Enterprise IT Decision Making Implementation In Action Amy Gee, Portfolio Manager, EITDM Office of the CIO April 2015

UW-Madison 2015-2019 Strategic Framework Enterprise Information Technology Decision Making* is an operational structure and process to smartly decision strategic IT investments in support of UW-Madison’s Strategic Goals. Incorporates a structured way to analyze project proposals Supports our culture of transparency and participation Ensures stewardship over existing resources Maximizes financial soundness in decision making UW-Madison 2015-2019 Strategic Framework * Acronym = EITDM

Over a two-year analysis period, Campus concluded the need for an Enterprise IT Decision Making Process and Governance to guide strategic IT investments for UW-Madison. Start Current February 2012 August 2012 February 2013 January 2014 February 2015 Start - Enterprise IT Decision Making Analysis and Proposal Process Kick-Off Complete Phase I – Current State Assessment What do we have now and what do we need? Complete Phase II – Future State Proposal What should it look like? Complete Phase III – Implementation Planning How can we do this? New Hire in Role – Initiate Implementation Let’s begin! Several Higher Education Institutions have implemented a process to smartly decision IT projects and track their success when implemented.

The three-phase analysis and recommendation process included participants from across the UW-Madison campus. Steering Committee: Provost Paul DeLuca and VCFA Darrell Bazzell Participating Divisions: Administrative Process Redesign Administrative Information Management Services Colleges of Agricultural Life Sciences, Letters and Sciences, Engineering Divisions of Information Technology, Enrollment Management, International Studies Graduate School Office of Budget, Planning and Analysis Offices of the CIO and Registrar Schools of Education, Veterinary Medicine, Pharmacy, Medicine and Public Health Student Representation University Health Services Huron Consulting Group

Clear Establish clear process and entry points into the model EITDM Future State outlined 9 desired characteristics to ensure an infrastructure that will continue to facilitate innovation while simultaneously work to foster trust in the decision makers. Representative Provide for appropriate representation of various constituencies across campus Collaborative Enable “cross-talk” across and within areas and stakeholders Clear Establish clear process and entry points into the model Transparent Document and communicate decision and rationale Consistent Principles, policies and procedures are consistently applied Accountable Focus on results Agile Provide flexibility for quick response Adaptable Allow change based on evolving needs of information and information technologies Innovative Stimulate innovation as a common goal

The Governance Model comprises representational participation from across campus with appropriate levels for input, review and decision making. LEGEND Executive Board Executive Oversight & Strategic Direction Advisory EITDM Office Provost Chancellor V.C. for Administration V.C. for Research Decision Rights V.P. Information Technology Chair of the ITC Dean of L&S Dean of Engineering Information Technology Committee (ITC) Planning Board Review & Approval Committee Members Select Deans & Associate Deans Department Chairs V.P. Information Technology V.C. Administration CIO Research Computing Instructional Technology Administrative Technology Service Management Advisory Group Technical Assessment and Recommendation Division of Information Technology (DoIT) IT Communities of Practice Research Computing Instructional Technology Administrative Technology

Planning / Executive Committee Review Implementation Roadmap By using the Enterprise IT Decision Making process, we as a campus work together to improve value through better project selections and more efficient use of technology. Ideation & Submission Assessment & Options Planning / Executive Committee Review Implementation Roadmap Project Execution

EITDM Portfolio Management In order to make the right decisions, it is important to understand the current list of projects and the existing IT landscape. The implementation of Enterprise IT Decision Making analyzes project proposals to determine: Fit with the active and upcoming projects (Change the Business) Opportunities and needs compared to the existing IT landscape (Run the Business) Change the Business EITDM Portfolio Management Run the Business Business as Usual Strategic Objectives Service Support What are the active and upcoming projects supported by IT within Schools, Colleges, Divisions and DoIT? What is the existing technology landscape across Campus to include Schools, Colleges, Divisions and DoIT? New Ideas

Several campus areas are participating to develop a comprehensive view of active projects, which is known as the Campus IT Portfolio. Campus IT Portfolio School of Education Graduate School Administrative Process Redesign College of Letters & Sciences College of Agricultural Life Sciences Division of Information Technology Office of the Registrar UW-Madison Library School of Medicine and Public Health

Importance of IT Portfolio Management Shared Accountability: Enhance transparency, accountability through joint Campus governance Agreed Prioritization: Ratify prioritization of project proposals prior to assignment Confirmed Alignment: Ensure initiatives provide the greatest benefits and contribution to strategic framework Identified Benefits: Achieve the best return from total investment Streamlined Activities: Identify and remove redundant or duplicate projects Scheduled Resources: Maximize assignment of resource: ‘right people, on the right projects at the right time’

Decision Making and Portfolio Reporting Enterprise IT Decision Making and Portfolio Management Implementation Plan Jan 2014 Complete Feb – May 2015 In process June 2015 - Ongoing In plan Finalize EITDM Proposal Socialize EITDM Approach Develop Campus IT Portfolio and Governance Implement Decision Making and Portfolio Reporting Determine Campus need for EITDM Explore options for Approach Finalize Proposal Post and Hire Portfolio Manager position Meet with EITDM Proposal Committee Identify needs required to launch EITDM Share and solicit feedback on approach: Campus Leadership Shared Governance Groups Schools and Colleges DoIT Management Team Develop categorization and tooling methodology Identify user friendly groups and socialize approach to capture project details Compile initial view of IT Portfolio Implement Governance Structure: approve charter, roll-out decisioning and reporting process Implement process to receive, analyze and decision new ideas. Develop process for project managers to submit updates on active projects Expand governance reporting to include portfolio delivery Onboard additional areas of campus Continually mature decisioning process, portfolio management practice and overarching governance