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CADM IT Integration Mid-‐point Report
April 26, 2016 Last updated 4/26/16
CADM IT INTEGRATION MID-‐POINT REPORT
Table of Contents Deliverable Description
1. Project Overview • Project goals • Roadmap • Stakeholder feedback/case for change
2. Services and Capabilities
• Integrated service catalog • Common capabilities
3. Finance Findings • Current funding models
4. HR Findings • Employee survey
5. Communications • Project summary
6. Organizational Structure Principles • HUIT 3.0 org structure principles
CADM IT Integration
Project Overview
CADM IT Project Goals
Deliver more nimble and effective IT services:
• More integrated and seamless IT experience for our stakeholders
• Faster delivery of services by breaking down barriers and
leveraging the collective skills and knowledge of other IT colleagues
Provide greater support for CADM IT staff :
• Develop critical common IT skills (ITIL, Agile, project management)
in the rapidly evolving IT professional landscape
• Increase opportunities for professional growth and career mobility
while ensuring talent retention
• Preserve and build on critical relationships with current work groups
CADM IT Project Roadmap
As of 4/21/16
Service Teams
Foundation Teams
Executive Committee
Human Resources IT
Finance IT
Campus Services IT
Develop: Service catalog Common capabilities
Understand current budgets and
financial models
Develop project goals
Define process
Identify project leaders
Sprints 1-3
Develop plan for
simplifying financial
model
Launch integrated
service catalog
Feb. Announcement
Finalize project scope
Review internal and external
stakeholder feedback
Review service catalog and
capabilities
Gather benchmarks to support
scope analysis Identify roles, staffing numbers
to support org design
Develop communication plan
Craft messages/project
updates
Gather stakeholder feedback to
validate case for change
Draft announcement
and supporting
materials (website,
FAQs, decks)
Finance
Human Resources
Communications
Sprints 4-6
Review project team findings and
recommendations
Advise on org design, leadership,
and governance
Announce future state org
Identify standard processes (ITIL, project mgt) and prioritize for short and long-term alignment
Inventory list of projects according to common definitions
Develop recommendations for
future state financial model
Develop staff transition plan Gather input on HUIT values
Develop future engagement and
communication model Support ongoing project
communications and events
Support employee
transition
Update
communications
Web content shift
Collateral updates
2/25-4/28 4/28-6/23 July 1 Mid-point Progress
Report
Org structure principles Review:
1
5
2
3
4
Post Launch
6
Stakeholder feedback: case for change
• Data was gathered from interviews with more than 50 people across the University and from the Fall 2015 employee engagement survey
• Interviews included: ad deans, business owners, it professionals, and end
users
• Major themes from these sources include:
o Lack of coordination creates confusion for our end users
o Poor system integration is a pain point for IT staff
o Communication, process, and practices across IT groups are inconsistent
o There is a clear desire for an integrated plan and release schedule
o Change management is inconsistent and not yet effective
o Lack of data management strategy is a major pain point
o No clear ownership means some needs fall through the cracks
o Business relationships and connections are key and need to be preserved
CADM IT Integration
Services and Capabilities
CADM-IT/HUIT
Service Catalog Integration
April 2016
HUIT’s Service Catalog is a tiered structure
The Service Catalog is organized into three logical tiers:
• Service Category is a superset of services intended to contain, bundle, and
organize the services themselves (e.g. End User Computing)
• Services are the IT services themselves (Email)
• Services Offerings are instances of the service (O365, Gmail)
Service Category
Service
Service Offering
2
HUIT’s catalog has six Categories
3
At the highest level, Service Categories bundle and organize similar services
based on users, partners, and governance
Service Category Primary Users Partners Governance
(Oversight/prioritization)
1. Teaching and
Learning Faculty, students
Academic support
groups
Representative faculty and
student groups (e.g. FSCIT, HACC, student advisory
councils)
2. Library Technology
Services
Faculty, students, staff,
librarian patrons Librarians Library leadership
3. Administrative
Systems Faculty, students, staff
Central and school
admin departments
Central/FAS administrative
leadership (e.g. ITCRB)
4. End User Computing Faculty, students, staff,
alumni N/A
Representative stakeholder
groups (e.g. HarvardPhone Advisory Committee)
5. IT Security Faculty, students, staff,
alumni Security staff
Representative stakeholder
groups (e.g. CIO Council, ISOC)
6. IT Provider Services Staff IT staff Representative stakeholder
groups (e.g. Network Advisory Group)
Service Offerings are comprised of a number of elements
• Service Requests are requests for the offerings itself or elements of the offering (e.g. Request a new
email account)
• Systems, Applications, or other service offerings (Configuration Items) make up the Offering itself
(e.g. Proofpoint spam filtering)
• Knowledge Articles, SOPs, run books, etc. describe the operation of the service offering (e.g. how do
I forward my email)
Service Offering
Service Requests Systems/Applications Knowledge Articles
7
Summary of CADM-IT Services
8
CADM-IT-Related Services Number of Offerings
Category: Administrative Systems
Campus Services Systems 16
Finance and Procurement Systems 10
Human Resource Systems 11
Operational Technologies & Physical Security Systems 8
Payment/PCI Systems 2
Research Administration and Compliance Systems 8
Category: Data Management Services
Data Analysis and Reporting 6
Enterprise Data Integration Services 9
Enterprise Data Management Services 5
Total Offerings 75
HUIT Services (Before) Integrated Services (After)
1 Administrative Systems 1 Administrative SystemsAlumni Affairs and Development Systems Alumni Affairs and Development SystemsAthletics Systems Athletics SystemsData Management Services FAS Admin ServicesFAS Admin Services FAS Student Admin SystemsFAS Student Admin Systems Finance and Procurement SystemsFinance and Procurement Systems Human Resource SystemsHuman Resource Systems Localized Document Repository SystemsLocalized Document Repository Systems Museum SystemsMuseum Systems my.harvardmy.harvard Research Administration SystemsReporting, Analytics and Business Intelligence Student Financial ServicesResearch Administration Systems University Admin SystemsStudent Financial Services Web Publishing ServicesUniversity Admin Systems Campus Services Systems New ServiceWeb Publishing Services Operational Technologies and Physical Security Systems New Service
Payment/PCI Systems New Service2 Data Management Services New Category
Data Analysis and ReportingEnterprise Data Integration Services New ServiceEnterprise Data Management Services
2 End User Computing 3 End User ComputingCollaboration Services Collaboration ServicesEmail and Calendars Email and CalendarsField Support Services Field Support ServicesNetwork Services Network ServicesPhone Services Phone Services
3 IT Provider Services 4 IT Provider ServicesCloud Services Cloud ServicesHUIT Supporting Tools and Systems HUIT Supporting Tools and SystemsIdentity and Access Services Identity and Access ServicesNetwork Services Network ServicesPhone Services Phone ServicesServer Administration Server AdministrationWeb Hosting Web Hosting
4 IT Security 5 IT SecurityInformation Security Education and Consulting Information Security Education and ConsultingInformation Security Operations and Engineering Information Security Operations and Engineering
5 Library Technology Services 6 Library Technology Services Library Access and Discovery Library Access and DiscoveryLibrary Collections Library Collections
5 CADM-‐IT related services Library Research and Learning Services Library Research and Learning Services 9 CADM-‐IT related services6 Teaching and learning 7 Teaching and learning
Core Teaching Technologies Core Teaching TechnologiesDigital Video Services Digital Video ServicesLearning Spaces Support Learning Spaces Support 4
Integration and Mapping of HUIT + CADM-‐IT Services
Currently, HUIT's Service Catalog is comprised of: -‐ 6 Categories (in Bold)-‐ 33 Services
CADM-‐-‐IT Integration will expand the Service Catalog: -‐ 7 Categories -‐-‐ 1 new entry (in Bold)-‐ 37 Services -‐-‐ 4 new entries
Category Service OfferingCommuter systems
Emergency management systems
Energy and utilities systems
Event Management
Facilities maintenance systems
Food and Dining Systems
Global Support Services
Health and Safety systems
Hotel Management
Housing systems
ID card systems
International Office systems
Magazine systems
Parking and transportation systems
Postal mail systems
Real-estate systems
Accounting and Chart Maintenance
Budgeting
Capital Planning and Capital Approval at Harvard
Chart of Accounts Validation Service
Customer Payment Receipts
Invoice Payment
Purchasing Card Approval and Reconciliation
Purchasing Goods and Services
Shipping
Travel and Expense Reimbursement
Absence Management
Benefits
Commitment Accounting
Document Imaging
Enterprise Learning Management
Human Resources
Payroll
Pension
Performance Management
Recruiting
Time & Labor
Building access control
Building automation systems
Chilled water plant OT systems
Dining refrigeration monitoring
Fire detection and prevention systems
Security video systems
Shared OT infrastructure
Steam plant OT systems
Crimson Cash / Meal Plans
POS
Data Use Agreement Management
PI Reporting and Forecasting
Research Administration Management Systems
Research Compliance - Effort Reporting
Research Compliance - Financial Conflicts of Interest
Research Compliance - Human Subjects (IRB)
Research Overhead Rate Negotiation Support
Sponsor Invoicing, Management and Reporting
Compliance Reporting
Data Mining
Platform for report developers
Production Reporting
Reports, Dashboards, and Scorecards
Statistics and predictive analytics
Data API services
Data Quality Operations
Database Sandbox (UTS)
Direct DB Query Access
ETL Services
Historical Data Storage
Information Data Modelling
Replication
Report semantic layer (OBIEE RPD)
Data lineage and Origin 7 Categories
Data Quality Management 37 Services
Glossary 238 Offerings
Platform for Data Documentation
Platform for Developers (API, ELT) 5
CADM-IT-Specific Services: 2 Categories, 9 Services, 75 Offerings*
Ad
min
istr
ative
Syste
ms
Campus Services Systems
Finance and
Procurement Systems
Human Resource Systems
Operational Technologies and
Physical Security Systems
Payment/PCI Systems
Research Administration and
Compliance Systems
Da
ta M
an
ag
em
en
t S
erv
ice
s
Data Analysis and Reporting
Enterprise Data
Integration Services
Enterprise Data
Management Services
*NOTE - HUIT's entire
integrated service
catalog will contain:
Common IT Capabilities
Findings and Recommendations
1
Capabilities
2
What are Capabilities?
• ITIL definition: The ability to coordinate, control and deploy resources
to produce value.
• The groups of activities that we perform in order to deliver and support
our services.
List of Capabilities
3
Information Security & Compliance
Operations Support
Business Analysis
Client Relationship Management
IT Service Management
Project Management
Product Management
Software Development & Package Implementation
Change Management
Data Management
Enterprise Architecture
Quality Assurance (QA)
User Experience
Vendor Management
Information Analytics
Capabilities Heat Map
4
Prioritized Capability Recommendations
5
Priority Capability Recommendations
1 Data Management + Develop a strategy to deliver improved enterprise data integration and
enterprise data management services
+ Create a Center of Excellence
1 Enterprise Architecture + Create a Center of Excellence that uses Enterprise Architecture to simplify
and rationalize the number of applications in use and ensure good stewardship
of University systems.
2 Organizational Change
Management
+ Establish and staff a Change Management Office to coordinate and deliver
communications from all parts of HUIT to the end users and to coordinate
project/product releases to minimize disruption of operations.
+ Rationalize the hiring of FTEs vs. the use of contractors
+ Assess broadened use of Engagement Council model (currently used by
FSS) for consistent engagement with schools across initiatives
3 Vendor Management + Accelerate the creation of the Vendor Management Office to standardize best
practices and processes, reduce vendor risk and increase value to University
through improved vendor relationship management.
4 User Experience
+ Establish a Community of Practice to extend and share UX capabilities, tools,
and knowledge
+ Offer an IT Academy course for UX Foundations
+ Provide access to a lab that can work with Harvard IS testers
5 Quality Assurance
+ Establish a Center of Excellence to align and coordinate QA activities across
service teams
+ Extend Community of Practice more broadly to provide cross-HUIT strategy
+ Leverage automation where practical
+ Consistently follow the standards and processes
6 Product Management
+ Establish a Community of Practice to coordinate and share best practices,
lessons learned, etc.
+ Create product portfolio focus for strategic management of functionality for
multiple products across HUIT
Additional Recommendations
6
Capability Recommendations
Business Analysis
+ Establish a Center of Excellence to align and coordinate Business Analysis
across HUIT
+ Offer an IT Academy track for Business Analysis
+ (HR) Establish a career path for Business Analysts at Harvard
Project Management
+ Bring PMs from HUIT PMO and incoming groups together
+ Form Center of Excellence or extend the PM Community of Practice to all
incoming PMs
+ Hire FTE PMs rather than contracting by default
+ Ensure consistent methodologies, processes, tools and best practices are
followed by all PMs across HUIT
Information Analytics
(part of Data Management)
+ Continue to advance data literacy and competency
+ Continue to invest in appropriate tools
+ Define career path and continue to invest in skills development across HUIT
+ Enable self-service data exploration and discovery by business in order to
improve strategic decision making
CADM IT Integration
Finance Findings
CADM IT Integration Project
Finance Findings
Spring 2016
Foundation Finance Areas of Focus
• Funding - Create an integrated financial model for the
new HUIT
• Accounting and Operations – Develop clear
approach for transaction and operations processes
• Budgeting and Forecasting – Determine processes
that provide clear, reasonable, and accurate budgets
and forecasts
• Reporting – Develop a reporting strategy that is clear,
consistent and replicable
2
Current Funding Models • Multiple sources of funds for impacted areas signal level of complexity:
• All current models seek full (including overhead) cost recovery
• Each group has distinct ways of reporting, budgeting, forecasting, and transacting
3
Core
(CADM) Fringe
Shared
Fee-For-
Service*
HPPM1* CS Direct
Charge*
HUIT
Human Resources IT (HR IT)
FAD Systems Solutions (FSS)
Campus Services IT (CS IT)
*Built into rates charged to customers
1. One funded position in support of facilities projects and built into CAPS facilities project fees
Foundation Finance Updates
A large portion of the Foundation Finance team work is
dependent on the updated HUIT structure and where impacted
staff are moved. In the meantime, the team is:
• Exploring the possibility of core funding all HHR IT positions
without impacting CADM or the University fringe-rate
• Working to maintain the FY17 expense budgets at their
current totals
• Examining possibilities for allocating HUIT overhead costs,
including phasing options
4
CADM IT Integration
HR Findings
CADM IT Integration Staff Survey Findings
Key findings from survey data:
The highest proportion of staff time across FSS and HRIS is spent on QA / testing and requirements gathering.
A small proportion (0%-3%) of staff time in both FSS and ISA is spent on non-systems based
consulting and business process design.
FSS and ISA respondents cite the importance of business knowledge and skills in their respective
technologies (e.g. PeopleSoft, Qlikview, SQL) for success in their roles.
FSS and ISA respondents identify areas for growth in skills as: project management, data
analysis, SQL, Agile, PeopleSoft, Oracle DBS, University financials, Python, ServiceNow, TOAD, ITIL
Most respondents are unsure what to expect with the CADM change and expect minimal change
to their day-to-day work. There is a theme of looking forward to more resources, greater opportunity for career growth and greater collaboration with HUIT. Many report a desire to ensure they do not lose the connection to their business partners and expertise.
Top Three Reported Areas of Average Time Spent
FSS HRIS – During Projects HRIS – Normal Operations
1 QA/Testing –17% QA/Testing – 33% QA/Testing – 26%
2 Tier I & II Support – 13% Req. Gathering – 15% Data Analysis – 24%
3 Req. Gathering – 11% Project Mgmt - 12% Req. Gathering – 14%
PAGE 1:
This survey, which should take no longer than 15 minutes, is designed to more deeply
understand the work in FSS and ISA. While job descriptions and benchmarking capture work at
a certain level, hearing directly from staff will help inform an organizational design that best
supports the University.
Please enter your name and title.
Name:
Title:
------------------------------------------------------------------------------------------------------------------------------------------
What department do you currently work in?
HHR ISA
FAD FSS
------------------------------------------------------------------------------------------------------------------------------------------
PAGE 2:
Consider the percent of time you spend on your core job duties during "normal operations" OR
when on a project*. Recognizing that time changes week to week, provide your best estimate of
the average time spent over a one year period. For full time staff, 20% is one day per week, part
time employees should adjust accordingly still totaling 100%.
Please indicate how much time you spend on the following:
Project management
Tier II /III support
QA/ testing (includes test plan development, unit, integrated, manual, and/or regression testing)
Requirements gathering/ specification documentation
Training and end user documentation
Client relationship management
Change management/ communication
Non-systems based consulting
System configuration
Release management
Vendor management
Strategic planning
Business process design
Data analysis
Other: define below
*HHR ISA received two versions of this question; the variations are highlighted in yellow. FSS
simply did not receive the highlighted question and only received this question once.
------------------------------------------------------------------------------------------------------------------------------------------
What work do you perform that is not listed above?
------------------------------------------------------------------------------------------------------------------------------------------
PAGE 3:
What type of data analysis do you perform? Select all that apply.*
Creating reports/ dashboards
Predictive analytics
Data analytics
Making recommendations
Data interpretation
*Only people who enter greater than zero for data analysis on page will receive this question.
------------------------------------------------------------------------------------------------------------------------------------------
PAGE 4:
Who are your customers? Select all that apply and indicate the specific departments or functions
you support.
Central Administration:
Schools/Units (Staff, Faculty, Students)
Other:
------------------------------------------------------------------------------------------------------------------------------------------
What knowledge, skills and abilities are critical for success in your role?
------------------------------------------------------------------------------------------------------------------------------------------
In what areas would you like to grow your skills?
------------------------------------------------------------------------------------------------------------------------------------------
How do you anticipate your working changing through this organizational change?
------------------------------------------------------------------------------------------------------------------------------------------
Do you have any additional comments?
CADM IT Integration
Communications Plan
CADM IT Integration Project Summary Last updated 4/12/2016
Project Overview
• In February 2016, EVP Katie Lapp convened the CADM IT Integration executive committee and project team to engage in a process to bring IT groups within Campus Services, Financial Administration (FAD), and Harvard Human Resources (HHR) into Harvard University Information Technology (HUIT) by July 1, 2016.
• The goals of the integration are two-‐fold: to enable Central Administration to enhance IT service
delivery to the Harvard community, and to provide IT staff with more support and depth of knowledge to enable their growth and development as Harvard IT professionals.
• University leaders and the Committee to Visit Information Technology have contemplated
integrating these IT teams over the past several years to remove organizational barriers, improve collaboration and coordination, and better support the increasing need to deliver integrated and seamless technology systems and services across Harvard.
• The guiding principles of this project include:
§ Make the transition as seamless as possible for IT professionals, business owners, and end-‐users. This project should not result in a disruption of service.
§ Preserve and build-‐on current business relationships
§ Focus on how best to deliver services; explore and combine the strengths of each unit
§ Ensure open and consistent communication to staff and stakeholders during the
process
Timeline
• The EVP launched this initiative in February 2016 with the transition expected to be formalized by July 1, 2016.
• Broadly speaking, between now and July 1, the project Executive Committee will:
§ Define the future state organization § Define a new HUIT culture § In June, announce planned changes to impacted groups (i.e. new roles and reporting
changes, etc.).
The project team will: § Create an integrated service catalog § Develop an integrated governance process § Support a staff transition plan § Develop project communications and engagement strategy
• On July 1, all incoming members will know which department in HUIT they will join and if there
are any changes related to whom they report. • After July 1, there will still be more work to do to refine and implement the changes. • A high-‐level roadmap can be found at huit.harvard.edu/cadm-‐it-‐integration/resources
IT Staff Impacts
• Will IT staff be relocated as part of this project? We do not have any plans currently to relocate staff. That’s not to say it will never happen, but in the near-‐term the expectation is that staff will remain in their current space.
• Will there be layoffs as a result of this project? Layoffs are not being contemplated as a part of this effort. Our hope is that we will create a structure that will allow all employees to contribute.
• Will everyone in the IT groups from Campus Services, FAD, and HHR report to HUIT?
We expect most members of these IT groups to report to HUIT. However, we recognize that some roles include a mix of IT and business responsibilities. The executive committee, informed by the project team, will make a decision about where they best fit.
• What will IT staff know by July 1? All incoming members will know which department in HUIT they will join and if they have a new
reporting relationship.
• Will job titles change? The project team is looking at the overall structure of what will be the new organization, and
how new IT teams will fit into HUIT. Right now, it’s not clear what reorganizations might be necessary to accommodate the project and how that would affect things like job titles.
• Will I become part of a pool of technical resources when I join HUIT?
No, areas of focus will not change as a result of this integration. HUIT is an organization of technical experts and specialists, and everyone in HUIT works in a specific business area. We hope that being a part of a larger technology organization will offer IT professionals the opportunity of exposure to various areas of HUIT, ranging from academic technology to information security to IT architecture and engineering, among others, should they want to explore those areas or leverage other experts to support your work.
• What if I currently have a flexible schedule, is that going to change?
Disrupting schedules is not a goal of this project, so ideally that would not change. HUIT, in line with Harvard, encourages employees to create a suitable work/life balance, and flexible scheduling can be a part of that effort. In the future organization, as it is now, staff will work with their managers to determine individual schedules.
Stakeholder Impacts
• After July 1, whom should I contact for services? A guiding principle of this project is preserving current business relationships. Therefore, we expect that points of contacts will remain the same after July 1, with very few exceptions.
• How will HUIT ensure a strong connection from IT to the Campus Services, FAD, and HHR
business units after the unification? Maintaining a strong connection to the business units is an extremely important part of this process that the Executive committee is leading themselves. We expect that IT professionals will continue to support the business and clients much like they do now, through regular attendance at meetings and other engagements within the business units.
• Will there be any impact on the quality of IT service our users receive?
Ensuring that we provide seamless services to our users is a top priority of transition planning. We will work hard to minimize the impact of this change and will be meeting with key stakeholders throughout this planning process to get their input and feedback. Please do not hesitate to send in your thoughts on how to work through this transition with your stakeholders at [email protected].
• What benefits should my business unit expect from the transition?
This alignment will allow central IT to respond more quickly and collaboratively to evolving business needs. The unified IT organization will be better able to coordinate IT activities (e.g., how and when we are communicating to schools or specific user groups) and provide a more seamless experience for our community members who use multiple technologies every day.
• Will there be an impact on active projects within the central IT teams? All current projects are expected to proceed as planned during the transition and post-‐July 2016, depending on the scope and timeline of the project. We will take special care to identify these projects and ensure that they are carried forward to completion.
Additional Resources for Project Information
• Dedicated webpages with project information and FAQs: http://huit.harvard.edu/cadm-‐it-‐integration
• Executive Committee and Project Team member
http://huit.harvard.edu/cadm-‐it-‐integration/project-‐team
• Project roadmap http://huit.harvard.edu/cadm-‐it-‐integration/resources
• Overview presentation deck
http://huit.harvard.edu/cadm-‐it-‐integration/resources
• Progress reports and sprint review decks http://huit.harvard.edu/cadm-‐it-‐integration/progress-‐reports
• Submit questions
Date Audience Activity Description/messaging Channel Resp.
2/2/2016 FSS, HR ISA, CS IT, HUIT Announcement In person meetings, email announcement from EVP In person SG/AM
2/2/2016 FSS, HR ISA, CS IT, HUIT Project description, announcement, FAQs Launch website pages on huit.harvard.edu/cadm-it-integration Web SG/AM
2/11/2016 FSS, HR ISA, CS IT Project drivers, project goal, process Forum: EVP and VPs Forum SG
3/1/16-3/30/16 Ad Deans, CIO, fin deans Project goals, feedback, advice In person meetings/interviews conducted by external project consultantIn personEmail
BM
3/9/2016 FSS Project goals and updates, HUIT overview, Q&A CIO/FSS team meeting In person SG
3/17/2016 FSS, HR ISA, CS IT, HUIT Case for changeTeam updates Sprint Review #1EmailWeb
SG/AM
3/18/2016 CS IT, FSS, HR ISA Manager Manager forum Forum (hosted by CIO) Forum SG
3/22/2016 FSS, HR ISA, CS IT, HUIT Sprint 1 report Send email message, post to website, link to relevant FAQ'sEmailWeb
SG/AM
4/1/2016 FSS, HR ISA, CS IT, HUIT HUIT Newsletter Send HUIT newsletter to incoming groups to build communityEmailWeb
AM
4/4/2016 CS IT CIO update In-person meeting with CIO In person SG
4/7/2016 FSS, HR ISA, CS IT, HUIT Sprint 2 WebEx Sprint Review # 2 In person SG
4/14/2016 FSS, HR ISA, CS IT, HUIT Sprint 2 report Send email message, post to website, link to relevant FAQ'sEmailWeb
AM
4/25/2016 CS, FSS, HR ISA Managers Manager forum Forum (hosted by CIO) Forum SG
4/28/2016 FSS, HR ISA, CS IT, HUIT Sprint 3 WebEx Sprint Review # 3 In person AM
5/2/2016 FSS, HR ISA, CS IT, HUIT Midpoint progress report (message from EC?) Email message, post to website, link to relevant FAQ'sEmailWeb
SG/AM
5/12/2016 FSS, HR ISA, CS IT, HUIT Sprint 4 WebEx Sprint Review # 4 In person AM
5/17/2016 FSS, HR ISA, CS IT, HUIT Sprint 4 report Send email message, post to website, link to relevant FAQ'sEmailWeb
SG/AM
6/16-TBD FSS, HR ISA, CS IT, HUIT CADM IT Open Forum with EVP (scheduling in process)SG
6/3/2016 FSS, HR ISA, CS IT, HUIT Sprint 5 WebEx Sprint Review # 5 In person AM
CADM IT INTEGRATION COMMUNICATIONS PLAN
Date Audience Activity Description/messaging Channel Resp.
CADM IT INTEGRATION COMMUNICATIONS PLAN
6/7/2016 FSS, HR ISA, CS IT, HUIT Sprint 5 report Send email message, post to website, link to relevant FAQ'sEmailWeb
AM
6/23/2016 FSS, HR ISA, CS IT, HUIT Sprint 6 WebEx Sprint Review # 6 In person AM
6/27/2016 FSS, HR ISA, CS IT, HUIT Sprint 6 report Send email message, post to website, link to relevant FAQ'sEmailWeb
SG/AM
7/14/2016 HUIT Welcome/Orientation HUIT Town Hall & BBQ In person SG
CADM IT Integration
Organizational Structure
HUIT 3.0 Organizational Structure Principles
Draft as of 4/6/16
HUIT Mission:
We strive to make it easier for faculty, students, and staff to teach, research, learn, and work
through the effective use of information technology
Organizational Structure Principles:
Organize for optimal service delivery to the “whole” user o Group “like with like” (common work, tools, methods, practices)
o Minimize layers; ensure reasonable span of control
o Optimize for work, not funding source
o Avoid excessive autonomy or dependence on few individuals
o Separate programs from service delivery operations
o Enable work across group toward shared goals
Create the optimal work environment to support staff o Embed with users when possible
o Enable more decision-making in teams/lower in org
o Provide career growth opportunities through multiple roles beyond org structure
(examples include: account managers, service owners, SME’s, IT Academy
facilitators)
o Share knowledge; communicate with openness
o Leverage deep expertise while fostering broad, “top of T” skills
o Continue to evolve HUIT’s culture to engage and motivate staff
o Create clear, simple and consistent processes to make it easier to get the work
done and for others to work with us.
