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  • Bold Key Words Mission Information: Alignment of IT resources with the strategies of the University and the IT Compact Plan Accountability for customer value through the conversion of operational data to performance metrics and information Leveraged resource effectiveness based upon PORTFOLIO Management techniques and best practice (Staff and budget) Data validated decision support, structured planning processes Operational quality assessment activities through process evaluation and benchmarking Staff training, development, and certification linked to core service delivery and standards Role Information: Resource and capacity planning through service life-cycle management (software, hardware, budget, staffing) Performance Measurement and Analysis (Cost; 5-year and Compact Plan deliverables; SLA’s and MOU’s; performance dash-boarding; quality assessment; statistical trend analysis; benchmarking) Portfolio Management Manage Clarity Project Management Training and Standards development Provide resource and budget planning information to the organization
  • Capacity Management Details Develop production system management environment that can identify capacity management metrics that are designed to deliver information and can be used for IT planning such as: serving as predictor of capacity needs, trend analysis, and benchmark performance.
  • Example—Sub Capacity Pricing
  • Assessment Malcolm Baldridge Service Delivery ITIL— Service Delivery and Service Support Standards ISO, PMI, NIST Organizational Maturity CMMI Process Improvement Six Sigma Alignment Compact Planning Balanced Scorecard Portfolio Management Compliance 1. CobIT These may be referred to as frameworks, standards, best practices, assessment criteria, guidelines. All have a variety of issuing bodies, scope, architectures, and rating systems ValIT Framework Standards– ISO 9000:2000 COBIT IS0 12207 (Software life cycle processes) IS0 15288 (System life cycle processes) ISO 15504 (Software process assessment) IS0 17799 (Information Security Management) BS 15000 (IT Service Management Customer Operations Performance Center (COPC 2000) Others European Foundation of Quality Management (EFQM) Economic Value Add (EVA) Intangible Asset management Activity Based Costing and Management Benchmarking
  • Notes: Quality – what does it look like? Reliability and Repeatability Cost Stewardship Process Management supporting service delivery Methodologies and Metrics
  • Focus on Service and Business Performance Improvement Success must be measured in terms relevant to the organization Symptoms: Measures and metrics are based on process maturity Lack of analysis or discussions connecting process initiatives with relevant business benefits Put in Place Just Enough Process Too much can be a good thing Too many processes, Over detailing Too much control of the processes Too much complexity can add cost without sufficient value Processes need assumptions about Competencies, skills, experience, training, qualifications, and capabilities of the people executing Complex enough to address the risks, the needs of management, and regulatory requirements Symptoms More time spent documenting than analyzing and improving processes More controls and steps being added whenever something goes wrong.

Transforming EITS into a Customer-Focused Performance Driven ... Transforming EITS into a Customer-Focused Performance Driven ... Presentation Transcript

  • Transforming EITS into a Customer-Focused Performance Driven Organization EITS Planning & Decision Support Customer Service Delivering Excellence Accountability Continuous Improvement Empowerment
    • Information Technology Planning and Decision Support – Mission, Role, and Initiatives
    • ITPDS Value Add to OCIO/EITS and UGA
    • Empowering an Organization
    • EITS Performance Maturity Model
    Agenda
  • ITPDS Mission, Roles, and Initiatives
    • Mission:
    • Leadership in IT Planning
    • Facilitation of a Performance-Based IT Environment
    • Roles:
    • Facilitate and support a planned and an empowered service delivery environment.
    • Focus: Customer Value and Operational effectiveness
    • Areas of Focus:
      • Resource and capacity planning
      • Performance Measurement and Analysis
      • Portfolio Management
  • ITPDS Mission, Roles, and Initiatives
    • Initiatives:
    • Capacity Management
      • Develop environment that can identify capacity management metrics for IT planning
    • Process Excellence
      • Develop key EITS core systems/server processes and statistically evaluate efficiency, effectiveness, and capability
    • Performance-Based and Quality Culture Migration
      • Migrate the OCIO/EITS into a performance-based, quality, culture.
    • Asset Management
      • the Legal licensure and distribution of software, the right people in the right jobs, skills assessments/inventory, hardware and data management.
    • Research and Strategic Planning Support
  • ITPDS Value Add
    • UGA
    • OCIO/EITS
    Enhanced Efficiency Increased Cost Savings Improved Customer Service
  • Empowering an Organization: Framing a Strategy EITS Planning & Decision Support Alignment Assessmen t Standards Process Improvement Compliance Organizational Maturity Service Management Service Cost
    • ADD Organizational Value by:
      • Continuous Improvement
      • Innovation
    Empowering an Organization Purpose of Implementing Change Reactive Proactive
    • Two Guiding Principles
    • Focus on Service and Business Performance Improvement
    • Put in Place Just Enough Process
    Empowering an Organization Guiding Principles in Implementing Change
  • EITS Performance Maturity Model EITS Planning & Decision Support Customer Service Delivering Excellence Accountability Continuous Improvement Empowerment Customer-Focused Culture Organizational Diagnosis Customer Focused Culture Balanced Scorecard Prioritizing Initiatives Organizational Governance Continuous Improvement Performance Dashboards Value Add Prioritizing Initiatives
  • EITS Performance Maturity Model Proactive Reactive
    • Identification of standards processes for service, projects, and internal operations
    • Repeatable work efforts
    • Integration of industry standards
    Efficiency/ Definition
    • Strategic direction is based on data-driven decision
    Effectiveness
    • Full enterprise integration
    • Optimize Delivery
    Leverage Competitiveness Optimizing Quantitatively Managed Defined Managed Initial Baseline Maturity Level 5 Maturity Level 4 Maturity Level 3 Maturity Level 2 Maturity Level 1
    • Operational IT Process Performance
    • Alignment and Prioritization with UGA Goals and Objectives
    • IT Project Management
    • Core IT Service Delivery
    • Quality Assurance and Assessment
    • Budget Management and Stewardship
    • Learning Organization
    • Resource Planning and Forecasting with Staff
    • Resource Planning and Forecasting Infrastructure
    9 Categories EITS Performance Maturity Model
  • EITS Performance Maturity Model 1. Operational IT Process Performance
  • EITS Performance Maturity Model 2. Alignment and Prioritization with UGA Goals and Objectives
    • OCIO/EITS Strategic Planning Website
  • EITS Performance Maturity Model 2. Alignment and Prioritization with UGA Goals and Objectives
  • EITS Performance Maturity Model 2. Alignment and Prioritization with UGA Goals and Objectives
  • EITS Performance Maturity Model 2. Alignment and Prioritization with UGA Goals and Objectives
  • Key Points To Remember
    • Mission
      • Leadership in IT Planning
      • Facilitation of a Performance-Based IT Environment
    • Information
      • OCIO/EITS Strategic Planning Website
        • http://eits.uga.edu/planningCycle/
      • ITPDS Website
        • http://eits.uga.edu/planning
  • Questions
  • Contact Information Information Technology Planning and Decision Support
    • Greg Topp: [email_address] . edu
    • Lynn Latimer: [email_address] . edu