1. Governance and Portfolio Management
CHICAGO PUBLIC SCHOOLS
“Running IT as a Business”

2. Student Profile Is low income, high poverty (87%); is Black or Latino
Single parent; in need of a good number of social services and individualized instruction
Relies on the school system for at least one good meal a day
Is at significant risk of not graduating from the system (50% dropping out of high school)

3. The Case for Change - Enterprise
Past State
Present/Future State
Planning
Organization by strategy
Resources allocated by policy and need
Central office as support and service center
Data-driven decision making
People are our most important asset
Differentiate oversight based on need
Performance and accountability culture
Reacting
Organization by personality
Resource allocation by negotiation
Central office as command and control
Data overload and confusion
People = Jobs
Manage based on one-size fits all
Risk averse, status quo culture

4. Core District Strategies
Ultimate Goal: To graduate all students prepared for postsecondary education and employment.
Three Core Strategies:
Advancing Literacy
Improving Human Capital
Creating Additional Learning Opportunities
Three Major Reform Initiatives:
Renaissance 2010
High School Transformation
Differentiated level of district support and oversight

5. The Case for Change - Technology
Past State
Present/Future State
IT Organization not structured to deliver services aligned to district strategies
Lack of focus on effective project management
No prioritization of projects
Business units not engaged and accountable
Technology function reorganization and consolidation
Enterprise Project Management Office
Disciplined IT Governance
Enterprise restructuring and delayering

6. IT Business Strategy and Goals
Provide New and Improved
(Technology) Services to Public Schools
Goal #1: Transform
Goal #2:
Enable
Goal #3: Operate
Goal #4:
Productivity
Provide district tools to track & analyze student performance and improve business processes
Use data and information to enrich the teaching and learning experience
Improve and maintain network infrastructure, security and standards
Enhance cost-effective use of resources
Strategically Aligned Initiatives
IMPACT, | COSA, PTLI | Gigaman, VoIP | EPMO

7. IT Governance Solution
A two-pronged governance structure to facilitate decision-making, alignment, and communication
Councils are co-chaired by the Chief Information Officer and Chief Education Officer
Enterprise Project Management Office is the supporting organization within IT
Enterprise IT Governance
IT Portfolio Investment Committee
IT Advisory Council

8. Roles and Responsibilities
Governance Mechanisms
IT Portfolio
Investment Committee
IT Advisory
Council
Role / Area of Responsibility
Decision-making
Strategic alignment
Escalation resolution
Portfolio updates
Business alignment
Inputs to ITPIC
Membership Structure
C-level executives and key business process owners
Recommendation: 3–4 members (1)
Business unit leaders
Recommendation: Include school-based representation
Logistics
Monthly meeting in CEO’s office
Scheduled quarterly meetings
Ad-hoc meetings as necessary

9. Supporting Tools Standardized project initiation and planning process
Includes creation of a business case
Project and Portfolio dashboards
Portfolio management
What-if scenario comparisons
Ability to track on project class and business objectives
Resource-capacity planning
Budget analysis
Implemented Mercury IT Governance Center
Project, Portfolio, Demand, Time, Resource and Cost Management modules

10. Tools … Business Cases Project Requests Workflows Portfolio Maps
Scenario Comparisons

11. Snapshot: Portfolio Business Alignment
RISK L H
2.5
ALIGNMENT
ENABLING
OPERATIONS
TRANSFORMING
PRODUCTIVITY
Percent of Budget (1) : 27.5%
Number of Key Initiatives: 5
Mostly Capital Projects
Percent of Budget (1) : 3.6%
Number of Key Initiatives (2) : 84
Mostly Small Projects with a few Capital Projects
Percent of Budget (1) : 5.6%
Number of Key Initiatives: 2
Capital Projects and Operational Infrastructure
Percent of Budget (1) : 63.3%
Number of Key Initiatives (2) : 66
Operational Infrastructure and Maintenance, Enhancements and Support activities
Budget Allocation Mix
31%
69%
APPLICATION
INFRASTRUCTURE
Notes:
Budget allocation includes Capital, Operations and E-Rate
Includes identified Small-scale project <$250k and miscellaneous Maintenance, Enhancement and Support (ongoing) activities.

12. OTS Preliminary Portfolio: Graphic Version
Portfolio realignment and better resource allocations (i.e. reduce number of initiatives and reassign resources)
OTS Preliminary Portfolio: Graphic Version

13. Roadmap to Success
Short-term: Commitment to education, communication about IT investments
Phase II: Structured, standardized process with focus on capital projects only
Phase III: Tie to strategic programs, expand to include all projects
Long-term: IT integrated into decision-making for all business units within district

14. Critical Success Factors
Leadership
Business / Technology Alignment
Project Management and Execution
Optimal Resource Allocations
Performance Metrics and Measures
Communications