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Bi-Weekly Conference Call

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Agenda

Roll Call (by time zone - East to West)

Scribe Shout-out - It's easy to scribe: How To Scribe Itana Notes

Main Topic - Governing the Solution Space
Itana Business

Connect Platform Working Group
Working Group Check-Ins
Other?

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Governing the

Solution Space

October 28, 2022

Introduction
Example: UCSD
State of IT Governance

Drivers & Outcomes
Basis for Decision-Making
Proactive Governance
Governance Support

The Role of Architects
Appendix: Additional Survey Results

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Introduction

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Governing the Solution Space

Given the ever increasing rate of …

Proliferation of solutions, e.g., through SaaS
Proliferation of creators of solutions, e.g., through low-code platforms
Demand for integrated data and user experiences
Risk around information security & privacy
… and more …

… how are institutions governing the solution space?

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Many Ways to Scope IT “Governance”

Education

Research

Clinical

Administration

Services

Strategies

Policies

Projects

Standards

Value

Risk

Resources

Business alignment

Performance

Campuses

Departments

Central IT

Individuals

Infrastructure

Data

Applications

Security

Privacy

IT Procurement

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Example: UCSD

Mojgan Amini - represented by Jim Phelps

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Enterprise Systems Renewal (ESR) - a multi-year initiative with a goal to reshape the way UC San Diego does business by:

Optimizing core business and administrative practices
Delivering new, cloud-based systems to meet the needs of growing university

30+ systems renewed!

A complementary outcome is our Process Landscape – a living repository of university-wide business processes.

Many of you may be going through the same thing, but UC San Diego has been growing by leaps and bounds (physically, enrollment numbers, research $, healthcare) and there doesn’t seem to be an end to the growth in sight. We kicked off our Enterprise Systems Renewal (ESR) program about 4 years ago and it’s a pretty ambitious initiative to streamline business processes and modernize our technologies to support this growth. We’re almost 4 years into a 5 year effort to renew pretty much every system/process that runs the University, 30+ core systems including HR, Payroll, Finance, Research Administration, Facilities, Compliance, Analytics, Cloud Integration, BI, yet to go is Identity, SIS…

There have been so many complementary outcomes that have ended up as de-facto standards that essentially help govern our solutions. I’m here to talk about one such complementary outcome: It’s something we call our university-wide Process Landscape and it helps us avoid duplicate and one-off solutions and processes.

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What is it?

●It is a structured and governed repository of UCSD’s current business processes (campus and health).

●Reviewing and LEANing out the business processes before dropping in a new shiny system is a mandatory step for all ESR projects is!

●We trained folks and put together a framework to churn out the process maps and improve them. .

●From scratch, it takes ~35 hours to map out, assess, and improve a process. This includes Kaizens, SME involvement, change definition, sponsor and governance sign off. Having a process map as a starting point saves us about 20 hrs of that time and we can just jump right into the improvement efforts.

●We didn’t want to lose all the good work by having them go stale, so we made a case for a central BPM platform to serve as a living repository of our university’s business processes.

Stats

●5000+ trained in Lean Six Sigma

●450+ staff trained in Promapp

●1100+ maps overall

●350+ ESR-related maps

●65+ maps to support covid response

●55,000~ views

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UC San Diego - Process Landscaping

Detailed process map including actors, owners, steps, and all system touch points

Level 1

(Functional Level)

Level 2

(Activity Level)

Level 3

(Task Level)

Level 4

(Process Level)

A function is a discrete set of activities focused on achieving an outcome

Break down of department functions into major activities necessary to complete and maintain each function

Break down of major activities into high level process steps or tasks

How does this help us govern the solution space?

●If someone is considering implementing a new process or system, they can go into the tool and find the relevant process and see what’s already there including what systems and people it touches, etc. tagged with people/roles, systems, lean opportunities, process timing, etc.

●If you want to make a change to a system you can see what processes are associated with it

●If you want to make a change to a process you can see what people or systems are associated with it

●It is a living document that is used every day by project team members and business leads alike.

●It helps us avoid duplicate and one-off solutions and processes.

How did we do it?

●We set out to create the process landscape because it’s the foundation to defining scope, assessing needs, and identifying areas for incremental improvement.

●Justified ROI to CFO and got it centrally funded/managed

●It started out supporting ESR, but now it has a life of its own and the real value is realized as we use it into the future!

●We use a tool call Nintex Promapp and have gotten a sweet deal for the entire UC System.

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State of IT Governance

Based on a survey to Itana mailing list in October 2022

See Appendix for additional results

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Survey: IT Providers

Source: Survey to Itana mailing list in October 2022

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Survey: Drivers

Other

Source: Survey to Itana mailing list in October 2022

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Survey: Outcomes

Other

Source: Survey to Itana mailing list in October 2022

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Survey: Governing IT Projects

Source: Survey to Itana mailing list in October 2022

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IT Governance at Yale University

The IT Executive Committee (Chair: Provost and VP of Operations) works with the IT Pillar Committees (Chairs: Functional Leaders) to prioritize the IT portfolio investments and bring those forward to the University budget committee. Each pillar is supported by a member of the ITS leadership team.

Yale University Governance Committees

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Survey: Governing IT Services

Source: Survey to Itana mailing list in October 2022

| Other: It varies

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IT Service Governance at Yale University

The Service & Portfolio Executive Committee (sponsored by the CIO and CIO cabinet), works in conjunction with the IT Governance Pillars to best align IT investments to University priorities.

The committee recommends priorities for service investment. It provides leadership, oversight and operational coordination of the IT Service and Portfolio Lifecycles.

It is staffed by the Directors of the Service Management and Project Management Office.

Yale University Service Portfolio Governance

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Survey: Basis for Decision-Making

Source: Survey to Itana mailing list in October 2022

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Discussion - Basis for Decision-Making

Where do strategic plans used by IT governance come from?

Who does the analysis to enable IT governance decisions?

NYU - Empower functional leads in domains to make recommendations - determine priorities as they evolve

E.g., strategic decision to eliminate a data center & move to cloud

Yale - Not university level strategies, but priorities in the pillars based on who has funding for what goals (follow the money). Strategy is implied by major investments.
UTA - Project intake tracks alignment to university strategy; Business Architect role works with business units on this
U of Oregon - Project intake aligns to institutional strategic framework; also developing an IT strategic plan
U Auckland - For the _IT_ we manage a small suite of "IT Capability Plans" (e.g., infrastructure hosting, networking, applications, digital workplace...) that identify and provide just-enough shape to initiatives proposed for investment from our Digital Investment Portfolio. Those IT Capability Plans roll up into our Technology Plan, which provides more of a north star for decision-making (i.e., we expect to see Cloud + DevOps + APIs).
At Laurier, this is just beginning. Formation of the Digital Strategy Working Group (stakeholders from across the institution) - with the continued goal of aligning IT initiatives with institutional goals.
UW-Madison - sometimes struggle with DG getting into IT gov'n areas. Those boundaries aren't well understood and that can confusion.

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Survey: Proactive Governance

Source: Survey to Itana mailing list in October 2022

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Discussion - Proactive Governance

Does your IT governance do proactive planning vs. reactive review?

What’s an example of a proactive plan from IT governance at your institution?

UCSD - partnering with campus to understand problems; the committee can come up with a solution and potentially and initiate a PoC
Yale - each domain prioritizes what to do, and defines initiatives based on that - IT is listening in - this involves negotiation in the domain to prioritize and sequence
Ladan - I picked "pro-active" to be fair to those who are really trying very hard to operationalize the "pro-active" model. And also because we have been pro-active in a number of key initiatives - particularly just prior to the pandemic and during the pandemic.
William-Mary - Proactive in identifying new capabilities and introducing new ideas in trying to see what type of work can and will be supported- Example - driving to Master Data, Alignment of Standards

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Survey: Governance Support

Other

Source: Survey to Itana mailing list in October 2022

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Discussion - Governance Support

Do you consider your IT governance well-staffed?

What have you tried to increase the capacity/support of IT governance?

U of Oregon - have whiteboarded support roles & responsibilities
NYU - varies by domain; more support for data governance and security/CISO; continuing to expand influence of EA, which is the gatekeeper for some services
William-Mary - Recognition that areas need more data focused individuals, new hires are being hired with DG and process alignment is part of job specifications
UTA - dedicated governance resource

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The Role of Architects

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Survey: Role of Architects

Source: Survey to Itana mailing list in October 2022

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Survey: Role of Architects - Summary of Comments

Are there additional contributions you believe architects could be making to IT governance?

Provide frameworks for decision making (e.g., business capability analysis)
Provide more/better information for governance to base decisions on, such as:

Horizon scans
Capability analysis
Service portfolio analysis
Risk analysis
Business (architecture) analysis
Project evaluations

Capture the decisions of governance in reusable form
Put more effort into architecture patterns and reference architectures, less into design of specific solutions
Increase organizational connections/continuity

Source: Survey to Itana mailing list in October 2022

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IT Governance Framework at The University of Texas at Arlington

UTA Governance, Risk, and Compliance (GRC) started in 2016
GRC sits in the same reporting stack, Office of the CIO (OCIO), as the Business Architect
Only IT leadership sits on these committees at the moment with no architectural representation
The Business Architect has the following responsibilities:

Capture the strategic business goals that provide traceability through the organization and are mapped to metrics that provide ongoing governance
Provide regular reports to IT Governance committees to demonstrate the attainment of key capabilities related to strategic goals
Work with other elements of Governance, Risk and Compliance to ensure business architecture aligns with regulatory and compliance requirements

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Discussion - Role of Architects

What are examples of the work of architects in your IT governance?

What additional opportunities do you see for architects?

J.J. - Principles and their implications
Henry - NYU - be more involved in managing proliferation - by inventorying applications and linking them to business capabilities
Louis - Yale - get IT governance out into the functional organizations to help them set priorities - in order to make better commendations
Kelsey - U of O - have architects to present to groups the opportunities and needs; present analysis around requests or asks the group is considering

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Appendix:

Additional Survey Results

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Survey: IT Governance Structure

| Other: Some combination

Source: Survey to Itana mailing list in October 2022

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Survey: Data Governance

Source: Survey to Itana mailing list in October 2022

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Survey: IT Budget

Source: Survey to Itana mailing list in October 2022

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Survey: Funding Decisions

Source: Survey to Itana mailing list in October 2022

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Survey: Cost Increases

Source: Survey to Itana mailing list in October 2022

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Survey: Institutions

Source: Survey to Itana mailing list in October 2022

These institutions self identified (optionally) in the survey:

University of Washington
New York University
The University of Auckland
Sheridan College
Kansas State University
University of Illinois - Urbana Champaign
Brown University
Yale University
University of Oregon
University of Texas at Arlington
University of Colorado Boulder
University of California - Berkeley