1. Presentation Author, 2006 June 16, 2009 Strategies for New Circumstances Bruce Maas, Chief Information Officer Jerry Tarrer, Assistant to the Vice Chancellor of Finance and Administrative Affairs

2. 2 Overview CBO/CIO partnerships and intersections Introduction of requirements into the conversation Centralized/distributed services

3. 3 At a Glance Enrollment 29,200 Undergraduate 24,400 Masters & Doctoral 4,800 Faculty & Staff 3,455 Central IT staff 125 IT student staff 200 Schools & Colleges 12 Programs: Undergraduate 84 Masters 48 Doctoral 24

4. 4 Bruce Maas Chief Information Officer Leads UWM’s IT strategic planning Responsible for directing central IT division, University Information Technology Services (UITS) Strong background in financial & budget management, project management, academic school/college administration 2009 EDUCAUSE Midwest program director EDUCAUSE Leadership Institute faculty 2009-11

5. 5 Jerry Tarrer Asst. to the Vice Chancellor of Finance and Adm. Affairs $49M budget, ~400 FTEs, 100 budgetary units, 15 various funds Advise VC on divisional fiscal/ budgetary IT matters related to division Develop/administer division’s operating budget Evaluate resource utilization; make recommendations to VC; assist w/strategic planning Strong background in business and financial management

6. 6 Building on EDUCAUSE Community Ideas 2009 Midwest EDUCAUSE Themes Introduced/discussed http://net.educause.edu/mwrc09 April EDUCAUSE live! by Reagan Ramsower & Pattie Orr http://www.educause.edu/Resources/TheDynamicDuoCFOCI OPartnership/170020 Building on the leverage/edge model of Bradley Wheeler http://www.educause.edu/library/ERM0761 2008 EDUCAUSE Conference Requirements presentation http://www.educause.edu/Resources/FailedAutomationFocusi ngonRequ/163317 2009 EDUCAUSE Pre-conference Seminar/Service Layers http://net.educause.edu/E09/Program/1020920?PRODUCT_C ODE=E09/SEM15A

7. 7 Drivers for the Discussion Doing More with Less: Slogan not strategy Doing Less with Less: Prioritization strategy Doing Better with Less: IT service strategy

8. 8 Excellent communications and a minimal common vocabulary Strategy

9. 9 Build relationships Develop trust Proceed in concert Strategy

10. 10 Use requirements management Partner in BPR Strategy

11. 11 Focus narrowly on campus needs Strategy

12. 12 Lessons from UWM’s Finance and Administrative Affairs Requirements are for everyone. A working vocabulary is essential. In-depth training is key. Distributed IT, finance, internal audit, other departments need a way to communicate accurately, completely

13. 13 Benefits Common vocabulary Minimizes ineffective communications Maximizes objective, accurate communications

14. 14 Results Scholarship System HR Processing System Parking System

15. 15 Lower costs, focusing on requirements instead of solutions Greater understanding of organizational complexity in “Service Layers” Opportunities for business process improvement when requirements established first Results

16. 16 What is a requirement? A condition or capability a customer needs to solve a problem or achieve an objective

17. 17 Requirements provide: Clearly documented project scope Framework for effective planning, funding, and timeline scheduling A single, agreed upon description of stakeholder needs

18. 18

19. 19 Why is this important? Role ambiguity impedes trust Some services done better with leverage, some at edge Leverage & edge present to some extent in all layers

20. 20 Need for flexibility due to: - political - cultural - staffing differences - readiness (organizational maturity) Both are needed Cost implications Why is this important?

21. 21 Both feel pressure to deliver results

22. 22 Economic Crisis Forces Core Issues Our respective roles, w/common understanding and agreement? How to decide what services to - Jettison? - Add? - Change? - Improve?

23. 23 What is institution’s risk tolerance? Can we agree on levels of risk? How do we balance academic freedom with desire for common technology approaches where possible? How do we foster a mutually respectful dialogue? Economic Crisis Forces Core Issues

24. 24 Concluding thoughts: Don’t have all answers Committed to being part of national dialogue Employing these strategies positions us for survival now and makes us stronger in future

25. 25 Must do’s: Now and forever, pull together as true partners-no longer optional Strengthen our institutions to meet needs of next generation of students

26. Presentation Author, 2006 June 16, 2009 Strategies for New Circumstances Bruce Maas, bmaas@uwm.edu Jerry Tarrer, jtarrer@uwm.edu