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Information Systems Governance

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Information Systems governance strategy at University of Victoria.

Information Systems governance strategy at University of Victoria.

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  • 1. Information Systems Governance
    Mark Roman
    CIO | UVic
    Process
    Organization
    People
    Technology
  • 2. Why Did UVic Need I.S. Governance?
    Universities are managed by a vast array of interwoven matrices.
    Enrolment management transitioning from traditional gatekeeping to marketing.
    On campus, I.T. = mainframe in terms of both technology and attitude.
  • 3. Why Did I.S. Need Governance?
    Data centre
    expansion
    Strategic
    planning
    Operational process
    improvement
    Enterprise
    Collaboration
    Strategy
    Access
    management
    Learning systems
    strategy
    20 projects @
    $1,700,000 & 2,264 PD’s
    $20,000,000 ERP
    implementation
    Legacy
    Glow
    CONTINUOUS CHANGE
    Project management
    office
    Service oriented
    culture
    VoIP
    implementation
  • 4. Framework
    Challenge
    Opportunity
    Lots of decisions to be made
    Lots of decision makers involved.
    Define the terms of reference & structure for I.S. governance @ UVic
    Objectives
    End-to-end process defining roles & ownership
    Practical & actionable mechanism for institutional decision-making
    Result
    A governance process that works within the framework of UVic cultural needs
  • 5. Why use the name Information Systems?
    Processes
    Organization
    People
    Technology
    A system is composed of regularly interacting or interrelating groups of activities/parts which, when taken together, form a new whole.
    An Information System includes more than just technology …
  • 6. Governance Context
    I.S. governance will ensure our information systems investments align with the strategic directions and priorities of UVic
    These investments apply to the broad university and include academic, research, and administrative computing
    For I.S. governance to be effective it must provide timely and well understood decisions
    The governance process is designed to build a robust and broadly informed dialogue about key issues
    Governance is creative debate amongst all stakeholders in the UVic community & is socialization of new ideas and changes
    Well understood decisions with shared contributions lead to better success for all information systems initiatives
    Aligned
    Inclusive
    Educated
    Engaged
    Connected
    Informed
  • 7. Definition of Governance
    Formal UVic definition:
    Process by which we endorse institutional decisions about information systems,
    People who are assigned the responsibility for endorsing those decisions and have the accountability for the results of those decisions, and
    Organizations that meet to debate those decisions.
    Pragmatic definition:
    Engage the rest of campus in I.S. decision-making
    What decisions need to be made and who should make them
  • 8. Governance Structure
    Information Systems
    Steering Council
    Fit, utility, and balance
    Strategic
    Issues
    Operating
    Issues
    Permanent
    Standing
    Committees
    Project
    Leadership
    Committees
    Task
    Force
    Committees
    Get the
    job done
  • 9. Four P’s of I.S. Governance
    Policies
    Identifying I.S. policies affecting all campus
    Examples: security, ecommerce
    Plans
    Strategic planning for information system department
    Strategic planning for University’s information systems
    Projects
    Recommending, monitoring, accepting
    Priorities
    Ranking importance of I.S. activities
    Creating criteria for setting priorities
  • 10. UVic Principles of Governance
  • 11. UVic Principles of Governance
  • 12. UVic Principles of Governance
  • 13. UVic Principles of Governance
    • Enterprise Data Access Protocol
    • 14. University Security Policy
    • 15. Recommended platforms
    • 16. Thin clients
  • UVic Principles of Governance
  • 17. UVic Principles of Governance
    For every initiative, the governance process needs to answer the following stakeholder questions:
    • Will this new initiative impact existing support?
    • 18. What does is mean to me?
    • 19. How do you control usage of a shared resource?
    • 20. What benefits do you measure?
    • 21. How do you measure benefits?
  • UVic Principles of Governance
  • 22. UVic Principles of Governance
  • 23. UVic Principles of Governance
  • 24. Governance Mandates
    Mandate:
    • Administer I.S. governance process
    • 25. Represent all stakeholders
    • 26. Recommend priorities
    • 27. Assess degree of fit with Vision for the Future
    • 28. Provide advice for resourcing & funding
    • 29. Monitor progress
    • 30. Assess benefits realization
    • 31. Recommend policies and standards
    • 32. Link to other senior committees
    • 33. Guide I.S. strategic planning
    Information Systems
    Steering Council
    Permanent Standing
    Committees
    • Each committee formed to focus on specific enterprise I.S. topics
    • 34. Provide federated leadership for cross-campus I.S. issues
    Project Leadership
    Committees
    Task Force
    Committees
    Mandate:
    • Create for processes
    • 35. Provide input and feedback
    • 36. Guide operational decisions
    • 37. Ensure policy is followed
    • 38. Recommend new policy
    Mandate:
    • Create for unique issues
    • 39. Temporary cross-functional teams
    • 40. Solve one specific issue
    • 41. Dismantled after resolution achieved
    Mandate:
    • Create for projects
    • 42. Provide strategic guidance
    • 43. Ensure objectives are met
    • 44. Resolve issues
    • 45. Review risk
    • 46. Approve schedule, budget, and scope changes
  • Implementation
    UVic Executive
    Information Systems
    Steering Council
    Strategic
    Issues
    Project Leadership
    Task Force
    Permanent Standing
    Network
    Management
    Nova Project
    Leadership
    Workstation
    Standards
    Systems Project Review
    Reporting
    Committee
    Enterprise
    Collaboration
    Operating
    Issues
    Faculty
    Forum
    I.S.
    Security
    Business Continuity
    Nova
    Operations
    EDC II
    Web
    Services
    Research
    Forum
    Student
    Forum
  • 47. ISSC Role
    Portfolio management
    Governs the governance process
    Pipeline up the organization for strategic I.S. issues
    Sets business objectives for information systems
    Determines institutional criteria for prioritizing I.S. initiatives
    Creates terms of reference for operating committees
    Information
    Systems
    Steering Council
  • 48. ISSC Committee Membership
    VP Academic
    VP Finance and Operations
    AVP Academic Planning
    AVP Research
    Dean of Engineering
    Dean of Social Science
    Dean of Business
    Dean of Continuing Studies
    Dean Human and Social Development
    AVP Human Resources
    AVP Financial Planning and Operations
    Director, External Relations
    Registrar
    University Librarian
    Director, Institutional Planning and Analysis
    Executive Director, Financial Services
    Director, Teaching and Learning Centre
    Chief Information Officer
    Information
    Systems
    Steering Council
  • 49. Governance Issues List
    Information
    Systems
    Steering Council
    Data stewardship
    Enterprise data access policy
    Learning management systems
    Web services & strategy
    Boundaries
    Desktop standards
    Portal & document management
    Document imaging
    Security policy
    Externalized content technology
    Post-Nova organization structure
    Faculty CV’s
    Identity management
    Chargebacks
    Site licensing
    Enterprise Data Centre
    • Single source for all administrative data
    • 50. Who owns the data
    • 51. How they are expected to manage the data
    • 52. How we share the data
    • 53. Policy for managing access to centralized data
    • 54. Shadow database prevention
    • 55. Process to approve or reject
    • 56. Several in use on campus
    • 57. Trends in the industry
    • 58. How UVic should be positioning itself
    • 59. What do students & faculty want?
    • 60. How to integrate with other teaching, learning, & research technologies
    • 61. Federated model for integrating the work of several Web Services units across campus
    • 62. ISSC shaped the design of the model and contributed to setting goals
    • 63. Where should central I.S. set standards?
    • 64. Where should central I.S. recommend standards?
    • 65. Where should central I.S. keep out?
    • 66. Set the guidelines for central I.S. involvement in University affairs
    • 67. Need a desktop standards policy for computers, printers, & PDA’s
    • 68. Evergreening policy TBD
    • 69. “Recommended Platforms” task force
    • 70. ISSC shaped the terms of reference
    • 71. Implementing portal & content management
    • 72. Deep impact to web strategy
    • 73. Impacts constituents throughout campus
    • 74. ISSC informed & engaged about value created and change transformation
    • 75. New imaging software
    • 76. Integrate with our administrative systems
    • 77. Non-trivial investment in software & associated processes and technologies
    • 78. Engage ISSC in scope, breadth, & depth discussions
    • 79. Need an information systems security policy for UVic
    • 80. I.S. security audit emphasized demand for security processes and policies
    • 81. ISSC contribution includes content contributions & diplomatic support
    • 82. Policy issues related to content created on university sponsored wikis, blogs, & ad supported free products
    • 83. ISSC to have informed debate about potential vs. issues
    • 84. How should we be organized to leverage the ERP systems after the project winds down?
    • 85. How can we maintain momentum?
    • 86. How should we be structured to tackle new opportunities?
    • 87. Hold open discussion at the ISSC about potential changes
    • 88. Growing interest across campus for a system to manage Faculty CV’s
    • 89. ISSC approved project charter to plan a potentially risky but important initiative
    • 90. Moving towards a single identity for access to all information services at UVic Several challenges
    • 91. Secondary identities
    • 92. Legacy identity management systems
    • 93. ISSC review of the non-technical issues and potential resolutions
    • 94. Chargebacks create inappropriate behaviours
    • 95. Migrate away from chargebacks but recognize the need to carefully plan the change.
    • 96. How do we evolve away from chargebacks & engage the campus appropriately?
    • 97. Software licensing vigilance
    • 98. Vendors changing licensing policies
    • 99. ISSC discuss processes to be developed
    • 100. Look at new opportunities for leveraging site licenses for improved economies of scope and scale
    • 101. Mission statement and role definition for the campus Enterprise Data Centre (EDC)
    • 102. 950 processors, a terabyte of data and a tripling growth curve
    • 103. Central to the success of information systems at UVic
    • 104. ISSC engagement & guidance
  • What does I.S. Governance Deliver?
    Facilitates strategic planning
    Engages key decision-makers
    Creates forum to discuss, debate, and analyse issues
    Socializes ideas across University community
    Introduces change concepts strategically and early
    Creates key milestones for I.S. initiatives
    Increases profile of I.S. across campus
    Develops an era of trust and confidence in I.S.
    Creates a profound understanding of the complexities of information systems
    Makes your clients feel like they are part of the I.S. team
    Any I.S. decision is a University decision, not just an I.S. decision
    I.S. organization no longer operates in splendid isolation
  • 105. Governance and I.S. Strategic Planning
    Vision
    We will be the very best provider of information systems in the entire Canadian university community.
    Mission
    Information systems exist to enable the Vision for the Future
    The university’s core missions of teaching, learning, and research are supported by dynamic, agile, & dependable information systems.
    Unified information systems environment
    People, process, organization, and technology are blended together to deliver information systems and services.
    Sustainable path to the future
    Optimised cost is balanced with acceptable risk to make strategic choices for new information systems.
    Bridge the technology chasm
    Strategic integration will deliver information systems and services in understandable ways.
  • 106. Strategic Choices
  • 107. Impacts
    Governance drives or influences:
    Organization structure
    Key projects
    Architecture
    Project & portfolio management
    Access management
  • 108. Governance & Organization
    Project
    Nova
    UVic
    Online
    Computing
    Services
    Office of
    the CIO
    Network
    Services
    Client
    Services
    CASS
    Processes
  • 109. Governance & ERP
    Basic
    Services
    Vendor
    Products
    UVic
    Enhancements
    Security
    Groups
    Content
    Channels
    Integrator
    Core
    Admin
    Services
    Finance
    Facilities
    HR
    Student
    Advance
    Canadian
    Universities
    3rd Party
    Products
    Support
    Services
    Workflow
    Imaging
    Reporting
    Data
    New
    New
    New
    New
    New
    Single
    Sign
    On
    Portal
  • 110. Governance and Architecture
    Desktop multiculturalism
    Anyplace desktop
    Enterprise messaging
    Identity management
    Student lifecycle services
    Single point of contact
    Service catalog
  • 111. Initiation
    Planning
    Execution
    Closure
    Asset Maintenance
    Revisions
    Plan
    Project
    Implement
    Plan
    Shutdown
    Project
    Maintain
    Asset
    Develop Project
    Charter
    Needs
    Project
    Flow
    Document
    Progress
    Final Product
    Document
    Support Work
    Approval
    Approval
    Approval
    Review
    Charter
    Monitor
    Status
    Review
    Deliverables
    Review
    Plan
    Benefit
    Realization
    Steering
    Committee
    Role
    Accepted
    New Project
    Work
    Not Needed
    Not Successful
    Not Accepted
    Not Sufficient
    Reject
    Cancel
    Continue
    Execution
    Reject
    Initiate
    Next Phase
    Base budget
    Support resources
    Control
    Mechanisms
    Benefit measures
    Issue log
    Change control
    Governance & Project Lifecycle
    Status reporting
    Fiscal budget
    Risk plan
    Scope
    Resource plan
    Schedule
    Quality plan
    Communication plan
    Vendor management
    Portfolio assessment
  • Faculty Forum
    Deliverables
  • 114. Web Services Committee
    Faculties
    Library
    UVic I.S.
    Web
    Services
    Registrar &
    Enrolment Services
    Continuing
    Studies
    Communications
    Research
    Marketing
    • Resolve issues amongst constituents & escalate issues to the ISSC
    • 115. Develop an architecture plan for institution-wide web services
    • 116. Initiate, recommend, monitor, and close web services projects
    • 117. Develop strategies on how to keep our web presence up-to-date
    Provide guidance to ongoing web services functions & processes
    Recommend policy and ensure policy is followed
    Ensure standard processes for building and delivering web services
    Provide linkages amongst multiple partners
  • 118. Network Management Committee
    Decentralized culture + autonomy
    Many I.S. organizations
    Shared heating system
    Shared network
  • 119. Student Information Systems Forum
    Listen to our customers
  • 120. ERP Leadership Committee
    $20M ERP project
    On budget
    On time
    In scope
  • 121. Project Review Committee
    The governance router
  • 122. History @ UVic
    Prior to formal governance
    Ad hoc committees created after realization of need to help with ERP implementation
    No formal inter-relationships
    No links to other I.S. issues
    No plan for post-ERP world
  • 123. Evolutionary Milestones
    Benefits
    Realization
    Strategic
    Planning
    First
    Policy
    M a t u r i t y
    First
    Project
    First
    Meeting
    Review
    Committee
    White
    Paper
    Proposal
    New
    Leader
    T i m e
    T i m e
  • 124. Future @ UVic
    Information systems governance at the University of Victoria is an evolving process
    We have introduced formal governance processes and organizations to facilitate the evolution
    We will:
    Continuously leverage those processes where we have demonstrated success
    Stop those process that do not contribute to continuous growth, and
    Constantly develop next steps in our evolution of information systems governance.
  • 125. Key Lessons
    Develop a roadmap
    Keep the roles clear
    Educate first, ask for decision later
    Cross-campus, cross-discipline engagement
    Opportunity to socialize change
    Encourage active debate – challenge everything
    I.S. organization thinks differently about itself
    University thinks differently about I.S. organization
    Tremendous commitment of time & effort
  • 126. Information Systems Governance
    Mark Roman
    CIO | UVic
    mroman@uvic.ca
    http://cass.uvic.ca
    Process
    Organization
    People
    Technology