CST will be the recognized leader for high

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“CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology

“CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community” CS&T Management Team CS&T Strategy Articulation Project Results Summary June 2006

CS&T Strategy Articulation Agenda 1. Introduction to UCF & North Highland 2. Outcomes &

CS&T Strategy Articulation Agenda 1. Introduction to UCF & North Highland 2. Outcomes & Benefits 3. How Did We Get There? 4. Future State Organizational Design 5. Implementation Roadmap 6. Questions June 2006 2

CS&T Strategy Articulation 1. Introduction to UCF 45, 000+ students 1, 400 acre main

CS&T Strategy Articulation 1. Introduction to UCF 45, 000+ students 1, 400 acre main campus (located in Orlando) 21 regional campuses One of Florida's 11 public universities SACS: Level 6 Institution SREB CLASSIFICATION: Four-Year II Institution CARNEGIE CLASSIFICATION: Doctoral/Research Universities-Intensive June 2006 3

CS&T Strategy Articulation 1. Introduction to North Highland Client Rated as the Best Mid-Sized

CS&T Strategy Articulation 1. Introduction to North Highland Client Rated as the Best Mid-Sized Provider of Internal and External Facing Management and Technology Consulting including: v v v Customer Interaction Human Capital Process Management Financial Management Business and Operational Strategy Business Intelligence v v v Supply Chain Management Technology Solutions Technology Management Internal/External Communications Project Management Organizational Change Management 450 Consultants in 13 Cities (Atlanta, Charlotte, Dallas, Denver, Houston, Nashville, New York, Orlando, Richmond, Philadelphia, Tallahassee, Tampa, Washington D. C. ) “We want to change the way you think about consulting” June 2006 4

CS&T Strategy Articulation 2. Outcomes & Benefits - Outcomes Strategy Defined Future State Organization

CS&T Strategy Articulation 2. Outcomes & Benefits - Outcomes Strategy Defined Future State Organization Defined Implementation Roadmap Defined June 2006 5

CS&T Strategy Articulation 2. Outcomes & Benefits - Benefits 1. Fact Based Stakeholder View

CS&T Strategy Articulation 2. Outcomes & Benefits - Benefits 1. Fact Based Stakeholder View of CS&T Defined 2. Common Customer & Services Definitions 3. UCF Institutional Effectiveness Metrics Defined 4. ITIL Based Critical Process Defined 5. Critical Processes Aligned to Strategic Objectives 6. CS&T Decision Making Tool Created 7. Organization Of The Future Defined 8. Timeline For Implementation Defined 9. Change Process Started With Stakeholders 10. Departmental Collaboration Foundation Built June 2006 6

CS&T Strategy Articulation 3. How Did We Get There? Strategy Articulation Map (SAM) A.

CS&T Strategy Articulation 3. How Did We Get There? Strategy Articulation Map (SAM) A. Drivers B. Market Differentiators C. Strategic Objectives D. Key Performance Indicators E. Critical Processes June 2006 7

CS&T Strategy Articulation 3. How Did We Get There? – A. Drivers UCF Vision,

CS&T Strategy Articulation 3. How Did We Get There? – A. Drivers UCF Vision, Mission & Values Employee Perceptions IT&R Mission Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community June 2006 Faculty & Staff Perceptions Student Perceptions Service Definition Customer Definition Mission CS&T develops and maintains enterprise computing and communications services for the UCF community Customer/ Service/ Location Map Values - Excellence - Integrity - Leadership - Strategic - Work Ethic - Creativity - Professionalism - Standards Based 8

CS&T Strategy Articulation Drivers Vision CS&T will be the recognized leader for high quality

CS&T Strategy Articulation Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Market Differentiators 3. How Did We Get There? – B. Market Differentiators Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership June 2006 Mission CS&T develops and maintains enterprise computing and communications services for the UCF community Values - Excellence - Integrity - Leadership - Strategic - Work Ethic - Creativity - Professionalism - Standards Based Customer Related Customer Service Capabilities Standards Cost 9

CS&T Strategy Articulation Drivers Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment,

CS&T Strategy Articulation Drivers Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Strategic Objectives Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Market Differentiators 3. How Did We Get There? – C. Strategic Objectives CS&T will be the preferred work environment for innovative IT professionals June 2006 Mission CS&T develops and maintains enterprise computing and communications services for the UCF community Values - Excellence - Integrity - Leadership - Strategic - Work Ethic - Creativity - Professionalism - Standards Based Customer Related Customer Service Capabilities Standards Cost CS&T will provide outstanding service in response to customer needs CS&T will provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs CS&T will collaborate to develop and regulate university IT standards based on industry best practices CS&T will provide cost effective solutions that maximize value for the university community 10

CS&T Strategy Articulation Drivers Vision CS&T will be the recognized leader for high quality

CS&T Strategy Articulation Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Market Differentiators 3. How Did We Get There? – D. KPI’s Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Strategic Objectives KPI’s Recruiting Response Salary Comparison Training Received Certifications June 2006 Values - Excellence - Integrity - Leadership - Strategic - Work Ethic - Creativity - Professionalism - Standards Based Customer Related CS&T will be the preferred work environment for innovative IT professionals • • Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • • Customer Service Capabilities Standards Cost CS&T will provide outstanding service in response to customer needs CS&T will provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs CS&T will collaborate to develop and regulate university IT standards based on industry best practices CS&T will provide cost effective solutions that maximize value for the university community Customer Satisfaction Innovative Solutions SLA’s Implemented Request Fulfillment • Current State ARS • Capability & Capacity • Standards, Policies & Procedures Implemented • On-Campus Technology Sales • Economies of Scale 11

CS&T Strategy Articulation 3. How Did We Get There? – D. KPI’s June 2006

CS&T Strategy Articulation 3. How Did We Get There? – D. KPI’s June 2006 12

CS&T Strategy Articulation 3. How Did We Get There? – KPI Dashboard Employee June

CS&T Strategy Articulation 3. How Did We Get There? – KPI Dashboard Employee June 2006 Days to Hire 13

CS&T Strategy Articulation 3. How Did We Get There? – E. Critical Processes June

CS&T Strategy Articulation 3. How Did We Get There? – E. Critical Processes June 2006 14

Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise

Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Market Differentiators CS&T Strategy Articulation Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Values - Excellence - Integrity - Leadership - Strategic - Work Ethic - Creativity - Professionalism - Standards Based Customer Related CS&T will be the preferred work environment for innovative IT professionals Capabilities Standards Cost CS&T will provide outstanding service in response to customer needs CS&T will provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs CS&T will collaborate to develop and regulate university IT standards based on industry best practices CS&T will provide cost effective solutions that maximize value for the university community KPI’s Customer Service • • Recruiting Response Salary Comparison Training Received Certifications • • Customer Satisfaction Innovative Solutions SLA’s Implemented Request Fulfillment • Current State ARS • Capability & Capacity • Standards, Policies & Procedures Implemented • On-Campus Technology Sales • Economies of Scale Critical Processes Strategic Objectives Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • Recruiting Tracking • Training Tracking • Certification Tracking • • Demand Management* Solution Tracking SLA Management* Customer Survey • Delivery Management* • Enterprise Services Forecasting & Planning* • Technology Refresh • Sourcing • Technology Policy & Procedures Management • Exception Management • Financial Planning* • Investment Strategy • Budget Management: • Cost Tracking 15 • Time Tracking June 2006

CS&T Strategy Articulation 4. Future State Organizational Design June 2006 16

CS&T Strategy Articulation 4. Future State Organizational Design June 2006 16

CS&T Strategy Articulation 5. Implementation Roadmap START Qtr 1 Qtr 2 Qtr 3 Qtr

CS&T Strategy Articulation 5. Implementation Roadmap START Qtr 1 Qtr 2 Qtr 3 Qtr 4 Year 2/Qtr 1 ORGANIZATION TRANSFORMATION TRACK Post & fill Technology Service Mgr position Finalize Phase 2 org design Implement Phase 2 organization design Define & prioritize Customer groups Implement Phase 3 /Final organization design COMMON PROCESSES DEFINITION TRACK Define CS&T Services/Service Catalog Complete SOP re-write Prioritize common processes for definition Define & implement high priority Processes METRICS & PERFORMANCE MANAGEMENT TRACK Implement KPI’s from Strategy Articulation Define Service Levels for S&T Service Catalog Define SLA w/key Customers Define performance objectives for departments & individuals Implement performance management system CAPABILITY & STANDARDS IMPROVEMENT TRACK Inventory & assess standards & capabilities Revise / develop standards & capabilities to close gaps against Services / SLAs June 2006 Implement annual standards & capabilities reviews 17

CS&T Strategy Articulation June 2006 18

CS&T Strategy Articulation June 2006 18

Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise

Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Market Differentiators CS&T Strategy Articulation Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Values - Excellence - Integrity - Leadership - Strategic - Work Ethic - Creativity - Professionalism - Standards Based Customer Related CS&T will be the preferred work environment for innovative IT professionals Capabilities Standards Cost CS&T will provide outstanding service in response to customer needs CS&T will provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs CS&T will collaborate to develop and regulate university IT standards based on industry best practices CS&T will provide cost effective solutions that maximize value for the university community KPI’s Customer Service • • Recruiting Response Salary Comparison Training Received Certifications • • Customer Satisfaction Innovative Solutions SLA’s Implemented Request Fulfillment • Current State ARS • Capability & Capacity • Standards, Policies & Procedures Implemented • On-Campus Technology Sales • Economies of Scale Critical Processes Strategic Objectives Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • Recruiting Tracking • Training Tracking • Certification Tracking • • Demand Management* Solution Tracking SLA Management* Customer Survey • Delivery Management* • Enterprise Services Forecasting & Planning* • Technology Refresh • Sourcing • Technology Policy & Procedures Management • Exception Management • Financial Planning* • Investment Strategy • Budget Management: • Cost Tracking 19 • Time Tracking June 2006