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A Portfolio Management Process for UCLA
 

A Portfolio Management Process for UCLA

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  • alternative organization models for the OIT - experimenting successfully Embraces a rational federation of IT operations with mutual accountability - OIT focuses on planning, decision processes and operational rationality for campus Disney has been tracking a similar approach - Gray bars - key business directions Yellow - commodity infrastructure services and applications Red bars - business unit infrastructure services OIT rationalizes lines of business technologies and infrastructure technology services in a partnership of accountability Process, alignment, rationalization and not operations
  • With very little adjustment, UCLA can superimpose its IT governance structure and the office of information technology

A Portfolio Management Process for UCLA A Portfolio Management Process for UCLA Presentation Transcript

  • A Portfolio Management Process & Structure for UCLA Committee on IT Infrastructure (CITI) May 27, 2008 05/05/10 CITI Portfolio Management Process
  • CITI Agenda and Objectives
    • Agreement on the basic framework for a UCLA IT portfolio management structure and process
      • Use Disney model
      • Major elements and objectives
        • Set long range vision
        • Portfolio management is a phased, iterative, on-going process
    • Agreement on initial steps and schedule
      • More detailed plan in June meeting
      • Kinds of resources and commitments
    05/05/10 CITI Portfolio Management Process
  • Important Distinctions -- Governance, Project Management and Institutional Portfolio Mgmt
    • Governance
      • Strategic Direction
      • Prioritization
      • Institutional Investment Portfolio
    • Project Management, Development & Maintenance
      • Project Control
      • Schedules & Deliverables
      • Costs & Accountability
      • Successful implementation
    • Institutional Portfolio Management
      • Balancing and diversifying investment decisions among academic, research and administrative
      • Alignment with campus strategic plan and long-term requirements
    05/05/10 CITI Portfolio Management Process
  • CITI’s Agreement to Portfolio Management 05/05/10 CITI Portfolio Management Process UCLA IT Project Governance Overview IT Governance Graphical Overview v23-P1133-03-09-06 4 The specific governance path for each project is determined by a classification review. Projects are identified through the Annual Strategic Planning Process and as they arise (Ad hoc). 1
    • Class 2 Projects are logged in the IT portfolio but just “stay on the radar”
    3 Project Classes 2-5 are added to the Campus IT Portfolio. 6 Depending on the governance process “triggers”, a full or light PCD is created. OIT creates a “Project Bio” for every project and each project is classified. 2
    • Class 1 Projects go ahead – no additional IT Governance required.
    • Human Interaction (OIT, ITMG) is the first filter:
      • Does project need outside funding?
      • How is project aligned with strategic direction?
      • What is the project motivation (is there a legal mandate?)
      • What is the end user impact of the project?
      • Is there a reason to fast track?
      • Will the project be controversial?
    5 Project moves along its specific path through the IT Governance Process.
    • Governance entities participate according to their role in the process.
    Option to fast track a project then circle back to governance
  • Preliminary Data on Campus Applications
    • An initial cut of a consolidated list of campus applications was recently developed from the following sources:
      • 2003 Data Center Data Gathering Study
      • 2007 PII Interviews
      • 2005 Disaster Recovery Study
      • List of ISIS Supported System
    • The data compiled is incomplete and requires formal validation and further refinement
    • This initial effort resulted in some preliminary data that when validated can become useful information to form the basis of an institutional view of IT applications, systems and services
      • 31 Dean and Vice Chancellor Areas
      • 525 distinct campus applications (excluding medical enterprise) … and counting
    05/05/10 CITI Portfolio Management Process
  • List of Campus Applications from Preliminary (Unvalidated) Data 05/05/10 CITI Portfolio Management Process N=525
  • Sample Information from Preliminary Data
    • Some examples of system summary:
      • Reporting/documentation - 13 systems
      • Data and directories - 25 systems
      • Email/Calendaring - 32 systems
      • Web/Portal services - 35 systems
      • Time keeping - 8 systems
    • Other noticeably repeated applications / systems
      • Financial accounting
      • Registration
      • Course Management Systems
      • Project or Initiative Management systems
      • Inventory
        • "The purpose is not to just centralize but to have the information to ask the right questions"
    05/05/10 CITI Portfolio Management Process
  • Disney’s IT Strategy and Governance Model Alignment Team Media Technology Board CIO Board Media Asset Management Media Transport Media Security/DRM High Definition Video Product Requirements Media Strategy Production Operations Business Processes Applications Infrastructure Product Development & Creative Media Technology “ Product Facing” Information Technology “ Internal Facing” Source: Presentation by Jeff Mirich, Enterprise Architect & CIO at Disney Studios Media Techonology and IT Governance in Harmony at Disney… and it seems to be working well! MT Strategy IT Needs IT Strategy
  • UCLA’s Programmatic IT and IT Infrastructure (Modified from Disney Studios’ model) FCET, IDRE CSG/CAOs CITI CSG / CAOs ITPB OIT IT Enabled Research Scholarly Interaction Integrated Student Campus Data Resources Instructional Research Support & Infra. Support & Infrastructure Strategies Business Processes Campus Applications Common Infrastructure Research, Education, Decision-Making Information Technology “ Program Facing” Information Technology “ Internal Facing” Research & Educ. Strategy IT Needs IT Strategy
  • 05/05/10 CITI Portfolio Management Process Disney’s Institutional Approach to Portfolio Management Infrastructure Application Portfolio ARCHITECT & INTEGRATE simplify, standardize, modularize, integrate Business Processes Suppliers Employees Customers EXTEND & LINK ERP CRM Collaboration Publishing … Platforms Infrastructure Management Network Core Services … GOVERN & MANAGE IT INVESTMENT rationalize, leverage, maximize, aggregate Enterprise Architecture is the Glue that holds Applications and Infrastructure to a common destiny Enterprise Architecture cannot succeed without a governance structure to promote and fund the “common interest”
  • Disney’s Cross Reference Across Business Units Identify Leverage Opportunities and Cost 05/05/10 CITI Portfolio Management Process Create & manage products, services, media Market products & services Sell products & services Manage supply chain ops Manage & support cust. Plan & manage perform-ance Manage finances & accntg. Manage human resources Manage Inform-ation resources Manage physical assets Manage support services Perform order manage-ment This analysis reveals costs by business process and informs where the IT investment is focused, business unit cross reference reveals leverage opportunities Governance of IT investment can be aligned around business process owners. WDW TP&R DLR WDI DLP Total ABC Network Media Networks ESPN ABC Cable ABC Radio ABC TV stations Total BVTV WDTVI BVG DCP DCP DCP – Int’l DDM Disney Pub. Total Merch. Lic. Disney Store BVI Studio BVHE – Int’l BVHE – NA Filmed Ent. Total Corporate Corp Tomorrowland Total Grand Total
  • Disney’s Cross Reference Across Business Units Identify Leverage Opportunities and Cost 05/05/10 CITI Portfolio Management Process Create & manage products, services, media Market products & services Sell products & services Manage supply chain ops Manage & support cust. Plan & manage performance Manage finances & accounting Manage human resources Manage Information resources Manage physical assets Manage support services Perform order management Develop sales plan & quotas Perform sales Capture orders Manage orders Perform market analysis Develop marketing plan Implement marketing plan Acquire physical assets Maintain physical assets Dispose of physical assets Perform research & design Prototype products Create/manage product/ service /media information Manage product/ service/media lifecycle Monitor external environ-ment Create & manage business plan Evaluate business results Initiate & manage improvements Establish & administer HR policies & employee data Manage employee recruiting & training Manage compensation & benefits Administer health, safety & security programs Create & manage enterprise architecture Create & manage infrastructure & operations Provide & manage software solutions Provide user support & training Provide legal services Provide security & safety Perform admin. functions Perform project management Establish & manage customer relationships Manage customer interface infra-structure Provide information & training Manage customer inquiries Manage service & support delivery Process financial trans-actions Plan & manage budgets Manage cash & liquidity Analyze & report results Plan Source Make Deliver Return Manage 3rd party obligations Procure goods & services Manage labor operations Manage employee communic-ations Manage employee & community relations Perform risk management Manage share-holders Plan & manage taxes Maintain facilities operations
    • Point of Sale
    • Online Sales
    • Merchandise Licensing
    • Reservations
    • Ticketing
    • Credit Card Processing
    • Contract Mgmt.
    • BxB Marketing
    • Marketing Automation
    • Campaign Mgmt.
    • Media Asset Mgmt.
    • Broadcast/ Traffic
    • News Room
    • Customer Relationship Mgmt./ Call Center/ Customer Service
    • Guest Data
    • Guest Claims
    • Supply Chain Planning
    • Warehouse Mgmt.
    • Supply Chain Mgmt.
    • Food & Beverage Supply Chain
    • Catalog Order Mgmt.
    • Advertising/ Billing Mgmt.
    • Licensing Order Mgmt.
    • Labor Forecasting, Scheduling, & Deployment
    • TimeTracking and Compensation
    • General HR
    • Recruiting
    • Financial Transactions
    • Budgeting
    • Operational Data Store
    • Forecasting & Planning
    • Operational Reporting
    • Costume Mgmt
    • Project Mgmt.
    • Legal
    • Risk Mgmt
    • Asset Mgmt
    • Document Mgmt.
    • Authentication
    • Reporting Tools
    Level 0 processes Level 1 processes Application examples Back of House Front of House Unique / Differentiating Non Differentiating
  • UCLA Business Processes -- Level 1.0 for UCLA’s Four Core Processes -- 05/05/10 CITI Portfolio Management Process Level O Processes Level 1 Processes 1.2.18 Perform Community Needs Assessment Provide Patient Care Perform Care Management 1.3.3 Evaluate Effectiveness of Care (Plan & Provided) 1.3.4 Manage Population-Based Risk 1.3.5 Deliver Inpatient Care 1.3.6 Deliver Diagnostic & Therapeutic Care 1.3.7 1.3 Define & Develop Continuum of Care 1.3.2 1.3.1 Deliver Surgical / Invasive Care Deliver Ambulatory Care 1.3.10 Deliver Home Care 1.3.11 Manage Affiliation Agreements 1.3.12 Deliver Emergency Care 1.3.9 1.3.8 Manage Patient Care Network 1.3.13 Participate in/ Develop Community/ Public Service Manage Industry Partnerships Manage Community Development 1.4.3 Manage University-School Partnerships 1.4.2 1.4 1.4.1 Educate Students Set Degree / Certification Requirements Devise and Monitor Remedial Education Programs Devise & Monitor Continuing Education Programs Deliver Education 1.1.3 1.1.4 1.1.5 Develop Curriculum 1.1.2 1.1 Administer Student Eval. of Course / Instructor 1.1.6 Manage Outreach Activities Ensure Ethics (Policies, Procedures, Subject Testing) 1.2.8 Management of Data 1.2.20 Conduct & Manage Research 1.2 Identify Opportunities Prepare Proposals Review, Sign, & Submit to Funding Agency Prepare & Submit Goldenrod 1.2.3 1.2.4 1.2.5 Prepare Internal Forma & Protocols 1.2.2 1.2.1 Negotiate Award 1.2.6 Set-Up Award Document & Maintain Federal Compliance Perform Clinical Trials Prepare & Submit Financial Reports Invoice Funding Sponsors 1.2.12 1.2.13 1.2.14. Document & Maintain Non-Federal Compliance 1.2.10 1.2.9 Close Out Awards 1.2.15 Collect Accounts Receivable 1.2.16 Present / Publish Research Results Coordinate Research Parks/ Joint Ventures Manage Intellectual Property/ Patents/Licensing/ Technology Transfer 1.2.17 Conduct Research & Incur Costs 1.2.11 1.2.7 1.1.7 1.1.1 1.2.18 1.2.19 Institute Quality Control Measures 1.2.27 (1) (14) (13) (13) (13) (16) (23) (33) (38) (3) (29) (7) (1) (1) (1)
  • Cross Reference Across Business Units Identify Leverage Opportunities and Cost 05/05/10 CITI Portfolio Management Process
  • Value of Disney’s Portfolio Management Process
    • Outcome of As-Is Analysis
      • Revealed costs by business process
      • Informed the governance structure where the IT investments are focused
      • Revealed leveraging opportunities for IT services that cross business units
      • Created a basis for developing the technology decision framework
        • Identifying emerging, core and declining technologies for non-differentiated services / applications
        • Identifying specialized technologies as defined, justified, and unique business case for differentiated services
    05/05/10 CITI Portfolio Management Process
  • Overview of Proposed Process 05/05/10 CITI Portfolio Management Process -- WORKING DRAFT-- 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
    • Summarize key findings
    • Present initial findings to executive management
    • Obtain concurrence on priorities and direction
    • Seek additional data and information
    • Develop the guiding principles and key objectives of a new IT portfolio management process
    • Identify specific gaps that exist between the results of the assessment and the desired state as defined in the IT PM Model
    • Assess capacity / capabilities to determine if adequate resources are currently available to address the gaps
    • Identify options / resource requirements if current resources are lacking
    • Develop a list of priorities and focus areas to allocate resources
    • Evaluate importance and urgency of each key element
    • Assure that defined objectives are traceable to business strategy
    • Develop a plan that identifies the IT PM charter and communications plan
  • Step One 05/05/10 CITI Portfolio Management Process -- WORKING DRAFT-- 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
  • Information is Available to Begin
    • Existing and available resources / documentation for the three building blocks
      • Business Processes
        • Documentation of UCLA’s core mission processes (4) and major supporting processes (15) by Coopers & Lybrand Study
      • Application Portfolio
        • Preliminary list of applications, systems and servers (with 847 line items)
      • Infrastructure
        • UTIPP / UTIPP 2 Reports
        • 2001 / 2005 – OIT White Papers on “Developing a Campus IT Strategy and Architecture”
    05/05/10 CITI Portfolio Management Process
  • 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 CITI’s June meeting
      • Consult CITI subgroup
      • Summer start
      • Integrate with IT planning and cost review
    05/05/10 CITI Portfolio Management Process