it town hall – september 20 introduction – mike langedock you at the u – marcel courchaine

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IT Town Hall – September 20

• Introduction – Mike Langedock• You at the U – Marcel Courchaine • IT Governance Structure – Mike Langedock• IT Service Management – K-L Holter• IT Leadership Development Survey – Doug Stoyko• IT Org Design Update – Mario Lebar• Skills Workbook – Mike Langedock• Ask the CIO – Mike Langedock

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IT GovernanceMike Langedock

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Since the last town hall: Developed Governance 101 and

Investment Review Process Reviewed with key stakeholders Held inaugural UITAC meeting

IT Governance Update

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A new Executive-level committee engaging senior-level leaders from across the University; replacing the former PACITi:

Mandate• Ensure effectiveness of IT Governance and its alignment with

University-wide strategy and business priorities• Review University-wide IT investments for alignment with

institutional goals, evaluate benefits and risks, and make recommendations

• Support the development and review of University-wide IT strategy

Scope• All plans, projects and priorities across the University

recommended to UITAC by its sub-committees

The University IT Advisory Committee (UITAC)

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IT Governance Model – UITAC Committees

Senate Committee on

Academic Computing (SCACom)

Student IT Experience Committee

(SITEC)

the Enterprise IT Architecture

Committee (EITAC)

new Research Computing Advisory

Committee (RCAC)

new Administrative Services IT Governance Committee (ASITGC)

Four primary committeesrepresenting different business needs + fifth committee with a couple of purposes.

Administrative

Research

Academic

Student

IT Infrastructure + Core Apps; IT Standards & Guidelines

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Proposal Submission

Committee Evaluation

UITAC Evaluation

Investment Plan

Approval

Project Reporting

IT Investment Review Process

Fundamental to bringing IT into a coordinated environment at the university is the introduction of an IT investment review and approval process where university-wide IT

planning, investment and priority setting is transparent and coordinated.

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University-wide Benefits

• IT gets aligned with the University’s priorities

• Better control / mitigation of IT related risks

• Reduce IT delivery time• Provide better service quality• Lower service costs

Resulting in….Increased stakeholder value

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IT Benefits

• Clear relationships/accountabilities

between Central IT/IST and Distributed

IT

• More effective prioritization of IT

projects

• Alignment of our work with the strategic

direction of the University

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What’s next?

• Update CIO mandate

• Develop supporting tools and templates

• Continue review with key stakeholder

groups

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IT Service ManagementK-L Holter

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September @ the Service Desk

*for the same period in September 2013 total tickets = 7,076

Phone Email Walk up

36% 37% 18%

30% 31% 31%

34% 36% 22%

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Project Update

• Milestone: August 25, 2014– Cherwell v4.60e went live– Refined incident management and request

fulfilment processes implemented– New Service Catalogue being used within the

system– Knowledge and support articles – Watch for additional key messages from the

Service Desk– Service Desk Integration - June 2, 2014

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Project Update - Continued

• Warranty– The team is monitoring reported issues and

request for changes to Cherwell• Post Go-Live training

– Refresher training occurred early this week – Contact the Service Desk to request additional

training or support

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What’s next?

• Stage 2 planning• Cherwell Steering

Committee• Measurement and

performance

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Key Performance Indicators

Measurement of the following KPIs to begin shortly:

– First Contact Resolution

– Compliance to Restoration Service Levels

– IT Practitioner Satisfaction

– Cost per Service Desk Contact

– Resolution Cost Per Incident

– Service Desk and Incident Management Maturity

– L1 - IT Practitioner Utilization

– Client Satisfaction

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Key Performance Indicators

Cost Data Sources• Budget• Resource Planning• Call Handling Time• Cherwell Data• Interactive

Intelligence Quality Data Sources• Client Surveys• Cherwell Data• Maturity Assessments• ITSM Coach

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• Live Sept. 17

• Every 10th closed ticket

• 1/90 days

• All clients

Client Survey

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IT Leadership DevelopmentDoug Stoyko

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The purpose of the survey was to help us better understand which leadership behaviors are most

important to you.

We will use the information you provided us as an input into defining

leadership training in 2015.

Leadership Survey

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Org DesignMario Lebar

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Driven by the need to evolve the IT organization as a whole into a more client-focused, service-

based structure to enable the efficient and effective delivery of IT-related services.

The redesign effort will make IT “easier to do business with” providing the University with a

current, state-of-the-art support structure.

IT Organization Design

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University vision

Strategic Partnerships

Roles and Responsibilities

IT Demand

Why change?

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• We are evolving to a new Plan-Build-Run organizational.

• Although the target structure is not yet defined, we do know that: – Reporting structures may change– Job tasks and responsibilities may change– Processes may change– Technology may change

What are the changes?

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Federated with Plan-Build-Run Model

IT Governance

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Opportunities – on the path to being excellent service providers and technology leaders:• Operational• Client Focus• Relationships• Skills Development

What opportunities will this create:

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Since the last town hall:Rolled out the operational

workbooksConducted approximately 20

interviews with IST and Distributed IT Leaders

Org Design Update

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What’s next?

• Analysis of data from operational workbook interviews

• Complete skills workbook• Develop recommended straw

model for new structure• Review recommended straw

model with key stakeholders

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Skills WorkbookMike Langedock

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What is the skills workbook?

The skills workbook contains a list of tools, applications, and practices

currently being used for staff to identify their specific skills and

abilities.

The skills workbook is NOT an assessment of performance.

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Why are you completing them?

Career interests

Skill gaps

Training plans

Baseline

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We’ve done skills inventories before. Why are we doing

one again?

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AESES IT staff, specifically the following groups:• IST Staff, including those Team Leads • IT-PMO Staff• Distributed IT Staff in Medicine, Science

and Asper

Who is completing the workbook?

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• There are other groups (for example in Medicine and Science) that perform IT functions.

• There was a conscious decision to keep the scope to IST and the three pilot faculties to ensure it was manageable and to maintain our ability to work collaboratively.

• The intent is to bring such groups and other faculties into the scope at a later date.

Why are only these groups participating?

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Skills Workbook Contents

1. Career interests

2. Tool sets

3. Applications

4. Practices

5. Soft skills

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We don’t know what we don’t know.

• We recognize that the current list of tools, applications and practices is not complete.

• We are looking to you to add to the list in any of those categories to ensure the list can be as complete as possible.

Skills Workbook Contents

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• Although the number of items in the workbook is not complete, there are a lot of items because the workbook is going to a diverse audience with diverse skills.

• For ease of the completion, the field acknowledging your whether or not you have experience has been pre-populated with “N”.

• For only those areas in which you have experience and knowledge, please change the “Experience/Knowledge” column to “Y” and fill in the remaining fields.

Expertise/Knowledge

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Proficiency Levels

Fundamental Awareness

Novice(limited experience)

Intermediate (practical application)

Advanced

Expert (recognized authority)

Definitions included in the workbook.

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• It should take no more than 90 minutes to complete.

• If you find that it may take you longer, escalate to your leader for guidance.

• To track completion, we will be leveraging our Cherwell application. This means that you will receive a task (the time tracking aspect of the ticket will be ignored).

• Please close the task once your workbook is complete.

• Send an electronic copy to HR by Oct 7.

Completing the workbook

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Logistics

You will receive the workbook by the end of the week.

A Cherwell task will be set up and sent to you.

Your leader will follow-up with you to answer any questions.

You will receive an invite to attend a team meeting with the CIO (Distributed IT as requested).

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Frequently Asked Questions

• Who has to complete the workbook?• Has HR and the Union been engaged?• Is it necessary to complete the workbook?• Do I complete the workbook during work

hours?• Are my responses confidential?• Who should I contact if I have questions?

Additional FAQs included with the workbook

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Ask the CIOMike Langedock

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1. Are we taking over Distributed IT?

2. When will we see the new org chart?

3. If there are new roles in the target organization, will staff have the opportunity to express interest for specific roles?

Top 3 questions about the IT Transformation

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ClosingMike Langedock

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Your feedback is important to us!

• Share your feedback and questions

directly with your supervisor.

• Email your questions and feedback to

ISTFeedback@umanitoba.ca

• Talk to someone on the IT

Transformation Program.