www.umn.edu/oit measuring the value of it to the institution csg spring 2007

www.umn.edu/oit

Measuring the Value of IT to the Institution

CSG Spring 2007

www.umn.edu/oit

Why Measure Value???

To Strategically Position the IT Organization.

www.umn.edu/oit

IT Value??

QuickTime™ and a decompressor

are needed to see this picture.

www.umn.edu/oit

Gartner…..

Business Value Defined (2003):

“…measures that demonstrate how IT-related changes and investments contribute over time to improved business performance, competitiveness and economic growth.”

Doc ID Number: DF-18-3219

www.umn.edu/oit

Educause…

• Objective and subjective combination of measures that attempt to define the value of IT to the institution….

Assessing and Communicating the Value of IT (Nelson, 2005) • Operational Excellence, Organizational

Management, Client Partnership…Increasing IT Value for Customers: A Challenge for Higher Education (Beeby,

Donnefeld, Jelinkova, Knox, Palenchar, Rini, 2006)

www.umn.edu/oit

Educause…Understanding the Value of IT

– Structuring the IT Value Discussion• Strategic. How well is the technology supporting the

strategic goals of the institution?• IT Organization. Is the IT support organization effective

and efficient?• Project. Is a particular technology project worth pursuing?

Educause Quarterly Number 3 2003

Goldstein, Katz, Olsen

www.umn.edu/oit

Simplified IT Value Components

• IT Portfolio Management and Associated Costs

• IT Organizational Continuous Improvement• Impact of Strategic Initiatives / Projects • IT Strategic Alignment to Support the

Institution’s Goals

www.umn.edu/oit

Existing Common-Good/Budget Allocation Enterprise Technology Service Portfolio

Student,Faculty,Staff Support

•Helpdesk (1-HELP)•Training•Digital Media Center.•Computer Labs•Security•MS license•Back-Up•Automated Desk-top Computer Management (AD)•Help-Desk Support Tool (Ctrl F1)

Communications

•Data Network•Telephone•Unified Messaging

ProductivityApplications

•Operating System•MS Office•File Systems•Web Collaboration (Breeze)•Email•Calendar (UMCal)•File Storage (SAN)

•Personal space•Enterprise storage

•Web Content Management (FileNet)•Wiki

BusinessApplications

•PeopleSoft•WebCT•Imaging/Doc Mgt•Library Automation•E-Research•CUFS / Financial•IMS Reporting•EGMS•FormsNirvana•GradPlanner•Portfolio•GoldPass•Data Base (Oracle)•Portal

www.umn.edu/oit

Existing Common-Good/Budget Allocation Enterprise Technology Services Portfolio Budget View

Portfolio by Budget

22%

26%29%

14%

3% 6%

Communications

Productivity Apps

Business Apps

Student, Staff & Faculty Support

Security

Other

www.umn.edu/oit

Common-Good/Budget Allocation Enterprise Technology Services Portfolio ‘Cost per Head’

• Total Portfolio Expense: Approx. $70 Million• ‘Cost per Head’

– Existing: $44.93/month ($1.50/day)– Modeled FY08: $48.16 - $50.41 ($1.60 - $1.68/day)

www.umn.edu/oit





www.umn.edu/oit

Service Quality Dashboard

4.60 Overall Rating

0

1

2 3

4

5

IT Expenditure Dashboard

6.90%

0

1

2

3

4 5 6

7

8

9

10

Improvement Process Dashboard

43% BP/SE Score

0

1

2

3

4 5 6

7

8

9

10

Staff Engagement Dashboard

4.78

2.354

0

OIT Score: 2.91

www.umn.edu/oit

IT Service Quality

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

Computer Labs

Helpline Support

Networking andTelecommunications Service

Delivery

Residence Hall NetworkServices

Self-Service TechnologyKnowledge Data Base

Technology Short CourseTraining

WebCT

FY06

FY05

FY04

www.umn.edu/oit

University IT Exp as % of Tot Expenses

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

Crookston Duluth Morris Twin Cities Total

Productivity & Efficiency

www.umn.edu/oit

Collegiate IT Exp as % of Tot Expenses

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

LIBERAL ARTS, COLLEGE OF TECHNOLOGY, INSTITUTE OF

CONTINUING EDUCATION, COLL OF MGMT, CURTIS L CARLSON, SCH OFEDUCATION & HUMAN DEVEL, COLL

MEDICAL SCHOOL

BIOLOGICAL SCIENCES, COLL OF

GENERAL COLLEGE

HUMAN ECOLOGY, COLLEGE OF AGRIC, FOOD, & ENVIR SCI, COLL

LAW SCHOOL

NURSING, SCHOOL OF

PUBLIC HEALTH, SCHOOL OF

DENTISTRY, SCHOOL OF

ARCH & LANDSCAPE ARCH, COLL OFNATURAL RESOURCES, COLLEGE OF

PHARMACY, COLLEGE OF

HUMPHREY INST OF PUBL AFFAIRS VETERINARY MEDICINE, COLL OF


www.umn.edu/oit

Administrative IT Exp as % of Tot Expenses

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

DULUTH SCHOOL OF MEDICINE

ROCHESTER

AGRICULTURE EXPERIMENT STATION

ACADEMIC HEALTH CTR-SHARED

ATHLETICS

AUDITS

AUXILIARY SERVICES

BELL MUSEUM

BUDGET & FINANCE

BOYNTON HEALTH SERVICE

CAPITAL PLANNING/PROJECT MANAGEMENT

STUDENT AFFAIRS, OFFICE OF

CONTROLLER'S OFFICEDEBT MANAGEMENT

ACADEMIC AFFAIRS, SR VP

U OF MN EXTENSION SERVICE

FACILITIES MANAGEMENT

FRINGE BENEFITS GENERAL COUNSEL GRADUATE SCHOOL HUMAN RESOURCES

HEALTH SCIENCES, SR VP

UNIVERSITY HEALTH AND SAFETY

INSTITUTIONAL ACCOUNT

UNIVERSITY RELATIONS, OFC OF

LIBRARIES, UNIVERSITY

PRESIDENT, OFFICE OF THE

REGENTS, BOARD OF

RESEARCH

RECREATIONAL SPORT/STDT UNION

PUBLIC SAFETY

SYSTEM ADMINISTRATION, SR VP

SYSTEMWIDE

UNIVERSITY SERVICES, VP FOR

OIT Unit Totals:

IT Exp as % of Tot Expenses


www.umn.edu/oit

Productivity & Efficiency:University of Minnesota IT Spending

per Capita

• $1,682 per Student, Faculty & Staff (headcount)

www.umn.edu/oit

OIT Score: 2.91Institutional Score: 2.86High Possible Score: 4.78

Staff Engagement

www.umn.edu/oit

Improvement Processes….

Still Under Development….

•Progress toward Institutional Best Practices and Standards

Best Practice

Single Enterprise

OIT Compliance Comments

Communications

Data NetworkVarious parts of OIT are running their own privately run networks.

Productivity Applications

Operating SystemAre all of OIT's desktop computers running either Mac OSX or WinXP?

Win XPMac OS X

MS OfficeFile SystemsWeb Collaboration (Breeze)EmailCalendarFile Storage

PersonalDepartmental

Web Content Management (FileNet)

Many of OIT's pages are managed through FileNet, but some of them aren't.

Business Applications

PeopleSoft

WebCTWith the exception of the development around Moodle and other emerging technologies.

ImagingLibrary Automation Need this be here?E-Research Need this be here?CUFS Need this be here?IMS Reporting Shadow systems?EGMSForms NirvanaGradPlannerPortfolioGoldPassData Base

Student, Faculty, Staff Support

HelpDesk (1-HELP)Training

Digital Media Center Does not necessarily apply. No faculty.Computer LabsSecurityMS LicenseBack-UpAutomated Help Desk (AD)Help-Desk Support Tool (Ctrl F1)

Totals: 13 22 12

Overall ScorecardNumber Best Practices that Apply

Number Single Enetrprise that Apply

OIT Adoption

and Compliance

Rate

Adoption / Compliance Score

11 17 12 12 of 25

Totals: 28 12 43%

Best Practice / Single Enterprise Technologies Performance Measure

www.umn.edu/oit





www.umn.edu/oit

Project Title Project Description:

Improvements:

Costs:

Comparables:

Outcome: [this should be the “take-away” message about the project]

Benefits

Improved productivity/efficiency

Reduced costs

Enhanced revenues

Improved service or product quality

Engaged employees

Mitigate risk

Project Benefit Slide

www.umn.edu/oit

Start-up Yr1 Yr2 Yr3 Yr 4 Yr 5 TOTAL

Improvements

Costs

University Net

Project Impact Summary Form

• Unit-Specific Improvements of Particular Note: (If cost savings, specify where the savings went)

• Unit-Specific Costs of Particular Note:

• Comparables (over time, parts-to-whole, peers, industry standards, etc.):

www.umn.edu/oit

Start up yr 1 yr 2 yr 3 yr 4 yr 5 Start up yr 1 yr 2 yr 3 yr 4 yr 5 Start up yr 1 yr 2 yr 3 yr 4 yr 5 Start up yr 1 yr 2 yr 3 yr 4 yr 5

Engage Employees

Personnel costsTechnology costs

Supply CostsEquipment costs

Capital costsConsulting costsOther costs (please

specify)

Reduce Costs* (identifiable, marbled,

avoided)

Mitigate Risk

Enhance Revenues

Net

TOTAL

Improve Productivity/

Efficiency

Improve Service/ Product

Quality

Description (who, how, when)

Unit Measure Impacted Group B Impacted Group CImpacted Group A

Benchmark / Comparable Information: Over time / Parts to the whole / Peers / Industry Standards

(1) Improvement Categories

(2) Cost Categories

(3) Start-up & over 5 years (4a) Per

impacted group

(4b) University overall

(5) Net impact

(6) Benchmarks

www.umn.edu/oit

FY07 (startup) FY08 FY09 FY10 FY11 FY12 FY07 (startup) FY08 FY09 FY10

Single ticket office? + + + +

Engage EmployeesEnhance Revenues

Ticket fee revenue $ 133,000 $ 146,300 $ 160,930 $ 177,023 $ 194,725 $ 196,000 $ 215,600 $ 237,160

Enhance Revenues

Other fee revenue $ 81,000 $ 89,100 $ 98,010 $ 107,811 $ 118,592 $ 32,000 $ 35,200 $ 38,720

Enhance Revenues

1-2% increased sales $ 200,000 $ 250,000 $ 300,000 $ 350,000 $ 400,000 $ 10,000 $ 12,500 $ 15,000

Enhance Revenues

Increased donations + + + +

Print at home tickets + + + + + +

Internet tools for customers + + + + + +

Personnel costsInternally rallocateInternally rallocateInternally rallocateInternally rallocateInternally rallocate

$ 90,000 $ 93,600 $ 97,344

Technology costs

Equipment costs100,000$ 100,000$ 100,000$ 100,000$ 100,000$

$ 50,000 $ 50,000 $ 50,000

Capital costsSupplies and

Expenses

$ 35,000 $ 35,000 $ 35,000

Other costs (please specify)

Internal transfers (342,500)$ (342,500)$ (342,500)$ (342,500)$ (342,500)$

$ (120,000) $ (127,200) $ (134,688)

$ - $ (28,500) $ 42,900 $ 116,440 $ 192,334 $ 270,817 $ - $ 68,000 $ 86,100 $ 106,192

Reduce Costs* (identifiable,

marbled, avoided)

Net


Efficiency

Improve Service/ Product Quality


Unit Measure Athletics Northrup/Arts

FY07 (startup) FY08 FY09 FY10 FY11 FY12 FY07 (startup) FY08 FY09 FY10 FY11 FY12

+ + +

+ + + +

$ 270,000 $ 180,000 $ 187,200 $ 194,688 $ 202,476 $ 210,575

270,000$ 270,000$ 280,800$ 292,032$ 303,713$ 315,862$

481,000$ $ 164,000 $ 164,000 $ 164,000 $ 164,000 $ 164,000

481,000$ 164,000$ 164,000$ 164,000$ 164,000$ 164,000$ $ 200,000 $ 37,500 $ 37,500 $ 37,500 $ 37,500 $ 37,500

200,000$ 187,500$ 187,500$ 187,500$ 187,500$ 187,500$

-$ -$ -$ -$ -$ -$

-$ 35,000$ 35,000$ 35,000$ 35,000$ 35,000$ $ 21,000 $ 81,000 $ 81,000 $ 81,000 $ 81,000 $ 81,000

21,000$ 81,000$ 81,000$ 81,000$ 81,000$ 81,000$ $ 462,500 $ 469,700 $ 477,188 $ 484,976 $ 493,075

-$ -$ -$ -$ -$ -$

$ (972,000) $ - $ - $ - $ 0 $ 0 $ (972,000) $ 39,500 $ 129,000 $ 222,632 $ 320,826 $ 424,058

OIT TOTAL

Example: Enterprise EventTicket System

(Detailed Cost Analysis)

www.umn.edu/oit

University Event Ticketing SystemProject Description: Numerous entities on campus have ticketing / customer management needs. Two of the largest – University Athletics and arts ticketing organizations – needed new systems in 2007, so the opportunity was seized to create an enterprise-wide solution. This project will increase revenues, increase customer service, and provide University management with significantly more meaningful customer information.

Improvements:

Significant customer service improvements

• On-line purchase / print-at-home tickets

• Ticket exchange and ticket forwarding capabilities

Enterprise customer relationship tracking available

Significant revenue increases

• $600,000 over five years above current net revenue, PLUS:• Increased donations• Increased ticket sales and cross promotion• Increased advertising revenue

Costs:

Start-Up: $1.1 Million / Ongoing operation: ≈ $ 600,000 per year

Overall Impact:Full control and collection of ticketing fees presents highest long-term revenue potential for unitsModern, robust ticketing software and the ability to directly integrate into current enterprise systems increases user satisfaction and cross promotion opportunities University ticketing fees will be less than industry standards

Benefits


Reduced costs Enhanced revenues

Improved service or product quality Engaged employees

www.umn.edu/oit

Start up yr 1 yr 2 yr 3 yr 4 yr 5 yr 6 yr 7

25% 35% 60% 80% 90% 100% 100%

Reduce complexity thru consistent mgmt

reduced # of units with own server mgmt programs

x x x x x x x

Minimize occurance of service outages

Marbled $: Productivity savings: increased hours of server uptime based on fewer service outages due to infrastructure failure

$85,800 $120,120 $205,920 $274,560 $308,880 $343,200 $343,200

Decrease # and severity of security breaches

Marbled $: Productivity savings: increased hours of server uptime based on fewer service outages due to security breech

$29,400 $41,160 $70,560 $94,080 $105,840 $117,600 $117,600

Engage Employees

n/a

Enhance Revenues

n/a

Improve Service/

Product Quality

Minimize occurance of service outages

Savings captured above

Hardware savings through economies of scale

Identifiable $: 20% reduction in number of servers through consolidation

$148,500 $148,500 $148,500 $148,500 $148,500 $148,500 $148,500

Reduce # of FTE's dedicated to server mgmt

Identifiable $: recovered or repurposed salary of FTE

$146,250 $204,750 $351,000 $468,000 $526,500 $585,000 $585,000

Reduce space costs for server mgmt

Identifiable $: lease cost of recovered square footage

$221,250 $88,500 $221,250 $177,000 $88,500 $88,500 $0

Personnel costs

Server support Identifiable $: personnel cost per server migration

$100,000 $40,000 $100,000 $80,000 $40,000 $40,000 $0

Technology costs

Supply CostsEquipment

costsCapital costs Cool systems, electrical,

generator and other capital improvements

$1,360,000 $782,000 $1,490,000 $504,000

Consulting costs

Other costs (please specify)

Net - Annual ($1,360,000) ($250,800) ($926,970) $393,230 $1,082,140 $1,138,220 $1,242,800 $1,194,300

Net - cummlative

($1,360,000) ($1,610,800) ($2,537,770) ($2,144,540) ($1,062,400) $75,820 $1,318,620 $2,512,920

Percent of local servers migrated


Unit Measure OIT


Efficiency

Reduce Costs

Example: Shared Data Center

www.umn.edu/oit

Shared Data Center Project

Outcome: This data center initiative will: Recover initial capital costs through increases in productivity and savings through economies of

scale efficiencies, creating a 5 year net savings of $75,000, and annual net savings in year 6 and beyond of over $1,000,000 per year.

Benefits


Reduced costs Enhanced revenues

Improved service or product quality Engaged employees

Project Description: Expand the capacity of the University’s existing central data centers to allow for the consolidation of locally-managed servers into shared data centers.

Improvements: Primarily realized by University unitsReduces total hrs of service outages – creating measurable productivity improvementsReduces # and severity of server security breaches resulting in productivity improvementsReduces # of FTEs required for server management through economies of scaleReduces $ spent on servers, space, and infrastructure through server consolidationIncrease space available to local units for office and storage by eliminating need for local server space

Costs: Borne by central OITStart-up costs through year three:

– Enhancements to WBOB and 90 Church Street data centers -- $4.14 million.

Conversion costs of migrating to central server location– Staff cost to migrate to central data center -- $360,000

www.umn.edu/oit





www.umn.edu/oit

IT Strategies toInstitution’s Strategies

Operational GoalsMapped to Strategies

Projects MappedTo Goals

Measures toIT Strategies

Projects toMeasures

Projects toInstitution’sStrategies

www.umn.edu/oit

Institutional Strategies

OIT Action Strategy Alignment to Institutional Strategies

• Exceptional Students• Exceptional Faculty and Staff• Exceptional Organization• Exceptional Innovation

OIT Action Strategies

Create an organizational structure that eliminates barriers between our customers and the services that we deliver.

Embrace a culture that is committed to excellence and continuous improvement.

Adopt standards and best practices wherever and whenever appropriately suited.

Optimize the use of our physical, financial and technical resources.

Recruit and retain the highest quality staff. Maximize staff member contributions through engagement, growth, and development.

Operate as a single organizational unit.

www.umn.edu/oit


OIT Operational Goal Alignment to OIT Action Strategies

Create an organizational structure that eliminates barriers between our customers and the services that we deliver.Embrace a culture that is committed to excellence and continuous improvement.Adopt standards and best practices wherever and whenever appropriately suited.Optimize the use of our physical, financial and technical resources.Recruit and retain the highest quality staff. Maximize staff member contributions through engagement, growth, and development.Operate as a single organizational unit.

OIT Operational Goals

Invest in enterprise system scale initiatives that create savings, improve service, and maximize the University’s investment in systems.

Extend the usefulness of enterprise-class systems with new technologies, workflow and other processes.

Invest in promising emerging technologies to maintain a competitive, leadership role that attracts the brightest students, faculty, staff and research funding.

Create strategic partnerships that support the institution’s goals, mission and vision and which create strategic advancement opportunities.

Maintain, enhance and improve the technology infrastructure to alleviate outages and improve reliability.

Simplify the complex technical environment through the pursuit of Single Enterprise standardized systems, transactions and processes to deliver higher quality, efficiency and effectiveness.

www.umn.edu/oit

FY08 OIT Project to OIT Operational Goals

FY08 Projects New / Continuing Functional Owner Invest in enterprise system scale initiatives that create savings, improve service, and maximize the University’s investment in systems.Extend the usefulness of enterprise-class systems with new technologies, workflow and other processes.Invest in promising emerging technologies to maintain a competitive leadership role that attracts the brightest students, faculty, staff and research funding.Create strategic partnerships that support the institution’s goals, mission and vision and which create strategic advancement opportunities.Maintain, enhance and improve the technology infrastructure to alleviate outages and improve reliability.Simplify the complex technical environment through the pursuit of Single Enterprise standardized systems, transactions and processes to deliver higher quality, efficiency and effectiveness.

1 Financial System Replacement

Continuing Controller

2 Position Management Continuing Human Resources3 ePortfolio / Grad Planner

IntegrationContinuing Student/Provost

4 Geographic Information / Space Management System

New Capital Planning / University Services

5 High Performance Research Network Connectivity & Upgrade

Continuing OIT

6 Faculty Activity Reporting New OVPR, Libraries, U Relations

7 NTS Self-Service Tools Continuing OIT8 Institutional Accountability

ScorecardNew Provost

9 Web Content Management Continuing OIT10 University Initiatives Tracking

ToolContinuing President/OIT

11 Ticketing System Continuing Chief Financial Officer12 University Libraries Rich

Media ServicesNew Libraries

13 Learning Platform and Knowledge Management System

New AHC / Provost

14 Server Consolidation and Strengthened Technical Security

New OIT

* Data Center Continuing

* Server Hosting Services New

* File Storage Capacity Continuing

* Strengthened Authentication New

* Strengthened Data Management Tools and Techniques

New

* Transition Disparate Servers New

15 Optimally Aligned University IT Environment

New OIT

* Enterprise Service/Technology Adoption

Continuing

* Organizational Development Continuing

www.umn.edu/oit


OIT Measures to Action Strategies

Create an organizational structure that eliminates barriers between our customers and the services that we deliver.Embrace a culture that is committed to excellence and continuous improvement.Adopt standards and best practices wherever and whenever appropriately suited.Optimize the use of our physical, financial and technical resources.Recruit and retain the highest quality staff. Maximize staff member contributions through engagement, growth, and development.Operate as a single organizational unit.

OIT Measures• Quality: o Customer satisfaction with targeted services. o Technology service portfolio offered to customers. o New services delivered.

• Efficiency/ Productivity: o Technology spend as percentage of over-all spend (all-inclusive/OIT). o Technology spend per student/staff/faculty (all-inclusive/OIT). o Technologist-to-staff & Technologist-to-student/staff/faculty ratios and ser

• Staff Development: o Employee Engagement (PULSE). • Community Campaign involvement / giving level. o Employee Performance Review / Plan Percentage & Indices.

• Processes / Continuous Improvement: o Number of best practices referred and adopted. o Number of single enterprise services referred and adopted.

www.umn.edu/oit

FY08 OIT Projects to Measures

FY08 Projects New / Continuing Functional Owner • Quality: o Customer satisfaction with targeted services. o Technology service portfolio offered to customers. o New services delivered.• Efficiency/ Productivity: o Technology spend as percentage of over-all spend (all-inclusive/OIT). o Technology spend per student/staff/faculty (all-inclusive/OIT). o Technologist-to-staff & Technologist-to-student/staff/faculty ratios and ser• Staff Development: o Employee Engagement (PULSE). • Community Campaign involvement / giving level. o Employee Performance Review / Plan Percentage & Indices.• Processes / Continuous Improvement: o Number of best practices referred and adopted. o Number of single enterprise services referred and adopted.Impact Analysis Measure

1 Financial System Replacement

Continuing Controller

2 Position Management Continuing Human Resources3 ePortfolio / Grad Planner

IntegrationContinuing Student/Provost

4 Geographic Information / Space Management System

New Capital Planning / University Services

5 High Performance Research Network Connectivity & Upgrade

Continuing OIT

6 Faculty Activity Reporting New OVPR, Libraries, U Relations

7 NTS Self-Service Tools Continuing OIT8 Institutional Accountability

ScorecardNew Provost

9 Web Content Management Continuing OIT10 University Initiatives Tracking

ToolContinuing President/OIT

11 Ticketing System Continuing Chief Financial Officer12 University Libraries Rich

Media ServicesNew Libraries

13 Learning Platform and Knowledge Management System

New AHC / Provost

14 Server Consolidation and Strengthened Technical Security

New OIT

* Data Center Continuing

* Server Hosting Services New

* File Storage Capacity Continuing

* Strengthened Authentication New

* Strengthened Data Management Tools and Techniques

New

* Transition Disparate Servers New

15 Optimally Aligned University IT Environment

New OIT

* Enterprise Service/Technology Adoption

Continuing

* Organizational Development Continuing

www.umn.edu/oit

Institutional Strategy Alignment

Draft….. OIT Pipe-Line …..Draft

OIT Projects and Potential Forecasted Projects Functional Owner Status Exceptional StudentsExceptional Faculty and StaffExceptional OrganizationExceptional Innovation

ePortfolio Student/Provost Continuing

Graduation Planner Undergraduate Education Continuing

Graduate Student Planner Graduate School New

Student Engagement Planner Student Affairs New

Customer Relationship Management

Undergraduate Education? New

Non-Credit Registration Provost? New

Course Management: WebCT Vista / Moodle

Provost? OIT? Continuing

Learning Platform and Knowledge Management System

AHC / Provost New

Portal Provost Continuing

University Libraries Rich Media Services

Libraries New

Faculty Activity Reporting OVPR, Libraries, U Relations New

Employee Learning Management

Human Resources New

Financial System Replacement Chief Financial Officer Continuing

Ticketing System Chief Financial Officer Continuing

www.umn.edu/oit

Strategy Mapping Activity

www.umn.edu/oit

IT Strategies toInstitution’s Strategies

Operational GoalsMapped to Strategies

Projects MappedTo Goals

Measures toIT Strategies

Projects toMeasures

Projects toInstitution’sStrategies

www.umn.edu/oit

Developing Collaborative Informed Decision and Priority Setting Framework for Large IT Projects.

-Fall 2007

www.umn.edu/oit

To Wrap it Up…

• Start Somewhere…• Governance is Crucial• Internal Benchmarking is Powerful• Subjectivity is OK• What questions do these tools answer?

www.umn.edu/oit

Thank You

Questions?

www.umn.edu/oit measuring the value of it to the institution csg spring 2007

Documents

day slide

olsen slide

productivity efficiency

business value

value components

portfolio management

value discussion strategic

measure value