Engaging Executives in Technology Portfolios Kevin Roberts, CIO Jim Trietsch, Associate CIO...
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Transcript of Engaging Executives in Technology Portfolios Kevin Roberts, CIO Jim Trietsch, Associate CIO...
Engaging Engaging Executives in Executives in Technology Technology PortfoliosPortfolios
Kevin Roberts, CIOKevin Roberts, CIO
Jim Trietsch, Associate Jim Trietsch, Associate CIOCIO
Copyright Kevin Roberts and James W. Trietsch 2007. This work is the intellectual Copyright Kevin Roberts and James W. Trietsch 2007. This work is the intellectual property of the authors. Permission is granted for this material to be shared for property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission of the author. To disseminate otherwise or to republish requires written permission from the author.permission from the author.
Historical Historical InformationInformationUpdates from 2003Updates from 2003• Banner conversionBanner conversion• Irregular meetings of Irregular meetings of
VPsVPs• Sr. Systems analyst – Sr. Systems analyst –
good at sorting projects good at sorting projects and saying “No!”and saying “No!”
• ““Yes” projects may not be Yes” projects may not be strategicstrategic
ProposalProposal
• Executive teamExecutive team• Quarterly meetingQuarterly meeting• Schedule work six Schedule work six
months outmonths out• Strategic decisionsStrategic decisions• Ongoing planningOngoing planning
Primary Team Primary Team MembersMembers• Executive VPExecutive VP• ProvostProvost• VP, DevelopmentVP, Development• VP, FinanceVP, Finance• CIOCIO• Associate CIOAssociate CIO• Director, Computing & Director, Computing &
Networking ServicesNetworking Services• Director, Web Integration & Director, Web Integration &
ProgrammingProgramming• Sr. Systems AnalystSr. Systems Analyst• Director, Re-engineeringDirector, Re-engineering
Process GoalsProcess Goals
• Increase # of prioritized Increase # of prioritized projectsprojects
• Create culture of pre-planningCreate culture of pre-planning• Reduce # of ad hoc projectsReduce # of ad hoc projects• Prioritize necessary ad hoc Prioritize necessary ad hoc
projectsprojects• Train staff in project Train staff in project
management and time analysismanagement and time analysis
User User RequirementsRequirements
DILBERT reprinted by permission of United Feature Syndicate, Inc.
Technical AnalysisTechnical Analysis
• Time for good analysisTime for good analysis• Wait for work to be Wait for work to be
tentatively approved tentatively approved before technical analysisbefore technical analysis
• Hours and hours for Hours and hours for good analysisgood analysis
Time for ProjectsTime for Projects
DILBERT reprinted by permission of United Feature Syndicate, Inc.
Intended ProcessIntended Process
VICE PRESIDENTS - COMMUNICATIONS MANAGEMENT
ULTIMATE GOAL – PORTFOLIO CONTROL AND REPORTING
Request for Programming
Services
FeasibilityReview
Committee Review
Project Initiation / Execution
BenefitsRealization
ApprovedY
•Table•Request More Info•Decline
N
Time for ProjectsTime for Projects
DILBERT reprinted by permission of United Feature Syndicate, Inc.
EDUCAUSE Review – EDUCAUSE Review – May/June 2003May/June 2003
““It is important for the president, as well as It is important for the president, as well as members of the executive team, to understand members of the executive team, to understand and own IT issues, rather than assume that these and own IT issues, rather than assume that these are exclusively the purview of the CIO or are exclusively the purview of the CIO or technology officer. It is no longer possible for a technology officer. It is no longer possible for a college or university president to safely delegate college or university president to safely delegate all technology-related decisions to the CIO. The all technology-related decisions to the CIO. The costs are too high, the risks are too great, and costs are too high, the risks are too great, and the opportunities are too significant for the the opportunities are too significant for the president not to be personally aware or involved.”president not to be personally aware or involved.”
John Hitt, President, University of Central FloridaJohn Hitt, President, University of Central Florida
What’s Important?What’s Important?
• Shifting the discussion to Shifting the discussion to broader topicsbroader topics
• Where should we spend Where should we spend our time?our time?
• Where should we spend Where should we spend our capital budgets?our capital budgets?
So What?So What?
• Executive buy-in crucialExecutive buy-in crucial• Be fair, but realistic with Be fair, but realistic with
analysis about projectsanalysis about projects• Don’t commit too muchDon’t commit too much• If I do this project, which If I do this project, which
one gets delayed?one gets delayed?• Keep on, keep on, keep on Keep on, keep on, keep on
……
Management Management ApprovalsApprovals
DILBERT reprinted by permission of United Feature Syndicate, Inc.
What’s Happening What’s Happening Now?Now?
• New CIO June 2007New CIO June 2007• Part of original teamPart of original team• New look at some project New look at some project
aspectsaspects
New LookNew Look
• Needed confirmation that Needed confirmation that strategic direction was correctstrategic direction was correct– OpportunitiesOpportunities– RisksRisks
• Needed confirmation that existing Needed confirmation that existing efforts were appropriateefforts were appropriate– Cost risksCost risks– Resource allocationResource allocation
• Needed to increase Needed to increase understanding of opportunity costunderstanding of opportunity cost– Not all projects are created equalNot all projects are created equal– Not all operational areas are equalNot all operational areas are equal
Common LexiconCommon Lexicon
• WatchWatch – – read articles, show read articles, show some interestsome interest
• StudyStudy – – Google for more Google for more informationinformation
• Engage Engage – – budget, project teambudget, project team• Commit Commit – – get firm budget get firm budget
authorizationauthorization• ExecuteExecute – – active project work active project work
with deadlineswith deadlines• OperationalizeOperationalize – – ongoing ongoing
maintenance/upgradesmaintenance/upgrades
04/20/23
Highly Strategic
Marginally Strategic
Ma
rgin
ally
En
ga
ge
d
Hig
hly
En
ga
ge
d
Red = Area of RiskGreen = Area of Interest
INFORMATION SERVICES PRIORITY MATRIX
Blue = Maintenance
my.ACU
GoogleiPhone
DropboxReplacement
iTunes U
WebPublishing
MappingIdentityMgmt.
BlackboardUpgrade
DigitalStorage
Bold = Un-committed Project
CampusBackup
Smart phoneSupport
CRP
DigitalSignage
Training
Vista
Talisma
BusinessIntelligence
Workflow
Banner
Bandwidth
JMCRemodel
Green SpaceWireless
WelcomeCenter
LaptopEncryption
Alcatel Stacks
LearningSpace Wireless
CATVReplacement
Univ. A/VServices
Res HallCCTV
Data Base
System Admin
Cell Phones
Embanet
Tips and TricksTips and Tricks
• Force Rank Major ProjectsForce Rank Major Projects• Clearly Articulate Approval v. Clearly Articulate Approval v.
Appropriation Appropriation • Use Gartner’s Hype CycleUse Gartner’s Hype Cycle• Don’t Wait for Meeting - No Don’t Wait for Meeting - No
SurprisesSurprises• Over-communicate Support BurdenOver-communicate Support Burden
– Consumerization is both good and badConsumerization is both good and bad
Technology SupportResources
Key Observation: The line is moving faster than ever and is more saturated than ever
Support Curve
Questions ???Questions ???
Jim TrietschJim Trietsch [email protected]
Kevin RobertsKevin Roberts [email protected]
http://docs.google.com/Presentation?http://docs.google.com/Presentation?id=dcfdjx9s_21c2wkspid=dcfdjx9s_21c2wksp