Strategy, Governance and Reorganization – oh my!

1. Strategy, Governance and Reorganization – oh my!

2. What steps toward a strategic approach? • Drafted an institutional IT Strategic Plan • Developed and executed first year of major projects planning using that Plan and an officer engaged, strategic process • Created ITS Relationship Management to: • Inform strategic planning • Aligned with strategic clients • Aggregate demand, look for transformational opportunities and needs • Help manage demand strategically • Improve management of client portfolios and projects

3. The Annual IT Planning Process (The next several slides diagram this process.) Step 1 in the planning process identifies the broad set of Yale’s IT goals and needs from a variety of sources and prioritizes them to create a short list of Project Proposals for action in the coming year. Step 2 develops groupings of Project Proposals that make sense to do as a unit to form a set of possible Scenarios; those Scenarios are then prioritized and one selected to pursue in the coming year. Step 3 translates the selected Scenario into a portfolio of projects including specific scope, scale and budget and slots those projects on a multi-year road map. The selected projects can now proceed to address the priority goals and needs.

4. Annual IT Planning Process - Overview

5. Step 1: Initial Prioritization Key Activities Identify strategic and annual goals and needs throughout Yale, including work already in progress Develop associated project proposals Assess & prioritize project proposals Strategic value/competitive review Breadth of impact Risk to Yale if not addressed Time sensitivity Project complexity Resulting change to Yale’s culture Identify highest-priority project proposals Develop initial cost range estimates Associate with required Foundational Technologies Yale staff Consulting support Hardware, software, equipment GATE: Officers Confirm September - October

6. Step 2: Scenario Selection Key Activities Confirm funding levels and technical and functional capacities Develop potential scenarios, e.g., Maximize benefits across missions Major investment in one mission Focus on one major objective Select leading scenarioGATE: Confirm by Provost and VP, F&BO November - December

7. Step 3: Portfolio Development Key Activities Develop project plans Re-calibrate resource requirements against capacity Prioritize and select projects Sequence projects Confirm roadmap with key stakeholders Any significant deviations will be reviewed during execution January - March

8. Annual IT Planning Process

9. See for yourself • http://www.yale.edu/its/orgchart

10. Flow in the new ITS: Strategic Alignment How we will strategically meet customer needs

11. Expanded IT strategy: relationship management RMs aggregate demand, identify trends and developing strategic needs. They facilitate Annual Planning during which the Officers select priority institutional projects for the next fiscal year (major, >$250K) RMs integrate Officer priorities with unit requirements to assemble a roadmap of major projects, smaller projects and general IT support RMs work with unit leaders to launch and manage major projects and to coordinate smaller projects and IT support with the IT Delivery Organization. RMs work with unit leaders to understand and articulate IT requirements, to develop project prospectuses and to help clients manage their portfolio

12. ITS organization facilitates IT Processes Relationship Management Operations, Support & Services Shared Solutions Group Finance, Bus Ops & Research Enterprise QA & Test Operations and Infrastructure AYA, OPA, Development, Facilities Public Safety Deploy Client Resources Build and Maintain Change Mgmt Acad Admin, HR & Payroll, Gen Counsel, Admin Organized Educational, Clinical, Research & Administrative Clients and Needs SolutionDesign Academic Services Release Mgmt YSM & other Medical area Service Transition Service Management Academic: Teaching & Learning, Research

14. IT Strategy: Governance