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

2. 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 Strategic Framework
* Acronym = EITDM

3. 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.

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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’

11. Decision Making and Portfolio Reporting
Enterprise IT Decision Making and Portfolio Management Implementation Plan
Jan 2014
Complete
Feb – May 2015
In process
June 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