People, process, data, and technology.

ONE IS

RISK REGISTRY

• No input or authority over colleges and other units when making independent IT-related decisions1

• Surprises caused by rogue IT-related activities (external to ICT)2

• Historical reputation of ICT amongst our stakeholders3

• Historical management of current and future expectations (to employees and stakeholders)4

• Institutional funds available to do new things5

• Clarity of ownership regarding systems, applications, and data6

• Awareness and agreement regarding the role of information systems at the university7

• Coordination of operational and project priorities8

• Coordination of resourcing for operational activities and project work9

• Clarity surrounding disaster recovery10

• Preparation for new and increasing compliance regulations11

• Deliver results based on enterprise architecture12

CHALLENGES AND OPPORTUNITIES• Multiple enterprise

administration systems• Multiple data warehouses• Multiple education technologies

(i.e. learning analytics)• Understanding of research

computing availability

Multiplicity of chaos

• Vision established, strategic planning started

• Level 2 maturity Project Portfolio Office

• Stewardship established• Cultural inertia• Information policy

Strategic changes underway

• Metrics based communications started

• Grow client service emphasis• Process improvement process

started• Build enterprise architecture

base for decision making

Operational changes underway

VISION

One I.S.

SingleAdministration

System

Teaching &Learning

Ecosystem

UnifiedResearchComputing

Project management

Stewardship

Planning

Process improvement

Client service

Enterprise architecture

Metrics

Culture

STRATEGIC PRIORITIES

One I.S.

SingleAdministration

System

Teaching &Learning

Ecosystem

UnifiedResearchComputing

HOW DO WE COMPARE STRUCTURALLY?

• Degree of Centralization by Staffing 2013

University of Saskatchewan

GoodBad

CentralIT

LocalIT

Most CanadianUniversities

International University Trend

CENTRAL VS. LOCAL CONTINUUM (2013)

7

WHY FIX?

Professional managementCentral securityCareer pathsStandard architectureDisciplined systems adminImproved serviceSingle source of the truth

Centralize service deliveryRe-purpose staffingLower support costsRealize economies of scale - Technology - People management - Shared SMEs

Mitig

ate

risk

Reduce cost

HOW TO FIX?

Centralize management Locally embed

support

PROGRESS Over 70 silo’d IT staff moved to central management• Classroom Audio Visual• New Media (web developers)• Facilities Management IT• Financial Services IT• Student Services IT• College of Education• College of Medicine• College of Vet Med• Central and Distributed Printing Services• Consumer Services• HR IT• Advancement IT (in progress)

Financial impact• 19.5 FTE savings• $95,000 additional annual cost reduction

HOW DO WE COMPARE FINANCIALLY?

• IT Spend as a % of Total Revenue 2013

University of Saskatchewan

U15 who included rogue ITU15 who excluded rogue IT

WHERE DOES IT GO?

• Budget by Service Area

$2.968 M

$2.689 M

$2.623 M

$2.483 M $1.948 M

$1.290 M

$1.226 M

$.979 M

$.970 M

$.879 M

$.782 M

$.703 M

$.630 M

$.567 M $.427 M $.171 M

Chart Title

Platform Services

Institutional Systems (ERPs)

Teaching and Learning Support and Systems

Unit IT Support

Specialized Systems (unit specific)

End-User Help and Training

Campus Network

Web Services

Data Management

Research Support

Telephones

Institutional Licensing & Acquisition

Central Printing

E-Communication & Collaboration

Identity and Access Management

Security

WHERE DOES IT GO?

• Budget by Service Area

14%

13%

12%

12%9%

6%

6%

5%

5%

4%

4%

3%

3%3% 2%

1%

Platform Services

Institutional Systems (ERPs)

Teaching and Learning Support and Systems

Unit IT Support

Specialized Systems (unit specific)

End-User Help and Training

Campus Network

Web Services

Data Management

Research Support

Telephones

Institutional Licensing & Acquisition

Central Printing

E-Communication & Collaboration

Identity and Access Management

Security

WHERE DOES IT GO?

Campu

s Netw

ork

Centra

l Prin

ting

Data M

anag

emen

t

E-Com

munica

tion & Colla

borat

ion

End-U

ser Help

and T

rainin

g

Identit

y and

Access

Manag

emen

t

Institu

tional L

icensi

ng & Acqu

isition

Institu

tional S

ystem

s (ERPs)

Platform

Service

s

Researc

h Sup

port

Security

Specia

lized S

ystem

s (un

it spe

cific)

Teachi

ng an

d Lea

rning

Suppo

rt and

System

s

Teleph

ones

Unit IT Sup

port

Web Serv

ices

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

Information Systems2015/16 Budgeted Expenses

Envelope Funding

Service Area

Service Area

ONEIS PROJECTS: ONE VENDOR

• Today

• Student systems

• Finance systems

• In progress

• Document management system

• In discussion for the future

• Relationship management

• Recruit

• Retain

• Advance

• Payroll cycle change

• One payment gateway

RMS (Relationship Management

System)

Student Enrolment

Advancement

AdministrationStudent Retention

Research

ONEIS PROJECTS: UNIFIED GOALS

• uSales

• Bookstore system

• Non-credit registration

• eProcurement

• OneCard

• Unified communication

• Instant messaging

• Presence

• Video chat

• No phones infrastructure

“My office is a technology museum.”

ADMINISTRATIVE SYSTEMS ROADMAP

ONEIS PROJECTS: SINGLE SOURCE OF THE TRUTH

STEWARDSHIP

• ITServices acts as a steward for the information systems resources

• Stewardship process engages stakeholders in making decisions

• ITServices’ role is to facilitate the process and implement the decisions

HOW DO WE CHANGE?

Processes Projects

Organizations only do two things …

Ongoing day-to-day operational work.

Activities with a fixed start & finish, and deliver value.

… organizations use projects to execute change.

22

“Invest in the future”“Keep the lights on”

25%Projects

75%Operations

Traditional I.T. Resource Allocation

75%Projects

25%Operations

Ideal I.S. Resource Allocation

I.S. INVESTMENT STRATEGY

One I.S.

Fit

Utility

Balance

PROJECT MANAGEMENT PROCESS

• One process applies to all projects

• Projects directly tied to stewardship steering committees

PLANNING• “Plans are nothing. Planning is everything.” (Eisenhower)

• Consultative planning model process engages the entire campus

• Includes all information systems services providers (not just central I.S.)

• Links vision + strategy + annual planning + personal performance plans

Vision

Strategy

Operations

Tactics

Fix

Fine tune strategy

Create personal improvements

Realign resources & schedules

Plan

STRATEGIC PLANNINGSTRATEGIC PLANNING

ANNUAL SERVICE PLAN

ANNUAL SERVICE PLAN

PERFORMANCE PLAN

PERFORMANCE PLAN

STEWARDSHIPSTEWARDSHIP

Check

Annually evaluate strategic success

Annually evaluate strategic success

Measure goal progress quarterly

Measure goal progress quarterly

Assess personal achievements

Assess personal achievements

Do

DECISIONRECOMMENDATIONS

PROGRAMINITIATIVES

INTEGRATEDPROJECTS

ASSIGNEDTASKS

INTERNAL PREPARATION

• Client service orientation

• Scalability of current structure

• Need to re-distribute work more evenly

• Clarity of roles

• Balanced scope of organization

ORGANIZATION CHANGE• Merge rogue IT units in central

Audio Visual Services

Web Development

Facilities IT

Finance IT

Student IT

College of Education

College of Vet Med

College of Medicine

Printing

Consumer Services

HR IT

Advancement IT

CLIENT SERVICE

We willcompete for our clients

Values• Leadership by example• Live the client service value

Culture• Past: technology with service component• Now: service with technology component• Pull vs. push

Discipline• Define expected behaviours• Measure performance• Build client assessment into appraisals

PROCESS IMPROVEMENT - CAB

All institutions manage systems with processes – knowingly or not. They may do them well or they may do them wretchedly, but they always do them. (~ Peter Drucker)

METRICS

Data

Applications

Platforms

Security

Reuse before Buy

Buy before Build

Design for the Enterprise

Minimize redundancy

Security is built in not bolted on

ENTERPRISE ARCHITECTURE

How What

CULTURE

Vision

We will be the most responsive, innovative, and trusted higher education information systems organization in Canada.

Mission

Information Systems exists to realize the dreams and aspirations of its stakeholders.

CULTURE

We will:

unify people, processes, data, and technologies throughout the university to achieve our mission.

balance the efficiencies of centralized enterprise services with the effectiveness of local service delivery.

demonstrate our value every day by providing excellent client service.

facilitate decisions through a stewardship process led by our stakeholders.

use an enterprise architecture to guide the design of all information systems.

use industry standard project management processes to deliver all projects.

use industry standard information systems management processes to deliver all services.

ONE IS MATURITY MODEL

MATURITY & PRODUCTIVITY

MATURITY & MORALE

MATURITY & COST

MATURITY & VALUE

WHY IS ONEIS COMPLICATED?

People, process, data, and technology.

ONE IS