Dancing to the same tune How can local and central IT teams work - - PowerPoint PPT Presentation

Dancing to the same tune

How can local and central IT teams work

better together? Dr Rim El Kadi Rim.kadi@anu.edu.au

So can central IT and the local areas dance TOGETHER?

https://www.youtube.com/watch?v=4M5ghF14DLo

The University IT Challenge

Leveraging and aligning IT to transform teaching, learning and research.

Reconciling the academic mission with managerial efficiencies is…

A difficult balancing act

http://www.pinterest.com

http://www.zastavki.com

Alignment… is often a significant challenge

Central IT Academics

Htto://en.novayagazeta.ru

http://www.bloglet.com/understanding-and-applying-the-principles-of-self-development/

What lies at the root of this IT-Academic divide?

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What can we do to bridge it?

Case Study:

Research intensive university with federated IT organisation

Case Study

University website Common

• rganisational

knowledge Survey

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http://www.best-job-interview.com

Strategic Alignment

http://www.powerretail.com.au

3 Flagship projects

• 1. Email consolidation
• 2. Single servicedesk
• 3. PC lifecycle management

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People

• Respondent’s profile
• University/IT Strategy
• Change/Innovation
• Engagement
• Shared services
• IT Initiatives

Survey

http://www.atlantatechblogs.com

• 34 respondents
• Central/College, Service divisions
• Across job levels and functions

IT in the University Landscape

http://www.baloom.co

IT in the University Landscape (cont.)

http://www.baloom.co

IT in the University Landscape (cont.)

http://www.baloom.co

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The University Strategic Positioning Playing the tune of Excellence in: Teaching Research National Policy

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Dancing together… to the Right Tune?

http://www.kennysilva.net

The University IT Choreographers

University IT committee:

VC, DVC-A, DVC-R, ED Admin & Planning, CIO, a College Dean & a College GM

Role of strategic oversight covering:

Strategic alignment Resource allocation & appropriate de-duplication Linkages to Academia & Research Supporting budgeting & planning for IT spend Roles & responsibilities w/r to IT Projects

Advising the IT Choreography

http://www.imgkid.com

http://www.imgkid.com

IT Strategy

2013

• Duplicate ICT

commodities

• Reactive ICT
• Fractured ICT services
• Introduction of:

governance, best practice and coordinated communications

Initiatives

• Identity
• Consolidated

service delivery

• Integrated ER-

Student systems

• Managed PC

Lifecycle

• Infrastructure

upgrade (for learning/ eResearch)

• Private cloud

2016

• Consistent ICT commodity /

Catalogue/SLA

• Standardised service

delivery

• Consistent ICT processes
• Proactive security/risk

analysis

• Strong engagement/

communication

• Efficient infrastructure/

support De- duplication Standardisation Cost reduction Operational Efficiencies Education Research

Strategic Alignment

Perception of Central IT-Local areas' strategic alignment? (1 (low) – 5(high)) Min-Max Value Average Value Responses Central IT's understanding of the local areas requirements 1-5 2.58 36 The local areas' understanding of Central IT's priorities and strategy 1-4 2.47 36 The level of knowledge sharing and liaison between Central IT and the local areas 1-4 2.28 36 Strategic planning at the University as a whole is Distribution Response % Ad-hoc 5 15% Basic at the level of individual functions 13 38% Some inter-organisational planning 11 32% Holistic across the University 5 15% Integrated with the external environment 0% Total Mean = 2.47 34 100% IT Strategic planning is Distribution Response % Ad-hoc 11 31% Basic at the level of individual functions 11 31% Some inter-organisational planning 12 34% Holistic across the University 0% Integrated with the external environment 1 3% Total Mean = 2.11 35 100% In your view, IT at the University is perceived as Distribution Response % A cost of business 18 55% Emerging as an asset 7 21% An asset 0% Part of the University strategy 6 18% Co-adaptive with the University strategy 2 6%

Only moderate mutual appreciation of each side’s strategic priorities Insufficient shared knowledge IT perceived as a cost

www.soulaction.org

Perception of Strategic Priorities

Rank ordered strategic priorities for Central IT (1 is highest): 1 2 3 4 5 6 7 8 9 Mean Total Responses Supporting and enabling teaching and learning 10 6 6 1 5 2 3 3.09 33 Supporting and enabling research 1 11 2 7 2 3 3 3 1 4.21 33 Cost reduction/control 10 6 5 5 3 1 2 1 3.06 33 Risk mitigation 3 4 6 4 8 2 1 4 1 4.39 33 Compliance 1 2 8 5 10 1 5 1 5.48 33 Revenue generation 4 2 1 3 3 2 18 7.33 33 Management and measurement of teaching and learning activities 4 2 1 9 11 6 6.18 33 Management and measurement of research activities and output 2 1 1 1 9 12 7 7.24 33 Supporting administration functions and service divisions 7 5 4 3 7 2 1 2 3.68 31 Total 33 33 33 33 33 33 33 33 31

• Rank order strategic

priorities for local

• peration (1 is highest):

1 2 3 4 5 6 7 8 9 Mean Total Responses Supporting and enabling teaching and learning 16 7 2 1 2 1 1 2.17 30 Supporting and enabling research 8 13 1 1 2 3 1 1 2.87 30 Cost reduction/control 1 1 6 8 4 2 2 5 1 4.93 30 Risk mitigation 1 1 3 11 5 3 4 1 1 4.8 30 Compliance 1 3 1 7 7 4 3 4 6 30 Revenue generation 1 2 4 3 2 18 7.87 30 Management and measurement of teaching and learning activities 1 2 1 3 4 3 11 5 5.83 30 Management and measurement of research activities and output 1 1 3 2 5 5 10 3 6.57 30 Supporting administration 2 4 13 2 2 3 2 2 3.97 30

Enabling teaching and learning and cost reduction perceived as highest ranked strategic priority for Central IT Perception of strategic priorities

• f research

support and cost reduction for Central IT differs between Central IT and College IT teams For College IT, Central IT’s highest strategic priority is cost reduction Support for education and support for research have higher strategic priorities than cost reduction for local areas

www.soulaction.org

http://www.imgkid.com

Operation & Projects

3 Flagship Projects

Objective: De-duplication of email systems Benefits: mailbox capacity, calendar sharing, instant messaging, and malware protection Respondents’ views: incomplete, unrealised benefits Objective: Consolidation, De-duplication, Efficiency Benefits: Experience consistency, data for asset planning, responsibility clarity Respondents’ views: productivity & collaboration benefits not fully realised Objective: Asset management in response to budget pressures Benefits: efficiencies, reductions in costs and forward financial planning Respondents’ views: slow progress, no clear end user value, not suitable for research environments

Email Consolidation Servicedesk Consolidation PC Lifecycle Management

De- duplication Financial Planning Asset management Efficiencies Unrealised benefits Not suitable for research environments

The Dancers

Support for new/innovative IT projects: SD1 D1 NAD1 A1 SA1 N Mean Stakeholders are satisfied with the current IT related systems and processes 18 13 2 1 34 2.59 Stakeholders would welcome change 5 6 16 7 34 3.74 Adequate resources are available to implement change/innovation 13 16 5 34 1.76 Exploring innovative improvement ideas is encouraged 5 12 11 6 34 2.53 Adequate knowledge and skills exist to support innovation 1 10 15 7 1 34 2.91 Central IT leadership is committed to improvement and change 1 5 13 12 3 34 3.32 Local areas' management is committed to improvement and change in IT 3 3 13 15 34 3.18 Central IT leadership promotes innovative IT solutions 2 12 12 5 1 32 2.72 Local areas' management is supportive of innovation in IT 2 5 12 11 2 32 3.19 Participation in projects SD1 D1 NAD1 A1 SA1 N Mean Participation in the decision making process is adequate 6 13 11 3 33 2.33 Ownership and responsibility are shared 2 26 1 4 33 2.21 Local areas' contribution to the selection and design of IT solutions is encouraged, significant and recognised 5 14 9 5 33 2.42 Local areas' contribution to the implementation of IT solutions is encouraged, significant and recognised 5 9 12 5 31 2.55

Stakeholders would welcome change Local area’s contribution <avg Participation in decision making < avg Central IT committed to improvement and change Shared

• wnership &

responsibility < avg

www.indusladies.com

How do we dance together?

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Bridging the Gap & Dancing together

1- Bridging the Gap: Synchronising and Harmonising the Tunes

Excellence in Research & Education

http://www.fineartamerica.com

Bridging the Gap & Dancing together

1- Bridging the Gap: Synchronising and Harmonising the Tunes

Excellence in Research & Education

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Bridging the Gap & Dancing together

2- Bridging the Gap: Matching the steps to the Tune Emphasise the value proposition for Research & Education in the dance steps What’s in it for me?

Bridging the Gap & Dancing together

3- Bridging the Gap: Align, Involve and Inspire the Dancers

http://en.wikipedia.org

In the Finale … Coordination – Skill – Individual initiative

http://youtu.be/c1cTKRMBUoc

Bridging the Gap & Dancing together

3- Bridging the Gap: Revisiting the IT Strategy – started…

http://www.clker.com

Thank You!