Strategically Reallocating/ Restructuring IT Resources: Spring 2018 CSG

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Strategically reallocating/
restructuring IT resources
Spring 2018 CSG
Paul Erickson (Nebraska), Mark Poepping (CMU), Bernie Gulachek (Minnesota),
Phoebe Johnson (Minnesota), Steve Fleagle (Iowa), Jim Phelps (UW), Bret Blackman
(Nebraska), Sarah Christen (Cornell)
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Agenda
● Stage-set [15 minutes]

● Breaking it Down [45 minutes] Setting the framework for change
○ Changing Tech of IT
○ The People and their Skills
○ The Organizational Strategy
○ IT’s Role in the Enterprise
● Putting it back Together - Call to action at institutions - Activities on
campus [2.5 hours]
○ Lightning Presentations [60 minutes]
○ Break [3:30-3:45]
○ Panel [75 minutes]
● Adjourn [5:00]
The Challenge
● The work of IT is changing
● The skills in IT must change
○ pivot to consultant and broker more than supplier
● The vision remains the same
○ Trusted Partner to help people do their work using ever-better automation
● How to organize my transformation effort?
Breaking it down
& putting it back together:
● Changing technology 2
● Lessons learned
1
● People and their skills ○ What’s worked?
● Organizational strategy ○ What has emerged?
● IT’s role in the enterprise ○ How do we remain focused
on what’s important?
Breaking it down...
Framework for the day
Laundry List of Technologies
Hyper-personalization, User Centered Design and Customer Experience Management

Artificial Intelligence and Machine Learning
Internet of Things
Autonomous Systems, Robotics
Everything on every device, everywhere
Virtual Reality / Augmented Reality
Big Data, Data Driven Organizations
The hyper-connected world
Digital Transformation (DX) Technology driven technology innovation
DX Biology, Medicine and human interface designs
Blockchain
Cultural Impacts of Digital Transformation (DX)
DX will transform all aspects of work and society in the same way that the industrial revolution and
electrification transformed work/society
DX will lead to whole new technologies never seen before (like radio and tv came from electrification)
There will be whole new classes of jobs, skills and competencies
This is a period of great disruption (in the same way that cars, trucks and the industrial revolution
completely transformed transportation and the economy)
We cannot predict the “winners and losers” of DX either on the technology side nor the business side
Therefore: We need to be adaptable
Therefore: We need resources to invest and investigate during this time of change
Higher education will be disrupted too.
The “winners” in higher education may not exist yet.

Change Management will be a critical competency
Gotchas that you never imagined.
Enabling Transformative Growth Through Strategic Partnerships

Christine Deputy, CHRO, EVP of HR, Nordstrom, Inc
Culture: The store should be perfect, the help should be perfect, the products
should be perfect, etc.
Nordstrom’s Inverted Pyramid Org Chart

IT would go build something for the business then bring it back.

Business: “It’s not right” or “the change is too big, we can’t absorb it”.


IT Responded: “Let’s move to an Agile / Minimum Viable Product

approach”.


IT Responded: “Let’s move to an Agile / Minimum Viable Product approach”.
Business Culture was one of “Perfection”.



IT Responded: “Let’s move to an Agile / Minimum Viable Product approach”.
Business Culture was one of “Perfection”.
MVPs are not perfect - by design

My part...
Setting the framework for the day

a. Changing Tech of IT
b. The People and their Skills
c. The Organizational Strategy
d. IT’s Role in the Enterprise
EA’s take on UW-IT’s Stance
UW-IT’s Stance:
UW-IT must be a business transformation partner for the following
reasons:
> Our customers lack the maturity and knowledge to be well-informed and strategic
consumers of technology.
> IT brings many opportunities and constraints to any business transformation effort. IT
expertise is needed to make holistics and appropriate plans for the future.
> All business is now digital business. All businesses are now data businesses. IT is at
the heart of all things.
> Without a shared partnership and holistic planning, we will have a “1000 flowers”
scenario and the customer experience, efficiency and effectiveness of all solutions will
be negatively impacted.
It all Cascades Down
IT wants to be a Business Transformation

Partner

Partner
Staff must have Customer-Experience &

Business X skills

Partner

Business X skills
Teams need to respond quickly to business

changes and opportunities

Partner

Business X skills

We need to be change leaders


Partner

IT needs to be transparent and build trust
Business X skills



Partner

Business X skills
Teams need to respond quickly to business IT needs to actively manage the relationship
changes and opportunities with the business


Partner

Business X skills
Teams need to respond quickly to business IT needs to actively manage the relationship
changes and opportunities with the business
IT needs to understand the business well

enough to bring opportunities to the table
Transformation of IT’s Technology Stack itself
DevOps vs. traditional Operations Teams and Applications Teams

Transformation of IT’s Technology Stack itself
DevOps vs. traditional Operations Teams and Applications Teams

Cloud: SaaS, PaaS, IaaS
Containers
Microservices
Deployment Automation
Source: Gartner, Principles and Practices of DevOps
What is DevOps -- Practices






Business Relationship Management
Vendor Management Problem Solving
Customer Experience Focus Adaptability Critical Thinking
HowService Leadership Collaboration Conflict Resolution

Influence
Employees
Do Communication Relationship Building Engagement
What Accomplishments etc...

Employees
Do
Quality of Work Prioritization
Timeliness
Leo Legacy
Started working in University IT as a student on the Help Desk.

Worked his way up to a lead on the Student System Team. Has
been at the University for 25 years.
He knows his system inside and out and loves getting into the
code to solve problems for his business partners. They love Leo
and think of him as “their” person.
He has at least 20 years to go until he retires.
Major General Leo von Granen

Amanda Admin
Amanda is the Registrar. She was brought in to shake up a group

that had become intransigent and siloed. Amanda has vendors
contacting her daily with “solutions” to almost all of her
challenges.
Amanda is worried about changing regulations and meeting

students new expectations for great customer service. She isn’t
sure how to make student data available to all the people on
campus who ask for it though she is willing to support the data
driven future.
She wonders which vendor(s) would help her the most, the
fastest and at the lowest cost.
https://www.dramandakemp.com/about/meet-dr-kemp/
Beatrice Business Analyst
Betty is a business analyst working on HR and Payroll. Betty is

extremely good at gathering requirements, defining the business
processes, then defining the data structures needed to support
those processes.
Betty writes excellent user stories that then become test

standards. She is highly valued and everyone wants Betty on
their project.
https://en.wikipedia.org/wiki/Beatrice_Tinsley
Impact of the Changing Technology
SaaS Solution and Leo, Amanda and Betty.

Will I still have a job?

What will I have to do to fit into this
new world?
The SaaS is nowhere near as good
as a system that I would write!
I mean, it is okay but it doesn’t do
(a), (b) and (c) and I could build a
thing to do (d) and (e) much better.
This is a pretty cool looking product

and the vendor says that I won’t
need help from central IT.
This would really make my students
life much easier.
Wonder what it would take to stand
this up for my students?
Will the Provost pay for it?
I’m negotiating what the system can

do with business owners, then asking
the vendor for help and feature
requests, all while trying to learn the
system and how to configure it.
I used to gather requirements and

then work on implementation, now I’m
managing relationships and
negotiations and trying to triangulate a
solution.
Navigate the Culture

Change
Navigate the Culture Shifting Expectations

Change and Relationships
Navigate the Culture Shifting Expectations New skills for the

Change and Relationships same work
My part...
Setting the framework for the day

a. Changing Tech of IT
b. The People and their Skills
c. The Organizational Strategy
d. IT’s Role in the Enterprise
IDEO not Gartner
“We [central IT] need to become IDEO consultants for

the campus campus not the Gartner consultants.”
Matthew Rascoff,
AVP for Digital Education and Innovation, Duke,
Putting it back
together…
Lightning round presentations
0 0
Models to learn from
Changing the relationship between the
1 3
campus and IT
Learning from doing

0 Staff skills and growth paths
2
Large consolidation efforts Future-proofing skills and workforce
Gathering and adapting to feedback
ISU Shared Services
OneIT
Steve Fleagle
Associate Vice President and Chief Information Officer
steve-fleagle@uiowa.edu
OneIT: how we got here
◼ Board of Regents adopted 4 recommendations from
Deloitte for IT improvements in late 2014
◼ UI proposed a 3 year self-implementation plan
◼ 16 projects across many areas of IT
◼ Savings target $3.6M
◼ Transformational – multidimensional change
▪ Governance, planning, prioritizing
▪ Service delivery models
▪ Staff roles and responsibilities
▪ Culture
Structure
◼ Project teams; coleaders from central and

distributed units
◼ Program Office to oversee projects,
change management and communication
◼ Steering Committee to guide overall
direction
Communication
◼ Web site (oneit.uiowa.edu)

◼ Kickoff meetings with each college
◼ Town Hall Meetings
◼ IT Leader Retreats
◼ Monthly newsletter type mailings
◼ Administration updates
▪ Deans
▪ President’s, Provost’s, VP F&O cabinets
▪ Budget Officers
OneIT progress to date
▪ Nine of sixteen projects complete

▪ Seven active projects on track for
closeout by end of FY 18
OneIT Progress Metrics Through 12/31/2017

Labor savings to date $2,570,750
IT savings (hardware, software & service) $958,614
Total savings to date $3,529,364
Total savings target $3,629,080
# of servers consolidated 931
Square feet of floor space repurposed by departments 9,731
% target savings realized to date 97%
Effort redirected or eliminated 27.39 FTE
What went well?
◼ Executive support: Provost, then new President

◼ Clear direction from, and access to, Board of Regents, and
Board Staff
◼ Intentional transparency
◼ High staff engagement: license to collaborate
◼ Momentum: strong kickoff & early wins
◼ Structure
▪ Program office, steering committee, dedicated change management
◼ Accomplished a lot without any additional resources
What could have gone better?
◼ Challenging to convey what Board wanted and articulate

parameters
◼ Generating campus wide buy-in was a long, exhausting process
▪ Lack of synergy at senior leadership levels. Collegiate IT leaders caught
between Deans and CIO
▪ Mixed messages about involvement of other regent schools
▪ Not enough focus on cultural/political factors. ‘Us vs. them’ mentality
▪ When everyone was on the same page about the end goal, it was easy.
▪ Changing roles felt threatening and caused resistance
What lessons did we learn?
◼ Describe future state clearly or people won’t let go of the past

◼ Executive support is critical, including Deans, Assoc. Deans
◼ Mandate is a blessing and a curse, you still need buy-in
◼ Helpful to identify common ground and differences up front
◼ Building trust and buy-in is a key factor for success
◼ Good project managers are quite helpful
◼ People need to know how change impacts them personally
◼ Figure out who has skin in the game and work through
concerns one conversation at a time
The Next Chapter: Integration with Healthcare IT
◼ President asked for IT across the entire campus to be

integrated
▪ Common services where possible
▪ Rotate staff between organizations
▪ Better, and more consistent, IT environment
◼ Initial focus on infrastructure and general services
▪ Combined IT security groups into a single office
▪ Working on IT Facilities, Electronic Identities, Telephony
University of Nebraska
OneIT
Bret Blackman – Associate Vice President for IT
CSG – Spring 2018
Background
• University of Nebraska System
• 4 campuses and central administration
• Geographically spread 3 hours apart from end to end
• The drivers
• Scale/efficiencies
• Improve IT security
• Improve/maintain services
• Cut $6 million in permanent budget
ONE UNIVERSITY. FOUR CAMPUSES. ONE NEBRASKA.

Strategy
• Formed team structures to review IT organization (March 2017)
• Combined 350 IT staff centrally – 200 IT staff distributed
• Learned from our peers
• Communication
• Implemented new org model (September 2017)
• Balanced between scaled services and forward facing campus services
• 80% of staff had some change to job
• Community of practice teams

Outcomes
• OneIT is the foundation for $6 million in savings
• Reduced staffing largely through attrition
• IT efficiencies – driving out commodity costs
• Procurement – joint contracts
• Aligned distributed IT (administrative and academic)
• Unifying central ITS campus budgets
• Improved security
• Improved/maintained services
• Lessons learned
• Communication
• Culture…change is hard. New mindset doesn’t happen overnight.
• Enabling leadership at all levels
• Transition planning

IT, Procurement, and
GC at Nebraska
● As IT moves off-premise, more of the services we
provide are governed by contract
○ IT has traditionally struggled with contract
T&C’s
○ IT services merge security, warranty,
intellectual property, uptime measurements
and more, so it’s been challenging for
Procurement and GC
○ Multi-year effort to articulate ideal T&C’s
Enterprise Architect &
Strategy @ UW
Shifting EA Practice
Was
> Downward facing at the tech
> Gathered requirements
> Concerned with procurement
> Supporting implementation
> Preventing Technical Debt
Shifting EA Practice
Was Now:
> Downward facing at the tech > Very business architecture focused
> Gathered requirements > Concerned with strategy and
> Concerned with procurement governance
> Supporting implementation > Building change leadership
> Preventing Technical Debt > Futurology and scenario planning
> Building capabilities
68
Fast tracking: Routing decisions adapt the process to the need
Strategy Management Investment Planning Project Portfolio Management
Proposal has Needs

sponsor(s) investment Needs more Needs
approval? consideration? planning? monitoring?
1 2 N 6 N 7 N
Y
Strategy Proposal Y N Y Outcomes
on a Page v1 Needs Report
Needs more investment Significant new
study? review? investment?
3 N 4 Y 5 N
Proposal Y Y Quarterly Project Status

v2 Planning Planning Reports
Documents*
State OCIO
Review Process (if
Feasibility Annual
needed) Study Planning
= Analysis and documentation
1 = Process routing decision
* Project charter and/or other docs

as determined by the PM or PMO
69
Fast tracking: Routing decisions adapt the process to the need
Strategy Management Investment Planning Project Portfolio Management
Proposal has Needs

sponsor(s) investment Needs more Needs
approval? consideration? planning? monitoring?
1 2 N 6 N 7 N
Y
Strategy Proposal Y N Y Outcomes
on a Page v1 Needs Report
Business Architecture for ITNeeds more

study?
3 N
investment Significant new
review?
4
investment?
Y 5 N
Proposal Y Y Quarterly Project Status

v2 Planning Planning Reports
Documents*
State OCIO
Review Process (if
Feasibility Annual
needed) Study Planning
= Analysis and documentation
1 = Process routing decision
* Project charter and/or other docs

as determined by the PM or PMO
Value Proposition
The UW is engaged in constant change to improve its processes, information, systems, and
organizations. Enterprise Architecture helps managers, change leaders, and participants prepare for
change; transform processes and systems; and sustain change.
PREPARE TRANSFORM SUSTAIN

Value Proposition
Prepare your organization to ● Understand the context and reasons for change Build on each change with
succeed at change by ● Build agreement on the roadmaps and resources continuous improvement and
developing strategies, people, ● Execute on a solution that is feasible, sustainable, agility for future change
and skills and consistent with enterprise architecture principles
Value Proposition
EA helps managers identify opportunities, set goals, develop strategies, and prioritize initiatives.
EA helps change leaders gather critical context, scope process or systems transformation
projects, plan their approach, and set up change teams for success.
EA helps participants work together, develop analysis, gain skills, and identify solutions that meet
customer and enterprise needs.
Prepare your organization to ● Understand the context and reasons for change Build on each change with
succeed at change by ● Build agreement on the roadmaps and resources continuous improvement and
developing strategies, people, ● Execute on a solution that is feasible, sustainable, agility for future change
and skills and consistent with enterprise architecture principles
A
A reference process for workforce development
Deliverables:
1. Map of business and IT
capabilities
2. Trends analysis
3. Competency and skill
A/R A/R R/C R/C C requirements
4. Skills mapped to current
and future roles
5. Outsourcing plan
6. As-is assessment
7. Forecast of openings for
recruitment
8. Defined employment
value proposition (EVP)
9. Recruitment plan
R/C C 10. Plan for high-potential
employees (HIPOs)
11. Succession strategy
12. Development and
training plan
Source: CEB, IT Strategy Workforce Planning Handbook

IT Helpdesk Consolidation &
Opportunities for Innovation
Phoebe Johnson
Sr. Dir. User Support
May 2018
Helpdesk Alignment:
The Who, What, Where & When
In 2012, there were more than 73 IT help
desks across the University system
IT Support Alignment
● Cost Savings
Resources invested in FTEs and systems to support a local help desk can be reinvested in
innovation, new faculty, and services for students.
● Great Service
24x7 Technology Help
Reliable, consistent service
High first call resolution
High customer satisfaction (4.5/5)
Comprehensive device support (BYOD)
Centralized computer and device purchasing
● Regional Zone Support

Our Field Support staff are stationed in zone offices across the Twin Cities campus. Support staff
are never more than a five-minute walk from their location to yours.
Your support team will work closely to manage your technology needs. They get to know you and
your college or unit.
Academic Affairs and Provost, Office of the Sr VP General Counsel
for Global Programs and Strategy Alliance
Academic Planning & Exploration
Academic Support Resources
Graduate School
Hispanic Advocacy and Community Aligned Units
Admissions, Ofc of Empowerment through Research
Advanced Studies, Institute for Hubert H. Humphrey School of Public Policy
Student Parent Help Center
Air Force ROTC Human Resources Cluster
Student Unions & Activities
Army ROTC Human Resources, Ofc of
System Academic Administration, Ofc of
Audits Information Technology, Ofc of
the Sr VP for
Aurora Center Institute on the Environment
Transportation Studies, Center for
Biological Sciences, College of Institutional Compliance, Ofc of
Undergraduate Education, Ofc of the Vice
Board of Regents Institutional Research, Ofc of
Provost and Dean
Budget and Finance, Ofc of Investments & Banking, Ofc of
University Consulting and Counseling
Business & Community Economic Development Itasca Biological Station & Laboratories
Services
Career & Internship Services Law School
University Honors
Cedar Creek Ecosystem Science Reserve Liberal Arts, College of
University of Minnesota Alumni Association
Circle of Indigenous Nations (COIN) McNamara Academic Center
University of Minnesota Ticketing and
Classroom Management, Ofc of Minnesota Population Center
Events
Conflict Resolution, Ofc of Multicultural Center for Academic Excellence
University Relations
Continuing Education, College of National Orientation Directors Association
University Senate
Controller's Office Navy ROTC
University Services (Formerly managed by
Controller’s Office-Sponsored Financial Reporting Research, Ofc of the Vice President for
USIS)
Department of Public Safety Orientation and First-Year Programs
University Student Legal Services
Disability Resource Center Planning and Analysis, Ofc of
University Tax Office
eLearning (Now CEI), Ofc of President, Office of the
Urban & Regional Affairs, Center for
Equal Opportunity and Affirmative Action Real Estate, Ofc of
Weisman Art Museum
Equity and Diversity, Ofc of St. Paul Libraries
Women's Center (OED)
Extension, University of Minnesota Student Affairs, Ofc of the Vice Provost for
Faculty and Academic Affairs, Ofc of the Vice Student Conduct and Academic Integrity, Ofc
Provost for for
Food, Agricultural and Natural Resource Sciences, Student Conflict Resolution Center
College of
Helpdesk Alignment:
2 Success Stories
Liberal Arts Technology &
Innovation Services
(LATIS)
LATIS Mission
enhance advance improve
Learning Research Process

LATIS Strategies
1. Clearly align LATIS efforts to goals set by CLA leadership
2. Invest in relationships with faculty, students, and staff
3. Foster a culture of innovation in the liberal arts

The LATIS Story
● CLA’s IT unit previously offered a full catalog of IT services to our own college and
multiple others.
● Budget shortfall presented the opportunity for CLA-OIT to consolidate support.
services with OIT, and their strategic intent was to move up the value chain.
● No longer providing help desk services changed CLA IT’s priorities, mindset, and their
image and reputation in the college.
● Always had research support and academic tech but now they were primary
● Now working on defining themselves as “innovation services.”
College of Food, Agriculture &
Natural Resource Sciences (CFANS)
Staffing
Before Alignment After Alignment (current today)

1 Web 1 Web
2 AcadTech 3 Academic Tech + 1 student worker
1 Research Tech Support 1.5 Research Tech Support
8 End User Support 1.5 End User Support + 1 student worker
Total 12 2 App/Dev
Total 9
E-Learning &
Research
Fall 2015 kicked off CFANS E-Learning & Research initiatives
● Develop skills & processes to help put courses online
● Convert 3-5 courses a/yr to either fully online, or hybrid. By end of initiative
(Spring 2017) CFANS added 11 courses fully online or hybrid and assisted
with three others (primarily faculty lead)
● Host an e-learning showcase to promote tools, techniques, and highlight
faculty successes to promote collaborations and market our services
● 2018 & 2019-good momentum for the Canvas transition
● Collaborated with central IT to deploy wifi in agricultural fields to support
faculty and student research
Technology Advisory Council
Phoebe Johnson
Sr. Dir. User Support
May 2018
Technology
Advisory Council
Systemwide Membership
University of Minnesota, Duluth
Academic Support Resources
College of Liberal Arts
College of Science & Engineering
Office of Information Technology
University Foundation
University Libraries
University Relations
University Services
Why we need an Advisory Council
Purpose
Provide UMN staff with expert guidance & advice
Reduce institutional cost
Avoid redundant technologies
Improve alignment with UMN standards, policies &

practice
What we do
Expert consultation and support to University units
• exploring technology solutions
• evaluating technologies for purchase and use
Connecting people with similar business need with
one another & technology solutions
A portfolio of current University technologies and

the Tech Advisors’ disposition
Technology
Portfolio
Improve visibility
How it works
Technology advisors
Local IT Directors & professionals
Business subject matter experts
Questions?
The University of Minnesota is an equal opportunity educator and employer.
Panel time
Thank you.

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Confidential Customized for Lorem Ipsum LLC Version 1.

● Stage-set [15 minutes]

Hyper-personalization, User Centered Design and Customer Experience Management

There will be whole new classes of jobs, skills and competencies

Therefore: We need to be adaptable

Higher education will be disrupted too.

The “winners” in higher education may not exist yet.

Enabling Transformative Growth Through Strategic Partnerships

Enabling Transformative Growth Through Strategic Partnerships

IT would go build something for the business then bring it back.

Enabling Transformative Growth Through Strategic Partnerships

IT would go build something for the business then bring it back.

IT Responded: “Let’s move to an Agile / Minimum Viable Product

Enabling Transformative Growth Through Strategic Partnerships

IT would go build something for the business then bring it back.

IT Responded: “Let’s move to an Agile / Minimum Viable Product approach”.

Business Culture was one of “Perfection”.

Enabling Transformative Growth Through Strategic Partnerships

IT would go build something for the business then bring it back.

IT Responded: “Let’s move to an Agile / Minimum Viable Product approach”.

Business Culture was one of “Perfection”.

MVPs are not perfect - by design

Setting the framework for the day

IT wants to be a Business Transformation

IT wants to be a Business Transformation

Staff must have Customer-Experience &

IT wants to be a Business Transformation

Staff must have Customer-Experience &

Teams need to respond quickly to business

IT wants to be a Business Transformation

Staff must have Customer-Experience &

Teams need to respond quickly to business

We need to be change leaders

IT wants to be a Business Transformation

Staff must have Customer-Experience &

Teams need to respond quickly to business

We need to be change leaders

IT wants to be a Business Transformation

Staff must have Customer-Experience &

We need to be change leaders

IT wants to be a Business Transformation

Staff must have Customer-Experience &

IT needs to understand the business well

DevOps vs. traditional Operations Teams and Applications Teams

DevOps vs. traditional Operations Teams and Applications Teams

What is DevOps -- Practices

What is DevOps -- Practices

What is DevOps -- Practices

What is DevOps -- Practices

What is DevOps -- Practices

What is DevOps -- Practices

Vendor Management Problem Solving

Customer Experience Focus Adaptability Critical Thinking

HowService Leadership Collaboration Conflict Resolution

What Accomplishments etc...

Started working in University IT as a student on the Help Desk.

He has at least 20 years to go until he retires.

Major General Leo von Granen

Amanda is the Registrar. She was brought in to shake up a group

Amanda is worried about changing regulations and meeting

Betty is a business analyst working on HR and Payroll. Betty is

Betty writes excellent user stories that then become test