Breaking Down Silos through IT Governance (166249931)

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Breaking

Down

SilosThrough

IT Governance

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• PM Cohort gathered

 ─  Representatives from each area of our department

 ─  Tasked with:

•  Defining the process

•  Find a project management tool

 ─   Criteria

 ─   Potential vendors

• Individual meetings with team members

Getting Started - Sept 2011

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• Priorities

 ─  All requests in central repository

 ─  Request details / documentation

 ─  Determine process / checklist

 ─  Time to complete a request

• Over 300 requests -a few over 10 years old

• Project management tool

Getting Started – First Steps

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Project Level Definition Project Manager Documentation Required

True Emergency A client is dead in the water because of some

issue/problem and cannot serve their clients in a

timely manner.

Team Coordinator / Development

Member

Entry in project request

system. Depending on severity

of issue, this can take place

after the fact.

Routine Maintenance Recurring events, such as 20th day processing or fiscalyear end processing (assuming there aren’t a lot of 

new changes).

Team Coordinator or designate Entry in project request system

Bug Fix Something that is truly not working correctly, not

changing the way something works.

Team Coordinator or designate Entry in project request system

Research Requests to help gather information, look at

potential products and/or will involve no

programming time. (Project could be labeled as highor complex.)

Team Coordinator or designate Entry in project request system

Weekly meetings are

advisable for large researchprojects.

Low Level < 1 week of 1 resource* (plus possible SME time as

needed)

Team Coordinator or designate Entry in project request system

Medium Level > 1 week < 1 month

Low Visibility

Minimal draw from various management teams

Barbara and/or Team Coordinator Project Statement Form - Short

(Sections C, D and F)

High Level some 3rd Party Installation

1 month to 6 months duration

Medium to High Visibility

Minimal crossing of Univ Divisions as clients possible

Barbara or Leadership Member

(could possibly be partially or

fully delegated to Team

Coordinators or other senior

staff)

Project Statement Form

Would require a weekly

scheduled meeting

Complex Level most 3rd Party Installation

> 6 months duration

Major crossing of University Divisions of clients

High to Very High Visibility

Barbara or Leadership Member Project Statement Form (size

might require completing state

documentation)

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• How much development/support time would be needed?

• Non-production time

• Made best guess estimates

• Logging actual time

 ─ On-going challenge

• Projections vs. Actual

Resource Management

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• Process with modifications was working

• Determined our priorities

• Developed a rubric with required and desired criteria

• RFP• Various demos, discussions, etc.

• Purchased TeamDynamix in Fall 2012

Project Management Tool

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• Started simple

• Defining workflows, processes, etc.

• Evaluating and moving all existing requests

• TD used by all development/support staff • Rolling out to clients

Where we are now

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• Campus administration reporting

• Portfolio management

• All campus users interact with the system

• Roll out additional functionality

• Move help desk support?

Future Plans

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Industry Trends 

Project, Portfolio and Service Management

Software Built for Higher Education

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TeamDynamixHE Mission

“To enable college and university IT organizations to

achieve their business objectives through products and

services that foster operational excellence and exceed

expectations” 

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Client Sample

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Industry Pain:

Budgetary Challenges

Project, Portfolio and Service Management

Software Built for Higher Education

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The CIO’s Environment: 1999-2012

InnovationBudget(Projects)

Project Demand

CIO

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Business Overview

Budget Budget needed to

meet demands<

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Industry Pain:

Perceived Value Challenges

Project, Portfolio and Service Management

Software Built for Higher Education

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“I just don’t know whatthey do with $10M per

 year”  ApplicationManagement

LearningManagemen

tSystem

(LMS)

Student

Information

System(SIS)

ContentManagemen

tSystem(CMS)

FacilitiesManagemen

tSystem

Email

CustomDevelopmen

t

InfrastructureManagement

Servers

Networks

Security

Telephony

Application

Hosting

A/VEquipment

SupportServices

StudentHelpdesk

Faculty

HelpDesk

PC/Phone

Mgmt.

AdminServices

Compliance

ProjectServices(PMO)

Security

Stakeholders often have a limitedframe of reference and don’t

understand the full scope of IT work 

Problem 1: Stakeholders Have Limited Visibility

Limited Understanding 

Limited Understanding 

#EDU12 @TeamDynamixHE Stakeholders have limited visibility into IT, so they can’t fully understand resource and budget constr aints

P bl 2 S k h ld Fi d IT Diffi l E

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“I don’t know how to requesta new report. I guess I’ll emailmy friend Ken. He’ll handle it.” 

“I email requests to IT but neverknow what happens to them. It’sfrustrating.” 

“I need a new laptop. Who do I talkto? It’s hard to deal with IT. It willprobably take forever to get itanyway.” 

“For an applications project I email aword doc request. For a hosting requestI go to a web site, and for an AV need I

submit a ticket. What happens to all of my requests, and how do I check ontheir status?

Conversations

Email

Service Desk

Web forms

Docs

President

Deans

Researchers

Faculty

Problem 2: Stakeholders Find IT Difficult to Engage

#EDU12 @TeamDynamixHE Stakeholders are confused about HOW to engage IT, as the process often varies for different services

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Industry Pain:

Work Management Silos

Project, Portfolio and Service Management

Software Built for Higher Education

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IT

#EDU12 Too many tracking tools and request channels necessitates massive amounts of manual reporting, making decision-making difficult

Making Confident Management Decisions is Difficult

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Industry Pain:

Work Management Silos in a Collaborative

World

Project, Portfolio and Service Management

Software Built for Higher Education

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Old Work Management Paradigm: Silos

Academic SystemsInfrastructureManagement

SupportServices

AdminSystems

.

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Changing Work Management Paradigms

AcademicSystems

InfrastructureManagement

SupportServices

AdminSystems

P j t P tf li d S i M t

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Project, Portfolio and Service Management

TDAnalysis Reporting

Web Services: Service-Oriented Architecture

Tickets

Work Request Fulfillment Streams

MyWork® Governance & Projects

Service Desk & Assets

Operations & Change Management

Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic

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» Identify and prioritize key pains (Tackle these first;

Leave the rest for later)

» Identify the MINIMUM amount of information and process

required to resolve key pains

» Identify processes and tools to gather and track the

minimum required information

Where to Begin

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Pain 1:

We can’t objectively demonstrate what we are doing and

how our work benefits stakeholders. Stakeholders’

understanding of the full scope of IT’s work is poor. 

Impact:

Stakeholders don’t believe IT is well managed or efficient.

Internally it is difficult to make confident decisions without

understanding the moving parts.

Example: Key Pain Statements

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Pain 2:

We often accept work that we aren’t sure that we have the

capacity to complete because we have little data to help us

push back on untenable requests. 

Impact:

Stakeholders don’t have faith that we will meet our 

commitments. Resources are often overworked leading to

reduced quality and attrition. Requests pour in fromeverywhere.

Example: Key Pain Statements

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Dismantling Work Request Silos:

Make IT Easy to Engage

Project, Portfolio and Service Management

Software Built for Higher Education

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» Project request inventory with required resource effort

estimates by person and skillset (future/requestedcommitments)

MINIMUM Required Information-Example

Project Portfolio and Service Management

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Project, Portfolio and Service Management

.

TDAnalysis Reporting

Web Services: Service-Oriented Architecture

Tickets

Work Request Fulfillment Streams

MyWork® Governance & Projects

Service Desk & Assets

Operations & Change Management

Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic

Example Service Catalog

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.

Example Service Catalog

Catalog Item Request Example

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.

Catalog Item Request Example

Catalog Item Request Example

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.

Catalog Item Request Example

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Dismantling Work Management Silos:

Understanding and Managing the Moving

Parts

Project, Portfolio and Service Management

Software Built for Higher Education

Project Portfolio and Service Management

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Project, Portfolio and Service Management

TDAnalysis Reporting

Web Services: Service-Oriented Architecture

Tickets

Work Request Fulfillment Streams

MyWork® Governance & Projects

Service Desk & Assets

Operations & Change Management

Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic

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» Project inventory with start and end dates and basic

status (R/Y/G)

» Who is working on what, when, for about how much time

and employing which skill sets? (high level)

MINIMUM Required Information-Example

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R/Y/G Status With Timelines

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High Level Resource Allocations 

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Management Tools

Project Portfolio and Service Management

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Project, Portfolio and Service Management

.

TDAnalysis Reporting

Web Services: Service-Oriented Architecture

Tickets

Work Request Fulfillment Streams

MyWork® Governance & Projects

Service Desk & Assets

Operations & Change Management

Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic

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» What % of each resources time is consumed by

operations work? (high level allocation)

» Consider tracking and workflow tools to improve

execution (automate “hand offs”) 

MINIMUM Required Information-Example

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High Level Resource Allocations 

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1. Design: IT Analysts

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2. Build & Test: Developers

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3. Build/Deploy: Infrastructure Specialists

Project Portfolio and Service Management

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Project, Portfolio and Service Management

.

TDAnalysis Reporting

Web Services: Service-Oriented Architecture

Tickets

Work Request Fulfillment Streams

MyWork® Governance & Projects

Service Desk & Assets

Operations & Change Management

Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic

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Productivity: Work Consolidation

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Dismantling Leadership Communication Silos:

Telling IT’s story… the whole story 

Project, Portfolio and Service Management

Software Built for Higher Education

Project, Portfolio and Service Management

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Project, Portfolio and Service Management

.

TDAnalysis Reporting

Web Services: Service-Oriented Architecture

Tickets

Work Request Fulfillment Streams

MyWork® Governance & Projects

Service Desk & Assets

Operations & Change Management

Productivity

TDMobile

TDCommunity

Work Requests

Service Catalog

Email

Web Forms

Web Services

Routing

Logic

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Reporting Example: Stakeholder Projects

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More colleges and universities depend on TeamDynamixHE PPSM than any other solution

Questions?

Project, Portfolio and Service Management

Software Built for Higher Education

Barbara Herbert, PSU Andrew Graf, TeamDynamix

[email protected] [email protected]