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IT Governance

IT Governance. Committee on Business Technology December 9, 2010. Meeting Objectives. Introductions Review overall IT Governance structure Discuss roles of Steering Committee and Sub-committee Charge of Committee Review of membership Review of subgroups

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IT Governance

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  1. IT Governance Committee on Business Technology December 9, 2010

  2. Meeting Objectives • Introductions • Review overall IT Governance structure • Discuss roles of Steering Committee and Sub-committee • Charge of Committee • Review of membership • Review of subgroups • Discuss expectations and critical success factors • Discuss incorporating existing governance Committees

  3. Components of IT Governance • Effective governance is critical to the cohesive management of enterprise information technology • IT governance is needed to: • monitor and adjust strategies • establish annual priorities • lead efforts to change culture and practice in concert with technology change • support continuous exploration of new developments in technology • IT governance organizes who has decision-making rights and coordination responsibility • There are three major components to IT Governance for the campus: • IT Governance Steering Committee • Committees on Research, Education and Business Applications and Technology and Architecture • Technology/application specific advisory groups

  4. Components of IT Governance • Committee on • Research Technology • Advisory Groups (e.g., Informatics) • Committee on • Education • Technology • Advisory Groups (e.g., Support) • Steering Committee • Project Committees • Committee on Business Technology • Advisory Groups (e.g., Financial) • Committee on • Technology and Architecture • Advisory Groups (e.g., Identity Management) • Project Committees • Committee on Clinical • Technology Governance Input Advisory Evaluate and recommend IT strategies Align IT with Institutional Priorities Coordinate IT and Process Change

  5. Core IT Governance Committees Proposed Roles • IT governance will be carried out by five standing committees • Proposed roles for the IT Governance Steering Committee and the Committee on Business Technology are included on the following pages

  6. Proposed Roles, continued

  7. Business Application Landscape by Domain Research Financials HRMS • In place: • Core Financials • P2P Blackline (recon for balance sheet accounts) • ImageNow • Underway: • New P2P (SciQuest) • COA redesign/ • reimplementation • Budgeting Application • Financial Reports (PI portfolio) • Future possibilities: • Blackline/ other tool for • departmental reconciliation • In place: • Post award financials • CHR • Underway: • PreAward • Future possibilities: • COI • Study Management • Clinical Trial • In place: • PPS • Advance Phase 1 • HBS • Underway: • PeopleSoft core HR • MPM • Advance Phase 2 • Future possibilities: • PETs BI / REPORTING Current state: Weblinks, Ad Hoc, Data Warehouse for central users Implementations Underway: Business Intelligence, Expanded Data Warehouse, Financial and Operational Reports

  8. Discussion • What are the key issues/priorities that must be addressed by this Committee? • How will we collectively ensure the success of the Committee and IT Governance at UCSF? • What are your expectations for the types of issues and decisions that will be discussed by the TSC vs. the CBT? • What are expectations for individual contribution and participation of the Committee members? • How will we incorporate existing governance Committees and structures?

  9. Next Steps • Develop monthly meeting schedule • Establish website and communications strategy for overall IT Governance • Next meeting January 2011 (exact date TBD)

  10. Appendix IRoles of Other Committees

  11. 11 Proposed Roles, continued

  12. 12 Proposed Roles: Committee on Technology and Architecture

  13. Proposed Roles, continued

  14. Appendix IIExample of Existing Governance Structure

  15. Management and Financial Reporting and Budgeting Project • Role • Set program vision, strategy and direction • Monitor status • Resolve resource and priority conflicts • Ensure appropriate integration of complementary projects • Meeting Frequency • Bimonthly shifting to quarterly MRBP Executive Oversight Group • Proposed Members • Chair: C. Hamilton • A. Hawkins, M. Chrisman, E. Lium, S. Moore, • A. Paardekooper, S. Schultz • Ex-Officio: M. Fellouris, E. Harel, Z. Nelson • Role • Define requirements • Review and approve solution designs • Set Implementation Strategies • Identify and provide SME resources • Meeting Frequency • Monthly • Other • BSR will transition from the Link Steering Committee that oversees all implementations to this group • Link will remain apprised of progress to provide campus holistic perspective across implementations particularly regarding change management • Proposed Members: • Chen • EVC TBD • Forman • Hamilton • Hawkins • Hildebrand-Zanki • Ireland • Kure • Nelson • Nordberg • Paardekooper • Panion • Perry • Rein • H. Wong MRBP Senior Steering Committee COA DW Reporting and Analytics Consolidated Budgeting System Infrastructure Roadmap Business Roadmap PI Portfolio SMEs for requirements and design workshops and Work Groups as needed Legend: Blue=underway; Purple=to start August 2010; White: to start upon completion of business roadmap

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