Processes for Enterprise-Wide Management of IT Resources

1
Processes for Enterprise-Wide Management of IT
Resources

• EDUCAUSE01 Pre-conference Seminar
• James Penrod John Wasileski
• The University of Memphis

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Introduction to Seminar

• Introduction
• Governance Structure
• Management Philosophy
• IT Planning Management Model
• An EDUCAUSE
• Best Practice

• Centralized and Decentralized Roles
• Internal External Teams
• Critical Success Factors
• Concluding Observations

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Brian HawkinsRenewing Administration, Foreword,
p. xix, 1999
Today, there is an important and radically
increased level of interaction between
technology, organizational structures, business
functions, and the new demands of our customers.
This new synergy gives us the opportunity to
rethink how our institutions of higher education
operate and serve various constituencies. The
challenge to all of us is to determine whether or
not we have the collective will to continue to
enhance services and renew the way in which our
campuses are administered and managed when there
isnt an ominous crisislooming. The need for
constant renewal is critical
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Introduction to Seminar Leaders

• Jim Penrod
• VPIS CIO _at_ UoM
• Four time CIO
• Higher Education Consultant
• Tenured Professor
• 34 Years of Experience
• 50 publications

• John Wasileski
• AVP COO _at_ UoM
• Executive in private sector
• Higher Ed Businesses consultant
• Adjunct professor
• 25 Years of experience

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IntroductionBackground Environment

• UoM is an urban, doctoral, research campus
• UoM has 20,000 students 2500 staff
• Two campuses off-campus sites
• Nine schools colleges
• A new President, Provost VP B F

• An IS Unit since 1995
• 15M IS budget, 100 FTE
• AVPIS arrived 2000
• Legacy Systems Data Warehouse with Web
  Front-ends
• 4.5M Technology Access Fee

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Introduction Strategy means the variety of new
things that an organization must do right now to
prosper.

• Do traditional tasks better
• Manage internal economy
• Do more with (proportionally) less.
• Shorten cycle times
• Reduce the time from ideas to realities.
• Master technological complexity
• Standardize and manage change.
• Produce quality
• Help establish then meet client expectations.

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Introduction Strategy means the variety of new
things that an organization must do right now to
prosper.

• Learn to be very good at
• Flexibility -- strategic planning must be a
  continual, dynamic process.
• Breadth of service -- offer services needed to
  help solve clients business problems.
• Customization -- determine unique needs and how
  they can best be met.
• Integration -- creates synergies and increases
  collaboration.
• Deliver wins for clients -- become partners.

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Introduction Information Systems Expectations
-- Imperatives to excel

• Strategic alignment
• Relationships with line management
• Deliver new systems
• Build manage infrastructure

• Reskill IT staff
• Manage vendor partnerships
• Build high performance
• Redesign the federal IT organization

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IT Governance Structure

• Policy/Advisory Groups
• IT Policy Council
• IT Advisory Committees
• Academic
• Administrative
• Student

• Work Groups
• Deans Work Group
• Admin Systems Management Team
• LSPs Group
• Data Stewards
• Web Developers

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Appendix I, pg. 28
Governance Structure
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Appendix II
Governance Committee Charges Membership
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IS Management Philosophy

• Learning Organization Principles
• The five disciplines
• Changing the IS organizational culture
• IT is too important for technical decision-makers
• IT is like moneyit is a strategic resource

• Manage the organization for the best staff, not
  worst
• Involve the right people, in the right things at
  the right time
• Empowerment is a two-way process
• Help individuals to change behaviors
• Surprise is not a good thing!

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Appendix III
Learning Organization references
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Management PhilosophyMost people want to do a
good job

• Too often the organizational environment gets in
  the way.
• This wastes peoples talents and energies.
• It puts impossible loads on administrators.
• It may induce poor performance, internal
  conflict, and cause burn out.
• Organizations (and universities specifically) are
  being required to meet increasing complexity and
  competition.
• If everyone in the organization isnt doing all
  they can do to contribute to overall goals, then
  it is doomed to mediocrity or worse.

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Management Philosophy Empowerment of individuals
is the only answer to our dilemma.

• Unfortunately, most empowerment efforts fail --
  but we must not just give up.
• To work together people need clear priorities,
  accountabilities, and authorities.
• Traditionally managers coordinate and control
  peoples work -- but that causes bottlenecks.
• Thus we need to eliminate hierarchy as the means
  of coordination and control.
• True empowerment means managing people by results
  rather than by tasks.

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Management Philosophy Mental Models

• Mental Models are the preconceptions,
  assumptions, and filters through which we view
  and interpret the world. The difficulty with
  such models is that everyone has a different one
  yet we must all learn to communicate effectively
  and learn common lessons.

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Comparison of Argyris Model I and Model II
Management Philosophy
Model I Model II

• Increase others ability to unsurface assumptions
  biases
• Help people say what they know but fear to say
• Advocate your position and combine it with
  inquiry and self-reflection
• Advocate principles but invite inquiry

• Tell others what you believe will make them feel
  good
• Tell other people no lies or tell others all you
  think and feel
• Advocate your position in order to win
• Stick to your principles, values, and beliefs.

Overcoming Organizational Defenses, 1990
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Management Philosophy Personal Mastery

• Personal mastery means that each person in an
  organization focuses on continually learning as a
  life discipline. It embodies keeping a clear
  vision of what is important in our lives and
  seeing our current reality for what it truly is.

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Management Philosophy Shared Vision

• A shared vision is a heartfelt force that
  permeates an organization and unites the people
  within it. It provides the energy to strive to
  create and to continually learn. It provides a
  commonality of purpose for each individual and
  for each individual to support others in aspiring
  to the vision.

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Management Philosophy STRATEGIC
READINESS Redding Catalanello,1994
Vision has proven to be a crucial ingredient in
successful change efforts. But is it futile and
maybe even dangerous to establish a strategic
vision when the environment is chaotic and the
future is unknowable? ... We believe, when it
comes to strategic vision, there is an inherent
paradox. In fact, it is because the future is
unknowable that a shared vision is so essential
as a driver of change. In a learning
organization, a vision provides the fuel that
powers the collective journey of strategic
learning.
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Management Philosophy Team Learning

• Team learning is the alignment of each members
  special talents to enable the team to address
  complex issues, provide innovative yet
  coordinated action, and foster improvements in
  team performance for all teams.

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Appendix IV

• Team Questions Sample Answers

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Management Philosophy Systems Thinking

• Systems Thinking means seeing an opportunity,
  problem, or situation as it is embedded in all of
  the systems of which it is a part. This means
  not isolating an idea in our thoughts but taking
  into consideration how the system works to
  influence the concept under consideration.

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As part of the strategic planning process,
planners identify hot issues and focus change
activities upon experimental efforts tied to
these issues. Yet, in many cases, the most
important experiments are ones that develop on
their own, without senior management
intervention. ... It is essential that those
championing the emerging changes feel sanctioned
and know that management is aware of and
supportive of the initiatives being taken. This
is best accomplished by reaffirming the overall
strategic direction of the organization and
promoting these efforts as examples of desirable
activities and programs. ... In this way, all
members of learning organizations are, to some
degree, strategic planners. It is the leaders,
however, who provide the heat for the popcorn.

Management Philosophy Strategic Readiness, pp
76-78
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Appendix V
References for Planning General Management
reading
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IT Strategic Planning Management Model

• The Plan to Plan
• Define Clarify Institutional Strategy
• Align Organizational Entities Influence Systems

• Create Needed Competencies Behaviors
• Develop Implement Operational Action Plans
• Evaluate Assess Outcomes

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Appendix VI
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IT Planning Management ModelThe Plan to Plan

• Motivating factors
• Define purpose
• Define roles, functions membership of involved
  groups
• What processes must be integrated?

• Define reports other outputs
• Define drafting, review approval groups for the
  plan
• Define modification processes
• Output Appendix of above items

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IT Planning Management ModelDefine Clarify
Institutional Strategy

• Values assessment (Individual organizational)
• Internal analysis
• External analysis (STEEP)
• Mixing process (SWOT)
• Output Values, extended mission, strategies,
  goals and futures scenario

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IT Planning Management Model Aligning
Individual and Organizational Values

• Exercise to identify desired individual values
• Exercise to identify desired organizational
  values
• Exercise to select values aligned with both
  individual and organizational lists
• Group decision-making process to define IS
  Division values statement

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IT Planning Management Model Values

• .

Values Assessment

• Higher Education Culture
• Academic Disciplines
• State / System Culture
• Institutional Culture
• Divisional Culture
• Departmental Culture
• Shared Vision

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Appendix I, pg. 4

• Value Statements for Information Systems at The U
  of M

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IT Planning Management Model Internal Analysis

• .

Internal Environment Assessment

• Strengths
• Weaknesses

Present Strategy
Performance
Resources

• Positions
• Competencies
• Financial
• Technologies
• Space

• Institutional
• Divisional
• Departmental
• Individual

• Results
• Outcomes
• Perceptions

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IT Planning Management Model External Analysis

• .

Trends/Forces
Constituents
Competitors

• Political/Legal
• Economical
• Social/Demographic
• Technological

• Institutional
• Other Units
• Students
• Staff
• Faculty
• External

• Institutional
• External

Collaborators

• Institutional
• External

External Environment Assessment

• Opportunities
• Constraints

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Appendix I, pp 1-3, 5-7
Strategies, extended mission, futures scenario
UoM IT Strategic Plan
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IT Planning Management ModelAlign
Organizational Entities Influence Systems

• Organizational culture
• Organizational structure
• Internal economy
• Methods tools

• Systems architecture (infrastructure)
• Metrics rewards
• Output Measurable, time-bounded, budget-linked,
  individually assigned objectives

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IT Planning Management ModelOrganizational
Culture
The behavioral patterns, habits, and conventions
exhibited by the organization

• Create continuous learning opportunities
• Promote inquiry dialogue
• Encourage collaboration team learning
• Establish systems to capture share learning
• Empower people toward a collective vision
• Connect the organization to its environment

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Appendix VII
Reference list of Organizational Culture sources
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IT Planning Management Model Management
Principles

• Keep performance results the primary objective of
  behavior and skill change.
• Continually increase the number of individuals
  taking responsibility for their own change.
• Ensure each person always knows why his or her
  performance and change matters to the purpose and
  results of the whole organization.
• Put people in a position to learn by doing and
  provide them the information and support needed.
• Embrace improvisation as the best path to both
  performance and change.

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IT Planning Management Model Management
Principles (cont)

• Use team performance to drive change.
• Concentrate organization designs on the work
  people do, not the decision-making authority they
  have.
• Create and focus energy and meaningful language
  because they are the scarcest resources during
  periods of change.
• Stimulate and sustain behavior-driven change by
  harmonizing initiatives throughout the campus.
• Practice leadership based on the courage to live
  the change.

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IT Planning Management Model The Will/Skill
Framework
Support
Delegate
High
SKILL
Direct
Coach
Low
Low
High
WILL
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IT Planning Management Model Desired cultural
changes

• Design the organization to fit the committed
  caring (eliminate those who do not care)
• Focus on solving problems, not on reacting to
  symptoms
• Move decisions to the appropriate level
• Stress individual accountability for mission
• Create empower many leaders
• Regulate distress maintain disciplined attention

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IT Planning Management ModelOrganizational
Structure

• Define organizational reporting lines
• Define individual roles
• Develop processes for work flow across boundaries
• Develop processes and structures for team based
  decision-making
• Eliminate organizational barriers

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IT Planning Management Model The
Organizational System

• The Environment
• Higher expectations
• Increased competition
• The Technical Process
• Shorter cycle-times
• Integration of new technologies
• The Human Structure Support Systems
• Flexible deployment of labor force
• More responsiveness innovation
• More satisfying work

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IT Planning Management Model Designing a
Responsive Organization

• Process improvement
• Ensures streamlined unfragmented workflow
• Organizational theory
• Ensures form fits function
• Sociotechnical systems design
• Ensures new technology improves results quality
  of worklife
• Job design
• Ensures that jobs build employee ownership
  initiative

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IT Planning Management Model Results of
Designing a Responsive Organization

• A well-designed work process is streamlined and
  supported by an information flow that provides
  doers with an accurate picture of client needs
  process performance.
• A well-designed work group includes players with
  depth a variety of skills necessary to create
  the service. The authority structure gives
  employees the autonomy to respond to needs
  problems nearest to the line of action.
• A well-designed job is organized around a
  service. It unites thinking with doing and core
  support. It provides the jobholder with direct
  contact with the client.

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IT Planning Management ModelInternal Economy

• Budgeting and charge back mechanisms
• Resource allocation and flow
• Project approval and prioritization
• Based on mission alignment not
• Power ? Favoritism
• Influence ? Politics

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IT Planning Management Model Service Offerings

• What new services should be offered?
• What existing services should be eliminated?
• What existing services should be modified?
• What existing services should be left unchanged?

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IT Planning Management ModelMethods Tools

• Procedures, methodologies, skills that workers
  use
• Systems analysis ? Planning model
• Project mgmt ? Budget mgmt
• Teams ? Communication
• Leaders at many levels
• Conflict resolution model
• Professional development activities
• Adaptive behavior mechanisms
• Use the technology we advocate

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IT Planning Management ModelSystems
Architecture

• IT infrastructure voice/data/video networks,
  computers, software, peripherals, etc.
• Support structure people and training
• Institutional standards guidelines
• Ease of additions, upgrades, and modifications
  critical

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IT Planning Management ModelMetrics Rewards

• Measures defined to determine success
• Measures defined to determine perceptions
• Performance feedback loops for individuals and
  teams
• Incentives for improving performance

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IT Planning Management Model Translating
broad purpose into specific objectives
Conceptual Performance
Purpose
Performance Objective
Measurement
Timeliness Cycle time
Months to complete
Reduce time to implement from 1 year to 6 months
for service
Quality No mistakes
Error rate Decrease from
15 to 2
At least 10 new ideas implemented
of ideas
Innovation New ideas to
that are useable
improve service
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Appendix I, pp 17-22
Objectives in the UoM IT Strategic Plan
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IT Planning Management ModelCreate Needed
Competencies Behaviors

• Managers provide training and professional
  development opportunities
• Determine individual aspirations
• Obtaining technical competencies
• Defining and creating opportunities for adaptive
  behaviors
• Managers motivate individual acceptance of
  responsibility
• Output Analysis of organizational skill set,
  professional development matrix, individual
  assessment criteria

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Appendices VIII, IX, X
Professional development matrix, skills matrix,
objectives assignments
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IT Planning Management ModelDevelop
Implement Operational Action Plans

• Develop individual work plans
• Develop project plans
• Develop Team-based work plans
• Work both top down bottom up to develop
  Unit Plans
• Output Unit work plans, managerial work plans,
  team work plans project plans

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IT Planning Management Model Transformative
Leadership Strategies

• Participation
• Structural Rearrangement
• Extrinsic Rewards

• Coercion
• Persuasive Communication
• Role Modeling
• Expectancy

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Appendices XI, XII. XIII
IS Unit plan, project plan, managerial work
plan
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IT Planning Management ModelEvaluate Assess
Outcomes

• Develop formal processes to evaluate
  effectiveness of the organization
• Develop informal processes to assess perceptions
  of broad-based outcomes
• Ensure that team and individual evaluations are
  linked to organizational outcomes
• Assess efficiency of the organization
• Utilize to continually enhance planning
• management process
• Output A variety of metrics, monthly client
  perceptions, focus group reports, informal
  communication channels

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IT Planning Management Model Characteristics
of Healthy Organizations

• Everyone is fully engaged
• People are well coordinated
• Cross-boundary teams are self forming
• Teams are self managed
• There is a dynamic balance among the various
  paradoxical objectives
• The unit is quick to adjust
• Organizational issues must be addressed before
  individual performance can be appropriately
  solved.

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• Monthly Client Satisfaction survey results
• TAF (Technology Access Fee) Survey results
• IS Annual Report

Appendix XIV
Appendix XV
Appendix XVI
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Appendix XVII
List of references for Strategic
Planning Peterson, Marvin W., et al, Planning
Managing for a Changing Environment, Jossey-Bass,
1997.
63

Appendix XVIII

• An EDUCAUSE Best Practice

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Centralized Decentralized Roles

• Roles are interdependent
• The institution requires both for success
• Centralized focus must be on infrastructure
• Localized roles must focus on desktop support
• The entities must cooperatively work together
• Processes should support cooperation
• Good Management must overcome divisional
  boundaries
• Roles are complimentary
• Job position structure should reflect that
• Decision making processes should reflect that

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RolesOrganizational Individual
Responsibilities

• What can Individuals Count on from the
  Organization?
• Climate of Work
• Evaluation Process
• Professional Development Opportunities
• Communication Channels
• Unique Benefits
• What are Individual Responsibilities?
• Work Expectations
• Outcomes Versus Tasks
• Team Work
• Learning Expectations
• Problem Resolution
• Omni-directional Communication

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Internal External Teams

• Coordination
• Outreach
• Help Desk
• Blue Admin
• Grey Admin

• TigerLAN
• Web
• Network Services
• Server
• Data Assurance

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Appendix XIX
List of IS internal teams with charge, ASMT
work team charges
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Critical Success Factors

• Establish managerial staff accountability
• Measure what you want to accomplish
• Report your accomplishments failures
• Foster and support team learning
• Help establish an integrated campus-wide IT
  enterprise

• Uniform Executive Level support
• Formally organize align the processes
• Processes that are bounded, flexible
  comprehensive
• Allocate resources to support the processes
• Cultivate broad-based Client involvement
• Provide professional development

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Concluding Observations

• Planning Management is a never ending
  coordinated exercise
• Must involve all the right people
• Processes should be eclectic
• Drive processes from needs, concerns
  opportunities

• Be realistic!
• Do not over analyze
• Move when you have critical mass approval
• Strive for excellence in all processes
• The object is to impact decisions, behaviors,
  outcomes

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Nicholas Imparato and Oren Harari conclude
Jumping the Curve (1994), by saying
We come to the realization that the potential
now to catapult civilization to greater levels of
productivity and vitality is genuine. The first
requirement is to acknowledge the transformative
currents at work, to grasp both the continuities
and discontinuities with the past, and to go
about organizing for the work that, by accident
of history and the substance of moral obligation,
we are asked to perform.
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Appendix I
2001 UoM IT Strategic Plan
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Provide general reading list of publications
web pages for IT management