www.umn.edu/oit Measuring the Value of IT to the Institution CSG Spring 2007
Dec 26, 2015
www.umn.edu/oit
Gartner…..
Business Value Defined (2003):
“…measures that demonstrate how IT-related changes and investments contribute over time to improved business performance, competitiveness and economic growth.”
Doc ID Number: DF-18-3219
www.umn.edu/oit
Educause…
• Objective and subjective combination of measures that attempt to define the value of IT to the institution….
Assessing and Communicating the Value of IT (Nelson, 2005) • Operational Excellence, Organizational
Management, Client Partnership…Increasing IT Value for Customers: A Challenge for Higher Education (Beeby,
Donnefeld, Jelinkova, Knox, Palenchar, Rini, 2006)
www.umn.edu/oit
Educause…Understanding the Value of IT
– Structuring the IT Value Discussion• Strategic. How well is the technology supporting the
strategic goals of the institution?• IT Organization. Is the IT support organization effective
and efficient?• Project. Is a particular technology project worth pursuing?
Educause Quarterly Number 3 2003
Goldstein, Katz, Olsen
www.umn.edu/oit
Simplified IT Value Components
• IT Portfolio Management and Associated Costs
• IT Organizational Continuous Improvement• Impact of Strategic Initiatives / Projects • IT Strategic Alignment to Support the
Institution’s Goals
www.umn.edu/oit
Simplified IT Value Components
• IT Portfolio Management and Associated Costs
• IT Organizational Continuous Improvement• Impact of Strategic Initiatives / Projects • IT Strategic Alignment to Support the
Institution’s Goals
www.umn.edu/oit
Existing Common-Good/Budget Allocation Enterprise Technology Service Portfolio
Student,Faculty,Staff Support
•Helpdesk (1-HELP)•Training•Digital Media Center.•Computer Labs•Security•MS license•Back-Up•Automated Desk-top Computer Management (AD)•Help-Desk Support Tool (Ctrl F1)
Communications
•Data Network•Telephone•Unified Messaging
ProductivityApplications
•Operating System•MS Office•File Systems•Web Collaboration (Breeze)•Email•Calendar (UMCal)•File Storage (SAN)
•Personal space•Enterprise storage
•Web Content Management (FileNet)•Wiki
BusinessApplications
•PeopleSoft•WebCT•Imaging/Doc Mgt•Library Automation•E-Research•CUFS / Financial•IMS Reporting•EGMS•FormsNirvana•GradPlanner•Portfolio•GoldPass•Data Base (Oracle)•Portal
www.umn.edu/oit
Existing Common-Good/Budget Allocation Enterprise Technology Services Portfolio Budget View
Portfolio by Budget
22%
26%29%
14%
3% 6%
Communications
Productivity Apps
Business Apps
Student, Staff & Faculty Support
Security
Other
www.umn.edu/oit
Common-Good/Budget Allocation Enterprise Technology Services Portfolio ‘Cost per Head’
• Total Portfolio Expense: Approx. $70 Million• ‘Cost per Head’
– Existing: $44.93/month ($1.50/day)– Modeled FY08: $48.16 - $50.41 ($1.60 - $1.68/day)
www.umn.edu/oit
Simplified IT Value Components
• IT Portfolio Management and Associated Costs
• IT Organizational Continuous Improvement• Impact of Strategic Initiatives / Projects • IT Strategic Alignment to Support the
Institution’s Goals
www.umn.edu/oit
Service Quality Dashboard
4.60 Overall Rating
0
1
2 3
4
5
IT Expenditure Dashboard
6.90%
0
1
2
3
4 5 6
7
8
9
10
Improvement Process Dashboard
43% BP/SE Score
0
1
2
3
4 5 6
7
8
9
10
Staff Engagement Dashboard
4.78
2.354
0
OIT Score: 2.91
www.umn.edu/oit
IT Service Quality
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
Computer Labs
Helpline Support
Networking andTelecommunications Service
Delivery
Residence Hall NetworkServices
Self-Service TechnologyKnowledge Data Base
Technology Short CourseTraining
WebCT
FY06
FY05
FY04
www.umn.edu/oit
University IT Exp as % of Tot Expenses
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
Crookston Duluth Morris Twin Cities Total
Productivity & Efficiency
www.umn.edu/oit
Collegiate IT Exp as % of Tot Expenses
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
LIBERAL ARTS, COLLEGE OF TECHNOLOGY, INSTITUTE OF
CONTINUING EDUCATION, COLL OF MGMT, CURTIS L CARLSON, SCH OFEDUCATION & HUMAN DEVEL, COLL
MEDICAL SCHOOL
BIOLOGICAL SCIENCES, COLL OF
GENERAL COLLEGE
HUMAN ECOLOGY, COLLEGE OF AGRIC, FOOD, & ENVIR SCI, COLL
LAW SCHOOL
NURSING, SCHOOL OF
PUBLIC HEALTH, SCHOOL OF
DENTISTRY, SCHOOL OF
ARCH & LANDSCAPE ARCH, COLL OFNATURAL RESOURCES, COLLEGE OF
PHARMACY, COLLEGE OF
HUMPHREY INST OF PUBL AFFAIRS VETERINARY MEDICINE, COLL OF
Productivity & Efficiency
www.umn.edu/oit
Administrative IT Exp as % of Tot Expenses
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
DULUTH SCHOOL OF MEDICINE
ROCHESTER
AGRICULTURE EXPERIMENT STATION
ACADEMIC HEALTH CTR-SHARED
ATHLETICS
AUDITS
AUXILIARY SERVICES
BELL MUSEUM
BUDGET & FINANCE
BOYNTON HEALTH SERVICE
CAPITAL PLANNING/PROJECT MANAGEMENT
STUDENT AFFAIRS, OFFICE OF
CONTROLLER'S OFFICEDEBT MANAGEMENT
ACADEMIC AFFAIRS, SR VP
U OF MN EXTENSION SERVICE
FACILITIES MANAGEMENT
FRINGE BENEFITS GENERAL COUNSEL GRADUATE SCHOOL HUMAN RESOURCES
HEALTH SCIENCES, SR VP
UNIVERSITY HEALTH AND SAFETY
INSTITUTIONAL ACCOUNT
UNIVERSITY RELATIONS, OFC OF
LIBRARIES, UNIVERSITY
PRESIDENT, OFFICE OF THE
REGENTS, BOARD OF
RESEARCH
RECREATIONAL SPORT/STDT UNION
PUBLIC SAFETY
SYSTEM ADMINISTRATION, SR VP
SYSTEMWIDE
UNIVERSITY SERVICES, VP FOR
OIT Unit Totals:
IT Exp as % of Tot Expenses
Productivity & Efficiency
www.umn.edu/oit
Productivity & Efficiency:University of Minnesota IT Spending
per Capita
• $1,682 per Student, Faculty & Staff (headcount)
www.umn.edu/oit
Improvement Processes….
Still Under Development….
•Progress toward Institutional Best Practices and Standards
Best Practice
Single Enterprise
OIT Compliance Comments
Communications
Data NetworkVarious parts of OIT are running their own privately run networks.
Productivity Applications
Operating SystemAre all of OIT's desktop computers running either Mac OSX or WinXP?
Win XPMac OS X
MS OfficeFile SystemsWeb Collaboration (Breeze)EmailCalendarFile Storage
PersonalDepartmental
Web Content Management (FileNet)
Many of OIT's pages are managed through FileNet, but some of them aren't.
Business Applications
PeopleSoft
WebCTWith the exception of the development around Moodle and other emerging technologies.
ImagingLibrary Automation Need this be here?E-Research Need this be here?CUFS Need this be here?IMS Reporting Shadow systems?EGMSForms NirvanaGradPlannerPortfolioGoldPassData Base
Student, Faculty, Staff Support
HelpDesk (1-HELP)Training
Digital Media Center Does not necessarily apply. No faculty.Computer LabsSecurityMS LicenseBack-UpAutomated Help Desk (AD)Help-Desk Support Tool (Ctrl F1)
Totals: 13 22 12
Overall ScorecardNumber Best Practices that Apply
Number Single Enetrprise that Apply
OIT Adoption
and Compliance
Rate
Adoption / Compliance Score
11 17 12 12 of 25
Totals: 28 12 43%
Best Practice / Single Enterprise Technologies Performance Measure
www.umn.edu/oit
Simplified IT Value Components
• IT Portfolio Management and Associated Costs
• IT Organizational Continuous Improvement• Impact of Strategic Initiatives / Projects • IT Strategic Alignment to Support the
Institution’s Goals
www.umn.edu/oit
Project Title Project Description:
Improvements:
Costs:
Comparables:
Outcome: [this should be the “take-away” message about the project]
Benefits
Improved productivity/efficiency
Reduced costs
Enhanced revenues
Improved service or product quality
Engaged employees
Mitigate risk
Project Benefit Slide
www.umn.edu/oit
Start-up Yr1 Yr2 Yr3 Yr 4 Yr 5 TOTAL
Improvements
Costs
University Net
Project Impact Summary Form
• Unit-Specific Improvements of Particular Note: (If cost savings, specify where the savings went)
• Unit-Specific Costs of Particular Note:
• Comparables (over time, parts-to-whole, peers, industry standards, etc.):
www.umn.edu/oit
Start up yr 1 yr 2 yr 3 yr 4 yr 5 Start up yr 1 yr 2 yr 3 yr 4 yr 5 Start up yr 1 yr 2 yr 3 yr 4 yr 5 Start up yr 1 yr 2 yr 3 yr 4 yr 5
Engage Employees
Personnel costsTechnology costs
Supply CostsEquipment costs
Capital costsConsulting costsOther costs (please
specify)
Reduce Costs* (identifiable, marbled,
avoided)
Mitigate Risk
Enhance Revenues
Net
TOTAL
Improve Productivity/
Efficiency
Improve Service/ Product
Quality
Description (who, how, when)
Unit Measure Impacted Group B Impacted Group CImpacted Group A
Benchmark / Comparable Information: Over time / Parts to the whole / Peers / Industry Standards
(1) Improvement Categories
(2) Cost Categories
(3) Start-up & over 5 years (4a) Per
impacted group
(4b) University overall
(5) Net impact
(6) Benchmarks
www.umn.edu/oit
FY07 (startup) FY08 FY09 FY10 FY11 FY12 FY07 (startup) FY08 FY09 FY10
Single ticket office? + + + +
Engage EmployeesEnhance Revenues
Ticket fee revenue $ 133,000 $ 146,300 $ 160,930 $ 177,023 $ 194,725 $ 196,000 $ 215,600 $ 237,160
Enhance Revenues
Other fee revenue $ 81,000 $ 89,100 $ 98,010 $ 107,811 $ 118,592 $ 32,000 $ 35,200 $ 38,720
Enhance Revenues
1-2% increased sales $ 200,000 $ 250,000 $ 300,000 $ 350,000 $ 400,000 $ 10,000 $ 12,500 $ 15,000
Enhance Revenues
Increased donations + + + +
Print at home tickets + + + + + +
Internet tools for customers + + + + + +
Personnel costsInternally rallocateInternally rallocateInternally rallocateInternally rallocateInternally rallocate
$ 90,000 $ 93,600 $ 97,344
Technology costs
Equipment costs100,000$ 100,000$ 100,000$ 100,000$ 100,000$
$ 50,000 $ 50,000 $ 50,000
Capital costsSupplies and
Expenses
$ 35,000 $ 35,000 $ 35,000
Other costs (please specify)
Internal transfers (342,500)$ (342,500)$ (342,500)$ (342,500)$ (342,500)$
$ (120,000) $ (127,200) $ (134,688)
$ - $ (28,500) $ 42,900 $ 116,440 $ 192,334 $ 270,817 $ - $ 68,000 $ 86,100 $ 106,192
Reduce Costs* (identifiable,
marbled, avoided)
Net
Improve Productivity/
Efficiency
Improve Service/ Product Quality
Description (who, how, when)
Unit Measure Athletics Northrup/Arts
FY07 (startup) FY08 FY09 FY10 FY11 FY12 FY07 (startup) FY08 FY09 FY10 FY11 FY12
+ + +
+ + + +
$ 270,000 $ 180,000 $ 187,200 $ 194,688 $ 202,476 $ 210,575
270,000$ 270,000$ 280,800$ 292,032$ 303,713$ 315,862$
481,000$ $ 164,000 $ 164,000 $ 164,000 $ 164,000 $ 164,000
481,000$ 164,000$ 164,000$ 164,000$ 164,000$ 164,000$ $ 200,000 $ 37,500 $ 37,500 $ 37,500 $ 37,500 $ 37,500
200,000$ 187,500$ 187,500$ 187,500$ 187,500$ 187,500$
-$ -$ -$ -$ -$ -$
-$ 35,000$ 35,000$ 35,000$ 35,000$ 35,000$ $ 21,000 $ 81,000 $ 81,000 $ 81,000 $ 81,000 $ 81,000
21,000$ 81,000$ 81,000$ 81,000$ 81,000$ 81,000$ $ 462,500 $ 469,700 $ 477,188 $ 484,976 $ 493,075
-$ -$ -$ -$ -$ -$
$ (972,000) $ - $ - $ - $ 0 $ 0 $ (972,000) $ 39,500 $ 129,000 $ 222,632 $ 320,826 $ 424,058
OIT TOTAL
Example: Enterprise EventTicket System
(Detailed Cost Analysis)
www.umn.edu/oit
University Event Ticketing SystemProject Description: Numerous entities on campus have ticketing / customer management needs. Two of the largest – University Athletics and arts ticketing organizations – needed new systems in 2007, so the opportunity was seized to create an enterprise-wide solution. This project will increase revenues, increase customer service, and provide University management with significantly more meaningful customer information.
Improvements:
Significant customer service improvements
• On-line purchase / print-at-home tickets
• Ticket exchange and ticket forwarding capabilities
Enterprise customer relationship tracking available
Significant revenue increases
• $600,000 over five years above current net revenue, PLUS:• Increased donations• Increased ticket sales and cross promotion• Increased advertising revenue
Costs:
Start-Up: $1.1 Million / Ongoing operation: ≈ $ 600,000 per year
Overall Impact:Full control and collection of ticketing fees presents highest long-term revenue potential for unitsModern, robust ticketing software and the ability to directly integrate into current enterprise systems increases user satisfaction and cross promotion opportunities University ticketing fees will be less than industry standards
Benefits
Improved productivity/efficiency
Reduced costs Enhanced revenues
Improved service or product quality Engaged employees
www.umn.edu/oit
Start up yr 1 yr 2 yr 3 yr 4 yr 5 yr 6 yr 7
25% 35% 60% 80% 90% 100% 100%
Reduce complexity thru consistent mgmt
reduced # of units with own server mgmt programs
x x x x x x x
Minimize occurance of service outages
Marbled $: Productivity savings: increased hours of server uptime based on fewer service outages due to infrastructure failure
$85,800 $120,120 $205,920 $274,560 $308,880 $343,200 $343,200
Decrease # and severity of security breaches
Marbled $: Productivity savings: increased hours of server uptime based on fewer service outages due to security breech
$29,400 $41,160 $70,560 $94,080 $105,840 $117,600 $117,600
Engage Employees
n/a
Enhance Revenues
n/a
Improve Service/
Product Quality
Minimize occurance of service outages
Savings captured above
Hardware savings through economies of scale
Identifiable $: 20% reduction in number of servers through consolidation
$148,500 $148,500 $148,500 $148,500 $148,500 $148,500 $148,500
Reduce # of FTE's dedicated to server mgmt
Identifiable $: recovered or repurposed salary of FTE
$146,250 $204,750 $351,000 $468,000 $526,500 $585,000 $585,000
Reduce space costs for server mgmt
Identifiable $: lease cost of recovered square footage
$221,250 $88,500 $221,250 $177,000 $88,500 $88,500 $0
Personnel costs
Server support Identifiable $: personnel cost per server migration
$100,000 $40,000 $100,000 $80,000 $40,000 $40,000 $0
Technology costs
Supply CostsEquipment
costsCapital costs Cool systems, electrical,
generator and other capital improvements
$1,360,000 $782,000 $1,490,000 $504,000
Consulting costs
Other costs (please specify)
Net - Annual ($1,360,000) ($250,800) ($926,970) $393,230 $1,082,140 $1,138,220 $1,242,800 $1,194,300
Net - cummlative
($1,360,000) ($1,610,800) ($2,537,770) ($2,144,540) ($1,062,400) $75,820 $1,318,620 $2,512,920
Percent of local servers migrated
Description (who, how, when)
Unit Measure OIT
Improve Productivity/
Efficiency
Reduce Costs
Example: Shared Data Center
www.umn.edu/oit
Shared Data Center Project
Outcome: This data center initiative will: Recover initial capital costs through increases in productivity and savings through economies of
scale efficiencies, creating a 5 year net savings of $75,000, and annual net savings in year 6 and beyond of over $1,000,000 per year.
Benefits
Improved productivity/efficiency
Reduced costs Enhanced revenues
Improved service or product quality Engaged employees
Project Description: Expand the capacity of the University’s existing central data centers to allow for the consolidation of locally-managed servers into shared data centers.
Improvements: Primarily realized by University unitsReduces total hrs of service outages – creating measurable productivity improvementsReduces # and severity of server security breaches resulting in productivity improvementsReduces # of FTEs required for server management through economies of scaleReduces $ spent on servers, space, and infrastructure through server consolidationIncrease space available to local units for office and storage by eliminating need for local server space
Costs: Borne by central OITStart-up costs through year three:
– Enhancements to WBOB and 90 Church Street data centers -- $4.14 million.
Conversion costs of migrating to central server location– Staff cost to migrate to central data center -- $360,000
www.umn.edu/oit
Simplified IT Value Components
• IT Portfolio Management and Associated Costs
• IT Organizational Continuous Improvement• Impact of Strategic Initiatives / Projects • IT Strategic Alignment to Support the
Institution’s Goals
www.umn.edu/oit
IT Strategies toInstitution’s Strategies
Operational GoalsMapped to Strategies
Projects MappedTo Goals
Measures toIT Strategies
Projects toMeasures
Projects toInstitution’sStrategies
www.umn.edu/oit
Institutional Strategies
OIT Action Strategy Alignment to Institutional Strategies
• Exceptional Students• Exceptional Faculty and Staff• Exceptional Organization• Exceptional Innovation
OIT Action Strategies
Create an organizational structure that eliminates barriers between our customers and the services that we deliver.
Embrace a culture that is committed to excellence and continuous improvement.
Adopt standards and best practices wherever and whenever appropriately suited.
Optimize the use of our physical, financial and technical resources.
Recruit and retain the highest quality staff. Maximize staff member contributions through engagement, growth, and development.
Operate as a single organizational unit.
www.umn.edu/oit
OIT Action Strategies
OIT Operational Goal Alignment to OIT Action Strategies
Create an organizational structure that eliminates barriers between our customers and the services that we deliver.Embrace a culture that is committed to excellence and continuous improvement.Adopt standards and best practices wherever and whenever appropriately suited.Optimize the use of our physical, financial and technical resources.Recruit and retain the highest quality staff. Maximize staff member contributions through engagement, growth, and development.Operate as a single organizational unit.
OIT Operational Goals
Invest in enterprise system scale initiatives that create savings, improve service, and maximize the University’s investment in systems.
Extend the usefulness of enterprise-class systems with new technologies, workflow and other processes.
Invest in promising emerging technologies to maintain a competitive, leadership role that attracts the brightest students, faculty, staff and research funding.
Create strategic partnerships that support the institution’s goals, mission and vision and which create strategic advancement opportunities.
Maintain, enhance and improve the technology infrastructure to alleviate outages and improve reliability.
Simplify the complex technical environment through the pursuit of Single Enterprise standardized systems, transactions and processes to deliver higher quality, efficiency and effectiveness.
www.umn.edu/oit
FY08 OIT Project to OIT Operational Goals
FY08 Projects New / Continuing Functional Owner Invest in enterprise system scale initiatives that create savings, improve service, and maximize the University’s investment in systems.Extend the usefulness of enterprise-class systems with new technologies, workflow and other processes.Invest in promising emerging technologies to maintain a competitive leadership role that attracts the brightest students, faculty, staff and research funding.Create strategic partnerships that support the institution’s goals, mission and vision and which create strategic advancement opportunities.Maintain, enhance and improve the technology infrastructure to alleviate outages and improve reliability.Simplify the complex technical environment through the pursuit of Single Enterprise standardized systems, transactions and processes to deliver higher quality, efficiency and effectiveness.
1 Financial System Replacement
Continuing Controller
2 Position Management Continuing Human Resources3 ePortfolio / Grad Planner
IntegrationContinuing Student/Provost
4 Geographic Information / Space Management System
New Capital Planning / University Services
5 High Performance Research Network Connectivity & Upgrade
Continuing OIT
6 Faculty Activity Reporting New OVPR, Libraries, U Relations
7 NTS Self-Service Tools Continuing OIT8 Institutional Accountability
ScorecardNew Provost
9 Web Content Management Continuing OIT10 University Initiatives Tracking
ToolContinuing President/OIT
11 Ticketing System Continuing Chief Financial Officer12 University Libraries Rich
Media ServicesNew Libraries
13 Learning Platform and Knowledge Management System
New AHC / Provost
14 Server Consolidation and Strengthened Technical Security
New OIT
* Data Center Continuing
* Server Hosting Services New
* File Storage Capacity Continuing
* Strengthened Authentication New
* Strengthened Data Management Tools and Techniques
New
* Transition Disparate Servers New
15 Optimally Aligned University IT Environment
New OIT
* Enterprise Service/Technology Adoption
Continuing
* Organizational Development Continuing
www.umn.edu/oit
OIT Action Strategies
OIT Measures to Action Strategies
Create an organizational structure that eliminates barriers between our customers and the services that we deliver.Embrace a culture that is committed to excellence and continuous improvement.Adopt standards and best practices wherever and whenever appropriately suited.Optimize the use of our physical, financial and technical resources.Recruit and retain the highest quality staff. Maximize staff member contributions through engagement, growth, and development.Operate as a single organizational unit.
OIT Measures• Quality: o Customer satisfaction with targeted services. o Technology service portfolio offered to customers. o New services delivered.
• Efficiency/ Productivity: o Technology spend as percentage of over-all spend (all-inclusive/OIT). o Technology spend per student/staff/faculty (all-inclusive/OIT). o Technologist-to-staff & Technologist-to-student/staff/faculty ratios and ser
• Staff Development: o Employee Engagement (PULSE). • Community Campaign involvement / giving level. o Employee Performance Review / Plan Percentage & Indices.
• Processes / Continuous Improvement: o Number of best practices referred and adopted. o Number of single enterprise services referred and adopted.
www.umn.edu/oit
FY08 OIT Projects to Measures
FY08 Projects New / Continuing Functional Owner • Quality: o Customer satisfaction with targeted services. o Technology service portfolio offered to customers. o New services delivered.• Efficiency/ Productivity: o Technology spend as percentage of over-all spend (all-inclusive/OIT). o Technology spend per student/staff/faculty (all-inclusive/OIT). o Technologist-to-staff & Technologist-to-student/staff/faculty ratios and ser• Staff Development: o Employee Engagement (PULSE). • Community Campaign involvement / giving level. o Employee Performance Review / Plan Percentage & Indices.• Processes / Continuous Improvement: o Number of best practices referred and adopted. o Number of single enterprise services referred and adopted.Impact Analysis Measure
1 Financial System Replacement
Continuing Controller
2 Position Management Continuing Human Resources3 ePortfolio / Grad Planner
IntegrationContinuing Student/Provost
4 Geographic Information / Space Management System
New Capital Planning / University Services
5 High Performance Research Network Connectivity & Upgrade
Continuing OIT
6 Faculty Activity Reporting New OVPR, Libraries, U Relations
7 NTS Self-Service Tools Continuing OIT8 Institutional Accountability
ScorecardNew Provost
9 Web Content Management Continuing OIT10 University Initiatives Tracking
ToolContinuing President/OIT
11 Ticketing System Continuing Chief Financial Officer12 University Libraries Rich
Media ServicesNew Libraries
13 Learning Platform and Knowledge Management System
New AHC / Provost
14 Server Consolidation and Strengthened Technical Security
New OIT
* Data Center Continuing
* Server Hosting Services New
* File Storage Capacity Continuing
* Strengthened Authentication New
* Strengthened Data Management Tools and Techniques
New
* Transition Disparate Servers New
15 Optimally Aligned University IT Environment
New OIT
* Enterprise Service/Technology Adoption
Continuing
* Organizational Development Continuing
www.umn.edu/oit
Institutional Strategy Alignment
Draft….. OIT Pipe-Line …..Draft
OIT Projects and Potential Forecasted Projects Functional Owner Status Exceptional StudentsExceptional Faculty and StaffExceptional OrganizationExceptional Innovation
ePortfolio Student/Provost Continuing
Graduation Planner Undergraduate Education Continuing
Graduate Student Planner Graduate School New
Student Engagement Planner Student Affairs New
Customer Relationship Management
Undergraduate Education? New
Non-Credit Registration Provost? New
Course Management: WebCT Vista / Moodle
Provost? OIT? Continuing
Learning Platform and Knowledge Management System
AHC / Provost New
Portal Provost Continuing
University Libraries Rich Media Services
Libraries New
Faculty Activity Reporting OVPR, Libraries, U Relations New
Employee Learning Management
Human Resources New
Financial System Replacement Chief Financial Officer Continuing
Ticketing System Chief Financial Officer Continuing
www.umn.edu/oit
IT Strategies toInstitution’s Strategies
Operational GoalsMapped to Strategies
Projects MappedTo Goals
Measures toIT Strategies
Projects toMeasures
Projects toInstitution’sStrategies
www.umn.edu/oit
Developing Collaborative Informed Decision and Priority Setting Framework for Large IT Projects.
-Fall 2007
www.umn.edu/oit
To Wrap it Up…
• Start Somewhere…• Governance is Crucial• Internal Benchmarking is Powerful• Subjectivity is OK• What questions do these tools answer?