Chuck Benson -- Some UW background for context

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Some roles @ UW --

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• Chair IT Service Management Board (SMB)
• Enterprise Architecture Service Team member
• Facilities Services IT & IM (SmartGrid, bldg automation, business systems, etc)
• UW Unmanned Aerial Systems (drones) policy working group
• Urban@UW (SmartCities & related)

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Some previous roles @ UW --

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• IT cost/recharge center in Health Sciences realm
• IT in School of Medicine

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Some external roles related to UW & Higher Ed in general --

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• Blogging on managing institutional Internet of Things (IoT) systems risk ( longtailrisk.com )
• Speaking on IoT systems risk management
• Internet2 IoT Working Group
• Internet2 SmartCampus/Cities

cabenson@uw.edu | 022216

Our objective is to enhance the governance process, starting w/SMB & starting w/enhanced communication

SMB

SIB

TRF

UW IT

Campus Business Leaders

CIO

internal

Benson | 022216

Our constraints are:

Complexity

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Language

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Time

So, we build a mechanism that allows SMB governance to be:

Complete

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Consistent

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Repeatable

SMB Capability Mapping Overview

Complexity

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Language

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Time

Large campus w/many heterogeneous units with heterogeneous needs & many services to consider

Business leaders & IT/Info Mgmt leaders do not share a common language or discussion framework

Board members are very busy & only have 2 hrs per month, ~20 hrs per year

Complete

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Consistent

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Repeatable

Allow all capabilities to be reviewed within the limited time available

Capabilities & the services supporting them reviewed in a similar way

Lather, rinse, repeat for subsequent Board years

Benson | 022216

Constraints:

Approach: Build mechanism to work within constraints:

Benson | 022216

TRF pre-brief

SIB brief

TRF brief

2016

Questions to consider while evaluating Cards --

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For each arm in the communication ‘star’ --

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• Does this Card help with communication & context ?
• Is it better than the current communication, ie does it facilitate increased mutual understanding ?
• Can it be improved during subsequent SMB ‘seasons’ ?

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Our challenge: This a complex space, our challenge is to not allow the perfect be the enemy of the good

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

a lot of coffees & follow up phone calls with stakeholders & participants

Capability “Card”

Assessment

• How does the set, as a whole, designed to enable business outcomes?
• What are the current services in the set? How are they organized?
• How are the services measuring up to values:
• Anytime & Anywhere, Quickly, Predictably, Flexibly, Safely, Securely, In Compliance, Resilient

Trends

• Changes in business needs within the capability (new activities, goals, etc.)
• Changes in how the capability is utilized (demand/volume, satisfaction, etc.)
• Changes in how the capability can be enabled with services (future/current/deprecated technologies, opportunities, etc.)

Roadmap

• Within this service set, what are priorities for:
• Improving alignment with the business capability
• Improving alignment with values
• Responding to changes in enabling technologies
• At a high level, how will these priorities by translated into changes in the set of services? (Detailed planning and execution is the responsibility of the service provider)

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Capability definition

Description

Business outcomes

Business activities

Service set

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What core services enable this capability?

Service A

Service B

Service C

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What enabling services are also required?

Service 1

Service 2

Service 3

...

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