Download - Defining and Aligning the IT Mission
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Defining and Aligning the IT Mission
With the Institution
SUNY Technology Conference
June 19, 2008
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Objectives
Defining Mission, Vision, Objectives and Strategies
Strategic vs. Tactical vs. Operational Planning
Aligning with Institution
Keeping it Real
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The average number of fatalities per year between 2001 and 2006
from unprovoked shark attacks is 4.3
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Mission
Strategic Planning
Executive Management
What We Do
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Mission
Clear
Concise
Vague
Not Specific
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Mission
Concepts not Details
Long Term vs. Short Term
Strategic not Tactical or Operational
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Mission
Speak to All Stakeholders
Students
Faculty and Staff
Board of Trustees
Who Else?
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Two Missions
The Coca-Cola Company exists to benefit and refresh everyone it
touches
United Way:
To improve lives by mobilizing the caring power of communities.
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Missions vs. Vision
Mission : What We Do
Vision: Where We Want to Be
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Vision
A View Into the Future
Where the Organization is Taking the Stakeholders
Same Rules Apply
Speak to All
Conceptual Focus
Long Term
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More people are killed each year by falling coconuts than sharks.
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How Do We Determine Mission?
FirstDo We Understand the Institutional Mission?
Can you See the IT Role?
Core Values
Stakeholder Inventory
Functions of Mission
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Core Values
Essential Value IT Offers Institution
Not the services
Speaks from Stakeholder Perspective
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Stakeholder Inventory
Stakeholders
Everyone Impacted by the IT Organization
Easy: Direct - (Students, Faculty and Staff)
Difficult: Indirect - (General Public)
Why Worry About Indirect?
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Functions of Mission
Actions That Bring Value to the Stakeholder
Translates from Concept to Action
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Who, What, When, Where and How?
A CIO to Peer Activity
The Governing Body for IT
NOW!
No Defined Mission = The Customer is Always Right
Get Away
Outside Facilitation vs. College Staff
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You are far more likely to be hurt by a toilet bowl lid than a shark.
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Levels of Planning
The Pyramid
Strategic
Tactical
Operational
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Strategic Planning
Senior Management Function
President and Cabinet with Board of Trustees
Long Term Focus
Three to Five Years
Global in Focus
The Apex of Planning
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Tactical Planning
Middle Management
CIO with Directors and Managers
Neither Long or Short Term
One to Two Years
Think in Terms of This Years Objectives
Departmental in Focus
Not Forgetting Value Propositions to Stakeholders
The Glue Between Mission and Day to Day Activity
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Operational Planning
Line Management with Staff
Where the Action is
Day to Day, Week to Week, Month to Month
How many widgets do we need tomorrow?
Entirely Department Focused
How do we do our job?
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Each year domestic pigs kill more people in the US than sharks.
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Objectives
Each Must Directly Support Mission
Best Practice Dictates Spreading Them
Multiple Objectives Mitigate Risk
Difference Between Organizational Objectives and Individual
Objectives
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Objectives
Must Pass the Three Way Test
Each Item is Pass/Fail
M Measurable Numerically
T Time Bound Stated Completion Date
A Achievable Agreed by Both Parties
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Strategies
Actions that Line Staff Can Relate To
Each Should Visibly Tie to Objectives
One Strategy Can Support Multiple Objectives
Best Practice:
Multiple Strategies Spread Across Many Departments to Help
Achieve a Single Objective
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The pygmy shark, Euprotomicrus bispinatus, a deep sea species ofonly 9 inches in length.
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Keeping IT Real
Its a Process
Just Like Project Management Life Cycle
Define, Analyze, Plan, Evaluate.repeat, repeat, repeat
Annual and Periodic Review
Long Term vs. Short Term
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Keeping IT Real
Role of CIO is Key
The Translator from Institution to Departmental
Both Responsible for
Collaborating with Peers
Leading IT Through the Process
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Soda machines have injured more Americans than sharks.
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The Essentials
Understand IT Role as Part of Institutional Mission
Define ITs Mission
Allow IT Staff to See How They Directly Relate to Mission by Their
Actions
An Ongoing Process
Give Customers and Staff Real Expectations
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Kamohoali'i
The best known and revered of the shark gods, he was the older
and favored brother of Pele, and helped and journeyed with her to
Hawaii. He was able to take on all human and fish forms. A summit
cliff on the crater of Kilauea is considered to be one of his mostsacred spots. At one point he had a he'iau(temple or shrine)
dedicated to him on every piece of land that jutted into the ocean
on the island of Moloka'i.