Dancing to the same tune How can local and central IT teams work - PowerPoint PPT Presentation

Dancing to the same tune How can local and central IT teams work better together? Dr Rim El Kadi Rim.kadi@anu.edu.au

So can central IT and the local areas dance TOGETHER? https://www.youtube.com/watch?v=4M5ghF14DLo

The University IT Challenge Leveraging and aligning IT to transform teaching, learning and research .

Reconciling the academic mission with managerial efficiencies is… A difficult balancing act http://www.pinterest.com

Alignment… is often a significant challenge http://www.zastavki.com

Central IT Academics Htto://en.novayagazeta.ru

What lies at the root of this IT-Academic divide? http://www.bloglet.com/understanding-and-applying-the-principles-of-self-development/

What can we do to bridge it? Photo by Creativity103 - Creative Commons Attribution License https://www.flickr.com/photos/36894712@N04 Created with Haiku Deck

Case Study: Research intensive university with federated IT organisation Common organisational knowledge University Survey website Case Study

Photo by gorickjones - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/49503204666@N01 Created with Haiku Deck

Strategic Alignment http://www.best-job-interview.com

3 Flagship projects 1. Email consolidation 2. Single servicedesk 3. PC lifecycle management http://www.powerretail.com.au

People Photo by Jogesh S - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/75621441@N00 Created with Haiku Deck

Survey • Respondent’s profile • University/IT Strategy • Change/Innovation • Engagement • Shared services • IT Initiatives 34 respondents • • Central/College, Service divisions • Across job levels and functions http://www.atlantatechblogs.com

IT in the University Landscape http://www.baloom.co

IT in the University Landscape (cont.) http://www.baloom.co

IT in the University Landscape (cont.) http://www.baloom.co

The University Strategic Positioning Playing the tune of Excellence in: Teaching Research National Policy Photo by martinak15 - Creative Commons Attribution License https://www.flickr.com/photos/64636777@N03 Created with Haiku Deck

The University IT Choreographers University IT committee: VC, DVC-A, DVC-R, ED Admin & Planning, CIO, a College Dean & a College GM Role of strategic oversight covering: S trategic alignment Resource allocation & appropriate de-duplication Linkages to Academia & Research Dancing together… to the Right Tune? Supporting budgeting & planning for IT spend Roles & responsibilities w/r to IT Projects http://www.kennysilva.net Photo by doublebug - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/19762723@N00 Created with Haiku Deck

Advising the IT Choreography http://www.imgkid.com

IT Strategy Operational Cost Efficiencies reduction Research 2016 Initiatives 2013 - Consistent ICT commodity / - Identity Catalogue/SLA - Duplicate ICT - Consolidated commodities - Standardised service service delivery delivery - Reactive ICT - Integrated ER- - Consistent ICT processes Student systems - Fractured ICT services - Proactive security/risk - Managed PC - Introduction of: analysis Lifecycle governance, best practice and - Strong engagement/ -Infrastructure coordinated communication upgrade (for communications learning/ - Efficient infrastructure/ eResearch) support De- - Private cloud duplication Education Standardisation http://www.imgkid.com

Strategic Alignment Perception of Central IT-Local areas' Average Min-Max Value Responses strategic alignment ? (1 (low) – 5(high)) Value Central IT's understanding of the local areas 1-5 2.58 36 Insufficient requirements Only moderate The local areas' understanding of Central shared 1-4 2.47 36 IT's priorities and strategy mutual knowledge The level of knowledge sharing and liaison 1-4 2.28 36 appreciation of between Central IT and the local areas Strategic planning at the University as a each side’s Distribution Response % whole is Ad-hoc 5 15% strategic priorities Basic at the level of individual functions 13 38% Some inter-organisational planning 11 32% Holistic across the University 5 15% Integrated with the external environment 0 0% Total 34 100% Mean = 2.47 IT Strategic planning is Distribution Response % Ad-hoc 11 31% IT perceived as Basic at the level of individual functions 11 31% Some inter-organisational planning 12 34% a cost Holistic across the University 0 0% Integrated with the external environment 1 3% Total 35 100% Mean = 2.11 In your view, IT at the University is Distribution Response % perceived as A cost of business 18 55% Emerging as an asset 7 21% An asset 0 0% Part of the University strategy 6 18% www.soulaction.org Co-adaptive with the University strategy 2 6%

Perception of Strategic Priorities Rank ordered strategic Total priorities for Central IT 1 2 3 4 5 6 7 8 9 Mean Responses (1 is highest): Supporting and enabling 10 6 6 1 5 2 3 0 0 3.09 33 Enabling teaching and teaching and learning Supporting and enabling 1 11 2 7 2 3 3 3 1 4.21 33 Perception of learning and cost research Cost reduction/control 10 6 5 5 3 1 2 0 1 3.06 33 strategic priorities reduction perceived Risk mitigation 3 4 6 4 8 2 1 4 1 4.39 33 as highest ranked of research Compliance 0 1 2 8 5 10 1 5 1 5.48 33 Revenue generation 0 0 4 2 1 3 3 2 18 7.33 33 strategic priority for support and cost Management and measurement of teaching 0 0 4 2 1 9 11 6 0 6.18 33 Central IT reduction for and learning activities Management and Central IT differs measurement of research 2 0 0 1 1 1 9 12 7 7.24 33 activities and output between Central IT Supporting administration functions 7 5 4 3 7 2 0 1 2 3.68 31 and College IT and service divisions Total 33 33 33 33 33 33 33 33 31 - teams Rank order strategic Support for Total priorities for local 1 2 3 4 5 6 7 8 9 Mean Responses operation (1 is highest): Supporting and enabling education and 16 7 2 1 2 0 1 1 0 2.17 30 teaching and learning Supporting and enabling support for 8 13 1 1 2 3 0 1 1 2.87 30 research research have Cost reduction/control 1 1 6 8 4 2 2 5 1 4.93 30 Risk mitigation 1 1 3 11 5 3 4 1 1 4.8 30 higher strategic Compliance 0 1 3 1 7 7 4 3 4 6 30 Revenue generation 0 0 1 0 2 4 3 2 18 7.87 30 priorities than For College IT, Central IT’s highest Management and cost reduction measurement of teaching 1 2 1 3 4 3 11 5 0 5.83 30 strategic priority is cost reduction and learning activities for local areas Management and measurement of research 1 1 0 3 2 5 5 10 3 6.57 30 activities and output Supporting www.soulaction.org 2 4 13 2 2 3 0 2 2 3.97 30 administration

Operation & Projects 3 Flagship Projects De- Efficiencies duplication Objective: De-duplication of email systems Email Benefits: mailbox capacity, calendar sharing, instant messaging, and malware protection Consolidation Respondents’ views: incomplete, unrealised benefits Not suitable for research Objective: Consolidation, De-duplication, Efficiency environments Financial Servicedesk Asset Benefits: Experience consistency, data for asset planning, responsibility Planning management clarity Consolidation Respondents’ views: productivity & collaboration benefits not fully realised Objective: Asset management in response to budget pressures Unrealised PC Lifecycle Benefits: efficiencies, reductions in costs and forward financial planning benefits Management Respondents’ views: slow progress, no clear end user value, not suitable for research environments http://www.imgkid.com

The Dancers SD 1 D 1 NAD 1 A 1 SA 1 Support for new/innovative IT projects: N Mean Stakeholders are satisfied with the current IT 0 18 13 2 1 34 2.59 Stakeholders related systems and processes would welcome Stakeholders would welcome change 0 5 6 16 7 34 3.74 change Adequate resources are available to 13 16 5 0 0 34 1.76 implement change/innovation Exploring innovative improvement ideas is Central IT 5 12 11 6 0 34 2.53 encouraged committed to Adequate knowledge and skills exist to 1 10 15 7 1 34 2.91 improvement support innovation and change Central IT leadership is committed to 1 5 13 12 3 34 3.32 improvement and change Local areas' management is committed to 3 3 13 15 0 34 3.18 Participation in improvement and change in IT decision making Central IT leadership promotes innovative IT 2 12 12 5 1 32 2.72 solutions < avg Local areas' management is supportive of 2 5 12 11 2 32 3.19 innovation in IT Shared SD 1 D 1 NAD 1 A 1 SA 1 N Mean Participation in projects ownership & Participation in the decision making process is 6 13 11 3 0 33 2.33 adequate responsibility Ownership and responsibility are shared 2 26 1 4 0 33 2.21 < avg Local areas' contribution to the selection and design of IT solutions is encouraged, 5 14 9 5 0 33 2.42 Local area’s significant and recognised contribution Local areas' contribution to the implementation of IT solutions is encouraged, 5 9 12 5 0 31 2.55 <avg significant and recognised