C&C Product/ServiceStrategy & Lifecycle Framework

C&C Managers Meeting 9/13/06

by Terry & Company

Background

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Strategic Planning Context Two parts to a strategic plan:

IT Product/Service = WHAT we do Organizational = HOW we do it (partnership) NB: each part can have a hierarchy of goals (whats) and plans (hows)

Current SP efforts focus on HOW, but anticipate changes in WHAT, e.g. Good infrastructure is taken as a given; now we need to raise our

game and partner on PI-specific as well as campus-wide needs We need to anticipate future needs;

focus more attention on a strategic IT agenda for UW

Who are our customers? The “University of a Thousand Years” --focus on efficiency Individual departments and investigators --focus on effectiveness

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Strategic Planning Process InputsSituational Analysis

(Planning Edge)Denison Survey Results

Changes in technology

environment

New UW Leadership

C&C Lifecycle Survey

Strategic Planning Process

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Current Environment

State funding essentially flat for > 5 years

UW growth depends on research/clinical activity

Advanced research needs advanced IT

More competition for limited Federal research $$

More internal competition for central UW IT $$

C&C competes for IT $$ (vs. DIY or outsourced svcs)

UW IT Employees

Academic & Admin Depts

C&C

C&C

Academic & Admin Depts

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What needs to be done?What our partners want:

More Effective services/apps Responsiveness/agility Communication Flexibility

Better Customer Service Business & PM

Practices

What our staff wants:

More: Efficient processes Consistency Clarity Accountability

Better Strategic Direction Planning & Prioritization Coordination

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Culture Shift Past

Engineering driven (best technology) Standard solutions for campus Plenty o’ diversity internally (e.g. dev and collab tools) Focus on institution/efficiency Focus on infrastructure & core systems

Future: still need solid infrastructure, plus... A more customer-driven approach (partnership, responsive/agile) More diverse solutions for campus More standard solutions internally Focus on individual/departmental effectiveness Focus on enabling UW biz goals (even if non-standard solutions)

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So What?

Both our technology and our organization must be “Reliable & Responsive”

We need to put more focus on future needs/directions

UW’s IT needs will be met either with C&C or without it.

Yikes! That’s pretty heavy...

Greater competition for research $$

Greater need for advanced and agile technology

Greater need for “reliableand responsive” IT org.

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Don’t Panic

Time for a joke? (OK... How ‘bout #23 ?)

We can do this! We have great staff!

But talent not enough... we also need: Unifying strategy and goals Clearly defined processes, roles and responsibilities Tools and training to succeed

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What we are doing about itSP Priority Areas 2006Customer Service: Continue to develop tools/processes to collect and publish customer expectation data. Continue to clarify C&C service lines; defining each service and service manager. Continue to require customer service training for all C&C staff, provide refresher workshops.

(Approximately 170 C&C employees have now completed the customer service workshop.)

Communications: Complete final review of our service lines description, but allow it to evolve and change. Continue to improve and update Web pages and tools to help us all talk about planning activities

internally. Complete final review of the IT roles and responsibilities matrix.

Project & Financial Management: Establish procedures and teams that will direct C&C services and products; processes that allow

for more management decision making and reporting on decisions (e.g., SAT, SDT, Product Life Cycle).

Build a team to address C&C business practices (tracking, costing, funding, billing, contracting, etc.).

Reliable & Responsive Systems: Build on our security efforts: More tools, training, upgrade of data center, and emergency management

with the UW. Continue to address C&C-wide monitoring issues via a newly-established group.

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Related Work

Project & Financial Management: Establish procedures and teams that will direct C&C services

and products; processes that allow for better management decision making and reporting on decisions (e.g., SAT, SDT, Product Life Cycle).

Prod/SrvcsFramework

Service Lines

RoadmapsService Directions

Team (SDT)

ITGovernance

PM Processes

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SP Reality Check Upside

Clarity; more efficient processes/decision-making Better management decisions/prioritization Better customer responsiveness

Downside More process/bureacracy: the Dilbertization of C&C? More demands (e.g. “partnering”), but no more staff

Leadership commitment Continually review objectives and methods for sanity Never forget impact of new initiatives; set realistic goals

Product/Service Strategy & Lifecycle Framework

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What is this Framework you speak of?

The Product/Service Strategy & Lifecycle Framework is...

A structure for relating various aspects of the work we do.

This Framework relates our product/service strategy, decision, development, and delivery processes

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Framework Goals/Benefits

Include: Standardizing terminology Harmonizing development lifecycles Clarifying roles and responsibilities

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Where we are (besides the Hub)

Strategy and Product/Services Lifecycle Influences

Product/Services Lifecycle Framework – Level 1

Product/Services Lifecycle Framework – Level 2

Define and Decide Phase Workflow

Defined concepts/terms at a high level:

Less Detail

More Detail

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Strategy & Prod/Service Lifecycle Influences

IT Strategy Lifecycle

· Service Directions· Strategic Architecture · Technology Directions· Funding Models· Compliance

Customer Collaboration

Institutional Priorities and Constraints

Technology Trends

Product/Service Lifecycle

texttext

Version 1.0July 27, 2006

Strategic Strategic

Tactical Tactical

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Product/Service Lifecycle – Level 1

texttextCustomerCollaboration

Define & Decide

Deliver

Replaceor Retire

Evironment Scanning, Needs Assessment,

Scoping, and Prioritization

Buy or Build; Integrate and

Release

Operate and Manage

StrategyServiceArchitectureTechnology FundingCompliance

Version 1.0July 27, 2006

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Product/Service Lifecycle – Level 2

Define project, high level scoping

Identify requirements and schedule

Build, buy, or integrate solution

Provision and launch

Initiate Plan Design Implement Test Releasetext

text

text

Project Lifecycle Processes

Determine solution architecture

Validate

Idea generation

Preliminary review

Detailed review

Identify funding and manage

resources

IdentifyNeed

Initial EvaluationIn Depth

EvaluationPrioritization

AllocateResources

PCC

Definition and Decision Processes

Rank against others ideas

Production Support & Service Management Processes

Verify need to Decommission/Recommission

Research replace or retire options

Validate Need Research Options

Decommission/Recommission Processes

Determine Approach

Recommend next steps

Configuration, Change, & Release Management (e.g. asset tracking, upgrades, change reviews)

Availability Management (e.g. reliability, capacity, business continuity, security)

Financial Management (e.g. effort reporting, cost accounting, rate setting)

Incident and Problem Management (e.g. monitoring, troubleshooting, resolution, root cause analysis)

Major Decision PointNOTE: Phases and process activities can be iterative, skipped, or sequential.

Legend

Service Management (e.g. customer relationship management, customer support, lifecycle management)

Define &Decide

Develop &Deploy

Deliver

Decommission/Recommission

Strategy§ Service§ Architecture§ Technology§ Funding§ Compliance

Environment Scanning, Needs

Assessment, Scoping, and Prioritization

Buy, Build, or Integrate and Release

Operate and Manage

Replace or Retire

Customer Collaboration

Product Lifecycle Phases

Version 1.2Aug. 16, 2006

text

FCC Ex

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Define & Decide Phase: Overview

Version .01, 9/8/06

Define & Decide Phase Overview

Min

or

Sta

ge

Ma

jor

Identify Need Initial Evaluation In-depth Evaluation Prioritization Allocate Resources

Prelim. ConceptCommit

SL Team, Mgr, Sponsor

Final ConceptCommit

SDT

ExecuteCommit

SDT

Final ConceptCommit

SL Team, Mgr, Sponsor

ExecuteCommit

SL Team, Mgr, Sponsor

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Feedback

Does this framework make sense?

Does it seem worthwhile?

Is it ready for roll-out?

Communicating the Vision

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How?

Preferred media? (e-mail, website, etc.)

Preferred venues? (small meetings, one-on-ones, large meetings, etc.)

Whaddya think?

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Framework Communication Status

Executive CouncilSDTSAT (not yet AIDG, SIT, AIT)NA & DS Leads and Mgrs AIS RepresentativesC&C Manager MeetingPM Focus GroupPM Brown BagWebsite

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Framework Website

Send Feedback

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Questions?

Comments?

Excitement?

Passion?

Joy?

Sorrow?