The Trifecta Effect: Strategic Planning

,
Governance & Project Management
What happens when a well-developed strategic plan, a KISS
governance model and a formal project management
methodology converge? The Trifecta Effect!
Mario Berry
Associate Vice-Chancellor Enterprise Applications
Lone Star College System
Marian Burkhart
Executive Director Strategy & Governance
Lone Star College System
 14 locations spread across 1,400 square miles
 6 Colleges
 2 University Centers
 9 Centers
 System Office & Training Center
 5,600 employees
 152 OTS Staff
 90,000+ students
 78,000 Credit
 12,250 Non-Credit
 One of the fastest growing in U.S.
30,000 in 5 years!
 Largest higher ed institution
in Houston
 2013-2014 budget – $317.7M
5.6 Million Square Feet of Instructional Facilities
tri·fect·a
trīˈfektə/
noun
1. a type of bet, especially on horse races, in which the bettor
must select the first three finishers in exact order.
2. any achievement involving three successful outcomes.
EDUCAUSE – Top Ten IT Issues 2014
I
m
p
l
e
m
e
n
t
a
t
i
o
n
Business of the Institution Business of the IT Organization
#1. Improving student outcomes
through an institutional approach that
strategically leverages technology
#3. Assisting faculty with the
instructional integration of
information technology
#5. Using analytics to help drive
critical institutional outcomes
#10. (Tie) Implementing risk
management and information security
practices to protect institutional IT
resources/data and respond to
regulatory compliance mandates
#7. Addressing access demand and the
wireless and device explosion
#8. Sourcing technologies and services
at scale to reduce costs (via cloud,
greater centralization of institutional IT
services and systems, cross-
institutional collaboration, and so
forth)
D
e
s
i
g
n
#2. Establishing a partnership
between IT leadership and
institutional leadership to develop a
collective understanding of what
information technology can deliver
#9. Determining the role of online
learning and developing a strategy for
that role
#4. Developing an IT staffing and
organizational model to accommodate
the changing IT environment and
facilitate openness and agility
#6. Changing IT funding models to
sustain core service, support
innovation and facilitate growth
#10. (Tie) Developing an enterprise IT
architecture that can respond to
changing conditions and new
opportunities
Partnership and Sourcing
Leading Through The Change – All Three Serve A Purpose For Execution
Strategic Planning
What
Governance
When
Project Portfolio Management
Who & How
Improving student outcomes Improving student outcomes Improving student outcomes
Establishing a partnership Establishing a partnership Establishing a partnership
Assisting faculty with the
instructional integration
Assisting faculty with the
instructional integration
Assisting faculty with the
instructional integration
Developing an IT staffing and
organizational model
Developing an IT staffing and
organizational model
Developing an IT staffing and
organizational model
Using analytics Using analytics Using analytics
IT funding models IT funding models IT funding models
Addressing access demand Addressing access demand Addressing access demand
Sourcing technologies and services Sourcing technologies and services Sourcing technologies and services
Determining the role of online
learning
Determining the role of online
learning
Determining the role of online
learning
Risk management and information
security practices
risk management and information
security practices
risk management and information
security practices
Developing an enterprise IT
architecture
Developing an enterprise IT
architecture
Developing an enterprise IT
architecture
Use Strategic Planning, Governance and Project Portfolio Management to
serve as a Strategic Partner and Transform your institution.
WHEN WILL
WE GET THERE?
• Establish a decision-
making process that
fits your culture
• Emphasize “we can do
this OR we can do that,
but not both”
• Be transparent
HOW DO WE
ENSURE PROJECTS
ARE SUCCESSFUL?
• Calculate # of hours
available to work on
projects
• KISS process to gather
project requests
• Use self-service & regular
reporting
• Measure them!
WHAT DO WE
WANT TO BE?
• Align IT with institutional goals &
objectives
• Use “Outside-In” Thinking
• Develop a flexible plan to
account for change
Outside-In
Thinking
Scenario
Planning
Interviews
Strategic Planning
Employee Input
AVCs & VPs
Budget
Planning Cycle
Governance
KISS
KPIs
SOPs
Reporting
Project Portfolio Management
Outside-In
Thinking
Scenario
Planning
Interviews
Employee Input
AVCs & VPs
Budget
Planning Cycle
KISS
KPIs
SOPs
Reporting
Trifecta Effect
Outside-In
Thinking
Scenario
Planning
Interviews
Employee Input
AVCs & VPs
Budget
Planning Cycle
KISS
KPIs
SOPs
Reporting
TIME
$$$$
VISION
PEOPLE
Outside-In
Thinking
Scenario
Planning
Interviews
Employee Input
AVCs & VPs
Budget
Planning Cycle
KISS
KPIs
SOPs
Reporting
TIME
$$$$
VISION
PEOPLE
COMMUNICATION
CULTURE
CONTINOUS IMPROVEMENT
Questions?
Help Us Improve and Grow
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The Trifecta Effect: Strategic Planning,
Governance & Project Management
What happens when a well-developed strategic plan, a KISS
governance model and a formal project management
methodology converge? The Trifecta Effect!
Mario Berry
Associate Vice-Chancellor Enterprise Applications
Lone Star College System
Marian Burkhart
Executive Director Strategy & Governance
Lone Star College System