TeamDynamix Overview TeamDynamix provide Higher Education specific
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TeamDynamix Overview TeamDynamix provide Higher Education specific Project and Portfolio Management solutions (PPM). TeamDynamix software and services adhere to a simple and proven higher education specific PPM deployment approach. Bridging the gap between stakeholder expectations Highlights and reality through effective IT governance and » Built specifically to support the evolution of the Higher Ed PMO management practices » Embedded Higher Ed best practices (ECAR/Spellings) » Higher Education implementation approach (PEMM) Educause Mid-Atlantic Conference 2012 » Intuitive solutions
Agenda » Managing Stakeholder Expectations while Delivering Quality Services at Carnegie Mellon University » Industry Best Practices » Discussion and Questions www.TeamDynamixHE.com 2 Educause Mid-Atlantic Conference - 1/11/2012
Agenda » Managing Stakeholder Expectations while Delivering Quality Services at Carnegie Mellon University » Industry Best Practices » Discussion and Questions www.TeamDynamixHE.com 3 Educause Mid-Atlantic Conference - 1/11/2012
Top-Ten IT Issues, 2011 According to Educause 2011 Current Issues Committee 1. Funding IT 2. Administrative/ERP/Information Systems 3. Teaching and Learning with Technology 4. Security 5. Mobile Technologies 6. Agility/Adaptability/Responsiveness 7. Governance, Portfolio/Project Management 8. Infrastructure/Cyberinfrastructure 9. Disaster Recovery / Business Continuity 10. Strategic Planning http://www.educause.edu/EDUCAUSE Review/EDUCAUSEReviewMagazineVolume46/TopTenITIssues2011/228654 www.TeamDynamixHE.com 4 Educause Mid-Atlantic Conference - 1/11/2012
Expectations of IT versus Delivery of IT Services www.TeamDynamixHE.com 5 Educause Mid-Atlantic Conference - 1/11/2012
IT Demand versus IT Budget Availability www.TeamDynamixHE.com 6 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Solution - IT Planning www.TeamDynamixHE.com 7 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Governance Executive Level: - President’s Office Advisory Board (Every 5 yrs) - Executive Steering Committee on Computing (ESCC) - Working Sub Teams from ESCC on Initiatives - Computing Facilities Group - Faculty Senate - Administrative Leaders Group www.TeamDynamixHE.com 8 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: President’s Office Advisory Board - Outside review of operations by appointed committee by the President of the university - Occurs every 5 years - Includes leaders from industry, Higher Ed IT, and our Board of Trustees - Report is owned by the President’s Office - Relevant/Necessary information is shared with Computing Services www.TeamDynamixHE.com 9 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: ESCC - Advisory Body to the Vice Provost and CIO Office - Consists of all the Vice President’s and (3) three College Deans - Sub Teams typically include distributed and functional IT Directors - Meet monthly to review and recommend priority on portfolio of work - Also a key opportunity to educate the campus on the work we do and challenges IT Faces www.TeamDynamixHE.com 10 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Computer Facilities Group - Chaired by the Vice Provost for Computing/CIO - Distributed IT Group Leaders with significant IT operations - Advisory group that provided feedback and input on our central and distributed IT plans - Includes groups such as the School of Computer Science, Software Engineering Institute, & Electrical Computer Engineering www.TeamDynamixHE.com 11 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Faculty Senate & ALG Faculty Senate - Tenured and elected Faculty from across campus - Meets regularly but only has IT updates upon request or need Administrative Leaders Group - Chaired by the CFO - Meets monthly - Includes business/functional organization leaders www.TeamDynamixHE.com 12 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Additional Governance Directorate/Departmental Level: - Service/Department-based Advisory Groups - Department Computing Forum - Student Advisory Council - Computer Steering Committee - Customer Relationship Management *Considering Adopting an IT Ambassador Program in the future for departments and students www.TeamDynamixHE.com 13 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: What has Helped? Continuously Improving Portfolio/Project Management: - Project Submission Process - Open Comment Period for Project Submissions - Project Request Review Team (PRRT) Better Reporting and Transparency: - TeamDynamix Portfolio Analysis Reports - Technical Commitments Document - Directorate Operational Roadmap www.TeamDynamixHE.com 14 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: We Didn’t Get Here Overnight www.TeamDynamixHE.com 15 Educause Mid-Atlantic Conference - 1/11/2012
16 Expectation Management @ Carnegie Mellon Maturity Best Practice Confident Competence Awareness 2011 2010 Seat of the pants 2009 2008 - 2007 2006 - Distributed Portfolio of Projects # - Centralized Coordination of 1 page charters - Re-adoption of ESCC and Creation of the Technical Commitments Document - Development of Detailed Project Charters and Portfolio Vetting at the Central Computing Management Team Level Disclosure of Projects via Technical Commitments - - - Introduction of Electronic Portfolio Planning (TeamDynamix) Internal Portfolio Management and Project Submission Process Sequencing of Work via Technical Commitments - Continuous Ongoing Project Submission and Review Electronically - Monthly Portfolio Review from the Vice Provost for Computing Office - Start of Budget and Resource Inclusion in Project Submissions via TeamDynamix - Portfolio Management as Standard Operating Procedure (SOP) - ESCC with Visibility and Input into our Organization and our Projects, Resources, and Priorities - Cross Directorate Collaboration and Vetting Projects using Transparency and Review Processes
Carnegie Mellon: Submitting Requests (Then) Tactical Planning Project Mini-Charter Title: Project #: Sponsor: Student Electronic Medical Record System Office of the Dean of Project Lead: Student Affairs Student Health Services Discovery Sponsoring Project Style: (delivery, discovery, activity review) Dept. of the Division of Directorate: Student Affairs 1.0 Purpose of the Project: Clearly and succinctly summarize the reason for doing this work - problem(s) to be solved and/or benefit to identified groups, and the context of this project in body of division work. . If appropriate, explain the consequence(s) of not doing it. A) Background Information The Student Health Services (SHS) and Counseling and Psychological Services (CAPS) primary mission is to provide complete, confidential, and effective health services and counseling and psychiatric services to all Carnegie Mellon students. Every full time student has contact with SHS at least one time during matriculation into the school. SHS has over 86% of all undergraduate students seek care during their tenure at CMU. Utilization of the service has increased with the advent of financial incentives for students to visit SHS based on University insurance coverage. In a single calendar year, SHS will see over 21,000 student visits for services such as acute care, lab work and immunizations, health advice, and prescription maintenance. Approximately, 4400 students are enrolled in the student insurance plan. B) Main Drivers and Expected Benefits SHS and CAPS are requesting the procurement, implementation, and maintenance of a Student Electronic Medical Record System based on two main drivers: 1) expected HIPAA regulations requiring an electronic medical record system by 2011, and 2) expected practice management and customer service improvements with the new system. 1) Expected HIPAA regulations The implementation of an electronic student medical record system will allow SHS and CAPA to comply with HIPAA regulations and the privacy, transaction and code rule set, and security rule. The Federal Government plans to mandate the use of an EMR with current dates estimated to be around 2011. One primary driver for this work is to provide to students the ability to view and update their medical profile and history electronically as regulated by the expected 2011 HIPAA mandate. An EMR would provide an adequate audit trail to identify who has had access to student medical history for audit purposes, again as part of the expected 2011 HIPAA mandate. 2) Practice Management & Customer Service Improvements SHS and CAPS will also benefit dramatically from the use of an EMR because it reduces the amount of time spent on data entry and appointment scheduling of student information into the current system by as much as 80% through self-service scheduling, patient medical history, and check-in. These estimates are provided by SHS and vendor information. The use www.TeamDynamixHE.com 17 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Submitting Requests (Now) www.TeamDynamixHE.com 18 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Portfolio Reporting (Then) Status at 6/30/06 Style Proje ct Comment Red Red DEFERRED Yellow NOT APPROVED Green Green Green Green Green Green Green Green Green Green Yellow Yellow Green Green Green Green Green Green VPO VPO VPO VPO VPO VPO VPO VPO VPO VPO VPO VPO VPO ACT REVU DEL DISC DEL DEL DEL DEL DEL ACT REVU DEL DISC DEL DEL 10-F05 Activity Review – Disaster Recovery (90002, 20006)) 2-F05 Re-charter CCAC as faculty advisory committee (with OVP) DEFERRED 3-F05 Collaborative Support using Wikipedia Technology NOT APPROVED 4-F05 Strategic Planning 5-F05 Integration of ACIS and Computing Services 6-F05 Realignment of Division Reporting and Responsibilities 7-F05 Realignment of Qatar Support Management 8-F05 Space Management (20008) 9-F05 Activity Review - Payroll Email SuperProject Benefits Open Enrollment application MFS-33 Small portable data projector MFS-40 Additional cost Oracle License DONE Green PPMO DEL 10001-F05 Delivery Improvements, Coordinator Pilot, Bond Issue Tracking Green Green Green Green ATI ATI DEL DEL 10002-F05 End to End Diagnostics Discovery (EDDY) (60024) 10003-F05 Re-establish Architecture Effort FFPO DEL Green FFPO DEL Green FFPO DEL Green Green FFPO FFPO DEL DEL This was a placeholder in case we needed to replace the system in the data center. FMS will be upgrading the 20004-F05 Upgrade Fire Suppression System in Machine Rm entire Spaces system. (FMS) This should be removed and replaced with a bond funded poject that will not start for 10 - 12 20005-F05 A100 Facility Data Network Upgrade months Also bond funded - will not be done in near 20006-F05 Disaster Recovery Site Improvements (00010, 90002) future All done but the 20007-F05 Staff Equipment trickledown Cancelled - we wil not be implementing the 20008-F05 Space Study Implementation (00008) plan from TDA. Recast as Bond funded and just getting 20009-F05 A100 Facility Power Improvements underway All funds spent, MFS-30 Carpeting, furniture, painting console room installation in progress MFS-31 Install additional trunking on 2nd floor for ceiling reheat units Work in progress MFS-36 Painting atrium staircase, steel in other stairwells Done except for stair and repairing stair treds treads Bond Issue (BI-5) Data Center Upgrade CANCEL Yellow FFPO DEL REPLACE Yellow FFPO DEL Red Red FFPO DISC Green Green FFPO DEL CANCEL Red FFPO DISC Green Yellow Will be done within the next month List of topics submitted to directors Green Yellow UES DEL 30001-F05 Key Logs Usage Statistic Project (60005) Green Yellow DONE Red Green CANCEL Yellow Yellow Green Red Green Red UES UES UES UES UES UES DEL DEL DISC DISC DEL DISC 30002-F05 30003-F05 30004-F05 30005-F05 30006-F05 30007-F05 DEL Still awaiting universitywide CMS and redesigns. Yellow because at this point, it seems we should be able to move on this after the start of the fall semester. Up to you to pick Red if because it has been delayed so 30008-F05 Computing Services Website Design and CMS Implementation long. Yellow 19 Status at 3/31/06 Directorate Yellow UES TechTalk Videoconferencing Support (80002, 80005) Develop plans for classroom A/V upgrades and 1st year bond money Remote Support/Chat Liability Issues Clusters Capital Upgrade for FY06-07 Web-based Ordering Cancel as this project. Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Portfolio Reporting (Now) 20 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Stripy Sheets (Technical Commitments and Directorate Roadmap) 21 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Next Up – Resources! www.TeamDynamixHE.com 22 Educause Mid-Atlantic Conference - 1/11/2012
Carnegie Mellon: Summary Key Items to Consider for Expectation Management and IT Governance - Tell your story though your IT portfolio - Establish advisory bodies with key stakeholders - Create communication opportunities throughout the IT organization with the community - Be Transparent and open wherever possible www.TeamDynamixHE.com 23 Educause Mid-Atlantic Conference - 1/11/2012
Agenda » Managing Stakeholder Expectations while Delivering Quality Services at Carnegie Mellon University » Industry Best Practices » Discussion and Questions www.TeamDynamixHE.com 24 Educause Mid-Atlantic Conference - 1/11/2012
Industry Best Practices Agenda » TeamDynamixHE overview » Impacts of the “New Normal” driving IT Governance » Higher education IT Governance best practices » Proven first steps
TeamDynamixHE Overview “To enable college and university IT organizations to achieve their business objectives through products and services that foster operational excellence and exceed expectations” www.TeamDynamixHE.com
Client Sample www.TeamDynamixHE.com
TeamDynamixHE Overview Key Attributes » Have helped more institutions succeed with PPM than any other vendor » Offer the only extensive Higher Education specific library of PPM implementation templates » Product Governance: TeamDynamixHE Advisory Council (TAC) » Higher Ed Governance/PPM Community: TDHE Community » Proven Higher Ed implementation approach (PEMM) www.TeamDynamixHE.com
Higher Education Trends: The “New Normal” » Budgets are tight. IT leadership needs to balance cost cutting with providing service to customers. » IT is under fire. IT leadership needs to find objective ways to negotiate schedules and demonstrate workloads and deliver results. www.TeamDynamixHE.com
www.TeamDynamixHE.com
The Typical Result. www.TeamDynamixHE.com
Trends in HE IT Governance: Focus Areas » Educating Stakeholders: Telling IT’s Story (the whole story) » Central management of demand » Shift of macro level decision making to the customer (governance committee) » Setting and managing reasonable expectations and objectively negotiating schedules » Improving execution www.TeamDynamixHE.com
Educating Stakeholders: Telling IT’s Story » Increase stakeholders’ understanding of the status of work they requested » Increase stakeholders understanding of how IT work supports their objectives and measures (services) » Increase stakeholders’ understanding of how IT supports the organization (services & portfolio) » Increase stakeholder’s understanding of IT’s constraints www.TeamDynamixHE.com
Telling IT’s Story: Basic Required Data » Skill set inventory (high level) » Key services inventory (services provided to stakeholder groups) » Work inventory by customer » Operational (keep the lights on) » Project work » Who is working on what for how long employing which skill sets? (high level) » Align work with key services & portfolio » Request inventory with required skill sets and duration (future/requested commitments) www.TeamDynamixHE.com
Reporting Example: The Portfolio View www.TeamDynamixHE.com
Reporting Example: Workload and Constraints www.TeamDynamixHE.com
Reporting Example: Upcoming Commitments www.TeamDynamixHE.com
www.TeamDynamixHE.com
Effectively Telling the Whole Story » Resource consumption and work activities are multi dimensional » Projects » “Smaller than a Project” Work » Incidents » All consume resources and drive costs » Required to fully explain constraints and demands » Including all dimensions in reporting increases credibility » Especially helpful when negotiating/justifying IT budgets www.TeamDynamixHE.com
The “Demand and Resource Consumption Collage” Projects Projects Operation Operation ss Projects Projects Incidents Incidents Operatio Operatio ns ns Incident Incident ss Operation Operation ss Project Project ss Incidents Incidents
Telling the Whole Story: Basic Required Data » Builds upon basic requirements already presented » Work inventory by category » “Smaller than a project” work activities » Incidents (if within scope) » Formal service portfolio » Added complexity » Requires more process rigor » Clear definitions of services and catalog items » Automation tools highly beneficial www.TeamDynamixHE.com
Reporting Example: The Portfolio View with Operational Work
Reporting Example: Projects vs. Operational Work
Shift in Decision Making: Governance Committees (abbreviated) » Many structures (worthy of several presentations!) » Points Requiring Majority Agreement (and/or executive requirement) » Scope of decision making power » Structure of meetings » Frequency of meetings » Information to be prepared for meetings (by whom/when) » Portfolio/Service structure? » Agreement creates buy in & self regulation (removing burden from IT) www.TeamDynamixHE.com
Central Management of Demand » Required for effective resource management » Clearly define how work is requested » Word doc » Email » Online form » PPM tool » Napkin and crayon » Clearly define the data required for work requests » Educate requesters about the value of centralized request process » Educate requesters thoroughly about the process requests will follow (they fear the “black hole” of IT) » Train. Train. Train. www.TeamDynamixHE.com
Example: Request Forms
Setting and Managing Stakeholder Expectations » Clearly communicate commitments and constraints » Help stakeholders understand the impacts of priority changes » Clearly and factually present the roadblocks to completing requested work » Give Stakeholders objective and tenable choices to make » Timing » Prioritization » Resource adjustments » Budget adjustments » Reprioritization » Scope adjustments » Clearly communicate when work is slated to begin, what the stakeholder’s role is and when work is slated to be completed www.TeamDynamixHE.com
Reporting Example: Impacts of Priority Changes www.TeamDynamixHE.com
Proven First Steps » #1: Secure executive support » Identify and prioritize key pains (tackle them first) » Identify the MINIMUM amount of process/tool necessary to address key pains (digestible bites) » Spend time planning for change (cultural change mgmt.) » Communicate regularly (Marketing-frequency and format) » Leverage all stars to create change » Promote successes (marketing creates leverage) » REPEAT! www.TeamDynamixHE.com
IT Governance: Delivers Results “TDHE has given IT leadership tools to understand capacity when making commitments and to clearly articulate constraints to stakeholders to set reasonable and achievable expectations.” -Johnson County Community College www.TeamDynamixHE.com
Agenda » Managing Stakeholder Expectations while Delivering Quality Services at Carnegie Mellon University » Industry Best Practices » Discussion and Questions www.TeamDynamixHE.com 51 Educause Mid-Atlantic Conference - 1/11/2012
TeamDynamix Overview TeamDynamix provide Higher Education specific Project and Portfolio Management solutions (PPM). TeamDynamix software and services adhere to a simple and proven higher education specific PPM deployment approach. Highlights » » » » Built specifically to support the evolution of the Higher Ed PMO Embedded Higher Ed best practices (ECAR/Spellings) Higher Education implementation approach (PEMM) Intuitive solutions Questions? Tom Dugas [email protected] Andrew Graf [email protected]
