Campus Business-IT Implementation Organizations

CITI Meeting

April 13, 2009

104/21/23

204/21/23

IT Application, Data and Infrastructure Services Stack with Illustrative Services

End user & Support

Process & Information

Application & Data

Middle Applications

OS & Platforms

Server & Device

Data centers & Comm

Networking & Telecom

Sec

ure,

Rel

iabl

e, R

espo

nsiv

e

•End user transaction and decision•Help desk•End user desktop, network, security support

•End user transaction and decision•Help desk•End user desktop, network, security support

•Business process and workflow•Data mining and manipulation•Search and information access

•Business process and workflow•Data mining and manipulation•Search and information access

•IT workflow and transaction applications•Data models and data reporting

•IT workflow and transaction applications•Data models and data reporting

•Identity management, portal•Web access, data base•Search, reporting

•Identity management, portal•Web access, data base•Search, reporting

•Operating system•Software platforms•Database management systems

•Operating system•Software platforms•Database management systems

•Server and database processors•Virtual architectural services•Server management, sys admin

•Server and database processors•Virtual architectural services•Server management, sys admin

•Network, VPN, wireless, DNS, NOC•Voice mail, teleconference services•Phone, PDA, cell, telecom, text

•Network, VPN, wireless, DNS, NOC•Voice mail, teleconference services•Phone, PDA, cell, telecom, text

•Data centers, hubs, security, power, UPS, network•Email, chat, video conference, web meeting, •hosting, monitoring

•Data centers, hubs, security, power, UPS, network•Email, chat, video conference, web meeting, •hosting, monitoring

04/21/23

IT-enabledprocesses requireall services Services can be provisionedin different waysand with differentgroupings

The objective ofthe operatingmodel is to specifythe approaches that best meetUCLA’s needs D

efin

ed Q

ualit

y &

Tra

nspa

rent

Cos

ts

App

licab

le G

over

nanc

e &

Man

agem

ent

Process Standardization and Integration (Data Sharing)

Core Infrastructure Foundation

The Technology Stack: Distinction Between Application and Data Services and IT Infrastructure Services

End user & Support

Process & Information

Application & Data

Middle Applications

OS & Platforms

Server & Device

Data centers & Comm

Networking & Telecom 3

Institutional Local

Rendition of UCLA’s CurrentResearch Administration Data & Application Architecture

Analog Telephones – External Network ConnectionsAnalog Telephones – External Network Connections

CTS Network BackboneCTS Network Backbone MCCS Network BackboneMCCS Network Backbone

ORAORA DivisionsDivisionsClinicsClinics SchoolsSchoolsOIPAOIPA

TechnologyPlatforms & DataCenters

Applications &App Infrastructure

Data

Networking &Telecom

Enterprise DataEnterprise Data

Adapted from: Architecture as Strategy: Creating a Foundation forBusiness Execution, J. Ross, P. Weill, D. Robertson, HBS Press June 2006Based on companies operating in Business Silos 04/21/23 4

04/21/23 5

Implementation Organization for “ERP” is Important

• Change processes, ways of doing business, job content and technology

• Key drivers of organizational approaches– Size of organization– Relative level of campus centralization– Culture– Centralization of the IT function

• Steering Committee• Advisory Committee• Core group of functional and technical people that are advisory

– Gartner 75% of projects with are successful – 75% of projects without fail

604/21/23

ARMY – Business Focused Model

704/21/23

“The primary benefit of the Business Focused model is that functional requirements are more likely to be fully satisfied. Although functional requirements will likely be met, the approach to meeting them may not result in a standardized, maintainable, or cost effective solution. This is due to the functional organization prioritizing its own needs over those of the overall enterprise.”

ERP GovernanceSource: http://www.army.mil/armybtkc/focus/sa/erp_gov.htm

ARMY – IT Focused Model

804/21/23

“This arrangement often results in more standardized implementations and better alignment with enterprise architecture, but at the cost of sub optimizing business functionality.”

Assumes Centralized IT Organization

When Everyone Wants to be Involved in Everything…

ARMY – Holistic Enterprise Approach

1004/21/23

Executive Sponsors and CIOUltimate decision authority

Executive Sponsors and CIOUltimate decision authority

Stakeholders who are users but not primary owners of ERP butStakeholders who are users but not primary owners of ERP but

Primary owners of process and systems

Primary owners of process and systems

Enterprise capability – change mgmt, ERP product knowledge,

enterprise architecture, knowledge enterprise portfolio

Enterprise capability – change mgmt, ERP product knowledge,

enterprise architecture, knowledge enterprise portfolio

Business and IT project teamsBusiness and IT project teams

1104/21/23

Confidence in the Model

• Close to current SR2 project organization

• Close to that recommended by the Burton Group for the IWE project

• Used for Ohio State University PeopleSoft (Financials, HR, Procurement & Grants Admin) Implementation

1204/21/23

04/21/23CITI Portfolio Management Process

13

A Portfolio Management Process & Structure for UCLA

Committee on IT Infrastructure (CITI)

May 27, 2008

04/21/23CITI Portfolio Management Process

14

Disney’s Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost

Create & manage

products, services,

media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage &

support cust.

Plan & manage perform-

ance

Manage finances &

accntg.

Manage human

resources

Manage Inform-ation

resources

Manage physical assets

Manage support services

Perform order

manage-ment

This analysis reveals costs by business process and informs where the IT

investment is focused, business unit cross

reference reveals leverage opportunities

Governance of IT investment can be aligned around business process

owners.

WDW

TP

&R DLR

WDIDLP

Total

ABC Network

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ESPNABC CableABC Radio

ABC TV stations

Total

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Merch. Lic.Disney Store

BVI

Stu

dio BVHE – Int’l

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Corporate

Co

rp

TomorrowlandTotal

Grand Total

04/21/23CITI Portfolio Management Process

15 15

UCLA Business Processes-- Level 1.0 for UCLA’s Four Core Processes --

1.2.18

Ethics (Policies, Procedures,

Subject Testing)1.2.8

Management Data

1.2.20

Conduct & Manage ResearchConduct & Manage Research

1.2

Identify Opportunities

Prepare Proposals

Review & Submitto Funding Agency

Prepare & Submit Goldenrod

1.2.3

1.2.4

1.2.5

Prepare Internal Forma & Protocols1.2.2

1.2.1

NegotiateAward

1.2.6

Set-UpAward

DocumentFederal

Compliance

Perform ClinicalTrials

Prepare & SubmitFinancial Reports

Invoice FundingSponsors

1.2.12

1.2.13

1.2.14.

DocumentNon-FederalCompliance

1.2.10

1.2.9

Close Out Awards1.2.15

Collect AccountsReceivable

1.2.16

Present / PublishResearchResults

CoordinateResearch Parks/Joint Ventures

Manage IntellectualProperty/

Patents/Licensing/Technology

Transfer

1.2.17

Conduct Research& Incur Costs

1.2.11

1.2.7

1.2.19

Institute Quality Control

Measures1.2.27

(14)

(13)

(13)

(13)

(16)

(23) (33)

(38)

(3)

(29)

(7)

Level OProcesses

Level 1Processes

04/21/23CITI Portfolio Management Process

16 -- WORKING DRAFT-- 16

Step One

Understand the Existing

Environment“As Is”

Validate & Refine

Summary of Findings

Define new IT Portfolio

Management Model

Conduct Gap and Capacity

Analysis

Define Objectives,

Priorities and Process Metrics

• Define information and analysis needs• Collect information and data using normalized

data / industry process classifications and models

•Interviews•Baseline research•Benchmarking•Surveys•Focus groups

• Develop an understanding of the problems and issues

• Level set on the definition, upper and lower limits, and parameters regarding value, cost and risk

Summer 2008

-- WORKING DRAFT--UCLA IT Portfolio Management Process

17

Create a Process-Systems - Matrix using existing list of systems

Sample Work Product

04/21/23CITI Portfolio Management Process

18

Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost

Create & manage products, services,

media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage & support

cust.

Plan & manage perform-

ance

Manage finances & accntg.

Manage human

resources

Manage Inform-ation

resources

Manage physical assets

Manage support services

WDW

TP

&R DLR

WDIDLP

Total

ABC Network

Med

ia N

etw

ork

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ESPNABC CableABC Radio

ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total

Merch. Lic.Disney Store

BVI

Stu

dio BVHE – Int’l

BVHE – NAFilmed Ent.Total

Corporate

Co

rp

TomorrowlandTotal

Grand Total

Perform order

manage-ment

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media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage & support

cust.

Plan & manage perform-

ance

Manage finances & accntg.

Manage human

resources

Manage Inform-ation

resources

Manage physical assets

Manage support services

WDW

TP

&R DLR

WDIDLP

Total

ABC Network

Med

ia N

etw

ork

s

ESPNABC CableABC Radio

ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total

Merch. Lic.Disney Store

BVI

Stu

dio BVHE – Int’l

BVHE – NAFilmed Ent.Total

Corporate

Co

rp

TomorrowlandTotal

Grand Total

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manage-ment

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media

Market products

& services

Sell products

& services

Manage supply

chain ops

Manage & support

cust.

Plan & manage perform-

ance

Manage finances & accntg.

Manage human

resources

Manage Inform-ation

resources

Manage physical assets

Manage support services

WDW

TP

&R DLR

WDIDLP

Total

ABC Network

Med

ia N

etw

ork

s

ESPNABC CableABC Radio

ABC TV stations

Total

BVTVWDTVI

BVG

DC

P

DCPDCP – Int’l

DDMDisney Pub.

Total

Merch. Lic.Disney Store

BVI

Stu

dio BVHE – Int’l

BVHE – NAFilmed Ent.Total

Corporate

Co

rp

TomorrowlandTotal

Grand Total

WDW

TP

&R DLR

WDIDLP

Total

ABC Network

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ia N

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s

ESPNABC CableABC Radio

ABC TV stations

Total

BVTVWDTVI

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DC

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DCPDCP – Int’l

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Total

Merch. Lic.Disney Store

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Stu

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rp

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$x.x$x.x$x.x$x.x$x.x$x.x

$xx.x$xx.x

$x.x$x.x$x.x$x.x

$xx.x

$x.x$xx.x$xx.x

$xxx.x

To be categorized

Total

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NonDifferentiating

04/21/23CITI Portfolio Management Process

19 1919

CITI Endorsement

• Agreement with the basic framework & objectives for IT portfolio management

• Agreement to do “as-is” analysis– Define information needs

• Categories/thresholds for collecting applications information• What information will be collected in first iteration

– Define Level 1 processes• Facilitated session• Subgroup of CAO

• Agreement to review and approve a detailed plan at CITI’s June meeting– Consult CITI subgroup– Summer start– Integrate with IT planning and cost review

-- WORKING DRAFT--UCLA IT Portfolio Management Process

20

Draft Problem Statement: Visibility (Phase 1)

Problem:

• UCLA’s IT services are not institutionally visible or even known

• UCLA’s planning processes do not reveal new IT services and systems

• End of application and/or product life-cycles are difficult to collectively see and deal with 

Impact: • The distribution and patterns of IT services are unknown• Architecture scaling of solutions is virtually impossible• Difficult to do cross-unit planning

Draft Problem Statement: Financial(Phase 2)

• The distribution and profile of IT investment is institutionally unknown

• Duplicative spending on IT systems is generally not an active decision and unnecessary duplication is not easily addressed

• There is a wide range of life cycle cost calculation approaches making it difficult to compare investments and often leading to under-estimated TCO and underfunded projects

• There is no good way to proactively monitor and compare end of life cost profiles and to project technology change costs

-- WORKING DRAFT--UCLA IT Portfolio Management Process

21

-- WORKING DRAFT--UCLA IT Portfolio Management Process

22

Resource Requirements - Funding

2008/09 – Phase I  (subsequent phases will be budgeted after fact-finding in first year)

Project manager (1/2 FTE, includes benefits) $70KAnalyst (1/2 FTE, includes benefits) $30KFacilitation (8 days @ $1,500 / day) $12KAdministrative Support (through Front Desk)        $10KWorking sessions (venue, refreshments, etc.)      $ 3K

Total: $125K

 

• Assumptions– The project manager and analyst at 50% time could potentially be combined into one

person/position -- for a 100% FTE salary @ about $100,000 / year).  – The facilitator's rate is based on $1,500/day.– The administrative support is based on student assistance with the scheduling and coordination

of meetings, as well as copying and other activities in preparation for the sessions– There would be some working session costs, estimated at about 3% of the budget.