is retreat - organizational maturity (4-21-14)

Organizational Maturity

Information Services RetreatApril 21, 2014

IS Retreat - Organizational Maturity 2

What is Organizational Maturity?

Organizational maturity (OM) is the degree to which an organization is aligned to the mission of the enterprise in order to maximize the value it delivers.

As organizations mature, they are perceived as delivering greater value.

April 21, 2014


cost

valu

eHow are we perceived?

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How are we perceived?

When IT is perceived as being immature, IT is seen as the cost of doing business (ie: a utility). How do you perceive the value of a utility?

When IT is seen as the cost of doing business, how difficult is it to: obtain capital funding to support new initiatives obtain supplemental operational funding secure recapitalization funds to displace EoL

systems

April 21, 2014


How are we perceived?

When IT is perceived as being mature, IT is seen as delivering business value and a partner in the enterprise. How do you perceive the value of a partner?

When IT is seen as a partner, how difficult is it to: obtain capital funding to support new initiatives obtain supplemental operational funding secure recapitalization funds to displace EoL

systems

April 21, 2014


Why do we want to be more mature?

As an organization matures, it gains: Project schedule and budget predictability (which

creates consistency and trust) Improved productivity (so workloads are more

manageable as they are prioritized against defined obectives)

Improved work quality (as measured by defects) Improved customer satisfaction (because services

are more aligned to their needs and their experience with our support is more consistent)

Improved employee satisfaction (because everyone is focused on the same set of goals)

Source: CMU, Angela Tuffley, Software Quality Institute, 2007April 21, 2014


How do you measure OM?

Organizational Maturity Matrix (OMM) has 5 levels of maturity3 categories – people, process, and technologyLevel 1 is the least aligned to the mission (and least

value) and is often described as the “utility” modelLevel 5 is the most aligned to the mission (and most

value) and is described as the “strategic” modelThe higher the level, the more mature an

organization is.The more mature an organization, the more value it

delivers to the enterprise.

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Level 1Performed

Level 2Managed

Level 3Established

Level 4Predictable

Level 5Optimizing

People

Pro

cess

Tech

nolo

gy

• individual heroics

• “Fire fighting”• relationships

are uncoordinated, adversarial

• reactive

• success depends on individuals

• commitments are understood and managed

• people are trained

• project groups work together (matrix teams)

• training is provided according to roles

• colleagues are customers

• a strong sense of teamwork exists within each project and other efforts

• business centric

• a strong sense of teamwork exists

• everyone is involved in process improvement

• colleagues are partners

• few stable processes exist

• lack of current and sustained documentation

• data collection and analysis are ad hoc

• technology centric

• the introduction of new service is risky

• inconsistent delivery and support

• documented estimating, planning, and commitment processes

• planning and management data is used to support projects

• technology supports established, stable activities

• process centric

• processes are used across the organization to create efficiencies

• data is systematically collected, used

• new technologies are evaluated on a qualitative basis

• efficient and effective delivery of many services

• processes are quantitatively understood and stabilized

• data definition and collection are standardized

• new technologies are evaluated on a quantitative basis.

• processes are continuously and systematically improved

• aligned to provide business value

• services or technologies are proactively sought to create business value

• consistent delivery of value and innovation

Organizational Maturity Matrix

growing maturitycost centric value centric

Level 1Performed

Level 2Managed

Level 3Established

Level 4Predictable

Level 5Optimizing

People

Pro

cess

Tech

nolo

gy




• reactive





















• process centric












growing maturity


cost centric value centric


OM Assessment

Self-AssessmentPeopleProcessTechnology (Services)

April 21, 2014

Level 1Performed

Level 2Managed

Level 3Established

Level 4Predictable

Level 5Optimizing

People

Pro

cess

Tech

nolo

gy




• reactive





















• process centric












growing maturity


cost centric value centric


OM Assessment

Presidio Operational Assessmentconducted between October and December

2013focused on NTS operations but included

elements of IS due to interdependencePresidio interviewed greater than 10

different constituent groups within and outside of IS

current state vs future state (following best practice frameworks – primarily ITIL)

April 21, 2014


Strategy – limited at UO, IS and NTS• No formal UO strategy – difficult to align IS

strategy• Limited governance - project prioritization

& funding tough• Value of IT/IS not fully recognized by UO

executives• Decreased morale – no strategic compass

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Low IS Team Cohesiveness• Problem solving sometimes difficult due to

silos – interdependencies needed• IT architectural collaboration problematic

due to unaligned priorities• Inconsistent service management

processes

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Limited formal processes & documentation• IS and NTS overly reliant on key personnel -

risky• Siloed, non-standardized processes between

IS teams – customer confusion and reduced effectiveness

• Previous high employee turnover within IS emphasizes the importance of documented processes, device dependencies, known errors and infrastructure diagrams

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Communication issues• Services offerings to students & staff not

clear• Communication plans are not fully

developed, or well known, for projects, outages, changes, etc.

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Excess and obsolete management tools• Plethora of tools – inefficiency and training

problems• Tools beyond end of life – high risk and

limited support• Non integrated tools – workflow and data

integrity complications• Siloed use of IT management tools limit

knowledge sharingApril 21, 2014

Service Maturity Model


OM Assessment

Based upon our self-assessment and the Presidio assessment, NTS and IS are relatively immature IT organizations.

If we want the benefits of OM and to be perceived as delivering value instead of just representing a cost, then we need to take steps to mature the organization.

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Current State

key Presidio findings no strategic goals unaligned priorities (between departments

and with the campus) non-standard practices (inefficiencies) inconsistent processes (and user

experiences) no organizational cohesiveness unclear service offerings no integrated tools underdeveloped communication plans

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Future State

What do we want IS to look like?

How do we get there?

What is IT in higher ed doing?

April 21, 2014

IS Retreat - Organizational Maturity25

Portfolio Management

benefits:• aligns priorities (project slate)• creates standardized practices (efficiencies)• creates consistent processes (and user experiences)• promotes organizational cohesiveness• promotes clarity around services April 21,

2014


IT Service Management

benefits:• aligns priorities (OLA/SLA)• leverages standardized practices (ITIL)• creates consistent processes (and user experiences)• promotes organizational cohesiveness • promotes clarity around services

(service catalog)April 21, 2014


IT Governance

benefits:• aligns priorities to the strategic goals• clarifies services to be delivered• clarifies communication plans

April 21, 2014


benefits:• defines goals that priorities can be aligned to • sets objectives that can be measured to assess progress

StrategicPlanning

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Workloads

typical IT staff workloadsfulfilling requests (service fulfillment)managing incidents (incident management) implementing changes (change

management)participating on projects (project

management)other

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Workloads

current workload management (NTS)un-prioritized against all other tasks (self

selection)no expectations for when work needs to be

complete (results in inconsistent response times to incidents, change requests and projects)

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Workloads

workload using project and service management frameworks (NTS)workloads are classified as incident, change,

and project management taskswork is assigned to staff (it is not self-

selected)tasks within each classification is prioritized

by the process (not by the individual)tasks are prioritized by classificationexpectations are set for what work gets done

first and when (SLAs and due dates)April 21, 2014

32

Initiationscopingdeliverablesresources

Planningwork breakdowndependenciestime forecastrisk mitigationcommunications

Execution

oversightreportingadjustments

CloseoutQAconcurrencedocument

Project Management

slate slateproject lifespan dashboards

new or improved service(appears within service catalog)

service transitionservice request assessment

and alignment

business need

prioritization and insertion

removal and adjustments

May 5, 2014

impact (scope)

risk

(p

robabili

ty)

standard changewhat? = low risk, low impactwhy? = moves, adds changeswhen? = within the service delivery SLA

low high

critical changewhat? = high risk, high impactwhy? = architecture modificationswhen? = maintenance windows but not during yellow caution

Change Management

normal changewhat? = high risk, low impactwhy? = replacing a failed power supplywhen? = depends upon criticality of system

normal changewhat? = low risk, high impactwhy? = upgrading software following QA cyclewhen? = depends upon criticality of system

low

hig

hCAB

WORKFLOW

CAB

CAB

34

minor incident

what? = low impactwhy? = single userwhen? = standard priority

major incidentwhat? = significant impactwhy? = many users or critical user(s)when? = high priority

pri

ori

ty

standard intermediate

high

objectiveassessm

ent

subjective

assessment

objective and subjective

assessment

moderate incident

what? = partial impactwhy? = subset of userswhen? = intermediate priority

partiallow significant

May 5, 2014

Incident Management

impact

(s

cope)

Incident Management• prioritization due to scope• response times• escalation

Change Management• standard changes• normal changes (CAB)• critical changes (CAB)

Project Management• initiation • planning • execution• closeout

ITIL

v3

PM

BO

K

Pri

ori

ty 1

Pri

ori

ty 2

Pri

ori

ty 3

Pri

ori

tize

dPri

ori

tize

dPri

ori

tize

d

• workload• staffing• budget

• delivery timelines

• maintenance windows

• during business day

• after hours • holidays

SLA

SLA


Case Studies

ITIL at New York University: A Framework for Excellence: https://net.educause.edu/ir/library/pdf/ers0708/cs/ECS0801.pdf

Against All Odds: A Case Study of ITIL Adoption at Rice University: http://www.educause.edu/annual-conference/2010/against-all-odds-case-study-itil-adoption-rice-university

April 21, 2014

https://net.educause.edu/ir/library/pdf/ers0708/cs/ECS0801.pdf

https://net.educause.edu/ir/library/pdf/ers0708/cs/ECS0801.pdf

http://www.educause.edu/annual-conference/2010/against-all-odds-case-study-itil-adoption-rice-university




Q&A

April 21, 2014

is retreat - organizational maturity (4-21-14)

Documents

organizational maturity

levels of maturity

business value

managed level

predictable level

established level

technology level

greater value