Opportunities for Success

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Opportunities for Success

• Mark Roman,
• Executive Project Director, Carleton University
• CANHEIT, June 2005

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Opportunities

• Leadership, Strategy, and Governance
• Systems Maturity
• Funding
• Protection of Privacy
• Architecture
• Staff Enhancement
• Business Continuity
• Faculty Enhancement and eLearning

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Leadership Strategy - Evolving Strategy

• The future casts a long shadow on the present
• Strategy requires choices
• Process, not event
• Plan, execute, tune
• Repeat
• There is no final document
• Technology drivers (supporting strategies)
• Technology leaders (innovation strategies)

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Leadership Strategy
Strategy
Leadership
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IT Governance
Steering Committee Systems exist to realize the
aspirations of their stakeholders
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Project Life Cycle
Status reporting Fiscal budget Risk
plan Scope Resource plan Schedule Quality
plan Communication plan Vendor management

• Portfolio assessment
• Priorities
• Risk
• Strategic fit

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Project Portfolio

• Plot risk and priority

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Project Charters

• Purpose
• Business case to justify the project
• Document project parameters
• Guide project development
• Acquire formal authorization to proceed to the
  next step in the project
• Authorize the use of resources to develop
  detailed project plan
• Sufficient information to help the steering
  committee make their decision
• Generally brief 3 to 4 pages

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Project Evaluation Criteria

• Two project hurdles
• Does the project meet any of the institutions
  strategic goals?
• If yes, how well does it meet those goals?

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Assessing Maturity

• Criteria for profiling a systems maturity
• Degree of production implementation
• Scope of user training
• User acceptance
• System knowledge
• Data quality
• Infrastructure reliability
• Staffing needs
• Customization
• Project prioritization
• Fiscally positive

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Systems Maturity Model
All institutions manage systems through these
stages knowingly or not. They may do them well
or they may do them wretchedly, but they always
do them.

• Implementing developing, integrating, and
  installing the system
• Post Go-Live managing the environment
  immediately after implementation
• Stabilizing improving control and management
  processes
• Leveraging realizing productivity and other
  benefits of the system

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Maturity Productivity
Productivity
Project Benefit Zone
Productivity Baseline
Project Shock Zone
Go Live Date
Graph from Roger Rigelhof, McGill University
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Maturity Morale
Leveraging
Recognition
Stabilizing
System Maturity
System Maturity
Morale
Reality
Post Go
-
Live
Post Go
-
Live
Trough
Implementing
Kick off
Go Live Date
Time
Time
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Maturity Cost
Leveraging
Leveraging
Stabilizing
Stabilizing
Cost
System Maturity
System Maturity
Post Go
-
Live
Post Go
-
Live
Implementing
Implementing
Time
Time
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Maturity Value
Strategic Value
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Why Are ERP Projects Hard to Do?
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Funding

• Run I.T. like a business
• Monthly budget/actuals/forecast
• Realistic cost tracking
• Disciplined accountability
• Steering committee approves funded work at key
  gates
• Project charter
• Project plan
• Execution status reporting
• Closure
• Benefits realization
• Constrained resource pool for work requests lt 20
  days
• External partnership opportunities

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Protection of Privacy

• Protection of personal privacy
• Personal data
• Develop policy
• Implement
• protection

• Data access control
• Centralized repository
• Minimize leakage
• Eliminate duplication

Privacy

• Protection of institutional privacy (security)
• Access control
• Detection
• Prevention

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Application Architecture

• Webtop
• Thin veneer of simplicity creating the illusion
  of a single system
• Hides complexity of multiple disparate systems
• User customizable

• Universal version control
• One source file for all original IP (code,
  documents, etc.)
• Develop/test/production cycle management

• Integration
• Directory services
• Single sign-on

• Channelized applications
• Webtop plug-in

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Technology Architecture
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Staff Enhancement

• Continuous intellectual capital growth is the
  only sustainable competitive advantage
• Exceptional educational opportunities (training,
  certification)
• Assigning work becomes a balance between the
  needs of the staff and the needs of the
  organization
• Continuous feedback based on immediate assignment
  completion

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Business Continuity

• Environmental assessment
• Ice storms and power outages
• Increasingly powerful viruses
• Terror threats

• Risk options
• Avoidance
• Transference
• Mitigation
• Acceptance

• Risk assessment
• Probability of occurrence
• Impact of potential loss
• Tolerance

• Continuity plans
• Triggers symptoms
• Escalation process
• Action plans
• Redundancy/fail-over technology

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Faculty Enhancement

• ERP
• Administrative applications used by faculty (e.g.
  gradebook)
• Training
• Corporatization of campus
• Socialization of change
• Pedagogical teaching platforms
• Applications used by faculty to teach (e.g.
  WebCT)
• Payback effort to create course material
• Alternative teaching media
• Scanning environment for new applications (e.g.
  social networks to locate appropriate
  researchers)
• Classroom systems infrastructure

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eLearning

• Online University
• Physical plant is the size of my old high school
• 24,000(?) students
• High growth market segment
• Cannibalization of existing market?
• Customers are ready, is the institution ready?
• Faculty, administration, alumni
• Socialization of change
• Appropriate technology to support
• Fast entry via partnerships and alliances

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Success

• Issues
• Vision
• Academic Value
• Strategic Value

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Issues

• Single-expert syndrome
• Continual system investment ensures institutional
  growth capacity
• Integrated databases demands institution-wide
  data management cooperation
• We are lifelong vendor partners
• Is the problem with the system or with the
  process that uses the system?
• Peripheral system investments are necessary but
  lost causes
• Corporatization of campus

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Vision

• One access point to all systems
• Unified visual experience for all systems
• Any system can be upgraded independently with
  zero impact to other systems
• Vendor upgrades are a routine annual event
• Functional and technical management of systems is
  seamless
• The planned workload meets the institutions
  needs for fit, utility, and balance
• Systems accelerate changes - they do not create
  the changes
• Success is measured by how well stakeholders
  accomplish their objectives
• The glass room is filled with transparent
  processes
• IT is not a department but an organizational core
  competency
• Sustainable advantage is not achieved by IT
  innovation, it is achieved by how well you manage
  people, process, and organization

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Academic Value

• Create faster and easier ways for faculty to
  build on-line course material by leveraging
• Document management software
• Digitized library materials
• Course management software
• ERP, workflow imaging tools
• Virtualized campus network infrastructure
• Direct impact to eLearning
• Velocity of course creation speeds up
• Efficiency of delivery increases
• Richness of content improves

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Strategic Value

• Engaged governance by customers
• Prudent allocation of resources
• Secure and reliable I.T. environment
• Planned and architected change
• Continuous growth of intellectual capital
• Position organization for digital future by
  combining content, context, infrastructure

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Summary

• Thank you
• Questions?