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Information Systems Governance
The document discusses the need for information systems (I.S.) governance at the University of Victoria (UVic). It describes how UVic previously had an outdated "mainframe" approach to I.T. and how enrolment was transitioning from traditional to marketing-based. It then outlines UVic's I.S. governance framework, principles, structure, and mandates to formally engage stakeholders in I.S. decision making and ensure strategic alignment of I.S. investments with university priorities.
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Information Systems Governance
- 1. People Process OrganizationTechnology
- 2. CAUBO 2008 Why DidUVic 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. CAUBO 2008 Legacy Glow Why DidI.S. Need Governance? Operational process improvement 20 projects @ $1,700,000 & 2,264 PD’s Service oriented culture Learning systems strategy$20,000,000 ERP implementation Strategic planning Project management office Enterprise Collaboration Strategy VoIP implementation Data centre expansion Access management
- 4. CAUBO 2008 Framework End-to-end process definingroles & ownership Practical & actionable mechanism for institutional decision- making Objectives Lots of decisions to be made Lots of decision makers involved. Challenge Define the terms of reference & structure for I.S. governance @ UVic Opportunity A governance process that works within the framework of UVic cultural needs Result
- 5. CAUBO 2008 Why usethe name Information Systems? People Processes Organization 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. CAUBO 2008 Governance Context Aligned I.S.governance will ensure our information systems investments align with the strategic directions and priorities of UVic Inclusive These investments apply to the broad university and include academic, research, and administrative computing Educated For I.S. governance to be effective it must provide timely and well understood decisions Engaged The governance process is designed to build a robust and broadly informed dialogue about key issues Connected Governance is creative debate amongst all stakeholders in the UVic community & is socialization of new ideas and changes Informed Well understood decisions with shared contributions lead to better success for all information systems initiatives
- 7. CAUBO 2008 Definition ofGovernance 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. CAUBO 2008 Governance Structure Strategic Issues Operating Issues Fit,utility, and balance Get the job done Information Systems Steering Council Permanent Standing Committees Project Leadership Committees Task Force Committees
- 9. CAUBO 2008 Four P’sof 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 Policies Plans Projects Priorities
- 10. CAUBO 2008 UVic Principlesof Governance Strategic Alignment Align information systems decisions to University’s Vision for the Future Investment Portfolio Manage the full portfolio of UVic’s information systems investments in a prudent and balanced manner Champion Commonality Create and champion common university processes and practices Leverage Capital Leverage intellectual capital across the organization Optimize Utilization Optimize utilization of UVic’s information systems resources Ensure Compliance Ensure regulatory and legal compliance Support Currency Does not interfere with existing organization structures & mandates
- 11. CAUBO 2008 Strategic AlignmentAlign information systems decisions to University’s Vision for the Future • Build University strategic planning connection into project charters • Use University strategic plan to prioritize • Engage senior campus administration (Deans, VP’s, & AVP’s) in the I.S. governance process • Customer service orientation • Create strong and deep relationships across campus • Build credibility across campus UVic Principles of Governance Plans Projects Priorities
- 12. CAUBO 2008 UVic Principlesof Governance Projects Priorities Investment Portfolio Manage the full portfolio of UVic’s information systems investments in a prudent and balanced manner • Treat all projects as an investment portfolio • Ensure benefits realization • Governance allows University to optimize balance of investments in its future
- 13. CAUBO 2008 UVic Principlesof Governance • Enterprise Data Access Protocol • University Security Policy • Recommended platforms • Thin clients Policies Champion Commonality Create and champion common university processes and practices
- 14. CAUBO 2008 UVic Principlesof Governance Policies Projects Priorities Leverage Capital Leverage intellectual capital across the organization • Engage campus community in thinking about I.S. issues collectively • Enterprise Collaboration Strategy example: • Governance process debated project charter & project plan • Achieved broadly based buy-in • Formerly independent email systems joining new system
- 15. CAUBO 2008 UVic Principlesof Governance For every initiative, the governance process needs to answer the following stakeholder questions: • Will this new initiative impact existing support? • What does is mean to me? • How do you control usage of a shared resource? • What benefits do you measure? • How do you measure benefits? Projects Priorities Optimize Utilization Optimize utilization of UVic’s information systems resources
- 16. CAUBO 2008 UVic Principlesof Governance Policies Ensure Compliance Ensure regulatory and legal compliance • External scrutiny: • Privacy impact assessments • Freedom of information act • Externalization of information systems • Senate-driven changes
- 17. CAUBO 2008 UVic Principlesof Governance Policies Plans Support Currency Does not interfere with existing organization structures & mandates • Play nice • Develop links to key governance bodies across campus • Cross-membership • New kid on the block
- 18. CAUBO 2008 UVic Principlesof Governance Principles Policies Plans Projects Priorities Strategic Alignment Investment Portfolio Champion Commonality Leverage Capital Optimize Utilization Ensure Compliance Support Currency
- 19. CAUBO 2008 Governance Mandates InformationSystems Steering Council Mandate: • Administer I.S. governance process • Represent all stakeholders • Recommend priorities • Assess degree of fit with Vision for the Future • Provide advice for resourcing & funding • Monitor progress • Assess benefits realization • Recommend policies and standards • Link to other senior committees • Guide I.S. strategic planning Permanent Standing Committees • Each committee formed to focus on specific enterprise I.S. topics • Provide federated leadership for cross-campus I.S. issues Project Leadership Committees Task Force Committees Mandate: • Create for processes • Provide input and feedback • Guide operational decisions • Ensure policy is followed • Recommend new policy Mandate: • Create for unique issues • Temporary cross-functional teams • Solve one specific issue • Dismantled after resolution achieved Mandate: • Create for projects • Provide strategic guidance • Ensure objectives are met • Resolve issues • Review risk • Approve schedule, budget, and scope changes
- 20. CAUBO 2008 Implementation Project LeadershipTask ForcePermanent Standing Information Systems Steering Council Strategic Issues Operating Issues Network Management Nova Project Leadership Workstation Standards Systems Project Review Reporting Committee Enterprise Collaboration Faculty Forum I.S. Security Nova Operations Web Services Business Continuity Research Forum Student Forum EDC II UVic Executive
- 21. CAUBO 2008 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
- 22. CAUBO 2008 ISSC CommitteeMembership 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
- 23. CAUBO 2008 Governance IssuesList Information Systems Steering Council • Single source for all administrative data • Who owns the data • How they are expected to manage the data • How we share the data • Policy for managing access to centralized data • Shadow database prevention • Process to approve or reject • Several in use on campus • Trends in the industry • How UVic should be positioning itself • What do students & faculty want? • How to integrate with other teaching, learning, & research technologies • Federated model for integrating the work of several Web Services units across campus • ISSC shaped the design of the model and contributed to setting goals • Where should central I.S. set standards? • Where should central I.S. recommend standards? • Where should central I.S. keep out? • Set the guidelines for central I.S. involvement in University affairs • Need a desktop standards policy for computers, printers, & PDA’s • Evergreening policy TBD • “Recommended Platforms” task force • ISSC shaped the terms of reference • Implementing portal & content management • Deep impact to web strategy • Impacts constituents throughout campus • ISSC informed & engaged about value created and change transformation • New imaging software • Integrate with our administrative systems • Non-trivial investment in software & associated processes and technologies • Engage ISSC in scope, breadth, & depth discussions • Need an information systems security policy for UVic • I.S. security audit emphasized demand for security processes and policies • ISSC contribution includes content contributions & diplomatic support • Policy issues related to content created on university sponsored wikis, blogs, & ad supported free products • ISSC to have informed debate about potential vs. issues • How should we be organized to leverage the ERP systems after the project winds down? • How can we maintain momentum? • How should we be structured to tackle new opportunities? • Hold open discussion at the ISSC about potential changes • Growing interest across campus for a system to manage Faculty CV’s • ISSC approved project charter to plan a potentially risky but important initiative • Moving towards a single identity for access to all information services at UVic Several challenges • Secondary identities • Legacy identity management systems • ISSC review of the non-technical issues and potential resolutions • Chargebacks create inappropriate behaviours • Migrate away from chargebacks but recognize the need to carefully plan the change. • How do we evolve away from chargebacks & engage the campus appropriately? • Software licensing vigilance • Vendors changing licensing policies • ISSC discuss processes to be developed • Look at new opportunities for leveraging site licenses for improved economies of scope and scale • Mission statement and role definition for the campus Enterprise Data Centre (EDC) • 950 processors, a terabyte of data and a tripling growth curve • Central to the success of information systems at UVic • ISSC engagement & guidance 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
- 24. CAUBO 2008 What doesI.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
- 25. CAUBO 2008 Governance andI.S. Strategic Planning Vision We will be the very best provider of information systems in the entire Canadian university community. 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. Mission
- 26. CAUBO 2008 Strategic Choices Clientservice We will create positive relationships and experiences with all our clients by working collaboratively across the institution. Systems governance CASS will help the university to create a decision-making process for information systems projects, policies, and plans that engages key decision-makers from across campus. Strategic planning We will understand our strategic choices in the post-Nova world, decide on the appropriate choices, and plan for their execution. Nova is #1 CASS will deliver Project Nova on time, on schedule, on budget. Project management discipline We will implement a flexible project management process that ensures governance needs for fit, utility, and balance are met. Leadership CASS will create clarity in our decision-making processes and we will have the courage to make decisions and live up to those decisions. Process driven organization We will organize CASS by processes that make sense to our clients and we will continuously improve our operational processes. Unify security, privacy, & identity Security, privacy, and data stewardship will be emphasized and strengthened by developing mutually supportive processes. Standardize services We will create a cohesive and understandable set of services to deliver to our clients. Competitive market In areas of our choosing, we will compete successfully with all non-CASS internal and all external providers of information systems. In all other areas where mutuality of interest exists we will partner with non-CASS service providers. “Information Services” not “I.T.” CASS’s role is not about just technology – our information systems are implemented and managed through a successful merging of people, process, organization, and technology. Best & brightest people We will recruit and retain the best information systems staff and we are dedicated to continuously growing them to be the best and brightest in the industry.
- 27. CAUBO 2008 Impacts • Governancedrives or influences: – Organization structure – Key projects – Architecture – Project & portfolio management – Access management
- 28. CAUBO 2008 Governance &Organization UVic Online Network Services CASS Processes Computing Services Client Services Project Nova Office of the CIO
- 29. CAUBO 2008 Governance &ERP Portal Core Admin Services Finance Facilities HR Student Advance Basic Services Security Groups Content Channels Integrator Support Services Workflow Imaging Reporting Data New New New New New Vendor Products Canadian Universities UVic Enhancements 3rd Party Products Single Sign On
- 30. CAUBO 2008 Governance andArchitecture • Desktop multiculturalism • Anyplace desktop • Enterprise messaging • Identity management • Student lifecycle services • Single point of contact • Service catalog
- 31. Control Mechanisms Steering Committee Role Project Flow Portfolio assessment • Priorities •Risk • Strategic fit Status reporting Fiscal budget Risk plan Scope Resource plan Schedule Quality plan Communication plan Vendor management Base budget Support resources Benefit measures Governance & Project Lifecycle Initiation Planning Execution Closure Asset Maintenance Reject Approval Not Needed Review Charter Cancel Not Successful Monitor Status Approval Continue Execution Not Accepted Accepted Review Deliverable s Reject Not Sufficient Review Plan Approval Plan Project Document Implement Plan Revisions Progress Shutdown Project Final Product Maintain Asset Initiate Next Phase New Project Work Support Work Benefit Realization Issue log Change control Develop Project Charter Document Needs
- 32. CAUBO 2008 Faculty Forum Informationsharing through collaborative discussion Deliverables
- 33. CAUBO 2008 Web ServicesCommittee • 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 Web Services Library Faculties UVic I.S. Communications Marketing Research Registrar & Enrolment Services Continuing Studies • Resolve issues amongst constituents & escalate issues to the ISSC • Develop an architecture plan for institution-wide web services • Initiate, recommend, monitor, and close web services projects • Develop strategies on how to keep our web presence up-to-date
- 34. CAUBO 2008 Network ManagementCommittee • Decentralized culture + autonomy • Many I.S. organizations – Shared heating system – Shared network
- 35. CAUBO 2008 Student InformationSystems Forum • Listen to our customers
- 36. CAUBO 2008 ERP LeadershipCommittee • $20M ERP project – On budget – On time – In scope
- 37. CAUBO 2008 Project ReviewCommittee • The governance router
- 38. CAUBO 2008 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
- 39. CAUBO 2008 Evolutionary Milestones Ti m e T i m e Maturity New Leader Proposal White Paper Review Committee First Meeting First Project First Policy Strategic Planning Benefits Realization
- 40. CAUBO 2008 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.
- 41. CAUBO 2008 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
- 42. People Process OrganizationTechnology mroman@uvic.ca http://cass.uvic.ca