Using PM Tools to Manage Services:

1. Using PM Tools to Manage Services: or how EITS is figuring out what ALL we do! Lynn Latimer Patrick Wagman Date: 06/02/2008

2. Background The Problem The Solution Path Ahead Lessons Learned Importance Overview

3. The School • University of Georgia • State Sponsored • Over 200 years old • Oldest state chartered • Land grant (1/76) • 614 acres (main campus) • Located in Athens, GA • 60 miles from Atlanta

4. The School • Students • 24,800 undergrad • 8,300 grad/professional • Faculty • 2,794 • Staff • 6,744

5. EITS • Vision • Continue in the role of state and national leader in information technology, and to be recognized as the first source for knowledge and expertise in the area of information technology. • Mission • Provide a robust, reliable, and secure information technology infrastructure, maintain essential production services, and offer world-class support.

6. EITS • Core Areas • Leadership for Information Technology • Strategic Planning, Policy, and Advisement • Business Technology Partnerships • Client Services and Support

7. EITS • Core Areas • Information Security • Information Management and Integration • Enterprise Production Applications • Infrastructure and Architecture

8. EITS • Staff • 220 Full time • 105 students • Budget • $14 million central funds • $8.5 million cost recovery • $7 million Student Technology Fees

9. EITS • Statistics • 41,000 devices on network • 24,000 wireless network • 4,900,000 emails daily • 41,000 daily logins • 12,000 phone lines • 6,000 cable TV installations • 20 million mainframe transactions/month

10. EITS • Fairly young organization • Combined from existing organizations • Many different units into one • Divergent cultures still in organization

11. ITPDS • Organizational Improvement • Processes • Process improvement • Portfolio, Project and Service management • Tools to implement • Quickbase • Clarity • Six Sigma/Business Process Management

12. ITPDS Focus:Standards, Efficiency, Assurance, Compliance Tools: Six Sigma, Dashboards, ITIL Focus:Alignment, Prioritization, Resource Allocation Tools: Compact Planning, Clarity Strategic Planning & Portfolio Management Focus:Prediction, Optimization, DepreciationTools: Forecasting, Trending, Data Warehousing Predictable Lifecycle & Capacity Management Assessment & Improvement

13. The Problem We can’t get away with made up data!

14. The Problem • EITS Does a LOT of stuff! • Who?/What?/When? • That’s the problem • We do it, but it is the right thing to do • May not be sure! • How do we document? • How do we allocate? • How do we plan?

15. The Solution – Big Picture

16. The SolutionStrategic • Consolidated Planning • Alignment with the vision and mission of the UGA and EITS • Unified and integrated strategic and planning cycle

17. The Path Behind -Strategic • Building the New • Learning Environment • Maximize Research • Opportunities • Compete in a Global • Economy

18. The SolutionTactical • Identified and Organized Services • Describe what we do • Describe how we do it

19. The Path Behind -Tactical Identify all Core Areas Services Overhead Get consensus Does everybody agree on what we do?

20. The SolutionOperational Consolidated tools Capture the data we need Provide the analysis we need

21. The Path Behind - Operational • Find and learn the tool • Try to use in-house resources • Vendor backup, not primary source • Plusses and minuses

22. The Tools • Clarity • From CA • Quickbase • From Intuit

23. Clarity • Portfolio and Project Management • IT Governance • Organizational Alignment • Demand and Resource Management

24. Clarity Setup • Choose between Project/Services • Using Projects • Even for services • More flexible (activities/tasks) • Problems • Reporting Structure • Follows our core areas and services

25. Clarity Demo • UGA Clarity

26. Quickbase • Intuit Product • Provides for rapid development in web based environment • Utilized for Workflow, Document Management, and Information Sharing

27. The Path Ahead • Continual refinement/improvement • Refine what and how • Better organizational definition of services • True services, not applications • Refining organizational key processes

28. Lessons Learned • Constant communication • Receive input/Get buy in • Sell, Sell, Sell • Don’t assume others are selling • Continual refinement • Not all service have work assigned

29. Lessons Learned • Organizational Variations & Change • Different sections ready for more/less Race horse VS Plow horse VS Mule • Only as fast as slowest group

30. Lessons Learned • Change Management • In-place from the START • Strategic and Tactical • Enforce! • Be ready for the Race Horse(s)! • Training • Ongoing at all levels

31. Lessons Learned • If you want to get somewhere you have to know where you want to go and how to get there. Then never, never, never give up. • Norman Vincent Peale

32. Importance • Show one integrated approach for planning • Show one method to handle services • Understand resource requirements • Articulate organizational commitments

33. Summary • Background • The Problem • The Solution • Path Ahead • Lessons Learned • Importance

34. Key Information

35. Questions?