters, who
  has the best chance of making a business case for
  moving to an enterprise approach to data
  management? What are three critical components
  to the success of the leader based on the case
  study context? Who/whom will they need to build
  collaborations/alignment?

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Client Services
Provost 5-yr Program Planning
Office of CIO/ Compact Planning Process 5-Yr Plan
Network Operations
UGA Goals
Decision-Support and Planning
Research Computing
Strat. Plan, Governance
Building the New Learning Environment
Promote admin units
Bus Operations/Admin
Information Tech. Security
Infrastruct/Support
Tied to budget process
Communications, PR and Marketing
Research Investment
Instructional Computing
Resource allocation Over longer period 5 yr
Administrative Systems and Planning
Research Computing
Customer Support
Competing in a Global Economy
Business Office
Info Tech Data Security
Performance measures, progress
Outreach Partnerships
Licensing/Contracts

• Change Management
• Campus/Organizational System
  Expectations/ Requirements

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Cultural descriptors

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

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Campus Expectations

• High performance computing/parallel
  computingcentral administration funding
• 24x7 access and functionality for University data
  management data warehouse/data mining capability
• Comprehensive information technology security
  planning contingency and disaster recovery plan
  24x7 monitoring, intrusion prevention education,
  awareness and training
• Life cycle management of campus
  systems/applications
• Support for Public Service and Outreach systems
  and services state-wide, and through
  international education

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Campus Buy-in/Ownership

• Support of Business Processes
• Authority Accountability
• Integration Collaboration
• Tuition Payments, Finance, Financial Aid
• Data Integrity Security
• Technical Support

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Project Responsibility

• Enterprise Project (Not IT Project)
• Project Management Team (PMT)
• Empowered Committees

Executive Committee
PMT
Steering Committee
Implementation Committee
Functional Technical Workers
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Campus Community User Community/
Stakeholder Engagement

• Functional / Technical Hand Shake Mtgs
• All Hands Events
• Multi-Level Status Reports
• Published Committee Meeting Minutes
• SPAM

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• Campus Community, User Community, and Stakeholder
  Engagement
• Functional / Technical Hand Shake Mtgs
• All Hands Events
• Multi-Level Status Reports
• Published Committee Meeting Minutes
• SPAM

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Building Successful Teams

• Business Process Analysis (BPA)
• Subject Matter Experts (SMEs)
• Empowered / Authorized Team Leaders
• Administration Support
• Recognition for Job Well Done
• Backfill Dollars

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Input for Decision Making

• Who
• What
• When
• Where
• How

Executive Committee
PMT
Steering Committee
Implementation Committee
Functional Technical Workers
Accountability / Return and Report
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Comprehensive Communication Plan

• Active / Dynamic Project Web Site
• User Group Meetings
• Employee Groups / Faculty Senate / Deans Council
  / Department Heads / Presidents Cabinet
• List Servs
• Communications Officer

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Exercise 3 SWOT

• SWOT Realities for your campus
• Enterprise Planning based on
• Campus Concept

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• Summary Key Success Factors
• Clearly articulated campus vision and/or
  priorities
• Understanding of campus culture and perceptions
  of IT (e.g., perception is reality)
• Documented interface between campus planning and
  budgeting process, and IT planning process
• Documented engagement of campus constituents,
  customers, peers, staff in systematic planning
  process
• (e.g., Compact Planning)
• Emphasis internally and externally on
  accountability and performance metrics, i.e., the
  facts!
• Active and functional Advisory Committee
  structure(s)
• Communication, communication, communication!