A Plan for Strategic Governanceprofessionalprograms.net/downloads/2015_FUSION/PDF/Session409.pdf ·...
28
SESSION 409 Tuesday, November 3, 10:00am - 11:00am Track: Strategic View A Plan for Strategic Governance Warick Pond, PMP, CSM Assistant Vice President, IT Planning and Programs, Arizona State University [email protected] Session Description How does your organization balance ever-increasing demand with limited resources? Are you working on the right things, or does the squeakiest wheel get the grease? To get the right answers, Arizona State University is implementing a shared governance structure that will align its service and project portfolios to provider greater visibility into what the user community needs and an understanding of the costs involved. In this session, Stacey Prezel and Warick Pond will outline ASU journey to shared governance, provide practical advice for implementation, and share lessons learned. (Experience Level: Advanced) Speaker Background Stacey Prezel is the director of ITSM and continual service improvement at Arizona State University. In her current role, Stacey leads the implementation and management of ITIL processes and ServiceNow for the University Technology Office. Prior to ASU, she was the director of ITSM at Apollo Group, the parent company of the University of Phoenix. Stacey has also held various management and improvement-focused positions in insurance, technology, and aerospace. As the IT program director at Arizona State University’s Planning and Program Management Office, Warick Pond is responsible for driving strategic initiatives toward implementation. Prior to ASU, Warrick worked with the University of Utah as a portfolio manager. His experience also includes adult instructional design at ARUP Laboratories and business development at Staples, Inc.
Transcript of A Plan for Strategic Governanceprofessionalprograms.net/downloads/2015_FUSION/PDF/Session409.pdf ·...
SESSION 409 Tuesday, November 3, 10:00am - 11:00am
Track: Strategic View
A Plan for Strategic Governance
Warick Pond, PMP, CSM Assistant Vice President, IT Planning and Programs, ArizonaState University [email protected]
Session Description
How does your organization balance ever-increasing demand with limited resources? Are you working on the right things, or does the squeakiest wheel get the grease? To get the right answers, Arizona State University is implementing a shared governance structure that will align its service and project portfolios to provider greater visibility into what the user community needs and an understanding of the costs involved. In this session, Stacey Prezel and Warick Pond will outline ASU journey to shared governance, provide practical advice for implementation, and share lessons learned. (Experience Level: Advanced)
Speaker Background
Stacey Prezel is the director of ITSM and continual service improvement at Arizona State University. Inher current role, Stacey leads the implementation and management of ITIL processes and ServiceNow for the University Technology Office. Prior to ASU, she was the director of ITSM at Apollo Group, the parent company of the University of Phoenix. Stacey has also held various management and improvement-focused positions in insurance, technology, and aerospace.
As the IT program director at Arizona State University’s Planning and Program Management Office, Warick Pond is responsible for driving strategic initiatives toward implementation. Prior to ASU, Warrickworked with the University of Utah as a portfolio manager. His experience also includes adult instructional design at ARUP Laboratories and business development at Staples, Inc.
A Plan for Strategic Governance
Warick Pond AVP, Program & Planning Management Office
Arizona State University
Agenda
About Me and Arizona State University (ASU)
About ASU’s Need for IT Governance Model
The PMO and ITSM Partnership
Take-Aways
Questions?
17 13
33 45
25 61
214 83
44 9
30 9
19 42
18
Auxiliary | OtherBusiness Intelligence
CyberinfrastructureEmployee
FacultyFinance
InfrastructureSecurity and Privacy
StudentUser Experience
UUHC- EPICUUHC- ICD-10
UUHC-ClinicalUUHC-Finance
662 Number of projects
requested through
portfolio process
375 Number of projects
Accepted through portfolio
process
Portfolio Request
Mix
Completed
30% Open/Active
105 19
# of PMs
Assigned
# Formal
PMs
305K
Amount of
actual hours
reported to
projects
85% GREEN
14% YELLOW
2% Red
PR
OJ
EC
T H
EA
LT
H
6
1
%
% of cancelled
projects in
Investment Analysis
lifecycle
ASU Charter
7
ASU is a comprehensive public research university,
measured not by whom it excludes, but by whom it
includes and how they succeed; advancing research and
discovery of public value; and assuming fundamental
responsibility for the economic, social, cultural, and
overall health of the communities it serves.
Demonstrate leadership in academic
excellence and accessibility
Establish national standing in
academic quality and impact of
colleges and schools in every field
Establish ASU as a global center for
interdisciplinary research, discovery
and development by 2020
Enhance our local impact and
social embeddedness
57,543 58,156 61,033 63,278 64,394
67,082 68,064 70,440 72,254 73,378
76,771
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
ASU Total Student Enrollment
ASU Trivia
Who Created Sparky, the Official Mascot of ASU?
1) ASU Fine Arts Student 2) Walt Disney 3) Disgruntled Disney Employee 4) Andy Warhol 5) None of the Above
TOP PAINS
68 %
Too Many Projects
for Our Resources
53 %
Unable to Drive
Innovation Fast
Enough
53 %
Ineffective
Decisions
From the 3rd Product Portfolio Management Benchmark Study: Commissioned by Planview. Conducted by Appleseed Partners and OpenSky Research.
>
Who has sold more records?
Who has more number one singles?
=
What song sold more? “Low” or “Hey Jude”?
Which artist(s) have the most popular song (based on
records sold)?
Who has sold more copies of a record?
=
Who has the record of most number one singles from an
album?
Who has sold more records than the rest?
<
Who has sold more albums?
portfolios portfolios / services
categories
programs
Aug – Hired Dir, ITSM
Sep – Incident & Knowledge
Kickoff
Oct – ITSM Basics for
UTO; ServiceNow workshops
Nov – Begin ServiceNow
Development
Dec – Begin Data Loads;
Continue Development
Jan – Upgrade to Dublin
Feb – Incident & Knowledge
Pilot Go Live
Mar – Kickoff
Catalog & HR
Apr – Change & Problem Pilot Go
Live
Jun – Training & UAT
July – Go Live
Aug – Upgrade to Eureka
2013
20
14
Mar – Kickoff CMDB
July – Upgrade to Fuji
Aug – Kickoff HR Revamp
Oct – Kickoff Asset
Management
Nov – Numerify Go-live
2015
Go Live Deliverables
• Incident
• Knowledge Base
– Public KBAs
– Internal KBAs
• Problem
• Change
• Service Catalog
• Self-Service
• Request Fulfillment
Workflows
• HR Case Management
– HR Service Catalog
– HR Knowledge Base
• SLAs (limited)
• Integrations
– InContact
– BOMGAR (chat, remote support)
• Reporting
• My Open Items
– Assigned to Individual
– Assigned to Group(s)
end-point
computing
administrative
& business
it
professional
service
teaching &
learning
infrastructure
36 goals
security
2 goals
17 goals
14 goals
4 goals
communication
& collaboration
0 goals 0 goals
research
3 goals
ecar service categories / portfolios
Teaching & Learning
Classroom Technology and Support
Classroom Information
Classroom Support
Classroom Technology Training
Computing Lab Services
Student Response Systems (SRS) / Clickers
Learning Management Systems
Blackboard Support
Blackboard Student Test Account
Blackboard Course Request
Educational Technology Consulting and Training
Academic Software Workshop and Training
Lecture Capture
Classroom Recording and Presentation
Support
Assessment Systems
ASRs
eAdvisor
E-Portfolio Sites
Digication
teaching &
learning
portfolio
program director
UTO Budget
UTO 5 YR Strategic Plan
Service Portfolio Catalog
Programs & Projects
people
capital
service 1
service 3
service 5
service 7
service 2
service 4
service 6
service 8
$ money
se
rvic
e c
ate
go
rie
s / p
ortfo
lio
s
Prog
ram
Serv
ices
Prog
ram
Serv
ices
Prog
ram
Serv
ices
Prog
ram
Serv
ices
Prog
ram
Serv
ices
Prog
ram
Serv
ices
Prog
ram
Serv
ices
Prog
ram
Serv
ices
Stagegate Review
Resource Balancing
Service Impacts
Planning Initiating
Executing Planning
Closure Executing
Pre-Release Review
THO
R
Tactical
Holistic
Organizational
Readiness
Planview Portfolios
Action Items
Project Stage Gate
Project Reviews / Required
Action
ARB
Resource Utilization
Performance
Metrics for
Projects &
Services
program
service &
portfolio
project
Planview Portfolio Status
Program Portfolio
Outstanding Decisions
Resource Review
give
autonomy
AND ensure it
is safe
define and
refine services
in your own
environment
waiting for a
leader to start
ensures you will
never begin- YOU
are the leader
WE OFTEN FEEL AS THOUGH
THINGS LOOK LIKE THIS:
“WHAT IF I PICK THE WRONG
THING AND THEN I’M HEADING
IN THE
WRONG DIRECTION”
REALLY, DECIDING
WHERE TO START IS THE
ENEMY OF STARTING
YOU CAN’T STEER
A PARKED CAR
BUT YOU HAVE NO IDEA HOW THE
THINGS YOU LEARN NOW WILL
BENEFIT WHAT YOU END UP DOING
IN THE
THE THING YOU PICK DOESN’T
HAVE TO BE THE THING YOU DO
FOR THE REST OF TIME.
(HINT: IT PROBABLY WON’T BE)
S T A R T
STARTING IS
PROGRESS
INDECISION IS THE
ENEMY PIVOT
AS
NEEDED PICK AN OPTION
AND GO!
Aut viam inveniam aut faciam
I will either find a way, or make one
Existo Miraculo
Be the Miracle
Questions?
Thank you for attending this
session.
Please don’t forget to complete an
evaluation form!
