Creating the Right Environment:

Becoming a Strategic Partner

March 2007

Process Interface Map

ProjectManagement

DevelopmentLifecycles

OIT Strategy &EnterpriseArchitecture

ProjectPortfolio

Management

we do three things: OperateImplementStrategize

Operations and

CustomerSupport

ProductManagement

Business

In support of our Customer

PMO

Theory of Conscious Alignment

Explicit and managed alignment of actual resource utilization with the stated strategic objectives of the organization.

Grand Strategy / Vision / Mission

Business Culture

Strategic Objectives

Strategic and Cultural Leadership

Strategic Initiatives

Prioritization Criteria

Project Prioritization

Resource Allocation

Project Portfolio Management

Solution Implementation

Ongoing Operations

Project and Business Management

Theory of Conscious AlignmentVision

Grand StrategyMission

BusinessCulture

Strategic Objectives

Strategic Initiatives

Prioritization Criteria

Project Prioritization

Resource Allocation

Solution Implementation

Ongoing Operations

Vision / Grand Strategy / Mission

The Office of Information Technology (OIT) supports the mission and objectives of BYU by providing:

• Infrastructure that supports communication, data, and multimedia; and offers worldwide access to services anytime

• Tools that enhance learning, teaching, and scholarship• Tools necessary to improve the key decision-making and

administrative processes of BYU• Tools that enable electronic communication and collaboration• Training and support that enable members of the BYU community to

effectively use technology products and services

All activities within OIT will be done with an attitude of customer responsiveness and cost consciousness, ensuring that all products and services are reliable and secure. OIT will appropriately leverage the resources of BYU in ways that benefit other CES units and the Church.

“If you can’t say it simply, you probably don’t understand it.” Albert Einstein

Corporate Culture

Collaboration Control

Cultivation Competence

Customer Oriented

“Customer is King!”

Process Focused

“The Right Way!”

Employee Retention

“The Best Place to Work!”

Product Driven

“Quality is Job One!”

“An organization’s culture provides order & structure for activity.” William Schneider

Corporate Culture

Collaboration Control

Cultivation Competence

“Culture determines how success is defined and accomplished.” Peter Drucker

During Resource Planning – this criterion is not applicable, since Product Portfolio Managers will have reviewed all projects with the members of the President’s Council.

What level of sponsorship is directly involved in the request or proposal?

1Customer Responsiveness

7

Appropriate Technical Risk

6

Reach/Supports our customer-consumer base

5

Seamless and interoperable technology

4

Increased Effectiveness and accessiblity

3

Improvement of Reliability and Integrity

2

5 = Evidence of benefit and transferability3 = Evidence of benefit but no evidence of transferability1 = No evidence of benefit

5 = extends beyond BYU-Provo campus4 = BYU-Provo, or large subsets of multiple campuses3 = supports a large subset of BYU-P2 = supports a smaller subset of BYU-P1 = supports a very small subset of BYU-P

5 = supports the architecture/relatively easy to implement3 = moves towards the new architecture/modifications to existing infrastructure required1 = does not comply with the architecture/major modifications required to the infrastructure

5 = user and provider3 = either one1 = neither one

5 = urgent3 = pressing need1 = not urgent -and-4 = system and process(data) integrity2 = system or process(data) integrity

4 = unnecessary/likely redundancy and cycle time2 = unnecessary/likely redundancy or cycle time -and-↑ if it decreases identifiable hard costs↓ if it increases identifiable hard costs

Is this moving toward evidenced best practices?

How broad? How varied? How many users?

Does it easily integrate with the proposed architecture / standards / other products?

Does it enable or improve the ability of the user/provider to do what they need to do?

Does it respond to the immediacy of need and the dimensions of integrity?

Does it reduce unnecessary/likely system redundancy, hard costs, and cycle time?

1

1

1

1

1.5

1Optimize the use of resources

1

Proposal Scoring AnchorsProposal CriteriaStrategy / Objective

Project Prioritization Model

The Integrated Project System

Involvement at all levelsof the company

Communicate status Evidence strategic alignment Monitor resource utilization Unify messages

A dashboard should be used to:

Well defined processes support reliable, consistent, predictable results

• Step-by-Step• Iterative• Self-Correcting• Scalable

Processes that support an organization must consider their impact on others

Processes Departments People Strategies

We call these “Stargates” – moving from one dimension into other -

Product Management Process

Strategize

Understand the Market

Understand theCustomers

Evaluate the Portfolio

Research the Industry Ide

nt if

y O

ppo

rtun

itie

s

Investigate Options

Implement

Develop the Product

De

s ign

Deploy the Product

Operate

Manage the Product Life Cycle

Optimize the User-base

Monitor Performance Metrics

Maintain the Product

Manage Financials

De

fine

Req

uir

e men

ts

Ex

plo

re A

ltern

at iv

es

An

aly

ze

Fe

as i

bili

ty

De

f ine

the

Pro

duc

t

Develop

Test

Manage Training

ManageCommunications

Tra

ns

itio

n to

Op

era

t ion

s

Re

t ire

the

Pro

duc

t

1.0 Establish the ProjectContext

1.1 Review ProjectInformation

1.1.

1 R

evie

w th

e P

roje

ctD

ocum

enta

tion

1.2 Establishthe Planning

Structure

1.2.

1 C

reat

e th

e P

lann

ing

Tea

m

1.2.

2 E

stab

lish

the

Pla

nnin

gF

ram

ewor

k

1.1.2

1.2.3

2.0 Plan the Project

2.1 Define the Project Scope

2.1.

1 C

reat

e th

e D

efin

ition

Doc

umen

t

2.1.2

2.2 Create thePreliminaryResourcedSchedule

2.3 Complete the Plan

2.1.

3 U

pdat

e th

e T

eam

Mem

bers

hip

2.1.

4 U

pdat

e th

e P

roje

ct F

ram

ewor

k

2.1.

5 C

reat

e th

e W

ork

Bre

akdo

wn

Str

uctu

re (

Sco

pe)

2.2.1Create thePreliminary

ProjectSchedule

2.2.2Identify

AssociatedResources

2.2.

3 In

tegr

ate

Sch

edul

e

2.3.1 Reconcile the Plan

and ProjectObjectives

2.3.2

2.3.6

3.0 Execute the Project

3.1 Manage the Project

3.1.

1 B

asel

ine

the

Pro

ject

Pla

n

3.1.6Manage Changes,Issues, and Risks

3.1.2 Manage the Project Scope

3.1.3 Manage the Project Team

3.1.4 Manage the Resourced Schedule

3.1.5 Manage Communications

3.2Closeout

the Project

2.3.7

3.2.

1 T

rans

fer

stew

ards

hip

3.2.

2 C

lose

the

Pro

ject

2.3.3Create the RiskManagement

Plan

2.3.4

2.3.

5 F

inal

ize

the

Pla

n

Project Management Process

Implement OperateStrategize

5.0 Formalize ProcessManagement

3.0 Design the Process

3.1

Cre

ate

the

Pre

limin

ary

Pro

cess

Des

ign

2.0 Analyze the Process1.0 Evaluate a Process

for Innovation

1.1

Initi

ate

a P

roce

ssIn

nova

tion

Effo

rt

3.2

Sim

ulat

e th

e P

roce

ss

3.3 ManageProcess

Risks

3.4 EstablishPerformance

Metrics

3.5

Fin

aliz

e th

e P

roce

ssD

esig

n

4.0 Implement theProcess

4.1

Est

ablis

h th

e pr

oces

sm

anag

emen

t par

amet

ers

2.1

Initi

ate

Det

aile

dP

roce

ss A

naly

sis

2.2 Examinethe Process

2.3 Model theProcess

2.4

Sel

ect I

nnov

atio

nO

ppor

tuni

ties

1.3

Iden

tify

the

Exi

stin

gP

roce

ss F

ram

ewor

k

1.4

Sel

ect A

reas

of F

ocus

4.4

Mig

rate

to th

e N

ew P

roce

ss

4.2

Est

ablis

h th

e M

igra

tion

Str

ateg

y

5.1

For

mal

ize

Pro

cess

Gov

erna

nce

6.0 Manage the Process

6.1Monitor

theProcess

6.2Monitor

theIndustry

6.3

Iden

tify

varia

nce

6.5

Tak

e A

ctio

n

6.6

Rep

ort

5.2

Fin

aliz

e th

e B

usin

ess

Pro

cess

Req

uire

men

tsD

ocum

ent

5.3

For

mal

ize

the

Sup

port

Str

uctu

res

Process Innovation Model