CIOS AND ENTERPRISE IT: TACKLING THE TOUGH ISSUES

SEMINAR 12A8:30-12 NOON

Kathy Gates, Ron Kraemer, Pattie Orr, and Dave Swartz

CLICKER ACTIVITY #1

Attendee and Institutional Demographics

ENTERPRISE 2010 Opening Webinar on January 11 Regional Events Closing Webinar on June 8

Mid-Atlantic Regional ConferenceJanuary 13

Baltimore, Maryland

Mid-Atlantic Regional ConferenceJanuary 13

Baltimore, Maryland

Southwest Regional ConferenceFebruary 17

Austin, Texas

Southwest Regional ConferenceFebruary 17

Austin, Texas

Midwest Regional Conference

March 15Chicago, Illinois

Midwest Regional Conference

March 15Chicago, Illinois

Southeast Regional Conference

June 2Atlanta, Georgia

Southeast Regional Conference

June 2Atlanta, Georgia

Pattie OrrVP for IT/Dean of LibrariesBaylor University

UPDATES FROM THE REGIONALS

David SwartzAssistant VP and CIOAmerican University

Kathy GatesCIO University of Mississippi

Ron KraemerCIO and VP for Information TechnologyNotre Dame University

CLICKER ACTIVITY #2

Changing Role of the CIO

BUILDING A CULTURE OF GREATNESSKathy Gates

PICKING UP FROM LAST YEAR’S CONFERENCE …

GOOD TO GREAT REFRESHER

Concept Summary Disciplined People Disciplined Thought Disciplined Action Greatness to Last

Social Sector Differences Defining “Great” Level 5 Leadership First Who The Hedgehog Concept Turning the Flywheel

THE HEDGEHOG CONCEPT FOR SOCIAL SECTORS

What you are deeply passionate

about

What you can be the best in the world at

What drives your

resource engine

From “Good to Great and the Social Sectors”by Jim Collins

LEADING IN TOUGH TIMESVendor

pressuresExplosion of deviceson campus

My wellness

How much cloud?

TAKING CARE OF PEOPLE IN TOUGH TIMES

My Employees Recruiting and keeping the

best people Dealing with stress Promoting good health Building a happy,

productive team with a commitment to excellence

Myself How do I keep myself

motivated? How are my relationships

within the university affected by uncertainty and change?

Time for a career change?

EXERCISE # 1

1. What unique advantages do we (universities) have for attracting and keeping the best employees in spite of limited resources?

2. How can I stay motivated, relevant, and connected when things are “down,” and how do I know when it is time for a change?

3. How can I promote employee wellness while asking employees to “do more with less” for extended periods of time?

4. Creating a culture of discipline involves setting priorities, saying no, and even starting a “Stop Doing” list. What does this mean for campus IT, and what are the challenges?

BUILDING GREAT RELATIONSHIPSRon Kraemer

BUILDING GREAT RELATIONSHIPS

Who we work with Discovering basic principles for great relationships Developing a personal roadmap

Campus Campus LeadersLeaders

StudentsStudentsFaculty and Faculty and StaffStaff

RelationshipManagement

ExternalExternalEntitiesEntities

WHO WE WORK WITH

DISCOVERING BASIC PRINCIPLES FOR GREAT RELATIONSHIPS

Covey favorites:• Seek first to understand, then to be

understood• Seek win/win opportunities

Approach work with a sense of stewardship

Risk being transparent

StartStartTodayToday

Building great relationships is mostly about knowing ourselves, knowing the

people we work with and making consequential decisions.

BUILDING GREAT RELATIONSHIPS EXERCISE

Assume the role of a campus community group Campus administrative leader Academic unit leader Research faculty member Teaching faculty member Academic unit staff member Administrative unit staff member Graduate student Undergraduate student Alumni Donor

From the perspective of members of the group you select, identify what they expect from their CIO in building and advancing relationships

Get together and report out

Building and Executing a Great Portfolio: The CIO Toolkit

David Swartz

OVERVIEW What type of CIO are you? What is in your portfolio? How do you determine what is in the portfolio? An example of portfolio management and shared

governance Executing the portfolio Post project follow up and marketing IT Break Out Session: Governance and Prioritization

What type of CIO are you? Are you a Plumber or a Strategist?

Plumber – An IT leader who focuses on the bottom line and delivery—the plumber keeps it all going - safely and quietly in the walls and under the walkways.

Strategist – An IT leader who actively co-shapes research, education and service with the leaders of the academy.

Which are you – plumber or strategist?

What does your institution want - are you in alignment or a duck out of water? Is there a different focus between a plumber and a strategist in terms of the portfolio?

Note: With thanks to Brad Wheeler and Brian Voss

see their point counterpoint session on Thursday at 2 pm.

What is in your portfolio? AU’s sample portfolio – much overlap with others

Cloud Computing (e.g., Google Apps, Admissions & Registration) Green IT & Virtualization (virtual servers, virtual labs and desktops) Open Source (e.g., LMS, Blogs, CMS, OS) Mobility Strategy and new mobile apps Security & Compliance (vulnerability monitoring, PCI audit, new NAC) Business Continuity (2nd data center virtualized and mirrored) BI: Dashboards and Analytics Migration to Microsoft Stack (AD, file and print services, SQL server database) New Sharepoint Portal and Team Site Collaboration HPC & Grids Life Cycle Infrastructure Replacement (campus network and wireless upgrade) Process Improvements & Efficiency (Virtual Student Services, Grants Mgt)) Web Presence Modernization (New templates, Web 2.0, blogs)

How does your university determine what is in the IT portfolio of projects?

1. IT alone determines projects in portfolio

2. Projects are a mix of those determined by core offices, decentralized IT and Enterprise IT: no university-wide review or prioritization

3. University-wide input and prioritization through a shared governance Enterprise IT Portfolio Project Team

Portfolio Management & Shared Governance

• Getting university stakeholders to agree upon what is most important• Helps to set enterprise IT priorities and sell the portfolio to leadership

Portfolio mgt & info Submit Initiatives

Approve Small Individual Initiatives

Develop Draft ITPortfolio with EPT

Provide Resources

Approve Overall IT Portfolio

Enterprise Project

Team (EPT)

ITPortfolio

ProjectManagement

Office

Senior ITManagement

UniversityLeadership

StrategicObjectives

Approve StrategicObjectives

PROJECT MANAGEMENT: Executing The Portfolio

Does project execution at your university employ a PM and follow a standard project management methodology?

1. Just very large projects like an ERP

2. All significant projects with a six figure threshold

3. All projects in the portfolio have a PM and follow the methodology

With PM there is often a reduced risk of failure and an improved probability of success, but at an additional cost.

Do you find it is worth the cost?

Now that you have determined what to do and have successfully executed, then what? Do you immediately move on to the next round of

projects? Do you conduct a review of the recently completed

projects and document the benefits as well as any issues?

Do you market and promote the successes and lay the foundation for the next portfolio?

Many CIOs do not document their successes and are hesitant to market IT.

Do you promote your success and if so how?

Examples ofCampusTestimony

BREAKOUT:

What type of governance structure do you have?

How do you determine your priorities?

SUMMING IT UP!

Key Takeaways Reminders

Enterprise Wiki http://www.educause.edu/wiki/enterpriseconference+

CIO and Senior IT Leadership @ Annual Conference http://www.educause.edu/E2010/Program/CIO

Enterprise 2011 Your ideas?

Evaluations

FOR MORE INFORMATION

Kathy Gates kfg@olemiss.edu

Pattie Orr Pattie_Orr@baylor.edu

Ron Kraemer rkraemer@nd.edu

Dave Swartz dswartz@american.edu

Share your best thinking in higher ed IT with the community at EDUCAUSE 2010!

http://www.educause.edu