PM Tools for EDUCAUSE June 2008

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This is a presentation to the Southeast Regional EDUCUASE conference in 2008. It outlines our approach to IT service management using the CA Clarity PPM tool.

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  • Copyright Patrick Wagman and Lynn Latimer, 2008. This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.
  • As part of the model, there are 3 critical success components. I will take a few moments to highlight the important concepts and tools within these areas
  • Need to change with access to Visio so people can read it
  • -Have methods to do the work: We have methods to do the work
  • We could demo the project list I have our or projects We could demo the two of us as resources
  • PM Tools for EDUCAUSE June 2008

    1. 1. Using PM Tools to Manage Services: or how EITS is figuring out what ALL we do! Lynn Latimer Patrick Wagman Date: 06/02/2008
    2. 2. Overview <ul><li>Background </li></ul><ul><li>The Problem </li></ul><ul><li>The Solution </li></ul><ul><li>Path Ahead </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Importance </li></ul>
    3. 3. The School <ul><li>University of Georgia </li></ul><ul><li>State Sponsored </li></ul><ul><ul><li>Over 200 years old </li></ul></ul><ul><ul><li>Oldest state chartered </li></ul></ul><ul><ul><li>Land grant (1/76) </li></ul></ul><ul><ul><li>614 acres (main campus) </li></ul></ul><ul><li>Located in Athens, GA </li></ul><ul><ul><li>60 miles from Atlanta </li></ul></ul>
    4. 4. The School <ul><li>Students </li></ul><ul><ul><li>24,800 undergrad </li></ul></ul><ul><ul><li>8,300 grad/professional </li></ul></ul><ul><li>Faculty </li></ul><ul><ul><li>2,794 </li></ul></ul><ul><li>Staff </li></ul><ul><ul><li>6,744 </li></ul></ul>
    5. 5. EITS <ul><li>Vision </li></ul><ul><ul><li>Continue in the role of state and national leader in information technology, and to be recognized as the first source for knowledge and expertise in the area of information technology. </li></ul></ul><ul><li>Mission </li></ul><ul><ul><li>Provide a robust, reliable, and secure information technology infrastructure, maintain essential production services, and offer world-class support. </li></ul></ul>
    6. 6. EITS <ul><li>Core Areas </li></ul><ul><ul><li>Leadership for Information Technology </li></ul></ul><ul><ul><li>Strategic Planning, Policy, and Advisement </li></ul></ul><ul><ul><li>Business Technology Partnerships </li></ul></ul><ul><ul><li>Client Services and Support </li></ul></ul>
    7. 7. EITS <ul><li>Core Areas </li></ul><ul><ul><li>Information Security </li></ul></ul><ul><ul><li>Information Management and Integration </li></ul></ul><ul><ul><li>Enterprise Production Applications </li></ul></ul><ul><ul><li>Infrastructure and Architecture </li></ul></ul>
    8. 8. EITS <ul><li>Staff </li></ul><ul><ul><li>220 Full time </li></ul></ul><ul><ul><li>105 students </li></ul></ul><ul><li>Budget </li></ul><ul><ul><li>$14 million central funds </li></ul></ul><ul><ul><li>$8.5 million cost recovery </li></ul></ul><ul><ul><li>$7 million Student Technology Fees </li></ul></ul>
    9. 9. EITS <ul><li>Statistics </li></ul><ul><ul><li>41,000 devices on network </li></ul></ul><ul><ul><li>24,000 wireless network </li></ul></ul><ul><ul><li>4,900,000 emails daily </li></ul></ul><ul><ul><li>41,000 daily logins </li></ul></ul><ul><ul><li>12,000 phone lines </li></ul></ul><ul><ul><li>6,000 cable TV installations </li></ul></ul><ul><ul><li>20 million mainframe transactions/month </li></ul></ul>
    10. 10. EITS <ul><li>Fairly young organization </li></ul><ul><ul><li>Combined from existing organizations </li></ul></ul><ul><ul><li>Many different units into one </li></ul></ul><ul><ul><li>Divergent cultures still in organization </li></ul></ul>
    11. 11. ITPDS <ul><li>Organizational Improvement </li></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><ul><li>Process improvement </li></ul></ul></ul><ul><ul><ul><li>Portfolio, Project and Service management </li></ul></ul></ul><ul><ul><li>Tools to implement </li></ul></ul><ul><ul><ul><li>Quickbase </li></ul></ul></ul><ul><ul><ul><li>Clarity </li></ul></ul></ul><ul><ul><ul><li>Six Sigma/Business Process Management </li></ul></ul></ul>
    12. 12. ITPDS Strategic Planning & Portfolio Management Assessment & Improvement Predictable Lifecycle & Capacity Management Focus: Alignment, Prioritization, Resource Allocation Tools: Compact Planning, Clarity Focus: Standards, Efficiency, Assurance, Compliance Tools: Six Sigma, Dashboards, ITIL Focus: Prediction, Optimization, Depreciation Tools: Forecasting, Trending, Data Warehousing
    13. 13. The Problem We can’t get away with made up data!
    14. 14. The Problem <ul><li>EITS Does a LOT of stuff! </li></ul><ul><ul><li>Who?/What?/When? </li></ul></ul><ul><ul><li>That’s the problem </li></ul></ul><ul><li>We do it, but it is the right thing to do </li></ul><ul><ul><li>May not be sure! </li></ul></ul><ul><li>How do we document? </li></ul><ul><li>How do we allocate? </li></ul><ul><li>How do we plan? </li></ul>
    15. 15. The Solution – Big Picture
    16. 16. The Solution Strategic <ul><li>Consolidated Planning </li></ul><ul><ul><li>Alignment with the vision and mission of the UGA and EITS </li></ul></ul><ul><ul><li>Unified and integrated strategic and planning cycle </li></ul></ul>
    17. 17. The Path Behind -Strategic <ul><ul><li>Building the New </li></ul></ul><ul><ul><li>Learning Environment </li></ul></ul><ul><ul><li>Maximize Research </li></ul></ul><ul><ul><li>Opportunities </li></ul></ul><ul><ul><li>Compete in a Global </li></ul></ul><ul><ul><li>Economy </li></ul></ul>
    18. 18. The Solution Tactical <ul><li>Identified and Organized Services </li></ul><ul><ul><li>Describe what we do </li></ul></ul><ul><ul><li>Describe how we do it </li></ul></ul>
    19. 19. The Path Behind -Tactical <ul><li>Identify all </li></ul><ul><ul><li>Core Areas </li></ul></ul><ul><ul><li>Services </li></ul></ul><ul><ul><li>Overhead </li></ul></ul><ul><li>Get consensus </li></ul><ul><ul><li>Does everybody agree on what we do? </li></ul></ul>
    20. 20. The Solution Operational <ul><li>Consolidated tools </li></ul><ul><ul><li>Capture the data we need </li></ul></ul><ul><ul><li>Provide the analysis we need </li></ul></ul>
    21. 21. The Path Behind - Operational <ul><li>Find and learn the tool </li></ul><ul><ul><li>Try to use in-house resources </li></ul></ul><ul><ul><li>Vendor backup, not primary source </li></ul></ul><ul><ul><ul><li>Plusses and minuses </li></ul></ul></ul>
    22. 22. The Tools <ul><li>Clarity </li></ul><ul><ul><li>From CA </li></ul></ul><ul><li>Quickbase </li></ul><ul><ul><li>From Intuit </li></ul></ul>
    23. 23. Clarity <ul><li>Portfolio and Project Management </li></ul><ul><li>IT Governance </li></ul><ul><li>Organizational Alignment </li></ul><ul><li>Demand and Resource Management </li></ul>
    24. 24. Clarity Setup <ul><li>Choose between Project/Services </li></ul><ul><li>Using Projects </li></ul><ul><ul><li>Even for services </li></ul></ul><ul><ul><li>More flexible (activities/tasks) </li></ul></ul><ul><ul><li>Problems </li></ul></ul><ul><li>Reporting Structure </li></ul><ul><ul><li>Follows our core areas and services </li></ul></ul>
    25. 29. Clarity Demo <ul><li>UGA Clarity </li></ul>
    26. 30. Quickbase <ul><li>Intuit Product </li></ul><ul><li>Provides for rapid development in web based environment </li></ul><ul><li>Utilized for Workflow, Document Management, and Information Sharing </li></ul>
    27. 31. The Path Ahead <ul><li>Continual refinement/improvement </li></ul><ul><ul><li>Refine what and how </li></ul></ul><ul><li>Better organizational definition of services </li></ul><ul><ul><li>True services, not applications </li></ul></ul><ul><li>Refining organizational key processes </li></ul>
    28. 32. Lessons Learned <ul><li>Constant communication </li></ul><ul><ul><li>Receive input/Get buy in </li></ul></ul><ul><ul><li>Sell, Sell, Sell </li></ul></ul><ul><ul><ul><li>Don’t assume others are selling </li></ul></ul></ul><ul><ul><li>Continual refinement </li></ul></ul><ul><ul><ul><li>Not all service have work assigned </li></ul></ul></ul>
    29. 33. Lessons Learned <ul><li>Organizational Variations & Change </li></ul><ul><ul><li>Different sections ready for more/less </li></ul></ul><ul><ul><li>Race horse </li></ul></ul><ul><ul><ul><li>VS </li></ul></ul></ul><ul><ul><li>Plow horse </li></ul></ul><ul><ul><ul><li>VS </li></ul></ul></ul><ul><ul><li>Mule </li></ul></ul><ul><li>Only as fast as slowest group </li></ul>
    30. 34. Lessons Learned <ul><li>Change Management </li></ul><ul><ul><li>In-place from the START </li></ul></ul><ul><ul><li>Strategic and Tactical </li></ul></ul><ul><ul><li>Enforce! </li></ul></ul><ul><ul><li>Be ready for the Race Horse(s)! </li></ul></ul><ul><li>Training </li></ul><ul><ul><li>Ongoing at all levels </li></ul></ul>
    31. 35. <ul><li>If you want to get somewhere you have to know where you want to go and how to get there . Then never, never, never give up. </li></ul><ul><ul><li>Norman Vincent Peale </li></ul></ul>Lessons Learned
    32. 36. Importance <ul><li>Show one integrated approach for planning </li></ul><ul><li>Show one method to handle services </li></ul><ul><li>Understand resource requirements </li></ul><ul><li>Articulate organizational commitments </li></ul>
    33. 37. Summary <ul><li>Background </li></ul><ul><li>The Problem </li></ul><ul><li>The Solution </li></ul><ul><li>Path Ahead </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Importance </li></ul>
    34. 38. Key Information Resource Contact ITPDS Lynn Latimer: [email_address] Patrick Wagman: [email_address] ITPDS Email: [email_address] ITPDS Website http://eits.uga.edu/planning EITS Website http://eits.uga.edu/ EITS Strategic Planning Model http://eits.uga.edu/planningCycle/ Compact Planning Website http://eits.uga.edu/compact
    35. 39. Questions?

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