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04/21/23 CITI Portfolio Management Process 1
A Portfolio Management Process & Structure for UCLA
Committee on IT Infrastructure (CITI)
May 27, 2008
04/21/23 CITI Portfolio Management Process 2
CITI Agenda and Objectives
• Agreement on the basic framework for a UCLA IT portfolio management structure and process– Use Disney model– Major elements and objectives
• Set long range vision• Portfolio management is a phased, iterative, on-going
process
• Agreement on initial steps and schedule– More detailed plan in June meeting– Kinds of resources and commitments
04/21/23 CITI Portfolio Management Process 3
Important Distinctions -- Governance, Project Management and Institutional Portfolio Mgmt• Governance
– Strategic Direction– Prioritization– Institutional Investment Portfolio
• Project Management, Development & Maintenance– Project Control– Schedules & Deliverables– Costs & Accountability– Successful implementation
• Institutional Portfolio Management– Balancing and diversifying investment decisions among academic,
research and administrative– Alignment with campus strategic plan and long-term requirements
04/21/23 CITI Portfolio Management Process 4
UCLA IT Project Governance Overview
IT Governance Graphical Overview v23-P1133-03-09-06
4
The specific governance path for each project is determined by a classification review.
Projects are identified
through the Annual
Strategic Planning
Process and as they arise
(Ad hoc).
1
• Class 2 Projects are logged in the IT portfolio but just “stay on the radar”
3
Project Classes 2-
5 are added to
the Campus
IT Portfolio.
6
Depending on the governance process “triggers”, a full or light PCD is created.
OIT creates a “Project Bio” for every project and each project is classified.
2
• Class 1 Projects go ahead – no additional IT Governance required.
Human Interaction (OIT, ITMG) is the first filter:
• Does project need outside funding?
• How is project aligned with strategic direction?
• What is the project motivation (is there a legal mandate?)
• What is the end user impact of the project?
• Is there a reason to fast track?
• Will the project be controversial?
5
Project moves along its
specific path through the IT
Governance Process.
• Governance entities participate according to their role in the process.
Option to fast track a project then circle back to
governance
CITI’s Agreement to Portfolio Management
04/21/23 CITI Portfolio Management Process 5
Preliminary Data on Campus Applications• An initial cut of a consolidated list of campus
applications was recently developed from the following sources:– 2003 Data Center Data Gathering Study– 2007 PII Interviews– 2005 Disaster Recovery Study– List of ISIS Supported System
• The data compiled is incomplete and requires formal validation and further refinement
• This initial effort resulted in some preliminary data that when validated can become useful information to form the basis of an institutional view of IT applications, systems and services– 31 Dean and Vice Chancellor Areas– 525 distinct campus applications (excluding medical
enterprise) … and counting
04/21/23 CITI Portfolio Management Process 6
List of Campus Applications from Preliminary (Unvalidated) Data
Preliminary List of Campus Applications
CTS 12%
Libraries 9%
Other1%
UNEX4%
OIT9%
Academic Units 23%
College4%
Admin + AIS 25%
Student Affairs 9%
External Affairs 4%
Administration + AIS
CTS
Libraries
Other
External Affairs
UNEX
OIT
College
Student Affairs
Academic Units
N=525
04/21/23 CITI Portfolio Management Process 7
Sample Information from Preliminary Data
• Some examples of system summary:– Reporting/documentation - 13 systems– Data and directories - 25 systems– Email/Calendaring - 32 systems– Web/Portal services - 35 systems– Time keeping - 8 systems
• Other noticeably repeated applications / systems– Financial accounting– Registration– Course Management Systems– Project or Initiative Management systems– Inventory
"The purpose is not to just centralize but to have the information to ask the right questions"
Disney’s IT Strategy and Governance Model
Alignment TeamAlignment Team
Media Technology Board
Media Technology Board
CIO Board CIO Board
Media Asset ManagementMedia Asset Management
Media TransportMedia Transport
Media Security/DRMMedia Security/DRM
High Definition VideoHigh Definition Video
Pro
du
ctP
r od
uct
Re q
ui rem
ents
Re q
uire m
e nts
Pro
du
ctP
r od
uct
Re q
ui rem
ents
Re q
uire m
e nts
Me d
iaM
edi a
Str ate g
yS
t rat egy
Me d
iaM
edi a
Str ate g
yS
t rat egy
Pro
du
ction
Pr o
du
ct ion
Op
era tion
sO
per atio
ns
Pro
du
ction
Pr o
du
ct ion
Op
era tion
sO
per atio
ns
Business
Processes
Business
Processes
Applications
Applications
Infrastructure
Infrastructure
MT StrategyMT Strategy
IT NeedsIT Needs
IT Strategy IT Strategy
Product Development & CreativeProduct Development & Creative
Media Technology“Product Facing”Media Technology“Product Facing”
Information Technology“Internal Facing”Information Technology“Internal Facing”
Source: Presentation by Jeff Mirich, Enterprise Architect & CIO at Disney Studios
Media Techonology and IT Governance in Harmony at Disney…and it seems to be working well!
FCET, IDRECSG/CAOs
CITICSG / CAOs
ITPBOITITPBOIT
IT Enabled Research
Scholarly Interaction
Integrated Student
Campus Data Resources
Instru
ction
al
Research
Su
pp
ort &
Infra.
Su
pp
or t &
S
up
por t &
In
f rastr u
ctu
r e
Inf ra
st ru
ctu
r e
Str a
teg
ies
Str a
t eg
i es
Su
pp
or t &
S
up
por t &
In
f rastr u
ctu
r e
Inf ra
st ru
ctu
r e
Str a
teg
ies
Str a
t eg
i es
Bu
siness P
rocesses
Cam
pu
s Ap
plicatio
ns
Co
mm
on
Infrastru
cture
Research, Research, Education, Education,
Decision-MakingDecision-Making
Research, Research, Education, Education,
Decision-MakingDecision-Making
Information Information TechnologyTechnology
““Program Facing”Program Facing”
Information Information TechnologyTechnology
““Program Facing”Program Facing”
Information Information TechnologyTechnology
““Internal Facing”Internal Facing”
Information Information TechnologyTechnology
““Internal Facing”Internal Facing”
Research & Educ. Strategy
IT Needs
IT Strategy
UCLA’s Programmatic IT and IT Infrastructure(Modified from Disney Studios’ model)
04/21/23 CITI Portfolio Management Process 10
Disney’s Institutional Approach to Portfolio Management
Infrastructure
Application Portfolio
ARCHITECT & INTEGRATEsimplify, standardize, modularize,
integrate
Business Processes
Suppliers Employees Customers
EXTEND & LINK
ERP CRMCollaboration Publishing…
PlatformsInfrastructureManagement
Network Core Services…
GOVERN & MANAGE IT INVESTMENTrationalize, leverage, maximize, aggregate
Enterprise Architecture is the Glue that holds Applications and Infrastructure to a common destiny
Enterprise Architecture cannot succeed without a governance structure to promote and fund the “common interest”
04/21/23 CITI Portfolio Management Process 11
Disney’s Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost
Create & manage
products, services,
media
Market products
& services
Sell products
& services
Manage supply
chain ops
Manage &
support cust.
Plan & manage perform-
ance
Manage finances &
accntg.
Manage human
resources
Manage Inform-ation
resources
Manage physical assets
Manage support services
Perform order
manage-ment
This analysis reveals costs by business process and
informs where the IT investment is focused,
business unit cross reference reveals leverage
opportunities
Governance of IT investment can be
aligned around business process
owners.
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ia N
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ork
s
ESPNABC CableABC Radio
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Total
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DC
P
DCPDCP – Int’l
DDMDisney Pub.
Total
Merch. Lic.Disney Store
BVI
Stu
dio BVHE – Int’l
BVHE – NAFilmed Ent.Total
Corporate
Co
rp
TomorrowlandTotal
Grand Total
04/21/23 CITI Portfolio Management Process 1212
Disney’s Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost
Create & manage
products, services,
media
Market products &
services
Sell products &
services
Manage supply
chain ops
Manage & support
cust.
Plan & manage
performance
Manage finances & accounting
Manage human
resources
Manage Information resources
Manage physical assets
Manage support services
Perform order
management
Develop sales plan &
quotas
Perform sales
Capture orders
Manage orders
Perform market
analysis
Develop marketing
plan
Implement marketing
plan
Acquire physical assets
Maintain physical assets
Dispose of physical assets
Perform research &
design
Prototype products
Create/manage product/
service /media informationManage
product/ service/medi
a lifecycle
Monitor external
environ-ment
Create & manage
business plan
Evaluate business results
Initiate & manage
improvements
Establish & administer HR policies & employee
dataManage employee
recruiting & training
Manage compensation & benefits
Administer health,
safety & security
programs
Create & manage
enterprise architecture
Create & manage
infrastructure &
operationsProvide & manage software solutions
Provide user support & training
Provide legal services
Provide security &
safety
Perform admin.
functions
Perform project
management
Establish & manage
customer relationships
Manage customer
interface infra-structure
Provide information &
training
Manage customer inquiries
Manage service & support delivery
Process financial
trans-actions
Plan & manage budgets
Manage cash &
liquidity
Analyze & report results
Plan
Source
Make
Deliver
Return
Manage 3rd party
obligations
Procure goods & services
Manage labor
operations
Manage employee
communic-ations
Manage employee & community
relations
Perform risk management
Manage share-
holders
Plan & manage
taxes
Maintain facilities
operations
• Point of Sale• Online Sales• Merchandise
Licensing• Reservations• Ticketing• Credit Card
Processing• Contract
Mgmt.
• BxB Marketing
• Marketing Automation
• Campaign Mgmt.
• Media Asset Mgmt.
• Broadcast/ Traffic
• News Room
• Customer Relationship Mgmt./ Call Center/ Customer Service
• Guest Data• Guest Claims
• Supply Chain Planning
• Warehouse Mgmt.
• Supply Chain Mgmt.
• Food & Beverage Supply Chain
• Catalog Order Mgmt.
• Advertising/ Billing Mgmt.
• Licensing Order Mgmt.
• Labor Forecasting, Scheduling, & Deployment
• TimeTracking and Compensation
• General HR• Recruiting
• Financial Transactions
• Budgeting
• Operational Data Store
• Forecasting & Planning
• Operational Reporting
• Costume Mgmt
• Project Mgmt.
• Legal• Risk Mgmt
• Asset Mgmt• Document Mgmt.
• Authentication
• Reporting Tools
Level 0processes
Level 1processes
Applicationexamples
Back of HouseFront of House
Unique /Differentiatin
gNon
Differentiating
04/21/23 CITI Portfolio Management Process 1313
UCLA Business Processes-- Level 1.0 for UCLA’s Four Core Processes --
1.2.18
Perform CommunityNeeds Assessment
ProvidePatient Care
ProvidePatient Care
Perform CareManagement
1.3.3
Evaluate Effectivenessof Care (Plan &
Provided)1.3.4
Manage Population-Based
Risk1.3.5
Deliver InpatientCare
1.3.6
Deliver Diagnostic& Therapeutic
Care1.3.7
1.3
Define & DevelopContinuum of Care1.3.2
1.3.1
Deliver Surgical /Invasive Care
Deliver AmbulatoryCare
1.3.10
Deliver HomeCare
1.3.11
ManageAffiliation Agreements
1.3.12
Deliver EmergencyCare
1.3.9
1.3.8
ManagePatient Care Network1.3.13
Participate in/Develop
Community/Public Service
Participate in/Develop
Community/Public Service
Manage IndustryPartnerships
Manage CommunityDevelopment
1.4.3
ManageUniversity-School
Partnerships1.4.2
1.4
1.4.1
EducateStudentsEducateStudents
Set Degree /Certification
Requirements
Devise and MonitorRemedial Education
Programs
Devise & MonitorContinuing Education
Programs
Deliver Education
1.1.3
1.1.4
1.1.5
DevelopCurriculum
1.1.2
1.1
Administer StudentEval. of Course /
Instructor1.1.6
Manage OutreachActivities
Ensure Ethics(Policies, Procedures,
Subject Testing)1.2.8
Management of Data
1.2.20
Conduct & Manage ResearchConduct & Manage Research
1.2
Identify Opportunities
Prepare Proposals
Review, Sign, & Submitto Funding Agency
Prepare & Submit Goldenrod
1.2.3
1.2.4
1.2.5
Prepare Internal Forma & Protocols1.2.2
1.2.1
NegotiateAward
1.2.6
Set-UpAward
Document & MaintainFederal Compliance
Perform ClinicalTrials
Prepare & SubmitFinancial Reports
Invoice FundingSponsors
1.2.12
1.2.13
1.2.14.
Document & MaintainNon-FederalCompliance
1.2.10
1.2.9
Close Out Awards
1.2.15
Collect AccountsReceivable
1.2.16
Present / PublishResearchResults
CoordinateResearch Parks/Joint Ventures
Manage IntellectualProperty/
Patents/Licensing/Technology
Transfer
1.2.17
Conduct Research& Incur Costs
1.2.11
1.2.71.1.7
1.1.1
1.2.18
1.2.19
Institute Quality Control
Measures1.2.27
(1)
(14)
(13)
(13)
(13)
(16)
(23) (33)
(38)
(3)
(29)
(7)(1)
(1)
(1)
Level OProcesses
Level 1Processes
04/21/23 CITI Portfolio Management Process 14
Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost
Create & manage products, services,
media
Market products
& services
Sell products
& services
Manage supply
chain ops
Manage & support
cust.
Plan & manage perform-
ance
Manage finances & accntg.
Manage human
resources
Manage Inform-ation
resources
Manage physical assets
Manage support services
WDW
TP
&R DLR
WDIDLP
Total
ABC Network
Med
ia N
etw
ork
s
ESPNABC CableABC Radio
ABC TV stations
Total
BVTVWDTVI
BVG
DC
P
DCPDCP – Int’l
DDMDisney Pub.
Total
Merch. Lic.Disney Store
BVI
Stu
dio BVHE – Int’l
BVHE – NAFilmed Ent.Total
Corporate
Co
rp
TomorrowlandTotal
Grand Total
Perform order
manage-ment
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NonDifferentiating
Create & manage products, services,
media
Market products
& services
Sell products
& services
Manage supply
chain ops
Manage & support
cust.
Plan & manage perform-
ance
Manage finances & accntg.
Manage human
resources
Manage Inform-ation
resources
Manage physical assets
Manage support services
WDW
TP
&R DLR
WDIDLP
Total
ABC Network
Med
ia N
etw
ork
s
ESPNABC CableABC Radio
ABC TV stations
Total
BVTVWDTVI
BVG
DC
P
DCPDCP – Int’l
DDMDisney Pub.
Total
Merch. Lic.Disney Store
BVI
Stu
dio BVHE – Int’l
BVHE – NAFilmed Ent.Total
Corporate
Co
rp
TomorrowlandTotal
Grand Total
Perform order
manage-ment
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Create & manage products, services,
media
Market products
& services
Sell products
& services
Manage supply
chain ops
Manage & support
cust.
Plan & manage perform-
ance
Manage finances & accntg.
Manage human
resources
Manage Inform-ation
resources
Manage physical assets
Manage support services
WDW
TP
&R DLR
WDIDLP
Total
ABC Network
Med
ia N
etw
ork
s
ESPNABC CableABC Radio
ABC TV stations
Total
BVTVWDTVI
BVG
DC
P
DCPDCP – Int’l
DDMDisney Pub.
Total
Merch. Lic.Disney Store
BVI
Stu
dio BVHE – Int’l
BVHE – NAFilmed Ent.Total
Corporate
Co
rp
TomorrowlandTotal
Grand Total
WDW
TP
&R DLR
WDIDLP
Total
ABC Network
Med
ia N
etw
ork
s
ESPNABC CableABC Radio
ABC TV stations
Total
BVTVWDTVI
BVG
DC
P
DCPDCP – Int’l
DDMDisney Pub.
Total
Merch. Lic.Disney Store
BVI
Stu
dio BVHE – Int’l
BVHE – NAFilmed Ent.Total
BVI
Stu
dio BVHE – Int’l
BVHE – NAFilmed Ent.Total
Corporate
Co
rp
TomorrowlandTotal
Grand Total
Perform order
manage-ment
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NonDifferentiating
04/21/23 CITI Portfolio Management Process 15
Value of Disney’s Portfolio Management Process
• Outcome of As-Is Analysis– Revealed costs by business process– Informed the governance structure where the IT
investments are focused– Revealed leveraging opportunities for IT services that
cross business units– Created a basis for developing the technology decision
framework • Identifying emerging, core and declining technologies for
non-differentiated services / applications• Identifying specialized technologies as defined, justified,
and unique business case for differentiated services
04/21/23 CITI Portfolio Management Process 16-- WORKING DRAFT-- 16
Overview of Proposed Process
Understand the Existing
Environment“As Is”
Validate & Refine
Summary of Findings
Define new IT Portfolio
Management Model
Conduct Gap and Capacity
Analysis
Define Objectives,
Priorities and Process Metrics
• Define information and analysis needs
• Collect information and data using normalized data / industry process classifications and models
•Interviews•Baseline research•Benchmarking•Surveys•Focus groups
• Develop an understanding of the problems and issues
• Level set on the definition, upper and lower limits, and parameters regarding value, cost and risk
• Summarize key findings
• Present initial findings to executive management
• Obtain concurrence on priorities and direction
• Seek additional data and information
• Develop the guiding principles and key objectives of a new IT portfolio management process
• Identify specific gaps that exist between the results of the assessment and the desired state as defined in the IT PM Model
• Assess capacity / capabilities to determine if adequate resources are currently available to address the gaps
• Identify options / resource requirements if current resources are lacking
• Develop a list of priorities and focus areas to allocate resources
• Evaluate importance and urgency of each key element
• Assure that defined objectives are traceable to business strategy
• Develop a plan that identifies the IT PM charter and communications plan
04/21/23 CITI Portfolio Management Process 17-- WORKING DRAFT-- 17
Step One
Understand the Existing
Environment“As Is”
Validate & Refine Summary
of Findings
Define new IT Portfolio
Management Model
Conduct Gap and Capacity Analysis
Define Objectives, Priorities and
Process Metrics
• Define information and analysis needs• Collect information and data using
normalized data / industry process classifications and models
•Interviews•Baseline research•Benchmarking•Surveys•Focus groups
• Develop an understanding of the problems and issues
• Level set on the definition, upper and lower limits, and parameters regarding value, cost and risk
Summer 2008
04/21/23 CITI Portfolio Management Process 1818
Information is Available to Begin
• Existing and available resources / documentation for the three building blocks– Business Processes
• Documentation of UCLA’s core mission processes (4) and major supporting processes (15) by Coopers & Lybrand Study
– Application Portfolio• Preliminary list of applications, systems and servers (with
847 line items)
– Infrastructure • UTIPP / UTIPP 2 Reports• 2001 / 2005 – OIT White Papers on “Developing a Campus
IT Strategy and Architecture”
04/21/23 CITI Portfolio Management Process 191919
CITI Endorsement
• Agreement with the basic framework & objectives for IT portfolio management
• Agreement to do “as-is” analysis– Define information needs
• Categories/thresholds for collecting applications information• What information will be collected in first iteration
– Define Level 1 processes• Facilitated session• Subgroup of CAO
• Agreement to review and approve a detailed plan at CITI’s June meeting– Consult CITI subgroup– Summer start– Integrate with IT planning and cost review