1 Building Collaborative Administrative Systems Governance Tuesday, May 17, 2005 4:20PM Grays Peek...

1

Building Collaborative Building Collaborative Administrative Systems Administrative Systems

GovernanceGovernance

Tuesday, May 17, 2005Tuesday, May 17, 20054:20PM Grays Peek III4:20PM Grays Peek IIICUMREC 2005 Conference, Keystone, COCUMREC 2005 Conference, Keystone, COColin Currie, Princeton UniversityColin Currie, Princeton [email protected]@princeton.edu

Copyright Colin Currie, 2005. This work is the Copyright Colin Currie, 2005. This work is the intellectual property of the author. Permission is intellectual property of the author. Permission is granted for this material to be shared for non-granted for this material to be shared for non-commercial, educational purposes, provided that this commercial, educational purposes, provided that this copyright statement appears on the reproduced copyright statement appears on the reproduced materials and notice is given that the copying is by materials and notice is given that the copying is by permission of the author. To disseminate otherwise or permission of the author. To disseminate otherwise or to republish requires written permission from the to republish requires written permission from the author. Thank you.author. Thank you.

2Copyright 2005, Colin CurrieCopyright 2005, Colin Currie

BackgroundBackground• In the past several years, Princeton In the past several years, Princeton

University has adopted and refined a University has adopted and refined a collaborative process for identifying, collaborative process for identifying, structuring, prioritizing, and scheduling all structuring, prioritizing, and scheduling all of our administrative systems projects. We of our administrative systems projects. We have a three-tiered approach that engages have a three-tiered approach that engages functional users, process and policy functional users, process and policy owners, and senior executives to owners, and senior executives to collaboratively agree on the administrative collaboratively agree on the administrative system priorities for the University. The system priorities for the University. The best part is that it works extremely well.best part is that it works extremely well.


AgendaAgenda• Bridging a ChasmBridging a Chasm• Creating Balance at Princeton: PMT, Creating Balance at Princeton: PMT,

ASPG, SAGITASPG, SAGIT• Project Portfolio & Resource GanttsProject Portfolio & Resource Gantts• System Selection ProcessSystem Selection Process


Princeton UniversityPrinceton University

44thth oldest college in the United States oldest college in the United StatesWas once the capitol of the U.S.Was once the capitol of the U.S.700+ faculty, 4,600 UG, 2,000 Grad700+ faculty, 4,600 UG, 2,000 Grad


OIT at PrincetonOIT at Princeton


OIT at PrincetonOIT at Princeton

By IT Function: 280.5 FTE Total

IT Inf rastructure18%

Printing & Mailing7%

Research & Academic Support

12%

Admin Systems Support19%

Finance Adminstration & Planning

9%

Telecommunications8%

Customer Support Services

27%

Central to the University


AIS at PrincetonAIS at Princeton• 57 people.57 people.• Central implementation, maintenance, Central implementation, maintenance,

and support for 33 administrative and support for 33 administrative applications.applications.

• 3 groups: Packaged, Custom, Warehouse3 groups: Packaged, Custom, Warehouse• Report into central OIT CIO.Report into central OIT CIO.• Maintain primary points of contact with Maintain primary points of contact with

all functional office customers.all functional office customers.• Annual process to schedule all projects Annual process to schedule all projects

we’ll take on in the coming year.we’ll take on in the coming year.


What’s the Problem What’s the Problem Anyway?Anyway?It’s a matter of simple math:It’s a matter of simple math:

If the square of the hypotenuse of a right If the square of the hypotenuse of a right

triangle equals the sum of the square of triangle equals the sum of the square of

the remaining sides (Rthe remaining sides (R22+T+T22=S=S22), then . . .), then . . .

Project ScopeProject Scope2 2 = Time= Time22 + Resources + Resources2 2

(where R=Constant)(where R=Constant)

T S

R


FunctionalFunctional

PMTPMT

TechnicalTechnical

ASPGASPG

Bridging a ChasmBridging a Chasm


Want to Buy a Bridge?Want to Buy a Bridge?• Starts as a functional Starts as a functional

requirement; connect requirement; connect America’s largest city with America’s largest city with its fastest growing city.its fastest growing city.

• Technology expert, John Technology expert, John Roebling, proposes a Roebling, proposes a solution.solution.

• Both cities and the state Both cities and the state consider the plan and consider the plan and agree on its execution.agree on its execution.

• From 1869 to 1883 the From 1869 to 1883 the solution is constructed solution is constructed resulting in the world’s resulting in the world’s longest suspension bridge.longest suspension bridge.


Technology Supports the Technology Supports the NeedNeed • First use of steel First use of steel

cables in a bridge.cables in a bridge.• Pneumatic caisson to Pneumatic caisson to

excavate for towers.excavate for towers.• Incorporates Incorporates

accommodation for accommodation for trains, wagons, trains, wagons, pedestrians, and ships.pedestrians, and ships.

• Built to hold 6 times its Built to hold 6 times its anticipated need.anticipated need.

• Electric lights Electric lights illuminate the bridge illuminate the bridge at night.at night.

• Revolutionizes travel Revolutionizes travel between the 2 cities.between the 2 cities.


The ProcessThe Process


Positive, Cooperative, Positive, Cooperative, CollaborativeCollaborative

PMTPMT

ASPGASPG SAGITSAGIT


PMT – Project Managers’ PMT – Project Managers’ TeamTeam Analogous to CongressAnalogous to Congress

– Working team of system users, functional Working team of system users, functional owners, and technical developersowners, and technical developers

– Team jointly identifies, defines, and Team jointly identifies, defines, and prioritizes new administrative systems prioritizes new administrative systems initiativesinitiatives

– All projects > 2 weeks are discussed, All projects > 2 weeks are discussed, refined, and agreed uponrefined, and agreed upon

– Drafts the annual project slate for the Drafts the annual project slate for the Administrative Systems Planning GroupAdministrative Systems Planning Group

– Meets monthly during academic yearMeets monthly during academic year


PMT ParticipantsPMT Participants• OITOIT Managers and topic experts Managers and topic experts• User reps from:User reps from:

• HRHR• TreasurerTreasurer• LibraryLibrary• Undergrad and Grad SchoolsUndergrad and Grad Schools• DOFDOF• FacilitiesFacilities• Alumni/DevelopmentAlumni/Development• Administration & CampusAdministration & Campus


Analogous to SenateAnalogous to Senate– Approval committee consisting of top Approval committee consisting of top

University officersUniversity officers– Reviews, modifies, and approves PMT Reviews, modifies, and approves PMT

recommendationsrecommendations– Final prioritization authorityFinal prioritization authority– Meets monthly during academic yearMeets monthly during academic year

ASPG – Admin Systems Planning ASPG – Admin Systems Planning GroupGroup


ASPG ParticipantsASPG Participants• ProvostProvost• CIOCIO• Dean of CollegeDean of College• Dean of Grad Dean of Grad

SchoolSchool• Dean of FacultyDean of Faculty• Dean of Campus Dean of Campus

LifeLife• TreasurerTreasurer

• VP FacilitiesVP Facilities• VP AdministrationVP Administration• VP HRVP HR• VP DevelopmentVP Development• RegistrarRegistrar• University LibrarianUniversity Librarian• University University

SecretarySecretary


Analogous to Executive BranchAnalogous to Executive Branch– Provost’s committee to review, approve Provost’s committee to review, approve

and fund special IT projects, and and fund special IT projects, and projects that fall outside standard IT projects that fall outside standard IT operating budgetsoperating budgets

– SAGIT supersedes ASPGSAGIT supersedes ASPG

SAGITSAGIT


SAGIT ParticipantsSAGIT Participants

• ProvostProvost• TreasurerTreasurer• CIOCIO• VP AdministrationVP Administration• Dean of FacultyDean of Faculty


The Net EffectThe Net Effect• Basically no contention for resources and Basically no contention for resources and

attentionattention• With so much emphasis on making sure we’re With so much emphasis on making sure we’re

doing the projects that are best for the doing the projects that are best for the University, there is rarely a need to do a University, there is rarely a need to do a cost/benefit analysiscost/benefit analysis

• We all have a much better understanding of We all have a much better understanding of what’s happening in the major units of the what’s happening in the major units of the UniversityUniversity

• The importance of the contributions of The importance of the contributions of technology to the campus is constantly technology to the campus is constantly reinforced, to the point where it’s no longer reinforced, to the point where it’s no longer questionedquestioned


Working ExamplesWorking Examples

Project PortfolioProject Portfolio

System Selection ProcessSystem Selection Process


Project Planning WorksheetProject Planning Worksheet

Starts as a series of questions asking:Starts as a series of questions asking:– Who “owns” the proposal?Who “owns” the proposal?– What is the real problem/opportunity?What is the real problem/opportunity?– Why is it being proposed?Why is it being proposed?– What other options exist?What other options exist?– What are the costs and the value?What are the costs and the value?– How would we rate its priority?How would we rate its priority?


Project Planning WorksheetProject Planning Worksheet

Requests for FY06 = 122



FY06 Total = 151


Resource GanttResource Gantt


Working ExamplesWorking ExamplesProject PortfolioProject Portfolio

System Selection ProcessSystem Selection Process


System Selection System Selection ProcessProcess

1. Functional office identifies need for a new system.1. Functional office identifies need for a new system.

2. Functional office meets with appropriate OIT Director, 2. Functional office meets with appropriate OIT Director, Managers and staff to discuss functional requirements. A Managers and staff to discuss functional requirements. A selection team is created.selection team is created.

3. Working together, the functional/technical selection team 3. Working together, the functional/technical selection team identifies potential solutions.identifies potential solutions.

4. The team produces a Request for Information (RFI). In this 4. The team produces a Request for Information (RFI). In this document, the functional office asks questions about how document, the functional office asks questions about how required functionality (policies) can be addressed, and OIT required functionality (policies) can be addressed, and OIT asks questions about the application’s basic technical asks questions about the application’s basic technical characteristics. This RFI is distributed to the potential characteristics. This RFI is distributed to the potential vendors.vendors.

5. Vendor responses are reviewed and assessed by the team. In 5. Vendor responses are reviewed and assessed by the team. In the case of open source or custom, OIT or the originator of the case of open source or custom, OIT or the originator of the software will provide the response.the software will provide the response.

6. The team prepares demonstration requirements and scoring 6. The team prepares demonstration requirements and scoring sheets for the on-site presentations.sheets for the on-site presentations.


System SelectionSystem Selection (Continued) (Continued)

7. Those vendors that make the initial cut are invited to present 7. Those vendors that make the initial cut are invited to present their products to the team on-site at Princeton. These their products to the team on-site at Princeton. These presentations are rated.presentations are rated.

8. The functional office identifies their preferred choice and 8. The functional office identifies their preferred choice and indicates their desire to pursue the purchase and indicates their desire to pursue the purchase and implementation of the product.implementation of the product.

9. In-depth investigation of the vendor:9. In-depth investigation of the vendor:A. OIT works with vendor to gain an in-depth understanding A. OIT works with vendor to gain an in-depth understanding

of the technical characteristics of the product to ensure its of the technical characteristics of the product to ensure its fit within our environment and to verify vendor claims fit within our environment and to verify vendor claims related to expected implementation effort.related to expected implementation effort.

B. Functional office performs due-diligence on the vendor to B. Functional office performs due-diligence on the vendor to verify their viability as a business. Details of the verify their viability as a business. Details of the Statement of Work are negotiated.Statement of Work are negotiated.

10. Team presents their recommendation to PMT.10. Team presents their recommendation to PMT.11. Team presents their recommendation to ASPG.11. Team presents their recommendation to ASPG.12. Proposal made to SAGIT.12. Proposal made to SAGIT.13. Contract negotiated and signed. 13. Contract negotiated and signed.


Positive, Cooperative, Positive, Cooperative, CollaborativeCollaborative

PMTPMT

ASPGASPG SAGITSAGIT


Questions?Questions?


THANK YOU!THANK YOU!

1 Building Collaborative Administrative Systems Governance Tuesday, May 17, 2005 4:20PM Grays Peek...

Documents

Transcript of 1 Building Collaborative Administrative Systems Governance Tuesday, May 17, 2005 4:20PM Grays Peek...