1. CADM IT Integration: Sprint Review # 4 May 12, 2016

2. Agenda 1.Mid-point Recap 2.Transition Planning 3.Account Management 2

3. Mid-point Recap

4. CADM IT Project Roadmap As of 5/11/16 Service Teams Foundation Teams Executive Committee Human Resources IT Finance IT Campus Services IT Develop: Service catalog Common capabilities Understand current budgets and financial models Develop project goals Define process Identify project leaders Sprints 1-3 Develop plan for simplifying financial model Launch integrated service catalog Feb. Announcement  Finalize project scope Review internal and external stakeholder feedback Review service catalog and capabilities Gather benchmarks to support scope analysis Identify roles, staffing numbers to support org design Develop communication plan Craft messages/project updates Gather stakeholder feedback to validate case for change Draft announcement and supporting materials (website, FAQs, decks) Finance Human Resources Communications Sprints 4-6  Review project team findings and recommendations  Advise on org design, leadership, and governance  Announce future state org Identify standard processes (ITIL, project mgt) and prioritize for short and long-term alignment Inventory list of projects according to common definitions  Develop recommendations for future state financial model  Develop staff transition plan  Gather input on HUIT values  Develop future engagement and communication model  Support ongoing project communications and events Support employee transition Update communications  Web content shift  Collateral updates 2/25-4/284/28-6/23July 1 Mid-point Progress Report Review: Org structure principles Post Launch

5. Mid-point Recap Now – July 1 Scope Organizational design Transition planning and support for staff and projects 5 123 4 6 5 2/25 – 4/28 Current state Integrated service catalog Capabilities and maturity Scope analysis and org design principles Sprints

6. Transition Planning

7. Transition Team Key Decisions Logistics HUIT Orientation 7

8. Transition Team Who Composed of HR, Communications, and Finance Foundations groups Systems and operations experts pulled in as needed What Meeting weekly to go through all work, identify owners, resolve any open questions Leveraging standard HUIT onboarding process to ease transition 8

9. Transition Planning: Key Decisions Org Design (in process): –Executive Committee and HUIT leadership considering data provided by service and foundation teams: job descriptions, org charts, service catalog, staff survey, user stories and SME’s to inform org design –VPs will communicate org design once complete Performance Review/Salary Increases: Performance reviews and salary increases will be handled by your current manager PeopleSoft: Changes will not be in system by July 1, but shortly thereafter Goal-Setting for FY17: Goal-setting and prioritization of HUIT goals will be done after July 1 so that all can participate Equipment: Computers, telephones, etc. are not changing – just making financial changes in the background 9

10. Transition Planning: Logistics 10 Pre-July 1Post July 1 Focus groups with incoming orgs to identify values and norms Identify collective HR processes (e.g. recognition, hiring) Develop welcome packets Tools for incoming/receiving managers HR ----------------------------------------------------------------------------------------------------------------------------------------------- Org design will be communicated Orientation and welcome events planned Account managers will be identified PeopleSoft and other system changes Onboarding activities Finance Communications & Engagement Web content shift/rebranding New office signatures/business cards/templates HUIT communications will support project communication needs FY17 budgets are set -- no change when moved to HUIT Financial contacts will be identified All transaction processes and approvals, including invoices, PCards, Corporate Cards, and other items will be clarified HUIT Financial Orientation for relevant managers, covering budgets, forecasting, systems, and other items will be provided Reporting and financial support needs for incoming groups will be addressed

11. Transition Planning: HUIT Orientation All staff HUIT 101 – July 14 Town Hall Welcome packet Breakfast with CIO Managers Training to support staff transition HUIT finance orientation HUIT goal prioritization 11

12. Account Management

13. 13 Through a strong but limited Account Management function, HUIT will extend the breadth and depth of strategic relationships and facilitate improved support in response to evolving IT needs of Harvard’s Schools and Central Administration. HUIT Account Management Vision 1.Create a partner-focused function that can proactively work to increase engagement between partners and HUIT and support overall service improvement and alignment with their needs. 2.Simplify processes for Sr. IT and Business Staff within the University to engage and initiate work with HUIT to address complex IT needs and critical requests. 3.Serve as the business owner for the use of CRM technology (Salesforce) within HUIT. Strategic Objectives 1.Account Managers should become organizational role models for “Trusted Advisor” competency. 2.Account Managers should work to improve the flow of information, and not become a bottleneck. 3.Account Managers should facilitate the development of strong relationships between Service Owners and Partners, but are not responsible for those relationships. Guiding Principles 1.Sr. IT/Business Leadership satisfaction with HUIT engagement and alignment 2.Decreased executive-level time and effort to resolve escalated service issues and requests 3.Depth of relationship with area supported by Account Manager 4.Adoption and consistent use of CRM tools within HUIT Key Performance Indicators

14. What is Account Management? Provide a consistent point of contact, an account manager, for schools and Central Administration departments. That point of contact will be the first stop for any needs, requests or challenges but will not prevent schools and CA from working directly with service owners Coordinate across HUIT to ensure service delivery. The account managers will be responsible for understanding the breadth of programs and services being delivered to an account, and ensure HUIT is coordinated and effectively delivering The account manager will also proactively foster information sharing across HUIT services that affect a certain account Ensure HUIT serves as a trusted advisor on strategic priorities. Engaging across HUIT as needed, the account manager will partner with accounts to conduct IT planning and explore strategic priorities, helping to determine an effective path forward Track emergent trends at the University level. The account management team will track and assess emerging needs across the University to identify synergies and trends 14

15. Account Manager Snapshot 15 Conduct Regular, Formal Engagement Work with account senior leaders to establish frequent and strategic engagement to benefit partner organization Partner on IT planning, identifying needs, challenges, and opportunities of accounts Manage Informal Engagements Respond to account requests not directed to or related to specific service areas Connect account to key service leads based on accounts need and shared services Provide Key Reports on Service Map HUIT engagement with partner and monitor HUIT performance in meeting overall needs, including administrative reports Map out key HUIT contacts based on shared services Develop Understanding of Account Needs and Business Interest in and understanding of business priorities and mission Understand rhythm and cycle of business, recognizing key time frames and events Build relationships with key staff and, as necessary, integrate into existing meetings and processes Role Model Service Mindset and Trusted Advisor Competencies Service Mindset: Empathy, Collaborative Partnership, Accountability Trusted Advisor: Mission Understanding, Proactive Problem Solving, Effective Communications Other Engagement Expert: Interpersonal Skills, Ability to Adapt ACCOUNT ENGAGEMENT RESPONSIBILITIES FOUNDATION KNOWLEDGE AND SKILLS Develop Understanding of HUIT Services, Programs, People and Processes Develop baseline understanding of HUIT services, programs and strategic roadmaps Establish relationships across HUIT with service owners, attending key meetings, as needed, to ensure connectivity Understand existing processes and protocols to provide clarity on governance and decision-making processes

16. Run 6-month pilot in conjunction with CADM Integration with the three goals: 1)Ensure a smooth transition and consistent levels of service 2)Refine role of an account manager and confirm competencies required for effective account management 3)Determine steady state account management for CADM CADM Integration Account Management Pilot 16 WHAT 6 Month Pilot Pilot will establish “account managers” with responsibility for FAD, CS and HHR Pilot “account managers” will be in the role for the duration of the pilot. In addition to the responsibilities of an account manager, will also be asked to: 1)Actively support knowledge capture about the role of account management through regular conversations 2)Participate in planning and implementation of post-pilot account management structure for Central Administration departments HOW Assign CADM Pilot Account Managers

17. What do we hope to know by the end of the pilot Concept Refinement: The pilot will have specific learning objectives that help us further understand and the refine the account management concept CADM Steady State: The pilot participants will help in shaping an account management structure to support FAD, CS and HHR beyond this transition period Plan for Broader Roll Out: The pilot will provide input into a plan for a broader roll out to Major Accounts, currently defined as CADM, schools and FAS Divisions Refine Account Manager RoleRefine Understanding of Stakeholder Need How do departments “use” an account manager? How do the various departments like to engage with the account manager? What type of “work” is required of an account manager? What are the types of needs and requests coming from departments? What supports and structures help account managers engage across HUIT? What are the challenges they face? 17

18. Questions?

19. Project Communications For more information on the project, visit: http://huit.harvard.edu/cadm-it-integration Email your thoughts and questions to: cadm_it_integration@harvard.edu 19

20. Thank you!