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IST Town Hall - June 20

• Introduction – Mike Langedock• IT Transformation Overview – Mike Langedock• IT Governance – Mike Langedock• IT Organizational Design – Mario Lebar• IT Service Management – K-L Holter• IT Leadership Development – Doug Stoyko• Closing – Mike Langedock

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You at the U

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Our transformation journey has begun.

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IT Transformation OverviewMike Langedock

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Why the IT Transformation?

Inadequate University-wide control over IT

Executive want greater involvement in IT direction,

priorities, decisions

Drivers for change

No University-wide IT plan

No University-wide view on total IT investments and

priorities

No formal governance

Ambiguity of roles and authorities for IT

management

Growing imbalance between demand on IT resources and budgets

and supply

Client expectations for IT are high

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The vision of IT at the University

• A university IT plan that is aligned with and enables the university’s strategic and business priorities.

• A consolidated view of IT investments on which the university can set priorities and measure return.

• Clarity on university-wide IT mandates and authorities among central agencies, faculties and administrative units.

• All university IT advisory and governance processes aligned to strategy.

• IT is brought into an environment of control through formal governance processes where executive and business leaders have meaningful roles in IT decision-making and priority setting.

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How are we going to get there?

Secure Executive-level championship on the need to

transform

Bring University-wide IT into an environment of

formalized federation

Establish clarity on roles, responsibilities and authorities

for IT across the University

By instilling our ITCARE (Integrity Teamwork

Collaboration Accountability Respect Effectiveness =

ITCARE) into our day to day interactions.

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IT Transformation Program Streams

• Renewed University-wide IT Governance

• Realignment of IT Organization (org design)

• Implementation of IT Service Management (ITIL

processes)

• IT Leadership & Management Development

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IT Maturity Modelcurrent

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Program accomplishments to date

“What we heard” report

Established the Guiding Coalition

Developed a vision / core messaging

Staffed IT Transformation Program

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Mike LangedockExecutive Sponsor

Doug StoykoLeadership Development

K-L HolterIT Service Management

Mario LebarProgram Director / Org Design

Mike LangedockIT Governance

Program ManagerJeff Reitberger

IT Transformation Program Committee

Program CoordinatorNettie Rempel

Program Change ManagerDiana Huggins

Mario LebarProject Sponsor

TBDSenior Supplier

Jim KerrProject Manager

Brian KatchnoskiProject Manager

K-L HolterProject Sponsor

Christy PopBusiness Analyst

Tunde BalogunChange Manager

Mario LebarSenior Supplier

Doug StoykoSenior Supplier

Neil MarnochSenior User

Mike LangedockProject Sponsor

TBD Senior Supplier

Jim KerrProject Manager

Doug StoykoProject Sponsor

Stan AmaladasSenior Supplier

TBDProject Manager

Leadership Development

Service Management

Org Design IT Governance

Program Governance

Business Change SponsorsKeith McConnell

Jim Kelso

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IT Governance RenewalMike Langedock

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Are wedoing

the rightthings?

Are we doing them

the rightway?

Are wegetting

them donewell?

Are wegetting

thebenefits?

Ask Yourself

What is IT governance?

UniversityAlignment

Return onInvestment

Standards& Methods

Capability& Efficiency

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Why renew IT governance?

• 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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What does it mean for us?

• Clear relationships/accountabilities

between Central IT/IST and Distributed

IT

• More effective prioritization of IT

projects coming into IST

• Alignment of our work with the strategic

direction of the University

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Project accomplishments to date

Continued stakeholder engagement

Proposed IT Governance structure

Established the new Executive-level committee (UITAC)

Initiated work on key measures of success

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What’s next?

• Communication and engagement

• Kick-off UITAC

• Update CIO job description

• Realign IT advisory committees

• Refresh mandates and authorities of

those committees

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IT Organizational Design UpdateMario Lebar

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Why are we changing the IT structure?

• The current structure does not align with the future vision of IT at the University

• It does not position us as a strategic partner • There is a lack of clarity around roles and

responsibilities between centralized and de-centralized IT

We must evolve our IT structure so we are more efficient and effective in our delivery of IT related services, and provide the University with a current, state-of-the-art, supporting vehicle

that will help it to achieve its vision of being a centre of excellence in the world of higher education.

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Project accomplishments to date

“What we heard” report

Making Sense Making Choices

Preferred models (three IT Models)

Review/ validate

Plan, Build, Run

Making Progress

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Federated with Plan-Build-Run Model

IT Governance

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What does it mean to us?

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What’s next?

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IT Service ManagementK-L Holter

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Why IT Service Management?

• We need to refashion how IT service delivery is provided to the University community.

• We need to be more efficient and effective in our delivery of services to our customers.

Collaboration

High Quality Service

Client Satisfaction

=

+

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ITSM Project Objectives

To plan, design, implement, and

transition selected IT Service

Management processes to

sustained operations.

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What does it mean for us?

Teamwork

Processes

Prioritize

Measure

ClientService

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A lot of work has been done on IT Service Management since

our last town hall so let’s celebrate some of our recent

achievements!

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Project accomplishments

Client satisfaction survey

Baseline maturity assessment

Integrated service desks

SLA’s and OLA’s for incident and request

Re-aligned incident and request process

Established agreed upon process guides

“Did you know” series

The Elevator Speech

And of course….

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Cherwell Upgrade

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Staff Support

We want to ensure that you are well prepared for the upgrade.

IST leadership and the project team is here to ensure that you are all successful!

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What’s next?

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IT Leadership Development UpdateDoug Stoyko

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Why leadership development?

We want to equip IST leaders and managers to embrace and deliver transformative

change.

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Leadership Dimensions and Competencies

Sound Administrative Practices

Effective Decision Making

Enhances Diversity& Inclusion

Demonstrates Integrity Builds Trust & Credibility

Fosters Team Accountability

Develops Others Builds Relationships  

Producing Effective Results Leading Change Promotes Institutional Alignment

Enhances Emotional Intelligence

 

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Project accomplishments to date

Participated in 4 workshops:

Transformational Leadership: Leading Self & Others

Results-based Leadership: 5 Roles of Leadership

Relational Leadership: Cohesive, High-performing

Teams

Management Excellence: HR Management

IST Staff survey on leadership

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IST Leadership Behavior Survey

Invitations Sent Out 207Responses Received 151 (73%)Complete Responses 132 (87%)

Thank you to all those who completed the survey.

Survey is still open.

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• Facilitates through cultural differences, conflicts, and misunderstandings

• Commits to improvement in diversity, inclusion, and cultural competence

IST Leadership Behavior Survey

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Two most common responses

IST Leadership Behavior Survey

“Enhances Emotional Intelligence - Deals with conflict within their team with diplomacy, tact and a solution focus” – 89 responses

“Effective Decision Making - Makes sound decisions based on complex data, effectively balancing innovation, risk, and engagement” AND “Demonstrates Integrity - Acts in ways that are worthy of trust`` - 84 responses

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Two least common responses

IST Leadership Behavior Survey

“Effective Decision Making - Effective use of HR Handbook” – 3 responses

“Builds Relationships - Leads others through their emotional reactions (empathy)” – 6 responses

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What’s next?

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Demonstrates Integrity

Response Chart Percentage Count

Models ethical practice and congruency between espoused values and actions

44% 59

Acknowledges and learns from successes and mistakes

49% 66

Acts in ways that are worthy of trust

62% 84

Demonstrates personal responsibility as a member and a leader in a community

36% 48

Identifies and manages potential conflicts of interest

10% 13

Total Responses 135

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Upcoming workshops

Dimension Workshop Date

Engagement Social Intelligence and Leadership Sept. 18

Management Excellence

RWELP & Workplace Inclusion Sept. 18

Performance Management & Retention Oct. 23

Legal Concepts

Strategic Leadership

Systems Thinking Approach to Managing Complexity

Nov. 20

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ClosingMike Langedock

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What We Need From You:

• Focusing on the greater good – the need to take a University-wide perspective that is not bound by faculties, departments and domains.

• Two-way communication – the need to provide feedback and ask questions as we continue on the transformation.

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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 IST

Transformation Program.