This document provides an overview of IT@MIT's technology strategy and roadmap. It discusses moving from an IT-enabled service model to one focused on developing intuitive, mobile, self-service applications. It proposes transforming IT@MIT to be faster, more agile, service-oriented, and innovative. Key aspects of the transformation include adopting enabling services, different development paces, bi-modal development, DevOps practices, and a hybrid cloud model. The vision is for IT@MIT to modernize systems and empower the MIT community to more easily create new digital services and platforms. Proof-of-concept projects are proposed to validate components of the new platform-based ecosystem strategy.

1. IT@MIT Technology Strategy &
Roadmap Overview
September 2014
DRAFT v0.1

2. Lifecycle IT
Portfolio
Management
& Investment
Strategy
Retire
(Reallocate)
Innovate
(Invest)
Manage
(Seek efficiencies)
Deploy
(Invest)
Mission
Critical
Potential
Mission Critical
Differentiating
(or Closing a Modernization
Gap)
Non-Differentiating
(or Compliance
Activity)
Discovery, Pilot, or
Sandbox
Deploy-at-Scale, Grow,
Replace, or Modernize
Run, Maintain, or Optimize
Sunset or Alternatively
Source
Software Development Funds GIB Funding
GIB Funding, or Deferred
Maintenance Funds
IT Modernization Funds,
Infrastructure Modernization
Funds, or TNSC Funds
“INSTITUTIONAL” IT@MIT PORTFOLIO*
* The “Institutional” IT@MIT
portfolio includes all IT systems,
services, & infrastructures that are
provided for Institute-wide use.

3. Major Changes in Technology Are
Pushing IT into a “Third Age”
Focus Technology Processes Digital Services
Capabilities
Programming, system
management
IT management, service
management
Digital business models
Engagement
Isolated, disengaged
internally and externally
Treat internal community as
customers, unengaged with
external community
Treat internal community as
partners, engage external
community
Outputs and
Outcomes
Sporadic automation and
innovation, frequent issues
Services and solutions,
efficiency and effectiveness
Digital services and user
experience innovation
IT Craftsmanship IT Industrialization Digitalization
Most of the world is here
ADAPT
ENGAGE
CREATE
IDEATE
OFFER
MONETIZE
Major Changes
 Commoditization
 Productization
 Consumerization
 Social/Mobile/
Cloud/Big Data

4. Transformation Required for IT@MIT
From To
IT-enabled services that still look and feel
as fresh as the late 1990s
IT services developed and packaged for
intuitive, mobile, self-service use
Individual IT units that struggle to keep
pace with the evolving needs of their
respective constituency groups
A thriving ecosystem of IT service
providers – enabling DLCs, faculty,
researchers, students, and staff to easily
create new services and platforms
IT projects that take too long – and cost
too much – with overreliance on
sequentially-paced “waterfall”
development methodologies
Skillful use of fast-paced “agile”
development methodologies, and
automated deployment processes
The effects of a long history and culture of
“making” things – which tends to favor
“building-over-buying” – even for non-
differentiating services
Reducing development overhead by
providing software-as-a-service, platforms,
APIs, and other open features that can be
easily extended by IT service providers
within the MIT community

5. Transforming IT@MIT
IT@MIT should be seen by its constituents as:
Fast
 Days/weeks
 Prompt, reliable
response
Agile
 New technologies
 Unexpected needs
 The variety of MIT
Service-Oriented
 Simple, elegant,
useful services
 Engaging user
experience
 Self-service
Innovative
 New and creative
 Enabling high
velocity innovation
across MIT

6. 2020 Vision for IT@MIT
MIT’s 2020 IT Vision has two
complementary and mutually
supporting elements:
• IT excellence through
modernization; and
• A strategic focus on
enabling members of the
MIT community to innovate
IT services in response to
the diverse needs of their
respective research,
education, student life, and
administrative functions.
What it means:
• IT services will be packaged for intuitive, mobile, self-
service use
• Faculty will be able to leverage APIs and data to create
new services and platforms for teaching and research
• Students will be able to leverage APIs and data to create
new applications and sites by properly using institutional
data that can be made available to them
• DLCs and administrative units with suitable capability will
be able to independently create new services and
platforms that address their specific needs
• DLCs and administrative units in need of greater
assistance from IS&T will be better served by IS&T’s
enhanced capacity
• Individual members of MIT’s increasingly global
community will be able to create new data and
applications
• IS&T will have greater capacity for supporting
innovation

7. Portfolio of Enabling Services
Technology Developer
/ Creator Support
Services
Enterprise System
App. Programming
Interface (API)
Services
Rapid End-User
Solution
Development Services
Business Intelligence
& Information
Management Services
Business Process
Support Services
Workplace Support
Services
Portal and Web
Publishing
Services
Creator & Consumer
Support
Services
Infrastructure
Services
Digital Content and
Document Storage
Services

8. Five Features of the New IT@MIT
Operating Model
1. Enabling
Services
2. Pace Layering
3. Bi-Modal
Development
4. DevOps 5. Hybrid Cloud

9. 1. Enabling Services
• ser•vice: Comprehensive combination of tools and capabilities: there when needed, easy to
use/“consumer ready”
• en•ā•bling: Empowers a community member to easily build something useful and/or innovative
Students learning and
experimenting
Faculty teaching and
communicating
Researchers analyzing &
discovering
Institute staff serving
the community

10. Life Without Enabling Services
Without the enabling services, members of the community must each solve a variety of
technical problems before they can focus on their core challenge.
Servers
Storage
Multiple cloud service providers
Development tools
Testing
Security

11. 2. Pace Layering
Developing and managing systems differently based on user needs:
Daily or Weekly
Monthly or Quarterly
Semi-annual Changes
to Base Code Sets
Pace of Changes:

12. 3. Bi-modal Development
The ability to use different development approaches as appropriate:
Waterfall/Se
quential
Governance
Change
Agile/Iterativ
e
Systems of Record
Systems of
Differentiation
Systems of Innovation
Design driven
by user
experience

13. 4. Pairing “DevOps” with “Agile”
Admin Units & DLCs Developers Operations
Adopting Agile development
methodologies removes this
barrier, and engages business
unit staff in short iterative
sprints – incrementally
developing and expanding
functionality
Embracing DevOps culture
& principles removes this
barrier, and engages ops
staff in automating and
accelerating the
release/deployment of
new (or updated) apps
Traditional “Waterfall” app
development processes create a
time & space barrier between
business unit staff and developers
Traditional app testing, release, and
deployment processes create a time
& space barrier between developers
and ops staff
Leveraging Agile & DevOps Methodologies, Cultures, & Principles to Boost Productivity

14. 5. Hybrid Cloud
MIT-built services and solutions run in the public cloud, and/or MIT’s private cloud, as do third-party
solutions used by MIT
Traditional
IT
MIT’s
Private
Cloud
Public
Cloud
“Hybrid”
Cloud
IT Units Acting
as Providers and Brokers

15. Cloud Services Broker
IT
Service
Consumption
Customer
Traditional
On-premises
Private Cloud
Cloud Provider 1
Cloud Provider 2
Cloud Provider 3
Outsourcer
Public Cloud
IT Service Broker

16. Adopting a “Cloud-First” Approach
• Cloud services should be the first
option for new services and for
replacing legacy services
• When evaluating solutions, favor
those that can be run on cloud
infrastructure
• Select services that run as high up
the stack as possible – selecting
SaaS over PaaS and PaaS over
IaaS
• Develop and apply rigorous data
classification and security
safeguards
• Give strong preference to services
with robust sets of APIs
Software-as-a-Service
(SaaS)
Platform-as-a-Service
(PaaS)
Infrastructure-as-a-Service
(IaaS)
On-Premises
Solutions
Flipping the IT Portfolio

17. Modernizing Educational and Administrative Systems
Pre-1997
Classic Best-of-Breed
1998-2014
Modern ERP Suites
After 2014
Hybrid ERP
GL, AP,
FA
Package
Procurement
Custom
HR
Package
Payroll
Outsourced
Student Records
Custom
Mainframe
Admissions
Custom
Mainframe
Financial Aid
Custom
Mainframe
Proc AP FA
HR PR GL
Adm SF FA
SR
Data Warehouse
HR/PR Procurre-
ment
Talent
Mgmt
Recruit-
ing
T&E
SF
SR
FA
Adm
Public and/or private cloud
Data
Ware-
house
Integra-
tion
Core
ERP: GL,
FA
Student Financials
Custom
Mainframe

18. IT@MIT Ecosystem
An ecosystem of integrated technology tools and capabilities based on next-generation technology
will deliver the enabling services and support the work and innovation of the MIT community:
Legacy
applica-
tions
Applica-
tion
Develop-
ment
and Life
Cycle
API
Manager
Cloud-
based
Data-
base and
Mgmt
BPM &
Work
flow
User
Exper-
ience
and Web
Content
Mgmt
BI and
Analytics
External
SaaS
Applica-
tions
Cloud Management Platform Self-Service Portal
Business and Academic Applications
Cloud Management Platform
Public Cloud Server Virtualization Private Cloud Server Virtualization
Public Cloud Physical Infrastructure Private Cloud Physical Infra
Mobile
Integra-
tion
(on-
prem
and
cloud)

19. Building the Ecosystem
Legacy
applica-
tions
Applica-
tion
Develop
-ment
and Life
Cycle
API
Manager
Cloud-
based
Data-
base and
Mgmt
BPM &
Work
flow
Web
Content
Mgmt
BI and
Analyt-
ics
External
SaaS
Applica-
tions
Cloud Management Platform Self-Service Portal
Business Logic
Cloud Management Platform
Public Cloud Server Virtualization
Private Cloud Server
Virtualization
Public Cloud Physical Infrastructure Private Cloud Physical Infra
Relatively complete solution Parts of solution in production Not started or experimental
To reach the end-state, MIT can leverage existing tools and skills. New components will be added
over time.
Mobile
Integra-
tion
(on-
prem
and
cloud)

20. Proof-of-Concept Projects:
Validating Key Components of Our Proposed Platform-based Ecosystem Strategy
Application & Integration Platforms (APIs & Cloud Middleware)
- APIs for MITSIS Student Accounts - Knowledge Base API as a Drupal Extension
- APIs for MITSIS Academic Records - Mendix Application Development Platform
- APIs for Mobile Apps - SAP APIs for Summer Session Faculty Effort App
- OpenID Connect for Authentication - Shibboleth Delegated Authentication for Touchstone
- WSO2 as API Management Platform - Integration Platform Service using SAP Process Orchestration/Integration
On-Premises – Legacy “As Is”
Systems & Systems-of-Record
- “As Is” use of SAP as a System-of-Record
Platform for the Summer Session Faculty Effort
App, & for the IS&T Vacation App
- “As Is” use of MITSIS as a System-of-Record
Platform for the Membership App, & for the
Gradebook App
Private Cloud – New Systems &
Services
- Cognos Multi-tenant Platform
- Self-Service Private Cloud Platform using
Openstack
Public Cloud New Software-
as-a-Service (SaaS) System
- Dropbox Net-gen Storage Services Platform
Locally
Developed
Apps
Locally
Developed
Apps
Locally Developed Apps
- Integration of Class Membership Service
with Sloan’s Active Directory using MITSIS
APIs
- Vacation Tracking App for IS&T
- CSAIL P-Card Receipt App using Mendix &
SAP APIs
- RLE Lab Management App using Mendix
& SAP APIs
Centrally
Developed
Apps
Centrally
Developed
Apps
Centrally Developed Apps
- iPad MIT App using Mobile APIs
- Room Inventory App using Mendix
- Reduced Load Petition App using Mendix
- HR Compensation App using Mendix
- Metadata Management System App
- Integration of Gradebook & Class
Membership Apps with MITx using MSF
APIs
- Timesheet App using Mendix & SAP APIs
3rd Party
Developed
Apps
3rd Party
Developed
Apps
3rd Party Developed Apps
- Summer Session Faculty Effort App
using SAP APIs
Note: An application programming interface (API) is an architectural construct for controlling the sharing of content
and data between applications, systems, and platforms.
Apps
APIs &
Platforms
✔ ✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔

21. Collaborate with IT Service Providers on
Four Types of Initiatives
Initiatives to Nurture and Grow Existing Enabling Services
Initiatives to Launch New Enabling Services
Initiatives to Modernize Administrative & Educational
Systems
Initiatives to Improve IT Unit Capabilities

22. Types of Projects within Each Initiative
Nurture and Grow
Existing Enabling Services
Launch New Enabling
Services
Modernize Administrative
& Educational Systems
Improve IT Unit
Capabilities
1. Share MIT API &
Reusable Code
Repositories
2. Mature Rapid
Development
Service
3. Automate MIT
Infrastructure as a
Service
4. Extend & Integrate
Web Publishing
and Hosting
5. Enhance Data
Management and
Business
Intelligence
1. Research
Computing Shared
Services
2. Content
Management
Services
3. Cloud-Based
Email, Office
Productivity, &
Collaboration Tools
4. Support Services
for IT Service
Creators
1. Projects to Improve
Decision Making
2. Administrative
Systems
Modernization
3. Education Systems
Modernization
4. Data Warehousing
& Analytics
Modernization
1. Training to Close
Skills-Gap
2. Agile Service Dev.
& Support Teams
3. DevOps Practice
Development
4. Develop Project
and Portfolio
Management
(PPM) Capabilities
5. Establish Initial
Enterprise
Architecture

23. Initiative Impacts Should Help Inform
Priority Setting
Low Impact/Low Contribution
High Impact/Low Contribution
Low Impact/High Contribution
High Impact/High Contribution
Contribution To Growth of IT@MIT Ecosystem
Direct
Impact
on
MIT
Community
Priorities
Quick Wins
Not Done
 MIT API & Reusable Code
Repository Initiatives
 Rapid Development Service
Initiatives
 Data Management and Business
Intelligence Initiatives
 Support for IT Service Creators
Initiatives
 Administrative & Education Systems
Modernization Initiatives
 MIT Infrastructure as a Service
Initiatives
 Agile Service Dev. & Support Teams
Initiatives
 Portfolio Management Capabilities
Initiatives
Foundational
 Content Management Initiatives
 Cloud-Based Email, Office
Productivity, & Collaboration
Tool Initiatives

24. 2015
2014 2016
Roadmap and Major Milestones
2017
 Service Consulting/Support Team
 Agile Development Team
 API & Reusable Code Repositories
 Rapid Dev. Service Mature
 Infrastructure
as a Service
 Web
Publishing &
Hosting
Expansion
 Email & Productivity
(Google & Microsoft)
 Content Mgm’t
(Objects)
 HR/Fin/Pro Rollout Plan
 HR/Fin/Pro POC
 HR/Fin/Pro Market Scan
 PPM Team
 Edu Sys Rollout Plan
 Edu. Sys. POC
 Edu. Sys. Market
Scan
 Academic
Sys.
 Admissions Svc.
 Student Finance Sys.
 Meta & Master Data Mgmt
 Data Hub
 Data Analytics Service
 Rapid Dev. Project A
 Rapid Dev. Project B
 Content Mgm’t
(Dropbox MIT-
Wide)
 Content Mgm’t
(Video Platform)
 MIT App Dev SDK
 Helpdesk Interface
 ServiceNow – Request Portal
 ServiceNow
Full Rollout
 Error Handing

25. Transformation of IT @ MIT
Distributed IT Capacity
for New Projects
Central (IS&T) Capacity
for New Projects
Central (IS&T) Capacity
Consumed "Keeping-
the-Lights-On"
The expansion of IS&T, DLC, and administrative unit capacities for
innovation will be facilitated by the adoption of open APIs and “platform-
based” models that are designed to create and connect ecosystems of
diverse participants as producers and consumers of IT services.

26. Strategic Planning Timeline
Jan-Jun
• Listening Tour &
Community
Engagement
(Consensus
Vision, Goals, &
Guiding
Principles)
Jul-Aug
• Formulate
Findings &
Develop
Strategies for
Realizing the
Vision
Sep-
Oct
• Community
Engagement in
Finalizing IT
Strategies
Nov-
Dec
• Approval of IT
Strategic Plan &
Publication of
Implementation
Roadmaps
✔
• Consult IT Leaders, IT Partners, SIPB, & ISTAB
• Consult IT governance and advisory committees
• Consult key IT@MIT stakeholders
• Solicit community feedback
✔

27. Questions, comments, or
suggestions?

28. IT@MIT Communications
Strategy & Roadmap Overview
September 23, 2014
DRAFT v0.1

29. Four-Part Communications Roadmap
Create Clarity within IT
Teams
Governance Committees Engaged in 2-Way
Interactions with Constituencies
Nurturing the IT Service Provider Ecosystem
Sustaining Transparency & Clarity within IT Teams
Community
Awareness
Community
Awareness
Community
Awareness
Fall Winter Winter
Fall
Summer
Spring
2014 2015 2016
Governance Committees
Engaged in 2-Way Interactions
with Constituencies

30. Communication
Activity
Purpose/Key Message Intended Result
By
Whom?
Timing Media
IS&T Managers & Staff
1. IT@MIT Strategic
Plan & Document
Review
Explain strategy in detail
and review the draft
document
Obtain feedback and
recommendations
· VP IS&T September
· Overview
presentation
· Manager
Meetings
· Staff Q&A
Sessions
· Email
Feedback
MIT’s IT Leaders Group & IT Partners Group
2. IT@MIT Strategic
Plan & Document
Review
Explain strategy in detail
and review the draft
document
Obtain feedback and
recommendations
· VP IS&T September
· Overview
presentation
IT Governance Committee and Subcommittees
3. IT@MIT Strategic
Plan & Document
Review
Review the draft
document
· Listen, learn, and
refine the strategy
· Obtain
endorsements
· VP IS&T October
· Draft
document
· Overview
presentation
MIT Community
4. IT@MIT Strategic
Plan Announcement
Inform the campus that
the IT strategy has been
developed and invite
feedback
Create awareness and
obtain feedback
· Co-
Chairs
ITGC
November
· Future of
IT@MIT
website
Awareness-Building & Feedback-Gathering

31. Building
Clarity
within
IS&T
Communication
Activity
Purpose/Key
Message
Intended Result By Whom? Timing Media
Fall
1. IS&T senior
manager meetings
Share updates and
information on
IT@MIT Strategic Plan
Engage staff in a
dialogue to create
awareness, gather
feedback, and gain
buy-in
· VP IS&T September Meeting
2. IS&T All Hands
Share updates and
information on
IT@MIT Strategic
Plan, PoC outcomes
Engage staff in a
dialogue to create
awareness, gather
feedback, and gain
buy-in
· VP IS&T
· IS&T Staff
· Community
Partners
September · Meeting
3. Intra-Directorate
All Hands
Discussion on the
application of the IT
Strategic Plan – “what
does it/could it mean
for us?”
Engage staff in a
dialogue
· IS&T
Directors
October · Meeting
4. Charter Affinity
Groups
Design IS&T Affinity
Groups: desired
outcomes, support
needs, and champions.
Engage staff and
increase
empowerment
· IS&T Staff October
· Web
· Email
· Wiki
5. Affinity Groups
Meet
Facilitate peer-led
collaboration groups.
Engage staff and
increase
transparency
· IS&T Staff November+ · Meeting
Winter
6. Transition to
twice a year All
Hands meetings
Create room for
different staff
engagement activities
with different formats
More adaptable and
flexible large group
activities
· IS&T Staff January · Variable
7. “Notes from
John”
VP blog that gives
insight into what he
finds of interest, is
reading, excited about,
finds compelling, etc.
Engage staff and
increase
transparency and
buy-in
· VP IS&T January start · Blog
Year-round: Leverage Existing Tools/Channels
8. Pipeline Update
Share changes to IS&T
service offerings
Create awareness
· Customer
Support
Weekly · Email
9. Digital Signage
Share news, updates,
staff accomplishments,
and milestones
Create awareness
and encourage
transparency
Continuously · Displays
10. Email
Primary channel for
staff communications
and updates
Variable · All
Continuously
· Email

32. Proposed
Governance
Communications
Communication
Activity
Purpose/Key Message Intended Result
By
Whom?
Timing Media
IT Governance Committee (ITGC)
1. Progress Reports
– IT@MIT Strategic
Plan
Inform Provost, EVPT,
and Academic Council of
implementation status,
and report on any
adjustments to the plan
Leadership sync-
up, and obtain
any additional
guidance
· Co-Chairs
ITGC &
VP IS&T
Annually, Fall
· Status report
presentation
2. Progress Reports
– IT@MIT Strategic
Plan
Provide updates for the IT
governance
subcommittees, IT
Leaders Group, and the
MIT community
Informed · VP IS&T Annually, Fall
· Future of
IT@MIT
website
3. Summaries of
ITGC decisions and
actions
Inform IT governance
subcommittees, IT
leaders, and key
stakeholders of ITGC
decisions and actions
Informed
· Co-Chairs
ITGC
Following each
meeting
· Email
summary
IT Governance Subcommittees (ASC2, SSSC, MITCET, CRC, & ITPC)
4. Proposed
Roadmap &
Portfolio
Adjustments
Explain the recommended
program roadmap and/or
portfolio adjustment(s) to
the subcommittee’s
impacted constituency
group
Obtain feedback
· Chair(s)
· IT
Liaison
Triggered by
timing of
recommended
changes
· Roadmap &
portfolio
documents
· Proposal
presentation
5. Progress Reports
– Project &
Program Outcomes
Inform impacted
constituency groups and
key stakeholders of
progress, and report on
any adjustment to plans
Constituency
group sync-up,
and feedback for
fine tuning the
plans
· Chair(s)
· IT
Liaison
Semi-annually,
Fall & Spring
· Roadmap &
portfolio
documents
· Status report
presentation
6. Progress Reports
– Roadmaps &
Portfolios
Inform ITGC of
implementation status,
and report any
adjustments to plans
ITGC sync-up,
and obtain any
additional
guidance
· Chair(s)
· IT
Liaison
Annually, Spring
· Roadmap &
portfolio
documents
· Status
presentation

33. Nurturing
the IT@MIT
Ecosystem
Activities/Initiatives
Purpose/Key
Message
Intended
Result
By Whom? Timing Media
IT@MIT Leaders
1. IT@MIT’s GitHub
Announcement
Inform all IT
service providers
and developers
that an enterprise
version of GitHub
has been
implemented
Awareness,
adoption, and
commitment to
champion the
use of MIT’s
GitHub instance
· VP IS&T
· Leaders of all
IT@MIT teams
September
· Email
· GitHub
presentation
2. “How to” Guides for
IT@MIT’s GitHub
Provide self-
service
instructions for
using MIT’s
GitHub service
Eliminate
barriers to
adoption and
use
· IS&T
Leadership
Team
September
· Email
· Website
· Youtube
videos
Creators & Consumers
3. Community Forums
Enable peer-to-
peer support.
Self-service and
community
· Customer
Support
Begin
September
· Web
Creators
4. Engagement in Social
Coding
Nurture and
expand the
diverse ecosystem
of developers
Enhance and
accelerate code
development
processes
· Creators/
· Developers
On-going · MIT’s GitHub
5. Creator Community Site
“developers.mit.edu”
Central hub for
creator resources
Eliminate
barriers to
adoption and
use
· IS&T
Begin
October · Web
Consumers
6. Service Catalog:
Email Forwarding
Automated in ServiceNow
Provide a working
proof of concept
to allow
consumers to
easily change
email forwarding
Enhanced self-
service options
· Operations &
Infrastructure
· Customer
Support
September
· Web
· News
7. Service Catalog:
Request Fulfillment
Optimize and
automate self-
service requests
in a new portal
Self-service
· Operations &
Infrastructure
· Customer
Support
Agile
releases
Fall/Winte
r 2014
· Web
IS&T Staff, MIT Community
8. Social Media Best
Practices
Dynamic, multi-
channel
communication
Increase
Community
engagement
· Customer
Support
· IS&T
Administration
Begin
September

34. Questions, comments, or
suggestions?

35. IT@MIT Transformation Risks
September 23, 2014
DRAFT v0.1

36. Net Risks
High
Low
Low High
Likelihood
Impact
of
Risk
Perceived as
Shift of
Work (&/or
Costs) from
IS&T to
Others
IT Staff
Unable to
Make the
Mindset &
Skillset
Shifts
Communication
Extensive Retraining & Retooling; Badges: & Recruit Top Talent
Ineffective
Management
of APIs
API Management Platform & Processes
Gov &
Steering
Cmts Fail
to Embrace
Strategies
Unable to
Create a
Thriving
Ecosystem of
Service
Providers
Uneven
Community
Readiness
(Capability)

37. IT@MIT Governance &
Investment Models
September 23, 2014
DRAFT v0.1

38. IT@MIT Governance Roadmap
Level 1
• Transparency of decision
making
• Roadmaps for service & system
groupings
• Initial allocations of IT
modernization investments
• Defining characteristic:
Investment/governance
processes are typically ad hoc
(or egalitarian), reactive, &
limited to IS&T-supported
services, systems, &
infrastructure
Level 2
• Institute-wide IT inventory &
assessment of capabilities
• Awareness of admin unit &
DLC needs & priorities
• Project selection &
prioritization criteria
established
• Executive sponsor oversight
applied on a project-by-project
basis
• Defining characteristic:
Investment/governance
processes are typically at the
project-level (and focused on
project milestones) instead of
at the program-level (and
focused on programmatic
outcomes)
Level 3
• IT policy & data governance
processes established
• Institutional IT portfolios
defined & established
• Processes established for
lifecycle management of
mission-critical & non-mission-
critical, and differentiating &
non-differentiating systems &
services
• Processes established for
investing in efforts of cross-
functional innovation teams
• Processes established for post-
implementation reviews for
major programs
• Two-way communications
established between
governance committees &
constituency groups
• Defining characteristic:
Investment/governance
processes are typically at the
program-level
Project-
centric
Strategic
2014 - Current
2017 - Target

39. Lifecycle IT
Portfolio
Management
& Investment
Strategy
Retire
(Reallocate)
Innovate
(Invest Resources)
Manage
(Seek Efficiencies)
Deploy
(Invest Resources)
Mission
Critical
Potential
Mission Critical
Differentiating
(or Closing a Modernization
Gap)
Non-Differentiating
(or Compliance
Activity)
Discovery, Pilot, or
Sandbox
Deploy-at-Scale, Grow,
Replace, or Modernize
Run, Maintain, or Optimize
Sunset or Alternatively
Source
Software Development Funds GIB Funding
GIB Funding, or Deferred
Maintenance Funds
IT Modernization Funds,
Infrastructure Modernization
Funds, or TNSC Funds
Reinvest freed-up resources
“INSTITUTIONAL” IT@MIT PORTFOLIO*
* The “Institutional” IT@MIT portfolio
model could be used for all IT systems,
services, & infrastructures that are
designed for Institute-wide use.
Innovation
Teams
Production
Service Delivery
Teams
Optimization
Teams

40. MIT IT Por olio
DLC
IT leaders
IS&T
IT Leaders
IT
@
MIT
Ins tu onal Local
End User Equip &
Support
Processes &
Workfllows
Applica ons &
Data
APIs & Pla orms
Security
Middleware
Data Centers
Networking &
Communica ons
MIT IT Governance
IT Governance Commi ee (ITGC)
ASC2 SSSC MITCET CRC FITP
EVPT Provost
Ins tu onal Processes
Integrated &/or Shared
Apps & Data
Payroll
Service
Provider GIB
So ware
Alloca on
Key: Example Services Funding Sources
Local Processes
Local Apps, Extensions, &
Data Research
Instruments
DLC Opera ng
Funds
Extramural
Funds
Technology-enabled Learning & Collabora on
ISTAB
SIPB
IT Partners
Locally Provisioned
Unique Infrastructure
Experimental
Networks
DLC Opera ng
Funds
Extramural
Funds
Data Center Services
Ins tu onally Provisioned
Shared Infrastructure
Iden ty & Access Management
Backbone
Network
Service
Provider GIB
Infrastructure
Alloca on
Data Warehouse, Repor ng & Marts
MIT IT Opera onal
Management
Systems of
Record
GradApply
SAP HR
Sloan
Sharepoint
OPA
COEUS
New Operating
Model for
IT@MIT
• ASC2: Administrative Services
Coordinating Committee
• SSSC: Student Services
Steering Committee
• MITCET: MIT Committee on
Educational Technology
• CRC: Committee of Research
Computing
• FITP: Faculty IT Policy
Committee
• ISTAB: IS&T Student
Technology Advisory Board
• SIPB: Student Information
Processing Board