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Fashion Institute of TechnologyInformation Technology AssessmentRecommendations and Roadmap
Final ReportApril 2016
2 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Table of Contents
Future State Recommendations and Roadmap 3
• IT Leadership and Governance 8
• IT Finance 26
• IT Talent 34
• IT Services and Enabling Capabilities 51
Managing Change For a Successful IT Transformation 67
• IT Transformation Program Management 68
• Change Management and Communication Strategies 71
Future State Recommendations
4 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Deloitte’s recommendations address the 6 areas requested for evaluation in the RFP within the 5 layers of our IT Operating Model and Transformation Framework.
FIT Future State IT Operating Model
• IT Leadership and Governance: A structure that supports effective oversight and strategic direction across the entire College
• IT Finance: A funding model that increases oversight of IT spend across the College with clear business case development for IT investments
• IT Talent: An organizational model that provides adequate management structures and talent management strategies for growth, excellence, and planning
• IT Services: Defined services, processes, and coordination to relieve the sense of constant firefighting and provide for the right services to meet customer needs
• IT Enabling Capabilities: Life cycle approach to system development and planning and a customer engagement strategy to optimize performance and planning
5 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Initial PrioritiesTo have the greatest impact on IT service delivery College-wide, FIT should focus first on building the necessary governance structures and strategy before optimizing service delivery.
What can be done right now?6 priorities for FIT to
starting implementing in the first month
The roadmap identifies 19 initiatives ranging from stabilization to innovation
What does FIT need to meet future IT end user needs?
8 recommendations to support IT decision making that link strategy and budget to IT investments College-wide
How can FIT transform its IT operating model?
6 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
How to Read Recommendation Summary SlidesKey elements for each recommendation are provided on a summary slide to assist FIT in understanding and comparing the anticipated benefits, risks, assumptions, level of effort, and prioritization of each recommendation.
• Problem statement/current state observation to be addressed
• Summary description of recommended activities
• Anticipated benefits of implementing the recommendation
• Directional estimate of cost to implement based on current state understanding and similar projects implemented at other institutions
• Estimated duration to implementation
• Level of effort to implement recommendation assuming dedicated resource(s)
1
4
5
3
2
• Risks and dependencies associated with a successful implementation
• Underlying assumptions of the recommendation
• Visual model or elements of the recommendation
• Metrics that FIT can use to measure the success of implementation and benefits associated with the recommendation
• Prioritization score of the recommendation based upon Anticipated Value and Implementation Complexity
Recommendation Summary Slide
6
7
9
8
10
11
Recommendation Summary Key
1 2 3
4 56 7 8
9 10
11
7 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Each recommendation was assigned a Prioritization Score and plotted on a chart based upon its potential value on operations (vertical) and implementation difficulty (horizontal).
Recommendation Prioritization Matrix
Items in Quadrant 1 rank higher in operational value and lower in implementation difficulty.
Items in Quadrant 4 rank lower in operational value and higher in implementation difficulty.
IT Leadership and Governance Recommendations
9 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
1.0 IT Leadership and Governance RecommendationsA defined IT governance structure will support effective decision making and alignment of IT initiatives and budget allocation with institutional priorities.
1.1 Create an IT Governance Structure – To increase the effectiveness and transparency of
IT decisions and priorities across the College –
1.2 Implement Structures, Processes and Tools– To support governance structure and translate
decisions into outcomes
1.3 Define Vision and Update IT Strategic Plan– To drive IT investments and priorities in
alignment with institutional strategy
1.4 Enhance IT Project and Portfolio Mgmt– To develop a standard approach and cadence for
project requests, evaluation, and review
1.5 Strengthen IT Security and Risk Mgmt– To develop a comprehensive risk management
approach across IT
10 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
The purpose of IT governance is to make decisions with sponsorship across diverse constituencies and verify that decisions are strategically aligned. Institutions typically opt for a blended approach across four different orientations.
1.1 Orientation for Governance Structures
Mission Based• Governance is established around areas of the
organization’s mission. This provides a high level of attention to guiding IT’s support to specific mission areas. This is typical of more decentralized models.‒ Teaching‒ Research‒ Administration
Customer Based• Governance is established around specific
constituencies. This provides a high-touch response that meets the needs of different IT users and providers. This is typical of organizations whose constutuencies are very different and often used in higher education.‒ Faculty‒ Administrators‒ Students ‒ Research
Service Based• Governance is established around specific services.
This provides emphasis on service management and quality. This is especially useful for less mature service organizations or outsourced service organizations. ‒ Network‒ Applications‒ Infrastructure‒ Web
Domain Based• Governance is established around specific domains.
This provides emphasis on integration, coordination and standards. This is especially useful for organizations with new to governance.‒ Data‒ Technology‒ Security‒ Services
11 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
The proposed IT Governance model for FIT is based on effective practices within higher education while building upon existing structures already in place at FIT.
1.1 Proposed Governance Structure
IT Executive Committee oversees FIT-wide IT strategy. Provides executive level sponsorship and consensus of IT investment priorities and their impacts. Aligns IT strategy with spend.
Sub-Committees focus on identifying end user needs and resolving core technology challenges. Allow for broad stakeholder involvement. Provide mechanisms to vet new projects ideas and enhance cross-departmental collaboration.
Supporting Functions within IT provide the connection between decisions and delivery. Support effective decision making and strategic planning and operationalize governance decisions.
IT Executive Committee
Architecture & Standards
ProjectManagement
Admin Technologies
Academic Technologies
Faculty Senate IT
Committee
Strategic Direction
Integrated Collaboration
Operational Support
Ad hoc working groups
Data Governance
IT Project Management supports governance from an operational perspective and facilitates coordination across groups.
Portfolio Management
* Committees in light gray exist today and their relationship with the newly formed IT Executive Committee will need to be defined.
12 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
A key element of the proposed governance is that committees have both IT and non-IT members to drive mutually beneficial strategies, standards, and solutions.
1.1 IT Governance Committee Details
Proposed Responsibilities Proposed Membership/Cadence
Exec
utiv
e C
omm
ittee • Ensure alignment of IT Strategy with College priorities
• Maximize the College’s IT investments with resource allocation• Improve transparency of IT decision-making• Approve IT Strategic Plan• Encourage knowledge and information sharing across the College
• VP for Technology & CIO (chair)• 2-3 VPs appointed by the President• IT PMO for planning and coordinationTotal: 4-6Meeting Cadence: Quarterly
Dat
a G
over
nanc
e
• Advocate for stakeholder data needs and concerns • Create agreed upon and common data definitions across the college • Review and approve data management strategies, standards, and
policies• Promote/ facilitate intra and inter-department data sharing
• Representative from Finance• Representative from HR • Representative EMSS • Representative IR• Representative IA• Representative from AA• Record Retention and Compliance
Officer • Representative(s) from ITTotal: 7-11 (rotating chair)Meeting Cadence:: Bi-Monthly
Adm
inis
trat
ive
Tech
nolo
gies
• Focus on technology to support administrative functions• Provide primary oversight of technology services across recruitment
and admissions, student information, alumni, HR, finance, document imaging and management, and data warehousing/reporting systems.
• Facilitates the prioritization of administrative technology projects
• Representative from Finance• Representative from HR • Representative EMSS • Representative from CER• Representative from Development• Representative from the Library• Representative from the Museum• Representative(s) from IT Total: 9-15 (rotating chair)Meeting Cadence: Monthly
13 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
The new governance structure encompasses committees in existence today and provides for ad hoc working groups to form around specific initiatives.
1.1 IT Governance Committee Details Continued
Proposed Responsibilities Proposed Membership
Acad
emic
Tech
nolo
gies
• Builds upon the current duties and responsibilities of the Working Group on Academic Technologies including the creation and implementation of an Academic Technologies Strategic Plan
• Facilitates the prioritization new academic technology projects
Total: Determined by current structure Meeting Cadence: Determined by current processes as needed
Facu
lty S
enat
e IT
C
omm
ittee
• Maintains current duties, responsibilities, and governance structure Total: Determined by bylaws and ex-officio representative(s) from ITMeeting Cadence: Defined by bylaws
AdH
oc W
ork
Gro
ups
• Groups are formed around shared priorities, missions, or initiatives• The purpose, meeting frequency, and timelines for
recommendations / findings must be established during formation • Suggestion include:
• Creation of IT Policies• Shadow System Consolidation• ERP Approach
• At least 1 department sponsor• At least 1 IT sponsor Total: Determined by needMeeting Cadence: Defined at initiation
14 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
1.1 Create an IT Governance Structure
Problem Statement / Current State• FIT does not currently have a defined IT governance
structure to support IT decisions and recommendations across the College
• There is widespread support among both IT staff and stakeholders for more defined structures and processes
Summary Description• Establish a governance model that provides for clear
leadership, decision making, resource sharing and the distinct needs of College stakeholders
• Define IT governing structures including: committees, purpose, membership, and meeting frequency
• Designate IT PMO to support governance operations and facilitate coordination on an on-going bases
Expected Benefits• Ability to set a clear and effective FIT-wide IT strategy• Enhanced coordination, resource sharing, and
consistency• Clear decision rights and processes for IT decision
making
• Governance Design & Establishment: 1 FTE for 3 months to design structures, roles and responsibilities, decision frameworks and interaction model
Level of Effort Low Medium High
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo
• Governance establishment is often an iterative process that matures over time. This requires stakeholder expectation management and communication
• Selection of members can be political. Establishing a transparent selection process can improve buy-in
• Poorly designed governance structures can alienate stakeholders and lead to greater inefficiencies
Risks/Dependencies Assumptions• Governance committees will be chartered to be decision
making versus advisory groups and will be endowed with the appropriate authority to make decisions
• The Faculty Senate IT Committee and Working Group on Academic Technologies may play an increased role in shaping the academic investments of IT across the College
Prioritization Matrix
Conceptual Model
$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
Success Metrics • # of committees effectively launched and running by target date• % of campus constituencies represented on governance committees• Stakeholder survey results regarding improved effectiveness of IT
governance
15 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Effective IT governance is supported by tools, processes, templates, decision rights, appropriate committee membership, and training.
1.2 Governance Processes and Tools
Defined Interaction ModelAs part of the governance design, FIT needs a model for governance interactions, how the individual committees interact with the organizations represented, how committees interact with one another, how and to whom decisions are escalated to.
TemplatesA set of templates should support all activities. Templates include: a project request form, a business case template including lifecycle costs of investment, technical standard template, and a lessons learned template.
Process OwnershipTo be effective, committees need a person or group of people to support the actual operations. This includes activities such as developing materials for meetings, taking meeting minutes, tracking actions, and documenting decisions.
ThresholdsTo help bring the right decisions to the right group/level, a set of thresholds should be defined to differentiate between project types. Thresholds can be based on estimated hours to complete, estimated cost, strategic impacts etc. Once defined, the interaction model can use this information to determine who should have visibility into which types of requests.
Committee OnboardingAs part of the initial launch of each committee, and as membership changes, members need to be trained on charter elements, supporting processes and the overall governance model. This helps members understand committee operations within their specific committee and how they fit into the overall structure at FIT.
ChartersA charter template defines the key elements of each committee including: responsibilities, membership, decision rights, inputs and outputs, and reporting requirements. This helps clarify each group’s purpose.
16 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
1.2 Implement Structures, Processes, and Tools
Problem Statement / Current State• There isn’t a clear path for how recommendations from
a committee or task force become projects• IT does not currently have a unified intake process with
which to receive, evaluate, prioritize and resources needs for IT project requests
• IT lacks a set of thresholds that determines the levels at which decisions should be made
Summary Description• Create governance charters, thresholds, and templates• Create committee onboarding materials and conduct
trainings• Launch committees
Expected Benefits• Engaged and accountable stakeholders • Consistency across project requests and governance
groups• Effective governance structures with the right tools and
information to make decisions• Clear channels for translating ideas into approved
decisions and action
• Create Tool and Templates: 1 FTE for 2 months with input from stakeholders
• Develop Committee Training materials: 1 FTE for 1 month to develop and another month to conduct trainings
• Socialize and Launch Committees: 1 FTE for 1 month
Level of Effort Low Medium High
• Materials must provide the right level of detail to be effective tools for governance and identify accountability without being overly prescriptive and inhibit decision making and action
• An owner needs to be designated to maintain the master copies of materials
Risks/Dependencies Assumptions• Governance processes and tools should be developed
in parallel with the formation of governance structures and approved by IT committees
• Committees will adhere and enforce standard use of tools once established
Prioritization Matrix
Conceptual Model Success Metrics • % of governance processes designed by target date• # of trainings conduced for committee members• Designated owner for maintaining and updating materials
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
17 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
IT should establish an IT Vision in alignment with FIT’s Strategic Plan, develop a 2-year IT Strategic Plan to drive project prioritization in alignment with the budget process, and enhance communications with College stakeholders.
1.3 Define Vision and Update IT Strategic Plan
1. Set IT Vision 2. Draft Plan 3. Confirm within IT
4. Review and Approve
5. Socialize Plan
• Establish the vision for IT in alignment with the FIT Strategic Plan
• Draft 2-year IT plan and define IT goals based upon initiatives and institutional plans
• Discuss and confirm draft plan within the IT Division
• Socialize new IT Strategic Plan with leadership and the FIT community
• Review and approve plan with the IT Executive Committee
The trend in higher education is towards a 2-year IT strategic planning cycle in order to provide communication and direction to stakeholders while also affording IT organizations the ability to
adapt to rapid changes and trends in technology.
18 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
1.3 Define Vision and Update IT Strategic Plan
Problem Statement / Current State• FIT does not have a planning approach that aligns IT to
College strategy• The previous IT Strategic Plan expired in 2014 and has
not been updated to reflect the new institutional plan. While many of the objectives in the old IT strategic plan were completed, others were not
• FIT does not have a tool or method to communicate results to the community
Summary Description• Define an IT strategic planning process in alignment
with the budget processes that links investments to priorities
• Create 2020 IT Vision in alignment with FIT’s Strategic Plan and develop a 2-year IT Strategic Plan
• Review IT Strategic Plan with the IT Steering Committee and socialize with stakeholders
Expected Benefits• Streamlined IT investment that better aligns with the
institutional mission and advances FIT’s strategic goals • Decision making that links to financial accountability• Collaboration and participation of the campus
community beyond the governance committees• College and stakeholder-wide understanding of the
priorities of IT over the next two years
• Development: 0.5 FTE for 2 months to draft• Governance Approval: 0.25 FTE for 3 months to edit
and socialize • Ongoing: The IT Vision and 2-year Strategic Plan will be
utilized by governance committees to prioritize projects. The Strategic Plan will need to be submitted with the IT budget request and updated on an ongoing basis
Level of Effort Low Medium High
• Creation of the plan needs to be given high priority and short deadlines in order to prevent the demands of daily operations from extending deadlines
• The plan needs be a living document that is updated and communicated in on an on-going basis in order to effectively guide decision making
Risks/Dependencies Assumptions• The IT Strategic Plan will serve as the foundation for
determining priority of project requests• The IT Strategic Plan needs to outline major internal
initiatives which IT plans to invest in over the next few year, maintenance activities, as well as end user projects
Prioritization Matrix
Conceptual Model Success Metrics • % of future potential projects which align to the IT Strategic plan• % of strategic initiatives completed each year • Dollar value of resource sharing opportunities identified through
enhanced alignment
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
19 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
An effective portfolio management process is a cycle with annual and on-going activities
1.4 Standard IT Portfolio Management Activities
Annual Activities On-going Activities
Step 2:Develop Prioritization Model
Step 1: Set IT Strategy
Validate the IT strategy for the College.
Step 4:Collect Project Information
Gather project data using a standard project template to identify, categorize, and consolidate portfolio components
Evaluate the contents of the existing portfolio and select components to be prioritized
Step 6:Prioritize Projects & Programs
Create a prioritized list of components in compliance with the objectives, constraints, and thresholds
Step 7: Optimize Portfolio & Report Review portfolio level reports to
determine whether changes need to be made, with the objective being to optimize the portfolio to maximize the achievement of strategic objectives based on the desired risk profile
Step 5:Analyze Portfolio
Step 10: Monitor Programs & Projects
Programs selected for inclusion in the portfolio are funded
Execute the portfolio based on the prioritized plan
Step 9: Deploy & Execute Portfolio
Projects and programs are monitored against their intended objectives. Performance information is then used for the review and prioritization cycle to ensure that the portfolio is balanced on a regular basis
Step 8:Authorize & Allocate Budget
Step 11: Update Portfolio
As projects are complete, portfolio is updated
Legend
Driven by IT Portfolio and Project Management Groups
Driven by IT Governance Committees
Step 3:Receive New Project Requests
Define objectives, constraints, and thresholds for investments each year
.
Develop and weight cost, value, and risk criteria for use in the prioritization process
20 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
A key challenge of the existing IT project submission process is that there are many voices and channels throughout the year which limits IT’s ability to identify and rank competing priorities with stakeholder support. The two options below provide mechanisms so a broad set of voices and ideas can be heard in a structured manner.
1.4 Proposed IT Project Submission Process
Transparency and Communication
01Option1
IT SummitAll administrative and academic units discuss strategies, needs, and desires during a day long IT Summit. This provides an opportunity to find commonalities, share resources or define gaps in IT strategy
02Option
Call for IdeasAnyone on campus can submit an idea for a desired project through the IT portal. Like projects are grouped, and demand is evaluated based on scale of requests and alignment with strategy
Call for IdeasA community-based approach
For either option, outcomes should be communicated and transparent for annual and ongoing IT governance activities.
• IT governance has an opportunity to both reach out to the community and report back on activities and decisions that can build excitement and connection to the process in alignment with the annual cycle of activities
• With a more process-oriented, on-going approach, communications about outcomes can be more schedule driven and predictable
• Appropriate processes and thresholds for projects requests outside the annual process also need to be clearly defined and communicated
21 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Prioritizing the demands of incoming project requests across the College will require thoughtful IT portfolio management and communication. Portfolio management is about “doing the right things” and “doing things in the right way.” Effective control requires a rigorous, published enterprise-wide prioritization process and criteria.
1.4 Prioritizing Demand
Doing things in the right way
Doing the right things
Gaining visibility of the full investment portfolio1
Effectively aligning investments with business objectives2
Making the right choices when prioritizing investments 3
Executing delivery consistency and effectively4
Driving value realization from investments5
Best Practices in Demand Prioritization• Rigorous, published portfolio prioritization
process and criteria• Institutional-level demand prioritization runs
collaboratively with the business departments on a risk and value basis
• Risk and value assessments drive tradeoffs and on-going re-prioritization of the portfolio in-year
• Regular review processes validate prioritization criteria and updates as required
• Central portfolio management and governance capabilities are empowered to arbitrate across business divisions
• A standardized investment framework and clearly articulated investment categories facilitate funding/resource allocation decisions
• Target % spend across categories (e.g. innovation vs. growth vs. productivity vs. maintenance) are defined, including target setting for future years
22 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Effective governance is structured according to a planned annual cadence of activities that includes annual planning, budgeting, service management, regular IT governance committee meeting and ongoing operational activities
1.4 Proposed Governance and Project Cadence
Process July Aug Sept Oct Nov Dec Jan Feb Mar April May Jun
Fiscal Year Processes
IT Executive Strategy Planning
College-wide Project Request and Prioritization
Proposed Budget Alignment
Budget Revision and Approval
Update IT Strategic Plan & Services Catalog (future)
Meetings and Stakeholder Engagements
Strategic IT Executive Committee meetings
Subcommittee meetings
Ongoing Activities
Deliver Projects
Gather Stakeholder Requirements & Manage Relationships
Monitor Service Levels
= Key milestone
Repeating Annual Cycle
Confirm Alignment of Budget and Strategy
= Meeting
IT Summit/Call for Ideas
= Activities
Budget Submission
Budget Approval Notice
Update Service Catalog
23 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
1.4 Enhance IT Project and Portfolio Management
Problem Statement / Current State• FIT does not have a College-wide annual process to
identify IT needs and facilitate IT alignment with FITs strategy as a whole
• There is a lack of clarity on how requests become projects
• Project timelines and deadlines often shift with changing priorities
Summary Description• Define mechanisms such as a call for projects or an
annual IT Summit for College-wide engagement in the project planning process
• Support newly developed IT governance structures to link strategy and budget to IT investments and plans
• Standardize use of project planning and tools• Periodically review project portfolio
Expected Benefits• Collaboration and participation of the College
community beyond the governance boards• Greater transparency into priorities and needs across the
College • Ability for the CIO to drive priorities College-wide• Increased opportunities for project synergies and
alignment
• Initial Planning Summit/ Call for Idea: 1 FTE for 4 months to develop initial tools and templates, prioritize current projects and launch initial summit
• Annual Planning Summit/Call: 1 FTE for 1 month
Level of Effort Low Medium High
• An annual mechanism to evaluate and prioritize projects is dependent upon the establishment of an effective IT governance model
• Standards, definitions, requirements, and templates for project requests and IT’s current plans must be well communicated to streamline prioritization efforts
Risks/Dependencies Assumptions• Assumes IT Steering Committee will work to establish
the overall IT direction to which IT priorities, portfolio, and investments are aligned
• Assumes that other governance committees are active in soliciting necessary projects and aligning synergies within their stakeholder groups
Prioritization Matrix
Conceptual Model Success Metrics • Roll out of enhanced IT project planning and prioritization processes• % of campus unit participation at annual planning summit
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
24 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
FIT needs to take a more robust approach to risk management as information security has become a growing concern for many institutions in the wake of high profile security incidents. In the 2016 annual survey by EDUCAUSE, information security was ranked as the top issue facing IT professionals in higher education today.
1.5 Information Security in Higher Education
• Priority is given to establishing a security and risk management program
• Risk management maturity is associated with stronger IT compliance and governance processes
• Security and risk management leads need to have a broad scope of authority
• IT risks are brought into strategic planning discussions
• IT risks are communicated to all relevant parties and stakeholders
• Periodically gauge the institution's awareness of information security and risks
• Institutions that invest in following formal frameworks (e.g., ITIL, NIST, ISO, COBIT, HEISC) show more progress in risk management efforts
1 From the 2014 EDUCAUSE Report “Getting Your Ducks in a Row: IT Governance, Risk, and Compliance Programs in Higher Education.”
Factors for a Successful Program1
Information Protection
Threat & Vulnerability Management
Identity & Access
ManagementApplication Protection
Information Security and Risk Mgmt
Infrastructure Protection
Information Security
Management
25 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
1.5 Strengthen IT Security and Risk Management
Problem Statement / Current State• IT does not have a designated security team or officer
for risk management, resulting in this function as an ancillary duty for other staff
• IT does not have a unified process of identifying, assessing or planning for risks
• The WPG audit indicates the enterprise has aging core infrastructure with vulnerabilities due to variations in software and hardware
Summary Description• Designate a security lead • Compile detailed inventory of all known risks, mitigation
strategies, and timelines for resolution• Establish and document risk management approach,
policies, and processes• Create security refresher training / communications for
IT staff and end users
Expected Benefits• Greater understanding of the breadth and depth of IT
risks today • A holistic and unified approach to risk management
within the IT Division• Greater transparency, knowledge sharing, and
communication of IT risks
• Identify Security Lead: 3 months• Ongoing Security & Risk Management: 1 FTE
• Compile Inventory of risks: 3 months• Build risk management approach: 2 months• Develop tools & templates: 2 months• Develop communications & trainings: 2 months
Level of Effort Low Medium High
• IT risk management is often an iterative process that matures and advances over time.
Risks/Dependencies Assumptions• The IT Security Lead will be endowed with appropriate
authority and decision abilities to execute initiatives across IT departments and stakeholder groups as necessary
• FIT is willing to hire externally if there are no potential internal candidates with the necessary skills and knowledge
Prioritization Matrix
Conceptual Model Success Metrics • IT risk management lead identified within established timeframe• IT risk inventory completed• Risk management approach, tools, and templates defined• # of security and risk management communications and trainings
conducted internally with IT and externally with end users within 12 months
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
IT Finance Recommendations
27 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
2.0 IT Finance Enhancing the financial stewardship of IT investments across the College will enable FIT to capitalize on efficiencies gained through a centralized IT budgeting, procurement, and asset management process.
2.1 Implement Additional IT Spend Controls– To improve the financial stewardship of IT
spend across the College
2.2 Enhance IT Budget Submission Process– To clarify requests by providing business case
templates and narratives
2.3 Enhance IT Asset Management Practices– To reduce the need for manual tracking and
hand-offs for IT asset management
28 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Clear expectations, appropriate financial controls, and ongoing monitoring are important components of an effective financial stewardship approach to better understand the true investment of IT resources across the College.
2.1 Financial Stewardship of IT Spend
• Alignment of IT spend with IT portfolio management and institutional strategy
• Improved long term planning for the lifecycle cost of IT investment
• Improved asset standardization and security compliance
• Improved asset management and tracking
• Reduction in duplicative applications• Enhanced economies of scale • Improved demand monitoring and
management
• Clear guidelines and principles for decentralized spend on IT (e.g., purchasing desktops, printers, cloud applications and services)
• Clear expectations on speed to delivery of IT purchasing needs/ provisioning
• Necessary mechanisms to restrict decentralized IT spend (e.g., budget line items, IT sign offs, or flagging in procurement system)
• Periodic reviews to evaluate spend outside of central IT
Guideline
Monitoring
Restrictions
BENEFITS OF CENTRALIZED IT SPEND MANAGEMENT
29 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
2.1 Implement IT Spend Controls
Problem Statement / Current State• Ambiguous guidelines and policies for funding
responsibilities means that FIT has a difficult time tracking the true IT costs year to year as expenses shift to department budgets with limited visibility
• Nearly a quarter of IT OTPS spend throughout the College is happening outside of central IT today
Summary Description• Establish guidelines for funding IT needs and timeline
for implementation• Communicate guidelines and when they will take affect• Implement necessary control mechanisms • Periodically review and evaluate spend outside of
central IT
Expected Benefits• Improved demand monitoring and management• Reduced spend on IT outside of central IT• Better budget planning for lifecycle costs • Improved asset standardization and security
compliance
• 1 FTE for 1 month to establish guidelines, control mechanisms and appropriate review cycles in coordination with the College Finance & Administration and approved through the IT Governance structure
Level of Effort Low Medium High
• If spending controls are implemented but IT is unable to deliver services to meet departmental needs, users could become frustrated and/or continue to implement workarounds
Risks/Dependencies Assumptions• FIT cannot restrict miscellaneous spend on IT without
simultaneously providing clarity on IT service level expectations
• After initial establishment, IT funding guidelines will be approved, updated, and modified as necessary by the IT Steering Committee
Prioritization Matrix
Conceptual Model Success Metrics • Execution of periodic tracking of spend data for College departments• Decreased % of IT spend outside of central IT
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
30 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
An enhanced IT budgeting process requires a clearer link between costs, activities, and impact in order to balance demand and resources through strategic alignment.
2.2 Enhance IT Budget Submission Process
IT Investment Governance
Project Rationalization
Demand Management
Business Alignment
Budget SupportsBudgeting Key Questions
What drives the need for the activity/project?1
What product/service does it support?2
What drives the cost?3
IT Strategic Plan1
Business Case Templates and Lifecycle Costing2
Narratives aligned to FIT Strategic Plan3
31 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
2.2 Enhance IT Budget Submission Process
Problem Statement / Current State• IT budget submissions lack the business context
needed for non-IT staff to fully understand the initiative or the alignment to the FIT Strategic Plan
• There is a lack of transparency in regards to the agreements between IT and other departments
• There is limited direct interaction and coordination between the IT finance team and the finance team of other departments.
Summary Description• Establish and implement standard business case
templates that outline the lifecycle cost of new IT investment
• Determine best approach for providing standard narratives for how projects align to the FIT Strategic Plans
• Submit IT Strategic Plan with the budget request
Expected Benefits• Improved transparency of decisions and IT priorities• Improved clarity on the role of IT and how the budget
supports IT services throughout the College • Consistency in how funds are account for in budget line
items
• 1 FTE for 3 months to establish guidelines, templates, and narratives in coordination with the College Finance & Administration team
Level of Effort Low Medium High
• Improving coordination and communication in the budget submission process is contingent upon shared agreement of priorities by the IT Executive Committee and a current IT Strategic Plan
• Budget and business case templates are developed as part of the governance processes and tools
Risks/Dependencies Assumptions• The FIT Finance department will enforce budget
submission guidelines and policies for requests which have IT components
Prioritization Matrix
Conceptual Model Success Metrics • % of budget requests submitted with IT Strategic Plan• % of projects requests submitted with a business case templates• % compliance across all divisions to budget submission guidelines for
new projects/purchases with an IT component
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
32 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Physical asset management is only one component of an overall IT Asset Management Strategy. FIT should develop an IT Asset Management Strategy that aligns with a College-wide strategy and is supported by solutions to reduce manual processes.
2.3 Enhance IT Asset Management
• What infrastructure is connected to the network?
• What is an asset’s technical configuration?• How are hardware and software assets
physically/logically connected?• What applications are running on each
server/desktop asset?
• Where are assets physically located, what is their status (in storage, in use, in transit)?
• Has an asset been received/retired/ transferred?
• Are assets deployed in accordance with maintenance/licensing contracts?
• What are the financial impacts of disposing or transferring an asset?
• Has an employment event occurred to prompt asset reclamation?
• What assets are related to this service desk ticket?
Technical / Configuration Management
IT Asset Management
Business Application / Integration
Asset Management Solution / Database
Contract ManagementDatabase
Software LicenseManagement
Solution / Database
Hardware AutoDiscovery Tool
Software Auto Discovery Tool
Network Management / Topology Solution
Finance HR Service Desk
Key Questions
Key Questions
Key Questions
Configuration Management
Database Solution
SIS
33 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
2.3 Enhance IT Asset Management
Problem Statement / Current State• Processes between IT and the College Asset
Management teams for IT asset management are primarily manual with limited system integration
• IT departments maintain manual asset inventories for tracking of asset refreshes
• The IT Division lacks a comprehensive view of all its assets
Summary Description• Review and document current processes, hand-offs, and
systems• Develop an IT Asset Management Strategy in alignment
with a College strategy and determine desired processes and system capabilities
• Acquire necessary tools and transition to future state
Expected Benefits• Reduction in manual tracking and hand-offs for improved
efficiency and timeliness of IT Asset Management processes
• Ability to mine the master asset inventory for redundant technologies and plan for refresh cycles
• Greater clarity and transparency in refresh expectations for users through effective asset management
• 1 FTE for 3 months to document current state and determine future desired processes and capabilities in coordination with the College Procurement and Asset Management departments
• 0.5 FTE for 8-10 months to procure necessary tools and transition
Level of Effort Low Medium High
• Re-engineering business processes which are dependent upon technology often risk letting the old processes drive new technology. Adequate research into best practices and integrated solutions should be conducted to build a vision upon what is possible.
Risks/Dependencies Assumptions• FIT may need to invest in a more robust Asset
Management System if current systems and integrations do not meet the need for improved efficiency. There is interest in the Division of Finance and Administration to procure a more advanced Asset Management System
Prioritization Matrix
Conceptual Model Success Metrics • Current processes identified and documented• IT Asset Management Strategy defined• Acquisition of new processes and/or tools to streamline coordination• # of manual inventories reduced• # of IT staff trained to utilized new asset management system
processes and tools
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
IT Talent Recommendations
35 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
3.4 Define Career and Training Development Strategy– To establish requirements and consistent opportunities
for growth and development
3.0 IT TalentAn effective organizational structure and talent management strategy will support growth, excellence, and IT service delivery throughout the College.
3.1 Implement New Organizational Structure– To provide for more direct operational support to each
of the functional areas
3.2 Align Job Titles and Personnel– To update job description to reflect work performed,
develop hiring strategy, and align titles for consistency
3.3 Develop Succession and Knowledge Transfer Plan– To provide for continuity of service and strategy for
staff eligible for retirement
3.5 Identify and Establish Desired IT Values and Culture– To enable the organization’s strategy through shared
organizational behaviors, values, and beliefs
36 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
CIOs need effective organizational structures that allow them to embrace four distinct “faces” to maximize the business value delivered to the institution.
3.1 Role of the CIO in Organizational Structures
CATALYSTInstigate innovation through transformational change to business architecture, strategy, operations, and technology
TECHNOLOGISTAssess technologies and design technical architectures to increase business agility and manage complexity
STRATEGISTPartner with the business to
align business and IT strategies and maximize the value of
technology investments
OPERATOROperate and deliver efficient
IT services and solutions while managing risk and
protecting core assets
37 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Gaining a seat at the table takes time and requires that CIOs build relationships and credibility with their stakeholders and demonstrate successfully that IT can be strategic.
3.1 Deloitte Findings from CIO Labs
Lab Data Findings Time allocation by other CIOs
18%20%
17%
45%
30%
36%
19%
15%
Catalyst
Strategist
Technologist
Operator
Current State Future State
• Most CIOs have aspirations to spend the majority of their time as Catalysts and Strategists and become true strategic partners. However, more often than not, IT organizations are viewed as support functions rather than strategic partners.
• Based on data gathered from our labs, CIOs spend 65%+ of their time as Operators and Technologists during the transition period, but strive to spend the same amount of time (65%+) as Catalysts and Strategists by the end of their first year in the role.
• This trend is also strongly supported by 70% of stakeholders who were interviewed by us and is captured in the following quote: “If he is spending his time keeping the systems up and running, then we are not utilizing him for what we brought him on board for.”
38 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
A new organizational structure was drafted for consideration based upon the guiding principles below:
3.1 Designing a New Organizational Structure
MINIMIZE MOVEMENT
Recognizing that the IT organization needs to undertake a number of initiatives and that staff have substantial knowledge of their current functional area, the structure was designed with the goal of keeping as many staff within the same reporting structures as possible, understanding that teams may take on new roles
SERVICE CONSISTENCY
A focus was made to maintain the IT service orientation to define, enhance, and standardize service delivery
RIGHT PEOPLE, RIGHT ROLES
IT staff with specific skillsets and motivation should be provided opportunities to work on teams and in roles where their talents will be leveraged to the greatest potential; in addition, IT should define skill level expectations and development plans across departments
DEFINED COLLABORATION
Provided the fact that FIT has 41 IT-related positions within other departments, IT needs defined collaboration and communication structures with these support staff to meet department needs
39 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Legend
The following is a graphical representation of the proposed organizational structure with functional areas aligned to 4 direct reports to the CIO.
3.1 Proposed Organizational Structure
CIO
Enterprise Architecture
Operations
Security*
Infrastructure
Web and Portal
Applications
Customer Relationship Management
Customer Service
User Support and Services
Desktop Services
Academic Computing
Campus Card
Project and Portfolio
Management
Strategy and Planning
Finance
Administrative Support
Media and Event Services
Training
Communication
Process Improvement
Represent direct reports to the CIO
Represent functional area under each of the direct reports, not specific positions
• Reducing the number of direct reports to the CIO will provide more direct and frequent contact with each functional area by the associated leader
• Functional managers will be better able to focus on the execution of activities and service delivery
• A middle layer of management focused on operations and technology will enable the CIO to spend more time in the strategist and catalyst roles with College stakeholders
Benefits of New Structure
* Security Officer typically resides within three places: under IT operations, as a direct report to the CIO, or outside the IT organization in order to retain independence in mature organization. The security function was placed under IT Operations based upon degree of change required and and current process maturity.
40 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Legend
The following depicts the cross walk of teams from the current to the proposed structure but does not depict individual staff transitions or titles.
3.1 Organizational Cross Walk
Enterprise Architecture
Operations
Security
Infrastructure
Applications
Web and Portal
Customer Relationship Management
Customer Service
User Support and Services
Desktop Services
Academic Computing
Campus Card
Project and Portfolio
Management
Media and Event Services
New functional areasThe full scope of responsibilities for this function and reporting relationship is dependent upon the Media Services assessment
Strategy and Planning
Finance
Administrative Support
Training
Communication
Process Improvement
41 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
3.1 Implement New Organizational Structure
Problem Statement / Current State• The CIO has at least 11 direct reports• IT does not have a dedicated Information Security job
function• There is a general lack of clarity and awareness among
the user community regarding IT’s role on campus • Some departments are starting to hire IT resources
directly in order to be less reliant upon central IT
Summary Description• Design and implement a new IT organizational model
using standard job families • Identify potential new roles and candidates• Transition staff to new structure
Expected Benefits• Ability of CIO to focus on the strategist and catalyst
faces of the CIO with supporting management structure• Improved response rate for IT projects on campus• Improved relationship between IT stakeholder groups• Improved communication and ability for leaders to
actively work with direct reports in each of these areas resulting in effectiveness in IT service provision
• Organizational Model Design and Implementation: 1 FTE for 6 months
• Change management is assumed to be at the overall program level and should support this specific project heavily with clear and frequent communication for success.
Level of Effort Low Medium High
• Even the most successful transitions often experience dips in performance while staff adjust to new roles, structures, and expectations.
• Lack of support from the labor union• Loss of staff near retirement during the transition
Risks/Dependencies Assumptions• Clear roles, responsibilities, and skill requirements need
to be established for new positions• IT may consider enabling staff to select into new roles
within functional areas• The high implementation cost reflects the possibility of
needing to hire additional resources
Prioritization Matrix
Conceptual Model Success Metrics • % of staff transitioned into new model• Stakeholder survey results regarding improved effectiveness of IT
organizational structure • Staff survey regarding satisfaction and effectiveness of new
organizational structure
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
42 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Alignment between job titles, positions, and descriptions is a critical component of effective talent management. FIT needs to update IT job titles in alignment with industry standard job families and functions to reflect the work performed and build a consistent approach to identifying job levels, career paths, mobility criteria, and pay scales within IT.
3.2 Aligning Job Titles, Positions, and Personnel
• Encompasses job levels, job titling conventions, grades, career paths, spans of control, criteria for career movement, and compensation programs
• Clearly defines skills and competencies needed for growth • Defines reward and compensation philosophy• Impacts key talent programs such as recruiting, learning
and development, and performance management
Leveling Awareness Job and Leveling Identity Consistent Language of Work Competency Management
Benefits of Position Alignment
43 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
3.2 Align Job Titles and Personnel
Problem Statement / Current State• There are 72 different job titles for the central IT
organization and responsibilities for manager titles varies• IT does not have a long term hiring strategy, hiring a new
employee often takes months, and IT has encountered challenges in filling vacancies
• Reclassification is utilized as a way to reward high performing employees
Summary Description• Update job descriptions to describe work performed• Conduct activity analysis to determine resource
allocation and gaps, develop 5 year hiring strategy inclusive of student employee, and communicate with Vacancy Review Committee
• Perform classification study to consolidate job titles to align with industry-standard job families and functions
Expected Benefits• Better alignment between job titles and responsibilities• Clear career progression and responsibilities aligned to
titles• A strategic hiring plan that identifies and anticipates
future needs
• Activity Analysis and Update of Job Descriptions: 1FTE for 2 months
• Develop Hiring Strategy and Socialize with Vacancy Review Committee: 1 FTE for 2 months
• Perform Job Title Classification Study: 1 FTE for 6 months in coordination with HR
Level of Effort Low Medium High
• Open and frequent communication is needed throughout the review process in order to mitigate concerns over role and responsibility changes
• Lack of support from the labor union
Risks/Dependencies Assumptions• An activity analysis should be completed as a
prerequisite to understand the scope of IT staff activities
• FIT may need to hire outside candidates for newly defined positions
• The implementation resource is from/works with HR
Prioritization Matrix
Conceptual Model Success Metrics • % and # of IT job titles aligned to functions• Development of a hiring strategy• Establishment of a student employee internship/work study program
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
44 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Succession planning identifies the competencies and skills needed to execute services. It is a critical tool for maintaining consistency of operations for organizations with much of the workforce nearing retirement.
3.3 Succession Planning
Purpose of a Succession Plan • Sucession planning is a continual process
used as a check and balance on the organization to identity what talent is currently available, what talent may be leaving, and how well prepared the organization is for handling the transition
• The plan should identify significant operational challenges and personnel challenges the organizations will face over the next 1-5 years
• The plan needs to identify how critical knowledge is captured and transferred, as well as the required skills
• The plan should identity both short and long term resolution for the vacancy
• A good succession plan is also supported by Learning and Development, Recruitment and Selection (internal/external), and Performance Management
44
45 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
3.3 Develop Succession and Knowledge Transfer Plan
Problem Statement / Current State• Nearly 40% of IT staff will be eligible to retire in the next
7-10 years• Many IT departments do not have plans or staff identified
to assume responsibilities for staff close to retirement• Some staff indicate that it is difficult to take time off
because there is no one available or with the necessary skills to provide coverage
Summary Description• Identify position in every IT department with eligible
retirements in the next 1-5 years• Determine the key skills and/or knowledge that may be
lost when personnel leave the organization and develop associated knowledge repository
• Identify potential skill loss and develop departmental transition plans for each position to inform hiring strategy
Expected Benefits• Proactive planning that positions IT to train and/or
acquire new skills in order to meet future needs• Career growth opportunities for junior staff• Improved coordination and communication for vacancy
reviews
• Document Knowledge: 1 FTE for 2 months working in coordination IT managers
• Develop departmental transition plans: 1 FTE for 1 month working in coordination IT managers
Level of Effort Low Medium High
• Open and transparent communication regarding the purpose of the succession and knowledge transfer plan is necessary to mitigate skepticism and concerns of job security
Risks/Dependencies Assumptions• Every IT manager will need to be involved in
determining staff who may retire soon, appropriate replacements, and needed skills
• Developing a transition plan will also serve to create appropriate coverage plans for staff that are out on sick leave or time off in order to maintain service levels
Prioritization Matrix
Conceptual Model Success Metrics • # of critical positions with documented knowledge repository• % of departments with transition plans for critical positions
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
46 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
A comprehensive training strategy provides staff with a consistent level of knowledge and skills to perform their jobs and provide opportunities for career growth.
3.4 Define Career and Training Strategy
Technical standards and competencies across the IT Division and within each department to ensure consistency in service delivery
Annual refreshers on best practices in customer service to build a consistent brand for IT across the College
Identified opportunities for growth for higher performing staff looking for new challenges
Consistent understanding of expectations and requirements of the manager role and best practices for effective management
Continual development of management and leadership for department and staff growth and development
Leadership / Management Skill
Development Opportunities
New Hire Onboarding
Program
Technical Competency
Programs
Comprehensive Training Strategy
New Managers Program
Customer Service Refresher Programs
Specialized Skill Development Opportunities
A consistent orientation on “how to” within IT and FIT and the shared values, culture, and expectations
47 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
3.4 Define Career and Training Development Strategy
Problem Statement / Current State• New employees are not provided standard training and
there isn’t a training for new managers to orient them to their new roles
• IT departments have training budgets, but there aren’t consistent expectations or planning for its use in alignment with defined career growth opportunities
• Stakeholders report experiencing inconsistency of skills within IT departments
Summary Description• Identify skill gaps and training strategy for the transition
to the new IT organizational model• Develop and execute training for transition • Develop on-going training strategy across the IT Division• Develop individual skill growth and training goals and
define cadence of feedback and reviews• Develop IT training programs
Expected Benefits• Consistent baseline of skills and knowledge• Career development that rewards skills growth• Training funds utilized to maximize individual
professional development as well as position the Division to acquire needed skills
• Workforce that keeps pace with innovation and standard technologies
• Identify needs and implement for transition: 1 FTE for 5 months
• Establish training minimums, strategy, and cadence of on-going training: 1 FTE for 5 months
• Develop IT training programs: 2 FTE 6-12 months
Level of Effort Low Medium High
• Transition of staff into the new IT organizational model needs to be sequenced so that staff can be adequately trained to fill new roles as needed and establish consistent baseline of knowledge and skills in each department
Risks/Dependencies Assumptions• Skill and training expectations for each role must be
integrated within a performance review framework where staff are accountable for meeting minimum requirements and provided regular feedback on their strengths and opportunities for growth
Prioritization Matrix
Conceptual Model Success Metrics • Establishment of training minimums across all IT departments• # of internal IT trainings programs developed (e.g., onboarding new
employees, new manager training, and yearly refreshers on customer service)
• Creation of Individual training goal templates and tracking forms• % of staff receiving training
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
48 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Culture is a system of behaviors, values, and beliefs that influence how work gets done within an organization. It is an enabler of an organization’s strategy and a critical component of any successful transformation. While culture change starts with leaders, it “sticks” with employees.
3.5 Organizational Culture
VISIBLE
INVISIBLE
What individuals assume about their situation, themselves, and each other
The way people think, even at a subconscious level
How people communicate What the physical environment
looks like
The things the organization places importance on and values (or say they do)
Culture needs to align with and support the FIT and IT strategies
Culture isshaped byleaders’ actions and decisions
Culture is sustained by employee behaviors
Culture is reinforced by College & organizational systems
Organizational Culture is……..
49 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Assessing the current culture, articulating a future vision, and implementing strategies to reinforce desired culture and norms will ultimately determine the success of the IT Transformation.
3.5 Building Desired Values and Culture
Achieve Future Culture• Implement strategies to encourage
desired IT norms and culture
Determine Future Culture • Build on existing strengths while improving trust,
involvement, consistency, and opportunities for development
Assess Current State• Identify shared values, beliefs and assumptions that drive and
shape norms of behavior throughout IT and the College
12
3
Results / Achievement
Structure / Consistency
Relationships
Learning / Adaptive
External Focus
Accountability
Control
Openness & Trust
Support Innovation
Focus on Customer
Independence
Formalization
Involvement
Encourage Learning
Strategic Context
Action Orientation
Conformity
Supportiveness
Embrace Change
Shared Goals & Objectives
Commitment to Results
Protocol
Collaboration
Propensity for Risk
External Competitive-ness
• Changing the culture of an organization is the hardest element of any transformation. It requires thoughtful, continual investment over a long period of time
• Culture requires direction and support from the top, the right processes and incentives to encourage employees to adopt changes, role model leadership throughout all levels of the organization, and ultimately ground level buy in and support from those on the frontlines
Key Considerations
Elements of Organizational Culture
50 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
3.5 Identify and Establish Desired IT Values and Culture
Problem Statement / Current State• There’s a shared sentiment that the old adage of “good
work is rewarded with more work” applies to the IT Division and a general sense that little that can be done to motivate team members who are not full contributors
• Some IT staff report a culture of trying to fix problems quietly rather than be proactive in communicating challenges
Summary Description• Identify current culture and values through culture
surveys and/or collaborative discussions• Determine desire culture, norms, and IT identity through
collaborative discussions and vision building • Implement strategies to reinforce desired culture (e.g.
regular communication updates, recognition for excellence)
Expected Benefits• Cohesive IT culture, values, and identity• Support role model leadership• Momentum and positive energy for change
• Identity Current Values and Culture: 1 FTE for 1 month
• Determine Desires Future IT Values and Culture: 1 FTE for 2 months
• Implement Strategies to Achieve Future State: 1 FTE for 24 months and on-going support
Level of Effort Low Medium High
• Value and culture shifts can take a long time to develop and are only possible with the right tools and opportunities in place for staff to feel valued and rewarded for good work
• Leadership will play a critical role in supporting the cultural shift of the organization on an on-going basis
Risks/Dependencies Assumptions• Skill and training expectations for each role need to be
clearly integrated with consistent opportunities for feedback and growth
• Highly respected and motivated staff should lead the charge for change in order to build momentum and culture shift
Prioritization Matrix
Conceptual Model Success Metrics • Identification of “IT Brand” and desired values and culture• Internal survey results revealing positive internal culture• External stakeholder survey results indicating improved and consistent
level of customer service-orientation throughout the IT Division
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
IT Services and Enabling Capabilities Recommendations
52 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
4.2 Develop and Rollout an IT Service Catalog– To provide a consistent understanding of IT services
and expectations and enhance self services options
4.0 IT Services and Enabling CapabilitiesAdopting an IT service management approach will improve service levels and align IT services with needs of the institution.
4.1 Implement Service Management– To enhance the effectiveness and efficiency of
service delivery with repeatable and defined services
4.4 Rationalize Duplicative/Outdates Applications– To consolidate redundant systems and strategically
invest in new applications throughout the college
4.3 Confirm Enterprise Architecture – To align IT investments across the College with a
strategy and vision
4.5 Develop Customer Engagement Strategy– To define communication channels and relationships
with IT support staff in other departments
4.6 Provide for a Seamless Student Experience– To build a cohesive and streamlined IT experience for
students across the College
53 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
The target state of maturity for most IT services is “defined”; an aggressive but achievable target over the next two years.
4.1 Target Process Maturity
• Moving most processes to a defined level through an ITSM approach will bring significant enhancement to the delivery of IT services at FIT.
• Core strategy and business alignment processes should be targeted for improvement through the IT governance redesign.
• IT Finance recommendations will target improvement in core financial management processes.
Capability key:
Non-existent
Initial
Repeatable
Defined
Managed
Optimized
54 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
FIT should streamline intake channels to the help desk ticketing system and implement defined Tier Level support with standard escalation and closure criteria to enhance the end user experience and efficiently utilize IT resources.
• Tier 1: Initial end user support requests, standard functionality issues, and trouble shooting
• Tier 2: Troubleshoot functional and technical application and network communication issues escalated from Tier 1
• Tier 3: Programming and software technical experts to resolve issues that require in-depth analysis and resolution of application and network communication problems
Tier Definitions
4.1 IT Service Management Vision
• Consolidate user access points into the ticketing system• Define personnel who are able and responsible for Tier 2 escalation• Standardize Tier 3 escalation and closure criteria across IT departments• Train help desk staff and IT staff across all tiers to enable consistent understanding and application of processes, scope of
services at each tier, and escalation/routing protocols• Capture phone and walk in requests in the ticketing system post-resolution for metric gathering• Report on monthly individual and departmental performance from ticketing system statistics
Help Desk Requirements
Tier 2: Help Desk Specialist
Consistent Entry Points and Resolution Processes
Tier 1: Help Desk Frontline
Walk up Web form Self-Help Customer Ticket Tracking
Tier 3: IT Specialist
Ticketing (Rem
edy)
Incident/Service R
equest M
anagement
Problem
Managem
ent
Know
ledge Mgm
t.
KM
Tool
Custom
er Engagem
ent &
Com
munication
Phone
Cha
nnel
sTi
ers
ProcessesNeeded Capability
55 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
The first step in moving toward a ITSM approach is for IT to define what a service is and create a full inventory of services offered today.
4.1 IT Service Management Approach
1. Set a standard definition of "service"2. Take an inventory of all services currently provided by IT3. Define and document scope and owner for each process4. Identify opportunities for consolidation 5. Implement standard end-to-end service processes for all IT
departments covering: • Break-fix Incidents • Service Requests• Changes to IT systems and facilities • Managing the Configuration of IT services • Analyzing and resolving system problems
6. Select core set of service performance measures for each process (SLA’s determined by support levels and priorities)
7. Develop a plan for regularly measuring performance against target metrics
8. Create a plan for aligning services with future needs 9. Define and document “To-Be” processes10.Build and test use cases to identify, clarify, and organize
system requirements11.Validate inter-departmental process touchpoints
ITSM Activities
Defined Service Levels
Monitoring & Continuous Improvement
Standard Processes
Key Concepts for an Effective Service Management Approach
56 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
4.1 Implement Service Management Approach
Problem Statement / Current State• IT does not formally follow an ITSM approach today and
many of the processes are not documented• IT is missing mechanisms to consistently collect and
monitor service levels making continuous process improvement difficult
• IT does not have consistent escalation thresholds and processes for resolution requirements for new or existing services
Summary Description• Define and document current services• Identify core service level agreements• Determine plan to measure and report on performance• Enhance help desk services• Invest in self-service capabilities
Expected Benefits• User Efficiency: Standardized processes will build
consistency in service delivery and provide a higher level of service to customers with reduced likelihood of errors
• IT Effectiveness: Defining how support teams collaborate to handle issues and manage work will reduce errors and variations in service levels, and reduce the sense of constant fire fighting
• Document Current Services and Processes: 2 FTE for 4 months in coordination with IT departments
• Needs/Gap Analysis: 2 FTE for 2 months to build to-be processes
• Implement standards and define performance measures: 2 FTE for 6-12 months then on-going maintenance
Level of Effort Low Medium High
• IT Help Desk resources may need to be realigned and/or trained for effective resolution at Tier 1 and 2
• Processes vary greatly between different IT departments, and it may be a challenge to bring them all to the same level of maturity in a short period of time; there may be resistance among staff who have previously operated with more autonomy
•
Risks/Dependencies Assumptions• All IT service processes will be tracked in a single
system in the future and the current ticketing system has the functionality necessary to appropriately track, resolve tickets, and escalate tickets
Prioritization Matrix
Conceptual Model Success Metrics • % of processes documented across IT departments• % of critical processes identified and SLAs assigned• Maturity level rating at 6 months, 1 year, and 2 years• % of processes with performance monitoring• % of help desk requests entered into the ticketing system at 6 months,
1 year, an 2 years
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
57 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
IT should develop an IT service catalog following a consistent 6 step approach.
4.2 Develop and Roll Out an IT Service Catalog
58 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
4.2 Develop and Roll Out an IT Service Catalog
Problem Statement / Current State• IT does not have a full service catalog that defines
available services, products, and service level expectations which results in ambiguity and frustration for users
• Service levels and information vary depending on points of contact
Summary Description• Plan overall catalog structure and coalesce catalog
listings • Develop uniform processes, specifications, and SLA
data elements for each offering• Publish and manage ongoing catalog maintenance,
support, and improvement
Expected Benefits• Increased awareness among campus stakeholders
regarding the different services available and expectations
• Standard and consistent execution of services offered by IT across the different service areas
• Catalog and process design: 3-4 FTEs for 2 months in coordination with IT departments
• Catalog and Portal development: 5-6 FTEs for 2 months with Pilot testing for 1 month
• Rollout and support: 5-6 FTEs for 3 months in coordination with service owner
Level of Effort Low Medium High
• Governance structures must establish accountable service owners and policies to plan and maintain the IT service portfolio, including the introduction and retirement of services
Risks/Dependencies Assumptions• There is currently support and momentum to create an IT
service catalog• The IT Service Catalog cannot be developed until
services, processes, and SLAs have been defined• Catalogs vary in sophistication and capabilities
Prioritization Matrix
Conceptual Model Success Metrics • Launch of the Service Catalog• # of portal view per month• Survey results of end user satisfaction ratings
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
59 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
An Enterprise Architecture defines how IT Assets support the overarching goals and strategies of the institution. It serves as a catalyst to derive more business value through technology and the business architecture and serves as a core input into project planning.
4.3 Enterprise Architecture
Benefits of an Enterprise Architecture
• Helps drive business and technology linkages and the alignment of technology solutions in the delivery of business priorities and goals
• Assists senior leaders in understanding the operating / business capabilities and services that will optimize internal effectiveness, operational efficiency, and drive business differentiation
• Allows leaders to act more strategically based on availability of metrics and performance indicators, drawing from reliable data
• Is a critical input to any project involving technology
60 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
4.3 Implement Enterprise Architecture
Problem Statement / Current State• IT does not have an enterprise architecture to which
technology investments can be aligned• Siloed applications and projects results in duplication
across the College or investments that don’t align with an overall strategy
• IT does not implement a lifecycle management approach today
Summary Description• Build a technical architecture model that defines how IT
assets enable mission execution • Define a target-state view of the processes, information,
application systems, and technologies• Build an outcome-driven approach to first analyze and
determine the necessary improvements to processes and IT assets in the short term and to drive investments in the long term
Expected Benefits• Provide structure to technical IT decision making and
direction• Optimize and transform fragmented information,
applications, and technologies • Improve project and program outcomes • Increased use of technical leading practices
• Architecture and Design: 2 FTE for 4-6 months in coordination with IT and business stakeholders
Level of Effort Low Medium High• Transitioning to a more strategic architecture can be
time consuming and people can get change weary• Strategic budgeting will be required to invest in
elements of the technology roadmap and a number of migration projects
• IT will need strong project and program management to accomplish successful transitions
Risks/Dependencies Assumptions• IT will continue with current plans to release an RFP to
develop the enterprise roadmap• The Enterprise Architecture will be reviewed by the IT
Steering Committee once established
Prioritization Matrix
Conceptual Model Success Metrics • A defined enterprise architecture• Degree of business process standardization• % of inventory categories for which standard lifecycles have been
designed
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
61 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
4.4 Application Rationalization ApproachOnce the enterprise architecture is established, FIT can rationalize the existing portfolio of applications by determining if each application needs to be Retired, Re-platformed, Re-assessed, or Maintained.
Technical Quality
Bus
ines
s C
ritic
ality
Poor ExcellentLow
High
“Re-platform” “Monitor & Maintain”
“Retire/Rationalize” “Reassess”
Systems are delivering good business value despite a poor technical state and need to be replace or redeveloped
Systems are in poor technical state and not highly business critical. Depending on business criticality, plans for retirements or rationalization may be needed
Systems are in healthy conditions and serve the required business capabilities. Such systems need to be monitored and maintained
Systems are in better technical conditions, but are low on business criticality. The systems should be reassessed and viewed with opportunistic lens for rationalization
62 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
4.4 Rationalize Duplicative/Outdated Applications
Problem Statement / Current State• IT does not currently maintain an inventory of all
applications across the College • Different versions of applications exist across
departments• There is not a standard process today for capturing and
translating the business/functional need for applications
Summary Description• Create a consolidated inventory of all applications across
the college• Follow an application rationalization approach to
determine which applications should be Retired, Re-platformed, Re-assessed, or Maintained
• Maintain portfolio of applications
Expected Benefits• Reducing platform variations simplifies administrative
support and facilitates availability of security updates/fixes
• IT will be able to more effectively maintain the application landscape and service expectations
• The College will realize long term financial benefits from consolidating and rationalizing applications
• Create Application Inventory: 1 FTE for 2 months• Application platform analysis: 2 FTEs for 3-6 months
Level of Effort Low Medium High
• There may be resistance from end users who want to continue to use specific applications even if it doesn’t align with the overall strategy
Risks/Dependencies Assumptions• An application inventory will be communicated with
customers and incorporated into an IT Service Catalog
Prioritization Matrix
Conceptual Model Success Metrics • Business stakeholder satisfaction with application functionality• Cost of support per application• Reduction in license purchase costs• Application utilization (% of potential users)
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
Tech
nica
lC
ondi
tion
Business ValueLow High
Poor
ExcellentEvaluate /
Consolidate
Retire / Replace Redevelop
Maintain / Renew / Enhance
63 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
IT needs to create a strategy to clarify and improve its relationship with customers in alignment with the new IT Governance Structure and Organizational Structure. Key components of a customer engagement strategy are provided below.
4.5 Develop a Customer Engagement Strategy
Relationship Channels
Structured program of relationship actions focused on:• Agency interfaces• Operations• Problem resolution• Training• Communications
IndicatorsMonitoring and Performance
Improvement
Strategy and portfolio management Objectives, indicators, service demand,
and goals Service levels
Customer Engagement
StructureOrganization, Governance, Systems
and Capabilities
Macro functions Resources Infrastructure
ProcessActivities, Roles,
and Responsibilities
Demand management Processes and support
Decision RightsManagement and Control
Management rights to Inform, Decide and Notify
Control rights to Approve and Sanction
64 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
4.5 Develop Customer Engagement Strategy
Problem Statement / Current State• Stakeholders report uncertainty about who to contact
within IT for different issues which leads many to develop informal channels of communication and reliance upon relationships to get things done
• Stakeholders report a desire for more consistent points of contact
• IT does not currently have a robust process for gathering and analyzing customer feedback
Summary Description• Define a customer engagement strategy that takes into
account the needs of customers and the new structures and processes
• Identify key stakeholders, including IT support staff embedded in departments, and relationship channels
• Identify key indicators for monitoring relationship channels
Expected Benefits• Improved communication, transparency, and resolution • Defined engagement will allow end users and
departments to obtain services more quickly and effectively
• Defined communication and monitoring of key indicators will help IT understand customer needs, expectations, and challenges more effectively
• Define Strategy with New Organizational Structure: 0.5 FTE for 2 months
• Implementation: 1 FTE for 4 months to monitor effectiveness and adjust as needed
Level of Effort Low Medium High
• Identifying key stakeholders both internally and externally is key to understanding how communications should be distributed
• Developing appropriate frequency of communications will be a critical success factor
Risks/Dependencies Assumptions• Relevant stakeholder groups can be readily identified
for major communication topics• Governance committees will play a critical role in
developing and supporting the engagement strategy
Prioritization Matrix
Conceptual Model Success Metrics • A documented strategy for customer engagement• Percent of projects with appropriate customer requirements/test signoff• Customer survey results regarding satisfaction of communication and
service levels• IT staff survey results regarding satisfaction of communication and
coordination with end users
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
65 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
4.6 Seamless Student Experience Institutions across the higher education landscape are moving towards a student-centered service delivery approach in order to gain a holistic view of the student experience and utilize predictive analytics for strategic decision making and investment.
Benefits• Places the student at the
center of a cross-functional service delivery model
• Aligns business and technology investments with an emphasis on enhancing the student experience
• Leverages predictive analytics for strategic decision making to enhance recruitment, retention, and alumni engagement
• Follows leading practices for delivering services through a “one-stop-shop” model for high-touch student services
“I’m generally satisfied with IT on campus…. WIFI has improved since I was a
freshman. But there are a lot of small inconveniences, things
that don’t seem like a big deal. My MAC password doesn’t sync
right every semester, MYFIT goes down from 12-3 at night,
sometimes it’s not easy to find a refill station for printing, and there aren’t enough charging
stations…. Most of the students here are commuters. We’re in and out. When time is your
most valuable commodity, it’s the small things that really
make a difference.”- Student Interview
66 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Recommendation Summary
4.6 Enable a Seamless Student Experience
Problem Statement / Current State• Students have a complex environment of applications to
navigate and express a desire for a more streamlined experience (e.g., current challenges with the DARS system and desiring integration between requirements and filtering options when registering for classes)
• FIT does not currently have a 360 degree view of the student experience to enhance decision making
Summary Description• Develop a vision for student experience and incorporate
within the IT Strategic Plan• Conduct fit/gap analysis against current offerings to
determine ways technology can be leveraged to improve the student experience
• Analyze tools available to improve the experience and identify investment opportunities
Expected Benefits• More integrated services to students through “one-stop-
shop” models for high-touch student services• Use of predictive analytics by departments to improve
outreach and student engagement
Develop Vision for Student Experiences: 1 FTE for 1 month
Conduct Fit/Gap Analysis: 1 FTE for 3 months Analysist available tools an opportunities: 1 FTE for 3
months Align investment with vision: ongoing
Level of Effort Low Medium High
• IT governance needs to be in place to set an effective direction and vision for the student experience
• Identity and access management is a foundational capability for being able to delivery this capability
• Business intelligence is a necessary capability to support seamlessness
Risks/Dependencies Assumptions• There is support to reduce the number of shadow
systems in different departments through the upcoming Banner reimplementation/revitalization
• FIT needs to first define business processes to which technical tools and capabilities can be aligned
Prioritization Matrix
Conceptual Model Success Metrics • Established vision for the student experience • Integration of core student systems• Student survey response on IT satisfaction
Implementation TimelineImplementation Cost $0 – 100K 0-3 Mo$100- 250K $250-500K $500+ 3-6 Mo 6-12 Mo 12+ Mo
Managing Change For a Successful IT Transformation
Transformation Program Management
69 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Establish an IT Transformation PMO (ITTPMO) Prior to beginning IT Transformation activities, FIT should establish a temporary Transformation Steering Committee and Program Management Office responsible for the management and execution of transformation activities.
ITTPMO Structure Key Activities• Establish Transformation
Steering Committee and set frequency of status meetings
• Establish dedicated ITTPMO resources
• Finalizing project management templates, timelines, requirements, roles and processes related to project initiation, delivery and closeout/knowledge transfer
• Conduct kick-off of ITTPMO processes and activities with stakeholders
IT Transformation Project Manager
IT Transformation Lead
IT Comms and Culture Lead
Steering Committee*
Individual IT Transformation Projects and Initiatives
CIO
IT Managers, IT Staff, and Campus Stakeholders,
Transformation Leadership
Transformation Program Management Office
IT PMO
Provide direction and sponsorship
Provide status updates and identify risks
Manage projects,
coordination, and delivery
Provide information, assistance,
and participation as needed
*Deloitte recommends that the Transformation Steering Committee be comprised of the same representatives who will sit on the IT Executive Committee so that oversight of transformation activities may seamlessly transition into the standing governance structure.
70 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
ITTPMO Roles and ResponsibilitiesWithin the ITTPMO, resources should fulfill the following proposed roles and responsibilities throughout the life of the IT Transformation Program.
Steering Committee • Who: CIO and 2-3 representatives from the President’s Cabinet• Role: Oversee progress of activities through monthly status reports and aligns stakeholder support and
resources as needed
IT Transformation Program Manager
• Who: 1 full time person responsible for the execution of transformation activities• Role: Oversees, reviews, and approves activities, work products, and metrics reporting. Coordinates with CIO
on a regular basis. Meets with the Steering Committee to discuss program status, progress against the IT Transformation Roadmap, upcoming needs and activities, and any escalated issues or risk. Identifies and reports on quick wins, milestone achievements, and other points of interest to the FIT community
IT Transformation Lead
• Who: 1 full time resource• Role: Build and maintain project management and reporting templates, accelerator tools and project
documentation. Track status and progress across of all IT Transformation efforts against the IT Transformation Master Plan and compiles findings into portfolio-level reports according to the established process, including consolidated measurement of the IT Transformation Program against established metrics
Communications and Culture Lead
• Who: 1 full time resource • Role: Develops and implement strategies related to change management, communications, and culture
throughout the life of the transformation. Conducts ongoing communications, outreach, and stakeholder engagement activities
IT PMO
• Who: 2 part time resources currently aligned to IT PMO• Role: Work with transformation project team to establish governance structures and project and portfolio
processes and tools. Provides necessary coordination with IT and College stakeholders
IT Managers, Staff, and College Stakeholders
• Who: part time (as necessary) • Role: Coordinate with the ITTPMO staff to provide information, guidance, and assistance on the different
transformation initiatives depending on the area of expertise. Execute require departmental activities pertaining to the transformation. Appoint staff to assist with initiatives as needed
Change Management and Communication Strategies
72 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Key Change Management ConsiderationsTransforming the IT operating model at FIT requires careful attention to all dimensions of Change Management.
Change Leadership
Organization / HR
CapabilitiesTraining and Learning
Capability Transfer
Organization Structure
Workforce Transition
Change Readiness
Culture
Stakeholder Engagement
Dimension Key ConsiderationsElement
• As staff move into new roles and/or reporting structures within the IT organization, an effective change management plan needs to support capability transfer
• Changing the way IT does business will require significant culture change, which must be considered throughout implementation
• Internal and external stakeholder support is essential throughout the transformation process, making assessment and engagement of stakeholders critical
• It will be important to know how ready the organization is for change, helping leaders preempt challenges and address concerns before they become problems
• The new IT organization must strike a balance between adding new capabilities and drawing from current strengths
• The new model is only as strong as the workforce. Effective transition of the workforce requires effort and strong College wide support
• A strategy for addressing short term training and learning needs is critical for IT to successfully transition to a new organizational and operating model
73 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Develop Change Management StrategyDeveloping a comprehensive Change Management Strategy, comprised of individual plans and processes, will enable a successful IT Transformation Program at FIT.
Change Management Strategy Expected Benefits
• Reduces the productivity gap that will occur as a result of changing how people do their jobs and leads to a less disruptive change window
• Reduces the risk of the IT Transformation failing and requiring significant additional costs to “fix it” after the fact
• Reduces the risk of employee turnover due to stress/anxiety around the change
• Increases employee commitment to the change, resulting in increased engagement throughout and making the initiative a success
• Increases organizational effectiveness• Reduces the likelihood of a disruption to the
customer experience or bad press
Address stakeholder needs through targeted
action
Identify IT Transformation
stakeholders
Assess impacts of IT Transformation
and resulting stakeholder needs
Continual evaluation and improvement
74 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Stakeholder Engagement and ManagementFIT will need to identify, assess, and engage a range of stakeholders across FIT to move from uncertainty to commitment, all of whom will be impacted by the transition in different ways.
Engagement• Communicating a clear
change imperative, a vision, and providing visible and consistent leadership involvement will help guide stakeholders through the process.
• Stakeholders include: Executive Leaders (President, Cabinet); Academic Leaders (College Deans, Department Chairs, etc.); Administrative Leaders (Directors, etc.); Faculty; Students; and IT staff.
Status Quo
Com
mitm
ent
High
Low
ContactIndividuals have heard the Vision exists
AwarenessIndividuals are aware of basic scope and concepts of the Vision
UnderstandingIndividuals understand the Vision’s impacts to the organization and their functional area
Positive PerceptionIndividuals understand the Vision’s impacts and benefits to them
AdoptionIndividuals are willing to work with and implement the Vision
Time
InstitutionalizationThe Vision is the way work is done ― the new status quo
InternalizationIndividuals make the Vision their own and create innovative ways to useand improve
Vision
75 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Develop and Roll-Out Communications PlanCommunications is a key element of managing the change that FIT will encounter throughout the IT Transformation Program, making an effective Communications Plan critical to success.
Message Stakeholder Medium of Communication Feedback
FeedbackLoop
• Developing a formal communications plan will assist in delivering appropriate messages and updates to targeted audiences
• Messages should be tailored to various stakeholder groups and delivered via methods preferred by each individual group• A well-designed communication plan will include detailed tactics, target audiences, timing, frequency of communications,
and the person(s) responsible for developing, approving, and delivering the communications• It is also important to provide a feedback mechanism to gather thoughts and responses from communication recipients and
then subsequently tailor future communications to address those responses• Communications is an ongoing thread of the IT Transformation Program. While the Communications Plan is developed
early on, creating and delivering communications throughout the IT Transformation is essential
Key Considerations
Communication Strategy
76 Fashion Institute of Technology IT Assessment Final Report: Recommendations and Roadmap
Communications ApproachA two-phased communications approach is recommended, some of which has already begun with stakeholders engaged and awareness built throughout the IT Assessment project.
2. Conduct On-Going Communications
1. Build Awareness and Consensus
Available Tools and Resources
Regular Internal Communications
Regular External Communications
Multi-Channel Approach*
• Academic Departs• Administrative Depts• Students• Faculty (full time)• Faculty (part time)• Union
Select Stakeholder Input
• President and VPs • CIO and IT Managers• Academic Leadership• Administrative Leadership• Faculty Senate IT Committee• Faculty• Students• Union• IT Staff
• President and VPs• CIO and IT Mangers• IT Staff
• Website• Email Blast• Newsletter• Town Halls
Broad Stakeholder Communication
• Select Stakeholder Input
*Multi-Channel Communications may include emails, presentations, town halls, newsletters, social media, and website updates depending on the indented stakeholder audience and key messages
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