Reimagining IT Strategic Plan Tactics
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Identify a governance body and a decision framework - informed by high quality benchmarking and input frIdentify om stakeholder groups - to help prioritize and allocate resources for research, teaching, and student success service improvement plans.Strategy 1: Teaching and Reseachstart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-1
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Develop service improvement plans for key research, teaching, and learning (RTL) services to take to governance for decisions. Potential services for improvement are: Data Analysis Tools; the Learning Management System; Software Licensing and Distribution; Research Data Management; and Classroom Technology. These services were highly ranked by faculty through the RAE benchmarking survey and focus group work.Strategy 1: Teaching and Reseachstart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-1
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Closely align the teaching and research IT organizations to leverage resources in support of the teaching and research mission.Strategy 1: Teaching and Reseachstart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-1
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Implement service improvement plans for the prioritized projects approved by governance.Strategy 1: Teaching and Reseachstart Jan - Marhttps://technology.berkeley.edu/strategic-plan/strategy-1
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Develop a comprehensive and coordinated consulting network among research and teaching service providers as well as a portal or service catalog tailored for specialized communities.Strategy 1: Teaching and Reseachstart Jan - Marhttps://technology.berkeley.edu/strategic-plan/strategy-1
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Resource our ITSM strategy and program to drive towards common IT support standards, reporting and processes to improve service efficiency and effectiveness, with an initial focus on improving Incident and Problem Management.Strategy 2: Service Efficiencystart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-2
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Launch the Cloud Resource Center (Center of Excellence) website to create an on-ramp for users, both technical and functional, wishing to consume cloud services, so as to support the secure and effective use of cloud-based services.Strategy 2: Service Efficiencystart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-2
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Engage the One IT community to support the Security team’s implementation of multi-factor authentication campus-wide to protect institutional and personal data.Strategy 2: Service Efficiencystart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-2
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Implement high-priority elements of the Network Segmentation project to improve campus data and system security.Strategy 2: Service Efficiencystart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-2
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Incentivize the broad use of Open Berkeley across the campus through policy and a new funding model in order to mitigate campus risk, support our public mission, and assist the implementation of the UC Information Technology Accessibility Policy.Strategy 2: Service Efficiencystart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-2
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Conduct a detailed assessment of IT services across the campus to determine the extent of (1) service duplication and (2) service delivery efficiency. To do this, develop a shared framework and collaborative review process to assess the effectiveness and efficiency of IT services. Undertake consolidation and/or retirement of services as recommended through this process. (start Oct - Dec)Strategy 2: Service Efficiencystart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-2
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Create and carry out a collective budget review and prioritization process for all campus-wide IT services for FY19, regardless of current org structure.Strategy 3: Financial Modelsstart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-3
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Conduct a comprehensive analysis of campus IT spend to lay a foundation for further organizational and financial decision-making.Strategy 3: Financial Modelsstart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-3
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Build a toolkit and models to evaluate IT revenue generation opportunities to determine if opportunity is worth pursuing. Rubric will include investment, cultural fit, capacity, skills set, market evaluation.Strategy 3: Financial Modelsstart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-3
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Use the Public Goods Working Group final report as a framework, and volunteer to lead development of a full set of IT services for consideration as public goods. Note: This tactic is contingent on the campus's decisions about the recommendations in the report.Strategy 3: Financial Modelsstart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-3
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Review with campus leaders three recommended organizational-financial models to decide how best to improve the organization and finance of IT for the campus:
Option 1:
- Centralize IT units that report to campus Administrative Leaders, and establish a dotted-line reporting relationship for IT units that report to Academic leaders, e.g., Deans. Dotted line would be to campus CIO or other senior IT leaders in central group.
- Increase the student technology fee.
- Add differentiated IT services w/ Governance. For example, provide public good IT services at no or low cost to campus user but charge higher levels for premium services.
- Add a 7% tax for IT innovation.
Option 2:
- Centralize IT units that report to campus Administrative Leaders.
- Improve partnership model with IT units that report to Academic Leaders, e.g., Deans.
- Implement a campus Public Good tax which helps to support IT public good services (among other public goods), and rationalize Public Goods vs. Private Goods.
- Add differentiated IT services w/ Governance. For example, provide public good IT services at no or low cost to campus user but charge higher levels for premium services.
- Note that this option presumes the Chancellor implements the Public Good Committee recommendations.
Option 3:
- Centralize IT units that report to campus Administrative Leaders.
- Improve partnership model with IT units that report to Academic Leaders, e.g., Deans.
- Implement a Public Good IT tax, and rationalize Public Goods vs. Private Goods.
- Add differentiated IT services w/ Governance. For example, provide public good IT services at no or low cost to campus user but charge higher levels for premium services.
- Note that this option presumes Chancellor does NOT implement the Public Good Committee recommendations and that IT moves ahead with a Public Good IT tax.
Strategy 4: Organizationstart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-4
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Put processes and governance in place to establish priorities, resource allocation, and accountability for collective decision-making to support the implemented organizational-financial model. This would include updating the charge and membership of IT committees such as ITC, ITLG, etc.Strategy 4: Organizationstart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-4
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After review with campus leaders of the three Organizational-Financial Model Options, carry out a detailed assessment of the following factors for each of the options that the campus has approved for next step consideration: a) financial implications, b) organizational implications, c) change management implications, d) determine how each supports the Reimagining IT Strategic Plan.Strategy 4: Organizationstart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-4
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Perform an analysis of what services should be run centrally vs. what should be run in the departmental IT, to inform the types of organizational changes that we will need to reduce redundancy and reduce cost. As part of this, consider more "clusters" of IT support teams that support common operations that could be part of central IT and/or local IT.Strategy 4: Organizationstart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-4
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Design IT organizations in an intentional and thoughtful way so as to support such key strategies as service efficiency, staff development, and campus partnerships. That is, don’t just centralize several major organizations together without carrying out thorough organizational review and rebuilding.Strategy 4: Organizationstart Jan - Marhttps://technology.berkeley.edu/strategic-plan/strategy-4
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Improve the IT Service Catalog informed by UX principles that includes all campus-wide IT services.Strategy 5: Campus User Experiencestart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-5
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Develop a “Telling our Story” Toolkit to help IT professionals across campus learn how to tell effective stories that showcase the value of their work and develop staff workshops to be held regularly.Strategy 5: Campus User Experiencestart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-5
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Enhance and mature the knowledge base to enable better self-service and service-desk support.Strategy 5: Campus User Experiencestart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-5
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Create user/customer tracks at the One IT Summit beginning in 2018 to embrace an “IT for All” approach with our users.Strategy 5: Campus User Experiencestart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-5
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Identify the top 5 services that will benefit from UX improvements and produce plans so that the service owners can improve the User Experience.Strategy 5: Campus User Experiencestart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-5
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Create an editing pool of individuals willing to edit 1-2 stories per month. Participants should have their editing skills vouched for by other communications professionals / leadership.Strategy 5: Campus User Experiencestart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-5
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Create usability checklist for assessment of campus systems and develop a quick UX assessment to be used by UX designers, service leads, and service owners that includes actions-for-improvement for campus systems, services, and websites.Strategy 5: Campus User Experiencestart Jan - Marhttps://technology.berkeley.edu/strategic-plan/strategy-5
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Resource and staff a One IT Strategic Communication Team (a matrixed team of communication staff across One IT) to focus and amplify the impact of telling our stories.Strategy 5: Campus User Experiencestart Jan - Marhttps://technology.berkeley.edu/strategic-plan/strategy-5
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Identify a high-level leader and the resources needed to develop and implement a One IT Workforce Strategy.Strategy 6: Workforce Strategystart July - Septhttps://technology.berkeley.edu/strategic-plan/strategy-6
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Conduct additional workforce analyses to identify future demand and gaps to inform career path training programs and develop recruitment strategies.Strategy 6: Workforce Strategystart Oct - Dechttps://technology.berkeley.edu/strategic-plan/strategy-6
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Develop mechanisms to enable staff to explore and move between campus jobs more easily in order to support career growth and professional development.Strategy 6: Workforce Strategystart Jan - Marhttps://technology.berkeley.edu/strategic-plan/strategy-6
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Create a program that includes IT Talent Swap, mentorships, and internships so as to leverage existing campus expertise and facilitate a supply/demand type of exchange of IT skills.Strategy 6: Workforce Strategystart Jan - Marhttps://technology.berkeley.edu/strategic-plan/strategy-6
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Create a Berkeley equivalent of Harvard’s IT Academy: an in-house cooperative education program for IT professionals, and for the campus (“IT for All”), taught by UCB’s IT Professionals and others on the campus community. Call for early pipeline input and work.Strategy 6: Workforce Strategystart Jan - Marhttps://technology.berkeley.edu/strategic-plan/strategy-6
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